1. UCIT Lean Six Sigma Initiative
Presented by
Dave Deleske

2. Agenda Discuss Objectives LSS Overview ITIL and LSS DMAIC Tool Set
Review Project Selection Criteria
Review Define Phase and Tools
Problem Statements and Business Case
Review Benefits and Concerns'

3. Objectives Start on time and stay on schedule
Encourage support of LSS through understanding and open communication
Provide a foundation and tool set for measureable Improvements of Service for the University

4. Lean Six Sigma … yet another “flavor of the day” ??
Who has work that needs to get done? Who has a process that needs improvement? Who Doesn’t !!! How are we doing? How do we know? Are we making a difference? In a Positive or a Negative Way?

5. Lean Six Sigma How does it Relate to Service Delivery?
Incident Management
Project Management
Change Management
Application Development
Config Management
Server Deployment
Any Process

6. Lean Six Sigma Improvement to Processes (ITIL Included)
Incident Management
Problem Management
Change Management
Release Management
Config Management
Processes – Work Flow Variation and Time

7. Lean Six Sigma What does it mean?
Incident Management
Problem Management
Change Management
Release Management
Config Management
Processes – Work Flow Variation and Time
Error Opportunities

8. Lean Six Sigma Incident Management LSS
Lean = Is to “Trim” rework, waste, delays
Sigma = Is to Reduce Variables / Deviations
Problem Management
Change Management
Release Management
Config Management
Processes – Work Flow Variation and Time

9. Lean Six Sigma
ITSM is a framework for helping IT organizations become more adaptive, flexible, cost-effective, and service oriented
How it manages its processes, technology assets, vendors and deploys personnel, to how IT staff view their organizational roles.
One of the primary goals of ITSM is to successfully align the delivery of IT services with needs of the business.
Six Sigma = seeks to identify and remove the causes of defects and errors in manufacturing and business processes. Metrics
Project management is the discipline of planning, organizing and managing resources to bring about the successful completion of specific project goals and objectives.
Business analysis is the set of tasks, knowledge, and techniques required to identify business needs and determine solutions to business problems.

10. Lean Six Sigma Current Improvement Model
ANALYZE
CONTROL
DEFINE
MEASURE

11. Lean Six Sigma Improvement Process DMAIC
CONTROL
DEFINE
MEASURE
ANALYZE
IMPROVE

12. Lean Six Sigma Activities Tools DEFINE MEASURE ANALYZE IMPROVE CONTROL
Identify Problem
Complete Charter
Develop SIPOC Map
Gather Voice of the Customer & Voice of the Business
Develop CCR’s & CBR’s
Finalize Project Focus
Identify Key Input, Process and Output Metrics
Develop Operational Definitions
Develop Data Collection Plan
Validate Measurement System
Collect Baseline Data
Determine Process Performance/Capability
Validate Business Opportunity
Map Business Process
Map Value Stream
Propose Critical X’s
Prioritize Critical X’s
Conduct Root Cause Analysis on Critical X’s
Validate Critical X’s
Estimate the Impact of Each X on Y
Quantify the Opportunity
Prioritize Root Causes
Develop Potential Solutions
Develop Evaluation Criteria & Select Best Solutions
Evaluate Solution for Risk
Optimize Solution
Develop ‘To-Be’ Process Map(s) and High-Level Implementation Plan
Develop Pilot Plan & Pilot Solution
Develop SOP’s, Training Plan & Process Control System
Implement Process Changes and Controls
Monitor & Stabilize Process
Transition Project to Process Owner
Identify Project Replication Opportunities
Calculate Financial Benefits
Pareto Charts
Affinitization
C&E Matrix
C&E/Fishbone Diagrams
Brainstorming
Detailed ‘As-Is’ Process Maps
Basic Statistical Tools
Non Value-Added Analysis
Confidence Intervals
Hypothesis Testing
Non-Parametrics
FMEA
Box Plots
Interaction Plots
Multi-Vari Charts
Logistic Regression
One-way and Two-way ANOVA
ANOM
Box-Cox transformation
QFD-2
Scorecards
Excel Analysis Tools
Tools
SIPOC Map
Operational Definitions
Data Collection Plan
Statistical Sampling
Measurement System Analysis (MSA), Gage R&R
Constraint Identification
Setup Reduction
Work Control Systems
Kaizen
Control Charts
Process Capability, Cp & Cpk
Value Stream Map
Non-Value Added Analysis
QFD -1
Pareto Charts
Project Selection Tools
Project Management
Various Financial Analysis
Charter Form
Stakeholder Analysis
Communication Plan
SIPOC Map
High-Level Process Map
VOC and Kano Analysis
Quality Function Deployment (QFD)
RACI Charts
Thought Process Map
Brainstorming
Benchmarking
Solution Selection Matrix
Process Improvement Techniques
Process Balancing
Process Flow Improvement
Queuing Theory
Design of Experiments (DOE)
Replenishment Pull
Poka-Yoke
FMEA
‘To-Be’ Process Maps
Piloting and Simulation
Response Surface Methodology
QFD – 3
Crystal ball Simulation
Scorecards Gap Analysis
Control Charts
Standard Operating Procedures (SOP’s)
Training Plan
Communication Plan
Implementation Plan
Visual Process Control
Process Control Plans
Project Commissioning
Project Replication
Plan-Do-Check-Act Cycle
Scorecards
Dashboard

