Can Six Sigm a & CMMI Get Along? ( The answ er is Yes!) Keith Lutz – keith.lutz@intel.com Lisa Isenberger – lisa.isenberger@intel.com Alan Zevenbergen - alan.e.zevenbergen@intel.com Session: sepg1439
About I ntel I T Flex Services I T Flex Services ( “Flex”) is I ntel’s internal, full-service technology solution provider and consulting practice. Accessible: Available to all Intel business units as well as to various external initiatives. Valuable: We deliver $130M+ annually in built-to-order solutions and services through a scalable fee-for-service business model. Flexible: We extend and complement core IT and other partners' technical capacity with additional burst capacity and resources. Unique: We offer a blend of industry talent and familiarity with Intel business processes and products not available anywhere else. 2 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
I T Flex Services 3 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
Flex AQI Program “Accelerated Quality Improvement”: • Internal quality improvement program (i.e. SEPG) for Flex Services • An overhead function in a break-even Pay-Per-View organization • That means we must both improve quality and be increasingly efficient • Use Lean / Six Sigma as a methodology for improving our program practices as well as optimizing our organizational processes 4 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
DMAI C Overview How are What is What needs How do w e What is w e doing? w rong? to be done? guarantee important? performance? Defin Define Describe the problem or opportunity, goal, process and requirements Measur Measure Gather data about the problem and process Analyz Analyze Use hypothesis and data to find root causes Improve Improve Develop, implement and refine solutions Con Contro rol Plan for stability and measurement 5 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
DEFI NE - AQI Productivity I m provem ent* Problem Statem ent/ Business Need: AQI is required to maintain an improved rate of process engineering • toward implementing CMMI ML3/ ML4, but at a reduced cost. The Flex break-even business model puts constant pressure on spending • toward process improvement Intel business conditions add focus in efficiency improvements • Goals/ Objectives : Demonstrate 15.0% or greater improvement in process engineering • productivity toward closing CMMI ML3/ ML4 gaps while maintaining existing pace of 2-4 “gaps” closed per month on average and an effort budget of no more than 2000 hours/ quarter. Finance-Approved Business I m pact: Over three years , this translates to a Business Value of $ 1 3 8 -$ 2 7 7 K . • * Taken from Six Sigma project charter document 6 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
DEFI NE - AQI Productivity I m provem ent What improvement is targeted and what will be the impact? Baseline/ How do you quantify Metrics Goal Units success? Current Monthly Gaps Monthly .00529 Improvement Goal .0046 Closed/ Productivity (+15%) Effort Hr Goal Boundary Condition Monthly Gap 2-4 2-4 Equivalents Maintain (or Exceed) Closure rate per Month Boundary Condition Quarterly Effort Hours 2000 2000 Maintain (or Decrease) Effort rate per Quarter 7 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
Measure - Problem Quarterly Process Improvement Productivity IT Flex AQI Program 3,000 0.0080 2,500 Effort (hours Productivity 0.0060 (gaps/hr) 2,000 1,500 0.0040 1,000 0.0020 500 - 0.0000 Q1 Q2 Q3 Q4 Quarter Figure 1 a – Q4 ’0 6 Data Added ( Q4 productivity= 0 .0 0 4 7 ) 8 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
MEASURE - AQI Productivity I m provem ent Process Map: start no Named template CIs Plans Draft Process Tree Map: LLR Develop Plan the work Plans in Process yes A Requirements NVA synch? Development Engineering PMC N: Existing Assets C: Allocated HLRs C: LLRs C: Blank templates P/ C: Priority C: Release milestones C:Development envt N: Existing Assets N/C: Resources N/C: Process Engineers N/C: PMs C: LLRs C: Process characteristics no WPR defects/decision Rework EAP defects Rework WPR Ready for EAP A yes B NVA EAP? NVA C: Draft process N/C: Participants C/N: Reviewers C: Process collection N: PM (changed and new) C: LLRs C: training C: WPR process Rew ork V&V Updated PIID rework RRR decision RRR records Assess the Expected gaps RRR Ready to B process yes yes closed? NVA release? NVA no C: Process collection C: Release criteria no P CMMI C: RMT P PIID C: HLRs Potential N/C:Compliance Mgr N/C: Team leads Reqts for N/C: Program mgmt New Release or Rework Decision QMS, updated C Release Assets end C: CA C: RRR decision C: Dev repository C: Production QMS Key Takeaw ays: Planning and Review are taking more effort than expected and have non-value added steps in the process diagram – improvement opportunities!! 9 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
