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Replacement Planning Six Sigma Case Study
 

Replacement Planning 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 ...

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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    Replacement Planning Six Sigma Case Study Replacement Planning Six Sigma Case Study Presentation Transcript

    • Six Sigma DMAIC Project GEAE Account Project Leader/Green Belt: John Correia Project Leader Title: Customer Engineer Project Start Date: 08/05/2003Master Black Belt: Steven Bonacorsi
    • Six Sigma in Action Replacement PlanningCustomer Profile – 8,000 Seat Aircraft Engines Manufacturing CompanyBusiness Problem & Impact Process Capability – Before T USLAs is, Lynn Technicians spent an average of 2 hrs. traveling between 15buildings on any given workday. This was due to how we scheduledsystem deployments. By reducing tech travel time, we would be able toclose more calls and allow techs to spend more value added time with 10 Z_ST = 0.54 Frequencythe customer.Measure & Analyze 5Data Collection: Cycle Time a technician spent traveling from thewarehouse in Lynn to the deploy location, then back was measured for 0two weeks in November. On average it took 20 minutes for each system 5 10 15 20 25 30 35 40deploy. Total Cycle TimeRoot Causes: The qty of buildings a technician traveled to due toInefficient scheduling processes and end user availability weredetermined to be the vital x’s to increased travel time.Improve & Control Process Capability – AfterDeploys are now scheduled daily by building with a 2 building limit per T USL 6technician. If an end user is not available on their scheduled date they 5 Z_ST = 1.62are moved to the next available building date.The Qty 0f buildings a tech travels to will be monitored daily. Control 4 FrequencyCharts will be used to validate that technician travel time remains within 3our spec limit Qrtly. 2Results/Benefits 1After Implementation, Mean travel time was reduced from 16.8 minutes to 08.2, Median reduced from 20 minutes to 10, and span reduced from 0.0 2.5 5.0 7.5 10.0 12.5 15.0 17.5 20.0 22.537.24 minutes to 21.56 minutes, resulting in an expected annual savings Total Timeof $27.6 K. A savings of US$27.6k in 2004!