D M A I CDefine Measure Analyze Improve Control

DDefine

MMeasure

AAnalyze

IImprove

CControl

Six Sigma Project

Software Industry

Kathryn Barbe

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D M A I CDefine Measure Analyze Improve Control

Identification

Green Belt: Kerry A Lam

Black Belt Advisor: Kathryn Barbe

Other Team members: John Smith, Paul Edwards

Location: London, ON

Project Title: ABC Inc.

Champion/Management Sponsor: Kate Gilmore

Plant Manager: Ab McKay

DDefine

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D M A I CDefine Measure Analyze Improve Control

Six Sigma DMAIC Project Presentation

GB Name : PQR

ProjectTitle:

“Reduce number of outstanding Sev-III tickets for CES

support project”

Domain : Insurance

Organization : ABC Inc.Milestone Project Completion TargetDefine 12/12/2009Measure 12/27/2010Analyze 01/04/2010Improve / Design 01/13/2010Control / Verify 01/23/2010Close 01/31/2010

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D M A I CDefine Measure Analyze Improve Control

Business Case

No of Sev III open tickets at the end of the week for CES are high. It has been observed that the rate of closing existing tickets is slightly less than rate of receiving new tickets. Though till date SLAs are not impacted; but this might impact SLA and cause customer dissatisfaction. Hence, it is very important to address this issue proactively. This will help us to keep service levels in control.

DEFINE

Problem Statement

It has been observed that the rate of Open Tickets at the end of each week on an average is around 12-13.

This is happening over last few weeks and as a result of this no open tickets are piling up. Though till date SLAs are not impacted; but this piling up of tickets on a weekly basis might impact SLA in the long run anytime and may lead to customer dissatisfaction.

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D M A I CDefine Measure Analyze Improve Control

Scope In Allstate CES support project Sev III problem tickets

Scope Out Teams other than Allstate CES support project Sev I, Sev II, Sev IV and Sev V problem tickets

Customer CES support team Allstate

DEFINE

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D M A I CDefine Measure Analyze Improve Control

Big Y High number of Sev-III open tickets at the end of per week

Project YMore no of Sev III open tickets cumulative leading to risk of hitting the SLA and raising customer’s dissatisfaction

Y MeasureReducing no of Sev-III tickets per week

CTQBring down no of Sev III open tickets to <= 7 average per week

GoalReduce number of Sev III open tickets at the end of per week

DEFINE

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D M A I CDefine Measure Analyze Improve Control

VOC-CTQ

SIPOC

DEFINE

VOC – High level need Need Statement CTQ

Though till date SLAs are not impacted; but more no of Sev III open tickets cumulative are leading to risk of hitting the SLA and raising customer’s dissatisfaction. Hence this needs to be addressed proactively.

Improve the process to such an extent that the current nos of average 4 open Sev III tickets are reduced, leading to less number of open tickets piling up.

Bring down no of Sev III open tickets to <=7 average per week

SIPOC

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D M A I CDefine Measure Analyze Improve Control

Defect: Number of open Sev III tickets > 7 per week

Defect Opportunity: Each occurrence of Sev III Open tickets of

more than 7 is one opportunity of defect. There could be only one

opportunity of a defect. Hence Defect Opportunity is 1.

Data Collection: [Data source : Project Repository]

Process Capability:

MEASURE

Microsoft Excel Worksheet

Microsoft Excel Worksheet

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D M A I CDefine Measure Analyze Improve Control

Exhaustive List of Xs: • Poor response from users; this delays ticket resolution and closing process• Productivity for resolution of tickets is low• Attitude issues by team members / Lack of seriousness • Lack of system knowledge / technical knowledge • Non-availability of system documentation / repository • Poor link response / access issues / system availability

• Lack of work planning

Targeted Savings: In-tangibles: 1) Do not have financial penalties for missing SLAs but if achieved service levels are less than 70% then Allstate executive management may call a meeting with Syntel’s executive management to resolve the unsatisfactory service level. 2) Allstate is a key customer to Syntel (platinum account) and work we work in very competitive environment. Attainment of SLA will certainly result in better customer satisfaction and thus improving the business prospects.

