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Enterprise PPM Thought Leaders
 

Don Linsenmann Discusses Critical Success Factors for Lean Six Sigma and Process Excellence Deployments

Dan LinsenmannDon Linsenmann, VP—Business Process Excellence and Corporate Champion—DuPont Six Sigma, shares insights at the 11th Annual IQPC Lean Six Sigma and Process Improvement Summit and Awards.

Linsenmann discusses:

  • How Lean Six Sigma and Process Excellence leaders can keep their programs relevant to the CEO and the C-suite
  • Strategies for deploying Lean Six Sigma and Process Excellence programs throughout the turbulent business environment
  • The critical success factors for deploying Lean Six Sigma and Process Excellence

Watch Now!

DuPont Success Story

Led by Corporate Champion and co-author of The Six Sigma Field Book, Don Linsenmann, DuPont is one of the most iconic and successful operational excellence deployments in the world. DuPont is also the largest global deployment of Six Sigma in the world. The DuPont deployment encompasses all five of DuPont's major business platforms containing 23 SBUs and over 50,000 employees worldwide. The Instantis EnterpriseTrack system manages over 30,000 active and archived projects and the activities of over 23,000 Black/Green Belts, 300 MBBs and 140 Champions. The scale of the Instantis deployment in terms of project and user counts is larger than the aggregate installed base of some competitive products.

Read the complete DuPont case study.

DuPont Lessons Learned

Please check out the following recorded Webinars led by DuPont Master Black Belt Stephan Schwarz. These Webinars were among the most popular (in terms of live attendance and archive downloads) in ISSSP history.

  • Crossing the Chasm to Cultural Transformation at DuPont: Lessons Learned from the World's Largest Six Sigma Deployment [View Abstract]
  • Crossing the Chasm to Cultural Transformation at DuPont (Part 2) -- A Q&A Session with the World’s Largest Six Sigma Practitioner [View Abstract]

Download One or Both Recorded Webinars Now!

 

 

"DuPont’s challenge was to implement a single system so that we could have a single version of truth for all of our project-related information.  A single, trusted corporate view of project impact roll-ups implies a single language, architecture, system and set of operational definitions. All 60,000 employees, 5 major business platforms, 23 SBUs, all regions and all business functions are in play."

Don Linsenmann

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