gb case study hr prob sol1
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Six Sigma Certification 1
Case Study Green Belt DMAICD M A I C
EXAMPLE EXAMPLE
Benchmark Six Sigma
Green Belt Training
Benchmark Six Sigma
Green Belt Training
Six Sigma Certification 2
Case Study Green Belt DMAICD M A I C
Six Sigma
““The Structured Application of The Structured Application of
Tools and Techniques Applied Tools and Techniques Applied
on Project Basis to Achieve on Project Basis to Achieve
Sustained Strategic Results."Sustained Strategic Results."
Six Sigma Certification 3
Case Study Green Belt DMAICD M A I C
Objective
At the end of the this case study, you will be
able to apply Six Sigma DMAIC methodology
on a given project, derive the expected
results, and conclude the project
successfully.
Six Sigma Certification 4
Case Study Green Belt DMAICD M A I C
A software service provider
““Red Apple Technologies”Red Apple Technologies” Case Study
Six Sigma Certification 5
Case Study Green Belt DMAICD M A I C
Company’s InformationA software company “ Red Apple Technologies (RAT) ” has clients worldwide. The company provides software solutions to its clients. The company has recently bought a 250 seating capacity space in NOIDA town to execute recently acquired projects. The company is able to provide services on any platform or technology available globally. In case the company does not have the required skill sets for any of the technologies, it enrolls software professionals either for short- term contracts or full- time employment.
Six Sigma Certification 6
Case Study Green Belt DMAICD M A I C
The Problem
As per the company’s policies, an employee is recruited at one of the four levels, lowest being the level L1 and highest level being L4. The performance reviews for each employee is done twice a year (March & September). The employees are given increment and promotion depending on their performance.
Six Sigma Certification 7
Case Study Green Belt DMAICD M A I C
In the recent Half-yearly HR review, the management of Red Apple Technologies (RAT) observed that the rate of attrition had increased substantially in the last two quarters. The HR produced the following data which raised concerns for the management:
Month 2004 #Employees #Attritions Resignations Terminations#New
RecruitmentsAttrition
%
Jan 500 12 11 1 0 2.40Feb 488 13 11 2 10 2.66Mar 485 30 29 1 20 6.19Apr 475 18 13 5 35 3.79May 492 17 17 0 0 3.46Jun 475 10 8 2 15 2.11
Jan ~ Jun 2915 100 89 11 80 3.43% 3.43 3.05 0.38 2.74
The Problem
Six Sigma Certification 8
Case Study Green Belt DMAICD M A I C
L1 L2 L1 L3 L2 L1 L2 L2 L1 L1 L1 L1 L1 L2 L1L1 L2 L4 L2 L2 L1 L1 L1 L1 L1 L2 L2 L1 L2 L2L1 L1 L1 L1 L1 L2 L1 L1 L1 L2 L1 L2 L2 L1 L2L3 L1 L1 L1 L1 L1 L1 L1 L2 L1 L2 L1 L1 L1 L1L1 L1 L1 L1 L3 L1 L1 L1 L1 L1 L1 L1 L2 L2 L1L1 L1 L1 L1 L1 L1 L1 L1 L2 L1 L2 L1 L1 L3
The data showed that though some of the employees were terminated, there were many who had opted to resign. HR recorded the level- wise resignations as below:
Considering the new contracts that the company had recently acquired from many of its customers, the increase in resignations have become a cause of concern.
The Problem
Six Sigma Certification 9
Case Study Green Belt DMAICD M A I C
The new projects required the understanding and use of technologies, the skills for which could not be obtained easily from the hired employees. Further, the organization was losing good amount of money on account of hiring new employees against attrition and training them. Average cost/ person for hiring = 700 USD Average cost/ person for training = 1000 USD
(4days@ 250 USD/ day), and Loss in project productivity = 350 USD (Losing 56
man-hours/ person averaged@ 50 USD / day)
The Problem
Six Sigma Certification 10
Case Study Green Belt DMAICD M A I C
The ProblemThe management has directed the HR head to bring down the monthly rate of attrition from 3.43% to 1% by year- end and also acquire people possessing skills in technologies such as VAGNETTE, INTERBASE, LITEWARE to execute the new projects.
The HR head has proposed this as a Six Sigma project. You being the Green Belt are chosen to lead the project and show results after 3 months or less. Apply Six Sigma methodology to find vital causes and propose a possible solution. Demonstrate the solution with the tools used.
