Project Summary <ul><li>Summary: </li></ul><ul><li>Through the use of supply chain techniques and queue modeling we were a...
Define Phase <ul><li>Tools Used: </li></ul><ul><ul><li>Stakeholder Matrix </li></ul></ul><ul><ul><li>Problem Statement </l...
Name:William T. Hayes Division: Administration Business Unit: IT Site: Longmont Champion: Dale Wallace Master Black Belt:S...
PC Order to Installation Cycle Time Reduction <ul><li>Problem Statement:  </li></ul><ul><ul><li>In recent months the numbe...
PC Order to Installation Cycle Time Reduction <ul><li>Defect: </li></ul><ul><ul><li>Excessive Cycle time required to deliv...
Measure Phase <ul><li>Tools Used: </li></ul><ul><ul><li>Process Mapping </li></ul></ul><ul><ul><li>Fishbone Diagram </li><...
PC Order to Installation Cycle Time Reduction <ul><li>Seagate Employees place orders for Personal Computers through Wizard...
 
 
 
 
Process Base Line  <ul><li>Ariba 4.4 Days: 90% of the Cycle time is wrapped up in the DOA Process </li></ul><ul><ul><li>Em...
Project Team Process Owner :Dale Wallace Members : William Hayes IT Ops BB :Joyce Sower IT Ops BB :Steve Bennett IT Ops GB...
PC Order to Installation Cycle Time Reduction <ul><li>MEASURE PHASE PROJECT DETAILS </li></ul><ul><li>Process Flow </li></...
 
Cause and Effect Matrix <ul><li>KPOV’s are excessive cycle time in the four phases </li></ul><ul><li>KPIV data came from t...
 
 
Pareto Chart of KPIV <ul><li>Cause and Effect Chart was used to Rank Potential KPIV’s </li></ul><ul><li>KPIV Data Came fro...
20% KPIV Pareto <ul><li>Supporting Non Standard Hardware/Software (This had an effect through all phases of process. </li>...
 
 
Weibull is best fit
 
Ariba Phase Measurements <ul><li>Placement of Order to the Approval of Order </li></ul><ul><li>Orders were pulled out of O...
 
 
 
Dell Manufacturer SLA Capability and Fit
Manufacturing Measurement Details <ul><li>Measurements were collected from both Dell and Compaq, the two major vendors use...
Shipping Measurements <ul><li>Shipping Measurements were taken from Shipping log.  </li></ul><ul><li>Measurements were tak...
 
 
Desktop PC Setup Capability
Two-Sample T-Test and CI: Compaq Manufactu, Dell Days To Man Two-sample T for Compaq Manufacture Time in Hrs. vs Dell Days...
 
Analyze Phase <ul><li>Tools Used: </li></ul><ul><ul><li>Brainstorming </li></ul></ul><ul><ul><li>Process Mapping </li></ul...
Affinity Diagram Team Meeting #5 Brainstorming <ul><li>Looking at top 25%, why do they happen and how can we control them?...
Affinity Diagram Team Meeting #5 Brainstorming <ul><ul><li>Education of Users </li></ul></ul><ul><ul><ul><li>Website to he...
What’s Next? Analyze: <ul><li>Test process change for desktop by delivery of systems to the user. Record the results and i...
Regression
What Happened  <ul><li>Team meeting #7: Found out current imaging system was not available, researched alternate course of...
 
 
Process Changes for Delivery Directly to User <ul><li>Reduction in operations from 51 to 38 = -13 change </li></ul><ul><li...
 
