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© 2004 Xerox Corporation. All Rights Reserved.
CONFIDENTIAL Xerox Private Data 1 CONFIDENTIAL Xerox Private Data 1
Christine StephensXerox Global Services, Inc.
Lean Six SigmaExpanding Value Inside & Outside Your Company
CONFIDENTIAL Xerox Private Data 2 2CONFIDENTIAL Xerox Private Data
Discussion Topics
Evolution of Six Sigma at Xerox
Adding {Lean} to the Six Sigma Process
Lean Six Sigma Tools & Processes
Extending the power of Lean Six Sigma to our clients: Intercontinental Hotel Group Electronic Classroom of Tomorrow Monroe County Sheriffs Department
CONFIDENTIAL Xerox Private Data 3 3CONFIDENTIAL Xerox Private Data
Evolution- Six Sigma at Xerox
Internal Back Office2001
Internal Manufacturing 1998
Past Present
External Client Opportunities
2002
CONFIDENTIAL Xerox Private Data 4 4CONFIDENTIAL Xerox Private Data
1989
Xerox CorporationBusiness Products and Systems
Malcolm BaldrigeNational Quality Award
1980
Fuji Xerox
Deming Prize
1997
Xerox ISO
All major Xerox manufacturing sites worldwide receive ISO 14001 certification
Xerox Quality and Innovation
1997
Xerox Business Services
Malcolm BaldrigeNational Quality Award
1990 Rank Xerox NetherlandsNetherlands Quality Award
1992 Xerox de ColombiaColombian Quality Award
1992 Rank Xerox BelgiumBelgian Quality Award
1989 Xerox CanadaCanada Award for Business Excellence:Gold Award, Quality
1987 Rank Xerox France, LilleFrench Government Citation
1984 Rank Xerox UK, MitcheldeanBritish Quality Award
1992 Rank Xerox Hong KongThe Hong Kong ManagementAssociation Quality Award
1990 Rank Xerox AustraliaOutstanding Service Quality
ImprovementAward of Australia
1994 Xerox de ArgentinaArgentine National Quality Award
1994 Rank Xerox PortugalPortuguese Quality Award
1994 Rank Xerox NorwayNorwegian Quality Award
1995 Xerox UruguayUruguayan National Quality Award
1996 Fuji Xerox (Wakaba QC Circle)Gold Award from 25th Annual All-JapanInvitational QC Convention
1996 Rank Xerox Middle East/AfricaDubai Quality Award
CONFIDENTIAL Xerox Private Data 5 5CONFIDENTIAL Xerox Private Data
Integrates customer focus with clear linkage to business strategy / objectives
XLSS - Strategy
Supported by infrastructure and resource commitment to focus on key business issues and critical to customer opportunities.
Builds on quality legacy with full arsenal of industry proven Lean and Six Sigma processes and tools
CONFIDENTIAL Xerox Private Data 6 6CONFIDENTIAL Xerox Private Data
State-of-the-Union: 2005
27 Full-time deployment managers
> 500 active Black Belts have achieved certification, completed or started training in 2004
> 2,000 Senior executives have completed leadership workshops
> 1,700 Active Green Belts
> 17,000 in Yellow Belt training + many other on-line courses
© 2004 Xerox Corporation. All Rights Reserved.
CONFIDENTIAL Xerox Private Data 7 CONFIDENTIAL Xerox Private Data 7
Lean Six Sigma Tools & Processes
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Adding to the Power of Lean
Goal – Reduce waste and increase process speed
Focus – Identify non-value add steps and causes of delay
Method – Value Stream Tools, Kaizen events
LeanSpeed + Low Cost
Lean Speed Enables Six Sigma Quality
(faster cycles ofexperimentation/learning)
Goal – Improve performance on Customer CTQs (Critical To Quality)
Focus – Use DMAIC/DFSS processes to eliminate variation
Method – Management Engagement, Deployment Managers, and Black Belt Projects
Six SigmaCulture + Quality
Six Sigma Quality Enables Lean Speed
(fewer defects means less time spent on rework)
CONFIDENTIAL Xerox Private Data 9 9CONFIDENTIAL Xerox Private Data
6 Quality + Lean Process Control
Six Sigma Improves Quality of Value Add StepsSix Sigma Improves Quality of Value Add Steps
±6±5±4±3# of Steps
99.986499.07477.946.2940
99.993299.53688.2925.0820
99.996699.76893.9650.0810
99.997699.83995.73361.637
99.9996699.976799.37993.321
Overall Yield vs. Sigma(Distribution Shifted ±1.5s)
Lean
Red
uces
Non
-Val
ued
Add
Ste
psLe
an R
educ
es N
on-V
alue
d A
dd S
teps
Lean Six Sigma Drives Quality, Speed and Cost Simultaneously
Lean Six Sigma Drives Quality, Speed and Cost Simultaneously
CONFIDENTIAL Xerox Private Data 10 10CONFIDENTIAL Xerox Private Data
Focus on Customer Needs
Without Lean Six Sigma Discipline…
Conjecture/assumption/myths about what customers want
Processes based on internal convenience/cost
Limited efforts at tracking customer satisfaction
Customer-focused data not communicated or used
With Lean Six Sigma Discipline…
Customer requirements based on careful assessment
Processes designed and executed to fulfill customer requirements
Multi-faceted, on-going “voice of the customer” effort
Customer-focused data key to managing the business, short- and long-term
Tools: VOC, QFD, CTQ, Kano, Conjoint, etc.
