Applying Six Sigma to Put the Metrics in Place and Streamline Processes

33
Measuring Performance Applying Six Sigma to Put the Metrics in Place and Streamline Processes May 12, 2006 Anthony Savarese, DTCC Glynis Aquino, DTCC

Transcript of Applying Six Sigma to Put the Metrics in Place and Streamline Processes

Page 1: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

Measuring Performance

Applying Six Sigma to Put the Metrics in Place and Streamline Processes

May 12, 2006

Anthony Savarese, DTCCGlynis Aquino, DTCC

Page 2: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

2May 12, 2006

Today’s PresentationToday’s Presentation

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

Page 3: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

3May 12, 2006

What is DTCC?What is DTCC?

•Largest post-trade financial services infrastructure organization in the world.

•Provides “cradle-to-grave” management of securities.

•Primary business focus: clearance, settlement and asset servicing for virtually all equity and fixed income securities.

•We are industry owned.

•Largest post-trade financial services infrastructure organization in the world.

•Provides “cradle-to-grave” management of securities.

•Primary business focus: clearance, settlement and asset servicing for virtually all equity and fixed income securities.

•We are industry owned.

Page 4: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

4May 12, 2006

Our CustomersOur Customers

NYSE / NASD

Mutual Funds

Insurance Companies

Trust Companies

NYSE / NASD

Mutual Funds

Insurance Companies

Trust Companies

More than 11,000 companies within

the global financial services industryBanks

Broker / Dealers

Investment Managers

Securities Firms

Banks

Broker / Dealers

Investment Managers

Securities Firms

Page 5: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

5May 12, 2006

Mission StatementMission Statement

By 2005, be seen as the provider of choice

worldwide for investment servicing solutions through leadership, innovation and

technology

By 2005, be seen as the provider of choice

worldwide for investment servicing solutions through leadership, innovation and

technology

Page 6: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

6May 12, 2006

2005 Performance Highlights2005 Performance Highlights

Total number of shares traded: 853 billion6.8 billion: Total number of

transactions processed

$127.5 trillion: Financial obligations eliminated through netting

Value of securities on deposit: $31.2 trillion

Rebates, discounts and interest given back to customers:

$528 million

Value of securities settled through DTCC: $1.4 quadrillion

$1.7 trillion: Value of mutual fund transactions processed

Page 7: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

7May 12, 2006

Today’s PresentationToday’s Presentation

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

Page 8: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

8May 12, 2006

Approach to QualityApproach to Quality

• 1980’s• Quality Circles• Employee Participation Program

• 1990’s• Continuous Improvement Program• Cost of Non Conformance• Work Process Improvement

• 2000 – Six Sigma Launch & Quality Council• 2001 – Central Quality Office• 2002 – Six Sigma Infrastructure Teams• 2005 – Lean & Balanced Business Scorecard• 2006 – Cross-functional projects tied to goals

• 1980’s• Quality Circles• Employee Participation Program

• 1990’s• Continuous Improvement Program• Cost of Non Conformance• Work Process Improvement

• 2000 – Six Sigma Launch & Quality Council• 2001 – Central Quality Office• 2002 – Six Sigma Infrastructure Teams• 2005 – Lean & Balanced Business Scorecard• 2006 – Cross-functional projects tied to goals

SixSigma

Page 9: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

9May 12, 2006

Creating a Quality CultureCreating a Quality Culture

•145 projects completed

•83 trained professionals

•$17,000,000 in accumulated savings

•145 projects completed

•83 trained professionals

•$17,000,000 in accumulated savings

Embedding Six Sigma – over 600 employees participating in process

re-engineering

Page 10: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

10May 12, 2006

Project Selection CriteriaProject Selection Criteria

• Revenue Enhancement / Cost Reduction

• Customer Satisfaction• Defect Reduction• Cycle Time Reduction• Risk Reduction• Employee Satisfaction• Length of Time

needed to Complete Project

• Expected time to see results

• Tied to Strategy

• Revenue Enhancement / Cost Reduction

• Customer Satisfaction• Defect Reduction• Cycle Time Reduction• Risk Reduction• Employee Satisfaction• Length of Time

