Software Store Cycle Time Six Sigma Case Study


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Software Store Cycle Time Six Sigma Case Study

  1. 1. 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, 2002Master Black Belt: Steven Bonacorsi
  2. 2. Six Sigma in Action Software: Special ApplicationsCustomer Profile – 8,000 seat Aircraft Engines Manufacturing CompanyBusiness Problem & Impact Process Capability – BeforeGEAE shop floor end users experience unnecessary downtime during T USLsystem replacement, due to incomplete configuration and uninstalled 15required applications . One shop floor workstation can be down for daysas multiple help desk tickets are required to get the system 100% Sigma (ZST):functional. 10 1.52 FrequencyMeasure & Analyze Sigma (ZLT):Data Collection: Cycle time to complete 1 shop floor deployment was 0.02measured. Any deployment taking >60 minutes was listed as a defect 5Root Causes: There is no process or documentation detailing the ShopFloor Special Application Installation and ConfigurationMSA Results: An MSA was not performed during Measure for the 0following reasons: 1.Cost in labor to complete a measure MSA was togreat to complete. 2. GE ITS did not control the process used in baseline 50 100 1503. Infrequent cases also made MSA too costly. Total Cycle TimeImprove & Control Process Capability – AfterA Pugh Matrix was used to determine the best possible solution. Having T USLGEITS technicians install special applications and configure shop floor 8systems prior to deployment, had the greatest positive impact on cycle 7 Sigma (ZST):time. 2.99 6 Sigma (ZLT): Frequency 5A new shop floor deployment process was developed and implementedin March 2003, with training sessions and documentation provided to 4 1.49deployment techs prior to rollout. All data points collected were within the 360 minute specification limit. 2 1Results/BenefitsMean cycle time decreased from >59 minutes to <33 minutes while 0Sigma value increased from .02 to 2.99. This results in an expected 15 20 25 30 35 40 45 50 55 60customer indirect savings >$7,600 (annually) Deploy TimeAn ACFC Project with an Expected Customer of >$7,600 annually!
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