MEASURE

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D M A I CDefine Measure Analyze Improve Control

Targeted Savings:

Tangibles: Based on the improvement plan we have done, we are targeting an improvement of around 40 hrs a month [45 mins per ticket and we are handling approx 55 tickets per month].

As per Data – Total Tickets Rcvd = 214 Opening at the start = 4 Total = 218 for 4 months Average per month = 55

MEASURE

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D M A I CDefine Measure Analyze Improve Control

Fish Bone Diagram:

Control Impact Matrix:

Pareto Chart:

ANALYZE

Fish Bone Analysis

Control Impact Matrix

Microsoft Excel Worksheet

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D M A I CDefine Measure Analyze Improve Control

Prioritized List of Xs:1. Attitude issues / lack of seriousness

2. Lack of work planning

3. Due to poor response / acknowledgement from users many tickets are kept in

open status even if the solution has been provided

4. Un-availability of best practices, guidelines, do’s and don’ts

5-Why Technique:(Here only prioritized List of Xs that are in our control is being considered.

( 3 worksheet causes within the excel document)

ANALYZE

5-Why Technique

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D M A I CDefine Measure Analyze Improve Control

Responsibility: • Implementation: Project Manager and Team• Collecting Data: Project Manager and Team• Data analysis: GB person

Implementation plan:• Improvement Phase began on Jan 30, 2010• Improvement Plan Implementation Start Date: Feb 6, 2010 • Monitor Improvement by: March 17, 2010

FMEA:

IMPROVE

FEMA

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D M A I CDefine Measure Analyze Improve Control

New SIPOC including FMEA recommendation:

After improvement data:

Improvement Phase began on Jan 30, 2010. Started implementing

the improvement plan only by Feb 6, 2010.

IMPROVE

After Improvement Data

New SIPOC

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D M A I CDefine Measure Analyze Improve Control

Data collection plan for CTQ:

Data for number of tickets is collected from Weekly reports

Data for SLAs is obtained from Monthly reports

Improvement Data collection to be continued for another month till May 31st

2010 to monitor sustenance of the improvement.

Improvement sustenance plan:

Implement all actions mentioned in ‘Recommendation Plan’

Continue to monitor project and do data analysis for next 2 months

CONTROL

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D M A I CDefine Measure Analyze Improve ControlCONTROL

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

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D M A I CDefine Measure Analyze Improve Control

DefineProblem Statement: Average number of open tickets per week for ‘CES support’ project are

around 13. This trend has been seen over last few months and as a result this no of open tickets are piling up. Though till date SLAs are not impacted; but this piling up of tickets on a weekly basis might impact SLA in the long run and lead to customer dissatisfaction.

CTQ: Bring down no of Sev III open tickets to <= 7 average per week

Goal: Reduce number of sev III open tickets at the end of per week

MeasureProcess Capability: Sigma Value 1.75

Exhaustive List of Xs: Poor response from users; this delays ticket resolution and closing process Productivity for resolution of tickets is low Attitude issues by team members / Lack of seriousness Lack of system knowledge / technical knowledge Non-availability of system documentation / repository Poor link response / access issues / system availability Lack of work planning

SUMMARY

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D M A I CDefine Measure Analyze Improve Control

Analyze Vital Few Xs: 1. Attitude issues / lack of seriousness2. Lack of work planning 3. Due to poor response / acknowledgement from users many tickets are kept in

open status even if the solution has been provided4. Un-availability of best practices, guidelines, do’s and don’ts

List of Tools used: 1. Fish Bone Diagram 2. Control Impact Matrix 3. Pareto Chart 4. 5-Why Technique 5. SIPOC6. New SIPOC7. VOC-CTQ

SUMMARY

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D M A I CDefine Measure Analyze Improve Control

Control

Process Capability: Sigma Value 6.00

Net Savings: $ 9600 p.a.

SUMMARY