Lean Six Sigma
Expanding Value Inside & Outside Your Company
Christine Stephens
Xerox Global Services, Inc.
© 2004 Xerox Corporation. All Rights Reserved.
CONFIDENTIALXerox
XeroxPrivate
PrivateData
Data
CONFIDENTIAL
11
Discussion Topics
Evolution of Six Sigma at Xerox
Adding {Lean} to the Six Sigma
Process
Lean Six Sigma Tools & Processes
Extending the power of Lean Six
Sigma to our clients:



Intercontinental Hotel Group
Electronic Classroom of Tomorrow
Monroe County Sheriffs Department
CONFIDENTIAL
XeroxXerox
Private
Data Data
2
CONFIDENTIAL
Private
2
Evolution- Six Sigma at Xerox
External Client
Opportunities
2002
Internal Back Office
2001
Internal Manufacturing
1998
Past
Present
CONFIDENTIAL
XeroxXerox
Private
Data Data
3
CONFIDENTIAL
Private
3
Xerox Quality and Innovation
1984 Rank Xerox UK, Mitcheldean
British Quality Award
1987 Rank Xerox France, Lille
French Government Citation
1980
Fuji Xerox
Deming Prize
1989 Xerox Canada
Canada Award for Business Excellence:
Gold Award, Quality
1997
Xerox ISO
All major Xerox
manufacturing sites
worldwide receive
ISO 14001 certification
1990 Rank Xerox Netherlands
Netherlands Quality Award
1990 Rank Xerox Australia
Outstanding Service Quality Improvement
Award of Australia
1992 Xerox de Colombia
Colombian Quality Award
1992 Rank Xerox Belgium
Belgian Quality Award
1992 Rank Xerox Hong Kong
The Hong Kong Management
Association Quality Award
1994 Xerox de Argentina
Argentine National Quality Award
1994 Rank Xerox Portugal
Portuguese Quality Award
1994 Rank Xerox Norway
Norwegian Quality Award
1995 Xerox Uruguay
Uruguayan National Quality Award
1989
1997
Xerox Corporation
Business Products
and Systems
Malcolm Baldrige
National Quality Award
Xerox Business Services
Malcolm Baldrige
National Quality Award
1996 Fuji Xerox (Wakaba QC Circle)
Gold Award from 25th Annual All-Japan
Invitational QC Convention
1996 Rank Xerox Middle East/Africa
Dubai Quality Award
CONFIDENTIAL
XeroxXerox
Private
Data Data
4
CONFIDENTIAL
Private
4
XLSS - Strategy
Integrates customer focus with clear linkage to business
strategy / objectives
Supported by infrastructure and
resource commitment to
focus on key business issues
and critical to customer
opportunities.
Builds on quality legacy with full
arsenal of industry proven
Lean and Six Sigma
processes and tools
CONFIDENTIAL
XeroxXerox
Private
Data Data
5
CONFIDENTIAL
Private
5
State-of-the-Union: 2005
27 Full-time deployment managers
> 500 active Black Belts have achieved
certification, completed or started
training in 2004
> 2,000 Senior executives have
completed leadership workshops
> 1,700 Active Green Belts
> 17,000 in Yellow Belt training + many
other on-line courses
CONFIDENTIAL
XeroxXerox
Private
Data Data
6
CONFIDENTIAL
Private
6
Lean Six Sigma Tools & Processes
© 2004 Xerox Corporation. All Rights Reserved.
