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DMAIC Case Study-Delivering Record Products Without Delays
DMAIC Case Study-Delivering Record Products Without Delays
Delays
Monday, July 2, 2018 8:23 PM
The record label Music Co. was experiencing a high number of incident tickets regarding its digital release planning
system, mostly as a result of delays in a release, reported by the sales team. To help deliver their record products in
a more timely fashion, the organization used the DMAIC roadmap to uncover the causes of the delays in their
planning system and develop countermeasures.
To consider if this project was a candidate for the application of Six Sigma, the Music Co. organization was asked to
complete a project qualification checklist (Table 1).
Define
In this phase, the team created a SIPOC diagram (Figure 1).
The effects of continuing the process as is are depicted in Figure 2, the loss-gain matrix. For example, a vendor may
try to renegotiate the price if the product is not delivered on time, and pricing power switches to the vendors. Also, an
artist may drop future contracts.
Loss Gain
Short Term -Impact on overall resolution -Improved resolution
-Related dissatisfaction -Related satisfaction
Long Term -Client escalations -Client satisfaction
-Loss of business -More business
-Revenue Growth
Measure
Under the current process, 14 weeks is the optimal time for a product to move from a creation request to hitting the
market. Figure 3 shows the timeline and the process steps for a cycle of release.
Figure 4: Run Chart of Issues and Resolution Efforts from Oct. ’08 to Aug. ’09
The chart shows how many tickets were opened in a month, the hours spent and the number of people involved to
resolve the issue over a 10-month period. Because delays are caused by problems in the planning process, the team
set a target of reducing the number of incident tickets to 21 per month. The baseline data shows a sigma level for the
process of 1.78.
Analyze
In this phase, the team focused on process variation. A product release date is established upon the signing of an
artist contract. Therefore, it is the responsibility of labels to make sure the product is delivered on time. Anything not
delivered to the customer (i.e., service providers) before cut-off time causes a delay in the promotion of a product.
The expectation for this project was to reduce Priority 1 (P1) and Priority 2 (P2) tickets to a great extent. P1 and P2
tickets consume significant time and cost, and involve system issues such as:
• Software bugs
• Inefficient handling of products due to lack of experience/training
The team concentrated on four key areas and their underlying causes of delays:
1. Business group:
• Lack of training for label planners due to staff turnover; more ambiguity among new employees.
• Lack of experience due to staff turnover.
• Reduced motivation due to downsizing.
• Lack of user acceptance testing, which meant issues were not noticed until the production stage.
2. Multi-platform:
• Data feeds – Network error/congestion that caused delays in data movement, which was driven using feed files.
• Replication servers – When source servers failed, they triggered an unexpected failover.
• Data flows – Erroneous data from the source system created havoc in all downstream systems.
3. Planning-system centric environment
Improve
The team then developed countermeasures to prevent the main causes of these delays. The actions taken by the
team are summarized in Table 2.
Lessons Learned
Understanding customer experience is key to driving business improvement. Applying quantitative tools and
techniques – namely the Pareto chart, control chart and cause-and-effect diagram – can focus the analysis on the
root causes of defects and inefficiencies.
Because this project involved a process that is so crucial for the recording business, the overall results are far
reaching. Due the project, the record label:
From <https://www.isixsigma.com/implementation/case-studies/delivering-record-products-without-delays-dmaic-case-