Ucit lean six sigma initiative
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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.

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UCIT Lean Six Sigma Initiative

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Ucit lean six sigma initiative

UCIT Lean Six Sigma Initiative

Presented by

Dave Deleske


Agenda

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

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

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?


Ucit lean six sigma initiative

Lean Six SigmaHow 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

Lean Six SigmaImprovement 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

Lean Six SigmaWhat does it mean?

Incident Management

Problem Management

Change Management

Release Management

Config Management

Processes – Work Flow Variation and Time

ErrorOpportunities


Lean six sigma

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


Lean six sigma1

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

MEASURE

ANALYZE

DEFINE

CONTROL

IMPROVE

Lean Six SigmaCurrent Improvement Model


Lean six sigma improvement process dmaic

MEASURE

ANALYZE

DEFINE

CONTROL

IMPROVE

Lean Six SigmaImprovement Process DMAIC


Lean six sigma2

ANALYZE

DEFINE

CONTROL

IMPROVE

MEASURE

Lean Six Sigma

Activities

  • 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

  • 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 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

  • 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 CCR’s & CBR’s

  • Finalize Project Focus

  • 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

Tools

  • 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

  • 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

  • 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


Project selection

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

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

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

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

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


Ucit lean six sigma initiative

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

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. < 1hour

GoodCustomerService

Friendly

Customer is greeted by name.

Customer is not interrupted.

Timely

Short wait time (<2 min)

General

Specific

Hard to “Design To”

Easy to “Design To”


Process mapping

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 sigma3

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


Lean six sigma sipoc

Lean Six SigmaSIPOC

Supply

Inputs

Process

Outputs

Customer

  • Client Requests

  • Systems Events

  • System Changes

  • Support Center

  • Operations

  • Tier 2 and 3 Support

  • Categorization Design

  • Applications (Remedy) Configuration

  • Incident Service Request Categorization

  • Detailed Activity Reports

  • Service Request Cycle Time

  • Accurate / Reliable Information

  • Service Metric

  • Business Owners

  • Service Owners

  • Problem Management

  • Management

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


Relating the problem

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

Lean Six Sigma Road Map

UCIT Lean Six Sigma Project Details


Lean six sigma road map1

Lean Six Sigma Road Map

UCIT Lean Six Sigma Project Details


Lean six sigma road map2

Lean Six Sigma Road Map

UCIT Lean Six Sigma Project Details


Problem statement

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

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

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 sigma4

Lean Six Sigma

How are we doing ??

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


Review

Review

Benefits and Concerns

Benefits

Concerns


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