CONFIDENTIAL Xerox Private Data 11 11CONFIDENTIAL Xerox Private Data
When to use Xerox Lean Six Sigma
When to Use:
You have a challenging goal to reach or issue to solve Driven by the Business Unit strategy Issues that are valuable for the Business Unit to resolve Problems that have stood the test of time Solution is not known
You are willing to commit people to identify and resolve the issue
You want a more robust solution than traditional methods can provide
You want to encourage the upward flow of ideas and build team spirit
You want group ownership of a course of action
When NOT to Use:
You don’t have a specific challenge or clear issue to solve
You already have a solution and a course of action
You don’t have a process to improveWith materials from the George Group, 2003
CONFIDENTIAL Xerox Private Data 12 12CONFIDENTIAL Xerox Private Data
Project Types
Setup Reduction Finance Month End Closes HR Hiring Procedures Marketing Event Setup Purchase Order Setup & Issue receiving & Inspection
Process Flow Improvement Office Document Assessment Helpdesk Cycle time
Improvement Order to Install Cycle Time Trial Equipment Recirculation
Generic Pull Systems Order Management Product Development Info Tech Repair requests
Replenishment Pull System Purchased Part Replenishment
Stocking Strategy Product Rationalization Service / warranty Parts Distribution Channel management
Value Added Time Improvement Customer Facing Operations Outsourcing Solutions
With materials from the George Group, 2003
CONFIDENTIAL Xerox Private Data 13 13CONFIDENTIAL Xerox Private Data
Selecting LSS Projects
Identify value levers in the business
• Strategic
• Financial
• Customer
• Operational (Process)
Prioritize value levers
Translate Value Levers into Opportunity Areas
Translate Opportunity Areas into Project Ideas
Score each project as High / Med / Low for Benefit and Effort
Fill in Benefit / Effort Matrix
Review plotted results
Select highest priority opportunities for further analysis
Assign opportunities to project sponsors for project definition
Complete Draft Project Charters
Evaluate projects using Evaluation Criteria
Update Benefit / Effort Matrix
Review plotted results
Prioritize projects Schedule project
launches based on resource availability
Reduce Projects-in-Process
Identify Value Levers
1Identify Project Opportunities
2Screen Initial List of Opportunities
3Scope and Define Projects
4Prioritize List of Defined Projects
5
With materials from the George Group, 2003
CONFIDENTIAL Xerox Private Data 14 14CONFIDENTIAL Xerox Private Data
“Catch Ball” Process
The charter defines the team’s mission.It includes the following elements:
Business Impact Opportunity or Problem Statement Goal Statement Project Scope Project Plan Team Selection
The Project Charter does NOT solve the problemIt is a living document, that will change over time...
Project Chartering
CONFIDENTIAL Xerox Private Data 15 15CONFIDENTIAL Xerox Private Data
DMAIC Process
D
Define
MMeasure
AAnalyze
I
Improve
C
Control
Define the opportunity from both business and Customer perspective
Understand the process and its performance
Search for the key factors ( critical X’s) that have the biggest impact on process performance and determine the root causes
Develop improvement solutions for the critical X’s
Implement the solution and control plans
•Refined Project Charter•Value Stream Map•SIPOC Map•Voice of the Customer•RACI charts
TOOLS USED
•Operational definitions•Data Collection Plans•MSA or Gage R&R•Control Charts•Paretos•Histogram
•Cause & Effect•Fishbone•Brainstorming•Basic Statistical tools•Hypothesis testing•FMEA•Regression•ANOVA
•Line Balancing•Benchmarking•Constraint identification•Solution Selection matrix•Pilot and Simulation
•Control Charts•SOP’s•Communication Planning•Mistake proofing•Project replication
CONFIDENTIAL Xerox Private Data 16 16CONFIDENTIAL Xerox Private Data
DMAIC Storyboard
Suppliers Inputs Process Customers Requirements
Swagelok Users
Help Desk
On-Site Team
XGS Parts Vendor
XGS Purchasing
Management Teams
Service 800
VSI/D1
Step 1: User request service via XGS Help Desk.
