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  • Critical Updates Six Sigma Case Study

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    Steven Bonacorsi
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    Steven Bonacorsi, Lean Six Sigma Master Black Belt, led the ACFC "At the Customer, For the Customer" Six Sigma Initiative at General Electric. Each Case Study follows the Quad Chart or 4-block approach. Steven Bonacorsi is the author of the Six Sigma and newer Lean Six Sigma Tollgate Templates that hundreds of thousands of practitioners have leveraged for documenting their project best practices and results. Steve Bonacorsi is the President of the International Standard for Lean Six Sigma (ISLSS) and Founder of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987, author for the Process Excellence Network, Executive Management Consultant for e-Zsigma, and Honorary Advisor for the International Six Sigma Council (ISSC).

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    Steven Bonacorsi, Lean Six Sigma Master Black Belt, led the ACFC "At the Customer, For the Customer" Six Sigma Initiative at General Electric. Each Case Study follows the Quad Chart or 4-block approach. Steven Bonacorsi is the author of the Six Sigma and newer Lean Six Sigma Tollgate Templates that hundreds of thousands of practitioners have leveraged for documenting their project best practices and results. Steve Bonacorsi is the President of the International Standard for Lean Six Sigma (ISLSS) and Founder of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987, author for the Process Excellence Network, Executive Management Consultant for e-Zsigma, and Honorary Advisor for the International Six Sigma Council (ISSC).

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    Attribution Non-Commercial (BY-NC)
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    Sinalizar o conteúdo como inadequado
    65 visualizações2 páginas

    Critical Updates Six Sigma Case Study

    Enviado por

    Steven Bonacorsi
    Steven Bonacorsi, Lean Six Sigma Master Black Belt, led the ACFC "At the Customer, For the Customer" Six Sigma Initiative at General Electric. Each Case Study follows the Quad Chart or 4-block approach. Steven Bonacorsi is the author of the Six Sigma and newer Lean Six Sigma Tollgate Templates that hundreds of thousands of practitioners have leveraged for documenting their project best practices and results. Steve Bonacorsi is the President of the International Standard for Lean Six Sigma (ISLSS) and Founder of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987, author for the Process Excellence Network, Executive Management Consultant for e-Zsigma, and Honorary Advisor for the International Six Sigma Council (ISSC).

    Direitos autorais:

    Attribution Non-Commercial (BY-NC)
    Baixe no formato PDF, TXT ou leia online no Scribd
    Sinalizar o conteúdo como inadequado
    de 2

    Six Sigma DMAIC Project

    BMW of North America, LLC

    Project Leader/Green Belt: Rob Szarszewski Project Leader Title: Deskside Support Engineer Project Start Date: 4-3-2003

    Master Black Belt: Steven Bonacorsi

    Six Sigma in Action Critical Updates Cycle Time


    Customer Profile BMW of North America National Headquarters app 1500 users across North America
    Process Capability Before
    USL T

    Business Problem & Impact


    Frequency

    20

    Directed by customer to perform tasks within a restricted timeframe at lowest cost possible.

    Z_ST = 1.35
    10

    Measure & Analyze


    Data Collection: Speed to apply critical updates were measured. The existing process sigma was 1.35 Root Causes: Slow network bandwidth was the major root cause

    0 55 65 75 85 95 105 115 125 135

    Critical Upgrade Cycle Time

    Process Capability After


    T USL 15

    Improve & Control


    Eliminate process - Changed method from using Network or Internet to locate, download and Install and changed process to use CD's with Patches pre-downloaded

    Frequency

    10

    Z_ST = 4.2

    Results/Benefits
    Customer savings of $67K collectively a year on all trips to regional offices and completed all tasks in required timeframe
    0 20 30 40 50 60 70 80 90 100 110 120

    Critical Upgrade Cycle Time

    A savings of US $67K in 2003!

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