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
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 ??

Who has work that needs to get done?

Who has a process that needs improvement?
Who Doesnt !!!
How are we doing?
How do we know?
Are we making a difference?
In a Positive or a Negative Way?

Lean Six Sigma

How 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)

Incident Management
Problem Management
Change Management
Release Management
Config Management
Processes Work Flow Variation and
Time

Lean Six Sigma

What does it mean?

Incident Management
Problem Management
Change Management
Release Management
Config Management
Processes Work Flow Variation and
Time

Error

Opportunities

Lean Six Sigma

Incident Management
Problem Management
Change Management

LSS
Lean = Is to Trim rework,
waste, delays
Sigma = Is to Reduce
Variables / Deviations

Release Management
Config Management
Processes Work Flow Variation and
Time

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

DEFINE

ANALYZE

IMPROVE

MEASURE

CONTROL

Lean Six Sigma

Improvement Process DMAIC

DEFINE

MEASURE

ANALYZE

IMPROVE

CONTROL

Lean Six Sigma

DEFINE

Activities

Identify Problem
Complete Charter
Develop SIPOC Map
Gather Voice of the

Customer & Voice of the

Business
Develop CCRs & CBRs
Finalize Project Focus

Tools
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

MEASURE
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
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

ANALYZE
Propose Critical Xs
Prioritize Critical Xs
Conduct Root Cause

Analysis on Critical Xs
Validate Critical Xs
Estimate the Impact of

Each X on Y
Quantify the Opportunity
Prioritize Root Causes
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

IMPROVE
Develop Potential Solutions
Develop Evaluation Criteria &

CONTROL
Develop SOPs, Training Plan

& Process Control System

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

Implement Process

Brainstorming
Benchmarking
Solution Selection Matrix
Process Improvement

Control Charts
Standard Operating

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

Changes and Controls

Monitor & Stabilize Process
Transition Project to Process

Owner
Identify Project Replication

Opportunities
Calculate Financial Benefits

Procedures (SOPs)
Training Plan
Communication Plan
Implementation Plan
Visual Process Control
Process Control Plans
Project Commissioning
Project Replication
Plan-Do-Check-Act Cycle
Scorecards
Dashboard

Project Selection
Some things to watch for when
assessing a projects 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

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
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.

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
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

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
Answers given to customers
are correct. (90%)
Knowledgeable

Customers questions can

be answered without further research.
(80% Closure on Initial call.
Researched information is
returned quickly. < 1hour

Good
Customer
Service

Friendly

Customer is not interrupted.

Timely

General
Hard to Design To

Customer is greeted by name.

Short wait time (<2 min)

Specific
Easy to Design To

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 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
Categorizatio
n
300 Items

Select
Operational
Categorizatio
n
15 Items

Select
Support
Group
60 Groups

Close Ticket
or Assign ISR
to
appropriate
Support
Group

Lean Six Sigma

SIPOC
Supply

Client Requests
Systems Events
System Changes

Inputs

Support Center
Operations
Tier 2 and 3

Process

Incident Service

Request
Categorization

Support
Categorization

Design
Applications
(Remedy)
Configuration

Enter client
information

Document
client
request /
requirements

Perform
required
Tasks or
attempt to
resolve Issue

Outputs

Customer

Detailed Activity

Business

Reports
Service Request
Cycle Time
Accurate / Reliable
Information
Service Metric

Owners
Service Owners
Problem
Management
Management

Classify
Incident
Service
Request

Close Ticket
or Assign ISR
to
appropriate
Support
Group

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 CTQs
x = ? Problem (Which one ??)
Can it Measureable?

Lean Six Sigma Road Map

UCIT Lean Six Sigma Project
Details
Project Name: ReduceUnclassifiedServiceRequeststo<5%with90%accuracy
ImproveQualityofManagementInformation
Organization: UCIT