Six Sigma Certification 11
Case Study Green Belt DMAICD M A I C
After brainstorming, the project managers and HR department noted down the following possible factors for high number of resignations could be poor growth prospects, poor compensation, long working hours, stressful environment, poor infrastructure facilities, attitude of reporting manager, company location or in some cases spouse relocating. For terminations, the reasons could be non-performance and/or integrity violation.
HR compared competitor’s data to find the average number of years between promotions at different levels:
Index RAT Competitor 1 Competitor 2
Level 1 to Level 2 2 1 1.5Level 2 to Level 3 2 2 2Level 3 to Level 4 3 3 2
The Problem
Six Sigma Certification 12
Case Study Green Belt DMAICD M A I C
• HR captures the daily IN- time and OUT- time of employees giving more working hours, the Industry standard of number of working hours a day being 9.
• HR can also provide with the gross annual compensation of employees as against the competitors’.
Employee Code IN- Time OUT- Time
E1021 8:15 16:50E1024 8:10 19:20E1054 7:10 16:50E1056 8:15 19:30E1057 8:20 20:10E1086 8:15 21:07E1124 9:05 22:02E1145 8:15 16:50E1243 8:10 18:06E1245 8:17 20:40E1246 8:15 17:50E1252 8:40 20:04E1257 8:07 16:50E1275 8:15 21:50E1287 8:15 17:55
Average
Position RAT Competitor 1 Competitor 2
Level 1 1.5 2.1 2.25Level 2 4 4.5 4.25Level 3 7.5 7 7.2
Level 4 12 11 11.25
Average Annual Gross Compensation/ Employee
The Problem
Six Sigma Certification 13
Case Study Green Belt DMAICD M A I C
DMAIC Steps
Solve the given problem and Solve the given problem and apply all the steps of Six Sigma apply all the steps of Six Sigma methodology to the data given. methodology to the data given.
You can assume data where You can assume data where ever not given.ever not given.
<GB_Case_Study_HR_DATA.xls>
Six Sigma Certification 14
Case Study Green Belt DMAICD M A I C
DMAIC Steps
• Identify the Six Sigma project• Identify CTQs• Create Project Charter
– Business Case
– Problem Statement
– Goal Statement
– Team Selection with roles and responsibilities
– Calculating Benefits
– Project Timeline - Schedule
– Communication Plan
Six Sigma Certification 15
Case Study Green Belt DMAICD M A I C
DMAIC Steps
Define the performance standards for ‘y’ Collect data Validate the measurement system-
Identify & Correct Measurement errors Establish Baseline, find all sigma levels Map the Process Create C&E diagram Create Function Deployment Matrix
Six Sigma Certification 16
Case Study Green Belt DMAICD M A I C
DMAIC StepsDo analysis
1. Generate and Analyze Graphs
2. Conduct Hypothesis Testing
• List the vital Xs
• Propose a solution for project y as a function of vital Xs
• Execute and Standardize the process (get approvals, impart training)
Six Sigma Certification 17
Case Study Green Belt DMAICD M A I C
DMAIC Steps
• Use Mistake-proofing/ Visual Standards for process control
• Create Control chart
• Develop a Control Plan
• Review the DMAIC process to check for possibility of failure
Six Sigma Certification 18
Case Study Green Belt DMAICD M A I C
• Process Instructions
• Impart Training
• Preventive Maintenance
• Documentation
• Translation
DMAIC Steps
Six Sigma Certification 19
Case Study Green Belt DMAICD M A I C
A software service provider
““Red Apple Technologies”Red Apple Technologies” Case Study
Six Sigma Certification 20
Case Study Green Belt DMAICD M A I C
Project SelectionSix Sigma project is already identified. Project title would be
“To reduce the monthly rate of attrition from
3.43% to 1%
(~30%)“.
One of the possible solution for the project is given ahead:-DEFINE
Six Sigma Certification 21
Case Study Green Belt DMAICD M A I C
Define : Identifying CTQs
Provide on-time quality solutions
Manpower Quality Technical knowledge
ControlAttrition
Discipline•Reduce Absenteeism•Improve Performance
Introduce Final Q- check
DLC Multiple reviews
CTS
CTQs
CTPs
Providing resources(Library, etc.)