Additional Measurements Required <ul><li>Average Number of Staff Per Day: 6.7  </li></ul><ul><ul><li>This number includes ...
Quick Delivery Process Step Summary <ul><li>Queuing systems allow better response time from IT, work is done before user o...
How Quick Delivery could solve potential KPIV’s <ul><li>#1 Undefined IT Processes: New Imaging software to centrally manag...
PC Order to Installation Cycle Time Reduction <ul><li>Measurement Data </li></ul><ul><li>Measurement will be taken from th...
PC Order to Installation Cycle Time Reduction <ul><li>What does the data consist of ? </li></ul><ul><li>Order Phase: Measu...
PC Order to Installation Cycle Time Reduction <ul><li>NEXT STEPS AND PROJECTED DUE DATES </li></ul><ul><li>Pull additional...
PC Order to Installation Cycle Time Reduction <ul><li>IMPROVE PROJECT DETAILS </li></ul><ul><li>Outstanding issues </li></...
Finance Initial Inventory <ul><li>Received approval from process owner to procure initial number of systems. Final number ...
Customer Survey  <ul><li>What is important to the customer </li></ul><ul><li>Selection vs. Speed of Delivery </li></ul><ul...
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Survey Results <ul><li>According to our users at Longmont the PC setup and delivery process was the 3 rd  most important s...
Image Cast Procurement/Process Documentation <ul><li>New Imaging Software procurement Finalized </li></ul><ul><ul><li>200 ...
 
Control Phase Objectives <ul><li>Document control plan and work with process owner for implementation  Completed </li></ul...
Six Sigma Order to Installation Project <ul><li>CONTROL PROJECT DETAILS </li></ul><ul><li>Process owner has changed 3 time...
 
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Pc Order To Installation Cycle Time Reduction Display

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Project was developed to reduce the cycle time engineers were waiting to recieve a computer system upon hiring. Result was a reduction in cycle time from 2 weeks to less than one day.

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Pc Order To Installation Cycle Time Reduction Display

