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  • Software Store Cycle Time 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)
    Download as PDF, TXT or read online from Scribd
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    20 views2 pages

    Software Store Cycle Time Six Sigma Case Study

    Uploaded by

    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).

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    of 2

    Six Sigma DMAIC Project

    GEAE Account: Lynn MA Site

    Project Leader/Green Belt: George Harris Project Leader Title: Customer Engineer Project Start Date: September 27, 2002

    Master Black Belt: Steven Bonacorsi

    Six Sigma in Action Software: Special Applications


    Customer Profile 8,000 seat Aircraft Engines Manufacturing Company Business Problem & Impact GEAE shop floor end users experience unnecessary downtime during system replacement, due to incomplete configuration and uninstalled required applications . One shop floor workstation can be down for days as multiple help desk tickets are required to get the system 100% functional. Measure & Analyze Data Collection: Cycle time to complete 1 shop floor deployment was measured. Any deployment taking >60 minutes was listed as a defect Root Causes: There is no process or documentation detailing the Shop Floor Special Application Installation and Configuration MSA Results: An MSA was not performed during Measure for the following reasons: 1.Cost in labor to complete a measure MSA was to great to complete. 2. GE ITS did not control the process used in baseline 3. Infrequent cases also made MSA too costly. Improve & Control A Pugh Matrix was used to determine the best possible solution. Having GEITS technicians install special applications and configure shop floor systems prior to deployment, had the greatest positive impact on cycle time. A new shop floor deployment process was developed and implemented in March 2003, with training sessions and documentation provided to deployment techs prior to rollout. All data points collected were within the 60 minute specification limit. Results/Benefits Mean cycle time decreased from >59 minutes to <33 minutes while Sigma value increased from .02 to 2.99. This results in an expected customer indirect savings >$7,600 (annually)

    Process Capability Before


    T 15 USL

    Frequency

    10

    Sigma (ZST): 1.52 Sigma (ZLT): 0.02

    0 50 100 150

    Total Cycle Time

    Process Capability After


    T 8 7 6 USL

    Frequency

    5 4 3 2 1 0 15 20 25 30

    Sigma (ZST): 2.99 Sigma (ZLT): 1.49

    35

    40

    45

    50

    55

    60

    Deploy Time

    An ACFC Project with an Expected Customer of >$7,600 annually!

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