Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group

1. Six Sigma DMAIC Project
BMW of North America, LLC
Project Leader/Green Belt: Rob Szarszewski
Project Leader Title: Deskside Support Engineer
Project Start Date: 4-3-2003
Master Black Belt: Steven Bonacorsi

2. Six Sigma in Action
Critical Updates Cycle Time
Customer Profile – BMW of North America – National Headquarters app 1500 users across
North America
Process Capability – Before
T USL
Business Problem & Impact 20
Directed by customer to perform tasks within a restricted
timeframe at lowest cost possible. Z_ST = 1.35
Frequency
10
Measure & Analyze
Data Collection: Speed to apply critical updates were 0
measured. The existing process sigma was 1.35 55 65 75 85 95 105 115 125 135
Critical Upgrade Cycle Time
Root Causes: Slow network bandwidth was the major root
cause Process Capability – After
T USL
Improve & Control 15
Eliminate process - Changed method from using Network or
Internet to locate, download and Install and changed process Z_ST = 4.2
Frequency
10
to use CD's with Patches pre-downloaded
5
Results/Benefits
Customer savings of $67K collectively a year on all trips to 0
regional offices and completed all tasks in required timeframe 20 30 40 50 60 70
Critical Upgrade Cycle Time
80 90 100 110 120
A savings of US $67K in 2003!