needed to Complete Project

• Expected time to see results

• Tied to Strategy

Page 11: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

11May 12, 2006

Measuring SuccessMeasuring Success

•Critical Customer Requirements

•Critical Business Requirements

•Industry and Regulatory Standards

•Critical Customer Requirements

•Critical Business Requirements

•Industry and Regulatory Standards

Corporate

Goals

Corporate

Strategy

Page 12: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

12May 12, 2006

Today’s PresentationToday’s Presentation

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

Page 13: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

13May 12, 2006

Corporate GoalsCorporate Goals

•Stakeholder/Financial

•Customer/Service Delivery

•Strategic Positioning

•Employee/Learning and Growth

•Stakeholder/Financial

•Customer/Service Delivery

•Strategic Positioning

•Employee/Learning and Growth

Page 14: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

14May 12, 2006

Voice of the Customer - VOCVoice of the Customer - VOC

•Survey metrics

•Relationship management

•Customer focus groups

•Advisory groups

•Incident management repositories

•Survey metrics

•Relationship management

•Customer focus groups

•Advisory groups

•Incident management repositories

Page 15: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

15May 12, 2006

Voice of the Business - VOBVoice of the Business - VOB

• Balanced Business Scorecard

• Benchmarks and metrics

• Financial reports

• Regulators/Risk

• Action plans

• Balanced Business Scorecard

• Benchmarks and metrics

• Financial reports

• Regulators/Risk

• Action plans

Page 16: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

16May 12, 2006

Voice of the EmployeeVoice of the Employee

•Employee survey

•Townhalls

•Employee action teams

•Skills based development plans

•Six Sigma Idea Generation forms

•Employee survey

•Townhalls

•Employee action teams

•Skills based development plans

•Six Sigma Idea Generation forms

Page 17: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

17May 12, 2006

Enabling EmployeesEnabling Employees

•Skills based competencies and curriculum

•Various levels of process metrics training

•Quality Council sponsorship of projects and process metrics

•Education and awareness through• Townhall meetings• Direct reports meetings• Communication campaigns

•Goals planning process

•Skills based competencies and curriculum

•Various levels of process metrics training

•Quality Council sponsorship of projects and process metrics

•Education and awareness through• Townhall meetings• Direct reports meetings• Communication campaigns

•Goals planning process

Page 18: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

18May 12, 2006

Achieving Corporate GoalsAchieving Corporate Goals

• Using metrics to determine performance gaps

• Assessing overall business impact• Launching refinement projects• Monitoring to ensure gains are

sustained• Leveraging improvements across

multiple business units• Delighting our customers

• Using metrics to determine performance gaps

• Assessing overall business impact• Launching refinement projects• Monitoring to ensure gains are

sustained• Leveraging improvements across

multiple business units• Delighting our customers

Page 19: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

19May 12, 2006

Today’s PresentationToday’s Presentation

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

Page 20: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

20May 12, 2006

Case StudiesCase Studies

Corporate Goal

Tactic Project Objective

Maintain Operational Excellence in

Customer Critical Processes

Customer Sales and On-boarding

Reduce cycle time for customer onboarding

Meet and Exceed Customer Service Level Expectations

Problem ResolutionReduce cycle time for

resolution of customer inquiries

Customer / Service Delivery

Page 21: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

21May 12, 2006

Proactive Front End• Client project timelines, critical path

• Set & manage client expectations

• Profiled hunt list

Measure On-time performance• Trends, Root Cause Analysis

• Jeopardies, Action limits

• % Planned vs. Actual Completion

Moving from• Next available prospect in queue

• serial flow

Moving to• “Choose” to “Use” focus

• Trending root causes of delays

• A targeted, tiered project portfolio view

Action and Improvements • Act on Jeopardies

• Data-driven improvements

“Choose”

“Use”

Parallel processes• Member & DEA Questionnaires

• Credit approval & Implementation

PM

RM

DEAs

Service Bureaus

RS

CR

Ops

T-ORR

IA

Legal

Onboarding Team

PIP

Sr. Mgmt

Clients

Clients

Case Study 1:Customer Sales and OnboardingCase Study 1:Customer Sales and Onboarding

Page 22: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

22May 12, 2006

Customer Sales and Onboarding:Process Flow ImplementationCustomer Sales and Onboarding:Process Flow Implementation

Approval

Relationship

Collateral

Use

RFARFRMembership Appl,Legal, Tax Docs

DomesticEntity?

Yes

No

AR

ApprovedMember

Page 1

Customer Onboarding Process - Illustrative

For Broker/Dealers

CompleteApplcationRequest

Prospect

Prep &Return

Questionnaire

DEA

Outside CounselReview

Legal

Account Execs - Rel. Mgmt.

