1

Bruce R. Crow - Quality Project Manager

Chris Norton - Quality Project Manager

Designing the Future Customer Experience at FPL Customer Service

2

Agenda

FPL and Our Quality History

Design for Lean Six Sigma - DMADV

DMADV - Steps and Tools

Project Example

Questions

Introduction

3

Presenter / Experience

• Bruce R Crow - MBB, FPL Quality Project Manager

– 47+ years at all levels of FPL Customer Service

– Data mining / modeling / analytics

– Mentored 250+ FPL YB/GB/BB/MBB projects

– 35 years experience with quality tools and techniques

– Deming Lead Facilitator for FPL (South Area, 1988-1989)

– Internal consultant for Customer Service projects

• Chris Norton - MBB, FPL Quality Project Manager

– 20+ years experience as a Master Black Belt

– NextEra Energy Six Sigma Training Material Author

– Mentored 250+ GB/BB/MBB candidates & 800+ projects

– Sterling Conference Presenter Alumnus

– NextEra Energy AI / Big Data Analytics Training Developer

Introduction - Presenters

Introduction

4

About our Company

• We are the world’s largest generator of renewable energy from the wind and sun

• We operate more than 45,500 MW of net generating capacity

• We have nearly $16.7 billion in operating revenue

• We have nearly 14,300 employees in 36 states and four Canadian provinces

NextEra Energy, Inc. is a leading clean energy company

Introduction

Fortune’s Most Admired Companies: No. 1 in electric & gas utilities 12 times, including 2019

5

A premier regulated utility… …and a diversified, competitive power producer

Introduction

NextEra Energy is comprised of three great businesses

Fortune’s Most Admired Companies: No. 1 in electric & gas utilities 12 times, including 2019

6

Energy Resources Portfolio

• More than 95 percent of our electricity comes from clean or renewable sources, including wind, solar, natural gas and nuclear energy facilities

• NEER has been involved in clean energy development since the 1980s and now has a cumulative investment of more than $30 billion in wind and solar energy facilities

• For 2019-2022, we expect to bring online an additional 5,000 to 7,800 MW of clean, emissions-free wind energy

NextEra Energy Resources is the world’s largest operator of renewable energy from the wind and sun

Introduction

7

Florida Power & Light Company

• FPL is the largest electric utility in Florida.

– Nearly 5 million customer accounts

– Recognized in 2018 as one of the most trusted U.S. electric utilities by Market Strategies International for the fifth consecutive year

• FPL’s typical customer bill is the lowest in Florida.

– 1,000-kWh residential customer bill is approximately 30 percent lower than the national average and lower in 45 states.

– FPL’s service reliability is approximately 55% better than the national average

FPL is the third-largest electric utility in the United States

Introduction

FPL is consistently one of the nation’s cleanest and most reliable electric utilities with very competitive rates compared to other states

8

Customer Service Group

• Mini Org Chart Customer Service• 1021 Employees

• Front line service to active FPL Customers:

– Commercial

– Industrial

– Residential

• 3 Customer Care Centers

• IVR / Web transactions

• Billing and payments

• Field services

• Conservation programs

Who are we and what are some key customer service areas of responsibility that we represent?

Introduction

Chairman / CEO

President /CEO - FPL

Customer Service

Support Services

Quality and Analytics

9

Key DFLSS / DMADV Learning Points

• Introduce Design for Lean Six Sigma (DFLSS) methodology for product development

• Provide a more detailed look at DMADV as one option in the DFLSS toolbox

• Incorporate the "voice of the customer'“ in the development of products and services

• Discover new quality tools and techniques to design or redesign products and services

• Design efficient and sustainable processes with appropriate metrics to measure success

• Demonstrate examples of various tools

Our goal today is to provide an overview of the Design for Lean Six Sigma (DFLSS) and the DMADV method

Introduction

10

Agenda

Introduction

Design for Lean Six Sigma - DMADV

DMADV - Steps and Tools

Project Example

Questions

FPL and Quality History

11

History of Quality at FPL

• 1982: Quality Improvement Program instituted

– 18 months of in-house development resulted in a 7-step quality approach that was piloted with select teams

