Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
1
The Fundamentals of Six Sigma
Rick Hefner & Mike Sturgeon Northrop Grumman Mission Systems
[email protected], [email protected]
,
28 April 2003
Software Technology Conference
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
2
Agenda
Six Sigma Fundamentals
Applying Six Sigma to Engineering
Organizational Implementation
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
3
Audience Background
What experience have you had with Six Sigma?
– Just starting to hear about it
– My organization is considering implementing it
– I have experience implementing it
Are you familiar with the Software CMM? Levels 4-5?
Are you familiar with the CMMI? Levels 4-5?
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
4
Agenda
Six Sigma Fundamentals
Applying Six Sigma to Engineering
Organizational Implementation
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
5
What is Sigma?
Sigma (s) is the Greek symbol used to represent
standard deviation, a measure of the variation from the
mean in a normal distribution
– Six Sigma implies a process where any value outside the spec is
a extremely rare occurrence
Target upper
spec lower
spec
0.001 parts per
million (ppm)
0.001 ppm
± 6 sigmas
( 99.9999998% “good”)
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
6
What is Six Sigma?
Six Sigma is a management philosophy based on meeting
business objectives by reducing variation
– A disciplined, data-driven methodology for decision making and
process improvement
To increase process performance, you have to decrease
variation
Defects Defects
Too early Too late
Delivery Time
Reduce variation
Delivery Time
Too early Too late
Spread of variation
too wide compared to
specifications
Spread of variation
narrow compared to
specifications
Greater
predictability in the
process
Less waste and
rework, which
lowers costs
Products and
services that
perform better and
last longer
Happier customers
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
7
A Typical Six Sigma Project in Software
Customers express concern that software defects are
causing frequent failures in the field
A Six Sigma team is formed to scope the problem, collect
data, and determine the root cause
The team’s analysis of the data determines that poorly
understood interface requirements account for 90% of the
problems in the field
The project collects data to verify the problem has been
corrected, and continues collecting data to ensure the
problem does not return
The organization’s requirements solicitation process is
modified to ensure future projects do not encounter similar
problems
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
8
Roles & Responsibilities
Champions – Facilitate the leadership,
implementation, and deployment
Sponsors – Provide resources
Process Owners – Responsible for the processes being improved
Master Black Belts – Serve as mentors for Black Belts
Black Belts – Lead Six Sigma projects
– Requires 4 weeks of training
Green Belts – Serve on improvement teams under a Black Belt
– Requires 2 weeks of training
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
9
Six Sigma History
1985-1992
Motorola
Texas
Instruments
Period of
Design
1993-1994
Asea Brown
Boveri
Period of
Refinement
1994-1996
Allied Signal
General
Electric
Period of
Results
1996-1997
Nokia
Mobile
Phones
Bombardier
Siebe
…
Period of
Competitive
Assessment
1985-1992
Lockheed
Martin
Sony
Crane
Polaroid
Avery
Dennison
Shimano
Period of
New
Technology
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10
IMPROVE
• Customer
CTQs
derived and
documented
• CTQs
Measured
• Process
Capability
• Process
Stability
• Baseline
Sigma
Calculated
• Identify,
Quantify and
Verify Root
Causes
• Benefits
Estimated
• Ongoing
Measurement
& Monitoring
Plan
Implemented
• Process
Standardized
• Benefits
Validated
• Cost/Benefit
Analysis
Process Improvement — DMAIC
Charter team,
map process &
specify CTQs
Measure process
performance
Identify &
quantify root
causes
Select, design &
implement
solution
Institutionalize
improvement,
ongoing control
DEFINE MEASURE ANALYZE
IMPROVE CONTROL
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
11
Charter team,
map process &
specify CTQs
Measure process
performance
Identify &
quantify root
causes
Select, design &
implement
solution
Institutionalize
improvement,
ongoing control
DEFINE MEASURE ANALYZE
IMPROVE CONTROL
Define Phase
Define the project’s purpose and scope and get background on the process and customer
Outputs
A clear statement of the intended improvement and how it is to be measured
A high level map of the process
A list of what is important to the customer
Activities
Develop business case and team charter
Map the current process
Listen to the voice of the customer
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
12
Team Charter
A team charter is an
agreement between
management and the team
about what is expected.
The charter:
– Clarifies what is expected of
the team
– Keeps the team focused
– Keeps the team aligned with
organizational priorities
– Transfers the project from the
champion(s) to the project
team
Key elements
Problem statement
Business case (financial impact)
Measurable goals
Project scope (process
boundaries)
Roles and responsibilities
– Project team & sponsorship
– Support required
Project description
Milestones/deliverables
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13
Identify Key Stakeholders Early On
Develop communication plan based on level of
commitment required
Stakeholders (Examples)
Level of Commitment Testers Developers Requirements Leads
Enthusiastic Support O O
Help it work O
Compliant
Hesitant X
Indifferent X
Uncooperative X
Opposed
Hostile
X = Current Level
of Commitment
O = Level of
Commitment
Necessary for
Success
Tie to
CMMI
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14
Suppliers-Inputs-Process-Outputs-Customers
(SIPOC)
High level “as-is” process map
– 5 to 7 key steps of main action
– Used to focus on the fundamental elements of the process
q
6
6
6
6
6
6
Sideways
KEY for (x’s) Process Parameters
: Noise Parameters
6 Controllable Process Parameters
4 SOP Parameters q Critical Parameters
INPUTS
INPUTS (X’s)
Operator
Copy Machine
Paper
Power
Instructions
Document to Copy
Set Size
Required
Place Doc into
Position in or
on Copier
.
