measure up! 6 sigma and libraries lesley farmer and alan safer csu long beach...
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Measure Up!6 Sigma and Libraries
Lesley Farmer and Alan SaferCSU Long [email protected] / [email protected]
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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?
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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
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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]
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2 308,5373 66,8074 6,2105 2336 3.4
2 308,5373 66,8074 6,2105 2336 3.4
PPMPPM
Sigma
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.
(Distribution Shifted ± 1.5)
ProcessCapability
ProcessCapability
Defects per Million Opportunities
Defects per Million Opportunities
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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?
10
4
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{Single meal good} (0.99) 0.9044
Family of four, once a month: {All meals good} (0.9044) 0.6690
{All visits during the year good} (0.6690) 0.0080
P
P
P
10 4
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{single meal good} (0.999) 0.9900, {Monthly visit good} (0.99) 0.9607
{All visits in the year good} (0.9607) 0.6186
P P
P
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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
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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 driven (Champions from each business)
BBs and MBBs have responsibility (project definition, leadership, training/mentoring, team facilitation)
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What Makes it Work? Successful implementations
characterized by: 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
Data Driven Decisions
• Y• Dependent• Output• Effect• Symptom• Monitor• Response
Why should we test or inspect Y, if we know this relationship?
• X1 . . . XN• Independent• Input-Process• Cause• Problem• Control• Factor
To get results, should we focus our behavior on the Y or X ?
f (X)f (X)Y=Y=
Basic ImplementationRoadmap
Understand and DefineEntire Value Streams
Deploy Key Business Objectives- Measure and target (metrics)- Align and involve all employees- Develop and motivate
Define, Measure, Analyze, ImproveIdentify root causes, prioritize, eliminate waste,make things flow and pulled by customers
Control-Sustain Improvement-Drive Towards Perfection
Identify Customer Requirements
Vision (Strategic Business Plan)
Continuous Improvement (DMAIC)
Identify Customer Requirements
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
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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?
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
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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
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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 $
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Measure Phase Current process capabilities through
flow charts, performance matrixes, data collection sheets
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Analyze Phase ID root causes of problems in order to
eliminate or reduce them Tools: fishbone diagram, histogram,
Pareto chart, XmR chart
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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 solutions based on impact, cost, support
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
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Control Phase New quality standards Responsibility/timeline for
implementation Method to measure user satisfaction Methods to measure process control and
capability Progress reports
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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
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Q&A
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2.2 The Define Step
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A process map or value stream map may also be prepared. These should be completed by at least
the end of the Measure step.
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The Define Step
The Define Tollgate
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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
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The Measure Tollgate
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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
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The Analyze Tollgate
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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
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The Improve Tollgate
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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
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The Control Tollgate
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