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The
Greater Memphis Chamber Quality Cup Award is aligned with the
former RIT/USA Today Quality Cup Team Award and the Malcolm Baldrige
National Quality Award Criteria.
The Award is co-sponsored by the
Greater Memphis Chamber and Southwest Tennessee Community College
and managed by the Mid-South Quality/Productivity Center (MSQPC)
which is a partner-ship of both the Chamber and the College.
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2009 Greater Memphis Chamber Quality Cup Award Winners
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MSQPC, a partnership of the Greater
Memphis Chamber and
Southwest Tennessee Community College, proudly announces
The 2010 Greater Memphis Chamber Quality Cup Award Winners!
February 3, 2010
The Peabody Memphis
Summit
Level Award
Methodist Le Bonheur Healthcare – Reduction of Blood Waste: Expiring
Products Team
KTG
USA LP– War on Waste Team
Progressive Level Award
KTG USA LP – Line 5 OEE Improvement
Memphis Chemical & Janitorial Supply Company – Operations Team
Methodist Le Bonheur Healthcare – Sterilization Process Defect
Reduction Team
Challenge
Level Award
Le Bonheur Children’s Medical Center – Hand Hygiene Improvement
Project
Memphis Shelby County Government – Code Enforcement Sign Team
Rhodes College – Design and Implementation Team – Student Services
Interest Level Award
Southern College of Optometry – Management Team |
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Summit Level Award
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Methodist Le Bonheur Healthcare – Reduction of Blood Waste: Expiring
Products Team
Having an appropriate blood supply is crucial for Methodist Le
Bonheur Healthcare to provide care for acutely ill patients who
require a blood transfusion and/or surgical procedures. Since the
blood supply is limited to human donors, inventory management is
vital to ensure an adequate supply of blood. The MLH Six Sigma
quality improvement team used a multi-disciplinary team and approach
to examine and address the critical causes of blood product
expiration. The scope of the project included inventory management,
blood product procurement and distribution with a focus on reducing
the number of expired units. Tracking expiring blood as waste, the
overall inventory levels of blood and the financial impact of the
project effectively demonstrated the significance of the issue and
the subsequent benefit of the improvement to the organization.
Below, the Methodist Le Bonheur Healthcare – Reduction of
Blood Waste: Expiring Products Team. |
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KTG USA LP– War on Waste Team
KTG USA is a manufacturer of
tissue products (bath, facial, towel) for the private label retail
market. The overall objective of the company is “to be the supplier
and employer of choice, excelling in everything we do” and “Ensure
each consumer product and customer service experience is positive.”
KTG declared War on Waste to drive out waste and improve quality. A
continuous improvement team was assembled to diagnose the problem
and implement corrective actions utilizing six sigma methodologies.
The value the project brought to KTG USA LP included improved
quality, reduced manufacturing costs, and a substantial financial
impact. This project reinforced the company’s overall objective.