Set Light/Dark
Settings
.
Select Paper
Tray/Source
Set Number of
Copies Needed
OUTPUTS (Y’s)
Copies with:
right number
right contrast
correct orientation
right size
on right paper
OUTPUT
q (x’s )
N Hinges on Lid
q Auto Feeder
N Glass Clean
q (x’s)
6 # Copies Button
q # Copies Required
q (x’s)
N Size display
6 Size buttons
q (x’s)
6 “Darker” Button
6 “Lighter” Button
6 “Auto” Button
q (x’s)
6 8.5 X 11: Landscape
6 8.5 X 11 Portrait
6 8.5 X 14 Landscape
6 8.5 X 14 Portrait
6 11 X 14
6 Tray’s with adequate supply of paper
Product ( y’s )
Doc set correctly
Doc set incorrectly
Upside Down
Product ( y’s )
Correct # of Copies
Incorrect # of Copies
Product ( y’s )
Right size selected
Size too Small
Size too Large
Product ( y’s )
Right contrast
Too Light
Too Dark
Product ( y’s )
Correct Tray Selected
Incorrect Tray Selected
Press “Copy”
Button
q (x’s)
q Copy Button
N Led’s
Product ( y’s )
Machine producing copies
Machine not producing copies
Retrieve
Copies
q (x’s)
6 Output Tray
Product ( y’s )
Copies available
SUPPLIERS CUSTOMERS
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15
Voice of the Customer (VOC)
CT "critical to" matrix links
process or CT tree (columns of
the matrix) and product or CTY
tree (rows)
– Critical To Satisfaction (CTS)
– Critical To Quality (CTQ)
– Critical To Delivery (CTD)
– Critical To Cost (CTC)
– Critical To Process (CTP) -
Process parameters which
significantly influence a CTQ,
CTD, and/or CTC
5 CT Tree
Defi
ne
CTQ
Process Input
The CT Matrix Structure
...
...
CTY Tree (Product Tree)
CT
X T
ree (
Pro
cess T
ree)
Tie to
CMMI
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16
Exercise
Instructions: Select a problem you are currently experiencing in your project or organization. Working individually or in small groups, complete the following charts to form the basis of a Six Sigma project charter.
Time: 20 min
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
17
Problem Statement
What problem is the team addressing?
What is the magnitude and trend of the problem?
What is the baseline performance?
Business Case
Why do this project?
What’s the business impact of improving this process?
Defect Reduction
Customer Impact
Financial Impact
Employee Impact
Strategy Linkage
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18
What must the team deliver to be successful?
– Defect Reduction
– Productivity/Cost Savings
– Growth
– Customer Impact
Scope
– What process will the team focus on?
– What are the process boundaries for the process to improve?
(start and end points)?
– What is off-limits or out-of-bounds for the team?
– What constraints must the team work under?
Measurable Goals (SMART – Specific, Measurable,
Attainable, Relevant, and Time-Based)
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19
Roles/Resources Who is the Sponsor?
Who is the Process Owner?
Who is the Black Belt?
Who are the team members; what are their roles and time
commitments?
How will the team need to interface with?
What additional resources does the team need?
Schedule What/when are the project milestones?
When do you estimate completion of each phase of the
DMAIC process?
When should reviews be scheduled; with whom?
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20
Exercise Debrief
Many project scopes are large and unmanageable in the beginning.
Most projects evolve. Few are cast in stone from the onset.
During each phase of the DMAIC process, you’ll learn more about what is really going on.
Be open to revisiting the scope, definition, and purpose of the project.
Check with your Champion, Process Owner and/or Master Black Belt before making any substantive changes.
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
21
Identify &
quantify root
causes
Select, design &
implement
solution
Institutionalize
improvement,
ongoing control
DEFINE MEASURE ANALYZE
IMPROVE CONTROL
Measure Phase
Focus the improvement effort by gathering information on the current situation
Outputs
Baseline data on current process
performance
Data that pinpoints problem location
or occurrence
A more focused problem statement
Activities
Collect baseline data on defects and possible causes
Develop a sampling strategy
Validate your measurement system
Analyze patterns in data
Determine process capability
Measure process
performance
Charter team,
map process &
specify CTQs
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22
Data Collection Plan
Meaning of measurement in relation to
project, process, or product
What is counted into or excluded
Measurement validation method
– Regular validation during collection
– Periodic validation of samples or
aggregates independent of collection
tools and methods
Frequency of measurement collection
Calculations used to derive an indirect,
aggregated, or accumulated value
How and where measurements are
stored and accessed
Tools, methods, resources,
and assignments required
Operational Definition and Procedures
Data Collection Plan What questions do you want to answer?
Data
What Measure type/ Data type
How measured
Related conditions
Sampling notes
How/ where
How will you ensure consistency and stability?
What is your plan for starting data collection?
How will the data be displayed?
Measurement Consistency and Accuracy Is Vital
Tie to
CMMI
Operational definitions are critical
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23
Operational Definition
An operational definition is a precise description that tells how to get a value for the characteristic you are trying to measure – but there is no single answer.
– Must be specific and concrete
– Must be measurable
– Must be useful to both you and your customer
It includes what something is and how to measure it.
– Removes ambiguity so that all people involved have the same understanding
– Describes your way of measuring that characteristic or feature.