Training(arranging internal/ external training
DEFINE
Six Sigma Certification 22
Case Study Green Belt DMAICD M A I C
Problem & Goal Statement Problem Statement:Problem Statement:
The rate of attrition is has been very high since last six months (3.43% /month).
The problem was reported by the HR department after half- yearly review.
Impact of the problem is poor- quality and delayed deliveries to the clients.
High pressure on HR for new recruits.
Goal Statement:Goal Statement: To reduce the monthly rate of attrition from 3.43% to
1%.
Pro
ject
Cha
rter
DEFINE
Six Sigma Certification 23
Case Study Green Belt DMAICD M A I C
Business Case
Due to high attrition rate, following problems are faced by the organization in client’s projects:
o The communication channels break
o Information transfer is incomplete
o Replacement is not always available
o Replacement demands training and time
These problems dissatisfy the customers thereby slowing down the business momentum. Therefore, it is important
to take the project to be able to deliver quality services
on time to the customers.
Pro
ject
Cha
rter
DEFINE
Six Sigma Certification 24
Case Study Green Belt DMAICD M A I C
Team Selection
The team includes following members with roles
and responsibilities as mentioned Project Leader : Green Belt HR personnel
HR executive : To provide data. HR head: Solve constraints and support make
improvements.
Project Management -Manager : To implement improvements.
Financial representative : To calculate and authenticate financial benefits.
Pro
ject
Cha
rter
DEFINE
Six Sigma Certification 25
Case Study Green Belt DMAICD M A I C
Calculating Benefits Financial Benefits- TangibleFinancial Benefits- Tangible
Reduction in hiring cost : Average hiring cost/ person = 700 USD(includes consultant fees, proportionate hiring executive salary, cost of conducting interviews)
Reduction in training cost : Average training cost/ person = 1000 USD(includes 4-day induction-to-organization cost averaged@ 250 USD / day)
Increase in project productivity : 350 USD (Saving 56 man-hours/ person for induction-to-project cost averaged@ 50 USD / day)
Total Annual Cost = 2050 USD / person * #Persons left in 6 months * 2
= 2050 USD *100 for 1 year = 205 K USD
Cost Savings = 30% of 205 K USD = 61.5 K USD
Pro
ject
Cha
rter
DEFINE
Six Sigma Certification 26
Case Study Green Belt DMAICD M A I C
Calculating Benefits• Financial Benefits: In- tangibleFinancial Benefits: In- tangible
On- time delivery of project to customer Better quality service to customer Customer satisfaction
Pro
ject
Cha
rter
DEFINE
Six Sigma Certification 27
Case Study Green Belt DMAICD M A I C
Project Timeline & Communication Plan• The project was registered in Six Sigma Website on 5th
June, 2004. Dates for completion of different phases are:
– Define : till 15 June
– Measure : 16 June - 30 June
– Analyze : 1 July - 15 July
– Improve : 16 July - 05 August
– Control : 06 August - 20 August, 04
• Each of the phases will be uploaded in the Website as and when they get finished.
• Team members will meet every Wednesday for 25 - 35 minutes at 10:00 AM for project meeting in Six Sigma Room. Agenda will be mailed before the meetings.
Pro
ject
Cha
rter
DEFINE
Six Sigma Certification 28
Case Study Green Belt DMAICD M A I C
Performance Standard Matrix
Reduce Attrition rate by 30%– Item: Attrition rate
– Metric: No. of persons left/ Number of employees
– Opportunity: One
– Data type: Discrete- Defective
– Standard for judgment:
Industries of similar business have a standard of 1%.
– Measurement System: An employee is assumed to have left the organization w.e.f his/ her date of relieving. The replacement is generally searched for when his resignation letter is accepted by HR.
• Frequency: Attrition rate is circulated on 1st of every month
• Gage: Manually
MEASURE
Six Sigma Certification 29
Case Study Green Belt DMAICD M A I C
Data Collection
HR team releases Attrition report on 1st of
every month to the management. The data is
manually collected based on the date of relieving
of the resigned employees.
MEASURE
Six Sigma Certification 30
Case Study Green Belt DMAICD M A I C
Month 2004 #Employees #Attritions Resignations Terminations#New
RecruitmentsAttrition
%
Jan 500 12 11 1 0 2.40Feb 488 13 11 2 10 2.66Mar 485 30 29 1 20 6.19Apr 475 18 13 5 35 3.79May 492 17 17 0 0 3.46Jun 475 10 8 2 15 2.11
Jan ~ Jun 2915 100 89 11 80 3.43% 3.43 3.05 0.38 2.74
Data Collection
WORST
BESTAVERAGE
MEASURE
Six Sigma Certification 31
Case Study Green Belt DMAICD M A I C
Validate Measurement System
Logical ValidationLogical Validation : :
The data is released by HR recruitment executive and authenticated by HR head.
