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LEAN SIX SIGMA SECRETS FOR THE CIO CRC Press is an imprint of the Taylor & Francis Group, an informa business Boca Raton London New York William Bentley Peter T. Davis CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2010 by Taylor and Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed in the United States of America on acid-free paper 10 9 8 7 6 5 4 3 2 1 International Standard Book Number: 978-1-4398-0379-0 (Hardback) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. 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CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Library of Congress Cataloging‑in‑Publication Data Bentley, William, 1944- Lean six sigma secrets for the CIO / William Bentley, Peter T. Davis. p. cm. Includes bibliographical references and index. ISBN 978-1-4398-0379-0 (hbk. : alk. paper) 1. Information technology--Management. 2. Six sigma (Quality control standard) I. Davis, Peter T. II. Title. HD30.2.B458 2010 658.4’013--dc22 2009029625 Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com To Joyce, my always happy wife, who continues to endure me even after nearly four decades; and to Brandon and Trevor, my wonderful sons, both with computer science degrees, who continue to be amused that I don’t give up trying to understand the world of computers. —Bill To Kelly, the pride of my life, who is off pursuing her dreams. Bonne chance. Buena suerte. Viel Glueck. Buona fortuna. —Peter vii Contents Acknowledgments . xiii About the Authors .xv 1 Beyond IT Governance .1 e Corporate Paradox 1 e Pitch 2 Lean Six Sigma Business Case 3 Lean Six Sigma Benefits .4 Why Is Its Use Not Rampant? .5 It’s Not Just for Manufacturing 6 It’s the Value, Stupid 8 It’s about More than Reducing Costs .8 Governance Benefits 11 Prescriptive versus Proscriptive .12 2 You Say Pro-ses and I Say Pra-ses, Let’s Do the Whole ing Right! 17 Process Components and Characteristics .18 Types of Business Processes 19 Process Management .20 Process Mapping 25 e Process Document .26 Document Control Information 26 Document Owner .26 Change Control .27 Document Review .27 Document Approval 28 Description 28 Process Scope .28 Process Objectives .28 Process Benefits .28 viii Contents Process Overview .28 Process Metrics 28 Process Principles .29 Process Flow 29 Process Description .29 Process ARCI 29 Roles and Responsibilities 30 Glossary and Definitions .30 Process Library .30 3 An Abundance of Wealth .33 Balanced Scorecards 36 Basic Principles of Balanced Scorecard .39 Financial Perspective .39 Customer Perspective .39 Internal Process Perspective .39 Learning and Growth Perspective . 40 BSC Implementation . 40 BSC and Lean Six Sigma . 40 eory of Constraints 41 Basic Principles of TOC 42 TOC Axioms 42 Ongoing Improvement Steps .43 e TOC inking Processes 43 TOC and Lean Six Sigma .43 ISO 9000 46 Basic Principles of ISO 9000 . 46 ISO 9000 and Lean Six Sigma 48 Total Quality Management .48 Basic Principles of TQM .48 TQM and Lean Six Sigma 49 IT Governance .50 IT Governance Guidance 51 CobiT .52 Basic Principles of CobiT 53 CobiT Structure 54 CobiT and Lean Six Sigma 55 ISO 27001 55 Basic Principles of ISO/IEC 27001 56 ISO 27001 and Lean Six Sigma .58 ITIL .58 Basic Principles of ITIL .59 ITIL and Lean Six Sigma 61 Contents ix Val IT 64 Basic Principles of Val IT 66 Val IT and Lean Six Sigma . 66 Providing More Specificity .67 CMMI 68 Basic Principles of CMMI .69 CMMI and Lean Six Sigma 69 IEEE 829 72 Basic Principles of IEEE 829 .72 IEEE 829 and Lean Six Sigma .73 PMBOK .73 Basic Principles of PMBOK .73 PMBOK and Lean Six Sigma 74 PRINCE2 .78 Basic Principles of PRINCE2 78 PRINCE2 and Lean Six Sigma .79 Zachman Framework .80 Basic Principles of the Zachman Framework .81 Zachman and Lean Six Sigma .82 Adopt and Adapt .83 4 What Is Lean Six Sigma? 85 Understanding Data 86 Continuous Data .87 Attribute (or Discrete) Data .88 Inputs versus Outputs 89 Data Collection Plans . 90 Check Sheets 95 Basic Sampling .97 Measurement System Analysis .100 5 Understanding Lean .105 Lean and the Socratic Method .108 Kaizen Events 109 A Typical Kaizen Event . 111 Before the Event 111 Day 1 . 111 Day 2 . 111 Day 3 . 111 Day 4 .112 Day 5 .112 Muda, Muri, or Mura? .112 Defects . 115 [...]