When Six Sigma Comes to Your Company,

Will Your IT Organization Be Ready?

Six Sigma is a highly structured process for
increasing proftability by improving the quality
of products and services. Six Sigmas benefts
include reduced costs and increased profts, better
customer retention, and improved emciency. Six
Sigma directly addresses several pain points con-
fronting management today:
competitive pressures for cost reduction
and efciencies
resolution of quality issues that can erode profts,
customer confdence, and time to market
longterm value creation built upon
quality and efciency
General Electric, one of Six Sigmas early adopt-
ers, said in its :ooo annual report that it had
saved a total of so.o billion (,., of sales) to
date by implementing Six Sigma. And Motorola,
where the method was frst developed, reported
in : that Six Sigma had enabled it to save s:,
billion over the previous :: years. Other compa-
nies that have adopted successful corporatewide
Six Sigma programs include Kintana customer
s Sony, Toshiba, Texas Instruments,
Hitachi, as well as industry giants Ford, Nokia,
Canon, Lockheed Martin, American Express,
DuPont, Dell, and Polaroid.
Six Sigma translates the customers desire for
quality into specifc steps that companies can take
to meet those expectations. It enforces these qual-
ity improvements by requiring rigorous statistical
process analysis and measurement. Six Sigma
seeks to improve processes through a fvestep
series of phase project, known as DMAIC: defne,
measure, analyze, improve, and control. DMAIC is
used to bring existing processes up to Six Sigma
quality levels.
A second Six Sigma project is known as
DMADV: defne, measure, analyze, design, and
verify. DMADV is used for developing new pro-
cesses or products, and may also be applied
to processes needing more radical improvement
through design and verifcation.
Table lists benefts achieved by early adopters of
this discipline.
Kintana and Six Sigma
Faster path to proftability
Table | What Six Sigma has Accomplished
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Six Sigma is anything but easy. Its a daunting
process, requiring that organizations embark
upon a tightly structured, multistep journey
toward ensuring that each process produces no
more than ,. defects per million opportunities.
(A defect is defned as anything that might fall
outside of a customers expectations).
Tats because Six Sigma forces IT to take clearly
documented steps toward defning, measuring,
analyzing, improving, and controlling its pro-
cesses. And ITs existing tools make implementing
structure and control a complex, laborintensive,
and frustrating experience. Meanwhile, the costs
of implementing and maintaining Six Sigma
level quality standards in IT all but wipe out the
potential savings. Whats management to do:
Kintana Technology Chain Management:
Quality, Cost Savings, and Control
Kintanas products were designed from the
ground up to rapidly and easily improve the qual-
ity of all IT operationsmaking Six Sigma imple-
mentation by IT organizations a relatively easy
and far less expensive process. By automating
IT procedures that formerly required repetitive
manual intervention by highlevel staf, and by
bringing structure, control, automation, and accu-
racy to all IT functions, Kintana fully satisfes the
Six Sigma demands for process defnition, mea-
surement, analysis, improvement, and control.
Many companies today complain about the poor
alignment between their business strategies and
their IT operations. Teir IT stafs energies are
consumed by the daily tasks of managing com-
plex sofware and hardware. Forced to struggle
with repetitive manual procedures, they simply
dont have the time to deploy new strategic
systems as fast as business would like them.
And, until now, IT hasnt had a platform to imple-
ment the kind of highly automated, structured,
visible, and emcient processes that would permit
it to respond more rapidly to the business sides
requirements, much less implement Six Sigmas
strict quality standards.
Kintana gives IT this platform. Technology Chain
Management from Kintana gives IT the visibility,
control, and automation it needs to operate at
the speed of todays business, at Six Sigma
levels of quality.
2
Table | The Cost of Quality
As Table : shows, the cost of quality falls
steadily as a company improves the emciency
and accuracy of its processes by advancing
through the fve steps toward Six Sigma. Unfortu-
nately, though, when it comes to implementing
Six Sigma in IT organizations, management
encounters a troubling dilemma.
Six Sigma is a tough challenge for any organiza-
tion, but for IT, it can seem close to impossible.
In fact, it has been estimated that enterprises
embarking on Six Sigma programs through :oo:
will spend at least :o percent more on their
IT applications and infrastructure than organiza-
tions that do not (o.8 probability).
Sigma () Levels
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Kintanas Revolutionary Solution for IT
Kintanas Technology Chain Management (TCM)
is a revolutionary new solution that completes an
enterprise sofware suite by fully aligning IT to
business objectives and by delivering technology
solutions faster and at lower cost. TCM gives the
CEO the missing fourth wheel to drive the entire
business in real time.
