1. Just Do
It
A Lean Six Sigma
Improvement
Project
-Prashanthi Pathak
-Robin Firestone
-Annie Miller

2. 2
Project Agenda
 Project Kick off
 Define
 Measure
 Analyze
 Improve
 Control

3. 3
Define Phase
 Problem definition
 Benefits analysis
 Identification of primary and secondary metrics
 Project charter
 High level process flow map
 Identification of lean opportunities

4. 4
Problem Definition & Benefits Analysis
Primary Metric
 Just Do It (JDI) company is currently functioning at an
average uptime of 93.9% but has a few data points
below 85% and many others hovering dangerously close
to 85%
 Per each occurrence of the uptime going below 85%,
JDI faces a potential penalty of $1,000,000
 This state of affairs could mean a potential penalty
(COPQ) of $ 80 million per year

5. 5
Secondary Metric
 Just Do It requires the average number of customer
complaints to be <5%. Data shows actual customer
complaints are at an average of 0.24% of the sales volume.
 Target is to ensure that the customer complaints are no
more than the current average.
 Improving the average would be an other project in itself.

6. 6
Project Charter
Problem Description / Scope Team Members
Problem: Name Title Role Core or
Customers complain that JDI systems have been Extended
unavailable resulting in a penalty for future. Six Sigma Project
Cost of poor quality is a possible $1 million penalty per Black Belt Core
Team Manager
occurrence.
Young
Target Y1: Ensure that the uptime % of the systems at Whipcracker
VP IT Ops Sponsor Core
JDI never fall below 85%
Gap Y1: Many days below and close to 85% Vip Knowitall VP IT IT Mgt Core
Target Y2: Current no. customer complaints represent
approximately 0.24% of total average sales volume. Target Mr. Moneybags Financial Rep Finance External
is to not let it increase. Tess Talksalot Dir. Call Center Client Services External
Scope of Just Do It Process Improvement: I.T. IT
SME – IT Ops Core
Likesovertime Administrator
Ensuring that the uptime percentage of the systems never
falls below 85%
Metrics / Benefits Project Plan / Timeline ( 90 days )
Phase Start Date Due Actual Status /
Benefits (
Primary or Current to Date Complete Date (R, Y,
Metric Name Quality, Cost,
Secondary Target (Gap) Date G) (Blue =
Delivery )
NS)
Many days Define 01/19/12 2/28/12 02/21/12 Complete
Savings of ~$
Y1 = System below and close
Primary 80 million
Uptime to 85% Measure 2/21/12 5/15/12 5/1/2012 Complete
annually
Analyze 5/7/2012 6/30/12 6/21 / 2012 Complete
Y2 =
Goodwill,
Percentage
Brand value, Improve 6/21/12 7/30/12 7/29/12 Complete
Secondary customer 0.19%
Increase in
complaints per
sales volume
day Control 7/29/2012 9/30/12 09/07/2012 Complete

7. 7
Process Flow Map
1
• Request for product received
2
• Request is transmitted via the Internet
3 • System processes & filters information for vendor selection
4
• Result is transmitted via the internet
5 • Customer purchases the product on receipt of result

8. 8
Lean Opportunities
 Implementing 5S
 Sort
 All items need to be labeled, color coded, organized and stored
for ease of access
 Straighten
 No cabling or bundling of wires leading to chaos
 No labeling of wires which implies that there is no indication of
the hardware it belongs to
 Shine
 Server room & workstations need to be organized and freed of
all clutter
 Accumulation of dust leading to damage of server parts and
network jams, power & temperature fluctuations

9. 9
Lean Opportunities
 Standardize
 All procedures to be standardized including procurement
of parts, maintenance schedules and procedures of
hardware and software and maintenance of the server
room temperature
 Sustain
 Training of the staff to drive LEAN thinking and culture
throughout the organization

10. 10
Lean Opportunities
 Removal of 7 Deadly wastes
 Identification of Non Value Adding (NVA) steps in the
detailed process flow map so as to eliminate the seven deadly
wastes as applicable to the service industry

11. 11
Measure Phase
 Detailed Process Map
 Pareto Chart
 Graphical and statistical data
 Process Capability measurement and analysis
 Correlation analysis between metrics

12. 12
Current Process Flow

13. 13
Statistical & Graphical data
 The following graphs indicate the uptime % of 10 systems for
the past 90 days as well as days that the average uptime %
fell below 85%.
 These graphs provide different views of the same
information, as will be shown.