Data needs no further validation.
MEASURE
Six Sigma Certification 32
Case Study Green Belt DMAICD M A I C
Establish Baseline
DPMODPMODefect per million opportunities :
Average number of attrition in a month = 3.43
DPMO = 3.43*1,000,000 / 100
= 34,300 ppm
YieldYield = 96.57%
MEASURE
Six Sigma Certification 33
Case Study Green Belt DMAICD M A I C
Establish Baseline
Calculating Sigma level* :Calculating Sigma level* :
Zlt = 1.82
Zst = 1.82 + 1.5 = 3.32
Zbest = 3.53 (June month- 2.11%)
Zworst = 3.04 (March month- 6.19%)
Zgoal = 3.82 (Goal is to achieve 1% rate of attrition)
* Try to find out how the sigma values are calculated
MEASURE
Six Sigma Certification 34
Case Study Green Belt DMAICD M A I C
Process Map
MEASURE
• Department sends demand for employee to HR
• HR advertises the demand
• It receives applications
• HR shortlists the suitable candidates
• Conducts Interviews with Dept Head
• Recruits employee
• Employee joins after one month (generally)
• Employee works for the organization
• Employee resigns/ gets terminated
• Employee leaves after a month (generally/ immediately in case of termination)
Six Sigma Certification 35
Case Study Green Belt DMAICD M A I C
Function Deployment Matrix
Less potential Xs
Cu
sto
mer
Key
Pro
cess
Ou
tpu
t V
aria
ble
Res
ign
atio
n
Ter
min
atio
n
CustomerPriority
Rank # >>9 7
S. NoKey ProcessInput Variable
Rank % Rank
1 8 0 72 16.71
2 9 0 81 18.79
3 7 0 63 14.62
4 6 0 54 12.53
5 1 0 9 2.09
6 4 0 36 8.35
7 1 0 9 2.09
8 1 0 9 2.09
9 0 5 35 8.12
9 0 9 63 14.62
Stressful environment
Relationship with manager
Association Table
Poor growth prospects
Poor Compensation
Long Working hours
Location of the facility
Non performance
Integrity violation
Poor infrastructure
Spouse relocating
MEASURE
Six Sigma Certification 36
Case Study Green Belt DMAICD M A I C
Potential Xs
List of Potential Xs* :
• X1 : Poor growth prospects
• X2 : Poor Compensation
• X3 : Long Working hours
• X4 : Stressful environment
• X5 : Integrity violation
ANALYZE
Resignations
Terminations
*Factors may be chosen from other tools as well like Affinity diagram, C&E diagram etc.
Six Sigma Certification 37
Case Study Green Belt DMAICD M A I C
Month 2004 #Employees #Attritions Resignations Terminations#New
RecruitmentsAttrition
%
Jan 500 12 11 1 0 2.40Feb 488 13 11 2 10 2.66Mar 485 30 29 1 20 6.19Apr 475 18 13 5 35 3.79May 492 17 17 0 0 3.46Jun 475 10 8 2 15 2.11
Jan ~ Jun 2915 100 89 11 80 3.43% 3.43 3.05 0.38 2.74
Analyze : Data
Six Sigma Certification 38
Case Study Green Belt DMAICD M A I C
Data suggests:
• Maximum resignations have happened in March
• Maximum terminations in April
• Maximum attrition in March
Analyze : Data
Six Sigma Certification 39
Case Study Green Belt DMAICD M A I C
Employees/ Attritions and New Recruitments
94.2%
3.2%2.6%
#Employees
#Attritions
#NewRecruitments
Resignations versus Terminations
89.0%
11.0%
Resignations
Terminations
• Investigations revealed that since increments and promotions are declared in March, the dissatisfied employees tend to resign.
• Some other dissatisfied employees were caught doing unfair activities (accessing restricted sites in a group) and were terminated in April.
