telemundo six sigma help-desk project marnie pena maribel prieto
TRANSCRIPT
Reduce the volume of the two most frequent help-desk calls by 30% by on or before December 2003.Generate weekly/monthly quality reports and metrics for the help-desk.Improve the quality of the service to the end-user by providing faster response time and efficient help.
Business Case & Problem StatementBusiness Case & Problem StatementBusiness Case & Problem StatementBusiness Case & Problem Statement
Business CaseIt is critical for all Telemundo employees to have IT support/functionality to perform their jobs. Reduce the volume of help-desk calls in order to better serve our customer (end-user) and provide excellent and knowledgeable technical support by eliminating the amount of the most troublesome calls made. Users will benefit by better understanding and can do their job more efficiently. MIS will also benefit on the lesser volume and accurate reporting.
Problem StatementCurrently, Telemundo Network MIS Help-Desk receives excessive redundant calls daily. By reducing the volume of calls; the end-users will be serviced sooner and satisfied on the efficiency and timely manner of the support.
Goal Statement & Project ScopeGoal Statement & Project ScopeGoal Statement & Project ScopeGoal Statement & Project Scope
Goal Statement
Project Scope
In Scope: All calls must have a ticket opened by the help-desk. Calls must be entered correctly by type in order to run efficient reports.
Measurement/CTQMeasurement/CTQMeasurement/CTQMeasurement/CTQFinancial OpportunityFinancial OpportunityFinancial OpportunityFinancial Opportunity
Measure Volume of calls per type/category.Most troublesome calls by how often they occur .Project TeamProject TeamProject TeamProject Team
GB: Marnie Pena & Maribel PrietoChampion: Jean SuzukiTeam Members: Frank Davila, Rey Perdomo, Alan Casimiro, John Lawrence, Ramon Munoz, Raul delaCruz & Ana dela Moneda.
Benefit: Improve the quality of the help-desk calls by decreasing the redundant calls.
Baseline Target
Charter
“AS IS” Process Map
Help-Desk personnel trouble-
shoots over the phone.
Help-Desk personnel trouble-
shoots over the phone.
Help-Desk personnel
dispatches call to technician
Help-Desk personnel
dispatches call to technician
Resolve callResolve call Process Start Process StartUser calls help-desk w/problem.
Open Ticket
User calls help-desk w/problem.
Open TicketClose Ticket Close Ticket Process End Process End
Measures:1. Measure Volume of calls per type/category.2. Most troublesome calls by how often they occur.
End Users
End UserTechniciansHelp-Desk
Computer Hardware/Software difficulties and issues.
Resolve problem calls efficiently.
High Level Process Map
High-Level Need
TypeProvide excellent and knowledgeable technical support meanwhile educating
user.
Reduce the volume of the two most frequent help-desk calls by 30% by on or before December 2003.
Collected data from our help-desk software since June 23, 2003 to November 30, 2003.
Email Upper Spec limit < 20 callsPrinter Upper Spec limit < 40 calls
Email > 6Printer > 12
Output Unit
Output Characteristic(Big Y)
Project Y Operational definition of process
to be Measured
Little y :How process will be
Measured
Specification Limits
Target
Defect
CTQ
CTQ
Reduce the volume of help-desk calls in order to better
serve our customer (end-user) and provide excellent and knowledgeable technical
support
Reduce the volume of help-desk calls in order to better
serve our customer (end-user) and provide excellent and knowledgeable technical
support
Identify root cause for redundancy.Continuous measurement of redundant email
and printer.