CONFIDENTIALXerox
XeroxPrivate
PrivateData
Data
CONFIDENTIAL
77
Adding to the Power of Lean
Six Sigma
Culture + Quality
Goal – Improve performance on
Customer CTQs (Critical To
Quality)
Focus – Use DMAIC/DFSS
processes to eliminate variation
Method – Management
Engagement, Deployment
Managers, and Black Belt Projects
Six Sigma Quality Enables
Lean Speed
(fewer defects means
less time spent on rework)
Lean
Speed + Low Cost
Goal – Reduce waste and
increase process speed
Focus – Identify non-value add
steps and causes of delay
Method – Value Stream Tools,
Kaizen events
Lean Speed Enables
Six Sigma Quality
(faster cycles of
experimentation/learning)
CONFIDENTIAL
XeroxXerox
Private
Data Data
8
CONFIDENTIAL
Private
8
6s Quality + Lean Process Control
Overall Yield vs. Sigma
(Distribution Shifted ±1.5s)
±3s
±4s
±5s
1
93.32
99.379
99.9767
99.99966
7
61.63
95.733
99.839
99.9976
10
50.08
93.96
99.768
99.9966
20
25.08
88.29
99.536
99.9932
40
6.29
77.94
99.074
99.9864
Lean Reduces Non-Valued Add Steps
# of Steps
±6s
Six Sigma Improves Quality of Value Add Steps
CONFIDENTIAL
XeroxXerox
Private
Data Data
9
CONFIDENTIAL
Private
9
Focus on Customer Needs
Without Lean Six Sigma
Discipline…
Conjecture/assumption/myths
about what customers want
Processes based on internal
convenience/cost
Limited efforts at tracking
customer satisfaction
Customer-focused data not
communicated or used
With Lean Six Sigma
Discipline…
Customer requirements based
on careful assessment
Processes designed and
executed to fulfill customer
requirements
Multi-faceted, on-going “voice of
the customer” effort
Customer-focused data key to
managing the business, shortand long-term
Tools: VOC, QFD, CTQ, Kano, Conjoint, etc.
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
10
CONFIDENTIAL
10
When to use Xerox Lean Six Sigma
When to Use:
You have a challenging goal to reach or issue to solve
 Driven by the Business Unit strategy
 Issues that are valuable for the Business Unit to resolve
 Problems that have stood the test of time
 Solution is not known
You are willing to commit people to identify and resolve the issue
You want a more robust solution than traditional methods can provide
You want to encourage the upward flow of ideas and build team spirit
You want group ownership of a course of action
When NOT to Use:
You don’t have a specific challenge or clear issue to solve
You already have a solution and a course of action
You don’t have a process to improve
With materials from the George Group, 2003
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
11
CONFIDENTIAL
11
Project Types
Setup Reduction
 Finance Month End Closes
 HR Hiring Procedures
 Marketing Event Setup
 Purchase Order Setup & Issue
 receiving & Inspection
Process Flow Improvement
 Office Document Assessment
 Helpdesk Cycle time
Improvement
 Order to Install Cycle Time
 Trial Equipment Recirculation
Generic Pull Systems
 Order Management
 Product Development
 Info Tech Repair requests
Replenishment Pull System
 Purchased Part Replenishment
Stocking Strategy
 Product Rationalization
 Service / warranty Parts
 Distribution Channel management
Value Added Time Improvement
 Customer Facing Operations
 Outsourcing Solutions
With materials from the George Group, 2003
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
12
CONFIDENTIAL
12
Selecting LSS Projects
1
Identify Value
Levers
 Identify value levers in
the business
• Strategic
• Financial
• Customer
2
Identify Project
Opportunities
 Translate Value Levers
into Opportunity Areas
 Translate Opportunity
Areas into Project
Ideas
3
Screen Initial List
of Opportunities
 Score each project as
High / Med / Low for
Benefit and Effort
 Fill in Benefit / Effort
Matrix
• Operational (Process)
 Review plotted results
 Prioritize value levers
 Select highest priority
opportunities for
further analysis
4
Scope and
Define Projects
5
Prioritize List of
Defined Projects
 Assign opportunities to  Evaluate projects using
project sponsors for
Evaluation Criteria
project definition
 Update Benefit / Effort
 Complete Draft Project
Matrix
Charters
 Review plotted results
 Prioritize projects
 Schedule project
launches based on
resource availability
 Reduce Projects-in-
Process
With materials from the George Group, 2003
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
13
CONFIDENTIAL
13
Project Chartering
The charter defines the team’s mission.
It includes the following elements:






Business Impact
Opportunity or Problem Statement
Goal Statement
Project Scope
Project Plan
Team Selection
“Catch Ball” Process
The Project Charter does NOT solve the problem
It is a living document, that will change over time...
