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ITIL 与 Six Sigma 的应用

写在文章前：本文仅为个人学习 ITIL 与 six sigma 时的笔记资料，大部分内容来自于网

上及 CISA guide,因此文中中英文混杂，仅供参考.

Service is the means to deliver value to the customer. The service “facilitates the outcomes
customers want to achieve.”

six sigma

Six Sigma seeks to improve the quality of process outputs by identifying and removing
the causes of defects (errors) and minimizing variability in manufacturing and business
processes.it forcus on the quality management.

6sigma 管理即要求企业在整个流程中（而不仅限于产品质量），每百万个机会中的缺
陷率少于 3.4。

a defect is a customer experience with the process, service or product that is outside of the
customer expectations or requirements.

Core

Note: CTO critical to quality

VOC two levels:

 How the process or services and defects addressed by six sigma, are those that impact a
firm’s customers.(customer-facing issues)
 Thoses issues that could impact the business strategy, objectives and goals.

Core : customer-based issues will eventually impact business goals or objectives.

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If to achieve the six sigma ,it means the dpmo should reduced to 3.4(DPMO:defects per
million opportunities)

method
Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-Check-
Act Cycle. These methodologies, composed of five phases each, bear the acronyms DMAIC
and DMADV.[12]

 DMAIC is used for projects aimed at improving an existing business process.[12] DMAIC
is pronounced as "duh-may-ick".
 DMADV is used for projects aimed at creating new product or process designs.[12]
DMADV is pronounced as "duh-mad-vee".

DMAIC
DMAIC IS thought of as a reactive practice. In other words, it uses or ‘reacts to ‘ the
performance data of existing processes or services to target areas of concern and correct
them.

DMAIC 是指定义（Define）、测量（Measure）、分析（Analyze）、改进
（Improve）、控制（Control）.

一个完整的 6 西格玛改进项目应完成“定义 D”、“测量 M”、“分析 A”、“改进 I”和

“控制 C”5 个阶段的工作。每个阶段又由若干个工作步骤构成.

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通用，摩托等采用的 6 步或者 12 步，12 步的模型如下图所示

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其中: CTQ CRITICAL TO QUALITY

每个阶段都由一系列工具方法支持该阶段目标的实现。表 5-2 列出了每个阶段使用的典

型方法与工具：

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NOTE：six sigma 质量管理过程中使用的工具可参考 Quality management tools and

methods used in Six Sigma http://en.wikipedia.org/wiki/Six_Sigma

DMADV
Dmadv is more proactive in nature.DMADV supports the development of a new and well-
designed process that should perform far better from the outset as a result of the
analytically based design process.

It is knows as the practice of design of six sigma(DSS). DSS operates under the principle that
a process, product or service can be designed with quality in mind.it contains the following
phases:

 Define
 Measure
 Analyze
 Design
Develop and optimize the service process to meet the customer requirements

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 Verify
Test/pilot the process and transition to cutomer and test that the implemented process
meets the target performance or customer specifications

Six sigma 与 ITIL

ITIL and six sigma should focus on the customer and not necessarily IT. So it is important to
understand the customer needs and listen to the VOC.

Managing organizational change is the number one issue that must be addressed.

ITIL is the industry best practice for ITSM.(IT SERVICE MANAGEMENT). While ITIL helps
establish consistent processes, Six Sigma improves process quality by eliminating defects.
The two approaches are a powerful combination for continual IT service improvement.

Six Sigma provides IT with a way to baseline service quality level, prioritize and focus on
what’s important to the business/customers, quantify improvement for return on
investments, and control improvement.

ITIL v3 Six Sigma Combined benefits

Establishes consistent Improves process/service Improved IT process
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processes quality efficiency, service

 Focus on IT/business  Focus on CTQ quality while minimizing
integration (critical to quality costs.
—Service strategy  Reduce variation/
—Service design defects/costs
—Service transition —Define
—Service operation —Measure
—Continual service —Analyze
improvement —Improve
—Control
Guidelines (what?) Techniques (how?) Improved
  five books  VoC (voice of the communication with the
 24 processes customer) business counterparts
supporting the life  Pareto charts and metrics selection.
cycle  Failure modes and  Baseline service
effects analysis quality
 Control charts  Prioritize and
 Process sigma value focus on CTQ
   Quantify
improvement
for ROI
 Sustain
improvement
Comes from IT Comes from the business Better
integration/alignment
between IT and the
business.
ITIL needs other industry Six Sigma is more efficient Improvement projects
accepted practices (Six with available data to are more effective due
Sigma, Cobit, TQM, ISO). analyze. to the large volume of
data in the world of IT.

six sigma 与质量管理方案

六西格玛质量管理方案和其他质量管理方案一样都已用了数学统计分析，但其区别在
于分析的关注点。

The primary different between six sigma and other quality initiatives is that six sigma
improvement efforts are based on the “voice of the customer”(VOC). This provides a lens
through which a quality initiative can be directed.

六西格玛质量管理侧重于 impact customer 的 quality issues.

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IT 治理—COBIT

其中：

CSF: CRITICAL SUCCESS FACTORS

KPI：Key Performance Indicator

KGI: Key Goal Indicator

Relationship among KGI, CSF, and KPI

KPI and CSF are the relative terms to KGI, and understanding the relation among them helps
understand KGI more deeply.

 KGI: An indicator to measure the degree of goal accomplishment. KGI defines

specific goals and the metrics for them.
 CSF: A factor that significantly affects the accomplishment of KGI. CSF clarifies items
for which we should intensively allocate resources.
 KPI: An indicator used to see whether CSF is in desired condition or not. KPI defines a
quantitative index.

Clarifying these three enables us to determine concrete actions necessary to accomplish

goals as well as monitor them. Although both of KGI and KPI are effective tools to grasp the

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status of administration, the latter is an indicator to grasp the status on the way while the
former is an indicator to decide whether the ultimate goal is achieved or not.

As an example, KGI, CSF, and KPI are here defined in a hypothetical case of a railroad
company.

KGI CSF KPI

10％ increase in Net sales per the customers of accessories of more than
sales customer ＄10 >30%

10％ reduction in inventory control up to a week's investory

cost cost
suit point

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Continual service improvement model

Process 可以从四个维度去考核：value, quality, performance and compliance

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基本的六步优化程序

Service management with six sigma

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