Performance Standards
4 38 72178 1.413.024.761.0
100.0 98.6 85.6 61.0
300
200
100
0
100
80
60
40
20
0
Defect
CountPercentCum %
Perc
ent
Count
Pareto Chart for TYPE CODE
Most Frequent Types
Measure Sub-Type
39 5 5 5 6 8 8 8 8 11 11 12 13 14 16 16 21 22 23 24 28 28 29 34 38 38 42 47 72182
5 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 3 3 3 3 3 3 4 4 5 5 5 6 922
100 95 95 94 93 93 92 91 90 89 87 86 85 83 81 79 77 75 72 69 66 63 59 56 52 47 42 37 31 22
800
700
600
500
400
300
200
100
0
100
80
60
40
20
0
Defect
CountPercentCum %
Pe
rce
nt
Co
unt
Pareto Chart for SubType
Email Pareto
73 46 19 15 10 7 6 4
40.6 25.6 10.6 8.3 5.6 3.9 3.3 2.2
40.6 66.1 76.7 85.0 90.6 94.4 97.8 100.0
0
50
100
150
0
20
40
60
80
100
Defect
CountPercentCum %
Pe
rce
nt
Co
un
t
Pareto Chart for Email Type
Printer Pareto
39 21 1154.9 29.6 15.5
54.9 84.5 100.0
0
10
20
30
40
50
60
70
0
20
40
60
80
100
Defect
CountPercentCum %
Perc
ent
Co
un
t
Pareto Chart for Printer Type
Descriptive Statistics
2700022000170001200070002000
95% Confidence Interval for Mu
150010005000
95% Confidence Interval for Median
Variable: ELAPSEMIN
71.0
2663.0
966.3
Maximum3rd QuartileMedian1st QuartileMinimum
NKurtosisSkew nessVarianceStDevMean
P-Value:A-Squared:
111.0
2942.6
1361.1
29884.0 1039.0 95.0 2.0 0.0
77326.10084.3150678164662795.791163.72
0.000149.710
95% Confidence Interval for Median
95% Confidence Interval for Sigma
95% Confidence Interval for Mu
Anderson-Darling Normality Test
Descriptive Statistics
What causes email issues?
exceeding limit of emails
do not want to delete mail
disable accounts
export pst to new mailbox
outlook corruption
sending/receiving attachments
access mail via intranet
can not send or receive email
New employee
delays in sending & receiving int. & ext. mail accessing other
mailboxes
wrong profile
not familiar w/Outlook
assistant needs access to calendar, mail & contacts
attachment too large do not know how??
File association issues
do not use personal folders
Email Archive
SupportAccount creation
Account termination
Employee transfer
create NBC contact
Address Book
Update contact information
Add contact information
edit contactwrong information
Create rules
Alias creation
What causes printer issues?
updates
new pc setup w/out printer connection
server cable disconnected
print server down
port disabled
IP connection lost
DHCP server down
power configuration
switch down
power failure
virus
offline
paper jamneeds toner replaced
out of paper and incorrect printer setting
change other printer part
replace drum/fuser kitincorrect driver
corrupted application
printer not installed
user deleted printer
tech or user installed wrong driver
drawer not closed properly
paper moisture
jam not removed correctly
user mapping to wrong printer
user adding wrong printer
user should not have rights to add a printer
Connection
SupportMaintenance
Improve• Improve Plan:
Awaiting evidence of control due to linking to Intramundo via PR release bi-monthly to obtain proper training for Outlook/email most troublesome calls.
Ease users into the Intramundo website to familiarize http://intramundo.telemundo.com
Procedure documentation of labelling all network printers. Labelling of all network printers will ease both the user and technical staff in troubleshooting a particular printer by its naming convention.
Rollout log in/printer script and test with 2 departments (PR and MIS) and restrict users from having access to install printers.
Archive Newsletter Before & After Results…
81929.670.4
100.0 70.4
20
10
0
100
80
60
40
20
0
Defect
CountPercentCum %
Pe
rce
nt
Co
un
t
Pareto Chart for NL Results
Control PlanHelpdesk Project
EmailArchive
Release bi-weekly tutorials to continue educating users on how to efficiently use Outlook email via Press Releases deadlines, Wednesday afternoon. Maribel Prieto, owner will turn in tutorials on different Outlook tips to Elizabeth Sanjenis in the Public Relations department.
Continuous measurement of redundant email via Clarify querying and reporting monthly. Marnie Pena, owner will export Clarify data into Excel to then sort calls. Existing Clarify backup server.
John Lawrence, owner will provide monthly statistics reports to provide Marnie and Maribel with the amount of hits to the Intramundo website http://intramundo.telemundo.com. Web based application will not corrupt nor be lost due to constant network connectivity.
PrinterConnection
Maintain the login/printer scripts for accuracy on a monthly basis, Ramon Munoz owner. Continuous measurement of redundant printer via Clarify querying and reporting monthly. Marnie
Pena, owner will export Clarify data into Excel to then sort calls. Audit/Verification of control on a monthly basis, owner Ana de la Moneda purchaser for the IT
department and responsible for the printer purchases for Telemundo. Printers will be labeled and maintained in an inventory.