MEASURE - AQI Productivity I m provem ent Process Suppliers Inputs Outputs Customers Top level Providers of the Resources required by Deliverables from the description of Anyone who receives a deliverable from the process required resources the process process activity Requirements Requirements number of gaps requirements Satisfies Requirements (RRR Alan (PIID status) gaps left to CMMI ML3 allocated criteria met) Support/Improve Biz quality (useful & painfree) end users satisfies requirements (ticket gap doman closure) skillset and (SCAMPI-ready in Q2'08) availability to ML3 compliant on Vanguard support work to Support/Improve Biz quality Flex Staff resources be done Effort Budget is low Flex Staff quality QMS assets model improvement (standard CMMI goals & practices expectations tangible / available appraisers process (step processes) 6.4 in priority, severity, particular) reqts are clear, Alan (PIID end users tickets concise tangible / available Changes) relevance to our clear & conflict-free (coach- IT, Flex staff, Intel other biz rets processes/org able/audit-able) PQAG clear/conflict-free (teachable, conflict- free) Training process release Satisfies Requirements (RRR criteria met) AQI Program Mgt. Key takeaw ays: Knowing our Critical for Quality indicators helps us prioritize areas of opportunity and avoid fixing one thing just to break something else equally important. 1 0 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
ANALYZE - AQI Productivity I m provem ent Next Steps Key Takeaw ays: Using Cause and Effect Matrix and Pareto Chart , we identified top four key process step/ inputs to further analyze: Plan the work – PMs • Plan the work – Planning • participants WPR – PMs • WPR – WPR Process • Project team used FMEA ( Failure Modes Effects Analysis) to identify root causes and appropriate actions. 1 1 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
ANALYZE - AQI Productivity I m provem ent FMEA (Failure Modes and Effects Analysis) was completed to identify root A - Establish Criteria for selecting right A- Lisa; causes with biggest impact: reviewers for Standard WPR methodology w/in AQI program; Inappropriate reviewer • selection B - Improve controls B- Alan PM skill level • C -Establish Criteria for selecting right PMs; C-Keith; Poor Design • D- Improve controls D-Alan Poor controls/ detection • E - Implement Design Phase and Design E-Keith; Reviews into AQI lifecycle; Actions/ Owners were F- Improve Controls F-Alan identified for each 1 2 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
ANALYZE - AQI Productivity I m provem ent Actions validated by re-calculating RPN for post-fix scenario Key Takeaw ays: Actions taken will improve highest RPN items in FMEA, but also address lower ones through ‘collateral benefit’ effect. Flex Alternative Selection Process wasn’t used in this case, but gives a good framework for evaluating alternative actions during this step if needed. 1 3 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
I MPROVE - AQI Productivity I m provem ent Implement changes during “Sally” release Early Adopter Period and test with AQI program. Quality Improvement Process • – WPR criteria added – AQI PM criteria added – AQI lifecycle added, includes design reviews – PPQA processes placed emphasis on AQI Aligned PQAG resources to mentor and review AQI projects • – Adds control over AQI activities same as with full projects Pending successful pilot, implement to production with “Sally” release at end of Q2. 1 4 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
I MPROVE– New W ork Product Review form Clarified review scope Autom ation 1 5 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
I MPROVE - AQI Productivity I m provem ent Baseline Pilot Key Take away: There is relative decrease in the V&V effort, yet a relative increase in rework effort. This indicates that the V&V activity is still finding defects and driving rework, just more efficiently. 1 6 2 / 1 9 / 2 0 0 8 I T Flex Services - - 2 0 0 5 I QA W inner
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