Using models to drive process improvement
Download
1 / 32

Using Models to Drive Process Improvement - PowerPoint PPT Presentation


  • 71 Views
  • Uploaded on

Using Models to Drive Process Improvement. Kurt D. Roudabush, PMP CMQ/OE, CQE, CQA, CSQE. Where are we going?. Why? How? Is there something better?. Where are we going?. Why? How? Is there something better?. Experience That Is Too Common.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' Using Models to Drive Process Improvement' - jermaine-burris


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Using models to drive process improvement

Using Models to Drive Process Improvement

Kurt D. Roudabush, PMP

CMQ/OE, CQE, CQA, CSQE


Where are we going
Where are we going?

  • Why?

  • How?

  • Is there something better?


Where are we going1
Where are we going?

  • Why?

  • How?

  • Is there something better?


Experience that is too common
Experience That Is Too Common

  • A 2-year process improvement effort is completed

  • Quickly or slowly, but steadily it begins to fade away

  • A year or so later there is little evidence anything was done!


Why do organizations most often do process improvement
Why Do Organizations Most Often Do Process Improvement?

  • Follow the leader - Everyone else is doing it

  • A champion - An executive heard about it or read about it somewhere

  • A prod - A customer demands it

  • A cause – If we don’t do something, we won’t survive


Why should organizations do process improvement
Why Should Organizations Do Process Improvement?

  • As a means to achieve organizational goals/objectives derived from strategic plans.

    • Always maintain the link to the goals/objectives and strategies

    • If you don’t, the process improvement effort will not survive an economic downturn or the loss of the key sponsor


Think programme management
Think “Programme Management”

  • My advice to organizations used to be to treat process improvement efforts as a project

  • This may not give enough emphasis to critical success factors

  • Programme management is about tying the improvement effort to the goals/objectives and ensuring that the process capabilities developed return measurable results.

  • For more info, google “OGC Managing Successful Programmes”

Key # 1!


Where are we going2
Where are we going?

  • Why?

  • How?

  • Is there something better?


Lots of ways to do it
Lots Of Ways To Do “It”?

  • SPC

  • TQM

  • ISO

  • 6 Sigma

  • CMMI/SPiCE

  • Lean

  • Lean/6 Sigma

  • Other


Define models

Presidential Citizen’s Medal - Awarded to U.S. citizens who have performed exemplary deeds or services for his or her country or fellow citizens

Define “Models”

  • What do you think of when you hear the word “Model”?


Process improvement models
Process Improvement who have performed exemplary deeds or services for his or her country or fellow citizensModels

  • Definition - A model is a collection of process elements and practices that can be used as a pattern for process development and a criteria against which a process can be assessed objectively.

  • Some examples:

    • ISO 9001

    • CMMI (Capability Maturity Model Integrated)

    • MBNQA (Baldrige Award)

    • ISO 15504 (SPiCE)


Approaches
“Approaches”? who have performed exemplary deeds or services for his or her country or fellow citizens

  • Definition - An approach is any methodology or system of tools that is been used to guide problem solving, management, etc.

  • Some examples:

    • TQM

    • 6-Sigma

    • Lean


Look at models approaches
Look at Models/Approaches who have performed exemplary deeds or services for his or her country or fellow citizens

  • Each one developed to:

    • Address a certain principle

    • Resolve a certain issue


Iso 9001
ISO 9001 who have performed exemplary deeds or services for his or her country or fellow citizens

  • Requirements:

    • 4. Quality management system

    • 5. Management responsibility

    • 6. Resource management

    • 7. Product realization

    • 8. Measurement, analysis and improvement

Focus in practice is usually on establishing foundational processes and being able to “Fly the Flag”. Should be used for much more.


CMMI who have performed exemplary deeds or services for his or her country or fellow citizens

5 Maturity Levels

22 Process Areas

Specific Goals

Specific Practices

Generic Goals

Generic Practices

Staged Representation

Continuous Representation

  • Process areas

    • Requirements Management

    • Project Planning

    • Project Monitoring and Control

    • Supplier Agreement Management

    • Measurement and Analysis

    • Project and Process Quality Control

    • Configuration Management

    • Requirements Development

    • Technical Solution

    • Product Integration

    • Verification

    • Validation

    • Organizational Process Focus

    • Organizational Process Definition +IPPD

    • Organizational Training

    • Integrated Project Management + IPPD

    • Risk Management

    • Decision Analysis and Resolution

    • Organizational Process Performance

    • Quantitative Project Management

    • Organizational Innovation and Deployment

    • Causal Analysis and Resolution

Level 2

Managed

Level 3

Defined

Focus is on Product Development Process Maturity

Level 4

Quantitatively Managed

Level 5

Optimizing


Mbnqa and mqla
MBNQA (and MQLA) who have performed exemplary deeds or services for his or her country or fellow citizens

