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Project was developed to reduce the cycle time engineers were waiting to recieve a computer system upon hiring. Result was a reduction in cycle time from 2 weeks to less than one day.
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Project Summary :Summary Through the use of supply chain techniques and queue
modeling we were able to reduce the cycle time from approval to a PC order to delivery to a Seagate Users Desktop by 90% to less than one day.
:Impact New employees to Seagate will not have to wait for a
system order, they will be able to work immediately. Existing employees in most instances will have a new system the same day they ordered it exceeding the customer specification by 4 days!
Define Phase Tools Used:
Stakeholder Matrix Problem Statement Business Objectives Projected Business Benefit
Name:William T. HayesDivision: AdministrationBusiness Unit: ITSite: LongmontChampion: Dale WallaceMaster Black Belt:Sam Keene/Bill ClarkProcess Owner(s):Todd GeerCurrent Project Phase: Control
PC Order to Installation Cycle Time Reduction
: Problem Statement In recent months the number of customer complaints pertaining to system
delivery times has increased dramatically. The concerns from customers are now being reflected in our annual IT survey. Seagate orders nearly 20 million dollars in PC technology a year, equating to over 5500 computer systems world wide, 350 of which were ordered from the Longmont Design Center. Average Delivery Times range from 12 to 14 days, making it difficult for customers to get new systems in a timely manner.
:Project Objective To reduce PC cycle time by 90% from 12-14 days to .5 –1.5 days by November
31, 2001. :Projected Business Benefit
New hires will have a new PC before they are to start work at the facility, and upgrades of existing systems will be expedited, thus increasing productivity.
Better Customer Service: Understanding Customer needs and meeting them faster.
PC Order to Installation Cycle Time Reduction :Defect
Excessive Cycle time required to deliver new systems to users
:Primary Metric Number of days it takes from order to instillation of a new
PC to the user.
( ):Secondary Metric s Increase in Service Level Agreement performance in other
desktop functions Increase in customer satisfaction survey
Measure Phase Tools Used:
Process Mapping Fishbone Diagram Cause and Effect Matrix Descriptive Stats Capability Analysis Gauge R&R Control Charts
PC Order to Installation Cycle Time Reduction Seagate Employees place orders for Personal Computers
through Wizards, a supply management software. The order is sent electronically to the PC vendor who manufactures the product. The PC is then shipped to the receiving department of the Longmont Design Center. Once received, the PC is sent to the Desktop Support Lab for processing and delivery to the user.
Tuesday, June 04, 2002
Level 1 Process: Order to Installation Cycle Time
Seagate Employee places order for new computer
Mean Time 4.4 DaysDell or Compact Manufacture Order
Mean Time 4 Days Compaq6 Days Dell
Order is Shipped
Mean 2 Days
Arives at Shipping at Local Site
Mean 6.6 HoursDesktop Support Recieves New Computer Order
Mean 3.63 Days PC is Set in Storage
Tech Installs OS Tech Delivers and Install New Computer
ThisRepresentsthe delay
customersExperiance
Requestor1:1
Placesorder inWizards
1:2
Commodity Approver1:3
PC Approvedby Commodity
Approver1:4
Does userrequire DOA
Approval1:6
Yes
Is it CatalogItem1:11
Wizards PlacesOrder toVendor
1:12
VendorReciepts order
1:13
No
Delagation ofAuthorityProcess
1:5
Order is Sent topurchasing agent
1:16
YesOrder Sent toDOA apporver
1:7
Approver Reads E-mail
E-mail isgenerated and
sent to Approver1:8
Approved1:10
Wizards Sends E-mail to Requestor
1:14
No
ManagerAccessesWizards
1:9
No
YesYes
No
OrderTerminated
1:15
VendorManufactures
order1:17
Shipping Vendor TransportsOrder1:18
LDC Recieves Items1:19
PhysicalInventory is done
1:20
Is it a POorder1:21
Order recorded inrecieving log
1:22
Order is assigneda control Number
1:23
Order is movedto check-in
1:25
PO is enteredinto Oracle
1:24
Order is movedinto holding Area
1:27
Yes
No
Delivery Tag isAttatched
1:26
Deliveriesstart at 3:00
1:28
Go toPage
2
Shippingdeterminespriority ofshipment
LDC DeliversPC
TechSigns forDelivery
Tag
TechRemoves
invoice
Invoice istaken to desk
TechScansinvoice
copy isstored onnetwork
techselects pc
forprocessin
g
tech takescopy back to
system
tech takes pcback to desk
Remedyticket isopened
WIPstatus
Transportsystem to
user
TechUnpacks
PC
checknetwork
forcurrentimage
VerifiesmodelPC is Placed
in Storage
current imageexistsY/N
Yes
No
Plugsystem in
andpower up
Insertnetworkboot disk
Tech logsinto
network
Selects XDrive
Selectsdirectory
path
SelectsImage file
Startsimage
Waits for imagecompletion
Sendemail to
user
Wait for responsefrom user
Placeticket inPending
PC Placed inStorage
waiting onuser
Email isrecieved
Is System fornew hire
No
Did usercopy files
NoTech leaveslab for users
location
Extractsfiles fromuser tonetwork
Travels backto LAB
Yes
Tech logsinto PC
as Admin
CreatesProfile of
User
ChangesPC Nameto Conv.
DownloadNotes ID
fromNetwork
ConfigureIE
Changename in
login adv.properties
Log-inSystem Reboots
Changeconfigurat
ion ofnotes
Browser
Contactuser forsetupappt.
Download.dsk and.nsf files
Configurenotes
InspectSecurity
options innotes
Appt. Delay
GetSystempacked
for Trans.
Copy filesto
network
Log in asUser
Breakdown oldsystem
set upnew
system
Ask userwhat data
needstransfered
Copy filesto newsystem
Test notesTest IETest OfficePlace
bookmarkfiles
MapPrinterports
Addpritnerdrivers
Print testpages
Go Back tolab
PutRemarks
inRemedyTicket
PlaceTicket
Status inResolved
Page2
Has newhire started
Yes
Yes
ContactNew Hire
makeAppt.
Verifyuser hasNovellaccess
andNotesID
No
Contactmanager
TellManagerto Openticket forNewhire
System isheld instorage
Wait for Appt.
