MIS Research Paper presentation

8/7/2019 MIS Research Paper presentation

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BUSINESS PROCESS RE-ENGINEERING ININFORMATION TECHNOLOGY THROUGH

DMADOV (LEAN SIX SIGMA)

By : Group 8GovindGarg 2010H149242PJigyasu Bhatnagar 2010H249243PAnkur Banerjee 2010H149244PAnish Aravindakshan 2010H149245PTina Mathew 2010H149246P


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If we cant express what we know in the form of numbers,we really dont know much about it.

If we dont know much about it, we cant control it.

If we cant control it, we are at the mercy of chance.Mikel J. Harry Mikel J. Harry President & CEO President & CEO Six Sigma Academy, Inc Six Sigma Academy, Inc ..

...will bring GE to a whole new level of quality in a fraction of the

time it would have taken to climb the learning curve on our own.

John F. Welch, Jr.John F. Welch, Jr.1995 GE Annual Report 1995 GE Annual Report

Six Sigma Quotes

Completely Satisfying Customer Needs Profitably

Positively impact customers by improving processes, products and services


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In troductio n

6 W = Management Philosophy W = Process Capability W = Standard Deviation

View processes/measures completelyfrom a customer pointof view

Continual improvement

Integration of qualityand daily work

Completely satisfyingcustomer needsprofitably

A statistical measure of aprocesss ability to meetcustomer requirements(CTQs)

Process Sigma Z ST = 6;equates to 3.4 Defects Per Million Opportunities

The Greek symbolsigma which meansstandard deviation. It isa measure of variation

1. 3.2.


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M ultiple Facets of Six Sigma

WSigma is a letter inthe Greek Alphabet

Metric

Benchmark

Tool

Commitment

A metric that demonstrates qualitylevels at 99.999 67% performance for products and processes

A benchmark for product andprocess capability on a quality basis

A practical application of statisticaltools to help measure, analyze,improve, and control the processes

A commitment to customers to offer the highest quality, lowest cost products

Optimizing Process Performance


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TCS -GE Confidential

P roblem Stateme n t

O rga n izatio n s followed quality pri n ciples forimprovi n g O rga n izatio n efficie n cy.

But it did n t take care of improvi n g the speed aswell with Quality.

Eve n with Quality they we n t for a Six Sigmadesig n which catered to improveme n ts from the

existi n g process but did n t go for optimizatio n .


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Customer What does my customer need from our process?

How is our process

performancefrom thecustomer perspective?

How does my

customer measure my process?

How would my customer likefor our processto perform?

What can wedo better?

How does my

customer view my process?

K n ow Your Customer


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Before a Six Sigma Project can begin, the V

oice of the Customer must be translated into the Technical Requirement - CTQ.

y 99% of times the schedules should be adhered to.y A call-taker must answer 95 % of all incoming calls

(Telephone promptness)

Technical Requirement

CTQ/System of CTQs

Translationprocess( VoCs toCTQs or Critical toQualityrequirements)

y Renovated Code must reach at specified timey Call-takers must be available to answer calls

Consumer Cue

Translate the customer/consumer cue into Critical to Qualityrequirements (dimensions/ parameters that need to bemeasured and/or controlled)

y Schedule Adherencey Answer rate ( % of incoming calls answered)

V oC to CTQ


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CTQ Flowdow n

Voice Of The Employee

Voice Of The Customer

Voice Of The Shareholder

Business B ig Ys

Process YsYYYY

Project Y

X1X2 X3

Any parameters thatinfluence the Y

Key project metric definedfrom the customer perspective

Key output metrics thatsummarize processperformance

Key output metrics that arealigned with the strategicgoals/objectives of thebusiness. B ig Ys provide adirect measure of businessperformance

B igger Ys

Deliver Services and Qualitymeeting GE needse-GDC

First Time RightTime To ResolutionJob monitoring

# of resources meeting theskills/Total # of people

# of hardware software resourcesmeeting reqt/total # of reqt of hardware software

# of projects withdocumentation/Total # of maintenance & productionproject

# of accepted C Vs/Total # of C Vs

U nderstanding Key Terms


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Project InitiationDefine

1. Is there a customer impact? Y/N

2. Is data available or easily to generate? Y/N

3. Do you know the BIG BUSINESS Y? Y/N

4. Is the customer willing to provide resources? Y/N

5. Can the project be done in 2-4 months? Y/N6. Is the project translatable to other Customers / Processes? Y/N

7. Is the project scope within control of the Project Team? Y/N

8. Is there a benefit to stakeholders? Y/N

9. Is there a readily available measurement system or process in place? Y/N


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Charter ExampleDefine

Business Case (Including High Level Benefit Analysis)

Specific Problem Statement

Specific Goal Statement

Goal statement should start with verbslike Design, Implement, Establish, Install,develop, digitise, automate etc

Current process for Seepz gate pass requests requ ires assoc iates to send ema il toTCS Seepz Adm in department. Adm in department rece i es c lose to 120 ema ils per day for pass requests. The request vo lume further increases in the event newassoc iates report ing at Seepz. Process ing of these requests in the current way isextreme ly manua l in nature and prone to errors. Once a request is made, the on lyway to track the status is to make a phone ca ll to Adm in department. Cons ider ing thebusy schedu le for Adm in, it is not poss ible for them to attend a ll such ca lls.

