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Steven M. Ouellette

Instructor, Lockheed Martin Engineering Management Program, College of Engineering and Applied Science, University of Colorado, Boulder, USA

Steven M. Ouellette is an instructor on the Lockheed Martin Engineering Management Program, University of Colorado. He is also the lead consultant for Vector, working with a number of the university’s clients on implementations of the TAU/CPR model. Ouellette earned his undergraduate degree in metallurgical and materials science engineering at the Colorado School of Mines. After graduation, he won a Thomas J. Watson fellowship and spent a year in Europe studying the evolution, fabrication, and social impact of the European sword. He then worked for Alcoa, achieving the rank of senior metallurgical engineer, and subsequently joined Luftig & Warren International. He is now president and owner of The ROI Alliance and director of EMP’s Center for Statistical Solutions. He writes a monthly column for Inside Six Sigma called “The Six Sigma heretic.”


Articles by this Author

  • Generating Increased Revenue and Profitability through Improved Customer Satisfaction:Essential Elements of a Customer Quality Assurance (CQA) System
    by Jeffrey T. Luftig, Steven M. Ouellette
    For most firms, the key to enhancing profitability and achieving steady growth in revenue, sales, and market share is to understand and respond to the needs of their customers. The process, which is often referred to as customer quality assurance (CQA), is that system that allows us to:identify critical customers—those customers who are essential to meeting our strategic and business plans, and who significantly impact the firm’s key performance...
  • Customer Product Rationalization (CPR) for Ailing Businesses
    by Jeffrey T. Luftig, Steven M. Ouellette
    Every organization knows that some of its products or services, and perhaps even some customers, lose money with every sale. The problem, of course, is in figuring out which they are. There is a complex interplay between production or service provision rates, differential revenue, and costs, which all needs to be accounted for in order to make rational decisions about the product and service portfolio and customers selected. This is further...
  • Hoshin Kanri: Deploying Your Strategic Intents to Achieve Business Excellence
    by Jeffrey T. Luftig, Steven M. Ouellette
    Many companies strive to be the best in their market. Most never succeed. Many of those that do, do so only temporarily, and subsequently lose their position through misunderstanding how they got there and what is needed to stay there. Very few, as Jim Collins (2001) has stated, are capable of going from “good to great.”Companies that achieve, and subsequently maintain, business excellence have a number of traits in common. One of the most...

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