What is displayed in the case?
How will you improve this
ANALYZE Elements (Sections)
Process Flow Analysis -Address each below
-Documentation of where process flow
problems/errors/defects/delays exist
-Identification of bottleneck points (a)
-Identification of constraints (b)
-Identification of rework/defect points (c)
-Identification of the impacts of (a), (b) and (c) on
 Throughput
 Ability to meet customer demand
 CTQ attributes
-Identification of  "root causes" of
defects/problems/errors/rework/delays
(Summarize) section in this case?
Delays in the process flow exist The process flow challenges
in the process of call processing. require some improvements
The average waiting time for the to enhance its competitive
processing is long particularly on ness in the market.
Mondays and Fridays. As a Additionally, the
result, the bottleneck in the management should
company is experienced for the implement a policy to reduce
two days. The main constraints the rate of employees’
noted in the case are the lack of absenteeism for the two days.
adequate employees due to The regulation will help to
absenteeism for the two days. The ensure employees
management has no defined plans compliance and dedication to
to add more employees on the organizational goals. As a
Monday and Fridays. result, the rate of customer
It was noted that people always satisfaction, throughput and
make transfer errors during the CTQ will be enhanced.
two days. This issue is also Finally, training should be
caused by the fact that there are done to the employees to
no adequate professional reduce the cases of wrong
employees during the period. transactions made for two
Most of them are absent. The days.
errors cause numerous impacts to
the organization.
For example, the organization is
not able to meet the customer
demand that is always high
during the two days (Hallowell
2020). On the other hand, there is
a reduction in the throughput of

within the two days of the week.
Value Stream Mapping and Analysis -Address each The value-add in the
below
-Identification of value-add, non-value-add and
business-non-value-add activities
-Calculation of process cycle efficiency (PCE) and
compare it to benchmarks
-Identification of root causes of non-value-
add/defects/problems/errors/delays
the organization. This factor is
mainly caused by the reduction of
employees thus causing
overloading. Finally, the CTQ is
reduced. This factor is mainly
caused by the wrong and delayed
transactions.
According to the case, the
challenges are caused by high rate
of absenteeism of the qualified
employees. Additionally, the high
rate of employment of
unqualified staff is a major cause.
Finally, the organization has no
planned attendance to the calls
It is recommended that the
organization includes customer management should give
call backs and reduction of the training to all the employees
waiting time during the two days. regarding the transfer’s and
The non- value add in the communication to ensure that
business includes inspection of the prevalent delays and
the transfer processes, and errors are reduced.
enhancement of the employees Additionally, the management
work condition during the two should give random
days. supervision to ensure that all
The business non- add activities the employees are present
include training of the employees throughout the week.
and policy development to rebuke
absenteeism.
The PCE rate is higher compared
 to the benchmark for the entire
week.
The case articulates that the
delays in the non-value-add are
caused by the low level of
knowledge among the employees
Root Cause Analysis (Analysis of Data Collected in
the Measure phase)
Knowledge: Effective training Knowledge should be
causes impacts of the customer enhanced by training while
-Identify/ascertain Key Process Input Variables
results within the company. the resources should be
(KPIVs) (Xs)
Resources: The communication provided to enhance the
resources affect the throughput throughput.
Training should be done and a
-Identify/ascertain of Stratification variables (e.g., by The knowledge of workers is the
follow up conducted by the
the worker, by location, by shift, etc.) (Xs) stratification variable.
management
The customer dissatisfaction as
Inducing a policy and follow
- Identify/ascertain Key Process Output Variables well as the wrong transfers are as
up would help to enhance this
(KPOVs) (Ys) a result of the lack of employees
factor
absenteeism (Hallowell 2020).
-Brainstorming technique Not evident Not evident
This technique was used to
identify the cases of the
-5Why technique Evident challenges the organization
faces on Mondays and
Fridays
-A3 technique Not evident Not evident
-FMEA Analysis Not evident Not evident
The effect analysis should be
-Cause-Effect Analysis/Diagram(s) Evident updated to include root cause
of the challenges
Calculations leading to the
-Pareto Chart(s) Evident
chart should be shown
 Standard (needs no
-Histogram(s) Evident
improvement)
-Run Charts(s) Not evident
-Control Charts Not evident
-Documentation of potential causes of
Not evident Not applicable
defects/errors/problems
Despite the fact that the plots
The scatter plots are are standard, an improvement
distributed in the existing of additional plots should be
-Perform statistical analysis to confirm or refute cause-
graphs. On the other done to increase validity
effect relationships (of Ys and Xs) - Address each
hand, the case provides The regression requires to be
below.
various experiments based on additional data from
regarding customer the organization to enhance
 Scatter plot
satisfaction. The accuracy
 Design of Experiments
regression of the trends of The ANOVA method was
 Regression
the costs by call exists in standard and needs not
 ANOVA
the case. ANOVA enhancements.
 Hypothesis Testing
statistical analysis was The hypothesis testing
 Any other tools
also found in the case. A. method should be calculated
Hypothesis testing was and the p-value leading to the
evident. verification of the hypothesis
shown
In future, training and
The root causes targeted for following up the employees
-Documentation of the root causes that will be targeted
enhancement include employees would help to prevent the
for improvement
knowledge and transfer errors challenges facing the
organization
The management should
- Prioritization (narrowing of the) and selection of root The prioritized cause is the
develop training programs for
causes as prime improvement targets knowledge of the employees
the employees
-Summerize any other tools or techniques that were The fish bone technique was Apparently, the technique is
used in the IT Call Center case for identification and used in the identification of the to standard
prioritization of root causes of
root cause of the organization a
problems/errors/rework/delays/mistakes/defects
-Suggest techniques you would like to see used in
The Fish bone technique Not applicable
developing the 

References

Hallowell, D. L. (2020) A SIX SIGMA CASE STUDY – TUTORIAL FOR IT CALL CENTER – PART 4 OF 6.
https://www.isixsigma.com/implementation/case-studies/six-sigma-case-study-tutorial-it-call-center-part-4/