Below, the KTG USA LP– War on Waste Team. |
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Progressive Level Award
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KTG USA LP – Line 5 OEE Improvement
Memphis Chemical & Janitorial Supply Company – Operations Team
Methodist Le Bonheur Healthcare – Sterilization Process Defect
Reduction Team
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KTG USA LP – Line 5 OEE Improvement |
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KTG USA is a manufacturer of tissue products (bath, facial,
towel) for the private label retail market. The Line 5 OEE
Improvement Project focused on reducing the number of defects by
improving reliability of the equipment on Line 5. The team followed
Six Sigma DMAIC and Voice of the Customer (VOC) methodologies to
address the problem. Impact on the organization included improved
product quality and equipment uptime. The organizational impact
exceeded the project’s goal. Below, the KTG USA LP – Line 5 OEE
Improvement team (Back: Tom Schmitt, Bobby Pounders, Tim Wade, Paul
Suke, Dr. Nathan Essex (Front) Luis Piedrahita (Team Leader), Phil
Shearing, Fred Schott. |
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Memphis Chemical & Janitorial Supply Company – Operations Team
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Memphis Chemical & Janitorial Supply Company is a distributor of
janitorial supplies, cleaning equipment, chemicals, paper goods, and
related products, The Operations Team was tasked with implementing
performance measures that would enable the company to monitor and
improve key customer service areas. The team selected Order Accuracy
and Order Fill-Rate improvements as their focus. By utilizing
several quality tools and implementing improvement changes, the team
was able to maintain customer loyalty while adding new customers,
and improving profitability. Below, the Memphis Chemical &
Janitorial Supply Company – Operations Team (Back): Hank Brown, Tom
Schmitt, Charles Barnes, Ralph Jackson, Brad Robertson, George
Brown, Dr. Nate Essex (Front)Ronnie Barnes, Laurita Jackson, Diane
Timmons, Lisa Elliott |
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Methodist Le Bonheur Healthcare – Sterilization Process Defect
Reduction Team
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Methodist Germantown Hospital, part of the Methodist Le Bonheur
Healthcare system, identified an opportunity for improvement in the
sterilization of surgical instruments. A multi-disciplinary team of
stakeholders was assembled to determine causes of hole defects in
surgical trays. Using six sigma methodologies, the team was able to
improve the hole-free rate from 80% to a sustainable 98% and
indirectly improve infection rates, employee satisfaction, and
turnaround time. Results benefited the hospital, patients, and
employees. Below, the Methodist Le Bonheur Healthcare –
Sterilization Process Defect Reduction Team. |
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Challenge
Level Winners
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Le Bonheur Children’s Medical Center – Hand Hygiene Improvement
Project
Memphis Shelby County Government – Code Enforcement Sign Team
Rhodes College – Design and Implementation Team – Student Services
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Le Bonheur Children’s Medical Center – Hand Hygiene Improvement
Project |
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In an effort to improve care of the children served at Le Bonheur
Children’s Medical Center and in concert with the core values and
strategic plan, a multi-disciplinary team was formed to improve hand
hygiene facility wide. Various quality tools within the context of
the Six Sigma DMAIC structure provided evidence of the appropriate
selection and use of analytical tools. Directors, physicians,
patients, and their families were engaged in the improvement
process. The team had strong cross-functional cooperation for
significant impact. Below, The Le Bonheur Children's Medical
Center - Hand Hygiene Improvement Project Team. |
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Memphis Shelby County Government – Code Enforcement Sign Team |
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Memphis and Shelby County Office of Code Enforcement formed a
multi-disciplinary team to improve the permitting process and safety
of electric signs. A system was designed to inventory current signs,
verify permits, and update the sign renewal system. The team
demonstrated the use of continuous improvement tools to change
internal processes which, in turn, resulted in reduced costs and
process cycle-time while increasing overall revenue. Below, the
Memphis Shelby County Government – Code Enforcement Sign Team. |
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Rhodes College – Design and Implementation Team – Student
Services |
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The project team at Rhodes College addressed the structural,
process-oriented, spatial, and cultural issues that prevented giving
external and internal customers the service they needed and
deserved. The team focused on structural reorganization, process
reengineering, and space reuse. A variety of critical measures were
identified, and other organizations were benchmarked. Hoshin
breakthrough planning tools, change management skills, and
additional focused training efforts uncovered specific disconnects
in service delivery that were negatively impacting customers. The
improvement process created a sequence of culture changes and
operational mind shifts from cooperating to coordinating to
collaborating to co-locating. Current and prospective students are
benefiting from the improvement results from student services
reengineering. Below, Rhodes College – Design and Implementation
Team – Student Services. |
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Interest Level Award
Southern
College of Optometry – Management Team
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Southern College of Optometry has a multi-dimensional mission which
encompasses the college’s academic and clinical program—student
recruitment, classroom and laboratory instruction, the library, and
a real world optometric practice environment supporting faculty,
clinical interns, and patient care. Recognizing the need for
increased communication, the management team made the improvement of
intra-college communication quality a top priority. The project has
resulted in improved internal communications and an increased
participation rate in employee surveys. Below, the Southern
College of Optometry – Management Team. |
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