Six Sigma DMAIC Project                                     GE Medical Systems                                    GE Healt...
Six Sigma in Action                                                                                   Depot Repair Cycleti...
Upcoming SlideShare
Loading in …5

Depot Repair Cycle Time Six Sigma Case Study


Published on

Lean Six Sigma Group Free Project Case Study Overviews
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma, 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

  • Be the first to comment

  • Be the first to like this

Depot Repair Cycle Time Six Sigma Case Study

  1. 1. Six Sigma DMAIC Project GE Medical Systems GE Healthcare Institute Project Leader/Green Belt: Christine Mahlkuch-Romagna Project Leader Title: Senior Deskside Support Engineer/Americas Site Support Leader Project Start Date: February 26, 2003Master Black Belt: Steven Bonacorsi
  2. 2. Six Sigma in Action Depot Repair CycletimeCustomer Profile – 2000 GEMS Employees Visit DailyBusiness Problem & ImpactGEMS employees visiting the GEHI for classes or meetings experience Process Capability – Beforelong cycle times averaging 134 min when their laptop needs Re-Imaging. USL = 90 minutes ITS Productivity cost = $18,760 Annually Customer Productivity cost = $34,840 Annually Mean = 133.67Measure & Analyze StDev = 78.63Data Collection: Cycle Time to Reimage a Laptop. The existing process Z_ST = 75.86sigma was -.57.Root Causes: Size of Data was identified as the root cause.Improve & Control• Documentation was implemented to ensure proper procedures werefollowed in gathering the users appropriate data.• Appropriate teams were notified of proper procedures for contacting Process Capability – AfterSupport and tools for faster contact were implemented. Clarify metricsare reviewed weekly. USL = 90 minutes Mean = 36.8Results/Benefits ITS Productivity cost = $5,180 Annually StDev = 5.6 Customer Productivity cost = $9,620 Annually Z_ST = 5.71• Improving process from 134 to 37 minutes, to meet customer CTQ <=90 minutes!• After the 4 month project, the customer saved US $12,962 as a result ofreduced end user downtime. A savings of US$38.8K in 2003!