UCIT Lean Six Sigma Initiative
Presented by
Dave Deleske
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'
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
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?
Lean Six Sigma
How does it Relate to Service Delivery?
Incident Management
Project Management
Change Management
Application Development
Config Management
Server Deployment
Any Process
Lean Six Sigma
Improvement to Processes (ITIL Included)
Incident Management
Problem Management
Change Management
Release Management
Config Management
Processes – Work Flow Variation and
Time
Lean Six Sigma
What does it mean?
Incident Management
Problem Management
Change Management
Release Management
Config Management
Processes – Work Flow Variation and
Time
Error Opportunities
Lean Six Sigma
Incident Management LSS
Lean = Is to “Trim” rework,
Problem Management waste, delays
Change Management Sigma = Is to Reduce Variables
/ Deviations
Release Management
Config Management
Processes – Work Flow Variation and
Time
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.
Lean Six Sigma
Current Improvement Model
DEFINE IMPROVE ANALYZE CONTROL
MEASURE
Lean Six Sigma
Improvement Process DMAIC
DEFINE MEASURE ANALYZE IMPROVE CONTROL
Lean Six Sigma
DEFINE MEASURE ANALYZE IMPROVE CONTROL
Activities • Develop SOP’s, Training Plan
• Identify Problem • Identify Key Input, Process and • Propose Critical X’s • Develop Potential Solutions
• Complete Charter Output Metrics • Prioritize Critical X’s • Develop Evaluation Criteria & & Process Control System
• Develop Operational Definitions • Conduct Root Cause Select Best Solutions • Implement Process
• Develop SIPOC Map
• Gather Voice of the • Develop Data Collection Plan Analysis on Critical X’s • Evaluate Solution for Risk Changes and Controls
• Validate Measurement System • Validate Critical X’s • Optimize Solution • Monitor & Stabilize Process
Customer & Voice of the
• Collect Baseline Data • Estimate the Impact of • Develop ‘To-Be’ Process Map(s) • Transition Project to Process
Business
• Develop CCR’s & CBR’s • Determine Process Each X on Y and High-Level Implementation Owner
• Quantify the Opportunity Plan • Identify Project Replication
• Finalize Project Focus Performance/Capability
• Validate Business Opportunity • Prioritize Root Causes • Develop Pilot Plan & Pilot Solution Opportunities
• Map Business Process • Calculate Financial Benefits
• Map Value Stream • Pareto Charts
Tools • SIPOC Map
• Affinitization
• C&E Matrix • Brainstorming • Control Charts
• Pareto Charts
• Operational Definitions • C&E/Fishbone Diagrams • Benchmarking • Standard Operating
• Project Selection Tools
• Data Collection Plan • Brainstorming • Solution Selection Matrix Procedures (SOP’s)
• Project Management
• Statistical Sampling • Detailed ‘As-Is’ Process Maps • Process Improvement • Training Plan
• Various Financial Analysis
• Measurement System Analysis • Basic Statistical Tools Techniques • Communication Plan
• Charter Form
• Stakeholder Analysis (MSA), Gage R&R • Non Value-Added Analysis • Process Balancing • Implementation Plan
• Constraint Identification • Confidence Intervals • Process Flow Improvement • Visual Process Control
• Communication Plan
• Setup Reduction • Hypothesis Testing • Queuing Theory • Process Control Plans
• SIPOC Map
• Work Control Systems • Non-Parametrics • Design of Experiments (DOE) • Project Commissioning
• High-Level Process Map
• Kaizen • FMEA • Replenishment Pull • Project Replication
• VOC and Kano Analysis
• Control Charts • Box Plots • Poka-Yoke • Plan-Do-Check-Act Cycle
• Quality Function
• Process Capability, Cp & Cpk • Interaction Plots • FMEA • Scorecards
Deployment (QFD)
• Value Stream Map • Multi-Vari Charts • ‘To-Be’ Process Maps • Dashboard
• RACI Charts
• Non-Value Added Analysis • Logistic Regression • Piloting and Simulation
• Thought Process Map
• QFD -1 • One-way and Two-way ANOVA • Response Surface Methodology
• ANOM • QFD – 3
• Box-Cox transformation • Crystal ball Simulation
• QFD-2 • Scorecards Gap Analysis
• Scorecards
• Excel Analysis Tools
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?
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
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.
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.
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
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. .
Critical To Quality (CTQ) Tree
Diagram
Answers given to customers
are correct. (90%)
Customers’ questions can
Knowledgeable be answered without further research.
(80% Closure on Initial call.
Researched information is
returned quickly. < 1hour
Good Friendly Customer is greeted by name.
Customer
Service Customer is not interrupted.
Timely
Short wait time (<2 min)
General Specific
Hard to “Design To” Easy to “Design To”
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.
Lean Six Sigma
Process Flow
Enter client Document Perform Classify Close Ticket
information client request required Incident or Assign ISR
/ Tasks or Service to
requirements attempt to Request appropriate
resolve Issue Support
Group
• Client Requests
• Systems Events
• System Changes
Select Select Select Select Close Ticket
Service Type Product Operational Support or Assign ISR
Categorizatio Categorizatio Group to
4 items n n appropriate
15 Items 60 Groups Support
300 Items Group
Lean Six Sigma
SIPOC
Supply Inputs Process Outputs Customer
• Client Requests • Support Center • Incident Service • Detailed Activity • Business
• Systems Events • Operations Request Reports Owners
• System Changes • Tier 2 and 3 Categorization • Service Request • Service Owners
Support Cycle Time • Problem
• Categorization • Accurate / Reliable Management
Design Information • Management
• Applications • Service Metric
(Remedy)
Configuration
Enter client Document Perform Classify Close Ticket
information client required Incident or Assign ISR
request / Tasks or Service to
requirements attempt to Request appropriate
resolve Issue Support
Group
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?
Y=f(x)
From Y determine CTQ’s
x = ? Problem (Which one ??)
Can it Measureable?
Lean Six Sigma Road Map
UCIT Lean Six Sigma Project
Details
Project Name: Reduce Unclassified Service Requests to < 5% with 90% accuracy Date:
Improve Quality of Management Information
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, Adoption
What process is impacted? Request Submission, Event Reporting, Problem Management, Configuration Management
Service Level Management
Why do we think we can generate the value proposition described in the statement of Business Impact?
Lean Six Sigma Road Map
UCIT Lean Six Sigma Project
Details
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’s
2)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 Changes
5)Control: Reports and Audit of Incident Tickets, Problem Management Feedback
What 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 Prioritization
f(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 Categorization
What 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
Lean Six Sigma Road Map
UCIT Lean Six Sigma Project
Details
Project Plan
When are we going to complete the work? What are the major milestones/tollgates?
Define: Completed by Oct 1
Measure: Completed by Nov 1
Analyze: Completed by Dec 1
Improve: Completed by Jan 1
Control: 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 Lead
Dave Deleske – Configuration Management Service Owner, Business Analyst LSS Lead
Ivan Runions – Application Support
Extended Team:
Cheryl Nealon – Configuration Coordinator
Simon Sharpe – Business Owner ITSM, Remedy
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.
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?
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?
Lean Six Sigma
How are we doing ??
Taking us from I think, to I can show you !!
Review
Benefits and Concerns
Benefits
Concerns
