Six Sigma DMAIC Project                                           GEAE Account                          Project Leader/Gre...
Six Sigma in Action                                                                                Dell Shipping Costs    ...
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Ibm Imaging Cycle Time 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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Ibm Imaging Cycle Time Six Sigma Case Study

  1. 1. Six Sigma DMAIC Project GEAE Account Project Leader/Green Belt: David Grote Project Leader Title: Program Manager, Certified Green Belt Project Start Date: October 18, 2001Master Black Belt: Steven Bonacorsi
  2. 2. Six Sigma in Action Dell Shipping Costs Before (Z_ST = 0.6)Customer Profile – 3,000 seat Auto Manufacturing companyBusiness Problem & ImpactInstalls Moves Adds and Changes process not affording consistent assettracking. Inconsistent database and time waited tracking down missingequipment.Measure & AnalyzeData Collection: Installs Moves Adds and Changes completed andentered into asset management data baseThe existing process sigma was 3.4Root Causes: 1. Technician did not think a blank field was critical.2. IMAC request process not being followed by BMW customer.3. Lack of Technician Experience/Training. After (Z_ST = Over 6)Improve & ControlUse the operational definitions to provide training to the technical staff onhow to properly complete the IMAC form. Set policy in place measuringeach employee on form completeness. Service Delivery Leader willmonitor employee conformity to this policy.Results/BenefitsImproved employee process knowledge and IMAC form accuracy.Resulting in asset data base improvements which in turn save indirectand direct dollars. A savings of US$6,048 in 2003!

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