Operations Improvement System designed with
Ties to SIX SIGMA –

• Six Sigma projects generated via:
     o gap between actual and optimum performance
     o recurring process failures
• Valuation and ranking of projects occurs before the decision to apply Six Sigma rigor.
• Critical process measures tied to production and support processes via process flows
• Upper limit of upside potential determined before Six Sigma application.
• Culture already focused on lost opportunities

Operations Improvement System designed to facilitate ISO-9001 certification –

• Documentation of process flows
• Process Flows linked to critical measures, capacities, process optimums, need for control plans and
  lost opportunities
• Financial impact of problems reported and reviewed regularly.
• Critical measures linked to lost opportunities.
• Employees understand customer/supplier requirements for processes.
• Focus on process control and response plans.