Prospect

Membership Services (MS)

DEA

Legal

Implementation Admin (IA)

PIP / ESC

Operations

Update MasterFiles

Operations

Assign IDs

Operations

Application Pre-Qual for CR, Legal,

Tax

MS

Credit Risk (CR)

Install DTCC Conn,NEO, Net Adm, Net

Planning

PIP / ESC / COMM

Senior Management

IM orFTS?

No

Yes

Onboarding ProjectPlanning

AE / RM

Kickoff PlanningMeeting / Call with

Prospect

AE / RM

Execute and Manage Project

RM

Send DEAQuestionnaire

MS

Ops Forms toProspect

RM

Send out LegalAgreements

MS

DistributeQuestionnaire andMembership Form

MS

PrepareQuestionnair

e & MemForm

Prospect

Receive and CheckQuestionnaire and

Mem Form

MS

Activate

Operations

Collateral Check

RM

Membership ApprovalDecision

MBS Sr. Mgmt.

Credit Risk Review

CR

Credit CollateralDeposit

Operations

Provide CollateralDeposit

Prospect

Order Connectivity& Install Lines

PIP / ESC / COMM

DistributeOperations Doc

RM

DistributeConnectivity

OrdersRM

Non-Tech ORR,Train & Activ. Pln

RM

Receive and CheckLegal Agreements

MS

Trade Inputverification for IM,

FTS

ORR

Yes

Provide OpsForms

Prospect

Sign LegalAgreements

Prospect

ConnectivityProposal &

Forms to ProspectRM

ProvideConnectivity

Forms

Prospect

DEA?

Yes

No

Tech ORR

ILLUSTRATIVE

Page 23: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

23May 12, 2006

Customer Sales and Onboarding:Metrics Report - Illustrative View

Customer Sales and Onboarding:Metrics Report - Illustrative View

Customer Onboarding Process Performance - Illustrative Future Scenario - Current Date 3/17/2006*Start M1 (Days) M2 M3 (Days) M4 M5 M6 M7

Plan / Actual

ProspectC

urr

ent

Sta

tus

(3/1

7/06

)

Req

ues

ted

Tar

get

A

ctiv

atio

n

Ch

oo

se D

ate

- K

icko

ff M

eeti

ng

Qu

esti

on

-nai

re

Su

bm

itta

l (D

ays)

Qu

esti

on

-nai

re

Ret

urn

ed (

Day

s)

Ag

reem

ent

Ret

urn

ed w

ith

F

inan

cial

s (D

ays)

Cre

dit

Ap

pro

val

(Day

s)

Op

s C

om

ple

te

(Day

s)

Co

nn

ect

Co

mp

lete

(D

ays)

Act

ivat

e -

To

tal

"Cri

tica

l Pat

h"

(Day

s)

To

tal T

asks

Tas

ks C

om

ple

te

on

-tim

e

% C

om

ple

te o

n-

tim

e

% C

om

ple

te Comments - Address delays and reasons for

delays or tasks not completed on time

plan Lincoln 12/10/05 07/01/05 23 11 40 34 19 63 87 46

actual LincolnR

12/10/05 07/01/05 24 50 45 32 17 70 135 46 40 87 100Billing, but late due to Connectivity Issues

plan Reagan 01/10/06 07/10/05 23 11 40 21 19 63 69 47

actual ReaganY

01/10/06 07/10/05 21 20 36 19 55 40 35 88 85Restructured, needs funding

plan Madison 05/01/06 07/20/05 23 11 40 34 19 33 77 50actual Madison G 05/01/06 07/20/05 25 25 33 50 28 31 75 50 50 100 100 Billingplan Hamilton 1/4//2006 08/01/05 23 40 21 19 33 64 48actual Hamilton G 1/4//2006 08/01/05 36 50 20 18 30 60 48 46 96 100 Billingplan Washington 01/15/06 08/01/05 23 11 40 21 19 33 74 50

actual WashingtonR

01/15/06 08/01/05 20 24 30 25 16 35 75 50 25 50 100Billing, but significant delays ealrier in process

plan Kennedy 02/01/06 08/15/05 23 11 40 34 19 33 126 50actual Kennedy Y 02/01/06 08/15/05 30 15 57 15 23 34 139 50 45 90 100 Billingplan Roosevelt 04/17/06 09/07/05 23 11 40 21 19 63 79 49actual Roosevelt G 04/17/06 09/07/05 27 12 42 25 19 40 73 49 49 100 100 Billingplan Nixon 03/15/06 09/09/05 23 11 40 21 19 63 69 49