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
14
CONFIDENTIAL
14
DMAIC Process
D
Define
Define the
opportunity from
both business and
Customer
perspective
M
Measure
Understand the
process and its
performance
A
Analyze
I
Improve
Develop
improvement
solutions for the
critical X’s
Search for the key
factors ( critical X’s)
that have the
biggest impact on
process
performance and
determine the root
causes
C
Control
Implement
the solution
and control
plans
TOOLS USED
•Refined Project
Charter
•Value Stream Map
•SIPOC Map
•Voice of the
Customer
•RACI charts
•Operational
definitions
•Data Collection
Plans
•MSA or Gage R&R
•Control Charts
•Paretos
•Histogram
•Cause & Effect
•Fishbone
•Brainstorming
•Basic Statistical
tools
•Hypothesis testing
•FMEA
•Regression
•ANOVA
•Line Balancing
•Benchmarking
•Constraint
identification
•Solution Selection
matrix
•Pilot and
Simulation
•Control Charts
•SOP’s
•Communication
Planning
•Mistake
proofing
•Project
replication
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
15
CONFIDENTIAL
15
DMAIC Storyboard
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
16
CONFIDENTIAL
16
Define
 Complete
Project Charter
 Create High Level Process Map (4-6 Steps)
 Adjust Scope If Necessary
 Collect VOC/VOB
 Translate VOB/VOC Into Measurable CTQ Metrics
 Perform Stakeholder Analysis
 Create RACI Diagram
 Identify potential impacts to internal controls
 Identify other impacts or requirements (EPA, SOX, etc.)
 Define Tollgate
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
17
CONFIDENTIAL
17
Measure
 Micro
Level Process Mapping
 Create Data Collection Plan
 Perform Measurement System Analysis (Gage R & R)
 Document Operational Definitions
 Determine Current State Performance Capability
 Validate Proposed Business Impact
 Measure Tollgate
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
18
CONFIDENTIAL
18
Analyze
Complete Value Add Analysis of Detailed Process
Maps
 Brainstorm Potential Root Causes Y=f(x)
 Perform Root Cause Analysis to Identify Variation &
Gaps
 Identify “Critical Few” inputs affecting your Output
 Validate Business Impact
 Analyze Tollgate

CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
19
CONFIDENTIAL
19
Improve
 Brainstorm
Potential Solutions
 Prioritize Solutions
 Select Recommended Solution(s)
 Use Data to Provide Predicted Improvements
 Review Potential Solutions with Sponsor & Stakeholders
 Conduct FMEA
 Pilot Results
 Create High Level Implementation Plan
 Create Communications Plan
 Revisit Potential Internal and Regulatory Controls
 Improve Tollgate
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
20
CONFIDENTIAL
20
Control
 Fully
Implement Solution(s)
 Create Dashboards
 Create Control Plan
 Identify Process Owner & Create Transition Plan
 Monitor & Document Process Results
 Create Project Storyboard & Lessons Learned
 Control Tollgate
 Communicate Business Results to the Organization
 Celebrate With Your Team
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
21
CONFIDENTIAL
21
Dashboard Concept
Cost
Quality
Device Uptime
Cost Per Device
Actual
Target
$51.25
$32.50
Actual
Target
Cost Per Employee
Actual
Target
2.0%
3.5%
SLA Metrics Met
Process Capability of C2
USL
P rocess D ata
LS L
*
Target
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
$91.50
$78.39
Actual
Target
O v erall C apability
4.5
9.0
Pp
PPL
PPU
P pk
C pm
2
O bserv ed P erformance
P P M < LS L
*
P P M > U S L 130000.00
P P M Total
130000.00
Speed or Delivery
W ithin
Ov erall
P otential (Within) C apability
Cp
*
C PL
*
C P U 0.41
C pk
0.41
4
E xp. Within P erformance
P P M < LS L
*
P P M > U S L 108973.12
P P M Total
108973.12
6
8
10
*
*
0.39
0.39
*
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > U S L 122385.02
P P M Total
122385.02
Customer Satisfaction
Process Capability of C2
Mean Time to Repair
USL
P rocess D ata
LS L
*
Target
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
W ithin
Ov erall
P otential (Within) C apability
Cp
*
C PL
*
C P U 0.41
C pk
0.41
Overall
O v erall C apability
Actual
Target
4.5 hrs
6 hrs
Pp
PPL
PPU
P pk
C pm
2
O bserv ed P erformance
P P M < LS L
*
P P M > U S L 130000.00
P P M Total
130000.00
4
E xp. Within P erformance
P P M < LS L
*
P P M > U S L 108973.12
P P M Total
108973.12
Response Time
6
8
10
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > U S L 122385.02
P P M Total
122385.02
Process Capability of C2
W ithin
Ov erall
P otential (Within) C apability
