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Define Design Implement
49 Action Stepsto achieve 110% of your goals
Define Design Implement �
SIXSIGMAQUALTEC www.ssqi.com
49 Action Steps to Achieve 110% of Your Goal
Table of Contents
Introduction to Action Plan 1Strategic Alignment and Deployment �-4Operational Definitions 4-5Management Style 5-6Metrics 6Defect Identification and Elimination 7The Cost of Poor Quality 7Cultural Readiness for Deployment 8-9Willingness to Deploy 9Willingness to Change 10Identifying Improvement Opportunities 10-11
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49 Action Steps to Achieve 110% of Your Goal
Introduction
Five years in development, the following stra-
tegic goal “readiness” discussion guide is the
result of actual performance improvement and
management programs developed while working
with hundreds of leading national and interna-
tional companies.
This document is NOT intended to be an all
inclusive list and should not be viewed as a
final, exact or absolute set of inquires to realize
all information needed to drive the “diagnosis
activity”. While answering these questions,
participants should be identifying or securing
evidentiary documents, communication exam-
ples, corporate publications, newsletters, the
Annual Report and any other material which can
support the answers given.
The questions are grouped into 10 general
categories, allowing for a quick summary or
feedback document to the “most senior lead-
ers”. The final analysis should be detailed by
player (serving as a Stakeholder Analysis) and
presented to team members.
The Categories
Strategic Alignment and Deployment
Operational Definitions
Management Style
Metrics – Application and Appropriate-
ness (Financial vs. Operational)
Defect Identification and Elimination
(Success vs. Defect)
The Cost of Poor Quality
Cultural Readiness for Deployment
Willingness to Deploy
Willingness to Change
Identifying Improvement Opportunities
The matrix of questions is the result of years of
application and a collaboration of the SSQI Man-
aging Partners, who would welcome the oppor-
tunity to discuwith you in more detail. Sugges-
tions for improvement are always welcome.
1.
2.
3.
4.
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8.
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10.
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How to Use the Mini-course
Based on our research, this Mini-Course is the
perfect tool to share with your executive stra-
tegic team. We recommend that you print out a
copy for each member and keep a version with
your responses for future reference.
Strategic Alignment, Deployment and Management
Reaching your strategic goals requires a clear
picture of your current “goal state” and the
identification of those performance gaps that
are preventing you from achieving the goal.
Your organization must know and understand its
strategic direction through effective communi-
cation. It must also assess internal and external
threats and challenges, as well as collect and
incorporate the voices of various stakeholders
of the enterprise.
Identifying the most critical items to address,
developing targets and plans for achieving
them, and dedicating the appropriate financial
resources are all facilitated by being able to
measure the right things in the right way.
In order to succeed, your organization must
understand the various constituents of the en-
terprise and how to secure and represent their
voices. Critical agenda items must be identified
and communicated throughout the organization.
1. Who are the critical stakeholders for your
enterprise? How do you identify their needs
and wants?
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2. What are the strategic goals and objectives
of the enterprise? Your organization? How were
they identified?
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3. How are the goals of the enterprise commu-
nicated to the organization?
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Strategic Alignment, Deployment and Management (cont.)
4. What/who is your greatest competitive
threat?
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5. How do you measure your progress towards
those goals and objectives?
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6. What plans are in place to achieve your
goals?
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7. Are plans connected to capital and operating
budget planning activities?
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8. How are funds allocated to projects and
programs?
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9. In the current cycle where are you in relation
to your goal targets?
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Strategic Alignment, Deployment and Management (cont.)
10. How are you currently managing current
projects?
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11. How does your organization manage and
monitor projects in general?
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12. Does the strategy of your organization reach
down the organization chart to the operational
level?
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13. Does your organization deploy business
plans? How are they measured/managed?
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Operational Definitions
From the development of position descriptions
to the articulation of responsibility by position
or title, your organization’s culture and the at-
titude that has cascaded throughout are deter-
minants of success.
14. What is your role and responsibility as you
see it?
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Operational Definitions (cont.)
15. How does your staff see your role and re-
sponsibilities?
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16. How are roles and positions defined in your
operation? Who crafts those definitions?
