Executive Education Program, Process Improvement - Testimonials (Process Improvement)

NON-DEGREE PROGRAMS

EXECUTIVE MBA PROGRAMS

Supply Chain Management

Lean Enterprise

Process Improvement

Leadership Development

Integrated Supply Chain Management Program Logistics Executive Development Program Performance-Based Logistics: The Basics and Beyond Custom Programs

Lean Applied to Administrative Processes Lean Enterprise Systems Design Institute Lean for Healthcare Lean, Maintenance, Repair, and Overhaul Custom Programs

Data-Based Process Management Design of Experiments Custom Programs

Engineer / Scientist as a Manager Finance for Non-Financial Managers Leadership for the Next Level: The Executive Development Program Custom Programs

One-Year Programs

16-Month Weekend Program

Aerospace MBA Physician Executive MBA Senior Executive MBA

Professional MBA

By Date By Program

The University of Tennessee 's executive education program has put us on track to save over $750,000 annually. ZOOTS is currently the largest dry cleaner on the East Coast, launched in 1998 by the founders of Staples. In 2001, we discovered a housewares-processing operation that was negatively impacting our financial performance. We selected the University of Tennessee 's executive training programs to help us reverse the situation. Applying the process change disciplines that we learned, we turned our enigmas into cash-saving opportunities. It took us only three months to install the housewares-processing changes that put us on track for a large savings, and we continue to benefit as we discover more and more ways to apply our knowledge. We have benefited far beyond our expectations.”

—John Barron; Vice President of Quality; ZOOTS

“Adhesives Research, Inc.'s investment in the University of Tennessee 's Black Belt Process Improvement Program was paid back three-fold with its first project. Prior to the program's implementation, our materials scrap averaged 3.5 percent of annual standard cost of goods. We implemented the Black Belt Project in late 2000. We are now projecting for fiscal year 2003 a 68 percent reduction in total scrap as compared to the previous three fiscal years. In addition, the skills that were developed during the program, which we use daily in projects of all scope and sizes, continue to pay dividends.”

—Sharon Mox; Quality Control & Engineering Manager; Adhesives Research, Inc.

“Managing variation is a critical component in measuring success, and nobody knows more about managing variation than does the University of Tennessee. Over the past years, our company has sent hundreds of employees through UT's executive education curricula through both on-campus and customized in-house programs. Several years ago, Georgia Pacific, Industrial Wood Products Division was in a supplier's quandary. We were selling low-margin, commodity products in a crowded competitive arena and needed to become a manufacturer of customized, industrial products to ensure and grow our customer base. Enrolling in UT's program was the key to our success. Through better controls and improved systems around our critical process variables, we were able to significantly increase quality and decrease costs. Our customers have been extremely satisfied with our product consistency. As for the programs' return on investment, it is hard to quantify although it is many times over. We believe our current customer base may not be existing without it.”

—Robert Connell; Vice President of Manufacturing, Industrial Wood Products; Georgia Pacific Building Products

“Ocean Spray Cranberries, Inc. utilizes the University of Tennessee and the Practical Strategies for Process Improvement (PSPI) course to establish consistent fundamentals for process improvements throughout the Ocean Spray network. The knowledge gained, throughout several years of participation, has allowed Ocean Spray to drive variation out of our processes at the shop floor and produce high quality product at the lowest possible cost. We were able to reduce our # 1 consumer complaint by 77 percent in the last 2 years. The skills learned at the University of Tennessee have allowed Ocean Spray to improve process capability and achieve countless cost savings over the years.”

—Bill Buss; Principal Quality Scientist; Ocean Spray Cranberries, Inc.

“The Sulphur Springs bottling facility of Ocean Spray Cranberries is deeply committed to process improvement at all levels of the organization. We have had the opportunity to send several of our employees to the University of Tennessee’s Practical Strategies for Process Improvement course and most recently the Design of Experiment course. As a result of attending these courses, three process improvement projects were undertaken at the plant last fiscal year. By applying what we learned from these courses, the facility realized a savings last year of nearly $300,000. These were improvement projects that required no capital investment!”

—Tim W. Peoples; Q.A. Manager; Ocean Spray Cranberries, Inc.





	Copyright ©2006 The University of Tennessee · College of Business Administration · Knoxville Tennessee 37996 · Contact Webmaster