BUSINESS PROCESS RE-ENGINEERING IN

INFORMATION TECHNOLOGY THROUGH

DMADOV (LEAN SIX SIGMA)

By : Group 8
GovindGarg 2010H149242P
Jigyasu Bhatnagar 2010H249243P
Ankur Banerjee 2010H149244P
Anish Aravindakshan 2010H149245P
Tina Mathew 2010H149246P
 Six Sigma Quotes
Positively impact customers by improving processes, products and services

• If we can’t express what we know in the form of numbers,

we really don’t know much about it.

• If we don’t know much about it, we can’t control it.

• If we can’t control it, we are at the mercy of chance.

Mikel J. Harry
President & CEO
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.
1995 GE Annual Report

Completely Satisfying Customer Needs Profitably

 Introduction
1. 2. 3.
6 = Management Philosophy  = Process Capability  = Standard Deviation

 View processes/  A statistical measure of a  The Greek symbol

measures completely process’s ability to meet “sigma” which means
from a customer point customer requirements standard deviation. It is
of view (CTQs) a measure of variation

 Process SigmaST Z = 6;
 Continual improvement equates to 3.4 Defects Per
Million Opportunities

 Integration of quality
and daily work

 Completely satisfying
customer needs
profitably
 Multiple Facets of Six Sigma
A metric that demonstrates quality
Metric levels at 99.99967% performance for


products and processes

Benchmark
A benchmark for product and
process capability on a quality basis

A practical application of statistical

Sigma is a letter in Tool “tools” to help measure, analyze,
the Greek Alphabet
improve, and control the processes

Commitment A commitment to customers to offer

the highest quality, lowest cost products

Optimizing Process Performance

Problem Statement
 Organizations followed quality principles for
improving Organization efficiency.
 But it didn’t take care of improving the speed as
well with Quality.
 Even with Quality they went for a Six Sigma
design which catered to improvements from the
existing process but didn’t go for optimization.

TCS -GE Confidential

 Know Your Customer

What does my Customer How would my

customer need customer like
from our for our process
process? to perform?

What can we
do better?

How is our
process How does my How does my
performance customer customer view
from the measure my my process?
customer process?
perspective?
“VoC” to “CTQ”

Before a Six Sigma Project can begin, the “Voice of the Customer”
must be translated into the Technical Requirement - CTQ.
Consumer Cue
 Renovated Code must reach at specified time
 Call-takers must be available to answer calls

Translation
process Technical Requirement
(“VoCs” to  99% of times the schedules should be adhered to.
“CTQs” or  A call-taker must answer 95% of all incoming calls
Critical to (Telephone promptness)
Quality
requirements)
CTQ/System of CTQs
Translate the customer/consumer cue into “Critical to Quality”
requirements (dimensions/ parameters that need to be
measured and/or controlled)
 Schedule Adherence
 Answer rate (% of incoming calls answered)
 …Understanding Key Terms
CTQ Flowdown
Bigger Ys

Voice Of Voice Of Voice Of

The Employee The Customer The Shareholder
• Deliver Services and Quality
meeting GE needs
• e-GDC Key output metrics that are
Business Big Ys aligned with the strategic
goals/objectives of the
business. Big Ys provide a
• First Time Right direct measure of business
• Time To Resolution
Process Ys performance
• Job monitoring Y
Y
Key output metrics that
Y summarize process
performance
Y
# of resources meeting the
skills/Total # of people Project Y
# of hardware software resources Key project metric defined
meeting reqt/total # of reqt of from the customer
hardware software perspective
# of projects with X2 X3
documentation/Total # of X1
maintenance & production
Any parameters that
project
influence the Y
# of accepted CVs/Total # of CVs
Define Project Initiation

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/N

6. 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

Define Charter Example

Business Case (Including High Level Benefit Analysis) Specific Goal Statement
Current process for Seepz gate pass requests requires associates to send email to Design a process for processing SEEPZ pass requests by 31st
TCS Seepz Admin department. Admin department receives close to 120 emails per October 2004
day for pass requests. The request volume further increases in the event new
associates reporting at Seepz. Processing of these requests in the current way is
extremely manual in nature and prone to errors. Once a request is made, the only
way to track the status is to make a phone call to Admin department. Considering
the busy schedule for Admin, it is not possible for them to attend all such calls.

