The Analyze Stage- General Electric al Affiliation The Value Analysis at General Electric pursues two objectives: maximizes the utility offered by the service or product provided by the company. Additionally, the analysis eliminates or minimizes wastes. At this point, the value content of General Electric products or processes realized by clients is defined. Using the user’s value definition as a filter, the components of the products or the procedures in production or delivery process are classified as non-value added or value added. The goal of General Electric is to eliminate the non-value parameters by re-engineering the process or product’s design.
Equally important, the company considers substituting the functional equivalent elements for the value-added of the process design. Consequently, the substitution is justified when the element’s functionality is enhanced or reduced at a minimized expense to the manufacturer(“General Electric”, 2014). The Value Analysis is applicable to the redesign of the processes, services, and products. In product design, the bill of materials for products offers the necessary component’s list. In service delivery and production process, the individual tasks carried out to attain the final objective tends to be sufficient, the process or product’s element is pointed out and then classified.
The company then operationally defines the value within the framework that is established by the process or product under analysis. Using the definition each function is put under analysis to find out if it adds value or not. The figure below shows the value stream map. Flow Chart enables the company to see the entire system from the beginning to the end. The Value added activities includes the patient’s willingness to pay for the products and services, activities that change the function, fit or form of the service, and are performed during the first time.
The non-added activities include the process of unloading a truck. 2. The variation of General Electric comes when their client notices a difference from a single item to the other, and the difference in processes. The six sigma is meant to minimize the variation for the purpose of repeatable results. The figure below shows the reduced variation and center process where the clients feel the difference in processes above the mean.
The elements of waste include transportation and motion, overproduction, waiting time and inventory, and over processing and defects. There is waste in transportation and motion due to lower productivity, longer lead times, and possible part damage. The waste is related to badly designed process, poor housekeeping, and sharing of equipment. Overproduction is a waste for General Electric because of high defects and shortages, difficult in identifying the cause of problems, and consuming raw material ahead of necessaries. Over processing, is a waste because it consumes resources, increases time of production, reduces the returns on the employed resources, and increases the product cost. 3. We started with the analysis of the cause and effect analysis in finding out the causes that give an impact on the projects that are carried out at General Electric.
The activities were conducted using the Cause and Effect Diagram to come up with a matrix. The performance trend prior to the improvement is as shown below. The fishbone diagram is Analysis was done for every problem. The validation processes were selected and then verified. The activities made sure that the causes were broken down into explicit elements therefore obtaining the absolute and correct causes for improvement than implementing the actions really helped.
The table below provides an overview of the why analysis Root Cause Reason 1 Reason 2 Reason 3 Reason 4 Actionable Poor Service Catalogue The clients are not informed of GE services The Service Catalogue is not well communicated Catalogue is not validated N/A Proper communication Validate and Define GE catalogue Service unavailability Machine and Service Down Service Malfunction and Hardware Failure Wrong Configuration and Maintenance Issues Not well trained Users. Out of budget Provide configuration to clients User Knowledge on GE products and service Lack of Manual, Clients have insufficient knowledge Ignorance No Training, and Not well defined processes N/A Validate the company’s processes Inefficient Processes A lot of processes in place Unsuitability of processes No standard processes at hand Process not well validated and defined Validate and defined GE core processes Reference General Electric (n. d.).
What is Six Sigma? The Roadmap to Customer Impact. Retrieved June 13, 2014, from http: //www. ge. com/sixsigma/SixSigma. pdf