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UCIT Lean Six Sigma Initiative Presented by Dave Deleske

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Page 1: Lean Six Sigma

UCIT Lean Six Sigma Initiative

Presented by Dave Deleske

Page 2: Lean Six Sigma

Agenda

• Discuss Objectives • LSS Overview• ITIL and LSS• DMAIC Tool Set• Review Project Selection Criteria• Review Define Phase and Tools• Problem Statements and Business Case• Review Benefits and Concerns'

Page 3: Lean Six Sigma

Objectives

• Start on time and stay on schedule• Encourage support of LSS through

understanding and open communication• Provide a foundation and tool set for

measureable Improvements of Service for the University

Page 4: Lean Six Sigma

Lean Six Sigma… yet another “flavor of the day” ??Who has work that needs to get done?Who has a process that needs improvement?

Who Doesn’t !!!

How are we doing?How do we know?Are we making a difference?In a Positive or a Negative Way?

Page 5: Lean Six Sigma

Incident Management

Project Management

Change Management

Config Management

Lean Six SigmaHow does it Relate to Service Delivery?

Application Development

Server Deployment

Any Process

Page 6: Lean Six Sigma

Lean Six SigmaImprovement to Processes (ITIL Included)

Incident Management

Problem Management

Change Management

Release Management

Config Management

Processes – Work Flow Variation and Time

Page 7: Lean Six Sigma

Lean Six SigmaWhat does it mean?

Incident Management

Problem Management

Change Management

Release Management

Config Management

Processes – Work Flow Variation and Time

Error Opportunities

Page 8: Lean Six Sigma

Lean Six Sigma

Incident Management

Problem Management

Change Management

Release Management

Config Management

Processes – Work Flow Variation and Time

LSSLean = Is to “Trim” rework, waste, delays

Sigma = Is to Reduce Variables / Deviations

Page 9: Lean Six Sigma

Lean Six Sigma

ITSM is a framework for helping IT organizations become more adaptive, flexible, cost-effective, and service orientedHow it manages its processes, technology assets, vendors and deploys personnel, to how IT staff view their organizational roles.One of the primary goals of ITSM is to successfully align the delivery of IT services with needs of the business.

Six Sigma = seeks to identify and remove the causes of defects and errors in manufacturing and business processes. Metrics

Project management is the discipline of planning, organizing and managing resources to bring about the successful completion of specific project goals and objectives.

Business analysis is the set of tasks, knowledge, and techniques required to identify business needs and determine solutions to business problems.

Page 10: Lean Six Sigma

Lean Six SigmaCurrent Improvement Model

DEFINE

MEASURE

ANALYZEIMPROVE CONTROL

Page 11: Lean Six Sigma

Lean Six SigmaImprovement Process DMAIC

DEFINE MEASURE ANALYZE IMPROVE CONTROL

Page 12: Lean Six Sigma

Lean Six Sigma

• Identify Problem• Complete Charter• Develop SIPOC Map• Gather Voice of the Customer & Voice of the Business

• Develop CCR’s & CBR’s• Finalize Project Focus

• Propose Critical X’s• Prioritize Critical X’s• Conduct Root Cause Analysis on Critical X’s

• Validate Critical X’s• Estimate the Impact of Each X on Y

• Quantify the Opportunity• Prioritize Root Causes

• Develop Potential Solutions• Develop Evaluation Criteria & Select Best Solutions

• Evaluate Solution for Risk• Optimize Solution• Develop ‘To-Be’ Process Map(s) and High-Level Implementation Plan

• Develop Pilot Plan & Pilot Solution

• Develop SOP’s, Training Plan & Process Control System

• Implement Process Changes and Controls

• Monitor & Stabilize Process• Transition Project to Process Owner

• Identify Project Replication Opportunities

• Calculate Financial Benefits

• Pareto Charts• Project Selection Tools• Project Management• Various Financial Analysis• Charter Form• Stakeholder Analysis• Communication Plan• SIPOC Map• High-Level Process Map• VOC and Kano Analysis• Quality Function Deployment (QFD)