PlaceTicket towork in
progress
Insertfloppy
3:1
SelectbootOrder
3:4
Changboot
order toCD,Flopp
y, HD3:5
Selectthe
Advanced Button
3:29
BootSystem
3:2
Press F2at Bios
3:3
FromPage
2
InsertW2000Select
CD3:6
Reboot System3:7
SelectBoot
From CDupon
reboot3:8
OS is copied toHD3:9
PressEnter to
startinstall3:10
DoesPartitionExist?3:11
NoCreate
partition3:12
Format PartitionFat 323:13
SelectPartitionfor OS toinstall on
3:14
OS copies Files/Reboots
3:15
SelectDefaulsts
forKeyboar
d3:16
InsertEmployee name
3:17
EnterSeagateas Org.
3:18
InsertComputer Name
(col-userid-
0X)3:19
Yes
SetAdminist
ratorPasswor
d3:20
InspectSystem
Time, SetMountainTime Zone
3:21
NetworkingCompontentsSetup By OS
3:22
ClickInstall3:23
ClickProtocol
3:24
ClickAdd3:25
SelectNWLinkIPX/SPX
3:26
Click onInternetProtocolTCP/IP
3:27
SelectPropertie
s3:28
SelectDNS Tab
3:30
SelectAppend
DNSSuffixes
3:31
ClickAdd-
Colo.Seagate.com
3:32
ClickAdd-
Notes.Seagate.co
m3:33
ClickAdd-
Seagate.com3:34
UncheckRegister
DNSConnecti
on3:35
Select-No to
Domain3:36
SelectDefaultWorkGroup3:37
ChangeOrder toFloppy,HD, CD
3:42
SelectBootOrder3:41
OS Goes throughAuto Config
3:38
Select SytemReboot
3:39
Select F2at BIOS
3:40
Savesettings
3:43
Reboot3:44
ClickNext at
NetworkIdentifica
tionWizzard
3:45
SelectUsersMustEnter
Password
3:46
Log Onas
Administrator3:47
SelectStart,
Settings,ControlPanes3:48
SelectUsersAnd
Passwords
3:50
ClickAdd-
UserID3:51
SelectPassword= Blank
3:52
SelectAccessLevel to
other3:53
SelectAdminist
rator3:54
SelectFinish3:55
CloseControlPanel3:56
Log offas
Administrator3:61
Open IEBrowserWindow
3:57
SelectTools-FolderOption
3:58
Click theView Tab
3:59
Checkthe ShowHidden
FilesOption
3:60
Log in asUser3:62
Uncheckthe start
upscreen
3:63
SetResoluti
on to1024X768
3:64
InsertW2000
CD3:65
Copyi386 toC:\i386
3:66
RemoveW2000
CD3:67
InsertW2000
SupportCD
3:68
CopySP2 toC:\SP2
3:69
Run SP2from
copiedLocation
3:70
Log in asUser3:72
RighClick on
mycompute
rselect
hardwaretab3:73
Reboot System3:71
Click onDevice
Manager3:73
InstallAudio
Drivers3:78
Inspect forYellow
QuestionMarks3:74
YellowQuestion
MarksPresent
3:76
Reboot3:79
Log in asUser3:80
Download driversfrom ?
3:77
Download drivers
from?3:81
InstallIntel
ChipsetDriver3:82
Insert MSOffice
2000 CD3:84
Reboot3:83
SelectCustomInstall3:85
Software Installs3:92
Selectrun all
from mycompute
r3:86
ClickAccess
3:87
Set toNot
Available3:88
Click onOutlook
3:89
Set toNot
Available3:90
Clickperform
acomplete
Install3:91
Insert MSOffice2000Serv.Pack3:93
ClickUpdateOffice
Components3:94
Yes
No
Software Installs3:95
InsertOffice
2000 CD3:96
Software Installs3:97
Reboot3:98
Log in asUser3:99
ExtractNovellClientfiles3:100
RunNetwareSetup3:101
SelectInstall
IPX andIP
3:102
SelectNovell
Distributed Print
Serv.3:103
AddContex3:108
Configure IP as
PreferedProtocol
3:105
ClickStart/Run
3:111
AddSeagateas Treein Login
Box3:107
Reboot3:104
Add Username inDialog
Box3:109
Log in asUser3:110
Reboot3:106
EnterPath:Q:\
winstall\winstall
3:112
InstallWininstal
l Iconcreation
3:113
InstallLotusNotes3:114
InstallAdobe
4.03:117
RepeatSteps
3:110,111,112
3:116
Reboot3:115
InstallNetscape
4.73:118
InstallMcaffeeAntivirus
3:119
SelectNetscape
andOpenApp.3:120
Set homepage to
home.colo.seagat
e.com3:121
Backto
step2:44
Process Base Line Ariba 4.4 Days: 90% of the Cycle time is wrapped up in the
DOA Process Employer of Choice issue
Manufacturing: 4 to 6 days Dell: 4 days to manufacture + 2 days to ship Compaq 1.78 days to manufacture + 2 days to ship Varies by Desktop and Laptop
Shipping: 6.58 hours or .27 Days Variation due to manpower, no one to accept the order causing
order to wait until next business day Desktop: 3.63 Days
Project TeamProcess Owner :Dale Wallace
Members : William Hayes IT Ops BB:Joyce Sower IT Ops BB:Steve Bennett IT Ops GB:David Pinter IT Ops GB:Donna Cook Desktop Support: Jean Morely Desktop Support:
PC Delivery Cycle Time Reduction
PC Order to Installation Cycle Time Reduction
MEASURE PHASE PROJECT DETAILS
Process Flow Interviews with the following departments have been
completed: Purchasing Shipping/Receiving Desktop Support Dell Computer Co. Compaq Computer Co. Seagate Corporate IT
N
S
EW
KPOV:ExcessiveCycle Timeto DeliverPC to user
Process People
SystemsMaterials
Enviroment
Repair Call Load
Department Staffing
Education of Users
Appointment wait times
Team Moral
Work Enviroment
Special Projects
Prioritization of Call load Waiting for user data
Manager not ordering PC in time
Training of Personel
Lack of Personell
Subtitle
8/23/2001
Fishbone: Excessive Cycle Time to Deliver PC's
Wait time at dock beforedelivery
Missed Delivery from Shipping
Communication from users Commodity Approver notAvailable
Define IT processes
Excessive cycle steps
Vendors Missed SLA for system
Scanning Invoices/ Audit Trail
Lack of system to track new hires
Data Transfer from users existing systems
Lack of Inventory Process
Supporting Non-Standard Software/Hardware
Lack of enforced standards
Scsi Systems take Longer
Ariba to Oracle System Failure
Incedentals Needed by customer
Evolution of Hardware
Oracle Down Time
Network Down Time
Port Connectivity at user setup
Software configuration at setup
Printer Setup
Image Version up to dates
Bad Incoming Quality
Speed of Network to Cast Immages
Non-standard hardware/ Software
Dealing with Non-catalog orders