This improvement project is aimed at defining and implementing a structured

process for Seepz pass generation. Annually, the current process involves close to
100 person days effort for TCS associates and 110 person days for Admin
department. There is a clear opportunity to reduce the effort spent by Admin dept
and TCS associates on this activity. The improvements will also result in

A) Reduction of Manual work by Admin Department Goal statement should start with verbs
B) Elimination of emails and phone calls for Seepz pass like Design, Implement, Establish, Install,
requests
C) Accurate status updates develop, digitise, automate etc
D) Elimination of paper register entry for reporting and
tracking
E) Improved productivity
F) Employee satisfaction

Specific Problem Statement

Current process for Seepz pass requests results in 120 emails per day going to TCS Seepz Admin department. Admin dept monitors emails at intervals of 5 to
10 mins and requests for passes in Seepz EDI software. They receive more than 70 follow up calls per day resulting in loss of productive time for both Admin
and requestor. On an average, 4 pass requests are missed per day leading to wait time of 25 minutes per missed request. The process being manual in nature
is prone to errors and also does not provide any intermediate status updates to the requestor.

TCS -GE Confidential

Measure Customer Needs

Customer Research method

Survey

Data Collection Plan

Attached below is an example of a Survey form used for Six Sigma deployment program.

Surveys can also be hosted online using Support Central or any other knowledge
management tool

Survey Example
Analyze Data Display
Month Wise Defect Entry Trend
Graphical display of data collected

1200 1081
887 870
1000

#of Defects
800 607 645
576 547
600 484
400
200
0

Months

Run Chart

5
No. Of units of 186 CR

4 <Put your findings from these plots here>

3
Series1
2

0
11

13

15

17

19

23
1

21

Week Number
Analyze Process Value Link Example

1% 5%

Value Added Time (Mins)

Value Enabling Time

(Mins)
Non Value Added Time
(Mins)
94%
Analyze High Level Design Elements
Process Map/Layout Diagram
Analyze Develop Design Concepts

Alternate Design Concepts & Selection of Best Possible Design

The top solution is highlighted in blue

Time to implement Effectiveness Least Intrusion Budget Complexity Total

5 5 3 5 4
1 To store hard copy documents and 3 1 1 3 4 54
printed soft copies in filing cabinet
and maintain a catalogue system to
retrieve them
2 To store hard copies in filing cabinet 4 1 1 5 4 69
and soft copies in a shared network
drive
3 To use FileNet as the DMS and scan 2 5 4 3 5 82
all hard documents on their entry to
business; to upload soft documents
directly onto FileNet

Criteria Based Matrix

Design
Alternate Technology Concepts & Selection of Best Possible Technology
Technology Visioning
Using .Net / ASP
Database : MS-Access
Scalable Architecture
Expertise not easily available.
Problems while installing the
IIS server required – there
may be licensing Issues
for development.
4) No support for IIS at Tools.
Will give problems during
migration.
Develop Design Concepts
Selected
OPTIONS Option
Using JSP to JSP
Using .Java beans/Servlet/JSP MVC Architecture
Architecture Database : MS-Access
Database : MS-Access
Not a Scalable Architecture
Scalable Architecture Difficult to maintain.
Separates Business logic Database will have to be
from the Presentation migrated to whatever
Layer – hence easy database is being used
to maintain. by the Tools group.
Database will have to be migrated to Initially Deployment
whatever database is being used by the Tools will be done in Access as
group. Initially Deployment will be done in it is easily available and
Access as it is easily available and expertise expertise locally Available.
locally Available. 4) Expertise easily available
Expertise easily available within the group. within the group
Optimize Variation Sources
Y = f(x1, x2..) : Key Input (X) Factors Impacting Output (Y)

Ishikawa Diagram

Business Focus Project size

Offshore Leverage target in business Short duration projects

Onshore / Offshore rotation Decrease in

Small Team size
Offshore
OL committed in contract Mission critical applications
Leverage
Business Analyst
RFP Stating HC Onsite / Offshore Infra –Desktop Support
Legal requirement Instable Applications
Product Deployment
Contractual /
Project type
Regulatory
Verify Baseline Process Capability
Use DPMO if data is discrete
Baseline Process Capability Calculations
Number Of Units Processed N= 250

Total Number Of Defects Made (Include Defects Made And Later Fixed) D= 55

Number Of Defect Opportunities Per Unit O= 3

Solve For Defects Per Million Opportunities 73333

Look Up Process Sigma In Abridged Sigma Conversion Table Short Term Sigma= 2.95
Long Term Sigma= 1.45

OR Use Area method if data is continuous

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Note: In case of all defects & zero defects only mention the yield

=
Verify Work Time (value add)
Value Stream Before and After
Work Time (value enabling)
Wait Time (non value add)
Before Bug Fix Time = Total 337 Min.

