A major credit card services company, improved their database process capabilities using the Juran’s Six Sigma DMAIC process to achieve a total savings of over $1 million (Juran’s client saved $540,300. The client’s client saved $493,000), in three months’ time.
A major Health Insurance Carrier reduced their pending claims using Juran’s Six Sigma DMAIC process to achieve a 22% reduction in pending claims and $366,236 in savings, in seven months’ time.
Large Health Insurance Company reduced the average call handling time using Juran’s Six Sigma DMAIC process to achieve $226,000 in pilot sites (Fully implemented across all company call centers, this project will yield a potential of $5.7 million in savings), the initial project took three months.
An information technology services company decreased their error rate and lowered the cost of rework through utilization of Juran’s Six Sigma DMAIC process to achieve a total savings of $72,784 in eight months’ time.
An outsourcing call center company increased their new hire onboarding satisfaction by implementing Juran’s Six Sigma DMAIC methodology to improve their capability by 1.05 Sigma within 15 months’ time. They were able to increase the percentage of new hires that had immediate access to all items they need to begin training to 95%.
A technology company reduced their cycle time and error rate in new hires and transfers via the utilization of Juran’s Six Sigma DMAIC process, specifically Flow and SIPOC diagrams. The Average Cycle Time was reduced by 51% and the error rate was reduced by 64% within 15 months’ time.
A financial services company reduced their cycle time in the legal placement process with Juran’s Six Sigma DMAIC process resulting in an average cycle time decrease from 10.54 days to 3.0 days in only three months’ time.
Major Consumer goods company improved their invoice accuracy using Juran’s Six Sigma DMAIC process to achieve a 50% reduction in invoice error rates in a four-month timeframe.
A leading global provider of medical devices reduced scrap rate and labor inefficiency using Juran’s Six Sigma DMAIC process to achieve $413,656 in total savings in five months’ time.
A glass manufacturer designed, developed, prototyped, and trialed a new cost-effective pusher product utilizing Juran’s Design for Six Sigma DMADV methodology and was able to successfully implement the new unit within one year.
An international airliner improved turn-around-time by reducing backlog, utilizing Juran’s Six Sigma DMAIC process. Within eight months, the airliner realized 50% reduction in cycle time, new, stabilized processes, and an estimated financial impact in the millions.
A glass manufacturer’s current processes were optimized to increase the daily production without increasing staff through the use of Juran’s Lean Value Stream Management (LVSM) methodology. Within four months, the company realized a projected year-to-year improvement of $1.5 million in operating income.
A glass manufacturer identified areas to improve glass throughput and yield by utilizing Juran’s Lean Value Stream Management (LVSM) process and attained annual savings of $1.6 million.
A commercial playground equipment manufacturer reduced WIP inventory of three products with the utilization of Lean Rapid Improvement Events (RIE) to realize a one-time savings of $82,000 and annual savings of $180,000.
A large multinational electrical component manufacturer had brought in a widely-known consulting firm to assist them in implementation of Lean and Six Sigma. Unfortunately, the roll-out was inconsistent and the results disappointing. Fortunately, the leadership recognized the problem and led a rapid and intense effort to review alternative options, which is where Juran came in. With a fresh start, correct planning, implementation, and support, has yielded an exceptional adoption of Juran’s Lean Six Sigma methodology and continued success.
An international supplier of equipment and parts to the glass industry developed an existing engineering tool into a viable product to replace an outdated one within only four months, while simultaneously meeting both internal and external customer requirements, through the use of Juran’s Design for Six Sigma DMADV process.
A manufacturer of pulp and paper reduced transportation damages through the use of Juran’s Root Cause Corrective Action (RCCA) methodology and realized a savings of over $466,000.
A shipbuilding and industrial marine organization was able to reduce non-value-added rework within their shipbuilding process within five months and save over $190,000 per vessel – more than $570,000 per year, through the utilization of Juran’s Six Sigma DMAIC methodology.
An international provider of systems integration and technology services embraced Juran’s Six Sigma DMAIC methodology to substantially reduce the amount of defects occurring. They achieved a reduction in Cost of Poor Quality; an 85% improvement in performance to schedule and a 78% reduction in defects within 17 months.
A large children’s hospital improved the throughput in the emergency department (LWBS rate and LOS) using Juran’s Lean Six Sigma DMAIC process in three months’ time.
A major acute care hospital reduced their average length of stay (LOS) by 26% representing an associated cost savings opportunity of $200,000 annually, using Juran’s Lean Six Sigma (DMAIC) process in five months’ time.
A large urban non-teaching hospital reduced LOS for Hospitalist’s patients and avoided spending an estimated $1.4 million annually using Juran’s Lean and Six Sigma (DMAIC) methodology in three months’ time.
A not-for-profit hospital system increased the collection ratio of charges billed to charges paid by 40%, and improved the process Sigma level to 4.0 (less than one incomplete account produced per day), resulting in an annualized benefit of approximately $600,000. The hospital was able to achieve these results in only six months utilizing Juran’s Six Sigma DMAIC process.
A large children’s hospital successfully prepared for adoption of an electronic health record system within six months by developing a thorough Design Kit using Juran’s Design for Six Sigma DMADV methodology, prioritizing features, plans, workflows, and procedures to ensure a seamless electronic transition.
A large children’s hospital utilized Juran’s Lean Design for Six Sigma DMADV process to redesign the scheduling and registration process of their electronic health record system to increase accuracy (to 95%), reduce duplicate records (>300), and increase patient satisfaction (to 92%); all within six months.