Lack of standard Supplies
Admin Rights to changes passwords
Creation of User ID and Notes ID
Cause and Effect Matrix KPOV’s are excessive
cycle time in the four phases
KPIV data came from the Fishbone Diagram
KPOV Ranking came from the amount of variance in the process and the impact on the customer
Microsoft Excel Worksheet
KPIV Ranking
0
20
40
60
80
100
120
Und
efined
IT P
roce
sses
Sup
porti
ng N
on S
tand
ard
Softw
are/
Har
dwar
e
Dep
artm
enta
l Sta
ffing
Exc
essive
Cyc
le S
teps
Edu
catio
n of
Use
rs
Com
mun
icat
ion
From
Use
rs
Rep
air C
all L
oad
Spe
cial P
roject
s
Prio
ritizat
ion
of C
all L
oad
Wai
ting
for u
ser D
ata
Lack
of p
erso
nell
Imag
e ve
rsion
up to
dat
e
Dea
ling
with
non
-cat
alog
ord
ers
Pro
cess
Sta
ndar
ds e
nfor
cem
ent
Ven
dors
Misse
d SLA
Dat
a Tra
nsfe
r fro
m e
xistin
g us
ers
Ora
cle
Dow
n Tim
e
Evo
lutio
n of
Har
dwar
e
Lack
of s
yste
m to
trac
k New
Hire
s
Wor
k Env
irom
ent
App
oint
men
t Wai
t Tim
es
Team
Mor
al
Ranking
Others
Team Moral
Appointment W
ait Times
Work Enviro
ment
Lack of system to tra
ck New Hire
s
Vendors Missed SLA
Process Standards enforcement
Waiting fo
r user D
ata
Special Projects
Prioritization of C
all Load
Data Transfer from exis
ting users
Creation of U
ser ID and Notes ID
Repair Call Load
Communication From Users
Education of U
sers
Excessive Cycle Steps
Departmental Staffin
g
Defined IT Processes
63 36 36 39 40 63 71 81 81 81 81 81 84 85 97100100104
533335566666667888
100 95 93 90 87 84 79 74 68 61 55 49 43 37 30 23 15 8
1000
500
0
100
80
60
40
20
0
Defect
CountPercentCum %
Per
cen
t
Cou
nt
Pareto Chart for KPIV
Pareto Chart of KPIV Cause and Effect Chart
was used to Rank Potential KPIV’s
KPIV Data Came from Fishbone Diagram
Inputs were ranked on their effect to excessive cycle time to each potential Phase(Ariba, Manufacture,Shipping, and Desktop) 41 Total KPIV’s
Others
Team Moral
Appointment W
ait Times
Work Enviro
ment
Lack of system to tra
ck New Hire
s
Vendors Missed SLA
Process Standards enforcement
Waiting fo
r user D
ata
Special Projects
Prioritiz
ation of Call L
oad
Data Transfer from exis
ting users
Creation of U
ser ID and Notes ID
Repair Call L
oad
Communication From Users
Education of U
sers
Excessive Cycle Steps
Departmental S
taffing
Defined IT Processes
63 36 36 39 40 63 71 81 81 81 81 81 84 85 97100100104
533335566666667888
100 95 93 90 87 84 79 74 68 61 55 49 43 37 30 23 15 8
1000
500
0
100
80
60
40
20
0
Defect
CountPercentCum %
Per
cen
t
Cou
nt
Pareto Chart for KPIV
20% KPIV Pareto Supporting Non Standard
Hardware/Software (This had an effect through all phases of process.
Undefined IT Processes (procedures for which we have no written process, or the process is not followed)
Departmental Staffing Education of Users Excessive Call Load
Others
Evolution of Hardware
Oracle Down Time
Vendors Missed SLA
Data Transfer from existing users
Process Standards enforcement
Dealing with non-catalog orders
Waiting for u
ser Data
Special Projects
Prioritization of C
all Load
Lack of personell
Image version up to
date
Repair Call L
oad
Communication From Users
Education of Users
Excessive Cycle Steps
Departmental Staffin
g
Undefined IT Processes
Supporting Non Standard Softw
are/Hardware
40 43 48 63 63 71 80 81 81 81 81 81 84 85 97100100104104
3334455555556677777
100 97 94 91 87 83 78 73 67 62 56 51 45 40 34 27 21 14 7
1500
1000
500
0
100
80
60
40
20
0
Defect
CountPercentCum %
Pe
rce
nt
Co
un
t
Major KPIV's for PC Cycle Time
80065050035020050
95% Confidence Interval for Mu
14012010080604020
95% Confidence Interval for Median
Variable: Ariba DOA Cy
29.226
126.592
83.397
Maximum3rd QuartileMedian1st QuartileMinimum
NKurtosisSkewnessVarianceStDevMean
P-Value:A-Squared:
92.774
159.612
129.747
804.000136.500 67.000 19.000 1.000
1458.962742.7130519933.3141.185106.572
0.00011.945
95% Confidence Interval for Median
95% Confidence Interval for Sigma
95% Confidence Interval for Mu
Anderson-Darling Normality Test
Descriptive Statistics
302010Subgroup 0
500
400
300
200
100
0
-100
-200
Sam
ple
Mea
n
Mean=106.6
UCL=400.2
LCL=-187.0
800700600500400300200100
0
Sam
ple
Ran
ge
1 1
1
R=201.5
UCL=459.7
LCL=0
Ariba DOA Cycle Time
-200 0 200 400
1
510
20304050607080
9095
99
Data
Pe
rce
nt AD* 4.377
Goodness of Fit
Normal Probability Plot for Hours to ResML Estimates - 95% CI
Mean
StDev
84.1562
97.4720
ML Estimates
0.00 0.01 0.10 1.00 10.00 100.00 1000.00
1
2 3 5
10
20304050607080909599
Data
Pe
rce
nt AD* 0.815
Goodness of Fit
Weibull Probability Plot for Hours to ResML Estimates - 95% CI
Shape
Scale
0.763148
72.0793
ML Estimates
3020100
400
200
0
-200
Xbar and R Chart
Subgr
Mea
ns
Mean=106.6
UCL=474.7
LCL=-261.6
750
500
250
0
Ran
ges
R=252.7
UCL=576.4
LCL=0
302010
Last 25 Subgroups750
500
250
0
Subgroup Number
Val
ues
48 0
Overall (LT)
Shape: 0.7571Scale: 90.2079Pp: 0.04Ppk: -0.03
Capability PlotProcess Tolerance
Specifications
III
III
1000.00100.0010.001.000.100.01
Weibull Prob Plot
8004000
Capability Histogram
Ariba DOA Cycle Time Capability 48hr Spec
Ariba Phase Measurements Placement of Order to the
Approval of Order Orders were pulled out of
Oracle Database 145 Samples Taken Mean time to Order 106.7
Hours or 4.4 Days Ariba System had built in
control to alert next level manager the order had not been approved for two days. It was ordered to be shut off
Need to Implement control, repeating emails.
