The case study reveals the realignment of the quality analysis system, in a Fortune 500 company, to save it a significantly large amount of $288,000 every year.
In this Lean Six Sigma Project, what was done different, was the usage of logical thinking process tools, based on the theory of constraints. Along with this, 3 very important questions were asked to understand the current system, and how to resolve the issues, to achieve a maximum profit.
To answer the need for a quality analysis system, it was important to study the objective in greater details, and the relationships between the critical success factors, and the necessary conditions. The Intermediate Objective Map provided the details in a clearer, diagrammatic chart form.
When the objective is known, getting to know the hindrances was the next step forward. The stakeholders, and a cross-functional team sat together, and drew an affinity diagram, to find the common errors. This not only helped find a relationship between the failures, but also helped identify new ones, that were not known before.
The Reality Tree Map revealed that the current team was getting a score out of 80 and not 100. This meant that even if the score was perfect, it still made the team feel they were not completely correct.
Since the scoring was done on the category level, even when there were performance improvements at the ground level, nothing reflected in the overall metrics. Thus, the work staff were demoralized.
To resolve the issues, the Lean Six Sigma project suggested defining each checkpoint, and as and when there were any improvements at these checkpoints, the stakeholders were to be informed immediately. The project was effective, and predicted to save the company $300,000 in the first six months of implementation.
The Lean Six sigma Project whose cost was $57,000, made the company realize that not only is focusing on immediate changes important, but it is also equally important to study and maintain a sustained quality growth.