– Consultants and materials included J. M. Juran, W. E. Deming and Philip Crosby

– FPL launched training for all facets of program

• 1989: Deming Prize Winner

– FPL on Board of Directors for the Malcolm Baldrige National Quality Award

• 2004: Launched Six Sigma Green and Black Belt program

• 2008: Launched Yellow Belt program

NextEra / FPL has a rich history of using quality tools and techniques, contributing to our company’s success

From the foundational beginning to the present, quality improvement is a core value in the way we work, think and operate at NextEra

FPL Quality History

12

Continuous Improvement in Quality

Quality and technological advancements are always partners in the science of making process improvements

FPL Quality History

Quality is the tip of the spear with artificial intelligence and data science techniques providing a sharper focus for future operational effectiveness

Amazon Web

Services Overview

Data Science

Overview

Amazon Web

Services

Advanced

Data Science

Intermediate

Data Science

Advanced

Master

Black Belt

& Expert

Black Belt

Training

Green Belt

Training

Yellow Belt

Foundation

continuous

improvement

for the

Next Era

13

Agenda

Introduction

FPL and Quality History

DMADV - Steps and Tools

Project Example

Questions

Design for Lean Six Sigma - DMADV

14

Many DFLSS Methods

Process Objectives

• Design quality into a product / process during the development phase

• Linkage between customer, functional and technical requirements with process controls

• Design new or re-design existing processes to customer specification levels

• Typical focus on numerous customers with multiple expectations

Several methods may be described as Design for Lean Six Sigma (DFLSS), but they do have common objectives

Design for Lean Six Sigma

DFLSS

Alphabet

Soup

DMADV

IDDOV

DMADOV

IDOV

DCCDI

DCOV

DMEDI

15

Key Differences Between DMAIC and DMADV

DMADV and DMAIC both use Six Sigma principles but it is important to understand their differences

Process improvement versus new or redesigned product is the key to understanding the difference between these 2 methods

Design for Lean Six Sigma

16

Which method is right for you?

Selecting the right method may depend on resources, long term goals, technical knowledge and financial resources

Ultimately, the goal is to make improvements that meet specifications that are important to the business and the customers served

Design for Lean Six Sigma

Improve existing processes with large enough steps to make a measurable change

Many small changes leading to large improvement

Design or re-design new products & processes to achieve large step improvements

17

Agenda

Introduction

FPL Quality History

Design for Lean Six Sigma

Project Examples

Questions

DMADV - Steps and Tools

18

Key Process Steps and Tools

There are many tools available for DMADV projects, which ones to use depend on the product being developed

This is the basic list of the commonly used tools, however based on industry and the product there are additional toolsets that may apply

DMADV – Steps & Tools

Define Measure Analyze Design Verify

CharterVoice of

CustomerDesign Options

QFD House of Quality 2

Detail Control Plans

Project ScopeCritical to

QualityTRIZ

Technical Reqs / Agile

Update Scorecard

ObjectivesQFD House of

Quality 1Lean

PrinciplesDetail Future

State MapIndicator Tracking

Functional Requirements

Solution Selection

Pilot / Optimize

TrainingProject

ScorecardReliability /

Design FMEA

Transition Plan

Mistake Proof Options

Background issues

QFD House of Quality 3

Functional Analysis

19

Tools and Flow

The DMADV tools have a sequence leading to the design of a final product

VOC/Specifications, House of Quality-Design tools, Initial Design, FMEA, Scorecard & Controls are common outcomes of a successful project

DMADV – Steps & Tools

20

Agenda

Introduction

FPL Quality History

Design for Lean Six Sigma

DMADV - Steps and Tools

Questions

Project Examples

NextCup Coffee Makers

Marketing / Product DevelopmentUpdated: 1/20/2020

22

DMADV Project Charter: Automation of Revenue Billing Controls

Design Need:

Design a competitive product in the 10 cup coffee maker market

Project Goals (Opportunity):

Produce product for the under $50 target retail sale price with an

average quality rating of 4.1 from confirmed customer

purchases; product rollout is end of 2Q 2020

Reason for Improvement:

Market research indicates an entry point that compliments our

brand name and current products and services that we offer

Business Impact: Customer Service

Intangible Benefits: Improved analysis capability as a result of Revenue Balancing table

Risks:

Automation will allow additional control points, which may result in

an increase of identifiable out of balance conditions

Team Timeline

Project Role Name

Lead Chris Norton

Finance Rep Hamilton Keurig

Mentor Bruce Crow

Process Owner Maxwell Folgers

Sponsor NextCup Coffee

Financial Benefit Hard, Soft

Yearly $ savings

# Yrs of benefits

3 year plan revenue Hard $ 2.3M 3

Phase Planned Actual

Launch 04/28/18 04/28/18

Define 05/11/18 05/11/18

Measure 07/06/18 05/30/18

Analyze 07/21/18 06/30/18

Design 08/17/18 07/01/18

Verify 11/26/18 10/15/18

Project Example 1

23

VOC Study

NextCup researched the views expressed by our customers in order to identify key coffee maker wants and needs

A total of 11 wants and needs were identified from our customer survey

Project Example 1

24

Market Opportunity

Market Sales Cup Capacity

NextCup’s research partner (NextAzone) saw opportunity in the single and 10 cup market as a product entry point

The single cup supply chain is a separate project for next year, currently, we see opportunity in the 10 cup market

12

1

10

14

4

8

5

Category710, 0.9%

51418, 1.7%

8

2856, 3.4%

4

5035, 6.1%

14

13050, 15.7%

10

22489, 27.0%

1

37664, 45.3%

12

Market Share by Cup

Project: Untitled; Worksheet: Market Data - Sales

Project Example 1

Data Source: Amazon Data Source: Amazon

25

Market Research, Price and Rating Goals

• NextAzone found an entry point into the market that we can financially meet, IF we have the right design features and quality built into the coffee maker

NextCup has excess manufacturing resources which for many reasons allows for entry into the coffee maker market

With a retail price under $44 and an average quality rating of 4.1, our coffee maker a successful future!

Project Example 1

Data Source: Amazon

26

Customers

The customers for our process range from the shareholders to the retail outlets and ultimately the consumer

Customers with a role in the process were identified; All are important to develop a successful product

Shareholders Finance

Production

Electronics

Plastics

Manufacturing Plant

Contract Negotiator

Retail Outlets Consumers

Project Example 1

27

Voice of the Customer Findings

The VOC provided specific drivers that shaped customer thinking and the wants and needs in our coffee maker

With customer drivers in hand we identified 11 key customer wants and needs for the 10 cup coffee maker that NextCup is designing

Product DriversCustomer

Want / Need

AppearanceProgrammable

Clock

Value / Quality 10 Cup

Ease of Use

Black / Silver Color

Clear Cup Fill Markings

Value

Dimension / Size

Open Pour Access

Brew Time

Price

Quality Rating

Hot

Power Cord Length

Project Example 1

28

House of Quality (HOQ) #1

House of Quality 1 provides a single view of the VOC, functional design needs, and scorecard specifications

HOQ 1

3 button setup Project: NextCup - 10

LED Lighting + Date: 5/1/2017

Color Grade +

Rectangle Controls + +

Low Light Legibility + + + +

Dimensions

Fluid Capacity +

Square Opening + Survey Legend

Brewing Rate + A Current Design

Mid-Level Retail + + - + + + + B Future Design 1

Survey + + + + + + + C Future Design 2

Temp Control +

Power Cord - - +

Brew

Driver Customer Needs Cu

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Programmable 7 5 9 7 8 5 4 4 ABC

