kathryn barbe abc inc
DESCRIPTION
Six Sigma ProjectTRANSCRIPT
D M A I CDefine Measure Analyze Improve Control
DDefine
MMeasure
AAnalyze
IImprove
CControl
Six Sigma Project
Software Industry
Kathryn Barbe
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D M A I CDefine Measure Analyze Improve Control
Identification
Green Belt: Kerry A Lam
Black Belt Advisor: Kathryn Barbe
Other Team members: John Smith, Paul Edwards
Location: London, ON
Project Title: ABC Inc.
Champion/Management Sponsor: Kate Gilmore
Plant Manager: Ab McKay
DDefine
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D M A I CDefine Measure Analyze Improve Control
Six Sigma DMAIC Project Presentation
GB Name : PQR
ProjectTitle:
“Reduce number of outstanding Sev-III tickets for CES
support project”
Domain : Insurance
Organization : ABC Inc.Milestone Project Completion TargetDefine 12/12/2009Measure 12/27/2010Analyze 01/04/2010Improve / Design 01/13/2010Control / Verify 01/23/2010Close 01/31/2010
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D M A I CDefine Measure Analyze Improve Control
Business Case
No of Sev III open tickets at the end of the week for CES are high. It has been observed that the rate of closing existing tickets is slightly less than rate of receiving new tickets. Though till date SLAs are not impacted; but this might impact SLA and cause customer dissatisfaction. Hence, it is very important to address this issue proactively. This will help us to keep service levels in control.
DEFINE
Problem Statement
It has been observed that the rate of Open Tickets at the end of each week on an average is around 12-13.
This is happening over last few weeks and as a result of this no open tickets are piling up. Though till date SLAs are not impacted; but this piling up of tickets on a weekly basis might impact SLA in the long run anytime and may lead to customer dissatisfaction.
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D M A I CDefine Measure Analyze Improve Control
Scope In Allstate CES support project Sev III problem tickets
Scope Out Teams other than Allstate CES support project Sev I, Sev II, Sev IV and Sev V problem tickets
Customer CES support team Allstate
DEFINE
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D M A I CDefine Measure Analyze Improve Control
Big Y High number of Sev-III open tickets at the end of per week
Project YMore no of Sev III open tickets cumulative leading to risk of hitting the SLA and raising customer’s dissatisfaction
Y MeasureReducing no of Sev-III tickets per week
CTQBring down no of Sev III open tickets to <= 7 average per week
GoalReduce number of Sev III open tickets at the end of per week
DEFINE
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D M A I CDefine Measure Analyze Improve Control
VOC-CTQ
SIPOC
DEFINE
VOC – High level need Need Statement CTQ
Though till date SLAs are not impacted; but more no of Sev III open tickets cumulative are leading to risk of hitting the SLA and raising customer’s dissatisfaction. Hence this needs to be addressed proactively.
Improve the process to such an extent that the current nos of average 4 open Sev III tickets are reduced, leading to less number of open tickets piling up.
Bring down no of Sev III open tickets to <=7 average per week
SIPOC
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D M A I CDefine Measure Analyze Improve Control
Defect: Number of open Sev III tickets > 7 per week
Defect Opportunity: Each occurrence of Sev III Open tickets of
more than 7 is one opportunity of defect. There could be only one
opportunity of a defect. Hence Defect Opportunity is 1.
Data Collection: [Data source : Project Repository]
Process Capability:
MEASURE
Microsoft Excel Worksheet
Microsoft Excel Worksheet
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D M A I CDefine Measure Analyze Improve Control
Exhaustive List of Xs: • Poor response from users; this delays ticket resolution and closing process• Productivity for resolution of tickets is low• Attitude issues by team members / Lack of seriousness • Lack of system knowledge / technical knowledge • Non-availability of system documentation / repository • Poor link response / access issues / system availability
• Lack of work planning
Targeted Savings: In-tangibles: 1) Do not have financial penalties for missing SLAs but if achieved service levels are less than 70% then Allstate executive management may call a meeting with Syntel’s executive management to resolve the unsatisfactory service level. 2) Allstate is a key customer to Syntel (platinum account) and work we work in very competitive environment. Attainment of SLA will certainly result in better customer satisfaction and thus improving the business prospects.