  1. 1. Project Summary <ul><li>Summary: </li></ul><ul><li>Through the use of supply chain techniques and queue modeling we were able to reduce the cycle time from approval to a PC order to delivery to a Seagate Users Desktop by 90% to less than one day. </li></ul><ul><li>Impact: </li></ul><ul><li>New employees to Seagate will not have to wait for a system order, they will be able to work immediately. Existing employees in most instances will have a new system the same day they ordered it exceeding the customer specification by 4 days! </li></ul>
  2. 2. Define Phase <ul><li>Tools Used: </li></ul><ul><ul><li>Stakeholder Matrix </li></ul></ul><ul><ul><li>Problem Statement </li></ul></ul><ul><ul><li>Business Objectives </li></ul></ul><ul><ul><li>Projected Business Benefit </li></ul></ul>
  3. 3. Name:William T. Hayes Division: Administration Business Unit: IT Site: Longmont Champion: Dale Wallace Master Black Belt:Sam Keene/Bill Clark Process Owner(s):Todd Geer Current Project Phase: Control
  4. 4. PC Order to Installation Cycle Time Reduction <ul><li>Problem Statement: </li></ul><ul><ul><li>In recent months the number of customer complaints pertaining to system delivery times has increased dramatically. The concerns from customers are now being reflected in our annual IT survey. Seagate orders nearly 20 million dollars in PC technology a year, equating to over 5500 computer systems world wide, 350 of which were ordered from the Longmont Design Center. Average Delivery Times range from 12 to 14 days, making it difficult for customers to get new systems in a timely manner. </li></ul></ul><ul><ul><li>  </li></ul></ul><ul><ul><li>Project Objective: </li></ul></ul><ul><ul><li>To reduce PC cycle time by 90% from 12-14 days to .5 –1.5 days by November 31, 2001. </li></ul></ul><ul><ul><li>Projected Business Benefit: </li></ul></ul><ul><ul><ul><li>New hires will have a new PC before they are to start work at the facility, and upgrades of existing systems will be expedited, thus increasing productivity. </li></ul></ul></ul><ul><ul><ul><li>Better Customer Service: Understanding Customer needs and meeting them faster. </li></ul></ul></ul>
  5. 5. PC Order to Installation Cycle Time Reduction <ul><li>Defect: </li></ul><ul><ul><li>Excessive Cycle time required to deliver new systems to users </li></ul></ul><ul><li>Primary Metric: </li></ul><ul><ul><li>Number of days it takes from order to instillation of a new PC to the user. </li></ul></ul><ul><li>Secondary Metric(s): </li></ul><ul><ul><li>Increase in Service Level Agreement performance in other desktop functions </li></ul></ul><ul><ul><li>Increase in customer satisfaction survey </li></ul></ul>
  6. 6. Measure Phase <ul><li>Tools Used: </li></ul><ul><ul><li>Process Mapping </li></ul></ul><ul><ul><li>Fishbone Diagram </li></ul></ul><ul><ul><li>Cause and Effect Matrix </li></ul></ul><ul><ul><li>Descriptive Stats </li></ul></ul><ul><ul><li>Capability Analysis </li></ul></ul><ul><ul><li>Gauge R&R </li></ul></ul><ul><ul><li>Control Charts </li></ul></ul>
  7. 7. PC Order to Installation Cycle Time Reduction <ul><li>Seagate Employees place orders for Personal Computers through Wizards, a supply management software. The order is sent electronically to the PC vendor who manufactures the product. The PC is then shipped to the receiving department of the Longmont Design Center. Once received, the PC is sent to the Desktop Support Lab for processing and delivery to the user. </li></ul>
  8. 12. Process Base Line <ul><li>Ariba 4.4 Days: 90% of the Cycle time is wrapped up in the DOA Process </li></ul><ul><ul><li>Employer of Choice issue </li></ul></ul><ul><li>Manufacturing: 4 to 6 days </li></ul><ul><ul><li>Dell: 4 days to manufacture + 2 days to ship </li></ul></ul><ul><ul><li>Compaq 1.78 days to manufacture + 2 days to ship </li></ul></ul><ul><ul><li>Varies by Desktop and Laptop </li></ul></ul><ul><li>Shipping: 6.58 hours or .27 Days </li></ul><ul><ul><li>Variation due to manpower, no one to accept the order causing order to wait until next business day </li></ul></ul><ul><li>Desktop: 3.63 Days </li></ul>
  9. 13. Project Team Process Owner :Dale Wallace Members : William Hayes IT Ops BB :Joyce Sower IT Ops BB :Steve Bennett IT Ops GB :David Pinter IT Ops GB :Donna Cook Desktop Support : Jean Morely Desktop Support : PC Delivery Cycle Time Reduction