This improvement project is a imed at def ining and imp lement ing a structured processfor Seepz pass generat ion. Annua lly, the current process invo lves c lose to 100person days effort for TCS assoc iates and 110 person days for Adm in department.

There is a c lear opportun ity to reduce the effort spent by Adm in dept and TCSassoc iates on th is act ivity. The improvements w ill a lso resu lt in

A) Reduct ion of Manua l work by Adm in epartmentB) E liminat ion of ema ils and phone ca lls for Seepz pass

requestsC) Accurate status updates

) E liminat ion of paper reg ister entry for report ing andtrack ing

E) Improved product ivityF) Emp loyee sat isfact ion

es ign a process for process ing SEEPZ pass requests by 31stOctober 2004

Current process for Seepz pass requests resu lts in 120 ema ils per day go ing to TCS Seepz Adm in department. Adm in dept mon itors ema ils at interva ls of 5 to 10mins and requests for passes in Seepz E I software. They rece ive more than 70 fo llow up ca lls per day resu lting in loss of product ive t ime for both Adm in andrequestor. On an average, 4 pass requests are m issed per day lead ing to wa it t ime of 25 m inutes per m issed request. The process be ing manua l in nature isprone to errors and a lso does not prov ide any intermed iate status updates to the requestor.


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Cus tomer Need sM easure

Customer Research method

Data Collection Plan

A ttached below i s an example of a S u rvey form us ed for Six Sigma deployment program.

S u rvey s can al s o be ho s ted online us ing S u pport C entral or any other knowledgemanagement tool

S u rvey

Survey Example


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Graphical display of data collected

D ata D i s play Analyze

1081

484576 607 547

887

645870

0200400600800

10001200

#of Defects

Aug '0

3

Sept'0

3

Oct'0

3

Nov'0

3

Dec'0

3

Jan'0

4

Feb'0

4

Mar'

04

Months

Month Wise Defect Entry Trend

n h rt

0

3

4

3 3 3

We e m er

o. Of nits of 86

Ser e


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Proce ss Val u e Link ExampleAnalyze

% %

%

Val e A e e Mn

Val e na l n eM n

n Val e A e eM n


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H igh Level D e s ign Element sAnalyze

Proce ss Map/Layo u t D iagram


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D evelop D e s ign C oncept sAnalyze

Alternate Design Concepts & Selection of Best Possible Design

C riteria Ba s ed Matrix

Ti t i l t ff ti L t I tr i B t l it To t l5 5 3 5 4

1 To to r r opy ocumen t nd p rin ted o ft cop ies in filing cab ine t

and ma in ta in a ca ta logue sys tem to

r e tri eve t em To s to r e a r d cop ies in filing cab ine tand so ft cop ies in a sha r ed ne t o r

d rive

4 1 1 5 4 69

3 To use ileNe t as the and scan a ll ha r d documen ts on the ir en tr y to bus iness ; to up load so ft documen ts

d ir ec tly on to ileNe t

5 4 3 5 82

Th e t l ti i h i h li h t ed i l e


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D evelop D e s ign C oncept sDesign

Alternate Technology Concepts & Selection of Best Possible Technology

T echnology Vi s ioning OPTIONS

Using .Net / ASP

Database : M S-Access

Scalable ArchitectureExpertise not easily available.Problems while installing the

IIS server required theremay be licensing Issuesfor development.4) No support for IIS at Tools.Will give problems duringmigration.

Using .Java beans/Servlet/JSP MV CArchitectureDatabase : M S-Access

Scalable ArchitectureSeparates Business logicfrom the PresentationLayer hence easyto maintain.Database will have to be migrated towhatever database is being used by the Toolsgroup. Initially Deployment will be done inAccess as it is easily available and expertiselocally Available.Expertise easily available within the group.

Using JSP to JSPArchitectureDatabase : M S-Access

Not a Scalable ArchitectureDifficult to maintain.Database will have to bemigrated to whatever

database is being usedby the Tools group.

Initially Deploymentwill be done in Access as

it is easily available andexpertise locally Available.4) Expertise easily availablewithin the group

SelectedOption


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Variation So u rce sOptimize

OL committed in contract

Contractual /RegulatoryContractual /

Regulatory

Decrease inOffshoreLeverage

Decrease inOffshoreLeverage

Business FocusBusiness Focus Project sizeProject sizeShort duration projects

Onshore / Offshore rotation

Project typeProject type

M ission critical applications

Product Deployment

Small Team size

Offshore Leverage target in business

RFP Stating HC Onsite / Offshore

Legal requirement

Business AnalystInfra Desktop Support

Instable Applications

I s hikawa D iagram

Y = f(x1, x2..) : Key Inp u t (X) Factor s Impacting O u tpu t (Y)


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Baseline Process Capability Verify

Baseline Process Capability Calculations

u ber f nits Processe d = 2 0

Total u ber f Defects Ma de (Inclu de Defects Ma de And ater Fixe d) D=

u ber f Defect pportunities Per nit =

S olve For Defects Per Million pportunities

ook p Process S ig a In Abridg e d S ig a Con version Table Sh ort Ter S ig a= 2.on g Ter S ig a= 1.