TCM is to the CIO what CRM is to the SVP of
Sales, what ERP is to the CFO, and what HRMS is
to the VP of HR. Tese enterprise applications pro-
vide automated processes, collaboration between
functions, and ,oo visibility and control to their
respective business units. It is ironic that IT, the
very group responsible for implementing these
critical enterprise applications and integrating and
automating the rest of the business, has never
before had this kind of solution for its own beneft.
Most IT organizations are still functioning in sepa-
rate silos of expertise, are falling further behind in
their ability to respond to business requirements,
and are attempting to deal with increased com-
plexity by throwing more expensive resources at
the problem.
With technology rapidly becoming a core com-
petency for every business, the absence of an
enterprise solution for IT has held companies
back, limited their competitiveness, and increased
costs. Kintana now provides that solution
TCMmaking it possible to run IT like the rest of
the business, and to help run the entire business
in real time.
From capturing upgrade/enhancement requests
to automating code deployment, Kintanas com-
plete Technology Chain Management solution
speeds the technology of business. Kintana prod-
ucts include:
Kintana Drive
An initiative management solution, Kintana
Drive enables organizations to streamline and
standardize the planning, tracking, and
execution of initiatives.
Kintana Create
An enterprise request process management
solution, Kintana Create allows companies
to standardize all technologybased processes
by automating and managing information
aggregation, prioritization, and approval.
Kintana Deliver
A deployment management solution, Kintana
Deliver enables IT to automate and manage the
migration, staging and deployment of technologies.
Kintana Dashboard
visibility and control over initiatives and oper-
ational tasks. Visual displays and exception reports
tailored to an individuals role give an instant birds
eye view and provide drill down for details.
Kintana Accelerators
Complementary to Kintana Create, Deliver, and
Drive, the Kintana Accelerators provide builtin
best practices and automation for specifc applica-
tion technologies such as ERP, CRM, and eCom-
merce, commonly used by IT organizations.
3
Kintana is :oo Pure Java. All of Kintanas
products are based on industry standards for
scalable Internet applications, with a powerful
common repository (an Oracle database) from
which extensive reports can be generated.
Figure shows the portfolio.
Without Kintanas integrated solution, highly paid
IT staf fnd themselves spending large amounts
of time on maintenance and marginal projects.
Perhaps thats why :8 percent of all IT projects fail
and o percent are either over budget, completed
late, or have suboptimal functionality. Kintana
sofware forces technology initiatives through an
approval process that ensures conformance with
corporate goals, including Six Sigmas DMAIC
projects, while greatly improving process quality:
Kintana standardizes the way business goals
and IT requests are logged, making it easy for
everyone to speak the same language and enforc-
ing the goals, while supporting the Six Sigma
requirements of defnition and measurement.
e Kintana Dashboard provides realtime
visibility, permitting immediate status checks
and dynamic adjustments, and fulflling the Six
Sigma requirements for analysis and control.
Kintana allows companies to categorize IT initia-
tives as a function of the business goal they sup-
port. is quickly weeds out projects that have
lost alignment and permits rapid, easy reorder-
ing of priorities as goals change. is capability
supports the Six Sigma requirements of process
defnition, analysis, improvement, and control.
Kintana solution spans the entire IT project life
cycleplan, build, deploy, and maintainallow-
ing the organization to use one solution at all
levels (see next section). is saves time, and
reduces complexity as well providing easy access
to real time information needed for a successful
six sigma implementation.
4
Technology Chain Management by Kintana is
simply the best way to bring the complexity of
IT under control, for rapid implementation of Six
Sigma initiatives. Kintana builds visibility, accu-
racy, and speed into IT operations, meeting the
stringent Six Sigma requirements for defnition,
measurement, analysis, improvement and control,
while flling managements need for predictable
quality, cost reduction, improved proftability, and
highly responsive alignment.
Figure | Kintana Product Portfolio
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Six Sigmas Tiered Implementation
Process Improvement Through DMAIC
As mentioned earlier, Six Sigma seeks to improve
processes through a fvephase project known as
DMAIC: defne, measure, analyze, improve, and
control. When applied to key levels of organiza-
tion, each step produces diferent, although com-
plementary results. Te success of Six Sigma is
defned as the extent to which it transforms each
level of an organization to improve the organi-
zations overall quality and proftability. Table
shows how DMAIC is used at diferent levels.
Kintanas Tiered Approach to IT Implementation:
Indispensable Support for Six Sigma
Kintanas Technology Chain Management
solution ensures that any IT initiative is not
only consistent with overall corporate initiatives,
but it is also consistent and applicable at all dif-
ferent levels of the organization. Kintanas tiered
approach to IT implementation breaks any such
implementation into three distinct levels that
match the organizational hierarchy implementa-
tion needs. At the highest level, initiatives are
approved by senior business and IT managers
based on the organizations corporate initiatives.