13. Project Selection
Some things to watch for when assessing a project’s suitability for DMAIC:
• Is data available or easy to obtain?
• Does leadership support exist for improving this process?
• Is DMAIC really needed or is this a “just do it”: a problem with a known solution that should just be implemented?
• Is the team trying to boil the ocean or is the scope reasonable for chartering as a DMAIC project?
• Is the process directly related to a key outcome such as profitability, customer satisfaction, or employee satisfaction?

14. Yellow Belt Project Criteria
Uses DMAIC
Addresses each phase
Includes some of the tools
Involves 1-3 people
In an area you control or influence
Can be done within a month
Provides a measurable benefit

15. Define Objectives
Six Sigma calls for unmistakable, measurable results, the goal of the Define phase is to clearly identify and articulate the problem in a clear and measurable way.
The basic steps to the Define phase of DMAIC are…
Identify or refine the problems in your process that must be solved in order to meet or exceed the customer's specifications or expectations.
Identify and quantify customer requirements.
Identify and quantify the process output and defects that fall short of these requirements and create a problem statement.

16. Define Objectives cont.
State the project goal, which also must be a clear and measurable goal, and include a time limit for the project's completion.
Determine the few vital factors that are Critical to Quality, which need to be measured, analyzed, improved and controlled.
And finally, create a project charter, which will contain the problem definition, goal, business case, project scope, team members, and high level project plan for the M, A, I and C phases.

17. Define – Tools The tools most commonly used in the Define phase are:
- Voice of the Customer - Critical-To-Quality (CTQ) tree - Affinity Diagram - Process map - Project Charter - Suppliers, Inputs, Process, Output, and Customers (SIPOC) - - Kano Model - Stakeholder analysis

18. CTQ
CTQs (critical to quality characteristics) that have the most impact on quality - separating the “vital few” from the “trivial many”- and creates a map of the process to be improved. .

19. Critical To Quality (CTQ) Tree Diagram
Answers given to customers are correct. (90%)
Customers’ questions can be answered without further research. (80% Closure on Initial call.
Knowledgeable
Researched information is returned quickly. < 1hour
Good Customer Service
Friendly
Customer is greeted by name.
Customer is not interrupted.
Timely
For each need, determine what that would mean to a customer. The answer becomes a driver towards the CCR. Keep asking the same question—“what would that mean”—until you reach a level where it would be absurd to continue. That is the CCR.
When developing CCRs for design purposes, try to keep the CCRs solution independent.
Using the tree diagram helps you arrive at a specific enough descriptor so you can then develop an operational definition and a way to measure the characteristic.
What do they define Good Customer Service as?
Knowledgeable – Drill down again.
Short wait time (<2 min)
General
Specific
Hard to “Design To”
Easy to “Design To”

20. Process Mapping
Business Process Mapping  Completed, verified, and validated high-level 'as is' (not 'should be' or 'could be') business process map.  Completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers.

21. Lean Six Sigma Process Flow Client Requests Systems Events
Enter client information
Document client request / requirements
Perform required Tasks or attempt to resolve Issue
Classify Incident Service Request
Close Ticket or Assign ISR to appropriate Support Group
Client Requests
Systems Events
System Changes
Select Service Type
4 items
Select Product Categorization
300 Items
Select Operational Categorization
15 Items
Select Support Group
60 Groups
Close Ticket or Assign ISR to appropriate Support Group

22. Lean Six Sigma SIPOC Supply Inputs Process Outputs Customer
Client Requests
Systems Events
System Changes
Support Center
Operations
Tier 2 and 3 Support
Categorization Design
Applications (Remedy) Configuration
Incident Service Request Categorization
Detailed Activity Reports
Service Request Cycle Time
Accurate / Reliable Information
Service Metric
Business Owners
Service Owners
Problem Management
Management
Enter client information
Document client request / requirements
Perform required Tasks or attempt to resolve Issue
Classify Incident Service Request
Close Ticket or Assign ISR to appropriate Support Group

23. Relating the Problem What is your Problem ?? Is it really ….
Why is that important
How is it related to Business Objectives?
What factors contribute to those Objectives?
Y=f(x)
From Y determine CTQ’s
x = ? Problem (Which one ??)
Can it Measureable?