80065050035020050
95% Confidence Interval for Mu
14012010080604020
95% Confidence Interval for Median
Variable: Ariba DOA Cy
29.226
126.592
83.397
Maximum3rd QuartileMedian1st QuartileMinimum
NKurtosisSkewnessVarianceStDevMean
P-Value:A-Squared:
92.774
159.612
129.747
804.000136.500 67.000 19.000 1.000
1458.962742.7130519933.3141.185106.572
0.00011.945
95% Confidence Interval for Median
95% Confidence Interval for Sigma
95% Confidence Interval for Mu
Anderson-Darling Normality Test
Descriptive Statistics
28022016010040
95% Confidence Interval for Mu
504030
95% Confidence Interval for Median
Variable: Compaq Manuf
24.000
36.958
37.954
Maximum3rd QuartileMedian1st QuartileMinimum
NKurtosisSkewnessVarianceStDevMean
P-Value:A-Squared:
24.000
43.776
47.558
312.000 48.000 24.000 24.000 24.000
27011.60823.105861606.1840.077142.7556
0.00048.152
95% Confidence Interval for Median
95% Confidence Interval for Sigma
95% Confidence Interval for Mu
Anderson-Darling Normality Test
Descriptive Statistics
0 10 20 30 40 50
0
30
60
90
Xbar and R Chart
Subgr
Mea
n
1
6
15
6
1
66
1
Mean=39.40
UCL=76.73
LCL=2.058
0
50
100
150
Ran
ge
1
22
1 1
2222
R=64.73
UCL=136.9
LCL=0
30 40 50
Last 25 Subgroups
20
70
120
170
Subgroup Number
Val
ues
0 120
Capability PlotProcess Tolerance
I I I
I I I
I ISpecifications
Within
Overall
0 100 200
Normal Prob Plot
0 100 200
Capability Histogram
WithinStDev:Cp:Cpk:
27.8305
Data is Not Normal
0.47
OverallStDev:Pp:Ppk:
31.39650.640.42
Compaq Service Level Agreement Capability
1086420
95% Confidence Interval for Mu
4.83.82.8
95% Confidence Interval for Median
Variable: Average Days
2.9089
2.0224
3.3929
Maximum3rd QuartileMedian1st QuartileMinimum
NKurtosisSkewnessVarianceStDevMean
P-Value:A-Squared:
4.6926
2.9101
4.6256
10.8570 5.2253 3.7540 2.2257 0.0000
600.6045780.8805685.692882.385984.00923
0.0190.915
95% Confidence Interval for Median
95% Confidence Interval for Sigma
95% Confidence Interval for Mu
Anderson-Darling Normality Test
Descriptive Statistics
Dell Manufacturer SLA Capability and Fit
1050
7.5
5.0
2.5
0.0
Xbar and R Chart
Subgr
Mea
ns
Mean=4.077
UCL=7.479
LCL=0.6754
12
8
4
0
Ran
ges
R=4.670
UCL=10.65
LCL=0
1050
Last 12 Subgroups12
8
4
0
Subgroup Number
Val
ues
50
Overall (LT)
Shape: 1.86113Scale: 4.61167Pp: 0.40Ppk: 0.16
Capability PlotProcess Tolerance
Specifications
III
III
101
Weibull Prob Plot
1050
Capability Histogram
Dell PC Manufacture SLA Capability 5 Days
10.01.00.1
99
9590807060504030
20
10
5
3
2
1
DataP
erc
en
t 0.477AD*
Goodness of Fit
Weibull Probability Plot for Dell Days ToML Estimates - 95% CI
Shape
Scale
1.86113
4.61167
ML Estimates
Manufacturing Measurement Details Measurements were collected from both Dell and
Compaq, the two major vendors used to supply Systems to customers
Dell mean Time for Order fulfillment was 4.01 days plus two days shipping from data FY-01 and FY-00
Compaq mean time for order fulfillment was 1.78 Days plus two days shipping from data FY-01
Dell uses JIT Manufacturing Processes while Compaq keeps systems in stock.
Compaq is in the process of moving to JIT Manufacturing Process
Measurement includes both desktops and laptops
Shipping Measurements Shipping Measurements
were taken from Shipping log.
Measurements were taken from the month of Aug.
Shipping Mean Time was 6.58 Hours.
KPIV for variance was departmental staffing, or no one in the lab to receive systems.