Min. 20 32 25 45 100 45 40 15 15
Case Replicati Response
Locating Debugging
Logged Locating on of Bug fix given in Case Closed
User’s Xml in Xml in
in Xml name issue in made Case
feedback Outbox development
Support via CaseId productio
Central n
= Total 215 Min.
After Bug Fix time
Min. 15 35 105 40 5 15
Case Debugging
Logged Locating Xml in Bug Fix Response Case
in Xml in developme made given in Closed
Support Outbox nt Case
Central

Same
Cost work
Productivity = 122 Min. productive time saved completed
Defects in less
Customer satisfaction = User gets the Case solved within
time !! targeted time
Lead time
Profit = Decrease in time and Cost for User’s Case and less effort in
Waste
monitoring SCMailAgent.exe
Accuracy = Less intervention reduces human errors
 Verify Process Control Plan
Documentation Monitoring Resource Plan
Plan for doing the work Checking the work The Response to Special Causes
Deployment Flowchart Detail on Key Process and Monitoring Method for Containment Procedure Procedure for
Key Tasks Output Standards Recording data for Process System
Measures Adjustment Improvement

S upportCentral team
member gets a cas e
regarding cas e logging via

Get details from log file

about the Cas eId
The log files will
be monitored by
the mailbox
Look up Xml Name in The cause of
owner on a daily
relevant log file (arranged The task is to the
In case of basis. Also,
by date) obtain the unprocessed
issues with timely alerts and
CaseId from error should
Outlook notifications are
Check the Ca s e deta ils the user and be located
connectivity sent out to the
corres ponding to the look up the Time taken to and the case
System and mailbox owners
s enderId and Cas eId Xml subject respond to the should be Time in hours
administrator Connectivity to in case of some
in the log file case responded to
filer, please error to ensure
correspondin within 25% of
notify the that it is rectified
g to the the SLA time
system quicly and to
CaseId it was set in the
Res pond to the cas e adminsitrator eliminate
sent on. case by the
logged by the continuous
user.
S upportCentral us er. physical
monitoring of the
mailbox.
Verify Handover and Close Project

Handover and Project closure:

• Prepare documentation and communication plan
• Draw a Deployment flowchart to ease understanding of various stakeholders about the new
process
• 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 are
comfortable
• Look out for translation opportunities
 GE Corp:Improving Case E-mail Agent of Support Central
Define Measure
Business Case: Users can log Cases to Support Central CTQ: Efficient Resolution of Cases for Customers
via Emails which are processed by two different exes.The
number of emails that is processed in one day alone is Project Y Metric: Time taken to solve a Case
8000.The resolution of Cases logged by e-
mail,workflow,dataform,offline tool took two days. There Target: To solve Cases within 25% of Customer set sla
were delays in response to customers regarding Case Tolerance: 0 hr
resolution. Continous manual monitoring of Case e-mail
agent was required which consumed three hours a day. Defect Definition: When time spent to solve Cases
The project was aimed to optimize the debugging and exceed 25% of Customer set Sla.
monitoring procedure of Case E-mail agent.
Problem Statement: Support Central gets around 8000
cases a day .The process of locating the xml that is not
Improve
processed results in a delay of response to the customer • Restructuring of ScMailAgent.exe so that there is log for
regarding case solution. every Xml, error handling and alert mails for specific failures.
Goal: To reduce the time taken to solve Cases logged via
• Reduced NVA and Wastes from As-Is Process through Lean
e-mail to SupportCentral by 75%
Analysis and thereby saving 122 Mins of Productive Time.
Control Impact Matrix
Analyze :- Annual Gross Benefits $76,140.2
IMPACT
High Medium Low Control
In Time Maintenance of Back up of Statistic Before After
Control taken to Outlook email data files
locate the Inbox
Xml file Z st (Short term 0.82 3.34
C Sigma)
O
N Z lt (Long Term, -0.68 1.84
T Out of Outlook Connectivity to System
Sigma)
R Control Exchange filer down time
O Server
L problems
Conclusions
 Both the Lean and Six Sigma methodologies
have proven that it is possible to achieve
dramatic improvements in cost, quality, and
time by focusing on process performance.
 Adding Lean to Six Sigma methodology will

create more value to any process by not just

focusing on process improvements but also
cater to increased speed and reduced waste.

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.

TCS -GE Confidential

Thank You !!

Queries ??