Outputs
Step 2: XGS Help Desk accepts call and either resolves and closes ticket or forward to On-Site Team or 3rd
party vendor.
Step 3: On-Site team troubleshoots and closes call or transfers to internal Swagelok techs or orders parts
Step 4: Parts received in call is finished or inventory replenished
See Below Functional equipment
Customer Sat
Reporting
Closed PH Ticket
Completed ASTA WO
Replenished part
Installed/repaired device
Productive users
Completed IMAC
Users
Help Desk
On-Site Team
Swagelok IT
Dispatch (Cinn
Admin)
Third party cable
Swagelok network
Help Desk
On-Site TeEam
Technology Access
Technology (E-Mail,
Power Help, ASTEA,
Phones)
XGS Admin
XGS portal
Nextel/Pager
Step 5: Power Help Ticket is updated and closed out.
User Info
Non functioning
equipment
Knowledge of Help Desk
Knowledge of On-site
E-Mail Request
ASTEA Work Order
Email requests
Powerhelp call forms
Replacement Parts
MRB
Process documentation
IMAC requests
Accurate user info
Ticket Arrives inQueue
T icket Acc epted(2 min – 2 Hrs
Depending on techtraveling in
m eet ings etc)
Contac t U ser(5 - 20 min may vary
d ue to attemp t to fix via
p h on e)
Is user available?(50 % of T ime u ser
is available)
N O
Swagelok Trouble Ticket Process
Get details f romuser and
determ ine if call is
in correct queue
YES
Leave user voiceor e-m ail
(1 – 5 min )
Put Call in
appropriate callstatus to s top
c loc k
Is call in correctqueue?
(Co rrect q ueu e 95%
o f th e time)
Put call in correc tqueue
En d o f DSProcess
(1 – 5 min )
NO
YES
Is call resolveableover the phone?
5-20 minYES
Set tentat ive ET Aw ith user.
NO
Update T ic ket &move to
appropriate s tatus(5 – 15 min )
Arrive On-Site(5 – 60 min )
Is user available.U ser available 70%
o f time
Can work st ill be
perform ed w ithout userbeing present?
(Wo rk can b e performed90% o f T ime)
N O
Leave Voice or e-
m ail and note.(Wo rk can sti l l b ep er fo rmed 95% o f
th e T ime)
N O
Update T ic ket &move to
appropriate s tatus(5 – 15 min )
PerformT roubleshoot ing
YES
YESPro b lem Typ es
H ardw areApplicationOSProf ileGroupw arePlanningProjec tLANW ANM anufacturing
T ech m ay have to call userback m ore than once20-25 % of the t im e
Repair D evice
Update & C losePower Help Ticket
DefineDefine
Brainstorm!!!
