1. LA TROBE Cash supply and Repair ATM problem ATM OPERATION IMPROVEMENT
University
ATM OPERATION IMPROVEMENT
Cash supply and
Repair ATM problem
1. Nguyễn Minh Tú (Team leader)
ID:
2. Hồ Sỹ Hải
ID:
3. Nguyễn Minh Hà
ID:
4. Lê Vân Hương
ID:
5. Nguyễn Bảo Khanh
ID:
6. Nguyễn Viết Sao
ID:
7. Đỗ Thị Thu Thủy
ID:
8. Đào Kim Hải
ID:
9. Lê Thu Trang
ID:
Cohort 18

2. AGENDA
Define
Mesure
Analyze
Improve
Control

3. LEAN SIX SIGMA – DMAIC METHOD
DEFINE
Define Opportunity D M A I C

4. SUMMARY GOAL STATEMENT
BUSINESS CASE
Techcombank is Vietnam Technological and Commercial Joint- stock Bank
The Techcombank’s strategy is: "Become the number one bank”.
According to orient /directional of Net developing center, Techcombank ATMs will expand the number of ATMs installed in all city and improve the quality of ATM services.
This research will focused on the reduction of the downtime of ATM and the cash out.
Analysis of processing time to repair and supply money.
b) Calculation the loss of Techcombank when ATM’s breakdown.
Current Sigma level is 3.5
GOAL STATEMENT
Target: Increase the Up-time rate from 95.5% in 2009 to 97% in 2010

5. ATM breakdown TYPE OF DEFECTS DEFINE WHEN ATM’s BREAK-DOWN Network
Card Reader
Pin pad
Dispenser
Network
Power
ATM
breakdown
Out of cash
ATM Supply money Process
Repair ATM’s problem Process
Uptime rate of 6 last month of 2009
95.5%
Supporting time of
Vendor is long
2-3 days Pending supply the broken equipments
Responding time of
Branch for confirmation
to provide the
money is long

6. LEAN SIX SIGMA – DMAIC METHOD
MEASURE
Measure Performance D M A I C

7. DATA COLLECTION PLAN USING THE 5W- 1H METHOD
WHAT:
What type of data will be collected? What equipment are you going to use?
Data on E2E time for supplying money and repairing the ATM’s breakdown by using forms designed by project team.
WHY:
Why are we collecting this data? What will the data tell us?
This data helps us evaluate the effectiveness of the performance
WHO:
Who is going to be doing the measuring?
3 ATM Operation team of Sales & Development Division.
IT officer
WHEN:
When will the data be collected?
May and June
WHERE:
Where will the data be obtained? Is it out of SAP, or is it available somewhere else. Identify where.
Log on system.
Record File by operational team
HOW MUCH:
What volume of data will be collected?
The sample to collect must be at least 30 samples/type of defect;
Total of samples : 150~200 samples.
HOW:
The method to collect data
The ATM Operational Team measured actual time on processing and combine the data collected on IT system for accurate figures

8. LEAN SIX SIGMA – DMAIC METHOD
ANALYZE
Analyze Opportunity D M A I C

9. ATM Operation Management Dept. 4 Branch provide the money to ATM Team
ANALYZE THE ACTUAL ATM OPERATION MANAGEMENT PROCESS
ATM Operation Management Process include 2 activities:
Repair ATM’s problem Process
Supply money Process( Arrange the money, supply money)
ATM Operation Management Dept.
IT Center
4 Branch provide the money to ATM Team
Vendor/ Suppliers (NCC)

10. Sigma Quality Level - Defects Per Million Opportunities (DPMO)
Tally for Discrete Variables: DEFECT/OK
DEFECT/OK Count CumCnt Percent CumPct
DEFECT OK N=
DPMO = Defect percent * / 1
= * = 7600
DPMO
Sigma Level
-3.4
158655
2.5
999997
-3.0
66807
3.0
999968
-2.5
22750
3.5
999767
-2.0
6210
4.0
998650
-1.5
1350
4.5
993790
-1.0
233
5.0
977250
-0.5 32
5.5
933193
0.0
3.40
6.0
841345
0.5
0.29
6.5
691462
1.0
0.02
7.0
500000
1.5
0.00
7.5
308538
2.0
8.0
Sigma level = 3.5

11. CAUSE AND EFFECT DIAGRAM OF CASH-OUT

12. COUNT OF DEFECTS AND TASK TIME FOR REPAIR OF EACH ATM TYPE

13. DEFECTS - FMEA

14. PARETO - DEFECT TYPES 2010 AVERAGE % Disconnect 77% Card reader 19%
Close 3%
Dispenser 1%

15. LEAN SIX SIGMA – DMAIC METHOD
IMPROVE
Improve Opportunity D M A I C

16. CAUSES - SOLUTIONS No. Causes Solutions 1
Decentralize the cash supply to 5 Super Branch
Extend the operation team 2
The priority of Branch for the supplying money
Proposal to increase the reserve for supplying money of Branch 3
Supporting time of Vendors/suppliers is long
Discuss carefully with suppliers about contract terms 4
The location and design of ATM cabin
Install the ATM with conveniences 5
Substitution of Equipments
Proposal to buy the reserve

17. PROCESS BEFORE - AFTER
Cut steps non value
- added

18. PROCESS BEFORE - AFTER

19. PROCESS BEFORE - AFTER
BEFORE
Cut steps non value
- added

20. PROCESS BEFORE - AFTER
AFTER

21. LEAN SIX SIGMA – DMAIC METHOD
CONTROL
Control results D M A I C

22. Decentralisation – New process
- Remove at least 3 steps from the process
- Decrease task time to supply money by 29% (about 55 minutes/day)
- Improve the total average time by up to 71%
29%

23. ATM Service Availability Performance (%) December – February Avg.
Uptime compare between Jun – December
Period
ATM Service Availability Performance (%)
Jun – Nov Avg.
December – February Avg.
Year 2009
95.1
97.1
Year 2010
96.7
97.3
Uptime rate of 2010
97%

24. VND 111,282,660/YEAR Intangible benefit Tangible benefit FTE saved:
BENEFITS AFTER IMPROVMENT
Intangible benefit
- Increase customer satisfaction, the ATM always be ready to all customer services
- Improve efficiency of the ATM Operational management Process
- Reduce additional idle time on breakdown ATM
- Team member be able to learn more about Six Sigma
- Increase teamwork among team members
Tangible benefit
Revenue Achieved
Total fees 97% uptime – Total fees 95.5% uptime = Achieved fees
VND 2,472,948 – VND 2,361,665,340 = VND 111,282,660/YEAR
OR VND 9,273,555/MONTH
FTE saved:
(55*24) / (60*8*24) = 0.1 FTE per month
VND 111,282,660/YEAR

25. CONCLUSION

26. REFERENCE LIST

27. THANK YOU