Transcript Slide 1

Six Sigma Forum for
Growth and Productivity
Six Sigma
Dr. Imgard Siebert
Library Director
Heinrich Heine Universität Düsseldorf
Six Sigma
21st Century Challenges
Six Sigma
SelfCheck at the University of Düsseldorf
Six Sigma
Selfcheck at the University of Düsseldorf
20% usage
Currently the University of Düsseldorf has three installed SelfCheck
in the main library building
Six Sigma
Building Value
for Customers
Six Sigma
80%
20%
Six Sigma
Two Primary Issues
1. Need to reduce costs
2. Need to increase ROI
Six Sigma
Building Value
for Customers
Six Sigma
Project Y
The library has scheduled a reduction in personnel. In order to be able to
handle the workload in the University Library, technical aids, such as
self-service checkouts, will need to be pushed. Use of self-service
checkouts is not yet at satisfactory levels. Further, the Library has
modified the structure and length of its opening hours. Opening hours
and hours of service are no longer identical. During extended opening
hours, self-checkout is possible and necessary.The number of users who
are trained to use self-service checkouts is still very low. Awareness of
this option is also still low among users.
Business Critical Y
Due to tremendous budget restrictions the University Library has to work
with less people in future. On the other hand the library wants to increase
their service,e.g. longer opening hours as they are in competition to other
libraries as well.
Six Sigma
The Team
Champion :
Dr. Siebert
Process Owner : Dr. Crass
Team Member : Mrs. Brunenberg
Mrs. Theunissen
Mr. Wolf
Mr. Neuhausen
Dr. Kreische
Mr. Matalla
Marcus Disselkamp – 3M
Black Belt :
Klaus Peerenboom
Six Sigma
Initial Capability
SC Checkouts January to June 2004 ( in % )
Individual Value
0,30
UCL=0,2991
0,25
_
X=0,23
0,20
LCL=0,1609
0,15
1
2
4
3
5
6
Observation
UCL=0,08495
Moving Range
0,08
0,06
0,04
__
MR=0,026
0,02
LCL=0
0,00
1
2
4
3
5
6
Observation
Conclusion : No significant development in the SC penetration between January
and June 2004. The penetration was stable at around 23%.
Six Sigma
Initial Capability
Average SC usage ( 3 devices) per hour on different weekdays (March)
Individual Value
60
UCL=55,53
40
_
X=18,36
20
0
LCL=-18,82
-20
Mon Tue
1
2
Wed
3
Thu
4
Observation
Fri
5
Sat
6
Sun
7
UCL=45,67
Moving Range
40
30
20
__
MR=13,98
10
0
LCL=0
1
2
3
4
Observation
5
6
7
Conclusion : On average we could measure 6 check outs per SC per hour in the
month of March. The frequency on Saturdays was quite high as the circulation
desk is always closed after 1 pm. The frequency on Sundays is as high as on
other weekdays despite the fact that the library is just open 7 hours .The reason
is the closed circulation desk on Sundays.
Six Sigma
C&E
4 X‘s
Process step
Loan process
Loan process
Loan process
10
10
6
9
strong influence
strong influence
strong influence
3
moderate
influence
moderate
influence
moderate influence
1
minimal influence
minimal influence
minimal influence
0
Process Input
no influence
no influence
no influence
Contact library staff
User chooses self-service
checkout
Direct referral to selfservice checkout
Counter loan
Material selection /
Loan availability
Registration
Material selection /
Loan availability
Registration
Material selection /
Loan availability
More efficient Complaints
use of staff
about loan
(loans)
process
strong
influence
moderate
influence
minimal
influence
no influence
Total
loans
from open
stacks
Total
9
9
9
3
255
9
9
9
1
241
9
9
3
3
219
9
9
3
1
205
3
9
3
1
145
Loan Quick-Tips
(instructions for use)
3
3
3
1
85
Catalog search
1
1
0
9
83
Issue loan card
Determine current loan
status
Collection of address data
1
1
0
0
20
1
1
0
0
20
0
0
0
0
0
Stack selection
0
0
0
0
0
Loan process
Material selection /
Determine loan availability
Loan availability
Registration
Percentage
of loans
through selfservice
checkouts
7
Six Sigma
FMEA
Process Step
Key Process
Input
Loan
Process
Contact
library staff
Loan
Process
User chooses
self-service
checkout
S
E
V
Potential Causes
O
C
C
Current Controls
D
E
T
R
P
N
Library staff check out
Self-service checkouts
materials without
are underused, and
informing user that self- amortization is too slow /
service checkouts are
Staff are not used
available
efficiently.
