WORK SAMPLE – EXAMPLE 1
The customer: A Fortune 100 beverage company.
The duration of the project: 2002 to current.
The assignment: To support global Six Sigma deployment.
The working relationship:
- Oriel Incorporated consultants were part of the Six Sigma organization.
- Oriel Incorporated consultants supported the VP Six Sigma to build internal Six Sigma expertise.
- Oriel Incorporated consultants were assigned full time to project teams as master black belts.
The service provided:
- Developed Six Sigma overviews for communicating with the business units.
- Conducted executive overview and coaching sessions.
- Supported project selection in the business units.
- Served as master black belts in DMAIC, DFSS, and process management projects and supported teams through the projects.
- Coached teams and built skills of black belts and green belts through formal training delivery.
- Customized green belt, black belt, DFSS, and project management training materials to create branded material for the organization.
- Developed customized case studies specific to the organization.
The customer achievements:
- A Six Sigma program with 30 global projects in the first two years of deployment.
WORK SAMPLE – EXAMPLE 2
The customer: A global distributor of hardware and software components.
The duration of the project: 2004 to current.
The assignment: To support global Six Sigma deployment.
The working relationship:
- Oriel Incorporated consultants supported the VP Six Sigma to build internal Six Sigma expertise.
- Oriel Incorporated consultants were responsible for managing and delivering projects sponsored by the Six Sigma Center of Excellence.
The service provided:
- Managed pilot customer satisfaction and voice of the customer initiatives for the client organization.
- Designed and implemented pilot programs in customer satisfaction data collection, analysis, and reporting, and presented results and deployment plans to senior management.
- Developed a strategic plan for Six Sigma deployment with global Six Sigma leadership team.
- Trained, coached, and certified master black belts in DMAIC, process management, lean, and DFSS methodologies.
The customer achievements:
- A stable, global Six Sigma program that encompasses all aspects of the business.
- Linked business strategy, customer satisfaction, and Six Sigma as a model to run the business.
- A global Six Sigma leadership team that sets common strategies and adopts global best practices.
WORK SAMPLE – EXAMPLE 3
The customer: A privately owned international food products company.
The duration of the project: 2001 to current.
The assignment: To develop and support a global quality revitalization.
The working relationship:
- In partnership with the client, Oriel Incorporated consultants planned, developed, delivered, and supported a customized quality revitalization program.
- Oriel Incorporated consultants supported the quality director in building internal expertise.
- Oriel Incorporated consultants led lean implementation in plants.
- Oriel Incorporated consultants supported executives and managers in implementing a process management system.
- Oriel Incorporated consultants supported the quality director in annual assessment of depth and breadth of culture change, improvements, and appropriate applications of tools and concepts across all business units.
The service provided:
- Planned, developed, and partnered with plant management to lead and implement lean improvements in all North American facilities.
- Developed customized online toolkit for client’s knowledge management system.
- Developed and delivered five-day leadership sessions for all executives and managers of all business units.
- Developed and delivered three-day workshops for all current and new salaried employees.
- Developed and delivered four weeks of training for selected internal resources.
- Supported the quality director in annual assessment of progress.
The customer achievements:
- Refocusing of the client’s approach to quality so leaders “walk the talk.”
- An ability to manage the business through linked processes and metrics.
- An ability to integrate acquisitions without large increases in staffing.
WORK SAMPLE – EXAMPLE 4
The customer: A global travel and marketing provider.
The duration of the project: 2002 to current.
The assignment: To support national Six Sigma deployment.
The working relationship:
- Oriel Incorporated consultants supported organizational leaders to build internal Six Sigma expertise.
- Oriel Incorporated consultants identified cultural barriers and partnered with organizational leaders to address the barriers.
The service provided:
- Assessed progress of Six Sigma efforts.
- Identified cultural barriers that impeded the success of the deployment efforts.
- Developed plans to address cultural issues and change organizational culture.
- Customized and led application workshops for DMAIC improvement teams, design for six sigma teams, and process management implementation teams.
The customer achievements:
- Approximately 400 projects over a three-year period have yielded savings of over $200 million.
- Moved from operating as a holding company of independent businesses to having shared operations using shared process management tools and Six Sigma methods to run and improve the business.
WORK SAMPLE – EXAMPLE 5
The customer: A major national newspaper.
The duration of the project: 2001 to current.
The assignment: Initially, to develop and support teamwork and improvement in unionized plants—this evolved into developing and deploying a customized method for improving operations in all areas of the business across 15 newspapers.
The working relationship:
- Oriel Incorporated consultants partnered with plant management teams to develop new organizational structures that supported teamwork, collaboration, and improvement.
- Oriel Incorporated consultants led the development of key internal resources to enable them to provide ongoing support for the improvement teams.
- Oriel Incorporated consultants partnered with the human resources director to integrate a culture change initiative with process management and improvement methods.
The service provided:
- Supported HR directors and managers in integrating changes in performance review and accountability systems with process management, lean, and Six Sigma philosophies.
- Coached and supported key internal resources in implementing new organizational structures, forums, and methods to improve operations.
- Facilitated plant management team workshops.
- Trained and coached plant leaders, team leaders, and members of standing plant improvement teams in applying DMAIC improvement methods to improve operations.
The customer achievements:
- Plant improvement teams have saved more than $ 5 million.
- Teams in circulation, newsroom, finance, and administration have improved overall business performance through the elimination of redundant and/or unnecessary tasks.
WORK SAMPLE – EXAMPLE 6
The customer: A global defense company.
The duration of the project: 2004 to current.
The assignment: To support global lean Six Sigma deployment.
The working relationship:
- Oriel Incorporated partnered with the deployment team in the strategic planning of the rollout.
- Oriel Incorporated consultants partnered with internal resources to coach and facilitate project teams.
The service provided:
- Consulted on integration of multiple methodologies under one Six Sigma umbrella.
- Oriel Incorporated instructional designers and subject matter experts partnered with the internal Six Sigma deployment team, master black belts, and black belts to develop materials.
- Coached and trained internal resources to deliver sessions.
- Revised and customized existing DMAIC curriculum and green belt training materials.
- Created customized lean event curriculum and materials.
- Created customized DMADV curriculum and materials.
- Led multiple lean event workshops.
- Assessed effectiveness of sessions and workshops and delivered written feedback.
The customer achievements:
- The completion of a full suite of integrated, customized training courses for DMAIC, lean, and DMADV.
- Clarification of differences between methodologies.
- Standardization of methodology selection for any given project.
- The completion of more than 30 lean events resulting in cost and time savings.
