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1. Six Sigma DMAIC Project
GE Medical Systems
GE Healthcare Institute
Project Leader/Green Belt: Christine Mahlkuch-Romagna
Project Leader Title: Senior Deskside Support Engineer/Americas Site Support Leader
Project Start Date: February 26, 2003
Master Black Belt: Steven Bonacorsi

2. Six Sigma in Action
Depot Repair Cycletime
Customer Profile – 2000 GEMS Employees Visit Daily
Business Problem & Impact
GEMS employees visiting the GEHI for classes or meetings experience Process Capability – Before
long cycle times averaging 134 min when their laptop needs Re-Imaging.
USL = 90 minutes
 ITS Productivity cost = $18,760 Annually
 Customer Productivity cost = $34,840 Annually Mean = 133.67
Measure & Analyze StDev = 78.63
Data Collection: Cycle Time to Reimage a Laptop. The existing process Z_ST = 75.86
sigma was -.57.
Root Causes: Size of Data was identified as the root cause.
Improve & Control
• Documentation was implemented to ensure proper procedures were
followed in gathering the users appropriate data.
• Appropriate teams were notified of proper procedures for contacting
Process Capability – After
Support and tools for faster contact were implemented. Clarify metrics
are reviewed weekly. USL = 90 minutes
Mean = 36.8
Results/Benefits
 ITS Productivity cost = $5,180 Annually StDev = 5.6
 Customer Productivity cost = $9,620 Annually Z_ST = 5.71
• Improving process from 134 to 37 minutes, to meet customer CTQ <=
90 minutes!
• After the 4 month project, the customer saved US $12,962 as a result of
reduced end user downtime.
A savings of US$38.8K in 2003!