actual NixonR

03/15/06 09/09/05 40 10 55 20 18 35 30 86 71Issues with IM & custom software

plan Jefferson 03/01/06 09/10/05 23 11 40 34 19 33 126 47actual Jefferson R 03/01/06 09/10/05 17 37 20 19 95 43 not yet approvedplan Adams 03/15/06 11/15/05 23 11 40 21 19 63 94 49

actual AdamsR

03/15/06 11/15/05 20 0 40 14 25 22 88 51

Recent SD, wants to use unapproved Service Bureau

Benchmark - Planned Average 23 11 40 26 19 48 87 49Benchmark - Actual Average (Complete) 26 16 43 23 17 37 93 41 36 88 85

Take Rate - # Paying Onboards / # Onboards in Pipeline 16 out of 10 complete and billed

Legend Blue Not ApplicableGreen On-time and on target YellowAlert, some delays or tasks not on-time RedMiissed target, major delays or significant % not on-time

* For Illustration only - NOT real project plans nor actual results

Page 24: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

24May 12, 2006

Customer Sales and Onboarding:Metrics Report - Illustrative View

Customer Sales and Onboarding:Metrics Report - Illustrative View

Lincoln Onboard

0

20

40

60

80

100

120

140

160

Day

s

Actual 24 50 45 32 17 70 135

Plan 23 11 40 34 19 63 87

Question-naire Submittal

Question-naire Returned

Agreement Returned with

FinancialsCredit Approval Ops Complete Connect Complete

Activate - Total "Critical Path"

Adams Onboard

0

10

20

30

40

50

60

70

80

90

100

Day

s

Actual 20 0 40 14

Plan 23 11 40 21 19 63 94

Question-naire Submittal

Question-naire Returned

Agreement Returned with

FinancialsCredit Approval Ops Complete Connect Complete

Activate - Total "Critical Path"

% On-Time Completion

0.00

20.00

40.00

60.00

80.00

100.00

120.00

Linco

ln

Reagan

Mad

ison

Hamilton

Wash

ingto

n

Kenne

dy

Rooseve

lt

Nixon

Jeffe

rson

Adam

s% T

asks

Co

mp

lete

d O

n-T

ime

Pareto of Delay Causes

0

10

20

30

40

50

60

70

80

Day

s

0.00

0.20

0.40

0.60

0.80

1.00

1.20

Delay Days 73 53 45 22 18 15 13 10 6

Cumulative Contribution 0.29 0.49 0.67 0.76 0.83 0.89 0.94 0.98 1.00

Customer Business

Credit Risk Group Operations Connectivity LegalService Bureau

MembershipApproval by

Sr. Mgmt

Page 25: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

25May 12, 2006

Case Study 2: Problem ResolutionCase Study 2: Problem Resolution

Key Drivers of SatisfactionCommitment to quality

Customer serviceCommunication with the customer

Sense of urgencyAbility to increase operational efficiencies

PROBLEM RESOLUTION

Key Drivers of SatisfactionCommitment to quality

Customer serviceCommunication with the customer

Sense of urgencyAbility to increase operational efficiencies

PROBLEM RESOLUTION

Page 26: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

26May 12, 2006

Problem Resolution:Metrics Based ApproachProblem Resolution:Metrics Based Approach

•Implemented internal SLA’s and dashboard

•Implemented customer facing metrics dashboard

•Implemented internal SLA’s and dashboard

•Implemented customer facing metrics dashboard

For March 2006 Month Month MonthElectronic Inquiries Jan-06 Feb-06 Mar-06Metric Baseline Goal Actual Actual ActualType 1 Average Cycle Time (Days) 2.3 Days 1.9 1.6 1.6 1.5

Type 2 Average Cycle Time (Days) 3.0 Days 2.5 3.0 2.8 2.1

Type 3 Average Cycle Time (Days) 2.6 Days 2.2 3.3 2.9 2.5

Percentage of Inquiries Closed in 6 or More Days – A BBS Benchmark

15.6% 13.3% 16.7% 13.5% 8.8%

Percentage of Reopens – A BBS Benchmark 4.1% 3.1% 4.2% 4.5% 2.0%

Percentage of Unnecessary Inquiries – A BBS Benchmark

29.8% 23.8% 30.0% 33.4% 35.7%

Phone InquiriesMetric Baseline Goal Actual Actual ActualAverage Speed to Answer (Average Hold Time) (Seconds)

