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1. Six Sigma in Action:
Demonstrating Customer Value
A Six Sigma in Action summary offers an example of the
value a Six Sigma project can bring to a customer.
Master Black Belt: Steven Bonacorsi

2. Six Sigma in Action:
Cycle Time Reduction
Customer Profile – 15,000 seat chemical manufacturing company based in New Jersey
Business Problem & Impact
Customer requested a reduction in support costs for a remote Process Capability Analysis for Orig. Resolve Process
location while maintaining or improving the quality of service.
Process Data
USL
USL 20.0000 ST
Process Data LT
Measure & Analyze Target
LSL
*
* USL 20.0000
Mean 39.5845 Target *
Average cycle time of repairs to the remote site was 40 hours,
Sample N 84 LSL *
StDev (ST) 38.1110 Mean 39.5845
and repair times historically went as high as 18.5 business
StDev (LT) 86.4850 Sample N 84
StDev (ST) 38.1110
days. Statistical analysis proved that root causes were both
Potential (ST) Capability
StDev (LT) 86.4850
technician specific and process driven. Cp
CPU
*
-0.17 Potential (ST) Capability
CPL * Cp *
Cpk -0.17 CPU -0.17
Improve & Control Cpm *
-200 -100 0 100 200
CPL
Cpk
300 400
-0.17
*
500
Improvements included a communication to users re-enforcing
Overall (LT) Capability Observed Perf ormance
Cpm
Process Capability Analysis for Ne
Expected ST Perf ormance
*
Expected LT-200 ormance
Perf -100
Pp * PPM < LSL * PPM < LSL * PPM < LSL *
the process for logging remedial calls, a redistribution of
PPU -0.08 PPM > USL 333333.33 PPM > USL 696332.67 (LT) Capability USL
Overall PPM > Observed Perfo
589574.30
PPL * Process Capability Analysis for New Resolve
PPM Total 333333.33 PPM Total Pp
696332.67 *
PPM Total PPM589574.30
< LSL
network support responsibilities, and an improved training
Ppk -0.08
Process Data
Process Data
USL
PPU -0.08 USL
PPM > USL
PPL * PPM Total ST
program to reinforce effective processes USL
Target
20.0000
* USL 20.0000 Ppk -0.08
LT
LSL * Target *
Results/Benefits Mean
Sample N
11.4839
62
LSL *
Mean 11.4839
Average cycle time for calls was reduced 71%, with a StDev (ST)
StDev (LT)
7.73602
8.93168 Sample N 62
90%reduction in the long-term variation. Span (time between Potential (ST) Capability
StDev (ST)
StDev (LT)
7.73602
8.93168
the customers desired repair time and the longest repair time)
Cp
CPU 0.37
*
was reduced by 92%. These improvements included a direct CPL
Cpk 0.37
*
Potential (ST) Capability
Cp *
savings to the client of over $130K in staffing costs. Cpm *
CPU
-20 -10
0.37
0 10 20 30 40
Overall (LT) Capability CPL *
Observed Performance Expected ST Performance Expected LT Performance
Pp * Cpk PPM < LSL 0.37 * PPM < LSL * PPM < LSL *
Improved repair cycle time while reducing client’s staffing cost-20 over $130K!
by -10
PPU 0.32 PPM > USL 145161.29 PPM > USL 135482.88 PPM > USL 170174.79
Cpm *
PPL 0 * PPM Total 145161.29 PPM Total 135482.88 PPM 10
Total 20
170174.79
Ppk 0.32