Clock 8 4 9 7 7 4 4 AB C

Black/Silver 8 5 2 8 2 3 5 AC B

Button Labels 7 5 5 7 8 8 7 7 4 5 AB C

Clear Cup Fill Markings 8 5 8 9 1 1 1 5 AC B

Dimension Size 8 4 6 6 8 9 8 8 4 5 5 4 3 ABC

Open Pour Ability 8 5 7 8 9 1 5 ABC

Brew Time 6 4 3 7 5 1 3 AB C

Price 7 3 4 7 6 7 3 7 5 5 7 5 4 4 AC B

Quality Rating 9 5 8 7 6 8 7 7 7 6 5 6 5 4 4 ABC

Hot 7 4 6 1 ABC

Cord Length 7 4 3 5 7 A BCRaw

score318 330 280 297 277 350 310 225 164 256 353 131 137

Scaled 0.90 0.93 0.79 0.84 0.78 0.99 0.88 0.64 0.46 0.73 1.00 0.37 0.39Relative

Weight9.3% 9.6% 8.2% 8.7% 8.1% 10.2% 9.0% 6.6% 4.8% 7.5% 10.3% 3.8% 4.0%

Rank 4 3 7 6 8 2 5 10 11 9 1 13 12

Customer Opinion Survey

Appearance

Ease of Use

Value

Functional RequirementsElectronic Visual Water Sales Power

Project Example 1

29

Scorecard

The scorecard contains measures of success to make sure that the product meets customer expectations

The functional specifications are not arbitrary measures; they are key to the proper function, performance, and design of the product

Brew

Score Card3

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Sec MV Grade MM MM CUI Cup SqIn Sec $ 0-5 F Inch

10 1.5 8 9 2.5 900 60 25 600 52 4.1 140 34

15 1.6 8.2 9.05 2.55 901 61 25.1 550 55 4.2 142 34.1

5 1.4 7.8 8.95 2.45 899 59 24.9 610 48 4 138 33.5

Technical Requirement Targets

Technical Requirement USL

Technical Requirement LSL

Technical Requirement Units

Electronic Visual Water Sales Power

Project Example 1

30

House of Quality (HOQ) #2

House of Quality 2 turns the functional requirements into technical requirements necessary for product development

The technical requirements may be used to develop the Agile story points, detailed sprints leading to a minimum viable product

Project:

Date:

HOQ 2

Functional Requirements Te

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3 button setup 9% 8 4 5 3

LED Lighting 10% 1 8 5 4

Color Grade 8% 7 7 1 3 1

Rectangle Controls 9% 2 8 2 1

Low Light Legibility 8% 2 9 5 3

Dimensions 10% 2 6 4 8 5 5

Fluid Capacity 9% 5 6 1 5 5 5

Square Opening 7% 2 4 8

Brewing Rate 5% 2 2 9 3 4 4

Mid-Level Retail 7% 6 3 1 1 3 3 9 1 5 5 2

Survey 10% 9 5 6 3 2 5 5 7 9 1 1 1

Temp Control 4% 3 5 5 2

Power Cord 4% 2 3 3 3 8

Raw score 1.4 5.1 1.1 2.9 2.1 1.7 1.9 1.7 2.8 1.0 1.4 1.4 0.6Relative

Importance5% 20% 4% 11% 8% 7% 7% 7% 11% 4% 6% 6% 3%

Rank 10 1 11 2 4 7 5 6 3 12 8 8 13

NextCup - 10

5/1/2017

Technical Requirements

Project Example 1

31

Selecting the Best Method and Testing are Essential!

The best solution to implement well designed technical requirements includes a variety of methods & testing

With the best method in hand, the team identified how the manufacturing process will work, potential defect issues and a pilot test plan

Pilot the

Process

Pilot the

Process

Project Example 1

32

House of Quality (HOQ) #3

House of Quality 3 establishes final process measuring points to ensure functional and technical standardization

In order to maintain the gains and to standardize the processes, it is necessary to have process control points

Project Example 1

33

House of Quality Summary

There are tools that interact with the House of Quality whose ultimate goal is to provide the right product and service

HOQ1

• Voice of Customer

• Functional Design

HOQ2

• Technical Requirements

• Continuous Reliability

HOQ3

• Quality Standardization

• Sustained Profitability

Project Example 1

Automation of Revenue Billing Controls Balancing

Revenue Management

Green Belt Certification

Date Last Updated: 11/29/2017

35

DMADV Project Charter: Automation of Revenue Billing Controls

Problem Statement:

From January to December 2016, QAA Controls’ Technicians spent

an average of 108 minutes daily completing the Revenue Balancing

process. The time spent on this process equates to 11.34 weeks of

manual work.

