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Six Sigma Project for GE Aircraft Engines

Six Sigma Case Study Overview by Lean Six Sigma Master Black Belt, Steven Bonacorsi, Leader of the ACFC (At the Customer/For the Customer) Initiative at General Electric. Steve Bonacorsi, led/co-led hundreds of Six Sigma Projects. This is a collection of real Six Sigma Project Overviews, each summary contains a DMAIC breakdown of each phase and the discovery and results of the process improvement teams.

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Steven Bonacorsi
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70 views2 pages

Six Sigma Project for GE Aircraft Engines

Six Sigma Case Study Overview by Lean Six Sigma Master Black Belt, Steven Bonacorsi, Leader of the ACFC (At the Customer/For the Customer) Initiative at General Electric. Steve Bonacorsi, led/co-led hundreds of Six Sigma Projects. This is a collection of real Six Sigma Project Overviews, each summary contains a DMAIC breakdown of each phase and the discovery and results of the process improvement teams.

Uploaded by

Steven Bonacorsi
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
  • Introduction and Project Details

Six Sigma DMAIC Project

GE Aircraft Engines

Project Leader/Green Belt: Mike Lisenby Project Leader Title: Project Coordinator & CGB OEM Management Project Start Date: January 20, 2003

Master Black Belt: Steven Bonacorsi

Six Sigma in Action Direct Ordering Model


Customer Profile Global design & production company for Aircraft Engines Business Problem & Impact
Fixed assets ordering, to fulfill the GE ITS contract with GE Aircraft Engines, did not fit into existing GE Product Ordering methodologies. As a result, turnaround time suffered by a manually-intensive review and approval process for every order. The existing process was not cost effective.
20 T USL

Process Capability Before Histogram for Cycletime in Hours


USL = 8 hrs Target = 1 hr
Z bench (LT) = 0 Z bench (ST) = 1.5

Measure & Analyze

Data Collection: Time to place online orders was measured and compared with IntelliSales/Herman orders. The existing process sigma was 1.5(ST). Root Causes: Internal, manual processes involving multiple Approval levels, erroneous loading of data into Oasis system (not IntelliSales), and no backup support for approvers were identified as root causes.

Frequency

10

0 0
15

20
T

40

60

80

100

120

140
USL

Hours

Frequency

Improve & Control The improvement solution was direct,


web-based ordering, in this case, through Ingram Micro. The pilot revealed no adverse effects when tested over a 3 week period.

10

USL = 8hrs
Target = 1 hr
5

Zbench(LT) = 7.5 Zbench(ST) = 6.0

Results/Benefits Using the new method (out-of-the-box


thinking) resulted in immediate approval of orders, with >90% of shipments occurring on the date of the order.
0 0.3 0.6

Cycletime

A Customer Savings of US $10K & ITS $20K in 2003

Project Leader/Green Belt: Mike Lisenby Project Leader Title: Project Coordinator & CGB – OEM Management Project Start Date
0.6 0.3 15 10 5 0 USL T Cycletime Frequency 140 120 100 80 60 40 20 0 20 10 0 USL T Hours Frequency Histogram for Cycletime i

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