4 8 12 16 20 24
95% Confidence Interval for Mu
3.5 4.5 5.5 6.5 7.5 8.5 9.5
95% Confidence Interval for Median
Variable: Shipping Sam
A-Squared:P-Value:
MeanStDevVarianceSkewnessKurtosisN
Minimum1st QuartileMedian3rd QuartileMaximum
4.0107
4.8602
4.0000
6.5470.000
6.580006.2244138.74332.437064.38892
25
4.0000 4.0000 4.0000 5.500023.0000
9.1493
8.6591
4.4009
Anderson-Darling Normality Test
95% Confidence Interval for Mu
95% Confidence Interval for Sigma
95% Confidence Interval for Median
Descriptive Statistics
302520151050
USLLSL
Process Capability Analysis for Shipping SamCalculations Based on Weibull Distribution Model
PPM TotalPPM > USLPPM < LSL
PPM TotalPPM > USLPPM < LSL
Ppk
PPLPPUPp
ScaleShapeSample NMeanLSLTargetUSL
322257.04322257.04
0.00
120000.00120000.00
0.00
0.15
2.400.150.27
7.289321.33659
256.696320.00000
*8.00000
Expected LT Performance
Observed LT Performance
Overall (LT) Capability
Process Data
32525017510025
95% Confidence Interval for Mu
1101009080706050403020
95% Confidence Interval for Median
Variable: Hours to Res
23.434
83.683
59.616
Maximum3rd QuartileMedian1st QuartileMinimum
NKurtosisSkewnessVarianceStDevMean
P-Value:A-Squared:
78.000
118.984
108.697
384.000121.750 49.500 8.500 1.000
641.862371.560289651.5998.242584.1563
0.0004.292
95% Confidence Interval for Median
95% Confidence Interval for Sigma
95% Confidence Interval for Mu
Anderson-Darling Normality Test
Descriptive Statistics
Desktop PC Setup Capability
4003002001000-100-200
TargetUSLLB
Desktop PC Setup Capability
PPM TotalPPM > USLPPM < LB
PPM TotalPPM > USLPPM < LB
PPM TotalPPM > USL
PPM < LB
PpkPPLPPUPp
Cpm
CpkCPLCPUCp
StDev(Overall)StDev(Total)StDev(Within)StDev(Betw)Sample NMeanLower BoundTargetUSL
643031.24643031.24
*
632762.28632762.28
*
515625.00515625.00
0.00
-0.12 *
-0.12 *
*
-0.11 *
-0.11 *
98.633106.600 85.261 63.984
6484.1563 0.0000 8.0000
48.0000
Exp. "Overall" PerformanceExp. "Between/Within" PerformanceObserved PerformanceOverall Capability
Between/Within Capability
Process Data
TotalBetw + Within
Overall
specification.spec than withinmore setups out ofprocess producingnegative due toProcess Capability is
Two-Sample T-Test and CI: Compaq Manufactu, Dell Days To Man
Two-sample T for Compaq Manufacture Time in Hrs. vs Dell Days To Manufacture
N Mean StDev SE Mean
Compaq M 265 39.4 31.4 1.9
Dell Day 59 4.08 2.35 0.31
Difference = mu Compaq Manufacture Time in Hrs. - mu Dell Days To Manufacture
Estimate for difference: 35.32
95% CI for difference: (31.48, 39.16)
T-Test of difference = 0 (vs not =): T-Value = 18.10 P-Value = 0.000 DF = 276
We Reject Ho, the are significantly
different
9876543210
20
10
0
-10
Xbar and R Chart
Subgr
Mea
ns
Mean=8.991
UCL=25.91
LCL=-7.930
24
16
8
0
Ran
ges
R=9.549
UCL=24.58
LCL=0
9876543210
Last 9 Subgroups20
15
10
5
Subgroup Number
Val
ues
50
Overall (LT)
Shape: 1.43858Scale: 9.93356Pp: 0.14Ppk: -0.16
Capability PlotProcess Tolerance
Specifications
III
III
101
Weibull Prob Plot
20100
Capability Histogram
Dell PC Manufacture SLA Capability 5 Days
Analyze Phase Tools Used:
Brainstorming Process Mapping Control Charts 2 Sample t
Affinity Diagram Team Meeting #5 Brainstorming 25% , Looking at top why do they happen and how can we control
?them Departmental Staffing
DOE for staffing vs. Call Load (Is staff overloaded?) - /Supporting Non standard Hardware Software
Develop ways to communicate site needs to the Global Standards Organizations
Centralizing Distribution of PC to users Simplification of hardware platforms/Enforce Minimum
Standards Removing Non Value added process steps Undefined IT Processes
Six Sigma Project to Determine Undefined IT Processes This project will bring together QSR requirements and Six Sigma
Implement Control Plan
Affinity Diagram Team Meeting #5 Brainstorming
Education of Users Website to help educate users on IT Standards
Info Came from focus group Focus Group to discuss user needs/concerns from Engineering
community and all customers
What’s Next? Analyze: Test process change for desktop by delivery of systems to
the user. Record the results and interview the users. Develop Communications Document to send with each
system instructing the user what he or she needs to do when the system arrives.
Measure the impact of potential KPIV data, such as High call volume vs. setup times, Staffing levels vs. setup times
Regression
What Happened Team meeting #7: Found out current imaging system was
not available, researched alternate course of action Concurrent Project to test, select, and purchase new
imaging software PFMEA: Found major holes in new process that need to
be fixed before test implementation New Process: Stocking of systems on site AKA: Quick
Delivery PC’s. Major Breakthrough and possible reduction in Cycle time!
LDC DeliversPC
TechSigns forDelivery
Tag
TechRemoves
invoice
Invoice istaken to desk
TechScansinvoice
copy isstored onnetwork
techselects pc
forprocessin
g
tech takescopy back to
system
tech takes pcback to desk
Remedyticket isopened
WIPstatus
Transportsystem to
user
TechUnpacks
PC
checknetwork
forcurrentimage
VerifiesmodelPC is Placed
in Storage
current imageexistsY/N
Yes
No
Plugsystem in
andpower up
Insertnetworkboot disk
Tech logsinto
network
Selects XDrive
Selectsdirectory
path
SelectsImage file
Startsimage
Waits for imagecompletion
Sendemail to
user
Wait for responsefrom user
Placeticket inPending
PC Placed inStorage
waiting onuser
Email isrecieved
Is System fornew hire
No
Did usercopy files
NoTech leaveslab for users
location
Extractsfiles fromuser tonetwork
Travels backto LAB
Yes
Tech logsinto PC
as Admin
CreatesProfile of
User
ChangesPC Nameto Conv.