Project Goals (Opportunity):

Automate the Revenue Balancing process to improve the time spent

on the manual process by reducing handling time 50% by October

2017.

Reason for Improvement:

Due to the company’s philosophy of continuous improvement; and

limited resources, QAA has identified an opportunity to improve the

Revenue Balancing process.

Business Impact: Customer Service

Intangible Benefits: Improved analysis capability as a result of Revenue Balancing table

Risks:

Automation will allow additional control points, which may result in an

increase of identifiable out of balance conditions

Team TimelineProject Role Name

Lead

Finance Rep

Mentor

Process Owner

QDLs

Team Members

Sponsor / Champion

Financial Benefit Hard, Soft

Yearly $ savings

# Yrs of benefits

Eliminate Manual Balancing of Revenues Hard,

Soft

$ 14,600 5

Phase Planned Actual

Training (classes)

Test(s)

Launch

Define

Measure

Analyze

Design

Verify

Phase Planned Actual

Training (classes) 04/28/17 04/28/17

Test(s) 04/28/17 04/28/17

Launch 04/28/17 04/28/17

Define 05/11/17 05/11/17

Measure 07/06/17 05/30/17

Analyze 07/21/17 06/30/17

Design 08/17/17 07/01/17

Verify 11/26/17 10/15/17

DE

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Project Example 2

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Project Charter Worksheet: Supporting DetailD

EF

INE

* ME

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Measurable Project Goals

Strategic Fit : Supports the Corporate value to do the right thing, and be committed to excellence

Certification Desired: Green Belt (GB)

Risk Evaluation/Mitigation

Voice of the Customer Performance

Who is the

customer?

What customer need is not adequately

being met (Big Y, CTQ)?

How will

performance be

measured

(Project Y)?C

us

tom

er

Sp

ec

ifica

tion

Cu

rren

t

(Ba

se

line

)

En

titlem

en

t

(Be

st A

ctu

al)

Pro

jec

t Go

al

QAA The Revenue Balancing process is performed

manually, resulting in 108 minutes of employee

time, per day.

Time spent balancing

revenues

60

minutes

108

minutes

85

minutes

54

minutes

Customer need that may be negatively impacted by your

project

Risk Level

(H,M,L)

Consequential Metric (if Risk = M, H)

System failures may delay balancing L

Primary Focus Area: Revenue Management

Benchmarking Results: None

Project Example 2

37

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What are the background issues and definitions?

Acronyms/Definitions

Terms that are commonly used in the Revenue

balancing process were identified

• AIMS: Accounting Integrity Module System

• AR: Account Receivable

• CAR: Customer Account Receivable

• CAR: Customer Accounts Receivable

• CISII: Customer Information System II

• CntlUnits: Control Units (105)

• ConsMny: Consumption Money

• COSP: Continuity of Service Provision

• CPC: Capacity Payment Charge

• CPRC: Capacity Payment Recovery Clause

• CR_Activity: Credit Activity

• ECCR: Energy Conservation Cost Recovery Clause

• FAT: Financial Audit Trail

• FERC: Federal Energy Regulatory Commission

• FncCnt: Financial Control

• GL Tran: General Ledger Transaction

• GL: General Ledger

• ITSC: Information Technology Service Center

• JV: Journal Voucher

• OBC: Oil Backout Charge

• OOB: Out of Balance condition

• PI: Process Integrator

• PWQ: Pending Work Queue

• QAA: Quality Assurance and Process Analytics

• RM: Revenue Management

• RV: Revenue Voucher

• SAP: System Applications Products in Data Processing

• SME: Subject Matter Expert

• SOX: Sarbanes-Oxley Compliance

• SP: SharePoint site

Project Example 2

38

What are the background issues and definitions?

BackgroundEach cycle day, the Customer Information System (CIS II) bills customers for metered retail electricservice. Around 250K customers are billed on a daily basis..

The Quality Assurance and Process Analytics (QAA) team executes controls to ensure revenues areconsistent across platforms and recorded on the GL on a timely basis. The revenue balancing processtakes place after the billing process is completed.