VOC/ VOBAnalysis
Process Mapping
Ishikawa Diagram
68118665937 3.8 6.637.252.4
100.0 96.2 89.6 52.4
1800
1600
1400
1200
1000
800
600
400
200
0
100
80
60
40
20
0
Defect
CountPercentCum %
REQUEST
Perc
ent
Cou
nt
Pareto Chart for Sub Type
AnalyzeAnalyze
SolutionsWorkshop
ImproveImprove
Implement Solutions
MeasureMeasure
ControlControl
SIPOC
Prioritize Root Causes
FAILURE MODES & EFFECTS ANALYSIS WORKSHEETProcess/Product: Hotel Check-in FMEA Date (Original): 07/10/2000Black Belt: StudentFMEA PROCESS ACTION RESULTS
Item/ Process Step
Potential Failure Mode
Potential Effect(s) of Failure
Seve
rity Potential Cause(s)
of Failure
Occ
urre
nce
Current Controls
Det
ectio
n
RPN Recommended
ActionsResponsibility and Target
Date CompletionAction Taken
Sev
erity
Occ
urre
nce
Det
ectio
n
RPN
1 - Greet Guest Guest not greetedGuest has poor 1st impression of hotel
4 Lack of training 1
Train all lobby staff on greeting guests
3 12
Have information supervisor monitor
and note exceptions
Check in / out / info supervisor - Ongoing
0
1 - Greet GuestGuest not greeted in friendly manner
Guest has poor 1st impression of hotel
5Lack of training,
staff confusion or stress
3
Train all lobby staff on greeting
guests, simpler queue
3 45
Have information supervisor monitor
and note exceptions with
immediate feedback
Check in / out / info supervisor - Ongoing
0
2 - Take Guest Information
Clerk has difficulty in understanding
guest
Much of the information may have to be repeated
- extending wait time6
Lack of training in what to ask for
4 3 72Train staff to ask
for payment card or license up front
Lobby and Training managers - 9/15/00
0
2 - Take Guest Information
Guest information
not accurate in system
Extended wait time - building queue
6
Reservation info entered improperly, guest/agent gave wrong info, guest
changed preference
3
Repeat back res. info. to guest/agent while on line
2 36
Train staff to apologize for error.
Have system compile all check in
changes and develop scorecard for reservations. Pareto for most common causes
Lobby and reservations managers - 10/1/00 for scorecard with ongoing
monitoring
0
3 - Verify Guest Credit
Guest wants to change pmt method
Extended wait time - building queue
6
Reservation info entered improperly, guest/agent gave wrong info, guest
changed preference
3Process check
in with new card
1 18
Train staff to apologize if an error. Review reservation
scorecard. Have
Lobby and reservations managers - 10/1/00 for scorecard with ongoing
monitoring
0
3 - Verify Guest Credit
Credit system down / slow
Extended wait time - building queue
6Credit card service is down, slow line
throughput2
Installed dedicated
LAN lines and have
reservations place a "hold" on credit card
1 12
Instruct staff to authorize check-in if a hold is in place
and run credit when not busy. Have guest sign check in as usual
Lobby and Training managers - 9/15/00
0
FMEA
Imp
ort
an
ce
Potential Solutions
De
po
t S
olu
tio
n
Inc
rea
se
Dis
tan
ce
Re
loc
ate
Te
ch
s
Te
ch
Re
vie
w P
roc
es
s
Te
mp
to
Pe
rm N
ew
Hir
es
Se
nd
JC
I C
all
s t
o X
GS
All
3rd
Pa
rty
So
luti
on
Re
dir
ec
t lo
w v
olu
me
are
as
to 3
rd P
art
y
Co
ns
oli
da
te R
es
ou
rce
s
Ac
qu
ire
3rd
Pa
rty
Ven
do
r
Concept #
So
luti
on
Cri
teri
a
Reduce Cost
Reduce 3rd Party Usage
Meet SLAs
+ (plus) Pugh Sums
- (minus) Pugh Sums
Concept Rating (+'s and -'s)
Concept Rating (weighted by Importance)
1 2 3 4 5 6 7 8 9 10
1 0 0 0 0 0 0 0 0 0
0 1 0 0 0 0 0 0 0 0
T g g i j j g i i g
i j j k j j g g k i
g U j j K k j j k i
9.0
3.0
9.0
1 -1 0 0 0 0 0 0 0 0
-27
.0
-10
5.0
-69
.0
87
.0
12
.0
3.0
-99
.0
63
.0
69
.0
27
.0
ITS 3rd Party Solution Pugh Matrix
Pugh Matrix
CONFIDENTIAL Xerox Private Data 17 17CONFIDENTIAL Xerox Private Data
Define
Complete Project Charter Create High Level Process Map (4-6 Steps) Adjust Scope If Necessary Collect VOC/VOB Translate VOB/VOC Into Measurable CTQ Metrics Perform Stakeholder Analysis Create RACI Diagram Identify potential impacts to internal controls Identify other impacts or requirements (EPA, SOX, etc.) Define Tollgate
CONFIDENTIAL Xerox Private Data 18 18CONFIDENTIAL Xerox Private Data
Measure
Micro Level Process Mapping Create Data Collection Plan Perform Measurement System Analysis (Gage R & R) Document Operational Definitions Determine Current State Performance Capability Validate Proposed Business Impact Measure Tollgate
CONFIDENTIAL Xerox Private Data 19 19CONFIDENTIAL Xerox Private Data
Analyze
Complete Value Add Analysis of Detailed Process Maps
Brainstorm Potential Root Causes Y=f(x) Perform Root Cause Analysis to Identify Variation &
