Certification Process 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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Certification Process Six Sigma Case Study

  1. 1. Six Sigma DMAIC Project GEAE Account Project Leader/Green Belt: Richard Caron Project Leader Title: Customer Engineer Project Start Date: May 21, 2002Master Black Belt: Steven Bonacorsi
  2. 2. Six Sigma in ActionBusiness Problem & Impact Process Capability – BeforeThe GEAE account technicians need IBM certifications in order to support calls, Report 8A: Product Benchmarksorder parts and receive warranty reimbursements. Lack of communication, PPMunclear processes and no documentation cause missed steps preventing the 1000000ordering of parts and accurately capturing warranty reimbursements.. 100000Measure & Analyze 10000Data Collection: 12 critical IBM certification Profile fields were tested for completeness.A field was marked a defect if incomplete, and success if 1000 both complete and accurate. Sigma:Root Causes: 100 ZST = 2.1• Poor documentation for updating IBM or PeopleSoft• No simple & clear process with most techs following “Word of mouth 10 ZLT = 0.6 processes 1• MGMT is not verifying completeness or inaccuracies 0 1 2 3 4 5 6MSA Results: An AR&R was used to validate the measurement plan. Results Z.Bench (Short-Term) showed 100% repeatability and accuracy in the determination of whether or not 12 critical profile fields were complete. Process Capability – AfterImprove & Control•A Pugh Matrix was used to determine the best possible solution. Transitioning Report 8B: Product Benchmarks Zone of AverageIBM Certification Profile tracking from PeopleSoft to Antenna had the greatest Z.Shift T echnologysum of positives and least negatives, so was the obvious choice. 3.0 Sigma:•A new process for completing/tracking IBM certifications was designed, then 2.5implemented in June 2003. A training manual was developed and dispersed to ZST = 3.2all GEAE techs prior to roll out and a training call was facilitated to ensure all 2.0 ZLT = 1.7 Zone ofoperational definitions and steps were understood. 1.5 T ypical•A certification expiration control check is conducted to monitor the technicians Control 1.0training/testing status prior to expiration. Any special cause for variation will be World-Classidentified and listed in the FMEA for review. 0.5 PerformanceResults/Benefits 0.0After Rollout, Sigma increased from 0.6 to 1.7 (LT). Resulting benefits is an 0 1 2 3 4 5 6expected direct savings (Revenue) to ITS >$19,000.00 an indirect savings Z.Bench (Short-Term)(efficiency) >$1,400.00. A savings of > $20,400 US