1. CEM-515 Project Quality Management
Case Study
“Reducing IT User Downtime Using TQM”
By Niraj Goyal
GROUP# 1
Monday, October 02, 2006

2. OUTLINE
Objective
Introduction
Steps of Problem Solving
Conclusion

3. OBJECTIVE Dramatic Improvements in Customers Services
by reducingthe response time to resolve IT problems
faced by internal customers using TQM
OBJECTIVE

4. INTRODUCTION This IT case study was done during the
implementation of TQM in a financial services
company with several hundred computers in multiple
locations throughout India
INTRODUCTION

5. Steps of Problem Solving
Define the Problem
Analyze the Problem
Find the Root Cause
Generate & Test Countermeasure ideas
Check the Results
Standardize the Results
Present a quality improvement report

6. Define the Problem Reducing the response time to resolve IT problems
faced by internal customers
Problem= Customer Desire – Actual Status

7. Availability of DATA < 24 Hrs
Detailed data was available regarding the time of receipt of each call
from the customer and the time of call closure
< 30 Mins
> 2 Hrs
< 60 Mins
< 2 Hrs
< 24 Hrs
> 48 Hrs
< 48 Hrs
Information about what happened was well recorded
There was no information about what users had desired to have happen
The deviation from user desires or even the service standard promised
to users was not measured

8. Results of Defining the Problem
Changing the mindset from data
being used just as an internal record to measuring
and assuring a service standard to the user
Results of Defining the Problem
A Pareto Diagram was drawn
It indicates that two categories
< 30 mins(67%) & > 120 mins ( 27%)
It was decided to attack <30 mins category first

9. Definition of Metrics
If T30= average + 3σ of 30-mins calls closure time
T30<30 mins for a 99.7% on time performance
The past month’s data revealed:
T30=239 mins
The objective was now clearly defined:
Reduce T30 from 239 to 30 Mins

10. Dividing this task into
Phase A
reduction from 239 to 124 Mins
Phase B
reduction from 124 to less than 60 Mins

11. Step2- Phase A Analyze the Problem
The T30 calls were arranged in descending order according to actual time of closure
The most effective solution to the problem would be ending the causes of calls with a very high time of closure
Thus, T30 calls that had taken more than 130 mins were analyzed first

12. Step2-Phase A Analyze the Problem
The main problems for calls longer than 130 mins
Log in
Not aware of Change Rule
“Not aware of Change Rule” was chosen based on “ big & easy” principle

13. Step3- Phase A Find the Root Cause
In these attending to the call had not closed the call after attending to it
“Five Whys” technique was used to determine the root cause
Why had he not closed the call?
Why was he not aware that he supposed to close the call?
Why was the procedure of call closure changed and he was not informed ?
Why is there no standard operating procedure to inform employees before closing the call?

14. Step4- Phase A Generate & Test Countermeasure Ideas
Inform all the engineers
Develop a standard procedure for informing all users before making a change in procedure
The engineers were informed of the new procedure

15. Step5- Phase A Check the Results
The objective of 50%
reduction had been achieved
Dramatic drop in the T30
value from 239 to 121 mins

16. Step6- Phase A Standardize the Result
A standard operating procedure was drawn up for future reference
An X Bar control chart was introduced for routine day-to-day control

17. Step7- Phase A Present a Quality Improvement Report
Drawing up the quality improvement report was deferred to continue attempting to make further improvements

18. Phase B To Further Reduce Down Time
Reduce T30 value by 50% again
From less than 120 mins to less than 60

19. Step2- Phase B Analyze the Problem
T30 calls which took more than 30 mins to close were collated and arranged in arranged in descending order
Based upon the “big & easy” principle, the group chose to attempt the printing problem first
The printing calls were subcategorized by location & solution
7 of the 16 calls were from location 1
7 of the 16 calls had been solved by reinstalling the printer driver
Categories
Calls
Minutes
Mins/call
Log-in 39
2720 70
Printing 16
1672
104

20. Step3- Phase B Finding the Root Cause
The group brainstormed and generate 10 possible causes
A check sheet to collect data was designed
For the next two weeks, the engineers were asked to record the reason of the problem

21. Step3- Phase B Finding the Root Cause
Why was the printer going off-line?
Brainstorming produced the cause
The machine being used had 3 versions of the windows operating system 98, 2000 & XP
If a user tried to print w/o logging-in, the printer would go off-line
The next user would experience the problem

22. Step4- Phase B Generate & Test Countermeasure Ideas
Adopting a new software to not allow a user to try printing w/o logging-in
All the machines using windows 98 were identified, and the change was implemented
Applying the standard operating procedure used in phase A
Inform all users of the change before implementing it

23. Step5- Phase B Check the Results
The objective of 50%
reduction had been achieved
Dramatic drop in the T30
value from 121 to 47 mins

24. Step6- Phase B Standardize the Results
A standard procedure was developed & circulated to all regions to implement the change at all locations

25. Step7- Phase B Present a Quality Improvement Report
A quality improvement report was written & presented to the Steering Committee

26. Conclusion What cannot be measured, cannot be improved
It is important to develop customer-oriented metrics
There is value in step by step & continuous improvement