Subsequently, projects are defned to fulfll the
needs of diferent entities within the organiza-
tion. Finally, processes and tasks required are
identifed to ensure the successful completion of
the desired projects. Metrics at any lower level are
also identifed and linked back to higher levels
to provide the real time visibility and control
required at any level by the process/task, project,
and the initiative owners.
Tis approach is consistent with the way Six
Sigma is applied to the three key organization
levels: business, operations, and process.
Figure depicts such relationships.
5
Table | Six Sigma Steps
LEVEL
defne
measure
analyze
improve
control
business
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ITs Contribution to DMAIC Results
As we mentioned earlier, Six Sigma poses a
daunting challenge for all of a companys divi-
sions, but for IT in particular, implementing Six
Sigma and achieving the desired DMAIC results
without a clear model can seem next to impos-
sible. For this reason, it is crucial for the IT
organization to pursue the following steps:
clearly understand the DMAIC requirements
and the expected results as they relate to IT
identify and map the existing IT processes
that can contribute to the desired results
identify the missing and inappropriate
existing IT processes that do not meet
the DMAIC requirements
create a process improvement plan
to achieve the desired results
identify appropriate tools and technologies
needed to achieve the results within the
constraints of the IT organization
implement new solutions and processes
Table ,, in the previous section, outlines the
DMAIC requirements for the three key levels.
What follows is a model that covers the func-
tionality and processes within an IT organization.
At the highest level, the IT functions consist of:
strategy and planning
tying business drivers to IT strategies
customer service management
request management; balancing request loads
with available resources; IT/Business collaboration
delivery
release management; change control;
projects; solution deployment
6
program management & coordination
multiple project coordination and management
governance/administration
high level visibility and status into all projects
provides administrative capabilities such as
performance reporting; quality management;
legal; fnance; etc.
Figure , shows a general model of IT functions
and subfunctions. Tese activities are conducted
diferently by diferent organizations, but most
large IT organizations perform most or all of
these functions in some way. And TCM from Kin-
tana can be confgured to support most of these
functions.
Kintanas Technology Chain Management assists
any IT organization involved in a Six Sigma
implementation by:
providing a solution that ties all of an
organizations business initiativesincluding
Six Sigmato the IT strategies that are
required to support them.
providing detailed, clear guidelines and metrics
for each step of each IT process, from planning
to delivery and program management, including
highlevel administration functions
encompassing the requirements for any success-
ful IT implementation, while also providing real
world guidelines for charting ITs contribution to
a successful Six Sigma implementation
providing the IT organization with the tools and
the means to meet new requirements by:
modifying existing processes
creating new processes
automatically managing all changes
providing metrics & visibility at any stage
Without Kintanas TCM, ITs job would be
much harder, and a companys Six Sigma
championwhether the CEO, or any other
Clevel executive who champions the efort
will lack the visibility and control required to
manage the Six Sigma process.
How Kintana Improves CriticaltoQuality
Processes as Required by Six Sigma
In Six Sigma, the primary aim is to identify core
processesthe processes of an organization that
add value to the fnal product or service delivered
to the customer. Te next step is to identify the
measurable and actionable key characteristics of
these processes that directly impact the perceived
quality of the process, product, or service. Such
key characteristics are called CriticaltoQuality
characteristics, or CTQs.
Figure shows how Kintana fully integrates IT
processes, from planning through deployment
and maintenance, while simultaneously improv-
ing the Critical-to-Quality processes in IT.
7
Figure | A General Model of IT Functions and Subfunctions
strategy
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Figure | Reduction in Time to Revenue:
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Kintana Client Case Study
Figure , shows a specifc example where Kintana
reduces timetorevenue for a new customer
server setup by automating and structuring
the related IT procedures. Te chart provides
beforeandafer metrics for an actual Kintana
implementation. Tis example demonstrates how
a customer used Kintanas Technology Chain Man-
agement solution to streamline a process. During
a Six Sigma implementation of a similar process
Kintana can signifcantly improve CTQs at the pro-
cess level. Based on an actual case study, the chart
shows how Kintana helped a customer achieve
improvements in the following key CTQ areas.
