Lean Six Sigma Case Studies
GLARE (Glass Reinforced Epoxy) is an advanced pre-impregnated composite material vital to the Airbus A380 Superjumbo because it sticks the upper fuselage sections together. It was only produced on one old, multi-component machine in one location and that machine needed to produce much more of it and much more efficiently. The challenge was set to double the production speed while increasing quality and at the same time reducing the manpower required to run it. The aim was to ensure a position as a key supplier on the A380 production programme with aircraft build rates increasing from 2 to 20 per year.
One of the UKs main leasing companies supplied vehicles to a large strategic customer whose vehicles accounted for 11% of the total fleet.
Numerous examples of dissatisfaction from both the company and individual drivers were being experienced throughout the end to end process. This created a risk that the level of dissatisfaction being raised would cause the customer to look for another leasing provider.
The Supply Chain Finance (SCF) programme for a top 5 UK Bank was struggling to deal with the success that the sales had achieved and many Clients were taking up to 2 months to be onboarded to the SCF Product. An end-to-end review of the process – which involved 9 teams across 5 countries – was undertaken to discover how the process could be improved.
An individual within the Financial Services Industry completed Lean Six Sigma Green Belt training with an alternative supplier and required a coach in order to guide and support them throughout their project and toward BQF Accreditation. A coach was assigned and an introductory audio meeting arranged. The purpose of the initial meeting was to obtain an understanding of the training the individual had gone through, understand the trainee’s Lean Six Sigma knowledge and skills gained through the training, to obtain an overview of the allocated project and to agree how both parties would communicate and work together going forward.