UCIT Lean Six Sigma Initiative Presented by Dave Deleske

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UCIT Lean Six Sigma Initiative

• Presented by
• Dave Deleske

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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'

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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

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

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Lean Six SigmaHow does it Relate to Service
Delivery?
Incident Management
Project Management
Change Management
Application Development
Config Management
Server Deployment
Any Process
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Lean Six SigmaImprovement to Processes (ITIL
Included)
Incident Management
Problem Management
Change Management
Release Management
Config Management
Processes Work Flow Variation and Time
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Lean Six SigmaWhat does it mean?
Incident Management
Problem Management
Change Management
Release Management
Config Management
Processes Work Flow Variation and Time
Error Opportunities
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Lean Six Sigma
Incident Management
LSS Lean Is to Trim rework, waste,
delays Sigma Is to Reduce Variables /
Deviations
Problem Management
Change Management
Release Management
Config Management
Processes Work Flow Variation and Time
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Lean Six Sigma
ITSM is a framework for helping IT organizations
become more adaptive, flexible, cost-effective,
and service oriented How 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.
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Lean Six SigmaCurrent Improvement Model
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Lean Six SigmaImprovement Process DMAIC
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Lean Six Sigma
Activities

• Develop SOPs, 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

• 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

• Propose Critical Xs
• Prioritize Critical Xs
• Conduct Root Cause Analysis on Critical Xs
• Validate Critical Xs
• Estimate the Impact of Each X on Y
• Quantify the Opportunity
• Prioritize Root Causes

• 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

• Identify Problem
• Complete Charter
• Develop SIPOC Map
• Gather Voice of the Customer Voice of the
  Business
• Develop CCRs CBRs
• Finalize Project Focus

• Pareto Charts
• Affinitization
• CE Matrix
• CE/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

Tools

• SIPOC Map
• Operational Definitions
• Data Collection Plan
• Statistical Sampling
• Measurement System Analysis (MSA), Gage RR
• Constraint Identification
• Setup Reduction
• Work Control Systems
• Kaizen
• Control Charts
• Process Capability, Cp Cpk
• Value Stream Map
• Non-Value Added Analysis
• QFD -1

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

• 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

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Project Selection

• Some things to watch for when assessing a
  projects 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?

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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

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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.

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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.

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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

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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. .

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Critical To Quality (CTQ) Tree Diagram
Answers given to customersare correct. (90)

Customers questions canbe answered without
further research. (80 Closure on Initial call.
Knowledgeable
Researched information isreturned quickly. lt
1hour
GoodCustomerService
Friendly
Customer is greeted by name.

Customer is not interrupted.

Timely
Short wait time (lt2 min)
General
Specific
Hard to Design To
Easy to Design To
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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.

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Lean Six Sigma
Process Flow
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

• Client Requests
• Systems Events
• System Changes

Select Service Type 4 items
Select Product Categorization 300 Items
Select Operational Categorization 15 Items
Select Support Group 60 Groups
Close Ticket or Assign ISR to appropriate Support
Group
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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
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Relating the Problem

• What is your Problem ??
• Is it really .
• Why is that important
• How is it related to Business Objectives?
• What factors contribute to those Objectives?
• Yf(x)
• From Y determine CTQs
• x ? Problem (Which one ??)
• Can it Measureable?

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Lean Six Sigma Road Map
UCIT Lean Six Sigma Project Details
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Lean Six Sigma Road Map
UCIT Lean Six Sigma Project Details
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Lean Six Sigma Road Map
UCIT Lean Six Sigma Project Details
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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.

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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?

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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?

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Lean Six Sigma

• How are we doing ??
• Taking us from I think, to I can show you !!

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Review

• Benefits and Concerns
• Benefits
• Concerns