DownloadNotes ID
fromNetwork
ConfigureIE
Changename in
login adv.properties
Log-inSystem Reboots
Changeconfigurat
ion ofnotes
Browser
Contactuser forsetupappt.
Download.dsk and.nsf files
Configurenotes
InspectSecurity
options innotes
Appt. Delay
GetSystempacked
for Trans.
Copy filesto
network
Log in asUser
Breakdown oldsystem
set upnew
system
Ask userwhat data
needstransfered
Copy filesto newsystem
Test notesTest IETest OfficePlace
bookmarkfiles
MapPrinterports
Addpritnerdrivers
Print testpages
Go Back tolab
PutRemarks
inRemedyTicket
PlaceTicket
Status inResolved
Page2
Has newhire started
Yes
Yes
ContactNew Hire
makeAppt.
Verifyuser hasNovellaccess
andNotesID
No
Contactmanager
TellManagerto Openticket forNewhire
System isheld instorage
Wait for Appt.
PlaceTicket towork in
progress
userorderssystem
emailgenerated
tocommodity approver
Commodity approverinspectsrequest
StandardEquipment
Denied
ProcessOwner
opens 2tickets
Ticket forinventory
to selfYes
No
HighPriority
Ticket toTech forDelivery
Tech Pullssystem
fromStock
ContactsCustomer
GetscustormerInformation
DeliversSystem tocustomer
Quick Delivery System Distribution Process
Transer ofuser Dataand Misc.Peripheral
s
CloseRemedy
Call
6 7
Process Changes for Delivery Directly to User Reduction in operations
from 51 to 38 = -13 change
Reduction in Transports from 6 to 2 =-4 Change
Addition of Inspections from 7 to 8=+1change
Reduction in Delays from 5 to 2 = -3 Change
Reduction of storages from 3 to 0 = -3 change
23 Steps in process Removed.
TechUnpacks
PC3:11
checknetwork
forcurrentimage3:13
Verifiesmodel3:12
currentimage exists
Y/N3:14
No
Page2
Plugsystem
inand
power up3:15
Insertnetwork
boot disk3:16
Techlogs intonetwork
3:17
Selects XDrive3:18
Selectsdirectory
path3:19
SelectsImage
file3:20
Startsimage3:21
Waits for imagecompletion
3:22
TechRecievesCall from
HelpDesk3:1
Techcalls
user andverifies
Information3:2
Tech Travelsto usersLocation
3:10
Is Systemfor new hire
3:3
Yes
Does NewHire have
Notes/NovellID Created
3:4
No
InstructUser or
managerto
AccessLotus
Notes IDdatabase
3:5
Techlogs into
PC asAdmin3:23
CreatesProfile of
User3:24
ChangesPC Nameto Conv.
3:25
Download Notes
IDfrom
Network3:30
Configure IE3:29
Changename in
loginadv.
properties
3:27
Log-in3:28
System Reboots3:26
Changeconfiguration ofnotes
Browser3:34
Download
.dsk and
.nsf files3:32
Configure notes
3:31
InspectSecurity
options innotes3:33
Copyfiles to
network3:36
Log in asUser3:39
Breakdown oldsystem
3:37
set upnew
system3:38
Ask userwhatdata
needstransfere
d3:35
Copyfiles to
newsystem
3:40
Test notes3:41
Test IE3:42
Test Office3:43
Placebookmar
k files3:44
MapPrinterports3:45
Addpritnerdrivers
3:46
Print testpages3:47
PutRemarks
inRemedyTicket3:49
Are ther AnyAccessories
?3:6
Is thereadditionalSoftwareNeeded?
3:8
BringRequired
Tools3:7
BringRequiredSoftware
3:9
NoNo
Yes Yes
Go Back tolab3:48
Place TicketStatus inResolved
3:50
Task / Function Potential Failure Mode Potential Failure EffectsSEV
Potential CausesOCC
Current ControlsDET
RPN
What is the process step
In what ways does the Key Input go wrong?
What is the impact on the Key Output Variables (Customer Requirements) or internal requirements?
How
S
evere is
th
e
eff
ect
to t
he
cusotm
er?
What causes the Key Input to go wrong?
How
oft
en d
oes c
ause
or F
M occur?
What are the existing controls and procedures (inspection and test) that prevent eith the cause or the Failure Mode? Should include an SOP number.
How
well can you
dete
ct
cause o
r F
M?