  10. 14. PC Order to Installation Cycle Time Reduction <ul><li>MEASURE PHASE PROJECT DETAILS </li></ul><ul><li>Process Flow </li></ul><ul><li>Interviews with the following departments have been completed: </li></ul><ul><ul><li>Purchasing </li></ul></ul><ul><ul><li>Shipping/Receiving </li></ul></ul><ul><ul><li>Desktop Support </li></ul></ul><ul><ul><li>Dell Computer Co. </li></ul></ul><ul><ul><li>Compaq Computer Co. </li></ul></ul><ul><ul><li>Seagate Corporate IT </li></ul></ul>
  11. 16. Cause and Effect Matrix <ul><li>KPOV’s are excessive cycle time in the four phases </li></ul><ul><li>KPIV data came from the Fishbone Diagram </li></ul><ul><li>KPOV Ranking came from the amount of variance in the process and the impact on the customer </li></ul>
  12. 19. Pareto Chart of KPIV <ul><li>Cause and Effect Chart was used to Rank Potential KPIV’s </li></ul><ul><li>KPIV Data Came from Fishbone Diagram </li></ul><ul><li>Inputs were ranked on their effect to excessive cycle time to each potential Phase(Ariba, Manufacture,Shipping, and Desktop) 41 Total KPIV’s </li></ul>
  13. 20. 20% KPIV Pareto <ul><li>Supporting Non Standard Hardware/Software (This had an effect through all phases of process. </li></ul><ul><li>Undefined IT Processes (procedures for which we have no written process, or the process is not followed) </li></ul><ul><li>Departmental Staffing </li></ul><ul><li>Education of Users </li></ul><ul><li>Excessive Call Load </li></ul>
  14. 23. Weibull is best fit
  15. 25. Ariba Phase Measurements <ul><li>Placement of Order to the Approval of Order </li></ul><ul><li>Orders were pulled out of Oracle Database </li></ul><ul><li>145 Samples Taken </li></ul><ul><li>Mean time to Order 106.7 Hours or 4.4 Days </li></ul><ul><li>Ariba System had built in control to alert next level manager the order had not been approved for two days. It was ordered to be shut off </li></ul><ul><li>Need to Implement control, repeating emails. </li></ul>
  16. 29. Dell Manufacturer SLA Capability and Fit
  17. 30. Manufacturing Measurement Details <ul><li>Measurements were collected from both Dell and Compaq, the two major vendors used to supply Systems to customers </li></ul><ul><li>Dell mean Time for Order fulfillment was 4.01 days plus two days shipping from data FY-01 and FY-00 </li></ul><ul><li>Compaq mean time for order fulfillment was 1.78 Days plus two days shipping from data FY-01 </li></ul><ul><li>Dell uses JIT Manufacturing Processes while Compaq keeps systems in stock. </li></ul><ul><li>Compaq is in the process of moving to JIT Manufacturing Process </li></ul><ul><li>Measurement includes both desktops and laptops </li></ul>
  18. 31. Shipping Measurements <ul><li>Shipping Measurements were taken from Shipping log. </li></ul><ul><li>Measurements were taken from the month of Aug. </li></ul><ul><li>Shipping Mean Time was 6.58 Hours. </li></ul><ul><li>KPIV for variance was departmental staffing, or no one in the lab to receive systems. </li></ul>
  19. 34. Desktop PC Setup Capability
  20. 35. Two-Sample T-Test and CI: Compaq Manufactu, Dell Days To Man Two-sample T for Compaq Manufacture Time in Hrs. vs Dell Days To Manufacture N Mean StDev SE Mean Compaq M 265 39.4 31.4 1.9 Dell Day 59 4.08 2.35 0.31 Difference = mu Compaq Manufacture Time in Hrs. - mu Dell Days To Manufacture Estimate for difference: 35.32 95% CI for difference: (31.48, 39.16) T-Test of difference = 0 (vs not =): T-Value = 18.10 P-Value = 0.000 DF = 276 We Reject Ho, the are significantly different
  21. 37. Analyze Phase <ul><li>Tools Used: </li></ul><ul><ul><li>Brainstorming </li></ul></ul><ul><ul><li>Process Mapping </li></ul></ul><ul><ul><li>Control Charts </li></ul></ul><ul><ul><li>2 Sample t </li></ul></ul>
  22. 38. Affinity Diagram Team Meeting #5 Brainstorming <ul><li>Looking at top 25%, why do they happen and how can we control them? </li></ul><ul><ul><li>Departmental Staffing </li></ul></ul><ul><ul><ul><li>DOE for staffing vs. Call Load (Is staff overloaded?) </li></ul></ul></ul><ul><ul><li>Supporting Non-standard Hardware/Software </li></ul></ul><ul><ul><ul><li>Develop ways to communicate site needs to the Global Standards Organizations </li></ul></ul></ul><ul><ul><ul><li>Centralizing Distribution of PC to users </li></ul></ul></ul><ul><ul><ul><li>Simplification of hardware platforms/Enforce Minimum Standards </li></ul></ul></ul><ul><ul><li>Removing Non Value added process steps </li></ul></ul><ul><ul><li>Undefined IT Processes </li></ul></ul><ul><ul><ul><li>Six Sigma Project to Determine Undefined IT Processes </li></ul></ul></ul><ul><ul><ul><ul><li>This project will bring together QSR requirements and Six Sigma </li></ul></ul></ul></ul><ul><ul><ul><li>Implement Control Plan </li></ul></ul></ul>