Data Supports factors X1, X2 and X5
Analyze : Data
Six Sigma Certification 40
Case Study Green Belt DMAICD M A I C
L1 L2 L1 L3 L2 L1 L2 L2 L1 L1 L1 L1 L1 L2 L1 L1 L2 L4 L2 L2 L1L1 L1 L1 L1 L1 L2 L1 L1 L1 L2 L1 L2 L2 L1 L2 L3 L1 L1 L1 L1 L1L1 L1 L1 L1 L3 L1 L1 L1 L1 L1 L1 L1 L2 L2 L1 L1 L1 L1 L1 L1 L1
Resignations
Analyze : Data
Pareto suggests that maximum resignations occur for L1
Six Sigma Certification 41
Case Study Green Belt DMAICD M A I C
Analyze
X1 : Poor growth prospectsX1 : Poor growth prospects
The team managed to contact the HR executive of
the competitors and got the following data of the average
number of years taken to be promoted to the next level:
Index RAT Competitor 1 Competitor 2
Level 1 to Level 2 2 1 1.5Level 2 to Level 3 2 2 2Level 3 to Level 4 3 3 2
ANALYZE
Six Sigma Certification 42
Case Study Green Belt DMAICD M A I C
Analyze
X1 : Poor growth prospectsX1 : Poor growth prospects
Level 1 to Level 2 Promotion Time Data was collected for comparison.
Shown in Excel File
Six Sigma Certification 43
Case Study Green Belt DMAICD M A I C
Applying 2- sample t test to compare the promotions
• Null Hypothesis Ho : RAT = Competitor1
• Alternate Hypothesis Ha : RAT Competitor1
Analyze
P<0.05, test shows the promotion is different from that of the competitor 1
Six Sigma Certification 44
Case Study Green Belt DMAICD M A I C
Applying 2- sample t test to compare the promotions • Null Hypothesis Ho : RAT = Competitor2
• Alternate Hypothesis Ha : RAT Competitor2
P<0.05, test shows the promotion is different from that of the competitor 2
Analyze
Six Sigma Certification 45
Case Study Green Belt DMAICD M A I C
AnalyzeX2 : Poor CompensationX2 : Poor CompensationComparison of compensation with the competitor
Though the average compensation of the organization is high
compared to the competitors, the maximum attrition occurs in
lower levels where during initial years of employment where
the compensation is less.
Position RAT Competitor 1 Competitor 2
Level 1 1.5 2.1 2.25Level 2 4 4.5 4.25Level 3 7.5 7 7.2
Level 4 12 11 11.25Average 6.25 6.15 6.24
Average Annual Gross Compensation/ Employee
No.
of Resignations
ANALYZE
Six Sigma Certification 46
Case Study Green Belt DMAICD M A I C
AnalyzeX3 : Long Working hoursX3 : Long Working hoursThe IN- time and OUT- time of employees was recorded and
analyzedEmployee
Code IN- Time OUT- Time DiffE1021 8:15 16:50 8:35E1024 8:10 19:20 11:10E1054 7:10 16:50 9:40E1056 8:15 19:30 11:15E1057 8:20 20:10 11:50E1086 8:15 21:07 12:52E1124 9:05 22:02 12:57E1145 8:15 16:50 8:35E1243 8:10 18:06 9:56E1245 8:17 20:40 12:23E1246 8:15 17:50 9:35E1252 8:40 20:04 11:24E1257 8:07 16:50 8:43E1275 8:15 21:50 13:35E1287 8:15 17:55 9:40Average 8:14 19:03 10:48
Average
Industry standard is 9 hours
ANALYZE
Six Sigma Certification 47
Case Study Green Belt DMAICD M A I C
Employee Code
Avg IN- Time Avg OUT- Time Difference Days
E1021 8:15 16:50 8:35 0.358E1024 8:10 19:20 11:10 0.465E1054 7:10 16:50 9:40 0.403E1056 8:15 19:30 11:15 0.469E1057 8:20 20:10 11:50 0.493E1086 8:15 21:07 12:52 0.536E1124 9:05 22:02 12:57 0.540E1145 8:15 16:50 8:35 0.358E1243 8:10 18:06 9:56 0.414E1245 8:17 20:40 12:23 0.516E1246 8:15 17:50 9:35 0.399E1252 8:40 20:04 11:24 0.475E1257 8:07 16:50 8:43 0.363E1275 8:15 21:50 13:35 0.566E1287 8:15 17:55 9:40 0.403
Standard Hrs
Standard_days
9:00 0.375
AnalyzeThe Time format was converted into Numeric (no. of days)
ANALYZE
Six Sigma Certification 48
Case Study Green Belt DMAICD M A I C
Analyze
ANALYZE
The Time 0.403 Days is considerably higher than Industry Average of 3.75.
