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

1. Six Sigma in Action:
Demonstrating Customer Value
Print Server Availability
for GE Medical Systems
Master Black Belt: Steven Bonacorsi

2. UNIX Print Server Availability
Customer Profile – UNIX CAD users in CT, PET, X-Ray and Before: Process Capability Analysis for Total Time
Nuclear Engineering Groups USL
Process Data
USL 1.00000
Business Problem & Impact Target
LSL
*
*
When the UNIX Print Services went down the average time to resolve Mean 8.77610
Sample N 96
issue is 8.8 days. UNIX Client Support Team has targeted time to resolve StDev (ST) 7.5033
Print Server issues is <24 hours. StDev (LT) 30.1394
Measure & Analyze Potential (ST) Capability
Cp *
Data Collection: Printing problem calls was measured by Clarify. CPU -0.35
CPL *
Root Causes: Nature of transferring the trouble call to a different trouble Cpk -0.35
call tracking system that the UNIX Administrators use and coordinating Cpm *
-100 -50 0 50 100 150 200 250
both groups to troubleshoot the printing problem. Overall (LT) Capability Observed Performance Expected ST Performance Expected LT Perform
Pp * PPM < LSL * PPM < LSL * PPM < LSL
Improve & Control PPU
PPL After:
-0.09
*
PPM > USL
PPM Total
531250.00 PPM > USL 849983.13
Process Capability Analysis for Total Total (
531250.00 PPM Total 849983.13 PPM Time
PPM > USL 601
601
Rename all print queues to a standard naming format that will identify Ppk -0.09
there location and printer type in the queue name. This will reduce USL
Process Data
confusion in printer location and printer capabilities. Giving UNIX CAD USL 1.000
users access to newer printer models and features not before available to Target *
LSL *
them on the UNIX Print Servers. Mean 0.354
Sample N 16
Results/Benefits StDev (ST)
StDev (LT)
0.318853
0.400810
• Defects - 96 defects in 9 months to only 1 in 5 months.
• Calls to Helpdesk – 96 in 9 months to 16 in 5 Months. Potential (ST) Capability
Cp *
• Total Ticket Time - 8.8 days to less than 1 day. CPU 0.68
• Maintenance savings by using NT Boxes $2708 CPL
Cpk 0.68
*
• Labor Savings of $23, 044 Cpm *
-1.0 -0.5 0.0 0.5 1.0
Overall (LT) Capability Observed Performance Expected ST Performance Expected L
Savings of over $25K, Response time 9 days to < 24 hours! Pp
PPU
PPL
0.54
*
*
PPM < LSL
PPM > USL
PPM Total
62500.00
62500.00
* PPM < LSL
PPM > USL
PPM Total
*
21381.92
21381.92
PPM < LSL
PPM > USL
PPM Total
Ppk 0.54