Business Process and Lean Six Sigma

The driving factors for a success or failure of implementing Six Sigma is largely dependent on the inputs set forth at the conception and duration of the integration. This whitepaper will compare and contrast these critical inputs for a successful deployment. In order to accomplish this five various companies: GE Electric, W.R. Grace, Royal Chemicals, Diversified Paper and Lemforder. Some of these organizations had very successful results while others failed to reach their full potential. What is clear is the similarities of those that succeed and those that failed.

Xerox reported stellar performance figures for 2005 and it appears set to match or exceed those figures for 2006. In 2005 Xerox reported earnings of $978m which amounted to 94 cents per outstanding share and represented an increase of 9% year on year over the previous reporting period (“True” 5). While it is certain that Xerox, being technology company heavily dependent on a value chain centred on intangible services, is susceptible to a certain amount of instability in the global market, its financial health should allow it to weather any periodic downturn. Especially since Xerox has reduced its debt structure from approximately $10b to $7.3b which is offset by operating cash flows of $1.4b (“True” 5). It is clear the Xerox not only redefined its value chain but it correctly assigned the appropriate resources to its key profit centres as well.

Lean Six Sigma combines Lean’s time-focused waste-elimination philosophy to dynamic analytical problem solving toolkit of Six Sigma.

The implementation of lean operations is one the most popular ways to improve efficiency and productivity in operations. This strategy has afforded many businesses the opportunities to streamline processes that resulted in improved systems and efficiency. However, many businesses face obstacles with implementing lean practices for various reasons such as unclear directions, employees that are resistant to change, and poor planning. Businesses that encounter issues with lean implementation must identify performance metrics to improve operational strategies. This paper will examine the obstacles businesses experience with lean implementation.

Citibank’s goal was to improve operations globally through reduction and process time while increasing customer satisfaction and loyalty. Citibank reached out to Motorola University for a wide Six Sigma training for its employees. Motorola University trained Citibank employees on both cycle time reduction and cross-functional process mapping to reduce wasteful processing time. It helped tract defects and document results by teaching team members to identify appropriate metrics and solve any issues discovered during the process. Employees built rapport and worked well together throughout the process, which made their professional responsibilities easier that benefited their customers. This allowed eliminating redundancy and established a positive atmosphere for its customers. Citibank efficiencies increased customer satisfaction and increased faster time to introduce new products to its

It can also optimize cash collections, increase registration accuracy, and improve patient throughput. Moving forward, the ability to demonstrate excellence will become even more important to health care systems’ and providers’ bottom line, and using Lean Six Sigma techniques will become essential to monitor critical processes.

At UB's Center of Excellence for Global Enterprise Management, Li Lin, Ph.D., professor of industrial engineering, and his colleagues apply industrial-engineering tools, including Six Sigma and other lean enterprise methodologies originally developed for manufacturing processes, to improve the operations and competitiveness of hospitals.

Innovation is not a single activity; it is a process. For businesses, innovation means fresh ideas, developing new products or services and its effective processes. Innovation can be key to any business or company in the future. Bringing innovation into your business can help you save time and money and gives you the competitive advantage needed to grow your business.

Introduction: This case study investigates Maple Leaf Foods' (MLF), a highly successful diversified corporation, proactive approach to the implementation of the rigorous, culture penetrating and comprehensive measurement-based philosophy, Six Sigma. In fact, MLFs' change champions and "dynamic duo", Michael McCain, president and chief executive officer (CEO), and Bruce Miyashita, vice-president (VP) Six Sigma, unequivocal support, confidence, vision, and expertise in this process improvement and variation reduction strategy ignited the essential motivation and stakeholder loyalty that was paramount to the receptivity/achievement of their "well-thought out" conversion and

Xerox has a rich heritage based on customer-focused and employee-centered values. These components help the organization to deliver both profitability and growth. The mission statement for Xerox is, “ To become change agents and innovators - using

Xerox hopes to avoid mistakes of the past by having “a system to prevent technology from leaking out of the company”, according to Robert V. Adams, president of XTV. They have a $30 million dollar fund to support this intrapreneurial activity. It has supported a dozen start-ups thus far, only two having failed. These are extremely promising numbers, with 83% of ventures coming to fruition.

Brassard, Michael, and Diane R. (2001). “Sailing through Six Sigma: How the Power of People Can Perfect Processes and Drive down Costs”. Marietta, GA: Brassard & Ritter, 2001.

Companies live and breathe innovation; or, at the terribly least, notice it basic to their success. Such companies are those that others ought to emulate for they recognize that to do business, as Peter Drucker prompt in an exceedingly recent Harvard Business review article, “Every firm—not simply businesses—needs one core competence: innovation.”

Looking at the success of Motorola, many companies like Texas Instruments, Allied Signal etc started using Six Sigma methodology to bring organization-wide improvements.

Major advantage with this option is the fact that Xerox operates in the market it fully knows, dominates and controls. As a market leader, having gained clear edge over main competitor IBM, Xerox can consolidate its position with the introduction of innovative new product "Book-In-Time solution" that could significantly reduce the publishing costs.