24. Lean Six Sigma Road Map UCIT Lean Six Sigma Project Details
Project Name: Reduce Unclassified Service Requests to < 5% with 90% accuracy
Improve Quality of Management Information
Date:
Organization: UCIT
Deployment Manager: Dave Deleske
Project Sponsor: Simon Sharpe, David Buhler
Business Impact
Why should we do this? Inaccurate information being entered into our current service request system is restricting our ability to measure and manage technical issues relating to client services. UCIT needs a complete understanding of all requests and issues being addressed in a structured and consistent format.
What is the benefit? The ability to analyze report and manage incidents and problems with high priority based on frequency and impact. Service Level Management, Incident Management, Configuration and Problem Management require a well defined categorization schema that is used and consistent. Improvements to workflow and rework.
What is the quantified value of the project ($$$)?
How does this project align with the business strategy? CSI for ITSM and our service delivery. Metrics around service
Opportunity or Problem Statement
What "pain" are we or customers experiencing? The information is missing and/or inconsistent and has little value for supporting management decision making. AT the data-entry point, it is hard to use, slows down work, and is confusing.
What is wrong or not working? Incomplete, Not searchable, Not accurate, Adoption
What process is impacted? Request Submission, Event Reporting, Problem Management, Configuration Management
Service Level Management
Why do we think we can generate the value proposition described in the statement of Business Impact?

25. Lean Six Sigma Road Map Goal Statement
UCIT Lean Six Sigma Project Details
Goal Statement
Specifically, what are we going to do and deliver?
Define: What does is it mean to Classify and Categorize UCIT assets? Indentify Resources, Objectives, Requirements. RACI. SIPOC, 5 Why’s
Measure: Criteria for how and what we manage within UCIT. Remedy reports and statistics. The percentage of Incidents or Service Requested that are not represented accurately.
Analyze: How can we implement accurate categorization without impacting work load. Process Map, Skills, Review tools and technology
Improve: Training, Redesign, Configuration Changes
Control: Reports and Audit of Incident Tickets, Problem Management Feedback
What are our improvement objectives and targets? To eliminate errors in categorization of work and the services they impact.
How will success be measured? Monthly Review of the Categorization Usage Report. Audit 10 Tickets from each support group once every week for three months And then every 2 months for the 1st year
What specific parameters will be measured? Define Y = f(x)
Y = Accurate Reporting, Decision Making, Problem Prioritization
f(x) input =Training of Support Staff, Product Acceptance,
f(x) process = Accuracy of Requests, Variation in Selections, Time to Complete Submission, Automated Workflow
Project Scope
What are the boundaries of the initiative (start and end steps of the process)?
Operational Categories, Product Categories, Resolution Categorization
What authority do we have? These Improvements will effect Configuration and Incident Management. They also have a dependency to all other ITSM initiatives. The project team consists of both the Business Owner and Services Owners of each area impacted. The project team includes the owners of the classification team and the supervisor of the first line staff.
What is not within scope? Improvements or changes to any other features within Remedy not related to Classification or Categorization. E.g. Scripting, Templates, Decision Trees etc

26. Lean Six Sigma Road Map Project Plan
UCIT Lean Six Sigma Project Details
Project Plan
When are we going to complete the work? What are the major milestones/tollgates?
Define: Completed by Oct 1
Measure: Completed by Nov 1
Analyze: Completed by Dec 1
Improve: Completed by Jan 1
Control: Initial Report Feb 1, Review Monthly ongoing
Team Selection
Who are the team members? What is their role? How much of their time will be dedicated to the project?
Core Team:
Ian Whitehead - Incident Management Service Owner, Project Lead
Dave Deleske – Configuration Management Service Owner, Business Analyst LSS Lead
Ivan Runions – Application Support
Extended Team:
Cheryl Nealon – Configuration Coordinator
Simon Sharpe – Business Owner ITSM, Remedy

27. Problem Statement
Problem Statement: What specifically is the problem? Where does it occur? When does it occur? What is its extent?
Problem Statement for Remedy Categorization Project (Dave)
What "pain" are we or customers experiencing? The information is missing and/or inconsistent and has little value for supporting management decision making. At the data-entry point, it is hard to use, slows down work, and is confusing. What is wrong or not working? The incident information gathered is incomplete, Not representative of all of IT, Not searchable, Not Consistent or accurate.

28. Business Case
What are the compelling business reasons for embarking on this project?
Is the project linked to key business goals and objectives?
What key business process output measure(s) will the project leverage and how?
What are the rough order estimates on cost savings/opportunities on this project?

29. Goal Statement
What is the goal or target for the improvement team's project?
Do the problem and goal statements meet the SMART criteria (specific, measurable, attainable, relevant, and time-bound)?
Has anyone else (internal or external to the organization) attempted to solve this problem or a similar one before?
If so, what knowledge can be leveraged from these previous efforts?
How will the project team and the organization measure complete success for this project?

30. Taking us from I think, to I can show you !!
Lean Six Sigma
How are we doing ??
Taking us from I think, to I can show you !!

31. Review
Benefits and Concerns
Benefits
Concerns