tqm 6 sigma temp let

7/30/2019 tqm 6 sigma temp let

1/14

SIX SIGMA

Six sigma project for waiting time on transaction window of allied bank

HAFIZ ABDUL REHMAN

FAISAL

IFAT BATOOL

JUNAID ARSHAD

ISRA NAQVI ([email protected])

Due date:10/1/2013
mailto:[email protected]:[email protected]:[email protected]:[email protected]


2/14

PRAETOR DIAGRAM:

ROADMAPS

NO.OF customers

spend more than 15

minutes

Cumulative

Amount

Cumulative

Percentage

Monday 10 10 13%

Tuesday 13 23 30%

Wednesday 18 41 54%

Thursday 17 58 76%

Friday 18 76 100%

76

NO.OF customers spend more th 18 18 17 13 10

Percent 23.7 23.7 22.4 17.1 13.2

Cum % 23.7 47.4 69.7 86.8 100.0

ROADMAPS

m

onda

y

tuesda

y

th

ursday

wed

nesday

frid

ay

80

70

60

50

40

30

20

10

0

100

80

60

40

20

0NO.OFcustomersspend

moreth

Percent

Pareto Chart of ROADMAPS


3/14

CRITICAL TO QUALITY:

DEVELOP PROJECT AND TEAM CHARTER:

The business case: the project is worth for saving time of customers as well as for the

organization and to maintain the goodwill and reputation of the organization. The present needs

of that project are to know about the causes and their affects upon the entire firm and we know

where improvement is required.

Project formulation:our project is based on the waiting time of customers on the transactionwindow of Allied bank. Mostly customers take 40 minutes on window due to the fact that theinformation window and transaction window is same.

Project scope: the scope of theproject is how to reduce the waiting time of the customers as

they can easily get the information and transactions.

Team members including role: isra naqvi, hafiz abdul rehman, junaid arshad, faisal and iffat

batool

Project plan: data collection, prepare histogram, praetor diagram, project charter,deliverables,SIPOC analysis, process flow chart

Project tollgates: critical to quality explain the critical to customer, process and their

compliance

Critical to customers Critical to process Critical to compliance

Behaviour of customers

Worth of time of customersLarge number of substitutes

for customers to move on

Timely service

AdministrationsFacilities

structure

Competitive advantage

BenchmarkStandards


4/14

DELIVERABLES:

Define Measure Analyse Improve Control

Project charter

Flow chartBase line study

Identification of

y

Identification of

possible x:sCause & effect

diagram

praetor diagram

Quality function

deployment

Hopefully to be

made bycompany

Planned control

chartsReflection &

discussions

PROJECT CHARTER:

Business unit Bank Product/servicefamily

MBA

Name Telephone number/e-

mail

Sponsor

&process

owner

Farrukh iqbal Site or location Allied bank

limited

Project start

date

19-12-2012 Project target

completion date

Elements Description Charter

1.process impacted Reduce the waiting time

on transaction window

Customers

2.benefits for internal

/external customers

The most important

requirements for Bank to

maintain goodwill and

reputation to sustained

the competitive

advantage because the

bank falls in A+ ranking

Internal ---- bank

External---- customers

3.business case:

benefits to business

The project is worth for

saving the time ofcustomers as well as for

the organization and to

maintain the goodwill

and reputation of the

organization.

The present needs of that

project.Causes and their affects

upon the entire firm.

Improvements are

required.

4.purpose/problem

statement

The waiting time of

customers on transaction

Competitive pressure


5/14

CAUSE AND EFFECT DIAGRAM:

Waiting time on transaction/

Informational window

window and how we

improve it

5.project scope The scope of theproject

is how to reduce the

waiting time on the

window and provide theconvenient way to

customers to get their

transactions and

information easily.

Bank

6.team member List of team members Isra naqvi, Hafiz abdul

rehman, Ifat batool,

Faisal and Junaid arshad

7.goals Baseline, goal for the

project, target for

improvement

Actual

value

goals Best

case

goal

Measurement Machine Material

ManagementMethodMan

Process

Man power

Material

Monitoring

Coordinating

Training

One window

for

information/

transaction

Behaviour

Habitual

skilled

Computer

Software

Cheques

Deposit slip

Mid hold slip


6/14

IDENTIFY Y OR YS TO BE IMPROVED:

Y =waiting time of customers

Control

Input waiting time of customers on window

Noise

Control factors:

Combine windows for information and transaction Work load

Noise factors:

Patience level of customers Behaviour of employee competitive pressure

Process for reducing

waiting time


7/14

SIPOC ANALYSIS:

suppliers inputs processes output customersAdvertisements

Promotions

Placements

Loyal customers

Employees

attitude and

behaviour

Waiting time

period from

entry door to

transaction

window

Transaction

Information

Existing

customers

New

customers

PROCESS FLOW CHART

Existing process flow chart

Entry to door

Proposed process flow chart

Entry to door

Information

window

Transaction

window

Window for information and

transaction

Process

complete

Process

complete

Process

complete


8/14

DPMO:

Roadmap Total no of

customers

Customers who spend more than

15 minutes

DPMO

Monday

Tuesday

Wednesday

Thursday

Friday

30

30

30

30

30

10

13

18

17

18

333333.34

433333.34

600000

566667

600000

total 150 76 2533333.68

Average of

DPMO 506666.736

DPMO converted into SIX SIGMA

We converted DPMO into six sigma. And the value comes after converting it is 1.6.


9/14

CONTROL CHARTS

I chart for Monday

28252219161310741

40

30

20

10

0

Observation

IndividualValue

_X=14.03

UC L=21.09

LCL=6.97

28252219161310741

20

15

10

5

0

Observation

MovingRange

__MR=2.66

UC L=8.68

LCL=0

1

1

1

1

1

11

11111111

1

1

1

I-MR Chart of waiting minutes


10/14

I chart for Tuesday

28252219161310741

40

30

20

10

0

Observation

IndividualValue

_X=15

UC L=29.03

LCL=0.97

28252219161310741

30

20

10

0

Observation

MovingRange

__MR=5.28

UC L=17.24

LCL=0

1

1

1

1



11/14

I chart for Wednesday

28252219161310741

40

30

20

10

0

Observation

IndividualValue

_X=16.6

UC L=26.41

LCL=6.79

28252219161310741

20

15

10

5

0

Observation

MovingRange

__MR=3.69

UC L=12.06

LCL=0

1

1

1

1

1

1

11111111

1



12/14

I chart Thursday

28252219161310741

40

30

20

10

0

Observation

IndividualValue

_X=19.47

UC L=30.29

LCL=8.64

28252219161310741

15

10

5

0

Observation

MovingRange

__MR=4.07

UC L=13.29

LCL=0

11

1

11

11

1111111



13/14

I charts for Friday

28252219161310741

40

30

20

10

0

Observation

IndividualValue

_X=17.8

UC L=29.63

LCL=5.97

28252219161310741

16

12

8

4

0

Observation

MovingRange

__MR=4.45

UC L=14.53

LCL=0

111

1

11

111

1

1

1



14/14

C chart

54321

30

25

20

15

10

5

0

Sample

SampleCount

_C=15.2

UCL=26.90

LCL=3.50

C Chart of no of defects

Note:

Our data and bar charts all are in excel sheet 1, 2 and 3.

Documents

tqm 6 sigma temp let