Key Points
There is no single right answer
The more specific, the better
Plan on refining the definition after you try it out
If you collect the data manually, training will help data collectors consistently apply operational definitions
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
24
Failure Modes and Effects Analysis
Used to identify the way in which errors happen; an error mode, the antithesis of function
Employed as a diagnostic tool in improvement
Used as a prevention tool in design
Deals with the three dimensions of an error mode:
Severity
Detectability
Frequency
Process or
Product Name: Prepared by: Page ____ of ____
Responsible: FMEA Date ( Orig ) ______________ (Rev) _____________
Process
Step/Part
Number
Potential
Failure
Mode
Potential
Failure
Effects S
E
V
Potential
Causes O
C
C
Current Controls D
E
T
R
P
N
Actions
Recommended Resp .
Actions
Taken S
E
V
O
C
C
D
E
T
R
P
N
Process/Product
Failure Modes and Effects Analysis
(FMEA)
Process/Product
Failure Modes and Effects Analysis
(FMEA)
Tie to
CMMI
Effective tool for focusing the data
collection effort on those input and
process variables that are critical
for the current process.
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25
Measure process
performance
Select, design &
implement
solution
Institutionalize
improvement,
ongoing control
DEFINE MEASURE ANALYZE
IMPROVE CONTROL
Analyze Phase
Identify the vital few process and input variables (Xs) that affect
CTQ process performance or output measures (Ys)
Outputs
A theory that has been tested and confirmed
Verified causes that form the basis
for solutions in Improve
Refined estimate of benefit
Activities
Develop theories of root causes (organize potential causes)
Confirm the theories with data
Identify the root cause(s)
Use design of experiments (DOE) to optimize
Identify &
quantify root
causes
Charter team,
map process &
specify CTQs
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26
Organizing Causes
Useful tools – Brainstorming
– Affinity Diagram
– Tree Diagram
– Cause-and-Effect Diagram
– “The Five Whys”
Objective
Means/Objective
Means/Objective
Means/Objective
Means/Objective
Means/Objective
Means
Means
Means
Means
Means
Means
Means
Means
Means/Objective
Tie to
CMMI
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27
Verifying Causes: Process, Data
Process
To improve the understanding of
process flow
To tackle cycle time problems
To identify opportunities to reduce
process costs
Detailed Process Map
Value Added Analysis
Cycle Time Analysis
Data
To understand the drivers of
variation in the process
To tackle quality problems/waste
To understand the root cause of
differences between outputs
Stratification
Scatter Diagrams
Multi-vari Plots
Consider both aspects to avoid overlooking potential causes
Tie to
CMMI
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28
Measure process
performance
Identify &
quantify root
causes
Institutionalize
improvement,
ongoing control
DEFINE
MEASURE ANALYZE
IMPROVE CONTROL
Improve Phase
Develop, pilot, and implement solutions that address root causes
Outputs
Planned, tested actions that should eliminate or reduce the impact of the identified root cause(s)
Activities
Generate, evaluate, and select solutions to identified causes
Assess risks and pilot solutions
Develop and execute implementation plans
Select, design &
implement
solution
Charter team,
map process &
specify CTQs
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29
Trade Studies
Select and set up methodology
• Choose trade-off methodology
• Develop and quantify criteria, including
weights where appropriate
Identify and select alternatives
• Identify alternatives
• Select viable candidates for study
Analyze results
• Calculate relative value based on chosen
methodology
• Evaluate alternatives
• Perform sensitivity analysis
• Select preferred alternative
• Re-evaluate results
Measure performance
• Develop models and measurements
of merit
• Develop values for viable candidates
Document process and results
Formal decision making methods to make choices among alternatives & resolve conflicts – involve entire improvement team
Tie to
CMMI
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
30
Measure process
performance
Identify &
quantify root
causes
Select, design &
implement
solution
DEFINE
MEASURE ANALYZE
IMPROVE CONTROL
Control Phase
Ensure the problem stays fixed and the new methods can be further improved
Outputs
Before and after analysis
Monitoring system
Completed documentation of results, learnings and recommendations
Validated benefit
Activities
Establish quality control
Standardize effective methods
Establish on-going process monitoring
Evaluate results/draft future plans
Summarize key learnings
Institutionalize
improvement,
ongoing control
Charter team,
map process &
specify CTQs
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31
The Control Plan
Systematic tool for identifying and correcting root
causes of out-of-control conditions
Focus is on prevention -- not a “triggering” system
Questions that must be answered
– Who owns the process?
– How will we transition responsibility from the Black Belt to the
process owner?
– How do we ensure we maintain the gains?
– How do we track our results (performance and financial)?
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
32
Institutionalize Key Learnings
Capture knowledge gained from Six Sigma project
– Results
– Key learnings
– Potential future projects
Communicate to rest of organization for knowledge
sharing and transfer
Archive in knowledge management repositories
Tie to
CMMI
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
33
Improvement Strategies
Fix an existing process
Narrow Focus
Use current process model
Low Risk
Shorter Time Span
Addressing few CTQs
Goal: Improvement
Is the gap
small?
Customer
Requirements
Process
Capability
Fundamental Redesign
Iterative Improvement
YES NO
Design a new product / process
Broad approach
Blank sheet of paper approach
High Risk
Longer time span
Addressing many CTQs
Goal: Quantum Leap
DMAIC Design for Six Sigma
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
34
Define – Measure – Analyze – Design – Verify
(DMADV)
While DMAIC is used for incremental improvements to a process,
DMADV is used for innovative improvements
– Also called DFSS (Design for Six Sigma)
Uses many of the same tools and methods, although the focus is on
designing a Six Sigma process from scratch
Translate VOC
needs into
requirements
Generate,
evaluate, &
select design
concepts
Complete high-
level and detailed
designs
DEFINE
MEASURE ANALYZE DESIGN VERIF
Y Conduct pilots,
implement
solutions
Charter team &
identify CTQs
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35
DMADV – Define
Develop the Charter/
Business Case
Connection to Business Strategy:
Market Impact:
Business Assumptions:
Risk:
Develop Project Plans
Identify
Internal/External
Risks
Low Medium High
Yellow Light:
Proceed with
caution
Red Light:
Address before
proceeding
Red Light:
Do not
proceed
Yellow Light:
Proceed with
caution
Yellow Light:
Proceed with
caution
Red Light:
Reassess
project
Green Light: Yellow Light:
Proceed with
caution
Red Light:
Address before
proceeding
L
ow
M
ed
ium
H
igh
Pro
bab
ilit
y o
f O
ccu
rren
ce
Impact on Project
Proceed!
