• Identifying product validation as Motorola’s bottleneck in new product development, radically revised testing for a 75% reduction of throughput time and a 300% increase in issue detection. This reduced new product time-to-market by 2.5 months, slashed field failure rates and warranty costs in half, and nearly eliminated costly post-ship engineering changes. This test was institutionalized corporate-wide for an overall impact exceeding $1 billion.
  • Identifying that engineering design reviews were occuring too late in the development process, developed an upstream concept review process that further increased reliability and reduced product time-to-market by an additional 2 months. This process was implemented at multiple Motorola sites, creating a corporate technology network that leveraged technical resources, promoted collaboration, mentored young engineers and expedited technology transfer for an impact of over $300 million.
  • Created a transactional control reporting system at Ocwen Financial that, in less than 1 year, improved execution from 65% of projects missing over 50% of their targets to 78% of projects making 100% of their targets for an impact of over $60 million. This online report became the de facto corporate scorecard with drilldown capabilities.
  • Identifying that 71% of Johnson & Johnson's production of portable insulin infusion pumps was for free warranty replacements, conducted study of the warranty return process and created fault tree driven call center scripts for the top 8 causes of warranty returns for a 33% reduction in replacements and over $5 million in benefits.
  • Identifying that the Real Estate/Financial Industry was using the antiquated metric of "Resolution Rate" (based on properties sold in a month from a total portfolio), changed performance measurement to "Acquisition to Sale Rate" (based on time to sell properties from month of acquisition). Where Resolution Rate only reflected external issues impacting sales, the Acquisition to Sale Rate metric accurately reflected the impact of the internal process changes.  Using this metric, process changes were made and performance validated for a financial impact of over $5 million. For additional information regarding this, see the Data Mining tab and ASQ World Conference Presentation.
  • Led Innovation Boot Camps to consolidate and standardize various call center operations and processes across Verizon’s 4 different financial lines of business (Wireless, Wireline/FiOS, Enterprise, and Wholesale). Although we were successful in achieving agreements across all lines of business, we had difficulty in obtaining scarce internal IT resources. To resolve that obstacle, we turned externally to OpenSpan desktop Robotic Process Automation software.

Lloyd Consulting Group Inc. is a member of PEX

With the many Process Excellence methodologies available, it can be a bit confusing to determine which one (or combination) that you need for your corporate challenges.
The following are provided to show a high level comparison:
  • Businees Process Transformation is a larger scale effort that aligns strategic goals with needed process and organization redesign
  • Lean focuses on eliminating waste for faster, less costly operations
  • Six Sigma improves process capabilities to reduce variation & defects
  • Design for Six Sigma seeks to proactively design quality & reliability
  • Agile uses rapid, iterative delivery of prioritized features for feedback

LCGadvatage is skilled in deploying all of these methods and Design Thinking.