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Management Style
How the direction is set and driven at various
levels of the organization, as well as the way
in which cross-functional decisions are made,
will reveal how “silo-ed” your enterprise is - a
potential predictor of the difficulty in address-
ing significant business issues.
Flexibility in the face of change and the align-
ment of compensation systems with perfor-
mance improvement will clearly relate the
importance of your initiative to all.
17. Are you effective at delegation? What do you
think your staff would say? Is your manager ef-
fective at delegation?
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18. How flexible are you? Your staff? Your man-
ager?
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19. Are performance improvement efforts tied
to performance management systems?
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Management Style (cont.)
20. How are cross functional issues addressed?
By silo or cross-functionally (collaboratively)?
How are decisions normally made?
_________________________________________
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21. Where does budget accountability lie? How
many layers deep in your organization?
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Metrics
To work toward achieving its goals, your orga-
nization must be metrics-driven. An organiza-
tion’s key performance indicators reveal a lot
about its attitude toward measurement.
Are they communicated, understood, and used
to manage?
22. Is your organization data driven? Is data
respected or rejected?
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23. Does your organization use a Balanced
Scorecard?
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24. What are the critical measures of the busi-
ness and the most pivotal functions?
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Defect Identification & Elimination
How specifically and clearly can your organiza-
tion articulate its problems? Where is the focus?
Who has the responsibility? Are problems recur-
ring, or are they kept in check?
25. How do you define a defect? A problem? Do
problems return after being corrected?
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The Cost of Poor Quality
Is there a full appreciation for the full scope of
a defect’s impact on the organization?
26. How do you understand the cost of lost
value of operations?
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27. How are costs associated with processes and
operations measured?
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28. What process is in place for approval and
tracking of funded projects? And results?
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29. What are some of the areas (processes,
products or services) where your organization is
wasting money?
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Cultural Readiness
Performance improvement initiatives can excite
and drive you to greater heights, or they can
engender resistance, even fear if approached
inappropriately.
30. Is yours a process-driven organization?
_________________________________________
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31. What methods are in place today to improve
operations and service?
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32. Does your organization have union issues?
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33. How does the line organization look at
changes? With fear of loss of job or as a natural
evolution?
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34. What is your organization’s tolerance for
change?
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35. How often do you hear the phrase, “we
have always done it that way?”
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Cultural Readiness (cont.)
36. What is your organization’s attitude toward
the following: change, Six Sigma, Lean, Process
Improvement...?
_________________________________________
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Willingness to Deploy
By identifying goals, and measuring and man-
aging toward them, you will develop a clear
definition of success. But is there a sense of
urgency around achieving these goals?
Have you failed in the past, making the creation
of support or interest in this effort more dif-
ficult?
37. What does your organization do well? Poorly?
_________________________________________
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38. Are your compensation systems connected
to performance, projects and improvements?
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39. Has your organization deployed change pro-
grams before? How effective were they?
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40. If a previous improvement initiative failed,
what were the 3 major reasons?
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Willingness to Change
Success in achieving your goals can stem from
identifying potential roadblocks to change, as
well as parts of the organization where the
sense of commitment to improvement is the
highest.
41. Is the organization open to new ideas?
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42. Are you personally committed to the evolu-
tion of the enterprise? How will you show that
commitment?
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Identifying Improvement Opportunities
Generating positive results will increase your
organization’s desire for improvement, thereby
improving its ability to change and drive more
improvement, and finally bettering its chances
of achieving its strategic goals.
43. What are the 3-5 top issues you face today?
How would you prioritize them? Would your
staff see them in the same order?
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44. What are the 3-5 issues that will face your
company in 2007/2008?
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Identifying Improvement Opportunities (cont.)
45. Which of these issues have your tried to
solve in the past and failed? Others?
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46. How are cross-functional issues addressed?
By silo or collaboratively?
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47. Does your organization consider itself a
Learning Organization? Why? Evidence?
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48. Does Training = Learning?
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49. How are projects selected and targeted?
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Define Design Implement
time for a Fitness
Revolution?Why the tactics of connecting
strategy to execution matter
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Time for a Fitness Revolution?