Review Tollgate Requirements
Charter
Project Plan
Organizational Change Plan
Risk Management Plan
Develop Organizational
Change Plan
Current State
Desired State
Transition
State 1
Transition
State 2
Transition
State 3
Change Path
Translate VOC
needs into
requirements
Generate,
evaluate, &
select design
concepts
Complete high-
level and
detailed
designs
DEFINE
MEASURE ANALYZE DESIGN VERIFY
Conduct pilots,
implement
solutions
Charter team &
identify CTQs
DEFNE
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
36
DMADV – Measure
Understand Voice of the Customer
Translate VOC Needs into
Requirements (CTQs) CTQ Measures
(Hows)
Custo
mer
Needs
(Whats
)
House of
Quality
#1
Functions (Hows)
CT
Q M
easu
res
(Whats
)
House of
Quality
#2
High Level
Design Element
Critical
Pro
cess F
unctions
(Whats
)
House of
Quality
#3
Detailed Design Element Process Control Variables
Hig
h L
evel
Desig
n E
lem
ent House
of Quality
#4
Needs
Importance of CTQ
Lunch Preparation—QFD Example
Fills Us Up
Is Nutritious
Tastes Good
Easy to Make
Easy to Clean Up
Sticks with Us
Does Not Cost Much
Does Not Make a Mess
9 1 1 5.00
1 9 1 3.40
0 0 9 1 3.30
1 9 9 3.70
9 3 2.00
9 1 4.00
3 9 1.00
3 9 2.30
87 36 35 23 33 40 39 6
CTQ Measures
Weig
ht
of
Po
rtio
n
% N
utr
itio
n
Req
uir
em
en
ts
Met
Blin
dfo
lde
d J
ury
Taste
Test
Rati
ng
Ing
red
ien
t C
ost
Tim
e t
o P
rep
are
Nu
mb
er
of
Ing
red
ien
t
Measu
rem
en
ts
Nu
mb
er
of
Dis
hes U
sed
So
lub
ilit
y o
f In
gre
die
nts
in S
oap
an
d W
ate
r
Imp
ort
an
ce o
f N
eed
s
Quality Function
Deployment (QFD-HOC)
Prioritize CTQs
Reassess Risks
Phase 1
Phase 2
Phase 3
All End
Users
Intl.
Suppliers
Domestic
Suppliers Design
Description
Market
Segment
Platform Management
Matrix
Translate VOC
needs into
requirements
Generate,
evaluate, &
select design
concepts
Complete high-
level and
detailed
designs
DEFINE
MEASURE ANALYZE DESIGN VERIFY
Conduct pilots,
implement
solutions
Charter team &
identify CTQs
DEFNE
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
37
DMADV – Analyze
Check
for
Errors
Enter
Order
Confirm
Order
Receipt
Transmit
Order
Info
Request
Transmitted
Order
System Boundary
Identify Key
Functions
Prioritize
Functions CTQ Measures
(Hows)
Custo
mer
Needs
(Whats
)
House of
Quality
#1
Functions (Hows)
CT
Q M
easu
res
(Whats
)
House of
Quality
#2
High Level
Design Element
Critical
Pro
cess F
unctions
(Whats
)
House of
Quality
#3
Detailed Design Element Process Control Variables
Hig
h L
evel
Desig
n E
lem
ent House
of Quality
#4
Evaluate and
Select Concepts
Less Detail /Many Alternatives
More Detail/Few Alternatives
Most Detail/Single Alternative
CONCEPT DESIGN
HIGH LEVEL DESIGN
DETAILED DESIGN
Redesign
Concept Review
Evaluation Criteria
Participants
Documentation
Data Collection
Data Analysis
Action Plans
Causes of Failure
Translate VOC
needs into
requirements
Generate,
evaluate, &
select design
concepts
Complete high-
level and
detailed
designs
DEFINE
MEASURE ANALYZE DESIGN VERIFY
Conduct pilots,
implement
solutions
Charter team &
identify CTQs
DEFNE
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
38
DMADV – Design
High Level
Design
Detailed
Design
Identify Design
Elements
Prioritize Design
Elements
Predict Design
Performance
Design
Requirements
Develop High
Level Design
High Level Design
Review
Identify Detailed
Design Requirements
Develop Detailed
Design
Test
Detailed Design
Detailed Design
Review
Develop Process
Management Plan
Prioritize Design
Elements
Enter Order
Ord
er
Entr
y F
orm
Ord
er
Pla
cem
ent
Pro
cess
IVR
Scripts
Ord
er
Pro
cessin
g A
gents
Ord
er
Pro
cessin
g S
yste
m/D
ata
base
Ord
er
Pro
ce
ssin
g C
ente
r
Fax &
Phone N
etw
ork
IVR
Hard
ware
Supplie
s
Order Processing
Order Confirmation/Validation
Transmit Order
9 9 9 3 9 9 9 4.2
3 9 9 1 2.5
9
9 9 9 3 9 1.6
1.6919
Import
ance
45 89 52 49 52 10 57 52
Enter Order
Ord
er
Entr
y F
orm
Ord
er
Pla
cem
ent
Pro
cess
IVR
Scripts
Ord
er
Pro
cessin
g A
gents
Ord
er
Pro
cessin
g S
yste
m/D
ata
base
Ord
er
Pro
ce
ssin
g C
ente
r
Fax &
Phone N
etw
ork
IVR
Hard
ware
Supplie
s
Order Processing
Order Confirmation/Validation
Transmit Order
9 9 9 3 9 9 9 4.2
3 9 9 1 2.5
9
9 9 9 3 9 1.6
1.6919
Import
ance
45 89 52 49 52 10 57 52
Predict Design Performance
CAPABILITY FEEDBACK • Combine scores for all
• Locate performance gaps • DPMO on scorecard
REQUIREMENTS
FLOW • Identify customer
needs
• Outline specifications • Predict performance Performance
Parts Score
Software Score
Process Score
DFSS Product Scorecard
Translate VOC
needs into
requirements
Generate,
evaluate, &
select design
concepts
Complete high-
level and
detailed
designs
DEFINE
MEASURE ANALYZE DESIGN VERIFY
Conduct pilots,
implement
solutions
Charter team &
identify CTQs
DEFNE
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
39
DMADV – Verify
Plan the
Pilot
Date:File name:
Process Descripti on: Process Customer:KQCs Out Come Indicator(s):
Process Fl ow Chart Checking Misc.Information
Step or Tim e
Pos i tion Input-P roces s-O utcom eIndic ators
Control L im i ts Chec k ingItem Frequenc y
Res pon-s ibi l i ty
Contingenc yPlan Include
• Abbreviations• P rocedures• Remarks, Etc.
Im plementationTimeline:Tasks #4
