The Case for Using Luftig & Warren
for Your Six Sigma Initiative

 

 If you are currently considering the implementation of a Six Sigma initiative, you owe it to yourself to consider Luftig & Warren International as the primary provider for the training and consulting you will require. Specializing in the Quality Sciences for more than 15 years with a proven track record, Luftig & Warren has the ability to customize their high quality Six Sigma materials to meet the needs of any type of company. Further, they can deliver this material with a group of instructors who have a documented and proven track record in business and industry.

Features

  • Instructors with high technical competency and industrial experience
  • Top quality training materials
  • Customized training programs available
  • Private on-site group training and public courses offered

Benefits

  • Assistance in building the Six Sigma infrastructure for effective returns
  • Guidance for initial project selection
  • Support consulting services provided
  • No subcontracting

Results

  • Nearly $400 million in cost savings to various Fortune 500 companies through 15+ years as Business Performance consultants
  • High degree of customer satisfaction demonstrated through long-term relationships with clients

More importantly, Luftig & Warren personnel can make certain that you avoid the four major errors that ultimately result in failed or sub-optimized Six Sigma efforts. They are as follows.
Error Consequences Luftig & Warren  Strategy
#1 – Avoid working on difficult, long-term problems (actually recommended in some texts on Six Sigma)
  • Low financial return.
  • Easy problems with easy solutions lead to minor "success stories" which lead to disenchantment with the potential of the Six Sigma initiative.

 

 Luftig & Warren personnel have for 15 years specialized in working on high visibility problems and issues that were considered insurmountable; and gained a reputation for solving the "unsolvable." Luftig & Warren can document saving companies millions of dollars per year on individual problem-solving projects across a number of dissimilar industries.
#2 – No disciplined process or system employed to integrate an organization’s Strategic Business plan with project selection.
  • Low financial return
  • Multiple projects successfully completed with little change or degradation in the business fundamentals.
 Luftig & Warren personnel created and pioneered a comprehensive system for Strategic Planning and Policy Deployment which, when properly implemented, guarantees that projects will be selected in predominantly high impact areas.
#3 – Focused Implementation
on Manufacturing/ Products
  • Sub-optimized financial return. Motorola’s Galvin estimated that this error cost them 10s of millions of dollars in lost opportunities during the early years of the program. G.E.’s experience lends credibility to this assertion.
 Luftig & Warren personnel, in their implementation of comprehensive improvement systems, have never worked exclusively in manufacturing areas of any firm. Luftig & Warren personnel have extensive experience in reducing costs and improving performance in all areas of an organization; including Finance and Accounting, Sales and Marketing, Information Technology Services, and Procurement and Purchasing Services. Additionally, Luftig & Warren has significant experience working with firms in the Service sector.
#4 – Selecting projects solely on the basis of improving customer satisfaction or to increase unit sales.
  • Sub-optimal financial results; or, worse:
  • Increased customer satisfaction indices with lower profit; and/or
  • Increased Revenue with increased units sold, with increased cost and lower profits!

 

 Even if projects are selected in concordance with an organization’s Strategic and Business plan, the lack of a disciplined and scientific way to assess each potential project as a candidate for inclusion in the Six Sigma initiative can be devastating. Virtually all experienced personnel in business and industry know that not all customers or products are equally or marginally profitable; that increasing unit sales may "feed the beast," but reduce earnings; and that higher efficiencies may or may not lead to higher profits.

How to avoid this error? Integrate the proprietary Luftig & Warren Total Asset Utilization (TAU)/Customer-Product- Process Rationalization (CPR) models with your Six Sigma initiatives. The use of this horizontally integrated model will allow you to select those projects that make sense to the Voice of your Business (VOB), while maximizing Revenue and Profit.