mis research paper presentation
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BUSINESS PROCESS RE-ENGINEERING ININFORMATION TECHNOLOGY THROUGH
DMADOV (LEAN SIX SIGMA)
By : Group 8GovindGarg 2010H149242PJigyasu Bhatnagar 2010H249243PAnkur Banerjee 2010H149244PAnish Aravindakshan 2010H149245PTina Mathew 2010H149246P
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If we cant express what we know in the form of numbers,we really dont know much about it.
If we dont know much about it, we cant control it.
If we cant control it, we are at the mercy of chance.Mikel J. Harry Mikel J. Harry President & CEO President & CEO Six Sigma Academy, Inc Six Sigma Academy, Inc ..
...will bring GE to a whole new level of quality in a fraction of the
time it would have taken to climb the learning curve on our own.
John F. Welch, Jr.John F. Welch, Jr.1995 GE Annual Report 1995 GE Annual Report
Six Sigma Quotes
Completely Satisfying Customer Needs Profitably
Positively impact customers by improving processes, products and services
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In troductio n
6 W = Management Philosophy W = Process Capability W = Standard Deviation
View processes/measures completelyfrom a customer pointof view
Continual improvement
Integration of qualityand daily work
Completely satisfyingcustomer needsprofitably
A statistical measure of aprocesss ability to meetcustomer requirements(CTQs)
Process Sigma Z ST = 6;equates to 3.4 Defects Per Million Opportunities
The Greek symbolsigma which meansstandard deviation. It isa measure of variation
1. 3.2.
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M ultiple Facets of Six Sigma
WSigma is a letter inthe Greek Alphabet
Metric
Benchmark
Tool
Commitment
A metric that demonstrates qualitylevels at 99.999 67% performance for products and processes
A benchmark for product andprocess capability on a quality basis
A practical application of statisticaltools to help measure, analyze,improve, and control the processes
A commitment to customers to offer the highest quality, lowest cost products
Optimizing Process Performance
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TCS -GE Confidential
P roblem Stateme n t
O rga n izatio n s followed quality pri n ciples forimprovi n g O rga n izatio n efficie n cy.
But it did n t take care of improvi n g the speed aswell with Quality.
Eve n with Quality they we n t for a Six Sigmadesig n which catered to improveme n ts from the
existi n g process but did n t go for optimizatio n .
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Customer What does my customer need from our process?
How is our process
performancefrom thecustomer perspective?
How does my
customer measure my process?
How would my customer likefor our processto perform?
What can wedo better?
How does my
customer view my process?
K n ow Your Customer
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Before a Six Sigma Project can begin, the V
oice of the Customer must be translated into the Technical Requirement - CTQ.
y 99% of times the schedules should be adhered to.y A call-taker must answer 95 % of all incoming calls
(Telephone promptness)
Technical Requirement
CTQ/System of CTQs
Translationprocess( VoCs toCTQs or Critical toQualityrequirements)
y Renovated Code must reach at specified timey Call-takers must be available to answer calls
Consumer Cue
Translate the customer/consumer cue into Critical to Qualityrequirements (dimensions/ parameters that need to bemeasured and/or controlled)
y Schedule Adherencey Answer rate ( % of incoming calls answered)
V oC to CTQ
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CTQ Flowdow n
Voice Of The Employee
Voice Of The Customer
Voice Of The Shareholder
Business B ig Ys
Process YsYYYY
Project Y
X1X2 X3
Any parameters thatinfluence the Y
Key project metric definedfrom the customer perspective
Key output metrics thatsummarize processperformance
Key output metrics that arealigned with the strategicgoals/objectives of thebusiness. B ig Ys provide adirect measure of businessperformance
B igger Ys
Deliver Services and Qualitymeeting GE needse-GDC
First Time RightTime To ResolutionJob monitoring
# of resources meeting theskills/Total # of people
# of hardware software resourcesmeeting reqt/total # of reqt of hardware software
# of projects withdocumentation/Total # of maintenance & productionproject
# of accepted C Vs/Total # of C Vs
U nderstanding Key Terms
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Project InitiationDefine
1. Is there a customer impact? Y/N
2. Is data available or easily to generate? Y/N
3. Do you know the BIG BUSINESS Y? Y/N
4. Is the customer willing to provide resources? Y/N
5. Can the project be done in 2-4 months? Y/N6. Is the project translatable to other Customers / Processes? Y/N
7. Is the project scope within control of the Project Team? Y/N
8. Is there a benefit to stakeholders? Y/N
9. Is there a readily available measurement system or process in place? Y/N
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TCS -GE Confidential
Charter ExampleDefine
Business Case (Including High Level Benefit Analysis)
Specific Problem Statement
Specific Goal Statement
Goal statement should start with verbslike Design, Implement, Establish, Install,develop, digitise, automate etc
Current process for Seepz gate pass requests requ ires assoc iates to send ema il toTCS Seepz Adm in department. Adm in department rece i es c lose to 120 ema ils per day for pass requests. The request vo lume further increases in the event newassoc iates report ing at Seepz. Process ing of these requests in the current way isextreme ly manua l in nature and prone to errors. Once a request is made, the on lyway to track the status is to make a phone ca ll to Adm in department. Cons ider ing thebusy schedu le for Adm in, it is not poss ible for them to attend a ll such ca lls.