Speed
Reduces average setup time from
hours to hours
Accuracy
Automates manual tasks and standardizes
repeatable processes, reducing the risk of time
consuming errors and rework
Reliability
Automates deployment of technology changes,
making implementation faster and more reliable
Efciency
Standardizes project approach, allowing
management to design, implement and enforce
the use of the fastest, most efcient processes
9
From Information Weeks Innovation column,
September :,, :ooo: Before the implementation
of Kintanas novel type of system automation, it
took this ASP customers engineers ::o hours to
install and confgure PeopleSof applications for
a single customer. Now it takes four hourswith
little or no human intervention. Further, this
Kintana client also cut testing requirements both
in terms of stamng and the number of quality
assurance tests required. Te testing phase has
been cut from fve steps to one. We were in
an endless chain of hiring more personnel to con-
duct tests, says the VP of Client Services. Tats
now a thing of the past, and those personnel dol-
lars can be applied elsewhere in the company.
Kintana Client Case Study
Figure o shows how Kintana helped a manu-
facturing client achieve emciencies in the data-
base refreshes, a common process that becomes
increasingly frequent near go-live time for new
deployments. Automating database refreshes
reduced staf time for that process by o, and
eliminated a serious bottleneck that impeded
projects at critical periods.
Speed
Kintana frees IT personnel from repetitive tasks
through automation, allowing them to focus
on their core skills
Knowledge Transfer
Kintana facilitates knowledge transfer by docu-
menting best practices and reusable solutions
Productivity
Kintana allows new people to focus on Kintana
as the main interface for project management,
reducing training time and allowing them to
become productive quickly.
Elimination of Dependencies
Kintana reduces dependence on
experienced individuals, by
institutionalizing business processes
Figure | A Bottleneck Eliminated
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10
Tis company is a diversifed industrial manu-
facturer with a large presence in the automotive
sector. Tis company told InfoWorld that
Kintanas capabilities allowed the company to
rapidly reduce staf time by o for this partic-
ular process, while simultaneously reducing the
time it took to make hundreds of code changes
in approximately ,o Oracle environments.
InfoWorld said, Te average enterprise code
change now takes one day instead of seven days,
and an emergency code change now takes four
hours instead of : hours.
Kintanas Key Values
Te foregoing case studies clearly illustrate
Kintanas key values:
Kintana reduces time to market,
by eliminating bottlenecks and delays
Kintana lowers stafng costs,
by leveraging and retaining scarce IT personnel
Kintana improves IT productivity,
by enforcing consistent processes
Kintana reduces risk,
by automating error-prone tasks
Kintana aligns IT with business strategies,
by enabling IT to react quickly and efciently,
and by giving business leaders complete visibility
and control over IT processes
Table summarizes the strong commonality
of benefts between the Six Sigma process and
Kintanas products. (Te metrics cited are from a
study and a survey of Kintanas clients conducted
by a major international consulting frm.)
Table | Comparative Beneft Analysis
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t|em |mjre.e t|e|r jreaact ae||.er|e. +aa aew jreaact |atreaact|ea.
| +atem+t|a rejet|t|.e t+.|. +aa jre.|a|a re+|t|me .|.|||||t
|ate t|e .t+ta. er jreject., ||at+a+ reaace. errer. +aa aelect.
+aa |mjre.e. |a+||t
||at+a+ \er|ew +atem+te. rejet|t|.e t+.|. +aa
e||m|a+te. errerjreae jrece..e.
iee el .ar.eea ||at+a+ ca.temer. rejert |mjre.ea |I jreaact|.|t
iee el .ar.eea ||at+a+ ca.temer. .trea| +ree
t|+t ||at+a+ |e|j. t|em reaace aej|emeat r|.|.
||at+a+ tre+te eer. + .|.a+| wer|ew t|+t c+a
e+.|| tr+c| +aa recre+te jrece..e.
ie-z; |mjre.emeat rejertea | .ar.eea ca.temer.
Six Sigma Kintana solution (sample clients)
11
Summary
Six Sigmas stringent demands can force compa-
nies to increase their IT budgets by up to :o.
Organizations considering Six Sigma would do
well to consider these increased infrastructure
costs when estimating ROI on their Six Sigma
programs. With full implementation, Kintanas
clients can expect to save :o-:, in their
overall IT costs, so implementing Six Sigma with
Kintana can ofset the additional Six Sigma IT
costs. Meanwhile, the ROI from implementing Six
Sigma can be huge. And Kintanas costslashing
features continue to deliver enhanced proftabil-
ity, year afer year.
Kintana lowers the cost of Six Sigma compliance
by automating IT processes, accelerating IT
throughput, reducing stamng requirements, and
enforcing the quality standards that turn the Six
Sigma dream of enhanced profts into a reality.
Kintana is the only endtoend solution for fast,
emcient Six Sigma implementation by IT.
Kintana has been rigorously tested by over :,o
companies. For companies seriously considering
moving toward Six Sigma quality and proftabil-
ity, Kintana is a requirement and an aid to Six
Sigma compliance.
www.kintana.com | 1-877-KINTANA