Xbar 16. 0

S 1 .09Critical Assumption

ong Term SigmaUSL 12 Delete if no USLLSL Delete if no LSL

sigma -2.42sigma Short Term-3.92sigma ong Term

Use DP M O if data is discrete

OR Use Area method if data is continuous

ix Sigma Calculator

Note: In case of all defects & zero defects only mention the yield


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Value Stream Before and After Verify

Cost

Defects

Lead time

Waste

Bug Fix TimeBefore

After

Usersfeedback

LocatingXml inOutbox

LocatingXml namevia CaseId

Replication of issue in

production

Bug fixmade

Responsegiven inCase

Case ClosedCaseLoggedin

SupportCentral

Bug Fix time

Work Time (value enabling)

Wait Time (non value add)

Min. 15 35 105 40 5 15

= Total 337 Min.

= Total 215 Min.

DebuggingXml indevelopment

Min. 20 32 25 45 100 45 40 15 15

Work Time (value add)

CaseLogged

inSupportCentral

DebuggingXml in

development

Locating

Xml inOutbox

Response

given inCase

Case

Closed

Bug Fixmade

Same workcompletedin lesstime !!

Productivity 122 Min. productive time saved

Customer satisfaction U ser gets the Case solved within targeted time

Profit Decrease in time and Cost for U sers Case and less effort inmonitoring SCMailAgent.exe

Accuracy L ess intervention reduces human errors


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Verify H andover and C los e Project

Handover and Project closure:

Prepare documentation and communication plan

Draw a Deployment flowchart to ease understanding of various stakeholders about the newprocess

Conduct demos about the new application/process if required and incorporate the feedback

Support the new application/process for some period of time till the process owners arecomfortable

Look out for translation opportunities


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DefineBusiness Case: Users can log Cases to Support Centralvia Emails which are processed by two different exes.Thenumber of emails that is processed in one day alone is

8000.The resolution of Cases logged by e-mail,workflow,dataform,offline tool took two days. Therewere delays in response to customers regarding Caseresolution. Continous manual monitoring of Case e-mailagent was required which consumed three hours a day.The project was aimed to optimize the debugging andmonitoring procedure of Case E-mail agent.Problem Statement: Support Central gets around 8000cases a day .The process of locating the xml that is notprocessed results in a delay of response to the customer regarding case solution.Goal: To reduce the time taken to solve Cases logged viae-mail to SupportCentral by 75

GE Corp:Improving Case E-mail Agent of Support Central

Analyze :-

Measure

ImproveRestructuring of ScMailAgent.exe so that there is log for every Xml, error handling and alert mails for specific failures.

Reduced NVA and Wast e s from As-Is Pro ce ss through L e anAnalysis and thereby saving 122 Mins of Pro duc tiv e Tim e .

C ontrol Impa c t MatrixC ontrol Impa c t Matrix

CTQ: Efficient Resolution of Cases for Customers

Project Y Metric: Time taken to solve a Case

Target: To solve Cases within 25 of Customer set slaTolerance: 0 hr

Defect Definition: When time spent to solve Casesexceed 25 of Customer set Sla.

C ontrolH igh Medium L ow

InControl

Timetaken tolocate theXml file

Maintenance of Outlook emailInbox

Back up of data files

Out of Control

OutlookExchangeServer problems

Connectivity tofiler

Systemdown time

C O N T R O L

IMPACT

Statistic Before After

Z st (Short termSigma)

0. 2 3.34

Z lt ( L ong Term,Sigma)

-0.68 1.84

Annual Gross Benefits $ 76 ,140.2


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Conclusions

Both the Lean and Six Sigma methodologieshave proven that it is possible to achievedramatic improvements in cost, quality, andtime by focusing on process performance.

Adding Lean to Six Sigma methodology willcreate more value to any process by not justfocusing on process improvements but alsocater to increased speed and reduced waste.


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References

.

Teach Basic DMAIC Principles and Quality Improvement Tools. New York:McGraw-Hill,

George, Michael, Dave Rowlands and Bill Kastle. What is Lean Six Sigma.

New York: McGraw- Hill, 2003.George, Michael. Lean Sigma for Service. New York: McGraw-Hill, 2003.

Pande, Peter, Robert Neuman and Roland Cavagh. The Six Sigma Way.New York: McGraw-Hill,

2000.

Yang, Kai. Design for Six Sigma for Service. New York: McGraw-Hill, 2005 .


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