Process TouchPoints: TMSD,Metro/Dist rictManagers andLocal FieldPersonnel, Thirdparty Providerand Procurement
Charts and G raph Ty pe Spec s/Targets
What toChec k
When toChec k
Who Chec ks Ac tion R eq’d for
Ex c eption
REV # DATE Revision Description By Appr
Process Management Chart
Process Management Chart
Conduct and
Evaluate
the Pilot
Pilot
Act Plan
Check Do
PDCA Cycle
Implement
Act Plan
Check Do
PDCA Cycle
Close
Project
Translate VOC
needs into
requirements
Generate,
evaluate, &
select design
concepts
Complete high-
level and
detailed
designs
DEFINE
MEASURE ANALYZE DESIGN VERIFY
Conduct pilots,
implement
solutions
Charter team &
identify CTQs
DEFNE
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
40
Exercise
Instructions: Consider the process identified in the first exercise.
1. What measures do you currently have?
• Process performance (effectiveness, efficiency)
• Quality performance (defects in work products)
• Base measures
2. How accurate is your measurement system?
• Repeatable
• Reproducible
Time: 10 min
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
41
Agenda
Six Sigma Fundamentals
Applying Six Sigma to Engineering
Organizational Implementation
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
42
Applicability to Engineering
Software and system processes are fuzzy
– Software and systems engineering "parts" are produced using
processes lacking predictable mechanizations assumed for
manufacturing of physical parts
– Simple variation in human cognitive processes can prevent
rigorous application of the Six Sigma methodology
– Process variation can never be eliminated or may not even
reduced below a moderate level
Results often cannot be measured in clear $ savings
returned to organization
– Value is seen in reduced risk, increased customer satisfaction,
more competitive bids, …
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
43
Additional Challenges
Difficulty in collecting subjective data
Reliability of subjective data
Quantifying dynamics of on-going project
Capturing process data requires existence of detailed
system/software development methodology
Defined methodology must be what is executed
– Difficult for human-intensive activities
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
44
Elements of Six Sigma throughout CMMI
Organizational Process Technology Innovation Causal Analysis and Resolution*
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
Continuous process improvement
Quantitative management
Process standardization
Basic project management
Organizational Process Performance Quantitative Project Management
Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management* Risk Management Decision Analysis and Resolution Requirements Development Technical Solution Product Integration Verification Validation
Requirements Management * Project Planning* Project Monitoring and Control* Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance* Configuration Management
1 Performed
Process Areas Level Focus
Six Sigma
Define
Six Sigma
Analyze
Six
Sigma
Improve
Six Sigma
Control
Six Sigma
Measure
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
45
How CMM/CMMI Helps Six Sigma Efforts
CMM/CMMI focuses on organizational change
– Provides guidance on many dimensions of the infrastructure
Generic Practices (all process areas)
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
GP 3.1 Establish a Defined Process
GP 2.6 Manage Configurations
GP 2.7 Identify and Involve Relevant Stakeholders
GP 2.8 Monitor and Control the Process
GP 3.2 Collect Improvement Information
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher-Level
Management
Process Areas
Organizational Process Focus
Organizational Process Definition
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
46
How Six Sigma Helps CMM/CMMI Efforts
For an individual process:
– CMM/CMMI identifies what activities are expected in the process
– Six Sigma identifies how they can be improved (efficient,
effective)
SG 1 Establish Estimates SP 1.1 Estimate the Scope of the Project SP 1.2 Establish Estimates of Project Attributes SP 1.3 Define Project Life Cycle SP 1.4 Determine Estimates of Effort and Cost
SG 2 Develop a Project Plan SP 2.1 Establish the Budget and Schedule SP 2.2 Identify Project Risks SP 2.3 Plan for Data Management SP 2.4 Plan for Project Resources SP 2.5 Plan for Needed Knowledge and Skills SP 2.6 Plan Stakeholder Involvement SP 2.7 Establish the Project Plan
SG 3 Obtain Commitment to the Plan SP 3.1 Review Subordinate Plans SP 3.2 Reconcile Work and Resource Levels SP 3.3 Obtain Plan Commitment
Example –
Project Planning in the CMMI
• Could fully meet the CMMI goals
and practices, but still write poor
plans
• Six Sigma can be used to improve
the planning process and write
better plans
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
47
How Six Sigma Helps Process Improvement
PI efforts often generate have little direct impact on the business goals – Confuses ends with means;
results measured in activities implemented, not results
Six Sigma delivers results that matter to managers (fewer defects, higher efficiency, cost savings, …)