Why the Tactics of Connecting Strategy to Execution Matter
While nearly every industry suffered during
the recent economic downturn, by comparison
mortgage companies enjoyed a flowing stream
of success. Yet the lending industry as a whole
is by no means optimized, and tougher times
are ahead.
“Achieving immediate strategic superiority
through acquisition has been the order of the
day,” says Dale Meder, Bank of America senior
VP of business process excellence. “But now the
industry is seeking to achieve lasting opera-
tional superiority through improved process
capability.”
If Meder sounds like a consultant, it’s because
he once was. But now he’s one of those who
very much practices what he preaches. Bank of
America, since launching operational improve-
ment efforts, has identified more than $1 billion
in business improvements as a result of applying
Six Sigma and Business Process Management in a
planned, measured and systematic way.
Here’s what is sparking Bank of America and
most other large financial institutions. The
boom of the nineties broke the seams of
“transactional capacity” for many lending and
servicing institutions that couldn’t originate,
close and service loans quickly enough to meet
customer demand.
This state of overload, and the pain of lost op-
portunity, sparked imagination. How can we
improve the cycle times of all our processes?
How can we remove bottlenecks and dead time
from our operations?
This is how we can make more money: not by
merging and acquiring more, but by doing what
we do better, in a different way. Surely we can
merge and acquire, but can we achieve systemic
operational efficiencies that reduce cycle time,
minimize errors, cut costs, increase capacity
and delight customers?
An Operational Focus
The service sector in general, and the specific
world of loan servicing, is undergoing a collec-
tive epiphany of sorts. Driven by Wall Street,
it has recognized that improvement initiatives,
such as Six Sigma and Business Process Manage-
ment, are as vital as finding the next scheme
for top-line growth.
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Could it be that the analysts themselves, post-
Enron, have decided that growth in general is
not as golden as they thought? Growth can be
bought and sold – or cooked up in the books – to
an extent. Beyond this, the real path of gener-
ating value (profit) in a financial services busi-
ness lies in the ability to lower cost and time
per transaction.
The pertinent question isn’t, “How much rev-
enue can you show today?” The real question is,
“How much value did you create, for your cus-
tomer and yourself, per unit of time or cost?”
The mergers, the marketing, the growth-by-ac-
quisition mentality has in a sense overachieved
– with a little help from Greenspan and an
anemic stock market. Now it’s time to focus on
pure operational excellence.
Why to Focus on Operational Excellence:
Interest rates are expected to rise, which
will have a dampening effect on the refi-
nance market. With dropping demand and
top-line growth in this area, lenders and
servicing organizations will have much to
gain by streamlining operations, building
error-free capability and reducing costs.
Home ownership as a percentage of the
population is still on the rise, so demand
for new loans should remain strong. Efforts
to reclaim wasted time and cost in this
1.
2.
area will increase the capacity to pro-
cess more loans with the same amount of
resources.
Complexity in the financial services indus-
try will materially increase, as the lines
between banking, investing and insuring
break down. This introduces heterogeneity
into formerly homogeneous strategic and
operating environments. With more puzzle
pieces of different shapes on the table,
the task of putting them together in a way
that satisfies customers and benefits the
business is more demanding.
Figuring out how to provide more value
per customer transaction, rather than how
to acquire more transactions, leads to
market leadership. Getting your house in
order, and delivering superior transactions
and services, has as much or even more
potential for growing a business than a
pure acquisitions or merger mindset.
What does all this mean? It means delighting
the customers you have may be more impor-
tant than finding new ones, who you lose later
because you don’t bring your strategies to bear
on their real needs, today, everyday, across the
entire spectrum of what you do.
3.
4.
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All of business is a relationship between a
“need” and a “do.” While sound strategy for-
mulation takes care of identifying customer and
business needs, sound operational configura-
tion takes care of “doing” in accordance with
defined and measured standards.
In other words, financial services organizations
better get busy figuring out how to become
error-free when they handle the customer’s
money, process payments, send out bills, close
a loan, collect outstanding debts, answer the
phone – when they do anything in the context
of a business relationship.
Where Strategy Meets Execution
In a healthy financial business, or loan servic-
ing company, executives commit to critical
strategies and performance targets on a one- to
three-year horizon. “Formulating strategies
beyond five years is often folly,” says Meder,
“because the basic landscape of the financial
services industry is shifting dramatically.”
