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See Benchmark in Action
Browse real-world caselets that showcase how Benchmark Six Sigma has helped organisations solve critical problems, reduce costs, boost efficiency, and drive results.
Use the filters below to explore by industry or solution area. Each caselet highlights a challenge, our approach, and the impact delivered.
🔍 Select a category to explore what’s possible for your organisation.
Caselet Filters
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Business Analytics > BI Dashboard
SCM/ Purchase > Supplier QA
Quality Control/ Quality Assurance > Supplier Quality ManagementSupplier Quality Dashboard Integration
A dashboard creation project was implemented for real time monitoring of supplier QA for an FMCG company working with a large number of suppliers. The issue identified were lack of well defined KPIs for suppliers, multiple sources for data for supplier quality, no real time numbers for quick decision making. The project addressed these concerns by defining KPIs for each supplier, consolidating data from multiple sources and creating real time dashboards using Microsoft Power BI. Extensive trainings were conducted in-house and suppliers were sensitized about the new QA monitoring mechanism. This resulted in centralized tracking of supplier quality thereby releasing bandwidth of 4 resources.
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IT/ Tech > Data Governance and Analytics
Empowering Data Governance
A Data Cataloging and Metadata Management project was done for a SMSE. The organization struggled with poor data discoverability and fragmented data governance, leading to inefficiencies and compliance challenges. To address these issues, the project team implemented a robust data cataloging tool and standardized metadata management practices. They also conducted training programs for employees to ensure proper utilization and adherence to data governance policies. These solutions significantly enhanced data discoverability by 85% and established strong governance frameworks, facilitating easier data access for stakeholders and ensuring regulatory compliance.
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Designing for Customer Excellence
A DFSS Green Belt project focused on a new consumer electronics product using the QFD approach. The team developed a comprehensive QFD matrix to translate customer needs (the WHAT’s) into design specifications (the HOW’s). By prioritizing features based on customer importance, they aligned the product design accordingly. This led to a quicker TAT in the design with minimal reworks. The product launch was a success as there were orders worth INR 20 lacs received within 2 days. The standardized DFSS process ensured future products consistently met customer demands.
Discrete Manufacturing > Electronic and Electrical Equipment
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R&D/ Product Development > DFSS
Lean Six Sigma > DFSS BBReducing Defects in System Design
A DFSS project was done to reduce the defect rates in the new HVAC system design. Initially, the design phase experienced a 15% defect rate, leading to increased rework costs of INR 1.2 lacs. The team implemented Design For Six Sigma methodologies and conducted a Voice of Customer (VoC) analysis. They redesigned critical components and introduced rigorous testing protocols. As a result, defect rates dropped to 5%, saving the company INR 3 lacs annually in rework and warranty costs. This project enhanced product reliability and aligned design processes with customer expectations.
Discrete Manufacturing > Electronic and Electrical Equipment
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Operations > Workflow Analysis
Driving Lean Production Excellence
A Lean project was done at a renewable energy equipment manufacturer that faced inefficiencies in their production processes, resulting in delays and higher operating costs. Key issues included redundant workflows, production bottlenecks, and excessive material waste. To resolve this, the team implemented lean manufacturing principles, streamlined production lines, and introduced autonomation in critical areas. They used value stream mapping to identify and eliminate non-value-adding activities. As a result, production efficiency improved by 33%, and material waste was reduced by 21%. The company achieved annual cost savings of approximately INR 40 lacs due to increased throughput and reduced waste. These leaner processes not only lowered operating costs but also enhanced product quality and reduced delivery times.
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Quality Control/ Quality Assurance > Process Capability
Building Vendor Capability Metrics
A process capability model was developed for the vendor management department of an organization. The key issue identified was having no visibility on vendor performances and no way to compare their performances (as all vendors used their own capability metrics). The team used to do a monthly and quarterly review but it was more with a lag of at least a month. The vendor management team wanted a more real time monitoring of the vendor performance and also be able to compare them. A comprehensive study was conducted on all vendor processes and a robust model was built where Sigma Levels were calculated for all vendors on a weekly basis. This ensured quicker monitoring and a suitable method to compare their performance. This project was able to streamline the vendor management department and resulted in savings of INR 23 lacs by removing the low performing vendors.
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Business Excellence > Theory of Constraints
Resolving Production Constraints
A project on Theory of Constraints was carried out in the packaging department. A critical bottleneck was identified that limited overall production capacity by 20%. Key solution implemented was Drum-Buffer-Rope scheduling and optimized resource allocation to address the constraint. These measures increased throughput by 25%, eliminating the bottleneck and enhancing overall system performance. The project resulted in an additional INR 18 lacs in monthly revenue and improved delivery timelines.
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Cost Analysis for Procurement Savings
A project was carried out at a leading solar company to achieve a 15% reduction in procurement costs, resulting in annual savings of INR 3.5 lacs within six months by renegotiating supplier contracts. The spend data was analyzed and benchmarked against industry standards, followed by negotiations with key high-spend suppliers to secure lower prices and improved payment terms. Additionally, the project resulted in consolidation of suppliers resulting in better bargaining power in terms of volume and cost.