Six Sigma concentrates on problem solving in small groups, focused on a narrow issue – Allows for frequent successes (3-9 months)
Six Sigma focuses on the customer’s perception of quality
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
48
How Six Sigma Helps Level 1-3 Organizations
Six Sigma focuses on:
– Setting up the management
oversight and mentoring
infrastructure (management
councils, training for
Black/Green Belts, …)
– Establishing an ROI/business case
for the improvements
Six Sigma projects provide a mechanism
(similar to Process Action Teams) for:
– Making specific improvements
– Getting business benefit out of an improved process
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
49
Gap Between Levels 3 and 4
– Process fidelity is poor
– Tailoring is too loose
– Measurement culture not mature
– Few measures tracked at event/task level
– Missing and “dirty” data
– Data inconsistent across projects
– Process performance not quantified
– Cause of performance differences unknown
– Unfocused org analysis and support
In Out Level
3
In Out Level
4
The Gap
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
50
How Six Sigma Helps Level 4-5 Organizations
Six Sigma provides specific methods and tools for:
– Quantitative process management of Level 4
– Causal Analysis and Resolution of Level 5
Six Sigma projects provide a
mechanism for selecting and
implementing improvements
– Addresses Organizational
Innovation and Deployment
– Can extend beyond Level 5
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
51
Exercise
Instructions: Select a current organizational goal related to CMM, CMMI, ISO or other business objectives. Identify 5-6 Six Sigma projects that could be performed to advance the organization towards the goal. Consider Six Sigma projects for the programs within the organization. How would you sell your customer on the value?
Time: 20 min
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
52
Agenda
Six Sigma Fundamentals
Applying Six Sigma to Engineering
Organizational Implementation
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
53
Business
Measures
Voice of the
Customer
Change
Management
Six Sigma
ISO 9001 CMMI
Methods
& Tools
DMAIC
DFSS
Process
Management
Mission Systems’ Integrated Approach
to Process Improvement
ISO 9001 – quality management discipline for project and functional areas
Six Sigma – framework for ensuring process improvements support
corporate goals
CMMI – use of industry best practices in software/systems engineering
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
54
Division
Dashboards
Mission Systems Dashboard
• Used to Manage the Core Business Processes
• Defined by Business Executives
• Owned by Business Executives
Enabling Processes
Financial Management
Information Management
Governance Compliance
Relationship Management
Technology/Product Development
Employee Management
Portfolio Management
Business Development
Program Execution
Core Processes
Results of Six Sigma Projects seen in improved business performance
• Productivity • Profitable Growth
Key Business Questions
Sub Processes
Gaps
& Goals
ROI Gate
Core Processes Drive the Key Business Measurement Criteria
….
Subcontractor Management
Mis
sio
n S
yste
ms B
usin
ess O
bje
ctive
s
The Mission Systems Enterprise
• Customer Satisfaction • Operational Effectiveness
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
55
Selecting Six Sigma Projects
Select based on:
– Pain being experienced within the project
– Organizational issues and objectives
Level 4 Six Sigma Projects
– Identify subprocesses critical to project performance
– Bring subprocess into statistical control – eliminate special
causes
Level 5 Six Sigma projects
– Stabilizing a subprocess typically involves causal analysis
– Improve subprocess performance – eliminate common causes
– May require DFSS to meet specific performance targets
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
56
Roles & Responsibilities
Champions – Facilitate the leadership,
implementation, and deployment
Sponsors – Provide resources
Process Owners – Responsible for the processes being improved
Master Black Belts – Serve as mentors for Black Belts
Black Belts – Lead Six Sigma projects
– Requires 4 weeks of training
Green Belts – Serve on improvement teams under a Black Belt
– Requires 2 weeks of training
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
57
Mission Systems • Process Management staff • Mission Systems Process
Group • Office of Cost Estimation • Six Sigma Training Office • Dashboards
Divisions
• Division Champions • Division Process Groups • Training Offices
(engineering, management) Projects
• Self-Assessment Tool • Corrective Action System
Six Sigma Projects
• StartIt! Database • Best Practice Sharing
Organized Enterprise-Wide for
Accomplishments
Six Sigma efforts leveraged
off the successful CMMI
infrastructure • Common program office and
reporting structure
• Shared staff with skills in both
areas
• Information sharing from
Enterprise to Division to
Project
Management Commitment: “Every engineer and manager will receive 2 weeks of training and serve as a Green Belt on at least one Six Sigma project.”
