pc order to installation cycle time reduction display

Project Summary :Summary Through the use of supply chain techniques and queue

modeling we were able to reduce the cycle time from approval to a PC order to delivery to a Seagate Users Desktop by 90% to less than one day.

:Impact New employees to Seagate will not have to wait for a

system order, they will be able to work immediately. Existing employees in most instances will have a new system the same day they ordered it exceeding the customer specification by 4 days!

Define Phase Tools Used:

Stakeholder Matrix Problem Statement Business Objectives Projected Business Benefit

Name:William T. HayesDivision: AdministrationBusiness Unit: ITSite: LongmontChampion: Dale WallaceMaster Black Belt:Sam Keene/Bill ClarkProcess Owner(s):Todd GeerCurrent Project Phase: Control

PC Order to Installation Cycle Time Reduction

: Problem Statement In recent months the number of customer complaints pertaining to system

delivery times has increased dramatically. The concerns from customers are now being reflected in our annual IT survey. Seagate orders nearly 20 million dollars in PC technology a year, equating to over 5500 computer systems world wide, 350 of which were ordered from the Longmont Design Center. Average Delivery Times range from 12 to 14 days, making it difficult for customers to get new systems in a timely manner.

:Project Objective To reduce PC cycle time by 90% from 12-14 days to .5 –1.5 days by November

31, 2001. :Projected Business Benefit

New hires will have a new PC before they are to start work at the facility, and upgrades of existing systems will be expedited, thus increasing productivity.

Better Customer Service: Understanding Customer needs and meeting them faster.

PC Order to Installation Cycle Time Reduction :Defect

Excessive Cycle time required to deliver new systems to users

:Primary Metric Number of days it takes from order to instillation of a new

PC to the user.

( ):Secondary Metric s Increase in Service Level Agreement performance in other

desktop functions Increase in customer satisfaction survey

Measure Phase Tools Used:

Process Mapping Fishbone Diagram Cause and Effect Matrix Descriptive Stats Capability Analysis Gauge R&R Control Charts

PC Order to Installation Cycle Time Reduction Seagate Employees place orders for Personal Computers

through Wizards, a supply management software. The order is sent electronically to the PC vendor who manufactures the product. The PC is then shipped to the receiving department of the Longmont Design Center. Once received, the PC is sent to the Desktop Support Lab for processing and delivery to the user.

Tuesday, June 04, 2002

Level 1 Process: Order to Installation Cycle Time

Seagate Employee places order for new computer

Mean Time 4.4 DaysDell or Compact Manufacture Order

Mean Time 4 Days Compaq6 Days Dell

Order is Shipped

Mean 2 Days

Arives at Shipping at Local Site

Mean 6.6 HoursDesktop Support Recieves New Computer Order

Mean 3.63 Days PC is Set in Storage

Tech Installs OS Tech Delivers and Install New Computer

ThisRepresentsthe delay

customersExperiance

Requestor1:1

Placesorder inWizards

1:2

Commodity Approver1:3

PC Approvedby Commodity

Approver1:4

Does userrequire DOA

Approval1:6

Yes

Is it CatalogItem1:11

Wizards PlacesOrder toVendor

1:12

VendorReciepts order

1:13

No

Delagation ofAuthorityProcess

1:5

Order is Sent topurchasing agent

1:16

YesOrder Sent toDOA apporver

1:7

Approver Reads E-mail

E-mail isgenerated and

sent to Approver1:8

Approved1:10

Wizards Sends E-mail to Requestor

1:14

No

ManagerAccessesWizards

1:9

No

YesYes

No

OrderTerminated

1:15

VendorManufactures

order1:17

Shipping Vendor TransportsOrder1:18

LDC Recieves Items1:19

PhysicalInventory is done

1:20

Is it a POorder1:21

Order recorded inrecieving log

1:22

Order is assigneda control Number

1:23

Order is movedto check-in

1:25

PO is enteredinto Oracle

1:24

Order is movedinto holding Area

1:27

Yes

No

Delivery Tag isAttatched

1:26

Deliveriesstart at 3:00

1:28

Go toPage

2

Shippingdeterminespriority ofshipment

LDC DeliversPC

TechSigns forDelivery

Tag

TechRemoves

invoice

Invoice istaken to desk

TechScansinvoice

copy isstored onnetwork

techselects pc

forprocessin

g

tech takescopy back to

system

tech takes pcback to desk

Remedyticket isopened

WIPstatus

Transportsystem to

user

TechUnpacks

PC

checknetwork

forcurrentimage

VerifiesmodelPC is Placed

in Storage

current imageexistsY/N

Yes

No

Plugsystem in

andpower up

Insertnetworkboot disk

Tech logsinto

network

Selects XDrive

Selectsdirectory

path

SelectsImage file

Startsimage

Waits for imagecompletion

Sendemail to

user

Wait for responsefrom user

Placeticket inPending

PC Placed inStorage

waiting onuser

Email isrecieved

Is System fornew hire

No

Did usercopy files

NoTech leaveslab for users

location

Extractsfiles fromuser tonetwork

Travels backto LAB

Yes

Tech logsinto PC

as Admin

CreatesProfile of

User

ChangesPC Nameto Conv.

DownloadNotes ID

fromNetwork

ConfigureIE

Changename in

login adv.properties

Log-inSystem Reboots

Changeconfigurat

ion ofnotes

Browser

Contactuser forsetupappt.

Download.dsk and.nsf files

Configurenotes

InspectSecurity

options innotes

Appt. Delay

GetSystempacked

for Trans.

Copy filesto

network

Log in asUser

Breakdown oldsystem

set upnew

system

Ask userwhat data

needstransfered

Copy filesto newsystem

Test notesTest IETest OfficePlace

bookmarkfiles

MapPrinterports

Addpritnerdrivers

Print testpages

Go Back tolab

PutRemarks

inRemedyTicket

PlaceTicket

Status inResolved

Page2

Has newhire started

Yes

Yes

ContactNew Hire

makeAppt.

