In a matter of 40 years, Starbucks has gone from a stand-alone shop in Seattle to the largest coffeehouse chain in the world. No matter where you live, chances are you can find a nearby location, full with coffee enthusiasts and aficionados, alike. When entering a Starbucks, customers experience a sophisticated atmosphere. The combination of roasted beans, calming jazz music, and young professionals typing away on their notebooks creates an all too familiar sense. Yet, Starbucks has not always been a household name that teens and parents rejoice to. Like many other corporations, Starbucks attended our Lean Six Sigma training program , rolling out new operations throughout their locations.
7 QC Tools for Process Improvement | PDF | Case Study
Process Improvement in Plastics Production | Case Study
The purpose of this paper is to explore how financial institutions adopt business process improvement BPI for improving service quality, to enhance customer satisfaction. To explain this adoption, it was necessary to develop a theory to explain the linkages between BPI initiatives and customer satisfaction. In total, three phases of data collection were employed, with expert interviews for theory enhancement and validation. The authors identified three main stages of BPI adoption. A theory model was developed and refined using the empirical findings, to provide understanding of the outcomes of BPI initiatives. This model is compared with existing service quality models. The research outcomes represent an extension of existing service quality approaches, to consider the BPI adoption process as well as broader organisational issues.
The claims processing division of a UK-based general insurer had embarked on an ambitious programme to specify and implement a bespoke, integrated claims management software system across their multi-site operation. It was recognised that an essential precursor to automation would be the optimisation, simplification and standardisation of their basic processes. The process optimisation project was conducted by a group drawn from all affected departments, and included:. Over the course of the project, a full set of current-state best practice Process Maps were created that had been reviewed and agreed by all key interested parties.
In December of , Kahiki began receiving extra-strength surcharges from the City of Columbus division of Public utilities for its water quality. The company produces more than 70 different kinds of frozen food products. As is typically the case with rapid growth, some operational processes have been slower to reach maturity, including the optimal management of work in process WIP , the amount of work that has entered the process but has not been completed. Featured on iSixSigma.