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  • Depot Repair Cycle Time Six Sigma Case Study

    Загружено:

    Steven Bonacorsi
    102 просмотров2 страницы
    Six Sigma Case Study Overview by Lean Six Sigma Master Black Belt, Steven Bonacorsi, Leader of the ACFC (At the Customer/For the Customer) Initiative at General Electric. Steve Bonacorsi, led/co-led hundreds of Six Sigma Projects. This is a collection of real Six Sigma Project Overviews, each summary contains a DMAIC breakdown of each phase and the discovery and results of the process improvement teams.

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    Six Sigma Case Study Overview by Lean Six Sigma Master Black Belt, Steven Bonacorsi, Leader of the ACFC (At the Customer/For the Customer) Initiative at General Electric. Steve Bonacorsi, led/co-led hundreds of Six Sigma Projects. This is a collection of real Six Sigma Project Overviews, each summary contains a DMAIC breakdown of each phase and the discovery and results of the process improvement teams.

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    Attribution Non-Commercial (BY-NC)
    Скачайте в формате PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    102 просмотров2 страницы

    Depot Repair Cycle Time Six Sigma Case Study

    Загружено:

    Steven Bonacorsi
    Six Sigma Case Study Overview by Lean Six Sigma Master Black Belt, Steven Bonacorsi, Leader of the ACFC (At the Customer/For the Customer) Initiative at General Electric. Steve Bonacorsi, led/co-led hundreds of Six Sigma Projects. This is a collection of real Six Sigma Project Overviews, each summary contains a DMAIC breakdown of each phase and the discovery and results of the process improvement teams.

    Авторское право:

    Attribution Non-Commercial (BY-NC)
    Скачайте в формате PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    из 2

    Six Sigma DMAIC Project

    GE Medical Systems GE Healthcare Institute

    Project Leader/Green Belt: Christine Mahlkuch-Romagna Project Leader Title: Senior Deskside Support Engineer/Americas Site Support Leader Project Start Date: February 26, 2003

    Master Black Belt: Steven Bonacorsi

    Six Sigma in Action Depot Repair Cycletime


    Customer Profile 2000 GEMS Employees Visit Daily Business Problem & Impact
    GEMS employees visiting the GEHI for classes or meetings experience long cycle times averaging 134 min when their laptop needs Re-Imaging. ITS Productivity cost = $18,760 Annually Customer Productivity cost = $34,840 Annually Process Capability Before
    USL = 90 minutes Mean = 133.67 StDev = 78.63 Z_ST = 75.86

    Measure & Analyze


    Data Collection: Cycle Time to Reimage a Laptop. The existing process sigma was -.57. Root Causes: Size of Data was identified as the root cause.

    Improve & Control


    Documentation was implemented to ensure proper procedures were followed in gathering the users appropriate data. Appropriate teams were notified of proper procedures for contacting Support and tools for faster contact were implemented. Clarify metrics are reviewed weekly.

    Process Capability After


    USL = 90 minutes Mean = 36.8 StDev = 5.6

    Results/Benefits
    ITS Productivity cost = $5,180 Annually Customer Productivity cost = $9,620 Annually Improving process from 134 to 37 minutes, to meet customer CTQ <= 90 minutes! After the 4 month project, the customer saved US $12,962 as a result of reduced end user downtime.

    Z_ST = 5.71

    A savings of US$38.8K in 2003!

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