Long Working Hours was considered as a Vital X
Six Sigma Certification 49
Case Study Green Belt DMAICD M A I C
AnalyzeX4 : Stressful environmentX4 : Stressful environment
The factor is accounted for based on the feedback by employees to HR which included complaints against their immediate boss and sometimes against the clients and their behavior.
Conclusion : It is a subjective factor and needs improvement to reduce attrition.
ANALYZE
Six Sigma Certification 50
Case Study Green Belt DMAICD M A I C
AnalyzeX5 : Integrity violationX5 : Integrity violation
This is the cause responsible for terminations in the organization. It includes:
• misuse of infrastructure,
• accessing restricted sites,
• stealing,
• over- issuing office stationery,
• producing fake bills.
Conclusion : Terminations account for 0.38% of the average of 3.43% in a month. To achieve the goal of 1%, terminations should also be reduced.
ANALYZE
Six Sigma Certification 51
Case Study Green Belt DMAICD M A I C
Analyze
List of Vital Xs:
• X1 : Poor growth prospects
• X2 : Poor Compensation
• X3 : Long Working hours
• X4 : Stressful environment
• X5 : Integrity violation
Resignations
Terminations
ANALYZE
Six Sigma Certification 52
Case Study Green Belt DMAICD M A I C
ImproveX1 : Poor Growth ProspectsX1 : Poor Growth Prospects
• HR decided to reduce the promotion period of level 1 to level 2 from an average of 2 years to 1.5 years as maximum resignations occurred during the initial years of service. Policy was made and approved from the management.
• HR started conducting awareness programs on the growth prospects an employee could expect in the organization and comparison with the competitors. Frequency : Once for all employees, During Induction of new recruits; Responsibility : HR Mgr.
IMPROVE
Mistake- Proofing
Six Sigma Certification 53
Case Study Green Belt DMAICD M A I C
ImproveHR created policies for the employees in consultation with the management to
• Identify new growth opportunities, • Give additional responsibilities and rewards
henceforth,• Encourage inter- departmental transfers through
internal job postings, and• Promote up-gradation of skills through training.
Policy was made by HR and approved by the management
IMPROVE
Six Sigma Certification 54
Case Study Green Belt DMAICD M A I C
ImproveX2 : Poor CompensationX2 : Poor Compensation
Raising Compensation could be an extra cost to the
organization. Hence, HR decided to restructure the
compensation across the board during the next
half- yearly Performance review in Sept, 04. The
compensation at RAT was as competitive as its
competitors but since the maximum resignations occur
for level 1 and then level 2, the restructuring was done
as shown-
IMPROVE
Mistake- Proofing
Six Sigma Certification 55
Case Study Green Belt DMAICD M A I C
Improve
Avg. % of Tot. Avg. % of Tot. Avg. % of Tot. Avg. % of Tot.Level 1 1.5 6% 2.5 9% 2.1 9% 2.25 9%Level 2 4 16% 5.1 18% 4.5 18% 4.25 17%Level 3 7.5 30% 8 28% 7 28% 7.2 29%Level 4 12 48% 12.6 45% 11 45% 11.25 45%Total 25 100% 28.2 100% 24.6 100.0% 24.95 100.0%
PositionBefore
Average Annual Gross Compensation/ Employee
Before After BeforeRAT Competitor 1 Competitor 2
HR restructured the compensation for the next Performance review in Sept, 04 which rationalized the % compensation for all levels as per the benchmark industry. Management approved the proposal.
IMPROVE
Six Sigma Certification 56
Case Study Green Belt DMAICD M A I C
ImproveX3 : LongX3 : Long Working HoursWorking Hours
Before : After conducting one-to-one sessions with employees, it was found that employees had to stay after office hours or work on weekends regularly. Reasons for this were:
• Excess work due to non- uniform work distribution• Late night teleconferencing with US-based clients• Avail extra benefits provided by the company such
as claiming money for commuting etc.• Impress the immediate manager who works for late
hours.IMPROVE
Six Sigma Certification 57
Case Study Green Belt DMAICD M A I C
Improve
After : • First, each individual was made to list down his
job responsibilities. Then, HR interviewed the middle/ upper management to gauge non-uniformity in work load. Next, the managers were asked to uniformly distribute the work load amongst the employees.
