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A Six Sigma in Action summary offers an example of the value a Six Sigma project can bring to a customer.
Master Black Belt: Steven Bonacorsi
Process
ST LT
Average cycle time of repairs to the remote site was 40 hours, and repair times historically went as high as 18.5 business days. Statistical analysis proved that root causes were both technician specific and process driven.
StDev (ST) StDev (LT) Cp CPU CPL Cpk Cpm
-200
-100
100
200
300
400
-0.17
500
Improvements included a communication to users re-enforcing the process for logging remedial calls, a redistribution of network support responsibilities, and an improved training program to reinforce effective processes
Overall (LT) Capability Pp * * PPU PPL Ppk -0.08 -0.08 Process Data
USL LSL Target Mean Sample N StDev (ST) StDev (LT)
Observed Perf ormance PPM < LSL PPM > USL * 333333.33
Process Capability Analysis for New Resolve Pp * PPM Total 333333.33 PPM Total 696332.67 PPM Total
Process Data
* *
USL PPU
PPL Ppk
-0.08 * -0.08
USL
20.0000
ST LT
Results/Benefits
Average cycle time for calls was reduced 71%, with a 90%reduction in the long-term variation. Span (time between the customers desired repair time and the longest repair time) was reduced by 92%. These improvements included a direct savings to the client of over $130K in staffing costs.
Cp CPU CPL Cpk Cpm Pp PPU PPL Ppk
* 0.37 0.37
*
10
20
30
40
* Observed Performance
PPM < LSL PPM > USL PPM Total 145161.29 145161.29
Expected ST Performance PPM < LSL PPM > USL PPM Total * 135482.88 135482.88
Expected LT Performance PPM < LSL PPM > USL PPM 10 Total * 170174.79
0 Improved repair cycle time while reducing clients staffing cost-20 over $130K! by -10
Cpm *
Cpk
20 170174.79