SIX SIGMA

Six sigma project for waiting time on transaction window of allied bank
HAFIZ ABDUL REHMAN FAISAL IFAT BATOOL JUNAID ARSHAD ISRA NAQVI (isra_naqvi@hotmail.com)

Due date: 10/1/2013

PRAETOR DIAGRAM:
NO.OF customers spend ROADMAPS Monday Tuesday Wednesday Thursday Friday more than 15 minutes 10 13 18 17 18 Cumulative Amount 10 23 41 58 76 Cumulative Percentage 13% 30% 54% 76% 100%

76

Pareto Chart of ROADMAPS

NO.OF customers spend more th
80 70 60 50 40 30 20 10 0 ROADMAPS
f ay rid e w 18 23.7 23.7 ay sd e dn y da rs u th ay sd e tu ay nd o

100 80 60 40 20 0

NO.OF customers spend more th Percent Cum %

18 23.7 47.4

17 22.4 69.7

13 17.1 86.8

10 13.2 100.0

Percent

CRITICAL TO QUALITY:
Critical to customers Behaviour of customers Worth of time of customers Large number of substitutes for customers to move on Critical to process Timely service Administrations Facilities structure Critical to compliance Competitive advantage Benchmark Standards

DEVELOP PROJECT AND TEAM CHARTER:

The business case: the project is worth for saving time of customers as well as for the organization and to maintain the goodwill and reputation of the organization. The present needs of that project are to know about the causes and their affects upon the entire firm and we know where improvement is required.

Project formulation: our project is based on the waiting time of customers on the transaction window of Allied bank. Mostly customers take 40 minutes on window due to the fact that the information window and transaction window is same.

Project scope: the scope of the project is how to reduce the waiting time of the customers as they can easily get the information and transactions. Team members including role: isra naqvi, hafiz abdul rehman, junaid arshad, faisal and iffat batool Project plan: data collection, prepare histogram, praetor diagram, project charter,deliverables, SIPOC analysis, process flow chart Project tollgates: critical to quality explain the critical to customer, process and their compliance

DELIVERABLES: Define
Project charter Flow chart Base line study Identification of y

Measure
Identification of possible x:s Cause & effect diagram praetor diagram

Analyse
Quality function deployment

Improve
Hopefully to be made by company

Control
Planned control charts Reflection & discussions

PROJECT CHARTER:
Business unit Name Sponsor &process owner Project start date Elements 1.process impacted 2.benefits for internal /external customers Farrukh iqbal Bank Product/service family Telephone number/email Site or location Allied bank limited MBA

19-12-2012

Project target completion date Charter Customers Internal ---- bank External---- customers

Description Reduce the waiting time on transaction window The most important requirements for Bank to maintain goodwill and reputation to sustained the competitive advantage because the bank falls in A+ ranking The project is worth for saving the time of customers as well as for the organization and to maintain the goodwill and reputation of the organization. The waiting time of customers on transaction

3.business case: benefits to business

The present needs of that project. Causes and their affects upon the entire firm. Improvements are required. Competitive pressure

4.purpose/problem statement

5.project scope

6.team member

window and how we improve it The scope of the project is how to reduce the waiting time on the window and provide the convenient way to customers to get their transactions and information easily. List of team members

Bank

7.goals

Baseline, goal for the project, target for improvement

Isra naqvi, Hafiz abdul rehman, Ifat batool, Faisal and Junaid arshad Actual goals Best value case goal

CAUSE AND EFFECT DIAGRAM:

Process Man power Material

Computer Software

Cheques Deposit slip Mid hold slip

Measurement

Machine

Material mi
Waiting time on transaction/ Informational window

Man

Method

Management

Behaviour Habitual skilled

One window for information/ transaction

Monitoring Coordinating Training

IDENTIFY Y OR YS TO BE IMPROVED: Y =waiting time of customers

Control Input Noise

Process for reducing waiting time

waiting time of customers on window

Control factors: Combine windows for information and transaction Work load

Noise factors: Patience level of customers Behaviour of employee competitive pressure

SIPOC ANALYSIS: suppliers Advertisements Promotions Placements Loyal customers inputs Employees attitude and behaviour processes Waiting time period from entry door to transaction window output Transaction Information customers Existing customers New customers

PROCESS FLOW CHART Existing process flow chart

Entry to door

Window for information and transaction

Process complete

Proposed process flow chart

Information window

Process complete

Entry to door

Transaction window

Process complete

DPMO:

Roadmap

Total no of customers 30 30 30 30 30 150

Customers who spend more than 15 minutes 10 13 18 17 18 76

DPMO

Monday Tuesday Wednesday Thursday Friday total Average of DPMO

333333.34 433333.34 600000 566667 600000 2533333.68

506666.736

DPMO converted into SIX SIGMA

We converted DPMO into six sigma. And the value comes after converting it is 1.6.

CONTROL CHARTS

I chart for Monday

I-MR Chart of waiting minutes

40
1 1

Individual V alue

30
1 1

20 10 0
1 1 1 1 1 1 1

U C L=21.09 _ X=14.03 LC L=6.97

10

13

16 O bser vation

19

22

25

28

20

M oving Range

15 10 5 0 1 4 7 10 13 16 O bser vation 19 22 25 28
1 1

U C L=8.68 __ M R=2.66 LC L=0

I chart for Tuesday

I-MR Chart of waiting minutes

1

40

1 1

Individual V alue

30 20 10 0 1 4 7 10 13 16 O bser vation 19 22 25 28

U C L=29.03 _ X=15

LC L=0.97

30

M oving Range

20

U C L=17.24

10

__ M R=5.28 LC L=0 1 4 7 10 13 16 O bser vation 19 22 25 28

I chart for Wednesday

I-MR Chart of waiting minutes

40
1 1 1 1 1 1

Individual V alue

30 20 10 0
1 1 1 1 1 1

U C L=26.41 _ X=16.6 LC L=6.79

10

13

16 O bser vation

19

22

25

28

20

M oving Range

15 U C L=12.06 10 5 0 1 4 7 10 13 16 O bser vation 19 22 25 28 __ M R=3.69 LC L=0

I chart Thursday

I-MR Chart of waiting minutes

40
1 1 1 1 1 1 1

Individual V alue

30 20 10 0
1 1 1 1 1 1 1

U C L=30.29 _ X=19.47 LC L=8.64

10

13

16 O bser vation

19

22

25

28

15 U C L=13.29

M oving Range

10

__ M R=4.07 LC L=0 1 4 7 10 13 16 O bser vation 19 22 25 28

I charts for Friday

I-MR Chart of waiting minutes

40
1 1 1 1 1 1

Individual V alue

30 20 10

U C L=29.63 _ X=17.8

LC L=5.97 0
1 1 1 1 1

10

13

16 O bser vation

19

22

25

28

16

U C L=14.53

M oving Range

12 8 4 0 1 4 7 10 13 16 O bser vation 19 22 25 28 __ M R=4.45 LC L=0

C chart

C Chart of no of defects
30 UCL=26.90 25 20 15 10 5 0 1 2 3 Sample 4 5 _ C=15.2

Sample Count

LCL=3.50

Note: Our data and bar charts all are in excel sheet 1, 2 and 3.