The accumulated data also revealed failures in access control points not associated with component failure. Other problems resulted from failures of system design and employee use, such as tailgating. These issues were addressed through reconfiguration of access control readers and training for nonsecurity employees.
Once those problems were addressed, remaining alarms were treated as potential breaches in security. With this in mind, security used Six Sigma methodology to devise a prioritization of responses for each access control point. The ranking considered the location of each access control point and what the security device was meant to protect. This led to the next project: identifying individual access rights.
The company’s goal was to reap ROI on the training and consultation services associated with the initial project, and to carry on with future projects without the need for outside consultation.
The access control project recouped 150 percent of the training and consultation costs. The cost savings were associated with wasted resources responding to false alarms or low-priority alarms, and the reduction in risk achieved when security was able to respond to actual incidents.
The company continued the Six Sigma program through the employee who was trained as a project leader. This ensured that the program, and the culture of continuous improvement, remained strong once the advisor and trainers departed.
Gary Retherford is founder of Six Sigma Security, Inc.