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1. 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

2. Six Sigma in Action
Direct Ordering Model
Customer Profile – Global design & production company for Aircraft Engines
T USL
Business Problem & Impact
Process Capability – Before
Histogram for Cycletime
Fixed assets ordering, to fulfill the GE ITS contract with GE 20
Aircraft Engines, did not fit into existing GE Product Ordering in Hours
methodologies. As a result, turnaround time suffered by a
Frequency
manually-intensive review and approval process for every order. USL = 8 hrs
The existing process was not cost effective. Target = 1 hr
10
Z bench (LT) = 0
Measure & Analyze
Z bench (ST) = 1.5
Data Collection: Time to place online orders was measured and
compared with IntelliSales/Herman orders. The existing process
sigma was 1.5(ST). 0
Root Causes: Internal, manual processes involving multiple 0 20 40 60 80 100 120 140
Approval levels, erroneous loading of data into Oasis system T Hours USL
(not IntelliSales), and no backup support for approvers were 15
identified as root causes.
Improve & Control The improvement solution was direct, 10
Frequency
USL = 8hrs
web-based ordering, in this case, through Ingram Micro. The
Target = 1 hr
pilot revealed no adverse effects when tested over a 3 week
5
period. 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 0
shipments occurring on the date of the order. 0.3 0.6 Cycletime
A Customer Savings of US $10K & ITS $20K in 2003