Cp
*
C PL
*
C P U 0.41
C pk
0.41
O v erall C apability
1 hr
2 hrs
Pp
PPL
PPU
P pk
C pm
2
O bserv ed P erformance
P P M < LS L
*
P P M > U S L 130000.00
P P M Total
130000.00
4
E xp. Within P erformance
P P M < LS L
*
P P M > U S L 108973.12
P P M Total
108973.12
6
8
10
Actual
Target
4.8
> 4 of 5
Fix Time
USL
P rocess D ata
LS L
*
Target
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
Actual
Target
*
*
0.39
0.39
*
*
*
0.39
0.39
*
Actual
Target
4.5
4.5
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > U S L 122385.02
P P M Total
122385.02
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
22
CONFIDENTIAL
22
Dashboard Rollup Concept
Cost
Quality
Device Uptime
Cost Per Page
Actual
Target
$0.071
$0.050
Actual
Target
Cost Per Employee
Actual
Target
Cost
SLA Metrics Met
Quality
Actual
Target
U SL
W ithin
O v erall
Actual
Target
P otential (Within) C apability
Cp
*
CPL
*
C P U 0.41
C pk
0.41
O v erall C apability
4.5
9.0
Pp
PPL
PPU
P pk
C pm
2
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
Speed2.0%
or Delivery
3.5%
$0.071
$0.050
Process Capability of C2
P rocess Data
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
$91.50
$78.39
Device Uptime
Cost Per Page
Actual
Target
2.0%
3.5%
4
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
P P M T otal
108973.12
6
8
10
*
*
0.39
0.39
*
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
P P M T otal
122385.02
Customer Satisfaction
Process Capability of C2
Mean
to Repair
SLATime
Metrics
Met
Cost Per Employee
Actual
Target
Device Uptime
Mean
Repair
Actual Time to
2.0%
$0.071
$0.050
Target
Actual
Target
Cost Per Employee
Actual
Target
$91.50
$78.39
Actual
Target
$0.071
$0.050
Quality
Actual
4.5
1 hr
9.0
2 hrs
U SL
Overall
P otential (Within) C apability
Cp
*
CPL
*
C P U 0.41
C pk
0.41
O v erall C apability
W ithin
Pp
* O v erall
PPL
*
otential (Within) C apability
P P U P0.39
*
P pk
0.39 C p
*
C pm
* CPL
C P U 0.41
C pk
0.41
O v erall C apability
2
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
4
6
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
P P M T otal
108973.12
10
Pp
PPL
PPU
P pk
C pm
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
P P M T otal
122385.02
2
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
8
4
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
6
8
10
*
*
0.39
0.39
*
Actual
Target
4.8
> 4 of 5
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
122385.02
P P M T otal Capability
108973.12
P P of
M T otal
Process
C2
Fix Time
U SL
State Dashboards
Customer Satisfaction
Actual
Target
Pp
PPL
PPU
P pk
C pm
2
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
U SL
W ithin
O v erall
P otential (Within) C apability
Cp
*
CPL
*
C P U 0.41
C pk
0.41
W ithin
O v erall
P otential (Within) C apability
Cp
*
CPL
*
C P U 0.41
C pk
0.41
O v erall C apability
1 hr
2 hrs
Process Capability of C2
P rocess Data
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
4
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
P P M T otal
108973.12
6
8
10
*
*
0.39
0.39
*
Actual
Target
4.5
4.5
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
P P M T otal
122385.02
Overall
O v erall C apability
Pp
PPL
PPU
P pk
C pm
2
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
4
6
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
P P M T otal
108973.12
8
10
*
*
0.39
0.39
*
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
P P M T otal
122385.02
Actual
Target
4.8
> 4 of 5
Process Capability of C2
U SL
P rocess Data
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
P rocess Data
S tDev (O v erall) 2.39212
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
Process Capability of C2
U SL
W ithin
O v erall
P otential (Within) C apability
Cp
*
CPL
*
C P U 0.41
W ithin
C pk
0.41
O v erall
O v erall C apability
C apability
PPpotential (Within)
*
C p*
*
PPL
CPL
*
P P U 0.39
C P U 0.41
P pk
0.39
C pk
0.41
C pm
*
O v erall C apability
2
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
4
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
P P M T otal
108973.12
2
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
2.0%
Process Capability of C2
P rocess Data
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
6
8
10
Pp
PPL
PPU
P pk
C pm
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
P P M T otal
122385.02
4
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
P P M T otal
108973.12
6
8
10
12
*
*
0.39
0.39
*
Fix Time
Actual
Target
4.5
4.5