Verifyuser hasNovellaccess

andNotesID

No

Contactmanager

TellManagerto Openticket forNewhire

System isheld instorage

Wait for Appt.

PlaceTicket towork in

progress

Insertfloppy

3:1

SelectbootOrder

3:4

Changboot

order toCD,Flopp

y, HD3:5

Selectthe

Advanced Button

3:29

BootSystem

3:2

Press F2at Bios

3:3

FromPage

2

InsertW2000Select

CD3:6

Reboot System3:7

SelectBoot

From CDupon

reboot3:8

OS is copied toHD3:9

PressEnter to

startinstall3:10

DoesPartitionExist?3:11

NoCreate

partition3:12

Format PartitionFat 323:13

SelectPartitionfor OS toinstall on

3:14

OS copies Files/Reboots

3:15

SelectDefaulsts

forKeyboar

d3:16

InsertEmployee name

3:17

EnterSeagateas Org.

3:18

InsertComputer Name

(col-userid-

0X)3:19

Yes

SetAdminist

ratorPasswor

d3:20

InspectSystem

Time, SetMountainTime Zone

3:21

NetworkingCompontentsSetup By OS

3:22

ClickInstall3:23

ClickProtocol

3:24

ClickAdd3:25

SelectNWLinkIPX/SPX

3:26

Click onInternetProtocolTCP/IP

3:27

SelectPropertie

s3:28

SelectDNS Tab

3:30

SelectAppend

DNSSuffixes

3:31

ClickAdd-

Colo.Seagate.com

3:32

ClickAdd-

Notes.Seagate.co

m3:33

ClickAdd-

Seagate.com3:34

UncheckRegister

DNSConnecti

on3:35

Select-No to

Domain3:36

SelectDefaultWorkGroup3:37

ChangeOrder toFloppy,HD, CD

3:42

SelectBootOrder3:41

OS Goes throughAuto Config

3:38

Select SytemReboot

3:39

Select F2at BIOS

3:40

Savesettings

3:43

Reboot3:44

ClickNext at

NetworkIdentifica

tionWizzard

3:45

SelectUsersMustEnter

Password

3:46

Log Onas

Administrator3:47

SelectStart,

Settings,ControlPanes3:48

SelectUsersAnd

Passwords

3:50

ClickAdd-

UserID3:51

SelectPassword= Blank

3:52

SelectAccessLevel to

other3:53

SelectAdminist

rator3:54

SelectFinish3:55

CloseControlPanel3:56

Log offas

Administrator3:61

Open IEBrowserWindow

3:57

SelectTools-FolderOption

3:58

Click theView Tab

3:59

Checkthe ShowHidden

FilesOption

3:60

Log in asUser3:62

Uncheckthe start

upscreen

3:63

SetResoluti

on to1024X768

3:64

InsertW2000

CD3:65

Copyi386 toC:\i386

3:66

RemoveW2000

CD3:67

InsertW2000

SupportCD

3:68

CopySP2 toC:\SP2

3:69

Run SP2from

copiedLocation

3:70

Log in asUser3:72

RighClick on

mycompute

rselect

hardwaretab3:73

Reboot System3:71

Click onDevice

Manager3:73

InstallAudio

Drivers3:78

Inspect forYellow

QuestionMarks3:74

YellowQuestion

MarksPresent

3:76

Reboot3:79

Log in asUser3:80

Download driversfrom ?

3:77

Download drivers

from?3:81

InstallIntel

ChipsetDriver3:82

Insert MSOffice

2000 CD3:84

Reboot3:83

SelectCustomInstall3:85

Software Installs3:92

Selectrun all

from mycompute

r3:86

ClickAccess

3:87

Set toNot

Available3:88

Click onOutlook

3:89

Set toNot

Available3:90

Clickperform

acomplete

Install3:91

Insert MSOffice2000Serv.Pack3:93

ClickUpdateOffice

Components3:94

Yes

No


InsertOffice

2000 CD3:96


Reboot3:98

Log in asUser3:99

ExtractNovellClientfiles3:100

RunNetwareSetup3:101

SelectInstall

IPX andIP

3:102

SelectNovell

Distributed Print

Serv.3:103

AddContex3:108

Configure IP as

PreferedProtocol

3:105

ClickStart/Run

3:111

AddSeagateas Treein Login

Box3:107

Reboot3:104

Add Username inDialog

Box3:109

Log in asUser3:110

Reboot3:106

EnterPath:Q:\

winstall\winstall

3:112

InstallWininstal

l Iconcreation

3:113

InstallLotusNotes3:114

InstallAdobe

4.03:117

RepeatSteps

3:110,111,112

3:116

Reboot3:115

InstallNetscape

4.73:118

InstallMcaffeeAntivirus

3:119

SelectNetscape

andOpenApp.3:120

Set homepage to

home.colo.seagat

e.com3:121

Backto

step2:44

Process Base Line Ariba 4.4 Days: 90% of the Cycle time is wrapped up in the

DOA Process Employer of Choice issue

Manufacturing: 4 to 6 days Dell: 4 days to manufacture + 2 days to ship Compaq 1.78 days to manufacture + 2 days to ship Varies by Desktop and Laptop

Shipping: 6.58 hours or .27 Days Variation due to manpower, no one to accept the order causing

order to wait until next business day Desktop: 3.63 Days

Project TeamProcess Owner :Dale Wallace

Members : William Hayes IT Ops BB:Joyce Sower IT Ops BB:Steve Bennett IT Ops GB:David Pinter IT Ops GB:Donna Cook Desktop Support: Jean Morely Desktop Support:

PC Delivery Cycle Time Reduction


MEASURE PHASE PROJECT DETAILS

Process Flow Interviews with the following departments have been

completed: Purchasing Shipping/Receiving Desktop Support Dell Computer Co. Compaq Computer Co. Seagate Corporate IT