MEASURE
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D M A I CDefine Measure Analyze Improve Control
Targeted Savings:
Tangibles: Based on the improvement plan we have done, we are targeting an improvement of around 40 hrs a month [45 mins per ticket and we are handling approx 55 tickets per month].
As per Data – Total Tickets Rcvd = 214 Opening at the start = 4 Total = 218 for 4 months Average per month = 55
MEASURE
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D M A I CDefine Measure Analyze Improve Control
Fish Bone Diagram:
Control Impact Matrix:
Pareto Chart:
ANALYZE
Fish Bone Analysis
Control Impact Matrix
Microsoft Excel Worksheet
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D M A I CDefine Measure Analyze Improve Control
Prioritized List of Xs:1. Attitude issues / lack of seriousness
2. Lack of work planning
3. Due to poor response / acknowledgement from users many tickets are kept in
open status even if the solution has been provided
4. Un-availability of best practices, guidelines, do’s and don’ts
5-Why Technique:(Here only prioritized List of Xs that are in our control is being considered.
( 3 worksheet causes within the excel document)
ANALYZE
5-Why Technique
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D M A I CDefine Measure Analyze Improve Control
Responsibility: • Implementation: Project Manager and Team• Collecting Data: Project Manager and Team• Data analysis: GB person
Implementation plan:• Improvement Phase began on Jan 30, 2010• Improvement Plan Implementation Start Date: Feb 6, 2010 • Monitor Improvement by: March 17, 2010
FMEA:
IMPROVE
FEMA
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D M A I CDefine Measure Analyze Improve Control
New SIPOC including FMEA recommendation:
After improvement data:
Improvement Phase began on Jan 30, 2010. Started implementing
the improvement plan only by Feb 6, 2010.
IMPROVE
After Improvement Data
New SIPOC
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D M A I CDefine Measure Analyze Improve Control
Data collection plan for CTQ:
Data for number of tickets is collected from Weekly reports
Data for SLAs is obtained from Monthly reports
Improvement Data collection to be continued for another month till May 31st
2010 to monitor sustenance of the improvement.
Improvement sustenance plan:
Implement all actions mentioned in ‘Recommendation Plan’
Continue to monitor project and do data analysis for next 2 months
CONTROL
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D M A I CDefine Measure Analyze Improve ControlCONTROL
Before implementation of project; number of open tickets were 12 (avg per week);
current open number of tickets 7 (avg per week); so we have reduced count by 5. Hence
we anticipate savings of 10 hrs per week (2 hrs for each ticket – This is based on our
exp in project of time taken per ticket). This would due to reduction analysis time
because of documentation / guidelines, better project tracking, better employee
productivity and less time spent on user follow-up.
Time saved 10 hrs per week. This has been extrapolated to 40 hrs for a month.
Efforts saved 40 hrs per month. Billability rate $20 per hr. So net savings per month 40*20= $800 which is $ 9600 p.a.
Net Savings
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D M A I CDefine Measure Analyze Improve Control
DefineProblem Statement: Average number of open tickets per week for ‘CES support’ project are
around 13. This trend has been seen over last few months and as a result this no of open tickets are piling up. Though till date SLAs are not impacted; but this piling up of tickets on a weekly basis might impact SLA in the long run and lead to customer dissatisfaction.
CTQ: Bring down no of Sev III open tickets to <= 7 average per week
Goal: Reduce number of sev III open tickets at the end of per week
MeasureProcess Capability: Sigma Value 1.75
Exhaustive List of Xs: Poor response from users; this delays ticket resolution and closing process Productivity for resolution of tickets is low Attitude issues by team members / Lack of seriousness Lack of system knowledge / technical knowledge Non-availability of system documentation / repository Poor link response / access issues / system availability Lack of work planning
SUMMARY
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D M A I CDefine Measure Analyze Improve Control
Analyze Vital Few Xs: 1. Attitude issues / lack of seriousness2. Lack of work planning 3. Due to poor response / acknowledgement from users many tickets are kept in
open status even if the solution has been provided4. Un-availability of best practices, guidelines, do’s and don’ts
List of Tools used: 1. Fish Bone Diagram 2. Control Impact Matrix 3. Pareto Chart 4. 5-Why Technique 5. SIPOC6. New SIPOC7. VOC-CTQ
SUMMARY
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D M A I CDefine Measure Analyze Improve Control
Control
Process Capability: Sigma Value 6.00
Net Savings: $ 9600 p.a.
SUMMARY