White Paper. Continuous Process Improvement (CPI) Integrating Systems. Paper 2 of 2. Six Sigma Black Belt

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Erin Hardy
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1 White Paper Continuous Process Improvement (CPI) Integrating Systems Paper 2 of 2 Authored by: Sam Conjardi Six Sigma Black Belt

2 Contents Introduction... 3 Complementary Systems... 3 Integrating Systems... 4 RKON Integrated ITSM Continuous Process Improvement Cycle... 5 Conclusion... 5 PAGE 2

3 Introduction In the first paper in this series we looked at the various continuous process improvement methodologies available to IT managed service providers. Many great quality frameworks exist, we concentrated our focus on Six Sigma, Lean, ITIL and ISO/IEC Their basic continuous improvement philosophies and concepts were addressed. This paper will look at how these traditionally opposing programs are complementary and can be combined to form a powerful tool for improvement within an IT managed service organization. Complementary Systems Let s take a look at how these methodologies interact and complement each other. Six Sigma and Lean: Lean alone cannot bring a process under statistical control. Six Sigma alone cannot dramatically improve process speed or reduce invested capital. The two methodologies interact and reinforce one another. They have been fused in many industries creating a hybrid typically known as Lean Six Sigma. In short, what sets Lean Six Sigma apart from its individual components is the recognition that you cannot do "just quality" or "just speed," you need a balanced process that can help an organization focus on improving service quality, as defined by the customer. In short, Lean Six Sigma can help an organization be faster and more responsive to customers while operating at world class cost. Lean Six Sigma and IT Infrastructure Library (ITIL): ITIL provides a framework for IT Service Management (ITSM) processes to operate within. Lean Six Sigma is a device used for improving existing processes. ITIL provides the process that Six Sigma can optimize and enhance. Many of the ideologies contained in the ITIL Continuous Service Improvement phase line up directly with the DMAIC (Define, Measure, Analyze, Improve, Control) stages in Six Sigma. Lean Six Sigma and ISO/IEC 20000: The standards, documentation and data driven aspects of ISO/IEC fit in well with the Lean Six Sigma improvement approach. Lean Six Sigma can introduce tools to help reinforce the ISO/IEC standards The Control phase in Lean Six Sigma is aligned with ISO/IEC standards for auditing Since Lean and Six Sigma are inherently continuous improvement tools, they will enhance the ISO/IEC standards in regards to the organization needing to make constant incremental improvements. PAGE 3

This paper will look at how these traditionally opposing programs are complementary and can be combined to form a powerful tool for improvement within an IT managed service organization.

4 ITIL and ISO/IEC 20000: ISO/IEC was originally developed to reflect the best practices contained within the ITIL framework. Both systems were created with ITSM as one of its main focuses. Both systems contain common IT processes within their frameworks. ISO/IEC is fully compatible and supportive of the ITIL framework. ISO/IEC is a standard to be achieved and maintained, ITIL lends to the framework to help achieve the standard. Integrating Systems Each of these systems have key characteristics that when combined can form a useful process improvement hybrid. Desirable characteristics of each program: Six Sigma: Systematic analytical approach, root cause identification, ability to sustain gains Lean: Removal of complexity, speed to implement, common sense approach ITIL: Structured processes, globally recognized framework for ITSM ISO/IEC 20000: Process/System assessment, documentation requirements, constant auditing cycle/review of processes Taking the best practices from each program can potentially lead to a new powerful improvement cycle for the IT managed service practitioner. Ideal flow for setting up an Integrated ITSM Continuous Process Improvement Cycle 1. Review ITIL process requirements 2. Implement desired ITIL processes 3. Put meaningful metrics in place and monitor processes 4. Identify opportunities for process improvement 5. Choose process to improve (aligned with business needs and goals) 6. Start Lean Six Sigma project/kaizen 7. Identify root causes and implement new processes 8. Control and validate process to sustain gains 9. Utilize ISO standards/concepts to assess the ITSM system and the audit process (PDCA) to maintain/promote a culture of continual improvement. Integrated ITSM Continuous Process Improvement Cycle Key Concepts: ITIL is the ITSM core process framework Six Sigma and Lean are the tools used to enhance and improve the process ISO is the documentation/control/compliance piece used to ensure constant process review and measurement PAGE 4

ISO/IEC 20000 is a standard to be achieved and maintained, ITIL lends to the framework to help achieve the standard.

5 RKON Integrated ITSM Continuous Process Improvement Cycle CPI INTGRATING SYSTEMS RKON TECHNOLOGIES Review & Implement ITIL Processes Use ISO To Audit & Promote ConRnual Improvement Use Metrics To Monitor Processes Document, Control & Validate New Process IndenRfy Process Improvement OpportuniRes Use Lean Six Sigma To Improve Process Conclusion It would seem like a waste to have a quality management system (Six Sigma, Lean) and a process improvement framework (ITIL, ISO/IEC 20000) existing side by side without any integration. With ever evolving and changing business needs within an IT center, there appears to be a case for convergence of the best practices from each of these programs. Common threads run throughout each, they enhance customer satisfaction, strive for continual improvement, utilize common tools, need executive sponsorship and drive organizations toward efficiency. These continuous process improvement initiatives are not necessarily competing methodologies, but they are in fact complimentary and can all be utilized together to catapult your organization s continuous process improvement program. PAGE 5

management system (Six Sigma, Lean) and a process improvement framework (ITIL, ISO/IEC 20000) existing side by side without any integration.

Integrated Information Management Systems

Integrated Information Management Systems Ludk Novák ludek.novak@anect.com ANECT a.s. Brno, Czech Republic Abstract The article tries to find consensus in these tree different types of the systems the