  • 7 Categories (1,000 pts. Total)

    • Leadership (120 pts.) – Sr. leaders, governance, ethics

    • Strategic Planning (85 pts.) – Strategic objectives, action plans, deployment

    • Customer and Market Focus (85 pts.) – Customer, customer, customer

    • Measurement, Analysis, and Knowledge Management (90 pts.) – Data availability/usage/ communication, systematic performance improvement

    • Workforce Focus (85 pts.) – High performance, alignment, capability, capacity

    • Process Management (85 pts.) – Core competencies, work systems, customer value, sustainability

    • Results (450 pts.) – Outcomes, performance, process effectiveness, customer-focused, financially-focused, workforce-focused, leadership driven

Focus is on Business Excellence


Spice iso iec 15504
SPiCE (ISO/IEC 15504) who have performed exemplary deeds or services for his or her country or fellow citizens

  • European answer to CMMI

  • Process Reference Model (PRM) and Process Assessment Model (PAM)

  • Domain specific (e.g. Automotive SPiCE – software development only for the auto industry)

Focus on process maturity and continuous improvement with customization to specific domains.


Iso iec 15504 spice
ISO/IEC 15504 (SPiCE) who have performed exemplary deeds or services for his or her country or fellow citizens


Automotive spice european auto mfrs
Automotive SPiCE (European Auto Mfrs.) who have performed exemplary deeds or services for his or her country or fellow citizens


His basically german auto mfrs scope
HIS (basically German Auto Mfrs.) Scope who have performed exemplary deeds or services for his or her country or fellow citizens


TQM who have performed exemplary deeds or services for his or her country or fellow citizens

  • "TQM is a management approach for an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society." ISO 8402:1994

Focus is in involving everyone and all aspects of the business in problem solving.


6 sigma
6-Sigma who have performed exemplary deeds or services for his or her country or fellow citizens

  • Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving towards six standard deviations between the mean and the nearest specification limit).

  • DMAIC (problem solving approach)

  • Specialists – black belts and green belts

Focus on eliminating sources of error/variation with emphasis on the financial impact.


Lean who have performed exemplary deeds or services for his or her country or fellow citizens

  • A practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination.

Focus on cutting waste


Where are we going3
Where are we going? who have performed exemplary deeds or services for his or her country or fellow citizens

  • Why?

  • How?

  • Is there something better?


Pros and cons
Pros and Cons who have performed exemplary deeds or services for his or her country or fellow citizens

  • What are your goals/objectives and strategies?

  • What’s your SWOT look like?

  • What are your “Pain Points”?

  • What do your customers want/demand?

  • What is your corporate culture?


Why do we put blinders on
Why do we put blinders on? who have performed exemplary deeds or services for his or her country or fellow citizens

  • Is your organization the same as that of the developers of any of these models?

  • Do your needs match theirs?

  • It’s easy to take what worked for them and apply it (as is) in your organization – We don’t have to think! No analysis required!

  • Does it make sense?


Toolboxes
Toolboxes who have performed exemplary deeds or services for his or her country or fellow citizens

Key # 2!


Match process improvement method s to need s
Match Process Improvement Method who have performed exemplary deeds or services for his or her country or fellow citizenss to Needs

Key # 3!


How can the organization realize the greatest benefit
How Can the Organization Realize the Greatest Benefit? who have performed exemplary deeds or services for his or her country or fellow citizens

  • Good - Which of the models/ approaches seems to be the best fit or already has a champion?

  • Better – What combination of elements from them will give the strongest/quickest benefits short term?

  • Best – How is the choice going to help us reach our goals/objectives, achieve our goals long term?


How do you decide
How do you decide? who have performed exemplary deeds or services for his or her country or fellow citizens

  • What methods would you suggest?

  • Look at things like decision matrix, force field analysis, mind maps, etc.


Conclusions
Conclusions who have performed exemplary deeds or services for his or her country or fellow citizens

  • Program Management –

    • Strategies  Process Improvement  Outcomes

  • Don’t get hung up on one methodology

    • Don’t just “Study to the test”

    • Think “toolboxes”

  • Look at the needs/benefits

    • Stop focusing on the model/approach

    • They are just tools


Final recommendation
Final Recommendation who have performed exemplary deeds or services for his or her country or fellow citizens

  • Remember Deming’s 1st Point

    • “Constancy of purpose”

    • Roudabush (plagiarized) paraphrase -

      “Keep On, Keepin’ On!”