In 2005, HUSCO recognized that normal practices and a traditional emphasis on quality was no longer appropriate for the market. HUSCO had a vision to become a world class leader in hydraulics quality. A key component to improving quality was the development and implementation of a Six Sigma program. For HUSCO, implementation of Six Sigma represents a cultural change in the approach to ensuring customer quality.
The primary focus of the Six Sigma transformation was to direct all efforts towards developing customer satisfaction levels with new products. Improvement in customer PPM failure rates at some of HUSCO’s major customers was the driving force behind hundreds of smaller projects at Black Belt, Green Belt and Yellow Belt levels and secondary benefits to other customers, both internal and external.
Wide reaching cultural changes have been introduced at HUSCO through Six Sigma. These include a corporate-wide Operator Training System, a design team that is synchronized with internal manufacturing challenges, and a fully integrated Customer Support Network that is able to respond in hours to any customer crisis anywhere in the world. However, the most important cultural change has been a data-driven approach to improvement activities. These consistently improving results have impressed customers and suppliers alike.
HUSCO has been operating its own Six Sigma training program since 2006. Over 85% of HUSCO’s engineers, technicians and managers have been trained to the level of Yellow Belt (Methodology). Of this group, a quarter has progressed to the level of Green Belt (use of the tools) and another quarter to the Black belt standard.