Quality techniques and tools help lower the costs of people-intensive service processes and improve customer satisfaction. A process approach enables service organizations to standardize the ways they work, achieving improved consistency, faster cycle times and fewer errors. And employees are empowered to provide individualized customer service when it counts most.
White Paper: The Economic Case for Quality (PDF, 102 KB)
Bank of America (PDF, 26 KB)
Quality initiatives contributed $2 billion to both the top and bottom lines in 2003.
Bechtel (PDF, 36 KB)
Six Sigma saved this international company more than $200 million in 2002, an increase of $185 million over 2001.
U.I.C.I. (PDF, 26 KB)
At this niche-market insurance provider, employees contributed improvement ideas which saved more than $30 million in three years.
Pal’s Sudden Service (PDF, 36 KB)
For this Southern fast-food restaurant chain, sales continued to increase despite 2001’s downward-spiraling economy.
Caterpillar Financial Services Corporation U.S. (PDF, 69 KB)
The financial-services division of this heavy-equipment manufacturer increased its contribution to parent company from 5.6% in 1998 to 25% in 2003.
Boeing Aerospace Support (PDF, 70 KB)
Earnings grew at a double-digit rate from 1999 to 2002, and annual revenue doubled during the same period.
What Do CEOs Think About Quality? (PDF, 649 KB)
ASQ surveyed executives to learn what they currently think and to help quality professionals make the economic case for quality.
From Quality Progress Magazine - May 2004
Greg Weiler, ASQ project leader
Six Sigma and the Bottom Line (PDF, 136KB)
by Soren Bisgaard and Johannes Freiesleben
This Quality Progress article explains the economic benefits of Six Sigma, Black Belts (BBs) and Green Belts (GBs) must speak the language of upper management.