Transcript Measure Up! 6 Sigma and Libraries Lesley Farmer and Alan Safer CSU Long Beach [email protected] / [email protected].

Measure Up!
6 Sigma and
Libraries
Lesley Farmer and Alan Safer
CSU Long Beach
[email protected] / [email protected]
1
2
Does this sound familiar?
I
can’t get the articles I need!
 The catalog says the book is there, but I
can’t find it.
 What does it take to get a new book on
the shelf before it becomes old?
 No one uses our self-check out system.
 Should we subscribe to ebooks?
 Why isn’t online reference service used?
3
The Answer May Be 6 Sigma!
 …which
is a Goal, a Measure, a Process,
and a (set of) Tool(s)
6
•
•
•
•
Sigma is a management methodology
Customer focused
Data driven decisions
Breakthrough performance gains
Validated bottom line results
4
Example: Normal Distribution
IQ Test
 Mean
= 100
 SD =15
 99.7% of people are between
 = [mean – 3 SD , mean + 3 SD]
 = [100 – 3(15), 100+3(15)]
 = [100 – 45, 100 + 45] = [55, 145]
 95.4% of people between [70,130]
 68.2% of people between [85, 115]
Sigma
(Distribution Shifted ± 1.5)

2
3
4
5
6
Process
Capability
PPM
308,537
66,807
6,210
233
3.4
Defects per Million
Opportunities
Sigma is a statistical unit of measure which reflects process capability. The
sigma scale of measure is perfectly correlated to such characteristics as
defects-per-unit, parts-per million defective, and the probability of a
failure/error.
Why “Quality Improvement” is Important:
A Simple Example
• A visit to a fast-food store: Hamburger (bun, meat, special sauce,
cheese, pickle, onion, lettuce, tomato), fries, and drink.
• This product has 10 components - is 99% good okay?
P{Single meal good}  (0.99)10  0.9044
Family of four, once a month: P{All meals good}  (0.9044)4  0.6690
P{All visits during the year good}  (0.6690)12  0.0080
P{single meal good}  (0.999)10  0.9900, P{Monthly visit good}  (0.99)4  0.9607
P{All visits in the year good}  (0.9607)12  0.6186
6
Some Commercial
Applications
 Reducing
average and variation of days
outstanding on accounts receivable
 Managing costs of consultants (public
accountants, lawyers)
 Skip tracing
 Credit scoring
 Closing the books (faster, less variation)
 Audit accuracy, account reconciliation
 Forecasting
 Inventory management
 Tax filing
 Payroll accuracy
7
Six Sigma
A
disciplined and analytical approach to
process and product improvement
 Specialized
roles for people; Champions,
Master Black belts, Black Belts, Green Belts
 Top-down
business)
driven (Champions from each
 BBs
and MBBs have responsibility (project
definition, leadership, training/mentoring,
team facilitation)
8
What Makes it Work?
 Successful
by:



implementations characterized
Committed leadership
Use of top talent
Supporting infrastructure
 Formal
project selection process
 Formal project review process
 Dedicated resources
 Financial system integration
 Project-by-project
improvement strategy
9
Data Driven Decisions
Y= f (X)
To get results, should we focus our behavior on the Y or X ?
•
•
•
•
•
•
•
Y
Dependent
Output
Effect
Symptom
Monitor
Response
•
•
•
•
•
•
•
X1 . . . XN
Independent
Input-Process
Cause
Problem
Control
Factor
Why should we test or inspect Y, if we know this relationship?
Basic Implementation
Roadmap
Identify Customer Requirements
Understand and Define
Entire Value Streams
Vision (Strategic Business Plan)
Deploy Key Business Objectives
- Measure and target (metrics)
- Align and involve all employees
- Develop and motivate
Continuous Improvement (DMAIC)
Define, Measure, Analyze, Improve
Identify root causes, prioritize, eliminate waste,
make things flow and pulled by customers
Control
-Sustain Improvement
-Drive Towards Perfection
12
DMAIC

