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Six Sigma DMAIC Project                                                   Gillette                                  Projec...
Six Sigma in Action                                                           IMAC – General Workstation-PC Setup Customer...
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Gillette Six Sigma Case Study

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Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.

Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net

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Transcript of "Gillette Six Sigma Case Study"

  1. 1. Six Sigma DMAIC Project Gillette Project Leader/Green Belt: Ilya Rubinshteyn Project Leader Title: Desk Side Support Engineer Project Start Date: July 24th, 2003Master Black Belt: Steven Bonacorsi
  2. 2. Six Sigma in Action IMAC – General Workstation-PC Setup Customer Profile – 1700 Gillette Employees at Prudential and Copley in Before Boston, MA, 2200 users In SBMC, 170 users in Woburn, 300 users at AMC, UCL 500 Users in Bethel, CT, and about 500 in the field. 150 Business Problem & Impact Gillette employees submitting cases through Help Desk have to wait Z_ST = 0.78 Frequency 100 about 12 hours before they are contacted by Desk side Support, resulting in a tremendous amount of down time. 50 Measure & Analyze Data Collection: Time it took to complete a PC setup for the user after case was opened in Clarify. The existing process sigma was 0.11. 0 Root Causes: Lack of technician training was identified as the root 0 5000 opentime(mins) 10000 cause. Improve & Control After • IMAC case creation and completion process was completely USL overhauled, process maps were created and distributed to technicians • IMAC teams were created to enhance specialization and performance • Appropriate training for faster PC setup process completed, and 20 Z_ST = 4.69 methods for handling were implemented. Clarify metrics are reviewed Frequency weekly.Results/Benefits 10 ITS Productivity Savings = $21,000 Annually Customer Productivity Savings = $2,730,000 Annually• Improving process from 4122 to 222 minutes, to meet customer CTQ 0<= 1800 minutes! 0 200 400 600 800 100012001400160018002000 Rtime (Minutes) PC Setup time is Critical to Clients!! $2.7M
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