Six Sigma Public Courses
|DHi has an extensive list of clients some dating back to our origins in the late 1970s. |
Our banner has always been - 'Sustainable Business performance Improvement' and our goal is always to help our clients to achieve this.
We are proud of our track record and our clients are our best reference. We are also proud of the fact that much of our business comes from referal.
Here are just a few examples of specific client achievements. Unfortunately in many cases we must respect client confidentiality so the examples have been generalised but where the results are public knowledge we have shared them under the hotlinks below.
Example 1. Quality Circles at Wedgwood.
Improved identification marks on the back of tableware. Redesign of lining brushes.
Planned maintenance scheme for aerograph guns. Complete revision and standardization of fettling tools. Design of automatic gift box opening machine.
Truck redesign. Workshop layout scheme. New storage pen identification scheme.
Improvement to plaster mould resulting in decrease in loss and increase in usability.
Identification and removal of particular dust hazard. Improved work flow.
Elimination of clay wastage. Improved handle application.
Complete redesign of casters bench. Co-operative improvement at interface of adjoining processes. Improved security.
DHI introduced Quality Circles to Wedgwood more than 25 years ago and they still flourish despite the economic problems faced by the industry.
When recently asked by a visitor 'how much money do you think you have saved over the years?' the response from the Quality Manager was 'I do not know, it must be millions but more important, we would not be here by now if we had not done it'!
See how Mobarakeh Steel has moved into the number 1 position against many of the global criteria in Iron and Steel making and has won the Iranian National Quality Award 4 years running againast the EFQM Award critieria and using the unique DHI Hoshin Kanri approach..
Posted 28 March 2008 More examples to follow
65% of CEO's recently interviewed by the FT agree that operational excellence is now top of their priorities. Improvement is not important.but the rate of improvement is when your competitors performance is increasing faster than yours.