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Kathryn barbe abc inc.

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Six Sigma Project

Six Sigma Project

Published in: Technology, Business

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  • 1. Six Sigma Project Software Industry Kathryn Barbe
  • 2. 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
    D Define
  • 3. 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 Target
    • Define 12/12/2009
    • Measure 12/27/2010
    • Analyze 01/04/2010
    • Improve / Design 01/13/2010
    • Control / Verify 01/23/2010
    • Close 01/31/2010
  • 4.
    • 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 any time and may lead to customer dissatisfaction.
  • 5.
    • 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
  • 6.
    • Big Y
    • High number of Sev-III open tickets at the end of per week
    • Project Y
    • More no of Sev III open tickets cumulative leading to risk of hitting the SLA and raising customer’s dissatisfaction
    • Y Measure
    • Reducing no of Sev-III tickets per week
    • 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
    DEFINE
  • 7.
    • VOC-CTQ
    • SIPOC
    DEFINE
  • 8.
    • 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
  • 9.
    • 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
  • 10.
    • 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
  • 11.
    • Fish Bone Diagram:
    • Control Impact Matrix:
    • Pareto Chart:
    ANALYZE
  • 12.
    • Prioritized List of Xs:
      • Attitude issues / lack of seriousness
      • Lack of work planning
      • Due to poor response / acknowledgement from users many tickets are kept in open status even if the solution has been provided
      • 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
  • 13.
    • 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
  • 14.
    • 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
  • 15.
    • 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
  • 16. CONTROL 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
  • 17.
    • Define
    • Problem 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
    • Measure
    • Process 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
  • 18.
    • Analyze
    • Vital Few 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
    • List of Tools used:
    • 1. Fish Bone Diagram
    • 2. Control Impact Matrix
    • 3. Pareto Chart
    • 4. 5-Why Technique
    • 5. SIPOC
    • 6. New SIPOC
    • 7. VOC-CTQ
    SUMMARY
  • 19.
    • Control
    • Process Capability: Sigma Value 6.00
    • Net Savings: $ 9600 p.a.
    SUMMARY