14. 14
Histogram
Percentages of uptime of less than 85 % are circled in red. The bell
curve is very wide, indicating that the data has a high variance.

15. 15
Boxplot
Boxplot of % Uptime for 10 systems
100
% Uptime for 10 systems
95
90
85
80

16. 16
Dotplot
Dotplot of % Uptime for 10 systems
81 84 87 90 93 96 99
% Uptime for 10 systems
 Out of 90 days of data, there are three data points which have
been circled, with an uptime of less than 85%.
 There are quite a few data points near the 85% mark, indicating a
high possibility of operating at less than 85% resulting in lost
revenue and subjected to possible penalties, loss of good will

17. 17
Statistical Summary
Summary for % Uptime
A nderson-Darling N ormality Test
A -Squared 1.64
P -V alue < 0.005
M ean 93.929
StDev 4.930
V ariance 24.306
Skew ness -0.385648
Kurtosis -0.696147
N 90
M inimum 80.617
1st Q uartile 90.347
M edian 93.911
3rd Q uartile 98.831
80 84 88 92 96 100
M aximum 100.000
95% C onfidence Interv al for M ean
92.897 94.962
95% C onfidence Interv al for M edian
92.640 96.069
95% C onfidence Interv al for StDev
9 5 % C onfidence Inter vals
4.300 5.778
Mean
Median
93 94 95 96

18. 18
Process Capability
Process Capability of % Uptime
LSL
P rocess D ata W ithin
LS L 85 O v erall
T arget *
USL * P otential (Within) C apability
S ample M ean 93.9293 Z.Bench 1.73
Z.LS L 1.73
S ample N 90
Z.U S L *
S tD ev (Within) 5.16056
S tD ev (O v erall) 4.93009 C pk 0.58
O v erall C apability
Z.Bench 1.81
Z.LS L 1.81
Z.U S L *
P pk 0.60
C pm *
80 84 88 92 96 100 104
O bserv ed P erformance E xp. Within P erformance E xp. O v erall P erformance
% < LS L 3.33 % < LS L 4.18 % < LS L 3.51
% > USL * % > USL * % > USL *
% T otal 3.33 % T otal 4.18 % Total 3.51
 In general a Cpk of 1.33 indicates that the sigma level of the
process is 3, and therefore stable.
 However, as shown above, the Cpk for the process in question is
0.6, indicating an unstable process.

19. 19
Correlation Between System Downtime
and Number of Complaints
Fitted Line Plot
Daily Number of Complaints = 12.39 - 0.1752 % Downtime for 10 systems
- 0.0009 % Downtime for 10 systems**2 + 0.001213 % Downtime for 10 systems**3
25 S 5.29846
R-Sq 2.4%
R-Sq(adj) 0.0%
Daily Number of Complaints
20
15
10
5
0
0 5 10 15 20
% Downtime for 10 systems

20. 20
Inference
 As indicated by the preceding graphs and charts, the
process has a high variance which implies that a closer
look at the overall process may suggest ways to create
a more consistent uptime rate.
 The correlation between number of customer
complaints to percentage of downtime is insignificant
(R Sq =0.024). This implies that the customer
complaints could be due to some other factors not
under the purview of this project.