N

S

EW

KPOV:ExcessiveCycle Timeto DeliverPC to user

Process People

SystemsMaterials

Enviroment

Repair Call Load

Department Staffing

Education of Users

Appointment wait times

Team Moral

Work Enviroment

Special Projects

Prioritization of Call load Waiting for user data

Manager not ordering PC in time

Training of Personel

Lack of Personell

Subtitle

8/23/2001

Fishbone: Excessive Cycle Time to Deliver PC's

Wait time at dock beforedelivery

Missed Delivery from Shipping

Communication from users Commodity Approver notAvailable

Define IT processes

Excessive cycle steps

Vendors Missed SLA for system

Scanning Invoices/ Audit Trail

Lack of system to track new hires

Data Transfer from users existing systems

Lack of Inventory Process

Supporting Non-Standard Software/Hardware

Lack of enforced standards

Scsi Systems take Longer

Ariba to Oracle System Failure

Incedentals Needed by customer

Evolution of Hardware

Oracle Down Time

Network Down Time

Port Connectivity at user setup

Software configuration at setup

Printer Setup

Image Version up to dates

Bad Incoming Quality

Speed of Network to Cast Immages

Non-standard hardware/ Software

Dealing with Non-catalog orders

Lack of standard Supplies

Admin Rights to changes passwords

Creation of User ID and Notes ID

Cause and Effect Matrix KPOV’s are excessive

cycle time in the four phases

KPIV data came from the Fishbone Diagram

KPOV Ranking came from the amount of variance in the process and the impact on the customer

Microsoft Excel Worksheet

KPIV Ranking

0

20

40

60

80

100

120

Und

efined

IT P

roce

sses

Sup

porti

ng N

on S

tand

ard

Softw

are/

Har

dwar

e

Dep

artm

enta

l Sta

ffing

Exc

essive

Cyc

le S

teps

Edu

catio

n of

Use

rs

Com

mun

icat

ion

From

Use

rs

Rep

air C

all L

oad

Spe

cial P

roject

s

Prio

ritizat

ion

of C

all L

oad

Wai

ting

for u

ser D

ata

Lack

of p

erso

nell

Imag

e ve

rsion

up to

dat

e

Dea

ling

with

non

-cat

alog

ord

ers

Pro

cess

Sta

ndar

ds e

nfor

cem

ent

Ven

dors

Misse

d SLA

Dat

a Tra

nsfe

r fro

m e

xistin

g us

ers

Ora

cle

Dow

n Tim

e

Evo

lutio

n of

Har

dwar

e

Lack

of s

yste

m to

trac

k New

Hire

s

Wor

k Env

irom

ent

App

oint

men

t Wai

t Tim

es

Team

Mor

al

Ranking

Others

Team Moral

Appointment W

ait Times

Work Enviro

ment

Lack of system to tra

ck New Hire

s

Vendors Missed SLA

Process Standards enforcement

Waiting fo

r user D

ata

Special Projects

Prioritization of C

all Load

Data Transfer from exis

ting users

Creation of U

ser ID and Notes ID

Repair Call Load

Communication From Users

Education of U

sers

Excessive Cycle Steps

Departmental Staffin

g

Defined IT Processes

63 36 36 39 40 63 71 81 81 81 81 81 84 85 97100100104

533335566666667888

100 95 93 90 87 84 79 74 68 61 55 49 43 37 30 23 15 8

1000

500

0

100

80

60

40

20

0

Defect

CountPercentCum %

Per

cen

t

Cou

nt

Pareto Chart for KPIV

Pareto Chart of KPIV Cause and Effect Chart

was used to Rank Potential KPIV’s

KPIV Data Came from Fishbone Diagram

Inputs were ranked on their effect to excessive cycle time to each potential Phase(Ariba, Manufacture,Shipping, and Desktop) 41 Total KPIV’s

Others

Team Moral

Appointment W

ait Times

Work Enviro

ment

Lack of system to tra

ck New Hire

s

Vendors Missed SLA


Waiting fo

r user D

ata

Special Projects

Prioritiz

ation of Call L

oad

Data Transfer from exis

ting users

Creation of U

ser ID and Notes ID

Repair Call L

oad


Education of U

sers


Departmental S

taffing


63 36 36 39 40 63 71 81 81 81 81 81 84 85 97100100104

533335566666667888

100 95 93 90 87 84 79 74 68 61 55 49 43 37 30 23 15 8

1000

500

0

100

80

60

40

20

0

Defect

CountPercentCum %

Per

cen

t

Cou

nt

Pareto Chart for KPIV

20% KPIV Pareto Supporting Non Standard

Hardware/Software (This had an effect through all phases of process.

Undefined IT Processes (procedures for which we have no written process, or the process is not followed)

Departmental Staffing Education of Users Excessive Call Load

Others

Evolution of Hardware

Oracle Down Time

Vendors Missed SLA

Data Transfer from existing users


Dealing with non-catalog orders

Waiting for u

ser Data

Special Projects

Prioritization of C

all Load

Lack of personell

Image version up to

date

Repair Call L

oad


Education of Users


Departmental Staffin

g

Undefined IT Processes

Supporting Non Standard Softw

are/Hardware

40 43 48 63 63 71 80 81 81 81 81 81 84 85 97100100104104

3334455555556677777

100 97 94 91 87 83 78 73 67 62 56 51 45 40 34 27 21 14 7

1500

1000

500

0

100

80

60

40

20

0

Defect

CountPercentCum %

Pe

rce

nt

Co

un

t

Major KPIV's for PC Cycle Time

80065050035020050

95% Confidence Interval for Mu

14012010080604020

95% Confidence Interval for Median

Variable: Ariba DOA Cy

29.226

126.592

83.397

Maximum3rd QuartileMedian1st QuartileMinimum

NKurtosisSkewnessVarianceStDevMean

P-Value:A-Squared:

92.774

159.612

129.747

804.000136.500 67.000 19.000 1.000

1458.962742.7130519933.3141.185106.572

0.00011.945


95% Confidence Interval for Sigma


Anderson-Darling Normality Test

Descriptive Statistics

302010Subgroup 0

500

400

300

200

100

0

-100

-200

Sam

ple

Mea

n

Mean=106.6

UCL=400.2

LCL=-187.0

800700600500400300200100

0

Sam

ple

Ran

ge

1 1

1

R=201.5

UCL=459.7

LCL=0

Ariba DOA Cycle Time

-200 0 200 400

1

510

20304050607080

9095

99

Data

Pe

rce

nt AD* 4.377

Goodness of Fit

Normal Probability Plot for Hours to ResML Estimates - 95% CI

Mean

StDev

84.1562

97.4720

ML Estimates

0.00 0.01 0.10 1.00 10.00 100.00 1000.00

1

2 3 5

10

20304050607080909599

Data

Pe

rce

nt AD* 0.815

Goodness of Fit

Weibull Probability Plot for Hours to ResML Estimates - 95% CI

Shape

Scale

0.763148

72.0793

ML Estimates

3020100

400

200

0

-200

Xbar and R Chart

Subgr

Mea

ns

Mean=106.6

UCL=474.7

LCL=-261.6

750

500

250

0

Ran

ges

R=252.7

UCL=576.4

LCL=0

302010

Last 25 Subgroups750

500

250

0

Subgroup Number

Val

ues

48 0

Overall (LT)

Shape: 0.7571Scale: 90.2079Pp: 0.04Ppk: -0.03

Capability PlotProcess Tolerance

Specifications

III

III

1000.00100.0010.001.000.100.01

Weibull Prob Plot

8004000

Capability Histogram

Ariba DOA Cycle Time Capability 48hr Spec

Ariba Phase Measurements Placement of Order to the

Approval of Order Orders were pulled out of

Oracle Database 145 Samples Taken Mean time to Order 106.7

Hours or 4.4 Days Ariba System had built in

control to alert next level manager the order had not been approved for two days. It was ordered to be shut off

Need to Implement control, repeating emails.

80065050035020050


14012010080604020


Variable: Ariba DOA Cy

29.226

126.592

83.397



P-Value:A-Squared:

92.774

159.612

129.747

804.000136.500 67.000 19.000 1.000

1458.962742.7130519933.3141.185106.572

0.00011.945






28022016010040


504030


Variable: Compaq Manuf

24.000

36.958

37.954



P-Value:A-Squared:

24.000

43.776

47.558

312.000 48.000 24.000 24.000 24.000

27011.60823.105861606.1840.077142.7556

0.00048.152






0 10 20 30 40 50

0

30

60

90

Xbar and R Chart

Subgr

Mea

n

1

6

15

6

1

66

1

Mean=39.40

UCL=76.73

LCL=2.058

0

50

100

150

Ran

ge

1

22

1 1

2222

R=64.73

UCL=136.9

LCL=0

30 40 50

Last 25 Subgroups

20

70

120

170

Subgroup Number

Val

ues

0 120


I I I

I I I

I ISpecifications

Within

Overall

0 100 200

Normal Prob Plot

0 100 200


WithinStDev:Cp:Cpk:

27.8305

Data is Not Normal

0.47

OverallStDev:Pp:Ppk:

31.39650.640.42

Compaq Service Level Agreement Capability

1086420


4.83.82.8


Variable: Average Days

2.9089

2.0224

3.3929



P-Value:A-Squared:

4.6926

2.9101

4.6256

10.8570 5.2253 3.7540 2.2257 0.0000

600.6045780.8805685.692882.385984.00923

0.0190.915






Dell Manufacturer SLA Capability and Fit

1050

7.5

5.0

2.5

0.0

Xbar and R Chart

Subgr

Mea

ns

Mean=4.077

UCL=7.479

LCL=0.6754

12

8

4

0

Ran

ges

R=4.670

UCL=10.65

LCL=0

1050

Last 12 Subgroups12

8

4

0

Subgroup Number

Val

ues

50

Overall (LT)

Shape: 1.86113Scale: 4.61167Pp: 0.40Ppk: 0.16


Specifications

III

III

101

Weibull Prob Plot

1050


Dell PC Manufacture SLA Capability 5 Days

10.01.00.1

99

9590807060504030

20

10

5

3

2

1

DataP

erc

en

t 0.477AD*

Goodness of Fit

Weibull Probability Plot for Dell Days ToML Estimates - 95% CI

Shape

Scale

1.86113

4.61167

ML Estimates

Manufacturing Measurement Details Measurements were collected from both Dell and

Compaq, the two major vendors used to supply Systems to customers

Dell mean Time for Order fulfillment was 4.01 days plus two days shipping from data FY-01 and FY-00

Compaq mean time for order fulfillment was 1.78 Days plus two days shipping from data FY-01

Dell uses JIT Manufacturing Processes while Compaq keeps systems in stock.

Compaq is in the process of moving to JIT Manufacturing Process

Measurement includes both desktops and laptops

Shipping Measurements Shipping Measurements

were taken from Shipping log.

Measurements were taken from the month of Aug.

Shipping Mean Time was 6.58 Hours.

KPIV for variance was departmental staffing, or no one in the lab to receive systems.

