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  • Certification Process Six Sigma Case Study

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    Steven Bonacorsi
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    Steven Bonacorsi, Lean Six Sigma Master Black Belt, led the ACFC "At the Customer, For the Customer" Six Sigma Initiative at General Electric. Each Case Study follows the Quad Chart or 4-block approach. Steven Bonacorsi is the author of the Six Sigma and newer Lean Six Sigma Tollgate Templates that hundreds of thousands of practitioners have leveraged for documenting their project best practices and results. Steve Bonacorsi is the President of the International Standard for Lean Six Sigma (ISLSS) and Founder of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987, author for the Process Excellence Network, Executive Management Consultant for e-Zsigma, and Honorary Advisor for the International Six Sigma Council (ISSC).

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    Steven Bonacorsi, Lean Six Sigma Master Black Belt, led the ACFC "At the Customer, For the Customer" Six Sigma Initiative at General Electric. Each Case Study follows the Quad Chart or 4-block approach. Steven Bonacorsi is the author of the Six Sigma and newer Lean Six Sigma Tollgate Templates that hundreds of thousands of practitioners have leveraged for documenting their project best practices and results. Steve Bonacorsi is the President of the International Standard for Lean Six Sigma (ISLSS) and Founder of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987, author for the Process Excellence Network, Executive Management Consultant for e-Zsigma, and Honorary Advisor for the International Six Sigma Council (ISSC).

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    Attribution Non-Commercial (BY-NC)
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    Отметить как неприемлемый контент
    55 просмотров2 страницы

    Certification Process Six Sigma Case Study

    Загружено:

    Steven Bonacorsi
    Steven Bonacorsi, Lean Six Sigma Master Black Belt, led the ACFC "At the Customer, For the Customer" Six Sigma Initiative at General Electric. Each Case Study follows the Quad Chart or 4-block approach. Steven Bonacorsi is the author of the Six Sigma and newer Lean Six Sigma Tollgate Templates that hundreds of thousands of practitioners have leveraged for documenting their project best practices and results. Steve Bonacorsi is the President of the International Standard for Lean Six Sigma (ISLSS) and Founder of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987, author for the Process Excellence Network, Executive Management Consultant for e-Zsigma, and Honorary Advisor for the International Six Sigma Council (ISSC).

    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

    GEAE Account

    Project Leader/Green Belt: Richard Caron Project Leader Title: Customer Engineer Project Start Date: May 21, 2002

    Master Black Belt: Steven Bonacorsi

    Six Sigma in Action


    Business Problem & Impact The GEAE account technicians need IBM certifications in order to support calls, order parts and receive warranty reimbursements. Lack of communication, unclear processes and no documentation cause missed steps preventing the ordering of parts and accurately capturing warranty reimbursements. . Measure & Analyze Data Collection: 12 critical IBM certification Profile fields were tested for completeness.A field was marked a defect if incomplete, and success if both complete and accurate. Root Causes: Poor documentation for updating IBM or PeopleSoft No simple & clear process with most techs following Word of mouth processes MGMT is not verifying completeness or inaccuracies MSA Results: An AR&R was used to validate the measurement plan. Results showed 100% repeatability and accuracy in the determination of whether or not 12 critical profile fields were complete. Improve & Control A Pugh Matrix was used to determine the best possible solution. Transitioning IBM Certification Profile tracking from PeopleSoft to Antenna had the greatest sum of positives and least negatives, so was the obvious choice. A new process for completing/tracking IBM certifications was designed, then implemented in June 2003. A training manual was developed and dispersed to all GEAE techs prior to roll out and a training call was facilitated to ensure all operational definitions and steps were understood. A certification expiration control check is conducted to monitor the technicians training/testing status prior to expiration. Any special cause for variation will be identified and listed in the FMEA for review. Results/Benefits After Rollout, Sigma increased from 0.6 to 1.7 (LT). Resulting benefits is an expected direct savings (Revenue) to ITS >$19,000.00 an indirect savings (efficiency) >$1,400.00.

    Process Capability Before


    Report 8A: Product Benchmarks
    PPM
    1000000 100000 10000 1000 100 10 1 0 1 2 3 4 5 6

    Sigma: ZST = 2.1 ZLT = 0.6


    Z.Bench (Short-Term)

    Process Capability After


    Report 8B: Product Benchmarks
    Z.Shift
    3.0 2.5 2.0 1.5 1.0
    World-Class Zone of Average T echnology

    Sigma: ZST = 3.2 ZLT = 1.7

    Zone of T ypical Control

    0.5 0.0 0 1 2 3 4 5

    Performance

    Z.Bench (Short-Term)

    A savings of > $20,400 US

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