Gaps Identify “Critical Few” inputs affecting your Output Validate Business Impact Analyze Tollgate
CONFIDENTIAL Xerox Private Data 20 20CONFIDENTIAL Xerox Private Data
Improve
Brainstorm Potential Solutions Prioritize Solutions Select Recommended Solution(s) Use Data to Provide Predicted Improvements Review Potential Solutions with Sponsor & Stakeholders Conduct FMEA Pilot Results Create High Level Implementation Plan Create Communications Plan Revisit Potential Internal and Regulatory Controls Improve Tollgate
CONFIDENTIAL Xerox Private Data 21 21CONFIDENTIAL Xerox Private Data
Control
Fully Implement Solution(s) Create Dashboards Create Control Plan Identify Process Owner & Create Transition Plan Monitor & Document Process Results Create Project Storyboard & Lessons Learned Control Tollgate Communicate Business Results to the Organization Celebrate With Your Team
CONFIDENTIAL Xerox Private Data 22 22CONFIDENTIAL Xerox Private Data
Cost
Speed or Delivery
Quality
Customer Satisfaction
Cost Per Device
Cost Per Employee
Device Uptime
SLA Metrics Met
Actual $51.25Target $32.50
Actual $91.50Target $78.39
Actual 2.0%Target 3.5%
Actual 4.8Target > 4 of 5
Actual 4.5Target 9.0
Actual 4.5 hrsTarget 6 hrs
Actual 1 hrTarget 2 hrs
Fix TimeActual 4.5Target 4.5
Mean Time to Repair
Response Time
Dashboard Concept
Overall
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) Capability
Overall Capability
Pp *PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed PerformancePPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within PerformancePPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. Overall PerformancePPM < LSL *PPM > USL 122385.02PPM Total 122385.02
WithinOverall
Process Capability of C2
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) Capability
Overall Capability
Pp *PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed PerformancePPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within PerformancePPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. Overall PerformancePPM < LSL *PPM > USL 122385.02PPM Total 122385.02
WithinOverall
Process Capability of C2
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) Capability
Overall Capability
Pp *PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed PerformancePPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within PerformancePPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. Overall PerformancePPM < LSL *PPM > USL 122385.02PPM Total 122385.02
WithinOverall
Process Capability of C2
CONFIDENTIAL Xerox Private Data 23 23CONFIDENTIAL Xerox Private Data
Dashboard Rollup Concept
Cost
Speed or Delivery
Quality
Customer Satisfaction
Cost Per Page
Cost Per Employee
Device Uptime
SLA Metrics Met
Actual $0.071Target $0.050
Actual $91.50Target $78.39
Actual 2.0%Target 3.5%
Actual 4.8Target > 4 of 5
Actual 4.5Target 9.0
Actual 4.5 hrsTarget 6 hrs
Actual 1 hrTarget 2 hrs
Fix TimeActual 4.5Target 4.5
Mean Time to Repair
Response Time
Overall
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
Cost
Speed or Delivery
Quality
Customer Satisfaction
Cost Per Page
Cost Per Employee
Device Uptime
SLA Metrics Met
Actual $0.071Target $0.050
Actual $91.50Target $78.39
Actual 2.0%Target 3.5%
Actual 4.8Target > 4 of 5
Actual 4.5Target 9.0
Actual 4.5 hrsTarget 6 hrs
Actual 1 hrTarget 2 hrs
Fix TimeActual 4.5Target 4.5
Mean Time to Repair
Response Time
Overall
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
Cost
Speed or Delivery
Quality
Customer Satisfaction
Cost Per Page
Cost Per Employee
Device Uptime
SLA Metrics Met
Actual $0.071Target $0.050
Actual $91.50Target $78.39
Actual 2.0%Target 3.5%
Actual 4.8Target > 4 of 5
Actual 4.5Target 9.0
Actual 4.5 hrsTarget 6 hrs
Actual 1 hrTarget 2 hrs
Fix TimeActual 4.5Target 4.5
Mean Time to Repair
Response Time
Overall
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
Cost
Speed or Delivery
Quality
Customer Satisfaction
Cost Per Page
Cost Per Employee
Device Uptime
SLA Metrics Met
Actual $0.071Target $0.050
Actual $91.50Target $78.39
Actual 2.0%Target 3.5%
Actual 4.8Target > 4 of 5
Actual 4.5Target 9.0
Actual 4.5 hrsTarget 6 hrs
Actual 1 hrTarget 2 hrs
Fix TimeActual 4.5Target 4.5
Mean Time to Repair
Response Time
Overall
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USLProcess Data
Sample N 100StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *Target *USL 9Sample Mean 6.21762
Potential (Within) C apability
Overall C apability
Pp *
PPL *PPU 0.39Ppk 0.39Cpm
Cp
*
*CPL *CPU 0.41Cpk 0.41
Observed Performance
PPM < LSL *PPM > USL 130000.00PPM Total 130000.00
Exp. Within Performance
PPM < LSL *PPM > USL 108973.12PPM Total 108973.12