21. 21
Analyze Phase
 Pareto Chart
 Fish Bone Analysis
 FMEA
 X Sifting
 Strategies and Recommendations

22. 22
Pareto Chart
700 120%
Pareto Chart
600 100%
500
80%
400
Cumulative Percent
60%
Occurences
300
40%
200
100 20%
- 0%
Network Fail Overload Supplier PartLack of std change proceduresRedundantpatch bad change failure
Syatem Network Delay faulty
Weather Upgrade change failure syatem failure All other
Operator error Client requested
No. of occurances 589 378 289 234 189 120 100 50 23 15 0
Cum % 30% 49% 63% 75% 84% 91% 96% 98% 99% 100% 100%
% of Total 30% 19% 15% 12% 10% 6% 5% 3% 1% 1% 0%
Time Period: 90 days

23. 23
Reading the Pareto
 The Pareto Chart shows the following top reasons for
low uptime.
-Network Failures
-System Overloads
-Network Delays
-Faulty Supplier Parts
-Weather
 These reasons cumulatively account for possibly 85% of
the occurrences of low uptime

24. 24
Fishbone Diagram
People
Measurement Material No written instructions on website for users
Supplier Faulty Parts/switches Operator Error - External
System is down
Supplier Faulty equipment
Topic Name:
Network Failure Issues:
System Uptime
Redundant System Failure No standardized training in all skill sets (list
them here) for Technicians
Client Requested Change Failure
No standard vendor management & procurement Bad Weather and power
instability
procedures
Standardization maintenance
process for IDF Closet
No standard maintenance schedules & policies Make the closet a clean room
environment to eliminate all dust
Standardization for IDT Room
Machine/Equipment Temperature
Policies/Procedures Environment

25. 25
Inferences gleaned from
fishbone/RCA
 The fishbone shows a concentration of secondary
causes under a few primary ones namely:
 Machine/Equipment
 Environment
 Policies and procedures
 The root cause (RC) for low uptime could be
overcome by working on the above factors

26. 26
FMEA
Please open the below link to view FMEA (Failure Mode
Effects Analysis) analysis
https://docs.google.com/open?id=0B_ndvlEE7EVYU3RCV
kt1VHVEX2s

27. 27
Inferences from FMEA
 As per the analysis performed and the scores allotted to
the various steps of the detailed process flow map, it has
been observed that
 There are parts of the process adding no value.
Elimination of such NVA (non value adding) steps
shall result in shorter process times, uncluttering
of server usage and in short, better uptime
 The high scorers steps in the FMEA shared the
reasons for failure which were the same as the
ones arrived at from the pareto and fishbone
analysis
 Network delay
 Maintenance schedules
 Environment

28. 28
Inferences from FMEA
 As per the analysis performed, and the scores allotted to the
various steps of the detailed process flow map, there are
parts of the process adding no value.
 Elimination of such NVA (non value adding) steps shall result
in shorter process times, uncluttering of server usage and
better uptime.
- The FMEA shows that the reasons for failure were the same
as the ones arrived at from the Pareto and Fishbone analysis:
- Network delay
- Maintenance schedules
- Environment

29. 29
X Sifting
 From the various analyses performed, it has been the
following areas have been prioritized for immediate action
 Elimination of NVA steps of the process
 Implementation of LEAN methodologies which shall
address the
 Environmental issues
 Erratic maintenance schedules
 Lack of standard policies & procedures

30. 30
Strategies and Recommendations
(Redesigning process flow)
 The six sigma team recommends the following for
better uptime:
 Elimination of NVA/Redesigning of the
process flow.
 Standardizing procedures and framing of
policies where they do not exist in order to
streamline the organizational functions and
day-to-day activities.

31. 31
New Process Flow

32. 32
 The process steps that have been demarcated with a red
dotted line comprise of NVA and have been eliminated in
the new redesigned process flow.
 Iterations and redundant steps of order placement and
payment processing have been eliminated to be replaced
by a single and more direct ordering and payment system.
 The number of steps required to achieve the goal in
the loop marked has been reduced to HALF!

33. 33
 As a result of the redesigning the process, the
following benefits can be realized:
 Shortening of process time
 Freeing up of server usage time by internal
processes (allowing more time for users to
interact with it)
 Uncluttering of the storage systems

34. 34
Strategies and Recommendations (People)
 Training for External Users:
 Complete Instructions on home page:
 Navigating the site
 Live 24-house Customer Service phone and email listed
 Training for Vendors working with JDI
 Provide vendor with complete instructions on how they use
the system when they see an order from a JDI customer
 Training for technicians/Customer Service Representatives
 Job and task shadowing both technicians and customer
service reps to see what is currently being done and said
before and AFTER training
 Create a training manual for each type of internal technician
and post on the intranet for easy access/updating.

