Achieving aggressive goals through Lean Six Sigma: A case study to improve revenue collection

ABSTRACT

Lean Six Sigma is typically used to address tightly scoped issues through short-term projects (four–six months). Yet, many improvement efforts have aggressive goals that cannot be addressed in a short timeframe. This research provides an example regarding how to use the Lean Six Sigma methodology iteratively to address a vigorous improvement goal. Within a subsea oil and gas service provider, this approach led to changes in the billing process that reduced the time-to-invoice by approximately 50 percent. While all Lean Six Sigma tools are not used in this case study, methods tapping into expertise within the organization are demonstrated.

KEYWORDS:

• billing/invoicing
• DMAIC
• process improvement
• service operations
• subsea oil and gas industry

Additional information

Notes on contributors

Alyson Deithorn

Alyson Deithorn has an M.S. Technology Project Management from the University of Houston. She received her B.S. in Computer Information Systems from the University of Houston, Downtown. She has worked for several years at Aker Solutions Inc. as a business analyst for the process improvement team. Additionally, she is certified in Lean Six Sigma Green Belt training from the University of Houston.

Jamison V. Kovach

Jamison V. Kovach is an associate professor at the University of Houston. She received her Ph.D. in Industrial Engineering from Clemson University. Her industrial experience includes several years as a process engineer in the textile industry. Dr. Kovach is certified in Six Sigma Black Belt training and directs the Lean Six Sigma program for the College of Technology. Her research investigates how quality/continuous improvement approaches affect performance and/or decision-making within organizations. Dr. Kovach was recognized as the 2010 ASQ Feigenbaum Medalist for her work, and she became a full academician in the International Academy for Quality in 2015.