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Project Example 2

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Balancing is executed to ensure revenue billings are

posted to the General Ledger

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What is the scope of your project?

SIPOC

Project Example 2

40

Is / Is not list

Is

• Automating of existing Revenue Balancing process

• Ensuring proper controls are in place

• Reducing time to identify OOB conditions

Is Not

• Facilitating Internal and External Auditing process

• Impacting the Revenue Management Indicators process

• Changing Corporate Accounting reconciliation process

• Automating submission of ITSC tickets

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What is the scope of your project?

The process will not impact the existing auditing,

indicators, and corporate reconciliation processes

Project Example 2

41

Customer Segments

NextEra

FPL

Customer Service

Revenue Management

Quality Assurance and

Process Analytics

Internal Auditing Financial

Corporate Accounting

Financial Accounting

The focus of this improvement effort is the QAA daily

process and controls

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Quality Assurance & Process Analytics is

the Primary Customer of this Project

Who are the customers?

Customer Description of Process

QAAUses daily control reports, Process Integrator

totals, and SAP journal entries to verify

revenue billing amounts.

RM leadership Reviews daily revenue by cycle day to monitor

daily activity.

Internal Auditors Audit random cycle days quarterly.

External Auditors

(SOX)Audit random cycle days quarterly.

Financial

AccountingPerforms reconciliation of revenues at the

Corporate level. If related to billing, payments,

suspense account, QAA will provide necessary

information.

0

Legend:

Not in scope

Project Example 2

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Customer Interview Guide was used to collect VOC

How was the Voice of Customer (VOC) data collected?

Interviews were conducted with QAA’s supervisor and Revenues’ SME to understand the

customer’s needs. The customer:

Stressed the need to reduce time and ensure accuracy

Communicated that the current Revenue Balancing sheet could be improved upon

Questioned whether QAA was currently monitoring all possible failure points

Felt that not all data was available for analytical use

The following process requirements were identified and ranked:

Importance(1-5) Customer Requirements

5 QAA Accurate comparison of all inputs (CIS reports, PI, SAP)

4 QAA Reduce time spent in balancing

4 QAA Reduce manual entries to minimize errors

4 QAA Notification of any OOB

3 QAA Capability of printing

5 QAA Satisfy SOX requirements

4 QAA Keep Balancing cycle day package

3 QAA Monthly Summary by month

2 QAA Flexibility of perform the balancing at any time

Importance Definition

1 Not important

2 Somewhat Important

3 Important

4 Very Important

5 Extremely ImportantThe current method has an average of 40 daily

entries to complete the manual balancing process

Project Example 2

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The critical to quality (CTQ) tree shows key

requirements for a successful automation process

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What are the key customer requirements?

RequirementsDrivers

Develop an automated system that allows for

quick revenue balancing

Accurate auditor reports

Complete auditor reports

Complete comparisons

Ensure all CIS reports, PI and SAP data are in balance

Ticket creation in case of OOB

Create printable packages

Satisfy retention schedule

Keep all 21 cycles and monthly summary

CRITICAL TO QUALITY (CTQ) TREE

Needs

Display detail balancing results

Daily Balancing Schedule

Cost of balancing

Reduction of manual entries as result of automation

Accurate comparison

Ensure all data were entered from all sources

Critical to Quality Tree (CTQ)

Project Example 2

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What are the functional requirements?

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required functional features of the new process

Project Example 2

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ScorecardWhat are the functional requirements?

Based on analysis, the current process is not capable of

meeting the customer’s spec of less than 60 mins

Project Example 2

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How were the design concepts identified?

Brainstorming and review existing manual system

Meetings held with QAA team, SME and IT to identify design concepts

The team brainstormed and researched 4 potential

design concepts

Project Example 2

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A Pugh Matrix was used to

determine the best possible solution

What is the best solution and how was it determined?

Design Subfunction Baseline Design Concept 1

Manual

Design Concept 2

SemiAutomated 1

Design Concept 3

SemiAutomated 2

Design Concept 4

Automated

Daily Execution of Balancing Balancing will be driven by the creation/existance of

Revenue Balancing Reports.