Furthermore, the notion that long-term strat-
egy can hold up in a volatile market is flawed.
A mindset of flexibility, not staunch adherence
to long-term goals, is the ticket for managing
the forward-looking plans of an enterprise as
circumstances change and as new data dictate.
What’s changing is that banks can increasingly
offer the same transactions as brokerages and
insurance companies, brokerages can increas-
ingly do what banks and insurers do, insurers
can fuse themselves with a bank or a brokerage
house, and so on.
All the product lines are merging, and it is
becoming fashionable to be the do-all, end-all
solution for everyone’s banking, investment and
insurance needs. A visionary mortgage company
can see itself as a onestop- shop for portfolio
advice, checking, savings, car insurance, home-
owners insurance, health insurance, mortgages,
credit cards and debit cards.
Building the internal systems – the infrastruc-
ture – for making that vision possible is another
matter. There’s a few working parts that have
to be mashed together, some strategies to
align, some processes to merge and an intensive
amount of linkage and coordination.
Let’s bring it down to the level of a loan servic-
ing organization, which has as much imperative
as any to improve its operational capability
across a broad spectrum of functions. Servicing
organizations should be asking the same ques-
tion their larger parent companies are asking:
how can I extract more business out of my cus-
tomers and take care of them too by improving
my operations?
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The mantra is to increase value to and income
from existing customers, while raising the stan-
dard of services provided. In short, we ensure
customer retention through exceptional service
with one hand, and we continue to refine our
strategic intent with the other.
The Japanese have a phrase for the idea
of strategy tied to execution. They call it
“Hoshin Kanri.” Hoshin literally means “direc-
tion needle,” as in a plan or course of action.
Kanri literally means “control reason,” as in the
mechanistic management of change.
In plain English, if you want to improve your
business, you must systematize the way you
set, deploy and execute your strategies. Hoshin
Kanri is a system for translating critical strate-
gies into critical metrics. It then deploys those
metrics throughout the hierarchy of the value
chain in a cascading, cause-and-effect way.
Strategies are broken down into corporate
goals, which are broken down into business unit
objectives, down to the lowest level of mea-
surement detail. As objectives are cascaded,
they are transformed into tactics and specific
improvement projects at the lower levels. This
is how and where defects are actually elimi-
nated and improvements are realized.
This measurement system design is now what
drives the entire organization. Performance tar-
gets are set, accountability for meeting targets
is established and everyone in the entire place
knows what they have to do: drive their process
to improve their metrics
Easier said than done. Remember the IBM com-
mercial in which the boss says something close
to this: “This is a brilliant strategic plan…but is
it executable?”
It’s always easier to make the plan than to make
the plan happen. This is where Kanri comes in:
the systematic creation and control of change.
Kanri is the way you manage and control the
processes of value creation.
This is where strategy meets execution: in the
way you do business, your “core processes.”
It’s the way you originate, the way you fulfill,
the way you close and the way you service that
matters. These are the value pipelines that flow
through and beyond the various functions and
departments, the cost and profit centers, of the
place you call “work.”
Business Process Management
Business Process Management is a tool used by
business leaders to derive clarity around how an
organization’s core processes function, inter-
relate and interact with each other. While we
all intuitively “know” how we do business, the
reality is that we don’t. Whoever you are, and
wherever you work, you may think you know
how your organization originates and closes
loans, but you have another thing coming.
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Each individual in a value chain (process) has
blind spots about how the process really works.
When all the many people who work on the pro-
cess interact, their blind spots interact as well.
This is why inefficiencies happen, why rework is
done, why bottlenecks occur and why custom-
ers aren’t always delighted with what you do for
them.
No one is necessarily a good or bad employee,
manager or executive by definition. But a
company’s Business Process Management infra-
structure is good or bad by definition. Inasmuch
as certain design methods inoculate a produc-
tion line against variation (the root of all inef-
ficiency and wasted cost), a Business Process
Management system inoculates a loan servicing
organization against variation, or poor quality,
in what it does.