Region Dashboards
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
P P M T otal
122385.02
Customer Satisfaction
Process Capability of C2
U SL
Mean Time
to Repair
SLA
Metrics Met
W ithin
O v erall
P rocess Data
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
Actual
Target
$91.50
$78.39
4.5 hrs
Actual
6 hrs
Target
4.5
9.0
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
2
4
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
P P M T otal
108973.12
6
8
10
Process Capability of C2
Actual
Target
Overall
W ithin
O v erall
P otential (Within) C apability
Cp
*
CPL
*
C P U 0.41
C pk
0.41
*
*
0.39
0.39
*
Actual
Target
O v erall C apability
Pp
PPL
PPU
P pk
C pm
12
2
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
4
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
P P M T otal
108973.12
6
8
10
*
*
0.39
0.39
*
W ithin
O v erall
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
P P M T otal
122385.02
P otential (Within) C apability
Cp
*
CPL
*
C P U 0.41
C pk
0.41
County Dashboards
Actual
Customer Satisfaction
Target
O v erall C apability
Pp
PPL
PPU
P pk
C pm
2
4
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
P P M T otal
108973.12
6
8
10
4.8
> 4 of 5
Fix Time
U SL
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
W ithin
O v erall
P otential (Within) C apability
Cp
*
CPL
*
C P U 0.41
C pk
0.41
Pp
PPL
PPU
P pk
C pm
Process Capability of C2
1 hr
2 hrs
U SL
P rocess Data
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
U SL
O v erall C apability
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
P P M T otal
122385.02
P rocess Data
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
Speed or Delivery
Process Capability of C2
P otential (Within) C apability
Cp
*
CPL
*
C P U 0.41
C pk
0.41
P rocess Data
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
Response Time
Mean Time to Repair
Actual
Actual
Target
Target
Speed
Target or Delivery
3.5%
Cost Per Employee
Actual
Target
SLA Metrics Met
Response Time
Device Uptime
Cost Per Page
3.5%
4.5 hrs
6 hrs
W ithin
O v erall
P rocess Data
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
Quality
Speed or Delivery
Cost Per Page
Cost
$91.50
$78.39
4.5 hrs
6 hrs
4.5
9.0
Response Time
Cost
Actual
Target
Actual
Target
Actual
Target
U SL
P rocess Data
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
*
*
0.39
0.39
*
4.5
4.5
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
P P M T otal
122385.02
Overall
O v erall C apability
Actual
Target
4.5 hrs
6 hrs
Pp
PPL
PPU
P pk
C pm
2
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
4
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
P P M T otal
108973.12
Response Time
6
8
10
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
P P M T otal
122385.02
Process Capability of C2
U SL
P rocess Data
LS L
*
T arget
*
USL
9
S ample M ean
6.21762
S ample N
100
S tDev (Within)
2.25841
S tDev (O v erall) 2.39212
Actual
Target
*
*
0.39
0.39
*
W ithin
O v erall
Fix Time
O v erall C apability
1 hr
2 hrs
2
O bserv ed P erformance
P P M < LS L
*
P P M > US L 130000.00
P P M T otal
130000.00
4
E xp. Within P erformance
P P M < LS L
*
P P M > US L 108973.12
P P M T otal
108973.12
6
8
10
4.8
> 4 of 5
City Dashboards
P otential (Within) C apability
Cp
*
CPL
*
C P U 0.41
C pk
0.41
Pp
PPL
PPU
P pk
C pm
Actual
Target
*
*
0.39
0.39
*
Actual
Target
4.5
4.5
12
E xp. O v erall P erformance
P P M < LS L
*
P P M > US L 122385.02
P P M T otal
122385.02
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
23
CONFIDENTIAL
23
Tollgate Reviews



Ask the questions that need to be answered at each phase
Ensure due diligence with the work process
Properly address ID of critical factors that will influence results
The following people are involved in a tollgate Review:
Project Sponsor- needs to agree with the path being taken by the team,
ensures CTQ’s are being addressed and proposed results will affect the
bottom line
Deployment Manager ensures Customer / Sponsor and Black Belt have
working relationship to attack the project and that resources are allocated
Black Belt illustrates critical thinking and organization skills, project
management skills, uses statistical and lean tools and interprets results
Master Black Belt oversee methodologies used by Black Belt; statistical
tool usage, Lean concepts applied
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
24
CONFIDENTIAL
24
Sharing the Power of Lean Six Sigma
Monroe County Sheriffs Dept.