People Failure to follow Process System in not done correctly and extends setup time, could create more problems
8Not trained properly, no documented process 8
Documented Processes5 320
People User doesn’t tell tech about accessories
Tech shows up to users location without correct tools. 4
Communiction failure between user and Technician 3
Call user before showing up at users desk 2 24
People User fails to call in system to the help desk
System sets in users cube8
User does not receive documentation instructing user to call
5None
10 400
People User does not want systen in their cube
Customer disatisfaction5
Lack of communication between user and desktop 4
User can call the help desk, instructions on receiving document
2 40
People User not available Tech is unable to set up system 8
Lack of communication between user and desktop, user had confilct
3Tech calls and makes apptment, part of SOP 0
People/Process User does not know what data needs transferred
Unable to finish call correctly, rework must be performed
4Lack of a defined process for data storage, communication between user and teck
3No SOP
10 120
People User configures own system
Rework by tech, system could become unstalbe and non-standard
8User takes inititave
6None
8 384
Process Lack of current image on file
Process failure, system image was not done for new models
8No way to catch new system models if they are delivered to user first
6None
10 480
Process Don’t know naming convention
System is not properly named 2
Process was not followe, and may be a training issue 2
Written Process, yet is out of date. 4 16
Process No lacation to copy data Cannot finish system, causing delay and rework 4
Lack of drive space, could be sensitive data 5
No written SOP10 200
Process No notes ID file on the users I: Drive
Unable to complete setup, potential rework and time delay
5Notes admin on vacation, manager failed to use notes data base
4Lotus Notes Database for ordering ID file from Notes Admin 3 60
Process Potential Non-Standard System
System has to be set up from scratch, delaying user up time and causing
8No system image on file, it was a custom order. 6
No process in place10 480
Process Proxy not set in notes browser
Rework by tech, user opens another call to help desk 3
Failure to follow process 7
Setup process on file, not up to date 3 63
Hardware Network Failure (Transport) Unable to copy data over or test network setup 8
Network hardware failure, switch on wrong VLAN 2
Redundant network systems1 16
Hardware Printer port drivers unavailable
Unable to complete setup, or delay setup 8
Drivers not updated on network6
No Process in place10 480
Hardware Not enough Disk space Cannot move data, delaying or halting setup 7
lack of network drive space1
SAN1 7
Hardware Network Boot Disk Fails Delay in setup time, need to retrieve another disk 8
Bad disk, old disk, wrong drivers for network card 6
No control currently4 192
Hardware Image Failure Bad immage collected, incompatable hardware, network corruption
8Image software not current, not following prescribed preimaging steps, netowork corruption
10No SOP
10 800
Additional Measurements Required Average Number of Staff Per Day: 6.7
This number includes 15 to 20% overtime Pulled from Payroll Data
Average Number of Calls Closed Per Day: 11.2 Calls closed per tech per paid labor hour: .48 or 4 calls per
day Relationship between staffing levels and Hours to resolve
PC Setup Call :DOE in Progress Relationship between Calls per Day and Hours to resolve
PC Setup Call: DOE in Progress
Quick Delivery Process Step Summary Queuing systems allow better response time from IT,
work is done before user orders new PC. Applications Like LAN Desk and Desktop DNA allow
automation of user data movement. Reduction in Process steps from possible 149 steps to
26 steps. Total possible reduction of 123 steps or 10 to 12 days of delay the user experiences.
Issues to resolve: Purchasing and storage of systems.
How Quick Delivery could solve potential KPIV’s #1 Undefined IT Processes:
New Imaging software to centrally manage images and Six Sigma Project to define Primary Organizational Processes (QSR requirement)
#2 Supporting Non-standard Hardware/Software: Centralized Management of PC’s through IT will allow better control of systems throughout organization. Six Sigma project to classify users
#3Departmental Staffing: Using specialization to dedicate employee(s) to this particular job function
#4 Education of Users: Project to develop web site to help educate users about IT and new systems ordering information
:Note Users see minimal delay while IT does the majority of process steps beforehand. Less rework using Desktop DNA software package for data migration.
PC Order to Installation Cycle Time Reduction
Measurement Data Measurement will be taken from the following
Ariba: Oracle Pulls from Ariba Database Joyce Sower BB
Shipping: Oracle Pulls and Receiving logs Steve Bennett GB Dave Pinter GB
IT: receiving logs and Remedy Reports Donna Cook Jean Morely Joyce Sower
PC Order to Installation Cycle Time ReductionWhat does the data consist of ?
Order Phase: Measurements for start and stop times are coming from Oracle Data Base.
Vendor Phase: Starts from Stop time of Order phase and order’s arrival at receiving.
IT Phase: Time Begins at receipt of PC in IT lab to Delivery of PC to User and call is closed.
PC Order to Installation Cycle Time Reduction
NEXT STEPS AND PROJECTED DUE DATES
Pull additional Measurements On Going Measure Phase Complete 20 Aug Analyze Phase Complete20 Oct Improve Phase Complete18 Nov Control Phase In Progress Realization Waiting
PC Order to Installation Cycle Time Reduction
IMPROVE PROJECT DETAILS Outstanding issues
Finance initial Inventory Image Cast Procurement Survey Completion QFD Development Finalize Process Map w/PFMEA
New Development New Process Owner: Todd Geer
Finance Initial Inventory Received approval from
process owner to procure initial number of systems. Final number will be worked out with new process owner.
Looked at the number of non-standard systems. 13% were non standard out of sample of 158.
OthersSony
Dell
1 415 5.020.075.0
100.0 95.0 75.0
20
10
0
100
80
60
40
20
0
Defect
CountPercentCum %
Per
cen
t
Cou
nt
Pareto Chart for Computer Bra
Customer Survey What is important to the
customer Selection vs. Speed of
Delivery What are we doing wrong
in the customers eyes. Customer feedback will
define requirements for QFD.
162 127
0
20
40
60
80
100
120
140
160
180
Yes No
Have you ordered a new computer system for yourself or others since the move to the new facility?
Series1
What brand of computer system did you order?
Dell
Compaq Other
I have not ordered a system since the move to the new
facility.
Dell Compaq Other I have not ordered a system since the move to the new facility.
If you answered yes to question 2, were you ___ with the time it took from teh date you ordered the computer system to the date of installation?
21
56
3833
13
128
0
20
40
60
80
100
120
140
Series1
Series1 21 56 38 33 13 128
Very Satisfied Satisfied Nuetral Unsatisfied Very UnsatisfiedI have not ordered a
system since the move to the new facility.
2
28
20
42
71
126
0
20
40
60
80
100
120
140
How many days did you have to wait for the sytm to get installed once you placed the order?
Less than one day 1 to 3 Days 4 to 7 Days 8 to 14 Days Greater than Two Weeks I have not ordered a system since the move to the new facility.
Series1 2 28 20 42 71 126
Less than one day 1 to 3 Days 4 to 7 Days 8 to 14 DaysGreater than Two
Weeks
I have not ordered a system since the move to the new
For what reason did you order your new computer system?
Upgrade of Existing System51%
Test Machine12%
System for a New Hire22%
Additional Computer for Yourself or Others15%
Yes
No
0
20
40
60
80
100
120
140
160
Yes No
Did this product meet your needs?
What do you feel is the appropriate amount of time you should have to wait once you place your order to the time your computer system in installed?
Less than one day3%
1 to 3 Days21%
4 to 7 Days50%
8 to 14 Days25%
Greater than Two Weeks1%
0
20
40
60
80
100
120
140
160
180
200
Are you currently satisfied with your choice of computer products in Wizards?
Series1 189 100
Yes No
0
50
100
150
200
250
What are the two most important factors affecting your decision when ordering a computer system?
Series1 18 55 61 63 100 234
Support Agreements ExpandabilityCustom System
ConfigurationBrand Reputation
Timely Delivery and Installation
Performance
0
50
100
150
200
250
Select three services which are most important to you.
