Bmw Helpdesk Consolidation Six Sigma Case Study

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Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group

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Bmw Helpdesk Consolidation Six Sigma Case Study

  1. 1. Six Sigma DMAIC Project BMW ACCOUNT Project Leader/Green Belt: Kevin Cox Project Leader Title: Senior Help Desk Analyst Project Start Date: July, 10,2003Master Black Belt: Steven Bonacorsi
  2. 2. Six Sigma in Action Helpdesk Consolidation Customer Profile – 6,000 seat Consumer Products companyBusiness Problem & Impact Process Capability – BeforeAverage speed to answer (ASA) was 1 minute. As call volumesincreased 30% with a recent acquisition, end user downtimewas costing the company US$500K annually. The targetaverage speed to answer was under 30 seconds.Measure & AnalyzeData Collection: Speed to answer on all calls was measured.The existing process sigma was 2.4.Root Causes: Nature of problem and time of call wereidentified as root causes. Process Capability – AfterImprove & ControlCross-training on call types was performed and staffing wasarranged around peak call times. ASA metrics are reviewedweekly and posted to an IT dashboard.Results/BenefitsContract renewal ($2MM) A savings of US$150K in 2003!

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