This improvement project is a imed at def ining and imp lement ing a structured processfor Seepz pass generat ion. Annua lly, the current process invo lves c lose to 100person days effort for TCS assoc iates and 110 person days for Adm in department.
There is a c lear opportun ity to reduce the effort spent by Adm in dept and TCSassoc iates on th is act ivity. The improvements w ill a lso resu lt in
A) Reduct ion of Manua l work by Adm in epartmentB) E liminat ion of ema ils and phone ca lls for Seepz pass
requestsC) Accurate status updates
) E liminat ion of paper reg ister entry for report ing andtrack ing
E) Improved product ivityF) Emp loyee sat isfact ion
es ign a process for process ing SEEPZ pass requests by 31stOctober 2004
Current process for Seepz pass requests resu lts in 120 ema ils per day go ing to TCS Seepz Adm in department. Adm in dept mon itors ema ils at interva ls of 5 to 10mins and requests for passes in Seepz E I software. They rece ive more than 70 fo llow up ca lls per day resu lting in loss of product ive t ime for both Adm in andrequestor. On an average, 4 pass requests are m issed per day lead ing to wa it t ime of 25 m inutes per m issed request. The process be ing manua l in nature isprone to errors and a lso does not prov ide any intermed iate status updates to the requestor.
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Cus tomer Need sM easure
Customer Research method
Data Collection Plan
A ttached below i s an example of a S u rvey form us ed for Six Sigma deployment program.
S u rvey s can al s o be ho s ted online us ing S u pport C entral or any other knowledgemanagement tool
S u rvey
Survey Example
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Graphical display of data collected
D ata D i s play Analyze
1081
484576 607 547
887
645870
0200400600800
10001200
#of Defects
Aug '0
3
Sept'0
3
Oct'0
3
Nov'0
3
Dec'0
3
Jan'0
4
Feb'0
4
Mar'
04
Months
Month Wise Defect Entry Trend
n h rt
0
3
4
3 3 3
We e m er
o. Of nits of 86
Ser e
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Proce ss Val u e Link ExampleAnalyze
% %
%
Val e A e e Mn
Val e na l n eM n
n Val e A e eM n
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H igh Level D e s ign Element sAnalyze
Proce ss Map/Layo u t D iagram
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D evelop D e s ign C oncept sAnalyze
Alternate Design Concepts & Selection of Best Possible Design
C riteria Ba s ed Matrix
Ti t i l t ff ti L t I tr i B t l it To t l5 5 3 5 4
1 To to r r opy ocumen t nd p rin ted o ft cop ies in filing cab ine t
and ma in ta in a ca ta logue sys tem to
r e tri eve t em To s to r e a r d cop ies in filing cab ine tand so ft cop ies in a sha r ed ne t o r
d rive
4 1 1 5 4 69
3 To use ileNe t as the and scan a ll ha r d documen ts on the ir en tr y to bus iness ; to up load so ft documen ts
d ir ec tly on to ileNe t
5 4 3 5 82
Th e t l ti i h i h li h t ed i l e
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D evelop D e s ign C oncept sDesign
Alternate Technology Concepts & Selection of Best Possible Technology
T echnology Vi s ioning OPTIONS
Using .Net / ASP
Database : M S-Access
Scalable ArchitectureExpertise not easily available.Problems while installing the
IIS server required theremay be licensing Issuesfor development.4) No support for IIS at Tools.Will give problems duringmigration.
Using .Java beans/Servlet/JSP MV CArchitectureDatabase : M S-Access
Scalable ArchitectureSeparates Business logicfrom the PresentationLayer hence easyto maintain.Database will have to be migrated towhatever database is being used by the Toolsgroup. Initially Deployment will be done inAccess as it is easily available and expertiselocally Available.Expertise easily available within the group.
Using JSP to JSPArchitectureDatabase : M S-Access
Not a Scalable ArchitectureDifficult to maintain.Database will have to bemigrated to whatever
database is being usedby the Tools group.
Initially Deploymentwill be done in Access as
it is easily available andexpertise locally Available.4) Expertise easily availablewithin the group
SelectedOption
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Variation So u rce sOptimize
OL committed in contract
Contractual /RegulatoryContractual /
Regulatory
Decrease inOffshoreLeverage
Decrease inOffshoreLeverage
Business FocusBusiness Focus Project sizeProject sizeShort duration projects
Onshore / Offshore rotation
Project typeProject type
M ission critical applications
Product Deployment
Small Team size
Offshore Leverage target in business
RFP Stating HC Onsite / Offshore
Legal requirement
Business AnalystInfra Desktop Support
Instable Applications
I s hikawa D iagram
Y = f(x1, x2..) : Key Inp u t (X) Factor s Impacting O u tpu t (Y)
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Baseline Process Capability Verify
Baseline Process Capability Calculations
u ber f nits Processe d = 2 0
Total u ber f Defects Ma de (Inclu de Defects Ma de And ater Fixe d) D=
u ber f Defect pportunities Per nit =
S olve For Defects Per Million pportunities
ook p Process S ig a In Abridg e d S ig a Con version Table Sh ort Ter S ig a= 2.on g Ter S ig a= 1.