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
58
Six Sigma Lifecycle
TRW Systems’
Business
Objectives
Info
rmati
on
Ma
na
gem
en
tMetrics – Link to Strategy
Annual CAGR
(> 10%)
Double-Digit
Earnings &
Cash Flow
Growth
Improve
Return on
Investment
Strategy
Minimize
Costs of
Business
Positioning
Within
Existing
Markets
Find & Grow
“Right” Markets
Improve
Productivity
Improve Resource
Allocation
Improve Operational
Efficiency
Grow Existing
Markets
Increase Profit
Margins
Deliver
Flawless
Client
SolutionsPerfect Project
Execution
Manage Client
Relationships
Leverage Resources
& Solutions
Develop Client
Relationships
Relationship:
Strong –
Future –
Impact –
IM Metric Categories
System
A
vailability
& P
erform
anc
e
Service U
sage
Project B
udg
et &
Sche
dule
Asset
Utilization/R
e-use
Application
Effectiven
ess
Rates
Sec
urity
Invoicin
g/B
illing
Custom
er
Satisfaction
Six Sigma
Business Goals
& Metric Category
Linkage
Str
ength
of
Rela
tionship
(1,3
,9)
Impact #
Gap #
(1
- 5)
Overa
ll
Impact/G
ap #
Str
ength
of
Rela
tionship
(1,3
,9)
Impact #
Gap #
(1
- 5)
Overa
ll
Impact/G
ap #
Str
ength
of
Rela
tionship
(1,3
,9)
Impact #
Gap #
(1
- 5)
Overa
ll
Impact/G
ap #
Str
ength
of
Rela
tionship
(1,3
,9)
Impact #
Gap #
(1
- 5)
Overa
ll
Impact/G
ap #
Str
ength
of
Rela
tionship
(1,3
,9)
Impact #
Gap #
(1
- 5)
Overa
ll
Impact/G
ap #
Str
ength
of
Rela
tionship
(1,3
,9)
Manage Client
Relationships5 1 5 4 20 3
Deliver Flawless
Client Solutions
Perfect Project
Execution4 9 36 3 108 3 12 3 36 9 36 4 144 9
Double Digit
Earnings & Cash
Flow Growth
Improve
Productivity3.5 9 31.5 3 94.5 9 31.5 4 126 3
Minimize Costs
of Business
Improve
Resource
Allocation4 1 4 2 8 3 12 3 36 1 4 4 16 3 12 4 48 3 12 4 48
Improve
Operational
Efficiency3 3 9 3 27 3 9 3 27 1 3 4 12 1
238 99 286 48 80
Future
Strong
Focus Areas
Application Effectiveness
IM Metric Categories
Info
rmation M
anagem
ent
RatesAsset Utilization/Re-Use Security
System Availability &
Performance Project Budget & Schedule
7
Information
Information
Management
Management
TRW Systems’
Business
Objectives
Info
rmati
on
Ma
na
gem
en
tProjects – Link to Strategy
Annual CAGR
(> 10%)
Double-Digit
Earnings &
Cash Flow
Growth
Improve
Return on
Investment
Strategy
Minimize
Costs of
Business
Positioning
Within
Existing
Markets
Find & Grow
“Right” Markets
Improve
Productivity
Improve Resource
Allocation
Improve Operational
Efficiency
Grow Existing
Markets
Increase Profit
Margins
Deliver
Flawless
Client
SolutionsPerfect Project
Execution
Manage Client
Relationships
Leverage Resources
& Solutions
Develop Client
Relationships
Current IM Six Sigma Projects
Help D
esk/
Call C
enter
Know
ledg
e
Mana
gem
ent
PC
Disposition
Em
ploye
e
Portal
Collaboration
CR
C C
ost
Optim
ization
Sec
urity
Firew
all
Exc
eptions
HR
/P
ayroll D
ata
Archiving
$$ $$$ $$$ $ $$ $ $$$ $$$$
Projects in this color are in response to “I Hate Red Tape” comments received
Project Value:
$ = 150K
$$ = 151K – 300K
$$$ = >300K
Relationship:
Strong –
Future –
Impact –
9
Information
Information
Management
Management
Metrics – Link to Current
IM Six Sigma Projects
IM Metric Categories
System
A
vailability
& P
erform
anc
e
Project B
udg
et &
Sche
dule
Asset
Utilization/R
e-use
Application
Effectiven
ess
Rates
Sec
urity
Custom
er
Satisfaction
Help Desk/Call Center
Knowledge Management
PC Disposition
Employee Portal
Collaboration
Security
Firewall Exceptions
HR/Payroll Data Archiving
$$
$$
$$$
$$$
$$$
$$
$$$
$
Projects in this color are in response to “I Hate Red Tape” comments received
Project Value:
$ = 150K
$$ = 151K – 300K
$$$ = >300K
Relationship:
Impact –
11
Information
Information
Management
Management
Str
en
gth
of
Re
lati
on
sh
ip (
1,3
,9)
Imp
ac
t #
Ga
p #
(1
- 5
)
Ov
era
ll I
mp
ac
t/G
ap
# Str
en
gth
of
Re
lati
on
sh
ip (
1,3
,9)
Imp
ac
t #
Ga
p #
(1
- 5
)
Ov
era
ll I
mp
ac
t/G
ap
# Str
en
gth
of
Re
lati
on
sh
ip (
1,3
,9)
Imp
ac
t #
Ga
p #
(1
- 5
)
Ov
era
ll I
mp
ac
t/G
ap
# Str
en
gth
of
Re
lati
on
sh
ip (
1,3
,9)
Imp
ac
t #
Ga
p #
(1
- 5
)
Ov
era
ll I
mp
ac
t/G
ap
# Str
en
gth
of
Re
lati
on
sh
ip (
1,3
,9)
M a n a g e C lie n t
R e la t io n s h ip s5
D e live r F la w le s s
C lie n t S o lu t io n s
P e rfe c t
P ro je c t
E x e c u t io n
4 9 3 6 3 1 0 8 1 4 0 3 1 2 3 3 6 9 3 6 4 1 4 4
Im p ro ve
P ro d u c t ivit y3 .5 9 3 2 3 9 5 1 3 .5 0 9 3 2 4 1 2 6
