IMPROVING THE EFFICIENCY OF IT HELP-DESK SERVICE BY SIX SIGMA MANAGEMENT METHODOLOGY (DMAIC) A CASE STUDY OF C COMPANY
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1 IMPROVING THE EFFICIENCY OF IT HELP-DESK SERVICE BY SIX SIGMA MANAGEMENT METHODOLOGY (DMAIC) A CASE STUDY OF C COMPANY 1
2 Introduction 2 This research is conducted based on the application of Six Sigma concept, DMAIC quality improvement method. It deals with project-related issues to improve the efficiency of information technology (IT) help-desk service through an ehelp-desk system.
3 Research Methodology 3 Past Research Existing procedure Simulation New procedure Estimation Poor Diagnostic Analyse & calculate Anticipated benefit
4 Research Methodology contd... 4 Current Research Repaired Request procedure Six Sigma quality method Improved procedure Manpower Processing time Substantial financial benefit
5 Six Sigma DMAIC Methodology 5 Establishing the control system to make sure the procedure quality for long Define To define the scope, procedure and Financial goal of the project Control Measure Measure the quality of the present procedure, find out the variable To discover the key variable in order to propose the solution or best condition Improve Analyse Find out the key variable by analysis the present procedure
6 Compal 6 One of the top five original design manufacturers (ODM) manufacturing firms. Established : 1984 Products: Networking products, digital media product, computing devices, mobile devices, cloud platform & service Total Capital : NTD 38.8 billion (etd. 2008) Total Employee: 3500 (etd. 2008) C Company is the one which implements the Six Sigma technique to improve its quality. Corporate Headquarters : Neihu District of Taipei
7 7 Compal C Company s corporate headquarters include its administrative and management divisions, sales and sourcing centres, as well as its R&D groups Each project is completed in a step-by-step fashion, and executed by seasoned teams These projects are also supported by fast and efficient in-house communications and investment in the latest technologies. C Company believes that a product s competitiveness is based on quality, cost and on-time delivery. No matter whether their product be computer notebooks, monitors or other newly emerging web communication products, C Company can quickly respond to design changes necessitated by a fast changing marketplace.
8 8 Define Phase Problem description (1) According to 2007 statistical data, there are about 22,413 IT help-desk issues that need to be improved. (2) With 22,413 issues, it will take 3,766,142 min to solve all of them, while averaging 168 min per case. (3) The processers are unable to handle requests that are raise at the same time, resulting in the congestion phenomenon. (4) The help-desk has no complete control system to follow. Project goal (1) It is estimated that the processing time will be reduced by about 46%. (2) A NTD 2.01 million reduction in payroll expense.
9 9 Define Phase Process indicator (1) Total manpower equals five people. (2) IT engineers average monthly salary: NTD 38,000 (3) Expected improvement: Reduce 46% of the process time Financial indicator (1) Help-desk repaired about 22,413 requests last year (2) Present total process time = 3,766,142 min The expected total process time = Total process time * 54%= 2,033,717 min (3) we must hire at least 9.26 people. Due to the fact that there is no recruiting plan, we must improve the present procedures by using the Six Sigma quality improvement method. (4) Hard savings= improvement before improvement= 9.26 persons 5 persons= 4.26 persons. Reduced payroll cost= NTD 1,942,560 per year.
10 10 Define Phase Figure: Cause and Effect Matrix IT Help-Desk Improvement is our best choice. It fits the three conditions: it consists of a proper set of team members, it is expected to save at least NTD 1.5 million and it is capable of being managed.
11 11 Measure Phase The PC, network and processes account for 74% of process time. In order to reduce the request time or process time, the service quality must be increased.
12 12 Measure Phase Figure: Help-desk SIPOC diagram
13 13 Measure Phase In the suppliers, inputs, process, outputs, customers (SIPOC) diagram it is discovered that: (1) There is a substantial length in time between the point at which users submit requests and when they are solved. Therefore, in order to reduce this service time, it is necessary to improve IT service quality. (2) The processes are unable to handle multiple requests at the same time, resulting in the congestion phenomenon. (3) The results cannot be tracked, because there was a lack of effective working platforms and tools that caused different types of requests with different processing conditions to occur. (4) The help-desk lacks a complete induction analysis for the knowledge library.
14 14 Measure Phase Figure: Ideal Flow Chart
15 15 Measure Phase In order to estimate the efficiency of the solution, we estimated the process capability (Cpk) to be 0.69,and estimated the sigma level to be 2.07
16 16 Measure Phase Table: Summary of measure phase Project goal (1) Reduced present process time by 46% Project goal selection and analysis (1) According to the type of repairing request, choose the one that needs to be improved the least: (waiting time) (2) Current Z value is 0.84
17 17 Analyse Phase
18 18 Analyse Phase
19 19 Analyse Phase
20 20 Analyse Phase Y (processing time) = Y1 (waiting time) + Y2 (working time) Y (processing time): µ=165; Y1 (waiting time): µ=131; Y2 (working time): µ=34 Y=f (Y1:79%, Y2:21%). We discovered that processing time causes a great deal of variation and accounts for 79% of the total waiting time. Therefore, the goal is to decrease the variation in waiting time.
21 21 Analyse Phase
22 22 Improve Phase
23 23
24 24 Improve Phase Table: Summary of Improved phase Generate the solution: (1) Generate the solution conception. (2) Produce and decide the solution. (3) Implement the solution.
25 25 Control Phase
26 26 Control Phase
27 27 Control Phase (1) Hard savings: reduction of manpower cost NTD 199,800/monthly Hard savings= Reduction of manpower (MP) x average salary (NTD/MP x month) =(9.26-4)(MP) x 38000(NTD/MP x month) = NTD 199,800/month (2) Potential savings: reduction of waiting time cost NTD 26,856/monthly Potential savings= improvement time (min/call) x number of issues (call/month) x average salary (NTD/min) x influenced percentage = 60 (min/call) x 600 (calls/month) x 3.73 (NTD/min) x 20% = NTD 26,856/months
28 28 Control Phase Table: Summary of control phase Procedure control plan Using the important factor (e.g. The question submission method, processes tool and so on), to generate the procedure control plan.
29 29 Triangle Relationship Findings Research Conclusion Customer Quality Science Manners Team Work The case company indeed gained a substantial financial benefit and also the dramatic improvement to service quality.
30 30 Findings Research Contribution Informati on System Improve Service Quality & Enhance Customers IT Facility
31 31 Findings Research Contribution For service engineers: increase system efficiency For managers: marketing related affairs, customer satisfaction For researchers: six sigma concept
32 32 Six Sigma: DMADV Future Work Definition Verify Measurem ent Design Analysis
33 THANK YOU!? 33
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