Xbar 16. 0
S 1 .09Critical Assumption
ong Term SigmaUSL 12 Delete if no USLLSL Delete if no LSL
sigma -2.42sigma Short Term-3.92sigma ong Term
Use DP M O if data is discrete
OR Use Area method if data is continuous
ix Sigma Calculator
Note: In case of all defects & zero defects only mention the yield
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Value Stream Before and After Verify
Cost
Defects
Lead time
Waste
Bug Fix TimeBefore
After
Usersfeedback
LocatingXml inOutbox
LocatingXml namevia CaseId
Replication of issue in
production
Bug fixmade
Responsegiven inCase
Case ClosedCaseLoggedin
SupportCentral
Bug Fix time
Work Time (value enabling)
Wait Time (non value add)
Min. 15 35 105 40 5 15
= Total 337 Min.
= Total 215 Min.
DebuggingXml indevelopment
Min. 20 32 25 45 100 45 40 15 15
Work Time (value add)
CaseLogged
inSupportCentral
DebuggingXml in
development
Locating
Xml inOutbox
Response
given inCase
Case
Closed
Bug Fixmade
Same workcompletedin lesstime !!
Productivity 122 Min. productive time saved
Customer satisfaction U ser gets the Case solved within targeted time
Profit Decrease in time and Cost for U sers Case and less effort inmonitoring SCMailAgent.exe
Accuracy L ess intervention reduces human errors
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Verify H andover and C los e Project
Handover and Project closure:
Prepare documentation and communication plan
Draw a Deployment flowchart to ease understanding of various stakeholders about the newprocess
Conduct demos about the new application/process if required and incorporate the feedback
Support the new application/process for some period of time till the process owners arecomfortable
Look out for translation opportunities
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DefineBusiness Case: Users can log Cases to Support Centralvia Emails which are processed by two different exes.Thenumber of emails that is processed in one day alone is
8000.The resolution of Cases logged by e-mail,workflow,dataform,offline tool took two days. Therewere delays in response to customers regarding Caseresolution. Continous manual monitoring of Case e-mailagent was required which consumed three hours a day.The project was aimed to optimize the debugging andmonitoring procedure of Case E-mail agent.Problem Statement: Support Central gets around 8000cases a day .The process of locating the xml that is notprocessed results in a delay of response to the customer regarding case solution.Goal: To reduce the time taken to solve Cases logged viae-mail to SupportCentral by 75
GE Corp:Improving Case E-mail Agent of Support Central
Analyze :-
Measure
ImproveRestructuring of ScMailAgent.exe so that there is log for every Xml, error handling and alert mails for specific failures.
Reduced NVA and Wast e s from As-Is Pro ce ss through L e anAnalysis and thereby saving 122 Mins of Pro duc tiv e Tim e .
C ontrol Impa c t MatrixC ontrol Impa c t Matrix
CTQ: Efficient Resolution of Cases for Customers
Project Y Metric: Time taken to solve a Case
Target: To solve Cases within 25 of Customer set slaTolerance: 0 hr
Defect Definition: When time spent to solve Casesexceed 25 of Customer set Sla.
C ontrolH igh Medium L ow
InControl
Timetaken tolocate theXml file
Maintenance of Outlook emailInbox
Back up of data files
Out of Control
OutlookExchangeServer problems
Connectivity tofiler
Systemdown time
C O N T R O L
IMPACT
Statistic Before After
Z st (Short termSigma)
0. 2 3.34
Z lt ( L ong Term,Sigma)
-0.68 1.84
Annual Gross Benefits $ 76 ,140.2
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TCS -GE Confidential
Conclusions
Both the Lean and Six Sigma methodologieshave proven that it is possible to achievedramatic improvements in cost, quality, andtime by focusing on process performance.
Adding Lean to Six Sigma methodology willcreate more value to any process by not justfocusing on process improvements but alsocater to increased speed and reduced waste.
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TCS -GE Confidential
References
.
Teach Basic DMAIC Principles and Quality Improvement Tools. New York:McGraw-Hill,
George, Michael, Dave Rowlands and Bill Kastle. What is Lean Six Sigma.
New York: McGraw- Hill, 2003.George, Michael. Lean Sigma for Service. New York: McGraw-Hill, 2003.
Pande, Peter, Robert Neuman and Roland Cavagh. The Six Sigma Way.New York: McGraw-Hill,
2000.
Yang, Kai. Design for Six Sigma for Service. New York: McGraw-Hill, 2005 .
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Thank You !!
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