• RACI Charts• Thought Process Map

• SIPOC Map• Operational Definitions• Data Collection Plan• Statistical Sampling• Measurement System Analysis (MSA), Gage R&R

• Constraint Identification• Setup Reduction• Work Control Systems• Kaizen• Control Charts• Process Capability, Cp & Cpk• Value Stream Map• Non-Value Added Analysis• QFD -1

• Pareto Charts• Affinitization• C&E Matrix• C&E/Fishbone Diagrams• Brainstorming• Detailed ‘As-Is’ Process Maps• Basic Statistical Tools• Non Value-Added Analysis• Confidence Intervals• Hypothesis Testing• Non-Parametrics • FMEA• Box Plots• Interaction Plots• Multi-Vari Charts• Logistic Regression• One-way and Two-way ANOVA• ANOM• Box-Cox transformation• QFD-2• Scorecards• Excel Analysis Tools

• Brainstorming• Benchmarking• Solution Selection Matrix• Process Improvement Techniques

• Process Balancing• Process Flow Improvement• Queuing Theory• Design of Experiments (DOE)• Replenishment Pull• Poka-Yoke• FMEA• ‘To-Be’ Process Maps• Piloting and Simulation• Response Surface Methodology• QFD – 3• Crystal ball Simulation• Scorecards Gap Analysis

• Control Charts• Standard Operating Procedures (SOP’s)

• Training Plan• Communication Plan• Implementation Plan• Visual Process Control• Process Control Plans• Project Commissioning• Project Replication• Plan-Do-Check-Act Cycle• Scorecards• Dashboard

• Identify Key Input, Process and Output Metrics

• Develop Operational Definitions• Develop Data Collection Plan• Validate Measurement System• Collect Baseline Data• Determine Process Performance/Capability

• Validate Business Opportunity• Map Business Process• Map Value Stream

Tools

ActivitiesDEFINE MEASURE ANALYZE IMPROVE CONTROL

Page 13: Lean Six Sigma

Project Selection

Some things to watch for when assessing a project’s suitability for DMAIC:

• Is data available or easy to obtain?• Does leadership support exist for improving this process?• Is DMAIC really needed or is this a “just do it”: a problem

with a known solution that should just be implemented?• Is the team trying to boil the ocean or is the scope

reasonable for chartering as a DMAIC project?• Is the process directly related to a key outcome such as

profitability, customer satisfaction, or employee satisfaction?

Page 14: Lean Six Sigma

Yellow Belt Project Criteria

• Uses DMAIC• Addresses each phase• Includes some of the tools• Involves 1-3 people• In an area you control or influence• Can be done within a month• Provides a measurable benefit

Page 15: Lean Six Sigma

Define Objectives

Six Sigma calls for unmistakable, measurable results, the goal of the Define phase is to clearly identify and articulate the problem in a clear and measurable way.

The basic steps to the Define phase of DMAIC are…

• Identify or refine the problems in your process that must be solved in order to meet or exceed the customer's specifications or expectations.

• Identify and quantify customer requirements. • Identify and quantify the process output and defects that

fall short of these requirements and create a problem statement.

Page 16: Lean Six Sigma

Define Objectives cont.

• State the project goal, which also must be a clear and measurable goal, and include a time limit for the project's completion.

• Determine the few vital factors that are Critical to Quality, which need to be measured, analyzed, improved and controlled.

• And finally, create a project charter, which will contain the problem definition, goal, business case, project scope, team members, and high level project plan for the M, A, I and C phases.

