Our robust processes, methodologies and tools all ensure that our customers can count on proactive solutions that enable business effectiveness.
The use of L6S methodologies over the years has helped CSC professionals deliver cost-efficient and highly effective services, which we use to improve our customers' IT service delivery and better align them with their core business processes. To help a corporation decide which methodology to use, our experts conduct an initial analysis of the process defect and identify which tool – Six Sigma or Lean - is best suited for the project. No matter which tool is used, our professionals ensure improvements are well maintained after the completion of the project by implementing project controls.
Six Sigma or Lean?
Six Sigma is appropriate when you cannot identify the root cause of a problem, let alone choose a viable solution.
Lean is appropriate when you are certain of the problem, have a good option to solve it and want to follow through with the proposed solution.
By applying the fewest tools needed to accomplish the task, Lean reduces the time, steps, processes, cycles, approvals and materials.
Savings with CSC’s Expertise
With the implementation of L6S, corporations are able to reduce and nearly eliminate waste, defects and other obstacles that affect a highly effective operation. As a result, there are significant savings. According to a recent benchmarking estimate:
L6S Black Belts can save organizations nearly $1 million a year per Black Belt.
Green Belts can save approximately $25,000 per project while contributing to several initiatives annually.
Some of the largest business units and accounts at CSC currently use L6S to streamline and improve their processes. As a result, future benefits from individual projects are expected to return anywhere between $5,000 to $5 million.
CSC has more than 150 Six Sigma Black Belt projects and nearly 500 Green Belt projects implemented and as a result of its L6S program, we have helped reduce our customer and internal costs by over $120 million in the past four years alone. Our three Master Black Belts, over 150 Black Belts and 1,500 Green Belts participate in new initiatives every day and we regularly offer L6S training classes globally.
CSC's L6S efforts have resulted in process improvements in nearly every division of our company and as a result we have been able to pass this on to our own clients. The use of L6S by CSC has impacted processes as diverse as crude oil accountability, new hires, cash management of employee receivables, auto loan insurance processing, closing of help desk tickets and server requests. Some of CSC’s most complex projects have been within the manufacturing and aerospace & defense industries and armed forces.
Following are some recent case studies of CSC improvement projects:
SFR, French mobile communications provider Project/Process: Improve overall quality, enhance the customer experience and reduce costs Results: Development of a "client culture" that integrates customers' expectations into SFR's processes
SNCF, French railway company (Société Nationale des Chemins de Fer) Project/Process: Optimize the trains' cleaning processes Results: Compliance with cleanup regulations climbed from 48 percent to 66 percent