Electronic Classroom of
Tomorrow
Intercontinental Hotel Group
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
25
CONFIDENTIAL
25
Case Study
Monroe County Sheriffs Department
Solution
Employed Lean Six Sigma methodology
Digitized and streamlined accident report
process
Created web-based document access
system
Integrated existing systems
New York State’s largest sheriff’s office
Client Challenges
Balance $100M budget
Improve quality of service in accident
report management
Eliminate backlog of more than 3,000
records and over 4 months of data entry
Free deputies from paperwork, so they
can spend more time ensuring public
safety
Measurable Results
Reduced cost of processing an accident
report from $28 to $8, ($500K/yr savings)
Reduced cycle time from as much as
3 weeks to less than 3 days
Reduced time spent by deputies on
accident reports from 30 to 5 minutes
Created revenue stream from charging for
accident reports, worth $32K/year
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
26
CONFIDENTIAL
26
Case Study
ECOT
Solution
Employed Lean Six Sigma
methodology
Focused on front of process to
achieve quick results
Automated manual processes
First and largest online school in Ohio
Streamlined process steps
Created tracking procedures to
Client Challenges
measure cycle time
Accelerate enrollment cycle time
Reduce overall per-student cost of
enrollment
Increase revenue by increasing
process capacity/enrollment
Deliver results quickly (2 month
window) to impact current year’s
enrollment
Measurable Results
Reduced process cost from $43 to
$25 per application
Increased revenue by $4.5 MM/year
Met accelerated deadline
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
27
CONFIDENTIAL
27
Case Study
Intercontinental Hotels Group
Solution
Employed Lean Six Sigma methodology
Implemented remote control to minimize
deskside visits
Standardized OS and IT environment
A leading hospitality company, managing
brands such as:



Holiday Inn
Crowne Plaza
Candlewood Suites
Client Challenges
Needed to cut costs to stay competitive
during post-9/11 travel downturn…
While at the same time improving
customer satisfaction with IT support
services
Moved administration offsite
Measurable Results
Achieved savings goal of $1.2 million/year
Reduced cycle time for deskside software
related problems from 21 to 9 Hours.
Maintained/Improved customer
satisfaction across 5 key metrics:





Overall customer satisfaction
Knowledge of staff
Professionalism
Technical ability
Fix time
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
28
CONFIDENTIAL
28
Formula for Success
1) Select projects based on impact to the business and/or customer
2) Identify Sponsors with the authority to break down barriers
3) Ensure commitment for budget and team resources
4) Operations leaders must be engaged in the process
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
29
CONFIDENTIAL
29
Summary
Xerox is rapidly moving Lean Six Sigma
concepts and tools from manufacturing and
supply chain into all business areas of the
company and to our customers.
Project selection process and infrastructure
focused on the customer, business
strategies & critical priorities
Xerox Lean Six Sigma is customer centered,
data driven & the way we will achieve
results in all business areas
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
30
CONFIDENTIAL
30
Q&A
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
31
CONFIDENTIAL
31
Videos Start Here
IHG
ECOT
Monroe County
Brooklyn Public Library
CONFIDENTIAL
Xerox Xerox
PrivatePrivate
Data Data
32
CONFIDENTIAL
32