Page 17: Lean Six Sigma

Define – Tools

The tools most commonly used in the Define phase are:

- Voice of the Customer - Critical-To-Quality (CTQ) tree - Affinity Diagram - Process map - Project Charter - Suppliers, Inputs, Process, Output, and Customers (SIPOC) -- Kano Model - Stakeholder analysis

Page 18: Lean Six Sigma

CTQ

• CTQs (critical to quality characteristics) that have the most impact on quality - separating the “vital few” from the “trivial many”- and creates a map of the process to be improved. .

Page 19: Lean Six Sigma

Critical To Quality (CTQ) Tree Diagram

GoodCustomerService

Knowledgeable Customers’ questions canbe answered without further research. (80% Closure on Initial call.

Answers given to customersare correct. (90%)

Researched information isreturned quickly. < 1hour

Friendly Customer is greeted by name.

Customer is not interrupted.

TimelyShort wait time (<2 min)

General Specific

Hard to “Design To” Easy to “Design To”

Page 20: Lean Six Sigma

Process Mapping

• Business Process Mapping  Completed, verified, and validated high-level 'as is' (not 'should be' or 'could be') business process map.  Completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers.

Page 21: Lean Six Sigma

Lean Six Sigma

Process Flow

•Client Requests•Systems Events•System Changes

Enter client information

Document client request / requirements

Perform required Tasks or attempt to resolve Issue

Classify Incident Service Request

Close Ticket or Assign ISR to appropriate Support Group

Select Service Type

4 items

Select Product Categorization

300 Items

Select Operational Categorization15 Items

Select Support Group

60 Groups

Close Ticket or Assign ISR to appropriate Support Group

Page 22: Lean Six Sigma

Lean Six SigmaSIPOC

Supply Inputs Process Outputs Customer

•Client Requests•Systems Events•System Changes

•Business Owners

•Service Owners•Problem Management

•Management

•Detailed Activity Reports

•Service Request Cycle Time

•Accurate / Reliable Information

•Service Metric

• Incident Service Request Categorization

•Support Center•Operations•Tier 2 and 3 Support

•Categorization Design

•Applications (Remedy) Configuration

Enter client information

Document client request / requirements

Perform required Tasks or attempt to resolve Issue

Classify Incident Service Request

Close Ticket or Assign ISR to appropriate Support Group

Page 23: Lean Six Sigma

Relating the Problem

What is your Problem ??Is it really ….Why is that importantHow is it related to Business Objectives?What factors contribute to those Objectives?

Y=f(x)

From Y determine CTQ’s x = ? Problem (Which one ??)

Can it Measureable?

Page 24: Lean Six Sigma

Lean Six Sigma Road Map

Project Name: Reduce Unclassified Service Requests to < 5% with 90% accuracyImprove Quality of Management Information

Date:

Organization: UCIT Deployment Manager: Dave Deleske

Project Sponsor: Simon Sharpe, David Buhler

Business Impact

Why should we do this? Inaccurate information being entered into our current service request system is restricting our ability to measure and manage technical issues relating to client services. UCIT needs a complete understanding of all requests and issues being addressed in a structured and consistent format.

What is the benefit? The ability to analyze report and manage incidents and problems with high priority based on frequency and impact. Service Level Management, Incident Management, Configuration and Problem Management require a well defined categorization schema that is used and consistent. Improvements to workflow and rework.

What is the quantified value of the project ($$$)?

How does this project align with the business strategy? CSI for ITSM and our service delivery. Metrics around service

Opportunity or Problem Statement

What "pain" are we or customers experiencing? The information is missing and/or inconsistent and has little value for supporting management decision making. AT the data-entry point, it is hard to use, slows down work, and is confusing.

What is wrong or not working? Incomplete, Not searchable, Not accurate, AdoptionWhat process is impacted? Request Submission, Event Reporting, Problem Management, Configuration ManagementService Level Management Why do we think we can generate the value proposition described in the statement of Business Impact?