4 8 12 16 20 24


3.5 4.5 5.5 6.5 7.5 8.5 9.5


Variable: Shipping Sam

A-Squared:P-Value:

MeanStDevVarianceSkewnessKurtosisN

Minimum1st QuartileMedian3rd QuartileMaximum

4.0107

4.8602

4.0000

6.5470.000

6.580006.2244138.74332.437064.38892

25

4.0000 4.0000 4.0000 5.500023.0000

9.1493

8.6591

4.4009






302520151050

USLLSL

Process Capability Analysis for Shipping SamCalculations Based on Weibull Distribution Model

PPM TotalPPM > USLPPM < LSL

PPM TotalPPM > USLPPM < LSL

Ppk

PPLPPUPp

ScaleShapeSample NMeanLSLTargetUSL

322257.04322257.04

0.00

120000.00120000.00

0.00

0.15

2.400.150.27

7.289321.33659

256.696320.00000

*8.00000

Expected LT Performance

Observed LT Performance

Overall (LT) Capability

Process Data

32525017510025


1101009080706050403020


Variable: Hours to Res

23.434

83.683

59.616



P-Value:A-Squared:

78.000

118.984

108.697

384.000121.750 49.500 8.500 1.000

641.862371.560289651.5998.242584.1563

0.0004.292






Desktop PC Setup Capability

4003002001000-100-200

TargetUSLLB

Desktop PC Setup Capability

PPM TotalPPM > USLPPM < LB

PPM TotalPPM > USLPPM < LB

PPM TotalPPM > USL

PPM < LB

PpkPPLPPUPp

Cpm

CpkCPLCPUCp

StDev(Overall)StDev(Total)StDev(Within)StDev(Betw)Sample NMeanLower BoundTargetUSL

643031.24643031.24

*

632762.28632762.28

*

515625.00515625.00

0.00

-0.12 *

-0.12 *

*

-0.11 *

-0.11 *

98.633106.600 85.261 63.984

6484.1563 0.0000 8.0000

48.0000

Exp. "Overall" PerformanceExp. "Between/Within" PerformanceObserved PerformanceOverall Capability

Between/Within Capability

Process Data

TotalBetw + Within

Overall

specification.spec than withinmore setups out ofprocess producingnegative due toProcess Capability is

Two-Sample T-Test and CI: Compaq Manufactu, Dell Days To Man

Two-sample T for Compaq Manufacture Time in Hrs. vs Dell Days To Manufacture

N Mean StDev SE Mean

Compaq M 265 39.4 31.4 1.9

Dell Day 59 4.08 2.35 0.31

Difference = mu Compaq Manufacture Time in Hrs. - mu Dell Days To Manufacture

Estimate for difference: 35.32

95% CI for difference: (31.48, 39.16)

T-Test of difference = 0 (vs not =): T-Value = 18.10 P-Value = 0.000 DF = 276

We Reject Ho, the are significantly

different

9876543210

20

10

0

-10

Xbar and R Chart

Subgr

Mea

ns

Mean=8.991

UCL=25.91

LCL=-7.930

24

16

8

0

Ran

ges

R=9.549

UCL=24.58

LCL=0

9876543210

Last 9 Subgroups20

15

10

5

Subgroup Number

Val

ues

50

Overall (LT)

Shape: 1.43858Scale: 9.93356Pp: 0.14Ppk: -0.16


Specifications

III

III

101

Weibull Prob Plot

20100


Dell PC Manufacture SLA Capability 5 Days

Analyze Phase Tools Used:

Brainstorming Process Mapping Control Charts 2 Sample t

Affinity Diagram Team Meeting #5 Brainstorming 25% , Looking at top why do they happen and how can we control

?them Departmental Staffing

DOE for staffing vs. Call Load (Is staff overloaded?) - /Supporting Non standard Hardware Software

Develop ways to communicate site needs to the Global Standards Organizations

Centralizing Distribution of PC to users Simplification of hardware platforms/Enforce Minimum

Standards Removing Non Value added process steps Undefined IT Processes

Six Sigma Project to Determine Undefined IT Processes This project will bring together QSR requirements and Six Sigma

Implement Control Plan

Affinity Diagram Team Meeting #5 Brainstorming

Education of Users Website to help educate users on IT Standards

Info Came from focus group Focus Group to discuss user needs/concerns from Engineering

community and all customers

What’s Next? Analyze: Test process change for desktop by delivery of systems to

the user. Record the results and interview the users. Develop Communications Document to send with each

system instructing the user what he or she needs to do when the system arrives.

Measure the impact of potential KPIV data, such as High call volume vs. setup times, Staffing levels vs. setup times

Regression

What Happened Team meeting #7: Found out current imaging system was

not available, researched alternate course of action Concurrent Project to test, select, and purchase new

imaging software PFMEA: Found major holes in new process that need to

be fixed before test implementation New Process: Stocking of systems on site AKA: Quick

Delivery PC’s. Major Breakthrough and possible reduction in Cycle time!

LDC DeliversPC

TechSigns forDelivery

Tag

TechRemoves

invoice

Invoice istaken to desk

TechScansinvoice

copy isstored onnetwork

techselects pc

forprocessin

g

tech takescopy back to

system

tech takes pcback to desk

Remedyticket isopened

WIPstatus

Transportsystem to

user

TechUnpacks

PC

checknetwork

forcurrentimage

VerifiesmodelPC is Placed

in Storage

current imageexistsY/N

Yes

No

Plugsystem in

andpower up

Insertnetworkboot disk

Tech logsinto

network

Selects XDrive

Selectsdirectory

path

SelectsImage file

Startsimage


Sendemail to

user

Wait for responsefrom user

Placeticket inPending

PC Placed inStorage

waiting onuser

Email isrecieved

Is System fornew hire

No

Did usercopy files

NoTech leaveslab for users

location

Extractsfiles fromuser tonetwork

Travels backto LAB

Yes

Tech logsinto PC

as Admin

CreatesProfile of

User


DownloadNotes ID

fromNetwork

ConfigureIE

Changename in

login adv.properties

Log-inSystem Reboots

Changeconfigurat

ion ofnotes

Browser

Contactuser forsetupappt.


Configurenotes

InspectSecurity

options innotes

Appt. Delay

GetSystempacked

for Trans.

