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  • Replacement Planning 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
    55 visualizações2 páginas

    Replacement Planning 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

    GEAE Account

    Project Leader/Green Belt: John Correia Project Leader Title: Customer Engineer Project Start Date: 08/05/2003

    Master Black Belt: Steven Bonacorsi

    Six Sigma in Action Replacement Planning


    Customer Profile 8,000 Seat Aircraft Engines Manufacturing Company Business Problem & Impact
    As is, Lynn Technicians spent an average of 2 hrs. traveling between buildings on any given workday. This was due to how we scheduled system deployments. By reducing tech travel time, we would be able to close more calls and allow techs to spend more value added time with the customer.
    15 T

    Process Capability Before


    USL

    Measure & Analyze

    Frequency

    10

    Z_ST = 0.54

    Data Collection: Cycle Time a technician spent traveling from the


    warehouse in Lynn to the deploy location, then back was measured for two weeks in November. On average it took 20 minutes for each system deploy. Root Causes: The qty of buildings a technician traveled to due to Inefficient scheduling processes and end user availability were determined to be the vital xs to increased travel time.
    0 5 10 15 20 25 30 35 40

    Total Cycle Time

    Improve & Control

    Deploys are now scheduled daily by building with a 2 building limit per technician. If an end user is not available on their scheduled date they are moved to the next available building date. The Qty 0f buildings a tech travels to will be monitored daily. Control Charts will be used to validate that technician travel time remains within our spec limit Qrtly.

    Process Capability After USL T


    6 5 4 3 2 1 0 0.0 2.5 5.0 7.5 10.0 12.5 15.0 17.5 20.0 22.5

    Z_ST = 1.62

    Results/Benefits
    After Implementation, Mean travel time was reduced from 16.8 minutes to 8.2, Median reduced from 20 minutes to 10, and span reduced from 37.24 minutes to 21.56 minutes, resulting in an expected annual savings of $27.6 K.

    Frequency

    Total Time

    A savings of US$27.6k in 2004!

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