UCIT Lean Six Sigma Project UCIT Lean Six Sigma Project DetailsDetails

Page 25: Lean Six Sigma

Lean Six Sigma Road Map

Goal Statement

Specifically, what are we going to do and deliver?1)Define: What does is it mean to Classify and Categorize UCIT assets? Indentify Resources, Objectives, Requirements. RACI. SIPOC, 5 Why’s2)Measure: Criteria for how and what we manage within UCIT. Remedy reports and statistics. The percentage of Incidents or Service Requested that are not represented accurately.3)Analyze: How can we implement accurate categorization without impacting work load. Process Map, Skills, Review tools and technology 4)Improve: Training, Redesign, Configuration Changes5)Control: Reports and Audit of Incident Tickets, Problem Management FeedbackWhat are our improvement objectives and targets? To eliminate errors in categorization of work and the services they impact.How will success be measured? Monthly Review of the Categorization Usage Report. Audit 10 Tickets from each support group once every week for three months And then every 2 months for the 1st year

What specific parameters will be measured? Define Y = f(x) Y = Accurate Reporting, Decision Making, Problem Prioritizationf(x) input =Training of Support Staff, Product Acceptance,f(x) process = Accuracy of Requests, Variation in Selections, Time to Complete Submission, Automated Workflow

Project Scope

What are the boundaries of the initiative (start and end steps of the process)?Operational Categories, Product Categories, Resolution CategorizationWhat authority do we have? These Improvements will effect Configuration and Incident Management. They also have a dependency to all other ITSM initiatives. The project team consists of both the Business Owner and Services Owners of each area impacted. The project team includes the owners of the classification team and the supervisor of the first line staff.What is not within scope? Improvements or changes to any other features within Remedy not related to Classification or Categorization. E.g. Scripting, Templates, Decision Trees etc

UCIT Lean Six Sigma Project UCIT Lean Six Sigma Project DetailsDetails

Page 26: Lean Six Sigma

Lean Six Sigma Road MapUCIT Lean Six Sigma Project UCIT Lean Six Sigma Project DetailsDetails

Project Plan

When are we going to complete the work? What are the major milestones/tollgates? Define: Completed by Oct 1Measure: Completed by Nov 1Analyze: Completed by Dec 1Improve: Completed by Jan 1Control: Initial Report Feb 1, Review Monthly ongoing

Team Selection

Who are the team members? What is their role? How much of their time will be dedicated to the project?Core Team: Ian Whitehead - Incident Management Service Owner, Project LeadDave Deleske – Configuration Management Service Owner, Business Analyst LSS LeadIvan Runions – Application SupportExtended Team: Cheryl Nealon – Configuration CoordinatorSimon Sharpe – Business Owner ITSM, Remedy

Page 27: Lean Six Sigma

Problem Statement

• Problem Statement: What specifically is the problem? Where does it occur? When does it occur? What is its extent?

Problem Statement for Remedy Categorization Project (Dave)What "pain" are we or customers experiencing? The information is missing and/or inconsistent and has little value for supporting management decision making. At the data-entry point, it is hard to use, slows down work, and is confusing. What is wrong or not working? The incident information gathered is incomplete, Not representative of all of IT, Not searchable, Not Consistent or accurate.

Page 28: Lean Six Sigma

Business Case

What are the compelling business reasons for embarking on this project?

Is the project linked to key business goals and objectives?

What key business process output measure(s) will the project leverage and how?

What are the rough order estimates on cost savings/opportunities on this project?

Page 29: Lean Six Sigma

Goal Statement

What is the goal or target for the improvement team's project?

Do the problem and goal statements meet the SMART criteria (specific, measurable, attainable, relevant, and time-bound)?

Has anyone else (internal or external to the organization) attempted to solve this problem or a similar one before?If so, what knowledge can be leveraged from these previous efforts?

How will the project team and the organization measure

complete success for this project?

Page 30: Lean Six Sigma

Lean Six Sigma

How are we doing ??

Taking us from I think, to I can show you !!

Page 31: Lean Six Sigma

Review

Benefits and Concerns

Benefits

Concerns