Copy filesto

network

Log in asUser

Breakdown oldsystem

set upnew

system

Ask userwhat data

needstransfered

Copy filesto newsystem

Test notesTest IETest OfficePlace

bookmarkfiles

MapPrinterports

Addpritnerdrivers

Print testpages

Go Back tolab

PutRemarks

inRemedyTicket

PlaceTicket

Status inResolved

Page2

Has newhire started

Yes

Yes

ContactNew Hire

makeAppt.

Verifyuser hasNovellaccess

andNotesID

No

Contactmanager

TellManagerto Openticket forNewhire

System isheld instorage

Wait for Appt.

PlaceTicket towork in

progress

userorderssystem

emailgenerated

tocommodity approver

Commodity approverinspectsrequest

StandardEquipment

Denied

ProcessOwner

opens 2tickets

Ticket forinventory

to selfYes

No

HighPriority

Ticket toTech forDelivery

Tech Pullssystem

fromStock

ContactsCustomer

GetscustormerInformation

DeliversSystem tocustomer

Quick Delivery System Distribution Process

Transer ofuser Dataand Misc.Peripheral

s

CloseRemedy

Call

6 7

Process Changes for Delivery Directly to User Reduction in operations

from 51 to 38 = -13 change

Reduction in Transports from 6 to 2 =-4 Change

Addition of Inspections from 7 to 8=+1change

Reduction in Delays from 5 to 2 = -3 Change

Reduction of storages from 3 to 0 = -3 change

23 Steps in process Removed.

TechUnpacks

PC3:11

checknetwork

forcurrentimage3:13

Verifiesmodel3:12

currentimage exists

Y/N3:14

No

Page2

Plugsystem

inand

power up3:15

Insertnetwork

boot disk3:16

Techlogs intonetwork

3:17

Selects XDrive3:18

Selectsdirectory

path3:19

SelectsImage

file3:20

Startsimage3:21


3:22

TechRecievesCall from

HelpDesk3:1

Techcalls

user andverifies

Information3:2

Tech Travelsto usersLocation

3:10

Is Systemfor new hire

3:3

Yes

Does NewHire have

Notes/NovellID Created

3:4

No

InstructUser or

managerto

AccessLotus

Notes IDdatabase

3:5

Techlogs into

PC asAdmin3:23

CreatesProfile of

User3:24


3:25

Download Notes

IDfrom

Network3:30

Configure IE3:29

Changename in

loginadv.

properties

3:27

Log-in3:28

System Reboots3:26

Changeconfiguration ofnotes

Browser3:34

Download

.dsk and

.nsf files3:32

Configure notes

3:31

InspectSecurity

options innotes3:33

Copyfiles to

network3:36

Log in asUser3:39

Breakdown oldsystem

3:37

set upnew

system3:38

Ask userwhatdata

needstransfere

d3:35

Copyfiles to

newsystem

3:40

Test notes3:41

Test IE3:42

Test Office3:43

Placebookmar

k files3:44

MapPrinterports3:45

Addpritnerdrivers

3:46

Print testpages3:47

PutRemarks

inRemedyTicket3:49

Are ther AnyAccessories

?3:6

Is thereadditionalSoftwareNeeded?

3:8

BringRequired

Tools3:7

BringRequiredSoftware

3:9

NoNo

Yes Yes

Go Back tolab3:48

Place TicketStatus inResolved

3:50

Task / Function Potential Failure Mode Potential Failure EffectsSEV

Potential CausesOCC

Current ControlsDET

RPN

What is the process step

In what ways does the Key Input go wrong?

What is the impact on the Key Output Variables (Customer Requirements) or internal requirements?

How

S

evere is

th

e

eff

ect

to t

he

cusotm

er?

What causes the Key Input to go wrong?

How

oft

en d

oes c

ause

or F

M occur?

What are the existing controls and procedures (inspection and test) that prevent eith the cause or the Failure Mode? Should include an SOP number.

How

well can you

dete

ct

cause o

r F

M?

People Failure to follow Process System in not done correctly and extends setup time, could create more problems

8Not trained properly, no documented process 8

Documented Processes5 320

People User doesn’t tell tech about accessories

Tech shows up to users location without correct tools. 4

Communiction failure between user and Technician 3

Call user before showing up at users desk 2 24

People User fails to call in system to the help desk

System sets in users cube8

User does not receive documentation instructing user to call

5None

10 400

People User does not want systen in their cube

Customer disatisfaction5

Lack of communication between user and desktop 4

User can call the help desk, instructions on receiving document

2 40

People User not available Tech is unable to set up system 8

Lack of communication between user and desktop, user had confilct

3Tech calls and makes apptment, part of SOP 0

People/Process User does not know what data needs transferred

Unable to finish call correctly, rework must be performed

4Lack of a defined process for data storage, communication between user and teck

3No SOP

10 120

People User configures own system

Rework by tech, system could become unstalbe and non-standard

8User takes inititave

6None

8 384

Process Lack of current image on file

Process failure, system image was not done for new models

8No way to catch new system models if they are delivered to user first

6None

10 480

Process Don’t know naming convention

System is not properly named 2

Process was not followe, and may be a training issue 2

Written Process, yet is out of date. 4 16

Process No lacation to copy data Cannot finish system, causing delay and rework 4

Lack of drive space, could be sensitive data 5

No written SOP10 200

Process No notes ID file on the users I: Drive

Unable to complete setup, potential rework and time delay

5Notes admin on vacation, manager failed to use notes data base

4Lotus Notes Database for ordering ID file from Notes Admin 3 60

Process Potential Non-Standard System

System has to be set up from scratch, delaying user up time and causing

8No system image on file, it was a custom order. 6

No process in place10 480

Process Proxy not set in notes browser

Rework by tech, user opens another call to help desk 3

Failure to follow process 7

Setup process on file, not up to date 3 63

Hardware Network Failure (Transport) Unable to copy data over or test network setup 8

