This Six Sigma project aimed to reduce the number of outstanding Severity III tickets for an insurance support project. The project defined the problem as an average of 12-13 open tickets per week, risking impact on service level agreements. The critical-to-quality metric was to reduce open tickets to <=7 on average per week. Analysis identified key causes like attitude issues and lack of work planning. Improvement actions were implemented and data collection continued to monitor the sustained reduction in open tickets and increased process capability from 1.75 sigma to 6 sigma, resulting in estimated annual savings of $9,600.

1. Six Sigma Project Software Industry Kathryn Barbe

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