Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"

1. Six Sigma DMAIC Project
GE Medical Systems
Project Leader/Green Belt: Pete Harju
Project Leader Title: NT Administrator
Project Start Date: September 23, 2003
Master Black Belt: Steven Bonacorsi

2. Six Sigma in Action
X-Ray Wiring Mapping
Customer Profile – 6,000 seat Consumer Products company
Business Problem & Impact
Current wiring labels are incorrect in many cases. This contributes to
increased downtime for users and costs for GEMS as site techs must
Process Capability – Before
randomly search for PC’s using only a random floor jack number to guide
them.
Measure & Analyze Success Defects
Data Collection: Defective wiring labels were counted. Gauge R&R data (79) 62% (49) 38%
analyses was completed. The existing process sigma was 2.4.
Root Causes: Legacy wiring installs and unclear process standards are
shown to be root causes.
Improve & Control
Accurate maps have been created linking user names with desk jacks &
desk jacks with switches/ports. An automated email process is to be
implemented to notify site support techs when CCN work is being done at
their site. Site support then must manually inspect to insure maps are Process Capability – After
kept to at least 95% accuracy.
Results/Benefits
•Increased GEMS productivity – greatly reduced likelihood of ports being
shut down during virus emergencies. Success
•Increased site support efficiency – wiring map equates user
(20) 100%
names/hardware with network ports/wiring.
•ITS direct revenue
•GEMS cost savings – reduced need for costly after hours work during
virus emergencies.
•Created centrally accessible wiring map for all support groups to use
Accurate wiring maps are shown to increase process efficiency to 100%!