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Six Sigma in Action:
                  Demonstrating Customer Value




               A Six Sigma in Action summary offers an example of the
                  value a Six Sigma project can bring to a customer.
Master Black Belt: Steven Bonacorsi
Six Sigma in Action:
                                                               Deployment Optimization
                 Customer Profile – 4100 Seat Hospital Medical Center Campus
Business Problem & Impact
Customer requested an improvement in workstation
deployment output for a 2500 seat migration project.
Measure & Analyze                                                              Week 1-3
                                                                    Week 4-6
Daily workstation deployment output had dropped 63% from
40 to 15 per day, causing significant project delays. Statistical
analysis proved that root causes were driven by system
failures, as well as process failures.

Improve & Control
Improvements included instituting a GE ITS Project Manager,
working directly with the customer to improve system failures
impeding project output, as well as developing a dedicated
extranet portal to eliminate delay-inducing communication
gaps between the customer and GE ITS project teams.

Results/Benefits
Improved deployment yield 70%, bringing the project back to
original timeline. These improvements included a direct
savings to the client of over $300K.


  Improved Deployment Output 70% While Mitigating a $300K Risk to the Customer!

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Deployment Output Improvement Six Sigma Case Study

  • 1. Six Sigma in Action: Demonstrating Customer Value A Six Sigma in Action summary offers an example of the value a Six Sigma project can bring to a customer. Master Black Belt: Steven Bonacorsi
  • 2. Six Sigma in Action: Deployment Optimization Customer Profile – 4100 Seat Hospital Medical Center Campus Business Problem & Impact Customer requested an improvement in workstation deployment output for a 2500 seat migration project. Measure & Analyze Week 1-3 Week 4-6 Daily workstation deployment output had dropped 63% from 40 to 15 per day, causing significant project delays. Statistical analysis proved that root causes were driven by system failures, as well as process failures. Improve & Control Improvements included instituting a GE ITS Project Manager, working directly with the customer to improve system failures impeding project output, as well as developing a dedicated extranet portal to eliminate delay-inducing communication gaps between the customer and GE ITS project teams. Results/Benefits Improved deployment yield 70%, bringing the project back to original timeline. These improvements included a direct savings to the client of over $300K. Improved Deployment Output 70% While Mitigating a $300K Risk to the Customer!