  23. 39. Affinity Diagram Team Meeting #5 Brainstorming <ul><ul><li>Education of Users </li></ul></ul><ul><ul><ul><li>Website to help educate users on IT Standards </li></ul></ul></ul><ul><ul><ul><ul><li>Info Came from focus group </li></ul></ul></ul></ul><ul><ul><ul><li>Focus Group to discuss user needs/concerns from Engineering community and all customers </li></ul></ul></ul>
  24. 40. What’s Next? Analyze: <ul><li>Test process change for desktop by delivery of systems to the user. Record the results and interview the users. </li></ul><ul><li>Develop Communications Document to send with each system instructing the user what he or she needs to do when the system arrives. </li></ul><ul><li>Measure the impact of potential KPIV data, such as High call volume vs. setup times, Staffing levels vs. setup times </li></ul>
  25. 41. Regression
  26. 42. What Happened <ul><li>Team meeting #7: Found out current imaging system was not available, researched alternate course of action </li></ul><ul><li>Concurrent Project to test, select, and purchase new imaging software </li></ul><ul><li>PFMEA: Found major holes in new process that need to be fixed before test implementation </li></ul><ul><li>New Process: Stocking of systems on site AKA: Quick Delivery PC’s. Major Breakthrough and possible reduction in Cycle time! </li></ul>
  27. 45. Process Changes for Delivery Directly to User <ul><li>Reduction in operations from 51 to 38 = -13 change </li></ul><ul><li>Reduction in Transports from 6 to 2 =-4 Change </li></ul><ul><li>Addition of Inspections from 7 to 8=+1change </li></ul><ul><li>Reduction in Delays from 5 to 2 = -3 Change </li></ul><ul><li>Reduction of storages from 3 to 0 = -3 change </li></ul><ul><li>23 Steps in process Removed. </li></ul>
  28. 47. Additional Measurements Required <ul><li>Average Number of Staff Per Day: 6.7 </li></ul><ul><ul><li>This number includes 15 to 20% overtime </li></ul></ul><ul><ul><li>Pulled from Payroll Data </li></ul></ul><ul><li>Average Number of Calls Closed Per Day: 11.2 </li></ul><ul><li>Calls closed per tech per paid labor hour: .48 or 4 calls per day </li></ul><ul><li>Relationship between staffing levels and Hours to resolve PC Setup Call :DOE in Progress </li></ul><ul><li>Relationship between Calls per Day and Hours to resolve PC Setup Call: DOE in Progress </li></ul>
  29. 48. Quick Delivery Process Step Summary <ul><li>Queuing systems allow better response time from IT, work is done before user orders new PC. </li></ul><ul><li>Applications Like LAN Desk and Desktop DNA allow automation of user data movement. </li></ul><ul><li>Reduction in Process steps from possible 149 steps to 26 steps. Total possible reduction of 123 steps or 10 to 12 days of delay the user experiences. </li></ul><ul><li>Issues to resolve: Purchasing and storage of systems. </li></ul>
  30. 49. How Quick Delivery could solve potential KPIV’s <ul><li>#1 Undefined IT Processes: New Imaging software to centrally manage images and Six Sigma Project to define Primary Organizational Processes (QSR requirement) </li></ul><ul><li>#2 Supporting Non-standard Hardware/Software: Centralized Management of PC’s through IT will allow better control of systems throughout organization. Six Sigma project to classify users </li></ul><ul><li>#3Departmental Staffing: Using specialization to dedicate employee(s) to this particular job function </li></ul><ul><li>#4 Education of Users: Project to develop web site to help educate users about IT and new systems ordering information </li></ul><ul><li>Note: Users see minimal delay while IT does the majority of process steps beforehand. Less rework using Desktop DNA software package for data migration. </li></ul>
