tipical case of DFSS -2
to be continued
In 1995,GEMS decided it wanted to completely revamp its scanner, which was the market leader at the time, in order to increase its speed, reliability, and imaging. The new GE CAT scan would be named the LightSpeed, a reference to its planned speed of operation. It would be the first project GE designed from start to finish using SixSigma methodology.
Although GEMS led the field with its scanner, the company knew that several competitors were working on more advanced, faster CAT scanner, as well. GE felt it could leapfrog the competition with a scanner that was even faster, get FDA approval, and take its product to market in time t present it at the major trade show at which the manufacturers of medical apparatus display their latest wares to health care customers ---- THE 1998 Radiology Society of North America show, held in December.
Because multiple cross sections of the body are required for the imaging created by this noninvasive diagnostic process, speed is essential.( it’s also be easier on the patient, since he pr she has to remain absolutely still in the claustrophobic tunnel-like center of the machine while the X rays are being taken and processed.
After defining the critical-to-quality (CTQ) characteristics most desired by their customers(who had given them ample, if not vociferous, feedback ), GEMS used six sigma to identify the key internal process in its operation that determined the CTQS. then they applied the Breakthrough Strategy to specific targeted processes to bring the product’s performance quality up to the standards identified by Six Sigma that would satisfy GEMS’ customers. “Six Sigma”, Carol Deutsch reported in an article about the scanner in The New York Times,” enables GE medical to anticipate which compromises doctors would accept.”
GE, which controlled 30 percent of the 1.6 billon dollars global market for scanners at the beginning of the project in 1995, committed some 200 engineers to work on the scanner, They divided the engineers into three teams, and “spent nearly three years and almost 50 million dollars to run 250 Six Sigma analyses,” according to The New York Times. While one team investigated the reliability of the measurements used in calibrating and producing the scanner, another explored what factors affected the useful life of the scanner, and yet another analyzed the factors that affected image quality and speed. In the course of working through the measurement phase of the Breakthrough Strategy, a Product Tree was created to better understand relationships between process and materials so that the performance variables could be clearly identified. GEMS created a process map and measured the performance variables. Finally, the teams establish performance capability.
In 1995,GEMS decided it wanted to completely revamp its scanner, which was the market leader at the time, in order to increase its speed, reliability, and imaging. The new GE CAT scan would be named the LightSpeed, a reference to its planned speed of operation. It would be the first project GE designed from start to finish using SixSigma methodology.
Although GEMS led the field with its scanner, the company knew that several competitors were working on more advanced, faster CAT scanner, as well. GE felt it could leapfrog the competition with a scanner that was even faster, get FDA approval, and take its product to market in time t present it at the major trade show at which the manufacturers of medical apparatus display their latest wares to health care customers ---- THE 1998 Radiology Society of North America show, held in December.
Because multiple cross sections of the body are required for the imaging created by this noninvasive diagnostic process, speed is essential.( it’s also be easier on the patient, since he pr she has to remain absolutely still in the claustrophobic tunnel-like center of the machine while the X rays are being taken and processed.
After defining the critical-to-quality (CTQ) characteristics most desired by their customers(who had given them ample, if not vociferous, feedback ), GEMS used six sigma to identify the key internal process in its operation that determined the CTQS. then they applied the Breakthrough Strategy to specific targeted processes to bring the product’s performance quality up to the standards identified by Six Sigma that would satisfy GEMS’ customers. “Six Sigma”, Carol Deutsch reported in an article about the scanner in The New York Times,” enables GE medical to anticipate which compromises doctors would accept.”
GE, which controlled 30 percent of the 1.6 billon dollars global market for scanners at the beginning of the project in 1995, committed some 200 engineers to work on the scanner, They divided the engineers into three teams, and “spent nearly three years and almost 50 million dollars to run 250 Six Sigma analyses,” according to The New York Times. While one team investigated the reliability of the measurements used in calibrating and producing the scanner, another explored what factors affected the useful life of the scanner, and yet another analyzed the factors that affected image quality and speed. In the course of working through the measurement phase of the Breakthrough Strategy, a Product Tree was created to better understand relationships between process and materials so that the performance variables could be clearly identified. GEMS created a process map and measured the performance variables. Finally, the teams establish performance capability.
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