Network hardware failure, switch on wrong VLAN 2

Redundant network systems1 16

Hardware Printer port drivers unavailable

Unable to complete setup, or delay setup 8

Drivers not updated on network6

No Process in place10 480

Hardware Not enough Disk space Cannot move data, delaying or halting setup 7

lack of network drive space1

SAN1 7

Hardware Network Boot Disk Fails Delay in setup time, need to retrieve another disk 8

Bad disk, old disk, wrong drivers for network card 6

No control currently4 192

Hardware Image Failure Bad immage collected, incompatable hardware, network corruption

8Image software not current, not following prescribed preimaging steps, netowork corruption

10No SOP

10 800

Additional Measurements Required Average Number of Staff Per Day: 6.7

This number includes 15 to 20% overtime Pulled from Payroll Data

Average Number of Calls Closed Per Day: 11.2 Calls closed per tech per paid labor hour: .48 or 4 calls per

day Relationship between staffing levels and Hours to resolve

PC Setup Call :DOE in Progress Relationship between Calls per Day and Hours to resolve

PC Setup Call: DOE in Progress

Quick Delivery Process Step Summary Queuing systems allow better response time from IT,

work is done before user orders new PC. Applications Like LAN Desk and Desktop DNA allow

automation of user data movement. Reduction in Process steps from possible 149 steps to

26 steps. Total possible reduction of 123 steps or 10 to 12 days of delay the user experiences.

Issues to resolve: Purchasing and storage of systems.

How Quick Delivery could solve potential KPIV’s #1 Undefined IT Processes:

New Imaging software to centrally manage images and Six Sigma Project to define Primary Organizational Processes (QSR requirement)

#2 Supporting Non-standard Hardware/Software: Centralized Management of PC’s through IT will allow better control of systems throughout organization. Six Sigma project to classify users

#3Departmental Staffing: Using specialization to dedicate employee(s) to this particular job function

#4 Education of Users: Project to develop web site to help educate users about IT and new systems ordering information

:Note Users see minimal delay while IT does the majority of process steps beforehand. Less rework using Desktop DNA software package for data migration.


Measurement Data Measurement will be taken from the following

Ariba: Oracle Pulls from Ariba Database Joyce Sower BB

Shipping: Oracle Pulls and Receiving logs Steve Bennett GB Dave Pinter GB

IT: receiving logs and Remedy Reports Donna Cook Jean Morely Joyce Sower

PC Order to Installation Cycle Time ReductionWhat does the data consist of ?

Order Phase: Measurements for start and stop times are coming from Oracle Data Base.

Vendor Phase: Starts from Stop time of Order phase and order’s arrival at receiving.

IT Phase: Time Begins at receipt of PC in IT lab to Delivery of PC to User and call is closed.


NEXT STEPS AND PROJECTED DUE DATES

Pull additional Measurements On Going Measure Phase Complete 20 Aug Analyze Phase Complete20 Oct Improve Phase Complete18 Nov Control Phase In Progress Realization Waiting


IMPROVE PROJECT DETAILS Outstanding issues

Finance initial Inventory Image Cast Procurement Survey Completion QFD Development Finalize Process Map w/PFMEA

New Development New Process Owner: Todd Geer

Finance Initial Inventory Received approval from

process owner to procure initial number of systems. Final number will be worked out with new process owner.

Looked at the number of non-standard systems. 13% were non standard out of sample of 158.

OthersSony

Dell

1 415 5.020.075.0

100.0 95.0 75.0

20

10

0

100

80

60

40

20

0

Defect

CountPercentCum %

Per

cen

t

Cou

nt

Pareto Chart for Computer Bra

Customer Survey What is important to the

customer Selection vs. Speed of

Delivery What are we doing wrong

in the customers eyes. Customer feedback will

define requirements for QFD.

162 127

0

20

40

60

80

100

120

140

160

180

Yes No

Have you ordered a new computer system for yourself or others since the move to the new facility?

Series1

What brand of computer system did you order?

Dell

Compaq Other

I have not ordered a system since the move to the new

facility.

Dell Compaq Other I have not ordered a system since the move to the new facility.

If you answered yes to question 2, were you ___ with the time it took from teh date you ordered the computer system to the date of installation?

21

56

3833

13

128

0

20

40

60

80

100

120

140

Series1

Series1 21 56 38 33 13 128

Very Satisfied Satisfied Nuetral Unsatisfied Very UnsatisfiedI have not ordered a

system since the move to the new facility.

2

28

20

42

71

126

0

20

40

60

80

100

120

140

How many days did you have to wait for the sytm to get installed once you placed the order?

Less than one day 1 to 3 Days 4 to 7 Days 8 to 14 Days Greater than Two Weeks I have not ordered a system since the move to the new facility.

Series1 2 28 20 42 71 126

Less than one day 1 to 3 Days 4 to 7 Days 8 to 14 DaysGreater than Two

Weeks

I have not ordered a system since the move to the new

For what reason did you order your new computer system?

Upgrade of Existing System51%

Test Machine12%

System for a New Hire22%

Additional Computer for Yourself or Others15%

Yes

No

0

20

40

60

80

100

120

140

160

Yes No

Did this product meet your needs?

What do you feel is the appropriate amount of time you should have to wait once you place your order to the time your computer system in installed?

Less than one day3%

1 to 3 Days21%

4 to 7 Days50%

8 to 14 Days25%

Greater than Two Weeks1%

0

20

40

60

80

100

120

140

160

180

200

Are you currently satisfied with your choice of computer products in Wizards?

Series1 189 100

Yes No

0

50

100

150

200

250

What are the two most important factors affecting your decision when ordering a computer system?

Series1 18 55 61 63 100 234

Support Agreements ExpandabilityCustom System

ConfigurationBrand Reputation

Timely Delivery and Installation

Performance

0

50

100

150

200

250

Select three services which are most important to you.

Series1 40 58 63 86 99 112 179 215

Web SupportConference

Room SupportPrinting support

Bringing New technologies to You (R&D

Global Services Help

Desk

New System Setup and Installation

Network Support

(Netware;

Onsite Tech Support for Computer

0

50

100

150

200

250

Select three services which are most important to you.