A large medical group improved the clinic processes related to electronic record implementation utilizing Juran’s Design for Six Sigma DFSS methodology, resulting in improved patient satisfaction, increased operational efficiency, reduced costs, and enhanced revenues within eight months.
A large not-for-profit hospital utilizing Juran’s Six Sigma DMAIC process to reduce the fall rate from 5.82 to less than 5.35 per 1,000 patients at their hospital and in turn their cost of poor quality (COPQ), by $670,000, within nine months.
A large urban hospital reduced the adult acute care length of stay from 5.07 days to 4.33, surpassing the state top benchmark within only seven months using Juran’s Design for Six Sigma DMADV method. They realized an associated cost savings opportunity of $200,000.
A medical telemetry unit within a medium-sized acute care hospital improved their HCAHPS patient recommendation score from 45.5% to 80% within six months utilizing Juran’s Lean Six Sigma DMAIC methodology.
A large hospital standardized their registration process with the help of Juran’s Six Sigma DMAIC approach to realize over $300,000 in cost avoidance savings and an additional $37,770 savings from re-work.
A not-for-profit healthcare system improved the observed rate of compliance once discharged for heart failure inpatients from 45.3% to 90% and realized an additional $68,000 annually in CMS reimbursements within six months using Juran’s Six Sigma DMAIC approach.
A not-for-profit healthcare system decreased the median time patients were spending in the hospital waiting for services, and in turn increased their patient satisfaction scores. By applying Juran’s Lean Six Sigma DMAIC methodology, the healthcare system achieved a $1.4 million increase in annual revenue from the imaging department alone.
A hospital’s cancer center lab increased the number of patients receiving lab results within 60 minutes from 6.8% to 95% in ten months’ time by applying Juran’s Six Sigma DMAIC process.
A large children’s hospital reduced their schedule and registration errors, length of stay for screen time, and length of stay for diagnostic time, allowing for more appointments scheduled per day by adopting Juran’s Lean Six Sigma DMAIC process within six months’ time.
A large children’s hospital reduced the length of stay for patients within three acuity levels within three months of application of Juran’s Lean Six Sigma DMAIC process.
A medium-sized acute care facility realized $180,000 in annualized savings from a 0.5 day reduction in length of stay for respiratory patients within four months utilizing Juran’s Lean Six Sigma DMAIC process.
Within seven months, a large children’s hospital dramatically reduced missing medications (12.0 to 10.7 per 1,000 doses dispensed), discontinued patient medications (18% to 7%), and medication order turnaround time (55 to 41 minutes) by applying Juran’s Quality by Design methodology.
A large children’s hospital employed Lean Design principles to redesign their pharmacy to enhance the patient/family and staff experience, optimize value-added processes, and increase patient and staff safety. This project took three months for the validated design to be finalized.
A medium-sized hospital improved their pneumonia core measurement performance (the process to deliver antibiotics to pneumonia patients within four hours of arrival) from a compliance rate of 72% to 90% within twelve months through the use of Juran’s Lean Six Sigma DMAIC methodology.
A medium-sized hospital reduced the incident rate of hospital-acquired pressure ulcers by 72% within sixteen months by utilizing Juran’s Six Sigma DMAIC process, resulting in annual savings of over $1.8 million.
A medium-sized hospital reduced the average length of stay of congestive heart failure and shock patients by 39% within six months utilizing Juran’s Lean Six Sigma DMAIC methodology, resulting in associated savings of $531,000.
A medium-sized children’s hospital decreased their duplicate medical records in the emergency department from 1% to 0.26% within four months by employing Juran’s Lean Six Sigma DMAIC methodology. This reduction generated $962,000 in additional billing.
A not-for-profit medical center reduced respiratory DRGs length of stay by 1.4 days within six months by working with Juran’s Lean Six Sigma DMAIC process, resulting in annual savings of more than $1 million.
A medium-sized acute care facility reduced the occurrence of undocumented charges and underpayments with the help of Juran’s Lean Six Sigma DMAIC process and realized more than $10 million annually in improved cash collections in eleven months.
A large teaching hospital improved their SCIP composite score from 96.1% to 99.8% within three months’ time through the utilization of Juran’s Lean Six Sigma DMAIC methodology.
A large hospital had an 83% defect rate in pre-operative surgical chart completion and readiness. They reduced the defect rate from 83% to 24% resulting in approximately $415,000 in annual savings as well as increasing the surgical unit capacity for 530 additional cases per year. These results were attained with Juran’s Lean Rapid Improvement Events (RIE) within three months’ time.
Within nine months, a small, community not-for-profit hospital utilized Juran’s Six Sigma DMAIC process to dramatically increase the percentage of women receiving diagnostic results within two days of their appointment, resulting in less sleepless nights for patients and increased physician-patient communication.
A large children’s hospital employed Lean Design principles to redesign their Urology unit to enhance the design functionality, improve staff productivity, and increase patient/family and staff satisfaction. Within three month the validated design was finalized and all critical-to-quality (CTQ) requirements were met or exceeded.
A large children’s hospital utilized Juran’s Lean 6S process in a three-month project to improve inefficiencies and remove unnecessary or excessive items, resulting in $14,320 in annual supply cost savings and $3,277 in supply reimbursement.
A large not-for-profit hospital improved compliance with a specific CMS standard (door-to-balloon time), with a reduction from 120 minutes to 90 minutes to improve their revenue capture and improve clinical outcomes within four months using Juran’s Six Sigma DMAIC methodology.
A large healthcare system improved their patient safety culture survey scores from 59.5 to 65.2 while increasing safety compliance with the help of Juran’s Patient Safety Model.