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Help calculating process sigma in IT

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  • #26668

    Taps
    Member

    I’m new to Six Sigma and would like to reach out to anyone with experience with Six Sigma in IT for help.
    I’m working on a project for a client who provides IT services to a govt agency. I recently calculated process sigma for their process in resolving trouble tickets (TTs). I did this by counting the # of TTs resolved during a specific time period and considered this my # of opportunities (the TTs could be resolved under the specified time limit or over the specified time limit). I then counted the # of TTs that were not resolved in the specified time limit during this period and considered these my defects.
    Then I went through and calculated DPMO (# of defects/# of opportunities) process sigma, and % yield.
    Did I do this correctly? Any help/suggestions would be much appreciated.

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    #64790

    Johncox
    Participant

    I would take time to consider what is a defect.   This is where Voice of Customer comes in.   What does the Customer consider a defect, in your case that would be a Max time.   Then when when you measure the time that exceeds this limit would be a Defect.   What are the expectations of the Customer.   If you got the data — show this to the Sponser and use it as your baseline.    I come from an IT background and can tell you that the Customer expectations vary depending on the type of  TT.   For example, resetting a password should take no longer than 5 minutes from receipt of the call.   

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    #64791

    Taps
    Member

    Deb,
         Thanks for the response. I definitely agree with you. I actually calculated DPMO for each of the TT priority levels (critical, high, medium, low) which each have their own max resolution times. However, I don’t have VOC. These max resolution times have been set by the service provider, which I don’t agree with, but I should still be able to use these limits to make a point that they are not performing well against their own established limits, and would most likey be performing worse against customer established limits.
    Thoughts?

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    #64797

    Len G
    Participant

    Your calculation method appears correct and is a good start but from a Quality point of view I think it’s flawed. Without established customer expectations and/or suitable industry benchmarks, the calculation becomes irrelevant. The service provider needs to understand and appreciate the value of the measure otherwise it will likely (and rightly in my opinion) generate no real corrective action. A somewhat simple means to establish customer feedback is to solicit satisfaction ratings (1-5, etc.) after each incident or request is resolved and use that as a gauge.
      A “benchmark” would then help in rationalizing what sometimes appears as unrealistic customer expectations. I say unrealistic only when there is no available “standard” for comparison. Just don’t confuse customer perception as being unreal or unimportant.  Perception is reality.
    ??? 

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    #64800

    Taps
    Member

    Len G,
          Thanks for your comments. I agree that without VOC, the calculation is probably useless. I was thinking I could use it just to show the client that there is much room for improvement. We do use a rating system (1-5) after each TT is resolved, but how would I use that as a gauge? It doesn’t tell me the customers expectations for the time limit a TT should be resolved in.

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    #64801

    Rhineg
    Member

    Agree strongly with Len G.  Be very very careful on measuring TTs. You probably have two populations (administrative actions and problem resolution).  If you drive “problem resolution” to a very short time, you will find that “closing tickets” is the accomplishment and no one will be interested in finding and killing root causes.  In fact, if someone did kill some root causes, the # of tickets would go down and your DPMO would suffer!! :-)

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