• A new communication system was installed using which employees could attend conference calls from home to avoid night stays.
IMPROVE
Six Sigma Certification 58
Case Study Green Belt DMAICD M A I C
ImproveAfter :
• Leverage to come late to the office the next day was given to employees who stayed late nights.
• HR circulated a note whereby any L1/ L2 employee who wishes to stay back after the office hours or work during weekends should get an approval from his immediate manager and inform the HR department.
Mistake- Proofing
IMPROVE
Six Sigma Certification 59
Case Study Green Belt DMAICD M A I C
ImproveX4 : Stressful EnvironmentX4 : Stressful Environment
Before : This factor was revealed during a survey conducted by HR with the employees
After :
• The survey which was conducted especially for the project was made a regular feature with the frequency of once in 3 months where each employee was interviewed to check their satisfaction level.
• Exit Interviews and feedback sessions were introduced.
• HR was made responsible to solve each of the raised issues from the interactions and monitor the proposals regularly.
IMPROVE
Six Sigma Certification 60
Case Study Green Belt DMAICD M A I C
X5 : Integrity ViolationX5 : Integrity Violation
Before :
Integrity violations such as • misuse of infrastructure, • accessing restricted sites, • stealing or sharing confidential information, • over-issuing office stationery, • producing fake bills etc.
caused terminations in the organization.
Improve
IMPROVE
Six Sigma Certification 61
Case Study Green Belt DMAICD M A I C
After :
Security department along with the IT department: – banned access to the restricted sites,
– disabled and removed CD and floppy-disc drives from PCs,
– employees were made to sign an Integrity policy agreement to make them aware of the consequences of indulging in any integrity-related activity
HR issued a note to all employees saying all the bills and vouchers need to be approved by the immediate manager and also HR before they got cleared.
ImproveMistake- Proofing
IMPROVE
Six Sigma Certification 62
Case Study Green Belt DMAICD M A I C
ControlControl Plan :
Each of the Xs for which mistake- proofing was not
done, were controlled and responsibilities were
assigned to the concerned persons.
Con
trol
Pla
n
CONTROL
Six Sigma Certification 63
Case Study Green Belt DMAICD M A I C
Control X1 : Poor growth prospectsX1 : Poor growth prospects
• HR started conducting awareness programs • Frequency :
– Once for all employees,
– During Induction of new recruits
– In case of change in the policies
– Introduction of any new policy
• Strength : 20 or less employees in one session
• Material : Distribution of handouts and information through e- mails
Con
trol
Pla
n
CONTROL
Six Sigma Certification 64
Case Study Green Belt DMAICD M A I C
Control
X3 : Long Working hoursX3 : Long Working hours
First, each individual was made to list down his job responsibilities. Then, HR interviewed the middle/ upper management to gauge non- uniformity in work load. Next, the managers were asked to uniformly distribute the work load amongst the employees.
Frequency : Once/ quarter
Responsibility : HR manager and respective department heads
Con
trol
Pla
n
CONTROL
Six Sigma Certification 65
Case Study Green Belt DMAICD M A I C
Control
X4 : Stressful environmentX4 : Stressful environment
• Employees were interviewed to check their satisfaction level. – Frequency : Once/ Quarter
– Responsibility : HR manager
• Exit Interviews and feedback sessions– Frequency : When an employee is relieved
– Responsibility : HR manager
Con
trol
Pla
n
CONTROL
Six Sigma Certification 66
Case Study Green Belt DMAICD M A I C
Control : I- MR Chart
Shows the data is in Control with 0.822 as the mean after project completion
CONTROL
Six Sigma Certification 67
Case Study Green Belt DMAICD M A I C
Final Steps
The final steps were executed in the ProcessThe final steps were executed in the Process
• Process Instructions
• Impart Training
• Preventive Maintenance
• Documentation
• Translation
FINAL STEPS
Six Sigma Certification 68
Case Study Green Belt DMAICD M A I C
Post - Completion
• Project was transferred by the Green Belt to the process owner (HR).
• The project completion was authenticated by the customer followed by a project presentation by the team to all stakeholders and Six Sigma team.
FINAL STEPS
Six Sigma Certification 69
Case Study Green Belt DMAICD M A I C
Good Luck
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Six Sigma
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