Case Study : An It Service Business 's Attempt For Improve Its Business Potential And Decrease Support Costs Per Call

The objectives of most Six Sigma projects are specific and measurable, such as "improving the preferred customer order cycle time to 99.99% on-time performance level." Other objectives might be expressed in "mean time between failure (MTBF)" or other process-centric terms.

Directed support for 24x7x365 with multi-tiered support L1, L2 and L3. Directed support teams in USA, England, Malaysia, and India.

This assessment deals about the issues and the challenges faced by the record label Music Co, which consisted of a high number of incident tickets concerning its digital release planning system. As reported mostly by the sales team record label company, most of the issue was a result of delays in a release leading to dysfunction of the company creating a lot of user un-satisfaction. In order to resolve this issue, Six Sigma DMAIC project has been implemented. Instigating this process will help to improve the organization’s capabilities in terms of increasing the customer satisfaction along with low support cost and scope of the business to offer the best services than its competitors and increase the company’s revenue. In this document, a critical review of this project, record label Music Co, has been performed in reference to the 10 different criteria by “Thomas Bertels and Arne Buthmann” which are used for evaluating the Six Sigma projects.

Six Sigma is a business metrics that seeks to identify and eliminate causes of errors or defects as well as failures in business processes by focusing on output that are critical to customers (De Feo, Barnard 2004). It is also a measure of quality that strives to eliminate defects using the application of statistical methods. In this case, a defect is defined as anything that could lead to customer dissatisfaction. Six Sigma’s statistical quality control is the method used to measure variability in a product for evaluation and corrective actions. When the product metrics exceeds the bounds of acceptability, based on statistical inference, the product can be rejected with reasonable assurance that does not meet requirement. It aims to identify and eliminate waste in order to increase speed and flow from start to finish. It also identifies the critical steps, and deleting those not required or nonessential. There are so many metrics process in today’s business industries but the metrics that Six Sigma’s statistical thinking can also be defined as a thought process. In which it recognize the variation is all around us and present in everything we do. The Six Sigma’s interconnected processes and identifying, characterizing, quantifying, controlling and reducing variation provide opportunities for improvement within any organizations or firms. That is to say,

Six Sigma Implementation Plan: Our initial plan to implement this project was to convince CEO and position the program as an important step in the organization growth. The plan was to implement the Six Sigma (DMAIC) methodology roadmap for problem solving and process improvement within 120 days hence the Six Sigma team including myself started strategizing the implementation plan immediately in order to be effective and be able to implement in the

A three-facility hospital system was facing a challenge with employee turnover. Statistics showed that almost 50 percent of terminations were employees in the first year of their employment, a number that was more than 20 percent higher than the national average. The hospital system estimated that terminations cost as much as $2.2 million annually, and that reducing terminations could have significant impact on its bottom line by eliminating rework inside the hospital’s HR department. A Six Sigma team was brought together to examine the situation. After deciding this was a top priority for the organization, the team began work on a DMAIC project to see

This case study deals with improving customer satisfaction without changing the support cost per call. The problem was resolved using a Six Sigma DMAIC problem solving methodology. The basic equation of Six Sigma, Y = f(x), defines the relationship between a dependent variable ‘Y’ or the outcome of a process and a set of independent variables ‘x’ or possible causes which affect the outcome. In this case study, ‘Y’ is the new account growth, whereas ‘x” is the number of transfers, wait time, and service.

The concept of Six Sigma was developed in the early 1980’s at Motorola Corporation (Harry and Schroeder, 2000). Six Sigma can be defined as a statistical measure of the performance of a process or product (Kumi et. al., 2006). It is used as a quality control mechanism, which seeks to reduce defects or variations in a process to 3.4 per million opportunities thereby optimizing output and increasing customer satisfaction (Sambhe, 2012). Sigma is representing the standard deviation, a unit of measurement that designates the distribution or spread about the mean of a process (Six Sigma Academy, 2002). In addition, the Six Sigma uniquely driven by close understanding of customer needs, disciplined use of fact, data, and statistical analysis, and diligent attention to managing improving, and reinventing business processes (Pande, P., et. al. 2000). The Six Sigma methodology uses statistical tools to identify the factors that matter most for improving the quality of processes and generating bottom-line results. The Six Sigma DMAIC (Define, Measure,

The driving factors for a success or failure of implementing Six Sigma is largely dependent on the inputs set forth at the conception and duration of the integration. This whitepaper will compare and contrast these critical inputs for a successful deployment. In order to accomplish this five various companies: GE Electric, W.R. Grace, Royal Chemicals, Diversified Paper and Lemforder. Some of these organizations had very successful results while others failed to reach their full potential. What is clear is the similarities of those that succeed and those that failed.

portions of six sigma (Korc, S, personal communication 2016), but in this context can apply DMAIC as a problem solving tool in order to develop a business process improvement proposal.

A Six Sigma case study has been performed on an IT call center by the author David L. Hallowell. The primary focus of the project is to increase the profitability of the company by using the DMAIC methodology. IT businesses these days realized that the best way to get in contact with its customers is by improving their call center customer care services. That is why the senior managers of the company have decided to tackle the issues faced by the call center by giving their Six Sigma DMAIC group a suitable project to take on. A lot of data has been gathered by the company after performing the project and the assessment of the data can be done to improve on their services. For any company to perform well in the market, it has to be at least on par with its competitors, if not better. The DMAIC technique is a powerful tool to get important information about the company and using these details, appropriate changes can be implemented.

The in-depth interviews and survey responses from the staff members enabled us to identify key areas that required attention in order to improve the overall organization. Listed below are the central problems generated from their feedback.

The Six Sigma methodology can be described as a management philosophy that focuses on developing and delivering near perfect products services. The approach uses the DMAIC structure and a set of improvement tools to identity causes of variation and to develop improvement strategies that reduce opportunities for defects and variation in process (Galli & Handley, 2014). DMAIC is the acronym for Define, Measure, Analyze, Improve and Control. The central idea behind Six Sigma is that if the defects of a process can be measured, then solutions

The record label Music Co. was experiencing a high number of incident tickets regarding its digital release planning system, mostly as a result of delays in a release, reported by the sales team (Bakthavatchalam & Fallah, 2010). The company applied a DMAIC (define, measure, analyze, improve, and control) roadmap of six sigma to find the reasons for the delays in their planning system and to improve the planning system. The critique essay aims to analyze the related article, Delivering Record Products without Delays: A DMAIC Case Study, written by Sridhar Bakthavatchalam and M. Hosein Fallah, according to the 10 criteria which were determined by Thomas and Arne and are often used to evaluate Six Sigma projects in order to find the merits and demerits of the study, as well as providing suggestions to enhance it.

Looking at the success of Motorola, many companies like Texas Instruments, Allied Signal etc started using Six Sigma methodology to bring organization-wide improvements.