10
Library objectives are
lacking / not
adequately
communicated
10
No controls,
because no
objectives defined
10
1000
Self-service checkouts
are underused, and
amortization is too slow /
Staff are not used
efficiently.
10
Loan status not
transparent
2
No targeted control
possible
8
160
10
Staff are faster than
self-service checkout
10
Observation
1
100
9
Coincidental
Observation / FollowUp as needed
1
90
Potential Failure
Mode
System error
Potential Failure
Effects
Loan
Process
Counter loan
Library staff check
Self-service checkouts
materials out
are underused, and
manually, without
amortization is too slow /
informing user that selfStaff are not used
service checkouts are
efficiently.
available.
Loan
Process
Contact
library staff
Library staff check out
materials without
Self-service checkouts
informing user that self- are underused / Staff are
service checkouts are
not used efficiently.
available
10
Staff does not provide
enough information
about self-service
checkouts ( no time to
do that because of
their work overload)
Loan
Process
User chooses
self-service
checkout
Incorrect use - error
Self-service checkouts
are underused, and
amortization is too slow /
Staff are not used
efficiently.
10
Failure to follow
instructions
4
Feedback from staff /
users, observation
2
80
Loan
Process
User chooses
self-service
checkout
User ignores selfservice checkout
Self-service checkouts
are underused, and
amortization is too slow /
Staff are not used
efficiently.
10
Staff are faster than
self-service checkout
8
Observation
1
80
Loan
Process
User chooses
self-service
checkout
Incorrect use - error
Self-service checkouts
are underused, and
amortization is too slow /
Staff are not used
efficiently.
10
Not enough staff
3
Feedback from staff /
users, observation
2
60
Loan
Process
Contact
library staff
Library staff check out
materials without
Self-service checkouts
informing user that self- are underused / Staff are
service checkouts are
not used efficiently.
available
10
Staff does not provide
enough information
about self-service
checkouts (language
difficulties)
5
Coincidental
Observation / FollowUp as needed
1
50
Six Sigma
Two Primary Critical X’s
• No expectation or process to
self checkout
• User had trouble with machine
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Two Phase Plan
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Phase I
• Communicate the goal
• Train the staff
• Post notices
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Phase II
• Cease the manual checkouts
• Rearrange the workplace
Six Sigma
Final Capability : SC Usage in % by week until Dec 19,2004
Baseline
Projekt
Improvement Phase 1
Improvement Phase 2
UCL=102,01
_
X=93,22
LCL=84,43
Individual Value
100
80
60
40
1
20
3
Moving Range
30
6
9
Baseline
12
15
Observation
Projekt
18
21
Improvement Phase 1
24
27
Improvement Phase 2
20
10
UCL=10,80
1
__
MR=3,31
LCL=0
0
3
6
9
12
15
Observation
18
21
24
27
Conclusion : We were able to improve the SC usage by implementing the
improvement plan in two phases
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Final Capability
• 93% at close
• 97% currently
Six Sigma
Benefits to Us:
• More efficient use of staff
• Faster ROI
• Investment tool
• Satisfied users
• Better usage of additional service hours
• Good PR effect
Six Sigma
For 3M:
• Influential testimonials
• ROI sales tool
• Replication opportunity
Six Sigma
is a
Business Partner
Six Sigma
Six Sigma Benefits
• Making decisions based on facts
• Excellent form of change
management
Six Sigma
More efficient, cost effective
checkout system
Six Sigma
Thank You
Six Sigma