Six Sigma

NOCO workers posing for a picture.

The Six Sigma methodology is one of the most popular quality management programs in the corporate workplace, aimed at virtually eliminating defects from processes. The case studies below demonstrate the versatility of this structured, problem-solving approach.

7/25/18
Only one company in North America makes persulfates: PeroxyChem. When production for the popular sodium persulfate variety began to lag behind demand, a Six Sigma Black Belt project helped the company address inefficiencies to shatter production records and capitalize on increased market needs.
7/25/18
Growing pains marked the 10-year explosive growth of NOCO Energy Corp. The vice president of corporate operations recognized the opportunities for improvement and built a “bench” of special project analysts equipped to solve problems with a systematic approach. One recruit was the fuel billing manager, who quashed an issue that previously consumed the majority of her work day and caused headaches throughout the energy company.
7/25/18
The New York State Office of Mental Health called upon TCIE to deploy Lean Six Sigma across its psychiatric centers and mental health programs. About 40 employees received training, including the director of the Psychology Department and an American Sign Language (ASL)/Deaf Services specialist at Rockland Psychiatric Center. Efforts resulted in a slash in spending on ASL freelance interpreter services by $1.3 million annually, without reducing care for the deaf patients who require it.
7/25/18
A corporate Lean program was already under way at Aurubis when employees at the Buffalo, NY, plant were exposed to a different way of reducing waste and increasing yields. The manufacturer of large copper and brass coils embraced Six Sigma to strengthen the continuous improvement culture, leading to an annual savings of $2 million by virtually eliminating a defect in the company’s most profitable alloy.
7/25/18
Education in Lean Six Sigma basics and Green Belt training resulted in monetary savings for the Town of Clarence, a Western New York municipality of 28,700 residents. The continuous improvement methodology empowered town employees to influence processes, leading to a greater sense of ownership and pride.