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Dell Server Ordering Six Sigma Case Study

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Steven Bonacorsi
Steven Bonacorsi

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

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Six Sigma DMAIC Project GEAE Account Project Leader/Green Belt: Mike Lisenby Project Leader Title: Project Coordinator and Certified Green Belt Project Start Date: September 9, 2002 Master Black Belt: Steven Bonacorsi
Six Sigma in Action Dell Server Ordering Customer Profile – Global design & production company for Aircraft Engines Before Z_ST 1.4 Business Problem & Impact Server replacements with Dell products had come to a halt, due to an inability to correlate servers and components received with what was ordered. The required cycle time of 10 days was not being met. Success Defect 48% 52% (29 Orders) (31 Orders) Measure & Analyze Data Collection: Cycle time was measured in days, from the date of order to the date of delivery. The existing process sigma was negative 1.2. A complete analysis of continuous data collected was performed. Upon review, the customer elected to change their CTQ, causing a shift to discrete data analysis. After Z_ST 2.76 Root Causes: Lack of an identification methodology up-front in the ordering process was identified as the root cause. Shipping distance was a Defect contributor. 10% (3 Orders) Improve & Control Host name and/or project code of the parent server was used as a reference on each server/component order. Orders for multiple servers were separated into logical units. Success 90% (26 Orders) Results/Benefits After the 2 month project, the customer saved US$258K, and ITS saved $16K as a result of the improved process. A Combined Savings of $275K Over 12 Months!

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Dell Server Ordering Six Sigma Case Study

  • 1. Six Sigma DMAIC Project GEAE Account Project Leader/Green Belt: Mike Lisenby Project Leader Title: Project Coordinator and Certified Green Belt Project Start Date: September 9, 2002 Master Black Belt: Steven Bonacorsi
  • 2. Six Sigma in Action Dell Server Ordering Customer Profile – Global design & production company for Aircraft Engines Before Z_ST 1.4 Business Problem & Impact Server replacements with Dell products had come to a halt, due to an inability to correlate servers and components received with what was ordered. The required cycle time of 10 days was not being met. Success Defect 48% 52% (29 Orders) (31 Orders) Measure & Analyze Data Collection: Cycle time was measured in days, from the date of order to the date of delivery. The existing process sigma was negative 1.2. A complete analysis of continuous data collected was performed. Upon review, the customer elected to change their CTQ, causing a shift to discrete data analysis. After Z_ST 2.76 Root Causes: Lack of an identification methodology up-front in the ordering process was identified as the root cause. Shipping distance was a Defect contributor. 10% (3 Orders) Improve & Control Host name and/or project code of the parent server was used as a reference on each server/component order. Orders for multiple servers were separated into logical units. Success 90% (26 Orders) Results/Benefits After the 2 month project, the customer saved US$258K, and ITS saved $16K as a result of the improved process. A Combined Savings of $275K Over 12 Months!