35. 35
 Training for Internal JDI Employees:
 First, explain the changes and the cause for why they are happening
so that all employees are onboard
 Schedule and complete several live classes over the next month
encompassing the entire company. Those who cannot physically be at
these sessions can participate by conference call and additional
sessions may be necessary for those who cannot attend in person or by
phone
 Simultaneously schedule managers to receive training in the Five “S’s”
 Managers will be responsible for ensuring the timely training of their
people in “5 Ss”, understanding that their associates should begin with
the ones that focus on their area of responsibility as well as those that

36. 36
 will produce almost immediate changes. Managers will distribute hard
copy job aids and discuss them aloud with associates and post the job
aids on the intranet for quick reference/updating, check associates
for understanding before/during/after they make any changes, and
ensure they know who to contact with specific questions that the
manager may not be able to answer.
 JDI trainers will conduct periodic job shadowing and spot testing, to
ensure that all associates understand the same information and that all
training initiatives are being conducted correctly and the same way by
everyone.

37. 37
Strategies and Recommendations
( Policies/Procedures)
 Procurement
 The six sigma team recommends the following in
order to streamline the procurement process
 Designing of an SOP for the procurement process
 The SOP should take into consideration all critical
aspects of the procurement process including
 Stock levels
 Reorder levels ( based on inventory holding
costs vs. cost of running out of material)
 Maintenance of a qualified vendor list to
serve as back up in times of crisis

38. 38
 Adherence to a standard for all quality purposes
i.e. Consider a span of time when there has been
the no breakdowns in parts/equipment. The
specifications of the parts used during that span
can be used as a standards for all future
procurement purposes
 A quality assurance team (however small or big)
needs to be put in place to ensure the quality all
incoming parts/equipment
 Inviting proposals from other vendors for
materials and qualifying them (checking against

39. 39
the quality standards and having a trial procurement
from them). This would mean having multiple vendors
instead of the current unreliable single vendor system
 Machine/Equipment
 Design Requirements
 IT hardware load projections and cabinet load
densities(blade servers?)
 Electrical and HVAC redundancy options
 Fire detection and suppression systems options
 Structural requirements(ground floor, or upper
floor load issues)
 Proximity to utilities for power & cooling

40. 40
 Systems Monitoring
 Rack level monitoring
 Ambient monitoring (temperature and humidity)
 Air-conditioning monitoring
 Power(Back up and un-interruptible current
supply)
 Dust and debris removal-schedule for
maintenance
 Scheduling server maintenance in the wee hours
of morning when there is minimal possibility of
clients using the system and sending out a notice
before starting the maintenance routine

41. 41
 Ensuring that the updates for all the systems
are synchronized
 The following pictures show the effects of
implementing 5S in a server room environment

43. BEFORE AFTER

44. AFTER
BEFORE

45. AFTER
BEFORE

46. 46
Improve Phase
 A list the top variables which we believe are significantly
impacting the primary problem/s.
 Recommend Next Steps for moving into the Control
Phase to improve quality of service.

47. 47
 As shown previously, there is no significant
correlation between the primary metric and the
secondary metric.
 As a result, the improve phase shall mainly
concentrate on the qualitative aspects.

48. 48
 Training (use of website for external/internal customers and
internal employees for troubleshooting) and annual refresher
CBT courses for internal customers as well as spot checks
for correct knowledge and customer service skills.
 New Policies in regards to standards of quality and service in
vendors, equipment and parts.
 Quality Assurance Team put in place to ensure the new
process is monitored, followed, and keeps track of any new
issues.
 Machines/Equipment – systems monitoring, redundancy of
hardware, fire detectors, proximity to cooling and heating,
electrical and HVAC redundancy system, and I.T. hardware
load projections.
Refer to slides 34 – 41 for more details on the above changes

49. 49
Control Phase
 Final data analysis
 Statistical Process Controls
 Lean Controls

50. 50
Histogram of Final uptime %
Normal
40 Mean 98.98
StDev 2.470
N 90
30
Frequency
20
10
0
90 93 96 99 102 105
Final uptime %

51. 51
Histogram of % Uptime, Final uptime %
Normal
0.18 Variable
% Uptime
0.16 Final uptime %
0.14 Mean StDev N
93.93 4.930 90
98.98 2.470 90
0.12
Density
0.10
0.08
0.06
0.04
0.02
0.00
80 84 88 92 96 100 104
Data
 The red curve (after implementing six sigma) shows no percentages
of uptime of less than 85 %.
 The width of the bell curve has narrowed, indicating a much more
stable process. The standard deviation has improved by over 50%.

