Case Study

Background

A global leader in packaging wanted to improve their process for developing new products and develop the capabilities of their engineering team. They were suffering from dwindling market share, long new product development times and extensive rework in the design process. The company had begun an internal Design for Six Sigma program with mixed results and was looking to jump start their program.

Solution

We reviewed their new product development process and DfLSS certification requirements, and made changes to better align with the goals and objectives of the business. We improved their curriculum to better emphasize the thread from tool to tool, increased the relevance of the certification process, and realigned their stage gate process to the DfLSS roadmap and tools. Additionally, we provided training and expert mentoring for all of the projects.

Results

Certification rates of legacy Green Belts were significantly improved with the new program. Five more waves of Green Belts have now been trained, along with Black Belts. Marketing and Leadership training has also been executed worldwide. Projects are better aligned to Voice of the Customer and projects are more cross-functional involving marketing, engineering and manufacturing throughout the development process. Design projects have been successfully implemented in across the business, with particular emphasis on executing an environmental strategy.

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