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  • Gillette 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)
    Download as PDF, TXT or read online from Scribd
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    196 views2 pages

    Gillette Six Sigma Case Study

    Uploaded by

    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).

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    of 2

    Six Sigma DMAIC Project

    Gillette

    Project Leader/Green Belt: Ilya Rubinshteyn Project Leader Title: Desk Side Support Engineer Project Start Date: July 24th, 2003

    Master Black Belt: Steven Bonacorsi

    Six Sigma in Action IMAC General Workstation-PC Setup


    Customer Profile 1700 Gillette Employees at Prudential and Copley in
    Boston, MA, 2200 users In SBMC, 170 users in Woburn, 300 users at AMC, 500 Users in Bethel, CT, and about 500 in the field.
    UCL 150

    Before

    Business Problem & Impact


    Frequency

    Gillette employees submitting cases through Help Desk have to wait about 12 hours before they are contacted by Desk side Support, resulting in a tremendous amount of down time.

    Z_ST = 0.78
    100

    Measure & Analyze


    Data Collection: Time it took to complete a PC setup for the user after case was opened in Clarify. The existing process sigma was 0.11. Root Causes: Lack of technician training was identified as the root cause.

    50

    0 0

    opentime(mins)

    5000

    10000

    Improve & Control


    IMAC case creation and completion process was completely overhauled, process maps were created and distributed to technicians IMAC teams were created to enhance specialization and performance Appropriate training for faster PC setup process completed, and methods for handling were implemented. Clarify metrics are reviewed weekly.

    After
    USL

    20

    Z_ST = 4.69

    Results/Benefits
    ITS Productivity Savings = $21,000 Annually Customer Productivity Savings = $2,730,000 Annually Improving process from 4122 to 222 minutes, to meet customer CTQ <= 1800 minutes!

    Frequency

    10

    0 0 200 400 600 800 100012001400160018002000

    Rtime (Minutes)

    PC Setup time is Critical to Clients!! $2.7M

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