M in im iz e C o s ts
o f B u s in e s s
Im p ro ve
R e s o u rc e
A llo c a t io n
4 1 4 2 8 1 4 0 3 1 2 3 3 6 1 4 4 1 6 3
D o u b le D ig it
E a rn in g s &
C a s h F lo w
G ro w th
W A N Im p r o v e m e n ts ($ $ $ );
IS S R F ($ $ ); P e r f . T e s t in g
($ $ )
W A N Im p r o v e m e n ts ($ $ $ );
IS S R F ($ $ ); P e r f . T e s t in g
($ $ )
W A N Im p r o v e m e n ts ($ $ $ );
IS S e r v ic e D e liv e r y ($ $ $ );
IS S R F ($ $ ); P e r f . T e s t in g
($ $ )
Info
rma
tio
n M
an
ag
em
en
t
A s s e t U t i l iz a t io n /R e -U s e
S y s te m A va ila b i l i t y &
P e rfo rm a n c e S e rvic e U s a g e
P ro je c t B u d g e t &
S c h e d u le A p p lic a t io n E ffe c t ive n e s s
S e c u rit y ($ $ $ ); H e lp D e s k
($ $ ); F ire w a ll E x c e p t io n s
($ )
E m lo y e e P o rta l ($ $ $ );
C o lla b ra t io n ($ $ $ ); K M
($ $ $ )
E m lo y e e P o rta l ($ $ $ );
C o lla b o ra t io n ($ $ $ ); K M
($ $ $ ); H e lp D e s k ($ $ )
W A N Im p r o v e m e n t s ( $ $ $ ) ; IS
S e r v i c e D e l i v e r y ( $ $ $ ) ; IS
S R F ( $ $ ) ; P e r f . T e st i n g ( $ $ ) ;
IM D a sh b o a r d ( $ ) ; T E D S
E n r o l l m e n t ( $ )
W A N Im p r o v e m e n ts ($ $ $ );
P e r f . T e s t in g ($ $ )
E m lo y e e P o rta l ($ $ $ );
C o lla b o ra t io n ($ $ $ ); K M
($ $ $ ); H e lp D e s k ($ $ );
H R /P a y ro l l D a ta A rc h ($ )
E m lo y e e P o rta l ($ $ $ );
C o lla b o ra t io n ($ $ $ ); K M
($ $ $ ); H e lp D e s k ($ $ );
H R /P a y ro l l D a ta A rc h ($ )
P C D is p o s it io n ($ $ )
W A N Im p r o v e m e n ts ($ $ $ );
IS S R F ($ $ ); P e r f . T e s t in g
($ $ )
W A N Im p r o v e m e n ts ($ $ $ );
IS S e r v ic e D e liv e r y ($ $ $ );
IS S R F ($ $ ); P e r f . T e s t in g
($ $ ); IM D a s h b o a r d ($ )
W A N Im p r o v e m e n ts ($ $ $ );
P e r f . T e s t in g ($ $ ); IM
D a s h b o a r d ($ )
S e c u rit y ($ $ $ ); H e lp D e s k
($ $ ); F ire w a ll E x c e p t io n s
($ )
S e c u rit y ($ $ $ ); H e lp D e s k
($ $ ); F ire w a ll E x c e p t io n s
($ )
E m lo y e e P o rta l ($ $ $ );
C o lla b ra t io n ($ $ $ ); K M
($ $ $ ); H R /P a y ro ll D a ta
A rc h ($ )
IM M e t ric C a te g o rie s
VOC
High Level Priorities
(Quantified Gap
Analysis)
Map Projects
Prioritize & Select
Projects
Dashboard
Define
Measure
Analyze
Improve
Control
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
59
Six Sigma on-line resources keep
employees informed and knowledgeable.
Communication -- On-Line Resources
Website StartIt! Green Belt Monthly
Program Management Primer Newsletter
Mission Systems
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
60
Project Plans
Project Results
Organizational
Training & Tools
Industry/Government
Standards
Organizational
Policies & Processes
Process Improvement
Communications Sharing best-practices Measurement & dashboards
Metrics Database
Organizational Performance
Project Performance
Project
Schedules & Budgets
Institutionalizing Our Improvements
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
61
Summary
Six Sigma can provide powerful methods and tools for
process improvement
– Many companies have already seen great success
Six Sigma supports meeting CMM/CMMI goals
– Important to coordinate the efforts and share infrastructure
Success depends on applying fundamental concepts of
business management, quality management, change
management, and process management
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
62
References – Six Sigma Binder, Robert V., “Six Sigma: Hardware Si, Software No!”,
http://www.isixsigma.com
Card, David, “Sorting Out Six Sigma and the CMM”, IEEE Software, May 2000.
Harry, Mikel J., “The Vision of Six Sigma: A Roadmap for Breakthrough.” Phoenix, Arizona: Tri Star Publishing, 1997.
Harry, Mikel, J. and Schroeder, Richard, “Six Sigma, The Breakthrough Management Strategy Revolutionizing The World's Top Corporations”, Doubleday, December 1999.
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Websites
International Society of Six Sigma Professionals, http://www.issp.com
iSixSigma, http://www.isixsigma.com
Six Sigma Exchange, http://www.sixsigmaexchange.com
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved. Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
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