... that Lean fails to address key concepts like customer needs and variation Both sides are right Yet these arguments are more often used to advocate choosing one over the other, rather than to support the more logical conclusion that we blend Lean and Six Sigma Simply put, we use Lean to move the mean and Six Sigma to reduce variability around the mean By wedding the two, we get Lean Six Sigma: an effort... that gets to the heart of these issues does exist, and at the same time facilitates the application of Lean Six Sigma It is measuring effectiveness from the perspective of execution that is the objective here The concerns addressed are cost, quality, and cycle time Figure 1.1 illustrates the relationship among some of the guidance we discuss in this book 12 Lean Six Sigma Secrets for the CIO COSO... forcing the value of the companies upward This behavior perpetuates the cycle: Hire them when times are good and fire them when times are bad This behavior obviously has a negative impact on any organization If your employees think they are the next to go, they will not demonstrate a lot of loyalty Furthermore, the good ones will look for alternative employment while the 1 2 Lean Six Sigma Secrets for. .. “According to the American Society for Quality, eighty-two of the one hundred largest companies in the United States have embraced Six Sigma Lean Six Sigma is steamrolling the nation as well When companies start paying attention to process improvement, they can realize huge improvements in productivity and profitability Recent research tells us that efforts like Lean Six Sigma are certainly needed For example,... to a 8 Lean Six Sigma Secrets for the CIO practical solution It doesn’t matter whether you’re streamlining manufacturing or developing a new application If you can define what you’re going after and quantify those factors that are critical to quality, then you can apply Lean Six Sigma. ” It’s the Value, Stupid “In IT, we are always caught up with insatiable demands and lost ROI Lean Six Sigma could... directly impact the bottom line Think of Lean as improving process speed and think of Six Sigma as improving the quality of the end product Any end result that can be quantified will benefit from Six Sigma Ironically, Six Sigma and Lean have often been regarded as rival initiatives Lean enthusiasts note that Six Sigma pays little attention to anything related to speed and flow, and Six Sigma supporters... provides the process, the base controls, and key goal and performance indicators In the software and systems field, Lean Six Sigma can be leveraged differently based on the state of the business In an organization needing process consistency, the guidance in Table 1.2 can help promote the establishment of a process For an organization striving to streamline their existing processes, Lean Six Sigma can... term For non -Lean Six Sigma companies, the cost of nonconformance is * You can read about the rules at http://tinyurl.com/m2p76u 4 Lean Six Sigma Secrets for the CIO often extremely high Companies operating at three or four sigma typically spend between 25 and 40 percent of their revenues fixing problems This translates to approximately 67,000 defects per million opportunities! If the rework costs... process speed and product quality at the same time The two methodologies interact and reinforce one another, such that percentage gains in return on investment (ROI) are much faster when Lean and Six Sigma are implemented together “If customer satisfaction is the practical problem, using Lean Six Sigma can turn this into a statistical problem we can analyze, using the Six Sigma structured framework, and... saying it’s the philosophy of Lean and Six Sigma that doesn’t work for them, claiming they do not have the time to build an infrastructure, train staff, and dive deeply into statistical analysis They say the effort is too burdensome and would slow down their fast-paced world of meeting customer demands Unfortunately, most of these companies are not actually meeting customer demands because they don’t . LEAN SIX SIGMA SECRETS FOR THE CIO CRC Press is an imprint of the Taylor & Francis Group, an informa business Boca Raton. to the American Society for Quality, eighty-two of the one hundred largest companies in the United States have embraced Six Sigma. Lean Six Sigma