52. 52
Dotplot of % Uptime, Final uptime %
% Uptime
Final uptime %
81 84 87 90 93 96 99 102
Data
Each symbol represents up to 2 observations.
Two major changes can be noted between the sets of dot plots:
 There are more data points below 88% in the first dot
plot represented.
 The data points in the second dot plot represented are
more concentrated, indicating a lower variance in the
process.

53. 53
Process Capability of Final uptime %
LSL
P rocess D ata W ithin
LS L 85 Ov erall
Target *
USL * P otential (Within) C apability
S ample M ean 98.9849 Z.Bench 6.34
Z.LS L 6.34
S ample N 90
Z.U S L *
S tD ev (Within) 2.20616
S tD ev (O v erall) 2.46955 C pk 2.11
O v erall C apability
Z.Bench 5.66
Z.LS L 5.66
Z.U S L *
P pk 1.89
C pm *
87 90 93 96 99 102 105
O bserv ed P erformance E xp. Within P erformance E xp. O v erall P erformance
% < LS L 0.00 % < LS L 0.00 % < LS L 0.00
% > USL * % > USL * % > USL *
% Total 0.00 % Total 0.00 % Total 0.00
Sigma level = Cpk x 3 implies that the sigma level of the process
after implementing the changes equals 6 (previously <1.8 before
implementing changes).

54. 54
Statistical Process Control
 Monitoring the process closely so that any significant
deviation from the average would need to be
investigated immediately.
 The six sigma team recommends the usage of one of the
basic charts to keep a check on the process.
 Sample charts using the current data available has been
provided in the next couple of slides.

55. 55
Individual charts
 These charts could be used to track the uptime
percentages of individual systems on a single day.
 This would help eliminate errors on a day-to-day basis.
 A sample chart using the current data (daily system
uptime percentages over 90 days) has been provided in
the next slide.

56. 56
I Chart of Final uptime %
107.5
UCL=105.60
105.0
102.5
2
Individual Value
2
100.0 _
X=98.98
97.5
95.0
92.5 LCL=92.37
1
90.0 1
1
1 10 19 28 37 46 55 64 73 82
Observation
 The chart indicates that there are 5 points of concern (in red).
 The first set of 3 points are labelled “1”. These points exceed the 3 standard deviation
limit and need to be looked into for further action.
 The second set of two points are labelled “2”. There are more than 9 points on one side
of the mean. This indicates that average is shifting in the positive direction is being
maintained consistently at 100% uptime!

57. 57
Xbar charts
 X bar, or “the average”, can be used to understand the
pattern of averages over a week, month, etc.
 Sample charts using the current data available (weekly
averages over 3 months) have been provided in the next
slide.

58. 58
Xbar Chart of % Uptime
100 UCL=100.08
98
96
Sample Mean
_
_
94 X=93.93
92
90
88 LCL=87.78
1 2 3 4 5 6 7 8 9 10 11 12 13
Sample
Tests performed with unequal sample sizes
This chart shows that the weekly averages are within
acceptable range of the X, or average uptime. Continuous
monitoring is required to alert JDI of any deviations from
the normal.

59. 59
Lean Controls
 Apart from introducing 5S and eliminating 7 deadly
wastes, it is important to train the entire organization to
think “Lean”.
 “Kaizen”, or continuous improvement, has to be adopted by
JDI to ensure that the organization remains in step with
changing times and needs. Additional training will be
required (Change Management class) as well as formal
classes in Lean/Kaizen and after-class follow-ups to
ensure continuous improvement concepts have been
understood and put into place.

60. 60
THANK YOU