Series1 40 58 63 86 99 112 179 215
Web SupportConference
Room SupportPrinting support
Bringing New technologies to You (R&D
Global Services Help
Desk
New System Setup and Installation
Network Support
(Netware;
Onsite Tech Support for Computer
0
50
100
150
200
250
Select three services which are most important to you.
Series1 40 58 63 86 99 112 179 215
Web SupportConference
Room SupportPrinting support
Bringing New technologies to
You (R&D of
Global Services Help Desk
New System Setup and Installation
Network Support (Netware;
Notes)
Onsite Tech Support for Computer
0
20
40
60
80
100
120
140
160
180
Yes No
Do you have access to resources to help you make informed decisions on what to by when it comes to computer technonogy in Wizards?
0
10
20
30
40
50
60
70
80
90
Which tool would you use the most to help get information on system specs and order info?
Series1 33 41 62 63 90
Call the Global Help Desk Myseagate.com Portal WizardsHome.colo.seagate web
siteA Custom IT web site for
System Info
Survey Results According to our users at Longmont the PC setup and
delivery process was the 3rd most important service The survey showed customer expectations for delivery to
be 4 to 7 days. Our mean time based on data was 12 to 14 days.
313 Employee’s responded out of 1200+ The users felt a IT based web site would be the most
effective way to communicate standards on products and services.
Image Cast Procurement/Process Documentation New Imaging Software
procurement Finalized 200 Initial Licenses Image Cast Server purchased
:Outstanding Process Documentation Project Implementation
projected to be 10 Days. Ariba Process Change
All Processes Documented in accordance with QSR
.standards Project not yet scheduled
ManageraccessesDatabaseto Order
PC4:1
Tech callsto verify
info4:3
New PCis
assembled
4:9
TechLoadssystemon cart
4:5
Remedyticket is
generatedand sent to
desktopSupp.
4:2
Appt. Delay4:4
Old PC isDisassem
bled4:8
Tech travelsto userslocation
4:6
Techcopiesdata tospecificsecurelocation
4:7
Tech logsin to
system asAdministr
ator4:10
Createuser
profile4:11
ChangePC nameto conv.
4:12
Addusernameto Novell
client4:13
Log in asUser4:14
ConfigureIE
4:15
DownloadNotes IDfrom I:Drive4:16
ConfigureNotes4:17
Download.dsk and.nsf files
4:18
Copyusers files
from X:Drive4:21
Changeconfigurat
ion ofnotes
browserto IE4:20
Inspectsecurity
options innotes4:19
CapturePrinter
Port4:26
Test Notes4:22
Test IE4:23
Test Office4:24
PlaceBookmark
s4:25
addprinterdrivers4:27
Print TestPage4:28
Tech goesBack to Lab
4:29
Putremarks
inRemedy
4:30
Close Call4:31
Control Phase Objectives Document control plan and work with process owner for
implementation Completed Implement Image cast Project Completed Implement Documentation Project In progress Purchase Initial Inventory May 5 Resolve Ariba change Completed
Six Sigma Order to Installation Project
CONTROL PROJECT DETAILS
Process owner has changed 3 times since the beginning of the project. Donna Cook, Desktop Manager is the final process owner.
Three Items from the control plan must be implemented before the project moves into realization. Ordering of initial inventory Reconfiguration of the Lab for securing inventory Proper documentation of processes and implementation of new imaging
tool that is license compliant
Project:Prepared by: Document No: 1
Part Number Approved by: Rev. Date:Plant Supersedes: n/a
Red areas are out of project control
Machine / Operator /
CheckCharacteristic /
Parameter CTQSpecification / Requirement Measurement Method Sample Size Frequency Who Measures
Where recorded Decision Rule / Corrective Action
KPOVOrder to Installation Cycle Time
Y<1.5 Days to deliver order
Email from Order to Close of Remedy
Call100% Monthly Donna Cook SPC charts
Implement new process with email verification of order.
KPIV
Defined IT Processes
YAll Processes Documented
QSR Requirements Met
100%Semi-annual
QSR TeamQSR Docs Location
Document the Inventory Process, PC Image Process, and the Delivery Process
KPIV
Departmental Staffing
YTask
Specialization
Written Commitment from Management
when assigning Staff100% Monthly Donna Cook Project Log
Specialization for this task w/ alternate will be implemented.
KPIV
Excessive Cycle Steps
YValue added
process stepsProcess Map 100% Monthly
Current Dept. Green Belt
Process Map
As business requirments change, process will be remapped and reevaluated.
KPIV
Education of Users
YCentralized
point for information
Customer Survey 100%Semi-annual
Donna CookMetric Charts
Defer Issue to Corporate
KPIV
Communication From Users
Y
Improved communication between IT
and Customers
Customer Survey 100%Semi-annual
Donna CookMetric Charts
Design web site to help to communicate system order information better.
KPIV
Repair Call Load
YSeperation from Repair Call Load
Written Commitment from Management
when assigning Staff100% Daily Donna Cook Project Log
Setups will be given High priority. .
KPIV
Coordination of Special Projects
YSpecial
Projects do not effect KPOV
Written Commitment from Management
when assigning Staff100% Daily Donna Cook Project Log
a)Special Projects should be scheduled to reduce the affect on delivery times to customers b) PM and PO agree when scheduling projects
KPIV
Prioritization of Call Load
YSetups will
assume a High Priority
Remedy Reports w/ standard format
100% Quarterly Donna CookControl Chart
Reports will be created to detect the status and priority of incoming setups.
KPIVLab Configuration
YArea Available
to enhance setup process
Process Evaluation 100% Yearly Donna Cook Project LogLab changes will be budgeted and Time Line completed.
FMEA
Image Failure
YImage Is current
Documentation QSR Inspection
100% Weekly Donna CookMetric Charts
Image process is documented and updated with changes to image versions.
FMEA
Lack of current image on file
YCurrent Image
on FileDocumentation QSR
Inspection100% Weekly Donna Cook
Metric Charts
Image process is documented and updated with changes to image versions.
Willaim T. HayesDonna Cook
PC Order to Installation Cycle Time Reduction
Longmont