Series1 40 58 63 86 99 112 179 215

Web SupportConference

Room SupportPrinting support

Bringing New technologies to

You (R&D of

Global Services Help Desk

New System Setup and Installation

Network Support (Netware;

Notes)

Onsite Tech Support for Computer

0

20

40

60

80

100

120

140

160

180

Yes No

Do you have access to resources to help you make informed decisions on what to by when it comes to computer technonogy in Wizards?

0

10

20

30

40

50

60

70

80

90

Which tool would you use the most to help get information on system specs and order info?

Series1 33 41 62 63 90

Call the Global Help Desk Myseagate.com Portal WizardsHome.colo.seagate web

siteA Custom IT web site for

System Info

Survey Results According to our users at Longmont the PC setup and

delivery process was the 3rd most important service The survey showed customer expectations for delivery to

be 4 to 7 days. Our mean time based on data was 12 to 14 days.

313 Employee’s responded out of 1200+ The users felt a IT based web site would be the most

effective way to communicate standards on products and services.

Image Cast Procurement/Process Documentation New Imaging Software

procurement Finalized 200 Initial Licenses Image Cast Server purchased

:Outstanding Process Documentation Project Implementation

projected to be 10 Days. Ariba Process Change

All Processes Documented in accordance with QSR

.standards Project not yet scheduled

ManageraccessesDatabaseto Order

PC4:1

Tech callsto verify

info4:3

New PCis

assembled

4:9

TechLoadssystemon cart

4:5

Remedyticket is

generatedand sent to

desktopSupp.

4:2

Appt. Delay4:4

Old PC isDisassem

bled4:8

Tech travelsto userslocation

4:6

Techcopiesdata tospecificsecurelocation

4:7

Tech logsin to

system asAdministr

ator4:10

Createuser

profile4:11

ChangePC nameto conv.

4:12

Addusernameto Novell

client4:13

Log in asUser4:14

ConfigureIE

4:15

DownloadNotes IDfrom I:Drive4:16

ConfigureNotes4:17


4:18

Copyusers files

from X:Drive4:21

Changeconfigurat

ion ofnotes

browserto IE4:20

Inspectsecurity

options innotes4:19

CapturePrinter

Port4:26

Test Notes4:22

Test IE4:23

Test Office4:24

PlaceBookmark

s4:25

addprinterdrivers4:27

Print TestPage4:28

Tech goesBack to Lab

4:29

Putremarks

inRemedy

4:30

Close Call4:31

Control Phase Objectives Document control plan and work with process owner for

implementation Completed Implement Image cast Project Completed Implement Documentation Project In progress Purchase Initial Inventory May 5 Resolve Ariba change Completed

Six Sigma Order to Installation Project

CONTROL PROJECT DETAILS

Process owner has changed 3 times since the beginning of the project. Donna Cook, Desktop Manager is the final process owner.

Three Items from the control plan must be implemented before the project moves into realization. Ordering of initial inventory Reconfiguration of the Lab for securing inventory Proper documentation of processes and implementation of new imaging

tool that is license compliant

Project:Prepared by: Document No: 1

Part Number Approved by: Rev. Date:Plant Supersedes: n/a

Red areas are out of project control

Machine / Operator /

CheckCharacteristic /

Parameter CTQSpecification / Requirement Measurement Method Sample Size Frequency Who Measures

Where recorded Decision Rule / Corrective Action

KPOVOrder to Installation Cycle Time

Y<1.5 Days to deliver order

Email from Order to Close of Remedy

Call100% Monthly Donna Cook SPC charts

Implement new process with email verification of order.

KPIV


YAll Processes Documented

QSR Requirements Met

100%Semi-annual

QSR TeamQSR Docs Location

Document the Inventory Process, PC Image Process, and the Delivery Process

KPIV

Departmental Staffing

YTask

Specialization

Written Commitment from Management

when assigning Staff100% Monthly Donna Cook Project Log

Specialization for this task w/ alternate will be implemented.

KPIV


YValue added

process stepsProcess Map 100% Monthly

Current Dept. Green Belt

Process Map

As business requirments change, process will be remapped and reevaluated.

KPIV

Education of Users

YCentralized

point for information

Customer Survey 100%Semi-annual

Donna CookMetric Charts

Defer Issue to Corporate

KPIV


Y

Improved communication between IT

and Customers

Customer Survey 100%Semi-annual

Donna CookMetric Charts

Design web site to help to communicate system order information better.

KPIV

Repair Call Load

YSeperation from Repair Call Load


when assigning Staff100% Daily Donna Cook Project Log

Setups will be given High priority. .

KPIV

Coordination of Special Projects

YSpecial

Projects do not effect KPOV


when assigning Staff100% Daily Donna Cook Project Log

a)Special Projects should be scheduled to reduce the affect on delivery times to customers b) PM and PO agree when scheduling projects

KPIV

Prioritization of Call Load

YSetups will

assume a High Priority

Remedy Reports w/ standard format

100% Quarterly Donna CookControl Chart

Reports will be created to detect the status and priority of incoming setups.

KPIVLab Configuration

YArea Available

to enhance setup process

Process Evaluation 100% Yearly Donna Cook Project LogLab changes will be budgeted and Time Line completed.

FMEA

Image Failure

YImage Is current

Documentation QSR Inspection

100% Weekly Donna CookMetric Charts

Image process is documented and updated with changes to image versions.

FMEA

Lack of current image on file

YCurrent Image

on FileDocumentation QSR

Inspection100% Weekly Donna Cook

Metric Charts

Image process is documented and updated with changes to image versions.

Willaim T. HayesDonna Cook


Longmont

pc order to installation cycle time reduction display

Technology

pc cycle time

new pc

system order

number of days

excessive cycle time

new systems

pc technology

pc vendor