DMAIC is a structure problem-solving
technique consisting of the following steps:






Define
Measure
Analyze
Improve
Control
DMAIC is usually associated with six sigma, but
it can be used with any business or process
improvement effort
13
Problem-Solving
 What
do you want to know?
 How do you want to see what it is that
you need to know?
 What type of tool will generate what it is
that you need to see?
 What type of data is required of the
selected tool?
 Where can you get the required type of
data?
15
Projects







Essential part of DMAIC
Needs: quality variation, unsustainable costs,
ID process capability and problem basis
Breakthrough opportunity
Financial systems integration
Value opportunity of a project must be clear
Project selection
Project management
16
Case Study:
University of Arizona
 Study
ILL article borrowing process
 Why: improve service to meet increased
demand
 Drivers: customer expectations, cost
reduction, leverage technology
 Personnel: leadership, staff involvement
17
Define Phase
 Reduce
costs
 Focus on articles (many processes
possible)
 ID customer expectations relative to
turnaround time, scan quality, priority
value
 Fill 80% of article requests within 3 days
 Premise: no additional staff or $
18
Measure Phase
 Current
process capabilities through flow
charts, performance matrixes, data
collection sheets
19
20
Analyze Phase
 ID
root causes of problems in order to
eliminate or reduce them
 Tools: fishbone diagram, histogram,
Pareto chart, XmR chart
21
22
23
Improve Phase
 Cause:
variations and delays in searching
and delivery on evenings/weekends
 Cause: lack of lender staff
evenings/weekends
 Cause: Choosing right ISSN
 Lags in searching difficult requests
 Pilot/evaluate
cost, support
solutions based on impact,
25
Implemented Solutions
 Use
downtime of other evening/weekend
staff
 Replace student workers with FT/temp
staff
 Add staff hours on evenings/weekends
 Train
 Schedule search requests
 Encourage other libraries to increase
evening/weekend staff, and use ODYSSEY
26
Control Phase
 New
quality standards
 Responsibility/timeline for implementation
 Method to measure user satisfaction
 Methods to measure process control and
capability
 Progress reports
27
28
Lessons Learned
 Increased
cost for document supplier
wasn’t worth it
 Saved $2/request (even with more
requests)
 Use ILL system that tracks detailed data
including processing steps
 Get monthly data summary
29
Next Steps
 Let’s
work together!
 Lesley
Farmer [email protected]
 Alan Safer [email protected]
30
Q&A
31
32
2.2 The Define Step
33
A process map or value stream map may also be
prepared. These should be completed by at least
the end of the Measure step.
34
The Define Step
35
The Define Tollgate
36
The Measure Step






Purpose is to evaluate and determine the
present process state
Identify key process input variables (KPIV) and
key process output variables (KPOV)
Data – from historical records, from sampling,
from observational studies
Histograms, box plots, Pareto charts, scatter
diagrams, stem-and-leaf diagrams may all be
useful
In some businesses, the measurement system
must be developed
Measurement systems capability may be
important
37
The Measure Tollgate
38
The Analyze Step
 Determine
cause-and-effect relationships
 Sources of variability – common cause
versus assignable cause
 Tools – control charts, hypothesis testing,
confidence intervals, regression models,
failure modes and effects analysis
 Discrete event simulation
39
The Analyze Tollgate
40
The Improve Step
 Process
redesign to reduce bottlenecks
 Mistake-proofing
 Statistical tools – particularly designed
experiments
 DOX can be applied to either the physical
process or a computer model of the
process
 Pilot test the solution to confirm that it will
solve the problem
41
The Improve Tollgate
42
The Control Step
 Complete
all remaining work on project
 Provide the process owner with a process
control plan
 Training documents (if appropriate)
should be provided
 Methods and metrics for future audits
 Transition plan to the new process might
include a validation step
43
The Control Tollgate