0:00:26 00:00:20 00:00:40 00:00:24 00:00:23

Service Factor (Percent of Calls Answered Within 60 Seconds)

84.2% 87.0% 74.1% 86.2% 86.1%

QualityMetric Baseline Goal Actual Actual ActualE-Survey Overall Satisfaction with Department – A BBS Benchmark

80% 83% 78% 84% 82%

E-Survey Satisfaction with Problem Resolution ('Demonstrated commitment and urgency when resolving problems')

81% 85% 76% 84% 80%

Green: Goal met or exceeded

Yellow: Within 10% of goal

Red: 10% or more below goal

VOB

VOC

Site 1 OperationsMetric Goal

(% Within SLA)

Average Cycle Time

(Hours)

% Within SLA

Total Inquiries

Completed

Average Cycle Time

(Hours)

% Within SLA

Department 1: Percentage of Inquiries with Responses within 48 Hours

100.0% 10.4 100.0% 332 5.6 100.0%

Department 2: Percentage of Inquiries with Responses within 24 Hours

100.0% 8.7 95.7% 82 12.2 98.8%

Department 3: Percentage of Inquiries with Responses within 48 Hours

100.0% 16.2 94.2% 97 13.5 100.0%

Site 2 OperationsMetric Goal

(% Within SLA)

Average Cycle Time

(Hours)

% Within SLA

Total Inquiries

Completed

Average Cycle Time

(Hours)

% Within SLA

Department 1: Percentage of Inquiries with Responses within 48 Hours

100.0% 27.7 84.3% 369 12.6 97.0%

Department 1A: Percentage of Inquiries with Responses within 72 Hours

100.0% 27.9 97.0% 74 26.5 94.6%

February 2006

February 2006

March 2006

March 2006

Page 27: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

27May 12, 2006

Problem Resolution:Improving Supplier Partnerships

Problem Resolution:Improving Supplier Partnerships

•Identified top 5 supplier offenders

•Communication and awareness• Employees• Suppliers

•Reduced items aged over 6 days

•Identified top 5 supplier offenders

•Communication and awareness• Employees• Suppliers

•Reduced items aged over 6 days

% Aged Items over 6 Days

Jan-06 Feb-06 Mar-06

% A

ged

Item

s O

ver

6 D

ays

Bank 1 Bank 2 Bank 3 Bank 4 Bank 5

Page 28: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

28May 12, 2006

Problem Resolution:What Satisfied Customers are Saying

Problem Resolution:What Satisfied Customers are Saying

•“Your staff jumps through hoops for us. [There] are three that come to mind.”

•“Tom stated that he has seen a great improvement in the quality of answers to [electronic] inquiries. He would like to see turn-around time improved.”

•“Your staff jumps through hoops for us. [There] are three that come to mind.”

•“Tom stated that he has seen a great improvement in the quality of answers to [electronic] inquiries. He would like to see turn-around time improved.”

Page 29: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

29May 12, 2006

Today’s PresentationToday’s Presentation

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

Page 30: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

30May 12, 2006

Lessons LearnedLessons Learned

•Benefits - Adopting this paradigm has focused DTCC on projects that are cross-functional in nature and less down in the noise

•Aligned with corporate strategies

•Line employees get it!

•Benefits - Adopting this paradigm has focused DTCC on projects that are cross-functional in nature and less down in the noise

•Aligned with corporate strategies

•Line employees get it!

Page 31: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

31May 12, 2006

Our Future - What We are Striving ForOur Future - What We are Striving For

•A single industry-driven strategy

•A streamlined clearance and settlement process

•Heightened global competitiveness

•Shortened settlement cycle (T+1)

•Delighted customers

•A single industry-driven strategy

•A streamlined clearance and settlement process

•Heightened global competitiveness

•Shortened settlement cycle (T+1)

•Delighted customers

Page 32: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

32May 12, 2006

Today’s PresentationToday’s Presentation

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

• DTCC Background

• Approach to Quality

• Achieving Corporate Goals with Six Sigma

• Case Studies: Metrics Based Approach

• Lessons Learned

• Questions

Page 33: Applying Six Sigma to Put the Metrics in Place and Streamline Processes

33May 12, 2006