Date:
Deployment Manager:DaveDeleske

Project Sponsor: Simon Sharpe, David Buhler

Business Impact
Whyshouldwedothis?Inaccurateinformationbeingenteredintoourcurrentservicerequestsystemisrestrictingourabilitytomeasureand
managetechnicalissuesrelatingtoclientservices.UCITneedsacompleteunderstandingofallrequestsandissuesbeingaddressedin
astructuredandconsistentformat.
Whatisthebenefit?Theabilitytoanalyzereportandmanageincidentsandproblemswithhighprioritybasedonfrequencyandimpact.
ServiceLevelManagement,IncidentManagement,ConfigurationandProblemManagementrequireawelldefinedcategorizationschema
thatisusedandconsistent.Improvementstoworkflowandrework.
Whatisthequantifiedvalueoftheproject($$$)?
Howdoesthisprojectalignwiththebusinessstrategy?CSIforITSMandourservicedelivery.Metricsaroundservice

Opportunity or Problem Statement

What"pain"areweorcustomersexperiencing?Theinformationismissingand/orinconsistentandhaslittlevalueforsupportingmanagement
decisionmaking.ATthedata-entrypoint,itishardtouse,slowsdownwork,andisconfusing.
Whatiswrongornotworking?Incomplete,Notsearchable,Notaccurate,Adoption
Whatprocessisimpacted?RequestSubmission,EventReporting,ProblemManagement,ConfigurationManagement
ServiceLevelManagement
WhydowethinkwecangeneratethevaluepropositiondescribedinthestatementofBusinessImpact?

Lean Six Sigma Road Map

UCIT Lean Six Sigma Project
Details
Goal Statement
Specifically,whatarewegoingtodoanddeliver?
1)Define:WhatdoesisitmeantoClassifyandCategorizeUCITassets?IndentifyResources,Objectives,Requirements.RACI.SIPOC,5
Whys
2)Measure:CriteriaforhowandwhatwemanagewithinUCIT.Remedyreportsandstatistics.ThepercentageofIncidentsorService
Requestedthatarenotrepresentedaccurately.
3)Analyze:Howcanweimplementaccuratecategorizationwithoutimpactingworkload.ProcessMap,Skills,Reviewtoolsandtechnology
4)Improve:Training,Redesign,ConfigurationChanges
5)Control:ReportsandAuditofIncidentTickets,ProblemManagementFeedback
Whatareourimprovementobjectivesandtargets?Toeliminateerrorsincategorizationofworkandtheservicestheyimpact.
Howwillsuccessbemeasured?MonthlyReviewoftheCategorizationUsageReport.Audit10Ticketsfromeachsupportgrouponceevery
weekforthreemonthsAndthenevery2monthsforthe1styear
Whatspecificparameterswillbemeasured?DefineY=f(x)
Y=AccurateReporting,DecisionMaking,ProblemPrioritization
f(x)input=TrainingofSupportStaff,ProductAcceptance,
f(x)process=AccuracyofRequests,VariationinSelections,TimetoCompleteSubmission,AutomatedWorkflow

Project Scope
Whataretheboundariesoftheinitiative(startandendstepsoftheprocess)?
OperationalCategories,ProductCategories,ResolutionCategorization
Whatauthoritydowehave?TheseImprovementswilleffectConfigurationandIncidentManagement.Theyalsohaveadependencytoall
otherITSMinitiatives.TheprojectteamconsistsofboththeBusinessOwnerandServicesOwnersofeachareaimpacted.Theprojectteam
includestheownersoftheclassificationteamandthesupervisorofthefirstlinestaff.
Whatisnotwithinscope?ImprovementsorchangestoanyotherfeatureswithinRemedynotrelatedtoClassificationorCategorization.E.g.
Scripting,Templates,DecisionTreesetc

Lean Six Sigma Road Map

UCIT Lean Six Sigma Project
Details
Project Plan
Whenarewegoingtocompletethework? Whatarethemajormilestones/tollgates?
Define:CompletedbyOct1
Measure:CompletedbyNov1
Analyze:CompletedbyDec1
Improve:CompletedbyJan1
Control:InitialReportFeb1,ReviewMonthlyongoing

Team Selection
Whoaretheteammembers?Whatistheirrole?Howmuchoftheirtimewillbededicatedtotheproject?

Core Team:
IanWhitehead-IncidentManagementServiceOwner,ProjectLead
DaveDeleskeConfigurationManagementServiceOwner,BusinessAnalystLSSLead
IvanRunionsApplicationSupport

Extended Team:
CherylNealonConfigurationCoordinator
SimonSharpeBusinessOwnerITSM,Remedy

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
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
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 Sigma

How are we doing ??

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

Review
Benefits and Concerns
Benefits

Concerns