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Introduction
This white paper will provide the reader an overview of what is Six Sigma and how it can benefit every ITIL process improvement initiative. It also describes some major similarities and differences between both process improvement concepts. Six Sigma began as an initiative for improving quality rather than as a methodology for continuous business process improvement. Because the New Six Sigma emphasizes more on the latter objective its practical approach comes with beneficial tools that are worthwhile considering for IT process improvement initiatives based on ITILs best practices.
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People Power
One of the most important elements of Six Sigma improvement projects of Six Sigma is the role everybody plays. So-called Black Belts run the project. They get all the help they need from their supervisors, the so-called Champions or Master Black Belts. The Deployment Champions provide leadership and commitment and work to implement Six Sigma throughout the business. Project Champions oversee the Black Belts by breaking down the corporate barriers, creating support systems, and making budgets available to run the projects. They also prioritize the improvement projects, scope the projects and benchmark them. The Green Belts are the support staff of the Black Belt. Black Belt roles are usually fulfilled by middle management positions. The Project Champions make sure that the Master Black Belts and the Black Belts can solely focus on the project at hand. A project on average lasts four to six months.
Executives Deployment & Project Champions Master Black Belts Black Belts Green Belts
Executive Leadership has to support a Six Sigma initiative from day one. Support in this context means being the driving force and continuously inspire the organization by sending signals that the company takes this effort very serious. Executive Leadership will very carefully select the people that will be part of a Six Sigma improvement project. Black Belts are most often high potential people that are most valuable for the organization. Master Black Belts are most often positions fulfilled by outside consultants who come in as Six Sigma experts to teach its principles to the Black Belt candidates. They help the
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Process Power
Six Sigmas Process Improvement Steps: DMAIC Define Control Measure
Improve
Analyze
2003 InterProm USA Corporation. All rights reserved. 2437 Bay Area Blvd., #133, Houston, Texas 77058 Tel: +1 281-286-2853, Fax: +1 281- 461-9539, URL: http://www.interpromusa.com, E-mail: info@interpromusa.com 4
The first step of a Six Sigma project is to Define what the problems are. Key during this step is not to focus on the outcome, but on the flow of the process steps that create the product or the service. Often the links, or gaps, between those process steps are the cause of the problem. Those problems that can be fixed are selected for improvements. The problems should be defined objectively, preferably numerically. This will make the improvement process better measurable and therefore better manageable. It is important to choose an problem to be resolved that will reward you the most as well as will benefit the company and the customer the most. The second step is to Measure the capability of the process. Besides the number of errors of the process it is even more important to measure the number of opportunities for defects a certain process presents. Benchmarking your competition is a useful next step to determine the process objectives to accomplish. The measurement step is the true foundation of the Six Sigma concepts and should therefore get most of the attention. This is based on the fact that a good decision is only as good as the data available when making the decision. Six Sigma tries to look for as much as possible numerical data in this step to allow measuring any process improvement further down the road. The third step is to Analyze the numbers to find out how the quality of your process compared to what is possible and to what your competition is doing. With these three steps you should be able to determine the maximum results that are possible if everything is perfect and where there is room for improvement. In case there are not too many improvements to be expected you move on to the next problem, which might be more valuable. The main questions to be answered are why there are errors and how to fix them. A decent root cause analyses effort is what is needed in this phase. The fourth step is to Improve the processes to be pursued. In this phase changes are being implemented to improve those components that are critical to the quality of the process. It is the Black Belts responsibility to measure the improvements by calculating which of the tolerance bands needs to be tightened to accomplish the process improvement goals. During the final step, Control, you lock in the improvements. Black Belts will implement measures to keep the key variables of the process within their new operating boundaries. Six Sigma has abbreviated these steps to DMAIC.
2003 InterProm USA Corporation. All rights reserved. 2437 Bay Area Blvd., #133, Houston, Texas 77058 Tel: +1 281-286-2853, Fax: +1 281- 461-9539, URL: http://www.interpromusa.com, E-mail: info@interpromusa.com 6
2003 InterProm USA Corporation. All rights reserved. 2437 Bay Area Blvd., #133, Houston, Texas 77058 Tel: +1 281-286-2853, Fax: +1 281- 461-9539, URL: http://www.interpromusa.com, E-mail: info@interpromusa.com 7
ITIL Provides solid definitions for IT terminology to improve the communication processes within IT and with ITs customers, vendors and external service providers
Six Sigma Provides clear communication structures to improve the communication processes within the organization that encourage knowledge sharing
Conclusion
Although Six Sigmas focus is more business-process oriented, it concepts and tools can easily be reused for any ITIL-based IT process improvement efforts. IT process improvement initiatives can have the best of both worlds when using ITILs best practices as guidelines for defining what the process problems are and what to aim for when attempting to improve those IT processes. Six Sigmas project approach for process improvements, which comes with clear roles and responsibilities within a process-improvement project, will help the IT process improvement initiative to stay focused and be more successful. At the same time, a Six Sigma project that depends on IT process improvements can rely on ITILs best practices for higher success rates. Although at first sight the steps for process
2003 InterProm USA Corporation. All rights reserved. 2437 Bay Area Blvd., #133, Houston, Texas 77058 Tel: +1 281-286-2853, Fax: +1 281- 461-9539, URL: http://www.interpromusa.com, E-mail: info@interpromusa.com 8
And Finally
InterProm USA would appreciate the opportunity to help your organization to benefit of Six Sigmas concepts when considering implementing ITILs best practices. With Six Sigma and ITIL your organization can take advantage of what other organizations have captured for you to optimize the processes that better align IT to the business. Our ITIL Master certified consultants would appreciate the opportunity to fulfill the role of the ITIL Master Black Belt to implement any IT process optimization effort following the Six Sigma methodology. The uniqueness of our service offerings is based on the fact that we are one of the very few companies that has more than a decade of service management implementation experience and is able to cover all aspects including IT service improvements, IT process optimizations, IT organizational enhancements, all supported by selecting and implementing the right suite of tools and technology. Our SPOT model is the representation of our core competencies to your benefit. For more information call us at (+1) 281.286.2853, or visit our website http://www.interpromusa.com, or visit the ITIL Portal at http://www.itilportal.com. at
2003 InterProm USA Corporation. All rights reserved. 2437 Bay Area Blvd., #133, Houston, Texas 77058 Tel: +1 281-286-2853, Fax: +1 281- 461-9539, URL: http://www.interpromusa.com, E-mail: info@interpromusa.com 9