Business Process Management leads us directly
into facing who we are and, even more, how
we do business. It leads us into “mapping” our
processes – drawing them out on a wall or in a
piece of software. It also drives us into collect-
ing valuable data about how process inputs are
morphed into outputs through some “opera-
tional transfer function.”
Remember that Hoshin Kanri is the direction
and dashboard by which a loan servicing com-
pany can fruitfully, and scientifically, engage
in making itself better and more profitable.
The causally broken down metrics create a
dashboard of blinking lights by which the reds,
yellows and greens are all the time, on and off,
depending on how well critical processes are
meeting their objectives.
The goal is always the same: to get healthy. A
Hoshin Kanri system provides the technology
for establishing a scientific basis of procedural
health intervention. Business Process Manage-
ment is the machine used to diagnose where
the performance tumors are. Six Sigma and
the like are the instruments used by expert
surgeons when performing the improvement
operation.
Now we have the context and traction to trans-
late strategy into flawless, or at least healthy,
execution. Business Process Management is the
nexus space between the brains of the strate-
gists and the hands of the executioners. In
medical terms, Business Process Management
is the x-ray that tells the improvement surgeon
where to make the incisions.
Business Process Management connects strategy
to execution in the most organized and action-
able manner possible. It is this connection that
brings life and torque to an enterprise. The
strategy without the execution is a pipe dream;
the execution without the strategy is a ship
gone awry.
Most of us have been involved in schemes to
“improve the way we do business” at least once
in our careers and probably more than once.
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How many times has your involvement, regard-
less of how high or low you were in the organi-
zation, been clearly delineated and understood?
How much ambiguity has accompanied former
attempts to improve your scope of operational
control?
Hoshin Kanri and Business Process Management
create the foundation for intelligently moving in
and out of a process battlefield with your SWAT
teams – your Six Sigma black belt or green belt
projects, your quality improvement specialists,
your process engineers.
It’s not a haywire system of training a bunch
of people and turning everyone loose on any
projects or opportunities they can find. Real
operational excellence grows up from only one
thing: taking the pie-in-asky vision of what a
business wants to be and shaping it into some-
thing actionable.
Business eventually and always comes full circle
from strategies set to actions taken, and around
again. Anything you can do to make this cycle
tighter, faster and better will yield greater con-
trol power (Kanri) in keeping the company on
course (Hoshin).
“It’s such a bold step to actually try and get
140,000 people aligned from the top of the
organization to the bottom in all the businesses
we are in,” says Bank of America’s Meder.
“When complete, it will create an impetus I
don’t think will be stopped.”
Your Strategic Partner
Six Sigma Qualtec is a premier provider of
process management and performance improve-
ment consulting, training, and technology solu-
tions that drive breakthrough growth, produc-
tivity and value for our clients.
We are unique in our ability to customize the
integration of management disciplines to meet
the industry-specific requirements of global
leaders in financial services, natural resources,
manufacturing, process and service industries.
Six Sigma Qualtec
821 Alexander Road, Suite 130
Princeton, NJ 08540 • USA
(800) 247-9871 or (609) 925-9458
[email protected] www.ssqi.com
Six Sigma Qualtec
1295 W. Washington Street, Suite 208
Tempe, AZ 85281 • USA
(800) 247-9871 or (480) 586-2600
[email protected] www.ssqi.com
Six Sigma Qualtec
P.O. Box 2959
Kenilworth
CV8 1XR
United Kingdom
+44 (0) 1926 859555
[email protected] www.ssqi.co.uk
Copyright 2007. Six Sigma Qualtec. All rights reserved.
Six Sigma Qualtec821 Alexander RoadSuite 130Princeton, NJ 08540 • USAtoll free (800) 247-9871phone (609) 925-9458fax (609) 419-9855email [email protected] www.ssqi.com
Six Sigma Qualtec1295 W. Washington StreetSuite 208Tempe, AZ 85281 • USAtoll free (800) 247-9871phone (480) 586-2600fax (480) 586-2586email [email protected] www.ssqi.com
Six Sigma QualtecP.O. Box 2959KenilworthCV8 1XRUnited Kingdomtel +44 (0) 1926 859555fax +44 (0) 8701 400023email [email protected] www.ssqi.co.uk