Exp. O verall Performance
PPM < LSL *PPM > USL 122385.02PPM Total 122385.02
Within
Overall
Process Capability of C2
City Dashboards
County Dashboards
Region Dashboards
State Dashboards
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Tollgate Reviews
Ask the questions that need to be answered at each phase Ensure due diligence with the work process Properly address ID of critical factors that will influence results
The following people are involved in a tollgate Review:
Project Sponsor- needs to agree with the path being taken by the team, ensures CTQ’s are being addressed and proposed results will affect the bottom line
Deployment Manager ensures Customer / Sponsor and Black Belt have working relationship to attack the project and that resources are allocated
Black Belt illustrates critical thinking and organization skills, project management skills, uses statistical and lean tools and interprets results
Master Black Belt oversee methodologies used by Black Belt; statistical tool usage, Lean concepts applied
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Sharing the Power of Lean Six Sigma
Monroe County Sheriffs Dept.
Electronic Classroom of Tomorrow
Intercontinental Hotel Group
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Case Study
Employed Lean Six Sigma methodology
Digitized and streamlined accident report process
Created web-based document access system
Integrated existing systems
Reduced cost of processing an accident report from $28 to $8, ($500K/yr savings)
Reduced cycle time from as much as 3 weeks to less than 3 days
Reduced time spent by deputies on accident reports from 30 to 5 minutes
Created revenue stream from charging for accident reports, worth $32K/year
Client ChallengesClient Challenges
Monroe County Sheriffs Department
Balance $100M budget
Improve quality of service in accident report management
Eliminate backlog of more than 3,000 records and over 4 months of data entry
Free deputies from paperwork, so they can spend more time ensuring public safety
Measurable ResultsMeasurable Results
SolutionSolution
New York State’s largest sheriff’s office
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Case Study
Employed Lean Six Sigma methodologyFocused on front of process to achieve quick resultsAutomated manual processesStreamlined process steps Created tracking procedures to measure cycle time
Reduced process cost from $43 to $25 per application
Increased revenue by $4.5 MM/year
Met accelerated deadline
Client ChallengesClient Challenges
ECOT
Accelerate enrollment cycle time
Reduce overall per-student cost of enrollment
Increase revenue by increasing process capacity/enrollment
Deliver results quickly (2 month window) to impact current year’s enrollment
Measurable ResultsMeasurable Results
SolutionSolution
First and largest online school in Ohio
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Case Study
Employed Lean Six Sigma methodology
Implemented remote control to minimize deskside visits
Standardized OS and IT environment
Moved administration offsite
Achieved savings goal of $1.2 million/year
Reduced cycle time for deskside software related problems from 21 to 9 Hours.
Maintained/Improved customer satisfaction across 5 key metrics:
Overall customer satisfaction Knowledge of staff Professionalism Technical ability Fix time
Client ChallengesClient Challenges
Intercontinental Hotels Group
Needed to cut costs to stay competitive during post-9/11 travel downturn…
While at the same time improving customer satisfaction with IT support services
Measurable ResultsMeasurable Results
SolutionSolution
A leading hospitality company, managing brands such as: Holiday Inn Crowne Plaza Candlewood Suites
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Formula for Success
1) Select projects based on impact to the business and/or customer
2) Identify Sponsors with the authority to break down barriers
3) Ensure commitment for budget and team resources
4) Operations leaders must be engaged in the process
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Summary
Xerox is rapidly moving Lean Six Sigma concepts and tools from manufacturing and supply chain into all business areas of the company and to our customers.
Project selection process and infrastructure focused on the customer, business strategies & critical priorities
Xerox Lean Six Sigma is customer centered, data driven & the way we will achieve results in all business areas
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Q & AQ & A
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Videos Start Here
IHGECOT
Monroe CountyBrooklyn Public Library