0 1 1 1

Complete Comparison Manually gather hard copies of all Revenue Balancing

reports, and PI and SAP emails, and ticket information

and type in Excel sheet.

0 0 1 1

Accurate Source Comparison Manually type data into Excel sheet. Excel sheet will use

formulas and formatting to identify OOBs. If OOB exist,

research source of OOB and manually enter a ticket with

OOB details. Ensure correction is made.

-1 0 1 1

Accurate and complete Auditor Report See Complete Comparison and Accurate Source

Comparison

-1 0 1 1

Cost of Balancing Balancing 108 minutes= $72 -1 -1 1 1

∑+ 0 0 1 5 5

∑- 0 3 1 0 0

∑0 0 2 3 0 0

Score 0 -3 0 5 5

Design concept 3 was selected as the preferred

approach as it was a less complicated option

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Bird’s-Eye New Process Flow What is the high-level design?

The gathering and comparison of data will be executed

in CIS while ticket creation will still be manual

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What is the high-level design?

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The HOQ2 matrix provided a means to identify technical

requirements related to the functional needs

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Balancing is done automatically in the mainframe; New

revenue component controls have also been added

Automated Revenue Billing Controls

Balancing Process Flow

What is the design detail?

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What are potential failure modes of the new design?

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Potential Failure Modes were discussed by the team

Potential errors in the new process with respective

measures to minimize them were identified

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How was the new design tested and validated?

Full testing was performed to ensure system integrity

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Testing

Unit Testing was performed for each of the new jobs/programs

System Testing was performed for the full process

Positive and Negative test scenarios were created for:Regular billing cycle

Holidays

Skip Days

Extra Read Days

Parallel testing was performed

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Are the measurements accurate, repeatable and reproducible?

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Used Plan- Do- Check- Act (PDCA)

In order to verify the new process activities and interactions, we ensured:

CIS reports and components aligned with data uploaded to tables

New points of control were working properly by manually verifying data

All processes and procedures were documented

Checklist of all points were created to review and categorize findings

Tool functionality met customer needs by demonstrating process

During testing, we found the system created false OOBs for cumulative

report RP202-202 on skip days. In order to resolve this issue, scheduling

modification was required.*

The data and results were accurate, repeatable and

reproducible – a success!

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Customer needs from HOQ1 were analyzed

Were the customer requirements met?

All of the identified customer requirements were met

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Capability Analysis

Were the customer requirements met?

Hypothesis Test Summary Report

The automated process is capable of meeting the

customer’s specification of 60 mins 100% of the

time and even improve customer’s specification.

Looking at the P value, we can be 95%

confident that the true difference is between

80.099 and 92.035.

The process had excellent results and is completely

within the customer’s specification range

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How will the design be fully deployed?

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All testing and training were completed prior to

implementation of the automated process

Training was provided to all QAA team members

• Revenue Balancing Table was tested

• CIS changes placed into production

• Parallel Testing was completed

• Dashboard training was provided to all QAA technicians and Analysts.

• Training sessions scheduled for two hours.

• Training was customized based on role

• Job aids were created for the new balancing process available in

SharePoint (SP)

• Due to Irma, use of automated balancing method was moved to

November 2017.

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What controls are in place to sustain your results?

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Process & Control Requirements -

House of Quality 3 (HOQ3)

The controls for the new design are in place and

monitored daily to insure standardization of the process

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Business Impact

Automation of Revenue Billing Controls has been

streamlined and produced a savings to the company

Results:Daily average time spent using automated revenue balancing system is 21 mins.

Time saved using the automated system is equivalent to 9.13 weeks per year

What was the actual business impact of your project?

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FINANCIAL IMPACT SUMMARY

Impact Type NPV IRR Payback Period

Hard Dollars $32,376 118% 1 Years

Soft Dollars -$7,539 > 0 N/A (No Payback)

All Dollars $24,838 72% 2 Years

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Agenda

Introduction

FPL Quality History

Design for Lean Six Sigma

DMADV - Steps and Tools

Project Examples

Questions

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