  31. 50. PC Order to Installation Cycle Time Reduction <ul><li>Measurement Data </li></ul><ul><li>Measurement will be taken from the following </li></ul><ul><ul><li>Ariba: Oracle Pulls from Ariba Database </li></ul></ul><ul><ul><ul><li>Joyce Sower BB </li></ul></ul></ul><ul><ul><li>Shipping: Oracle Pulls and Receiving logs </li></ul></ul><ul><ul><ul><li>Steve Bennett GB </li></ul></ul></ul><ul><ul><ul><li>Dave Pinter GB </li></ul></ul></ul><ul><ul><li>IT: receiving logs and Remedy Reports </li></ul></ul><ul><ul><ul><li>Donna Cook </li></ul></ul></ul><ul><ul><ul><li>Jean Morely </li></ul></ul></ul><ul><ul><ul><li>Joyce Sower </li></ul></ul></ul>
  32. 51. PC Order to Installation Cycle Time Reduction <ul><li>What does the data consist of ? </li></ul><ul><li>Order Phase: Measurements for start and stop times are coming from Oracle Data Base. </li></ul><ul><li>Vendor Phase: Starts from Stop time of Order phase and order’s arrival at receiving. </li></ul><ul><li>IT Phase: Time Begins at receipt of PC in IT lab to Delivery of PC to User and call is closed. </li></ul>
  33. 52. PC Order to Installation Cycle Time Reduction <ul><li>NEXT STEPS AND PROJECTED DUE DATES </li></ul><ul><li>Pull additional Measurements On Going </li></ul><ul><li>Measure Phase Complete 20 Aug </li></ul><ul><li>Analyze Phase Complete 20 Oct </li></ul><ul><li>Improve Phase Complete 18 Nov </li></ul><ul><li>Control Phase In Progress </li></ul><ul><li>Realization Waiting </li></ul>
  34. 53. PC Order to Installation Cycle Time Reduction <ul><li>IMPROVE PROJECT DETAILS </li></ul><ul><li>Outstanding issues </li></ul><ul><ul><li>Finance initial Inventory </li></ul></ul><ul><ul><li>Image Cast Procurement </li></ul></ul><ul><ul><li>Survey Completion </li></ul></ul><ul><ul><li>QFD Development </li></ul></ul><ul><ul><li>Finalize Process Map w/PFMEA </li></ul></ul><ul><li>New Development </li></ul><ul><ul><li>New Process Owner: Todd Geer </li></ul></ul>
  35. 54. Finance Initial Inventory <ul><li>Received approval from process owner to procure initial number of systems. Final number will be worked out with new process owner. </li></ul><ul><li>Looked at the number of non-standard systems. 13% were non standard out of sample of 158. </li></ul>
  36. 55. Customer Survey <ul><li>What is important to the customer </li></ul><ul><li>Selection vs. Speed of Delivery </li></ul><ul><li>What are we doing wrong in the customers eyes. </li></ul><ul><li>Customer feedback will define requirements for QFD. </li></ul>
  37. 71. Survey Results <ul><li>According to our users at Longmont the PC setup and delivery process was the 3 rd most important service </li></ul><ul><li>The survey showed customer expectations for delivery to be 4 to 7 days. Our mean time based on data was 12 to 14 days. </li></ul><ul><li>313 Employee’s responded out of 1200+ </li></ul><ul><li>The users felt a IT based web site would be the most effective way to communicate standards on products and services. </li></ul>
  38. 72. Image Cast Procurement/Process Documentation <ul><li>New Imaging Software procurement Finalized </li></ul><ul><ul><li>200 Initial Licenses </li></ul></ul><ul><ul><li>Image Cast Server purchased </li></ul></ul><ul><li>Outstanding: </li></ul><ul><ul><li>Process Documentation </li></ul></ul><ul><ul><li>Project Implementation projected to be 10 Days. </li></ul></ul><ul><ul><li>Ariba Process Change </li></ul></ul><ul><li>All Processes Documented in accordance with QSR standards. </li></ul><ul><ul><li>Project not yet scheduled </li></ul></ul>
  39. 74. Control Phase Objectives <ul><li>Document control plan and work with process owner for implementation Completed </li></ul><ul><li>Implement Image cast Project Completed </li></ul><ul><li>Implement Documentation Project In progress </li></ul><ul><li>Purchase Initial Inventory May 5 </li></ul><ul><li>Resolve Ariba change Completed </li></ul>
  40. 75. Six Sigma Order to Installation Project <ul><li>CONTROL PROJECT DETAILS </li></ul><ul><li>Process owner has changed 3 times since the beginning of the project. Donna Cook, Desktop Manager is the final process owner. </li></ul><ul><li>Three Items from the control plan must be implemented before the project moves into realization. </li></ul><ul><ul><li>Ordering of initial inventory </li></ul></ul><ul><ul><li>Reconfiguration of the Lab for securing inventory </li></ul></ul><ul><ul><li>Proper documentation of processes and implementation of new imaging tool that is license compliant </li></ul></ul>

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