ºÝºÝߣ

ºÝºÝߣShare a Scribd company logo

Image Update Six Sigma Case Study

?
?
Kevin Egan
Kevin Egan

Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987 Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network. Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net

1 of 2
Download to read offline
Image Update GEAE Account Project Leader: Brian Boyce Jr. Master Black Belt Customer Engineer/ Certified Greenbelt Steven Bonacorsi Start Date: April 30, 2002
Six Sigma in Action Image Updates Customer Profile ¨C 18,000-Seat Aircraft Engine Manufacturing and Service Company Business Problem & Impact Process Capability ¨C Before (0 Sigma) All PC Equipment issued to GEAE end-users is preloaded by GE ITS with a standard image. These images are updated & maintained by GEAE. All released images must be replicated to the GE ITS servers so they can be loaded on end-user equipment. The current process could take as long as one week with extensive administration involvement. Measure & Analyze Data Collection: The time it took to transfer an image was measured at 34.78 Hours. The existing process sigma was 0. Root Causes: No notification by GEAE Image Group and no Pr o c e s s Ca p a b ility A n a ly s is f o r Cy c le Time clear process documentation were identified as the main root Process Capability ¨C After (Over 6 Sigma) causes. P roc es s D at a U SL Improve & Control US L T arget 17. 0000 * W it Robocopy program implemented and scheduledean run daily M to LS L 0. 3888 * O ve with automatic e-mail notification. Team set up to ple N S am receive e- 40 S t D ev (W it hin) 0. 000000 mail notification and will be alerted if update didS tnot voccur. D ev (O erall) 0. 147566 Cycletime Improved to 0.39 Hours! P ot ent ial (W it hin) C apabilit y Results/Benefits Cp CP U 7. 47E + 16 * Eliminated administration cost due to process automation. CP L * C pk 7. 47E + 16 All equipment now issued to end users with current images. 0.0.30 0.1040 0.1550 0.2055 05 45 0.35 0. 0. 25 C pm * O v erall C apabilit y O bs erv ed P erf orm anc e E x p. "W it hin" P erf orm anc e E x p. "O v erall" P erf orm an A Total Savings of US $11K Annually! Pp PPU PPL 37. 52 * * P P M < LS L P P M > US L P P M T ot al * 0. 00 0. 00 P P M < LS L P P M > US L P P M T ot al 0. 00 0. 00 * P P M < LS L P P M > US L P P M T ot al

More Related Content

Image Update Six Sigma Case Study

  • 1. Image Update GEAE Account Project Leader: Brian Boyce Jr. Master Black Belt Customer Engineer/ Certified Greenbelt Steven Bonacorsi Start Date: April 30, 2002
  • 2. Six Sigma in Action Image Updates Customer Profile ¨C 18,000-Seat Aircraft Engine Manufacturing and Service Company Business Problem & Impact Process Capability ¨C Before (0 Sigma) All PC Equipment issued to GEAE end-users is preloaded by GE ITS with a standard image. These images are updated & maintained by GEAE. All released images must be replicated to the GE ITS servers so they can be loaded on end-user equipment. The current process could take as long as one week with extensive administration involvement. Measure & Analyze Data Collection: The time it took to transfer an image was measured at 34.78 Hours. The existing process sigma was 0. Root Causes: No notification by GEAE Image Group and no Pr o c e s s Ca p a b ility A n a ly s is f o r Cy c le Time clear process documentation were identified as the main root Process Capability ¨C After (Over 6 Sigma) causes. P roc es s D at a U SL Improve & Control US L T arget 17. 0000 * W it Robocopy program implemented and scheduledean run daily M to LS L 0. 3888 * O ve with automatic e-mail notification. Team set up to ple N S am receive e- 40 S t D ev (W it hin) 0. 000000 mail notification and will be alerted if update didS tnot voccur. D ev (O erall) 0. 147566 Cycletime Improved to 0.39 Hours! P ot ent ial (W it hin) C apabilit y Results/Benefits Cp CP U 7. 47E + 16 * Eliminated administration cost due to process automation. CP L * C pk 7. 47E + 16 All equipment now issued to end users with current images. 0.0.30 0.1040 0.1550 0.2055 05 45 0.35 0. 0. 25 C pm * O v erall C apabilit y O bs erv ed P erf orm anc e E x p. "W it hin" P erf orm anc e E x p. "O v erall" P erf orm an A Total Savings of US $11K Annually! Pp PPU PPL 37. 52 * * P P M < LS L P P M > US L P P M T ot al * 0. 00 0. 00 P P M < LS L P P M > US L P P M T ot al 0. 00 0. 00 * P P M < LS L P P M > US L P P M T ot al