CMMI와6시그마를연계한 CMMI와6시그마를연계한 …€¦ · People CMM ISO12207...

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2008 Korea SPIN ConferenceCMMI와 6시그마를연계한프로세스개선활동최적화방안

㈜티큐엠에스

CMMI와 6시그마를연계한프로세스개선활동최적화방안

CMMICMMI와와 66시그마를시그마를연계한연계한프로세스프로세스개선개선활동활동최적화최적화방안방안

2008. 5. 23.

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발표목적및차례

목적- CMMI와 6시그마의연관성이해- CMMI와 6시그마를연계한프로세스개선방법의이해

차례- CMMI와 6시그마개념- CMMI와 6시그마의연관성- CMMI와 6시그마통합전략및프레임워크-사례연구

일러두기

© 본컨퍼런스자료의저작권은㈜티큐엠에스의소유이므로, 본교육이외의용도로는내용의일부또는전부를무단으로사용하거나복제할수없습니다.

☞본컨퍼런스에서발표되는일부내용은발표자의경험과지식을근간으로작성됨에따라특정기업에는적절하지않을수있습니다.

☞ CMM Integration and CMMI are Service Marks of Carnegie Mellon University.☞ CMM Integration and CMMI are registered in the U.S. Patent & Trademark office.

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발표자소개

이민재 TQMS 대표([email protected], 019-477-4377, www.tqms.co.kr)

• 경력(현) TQMS대표이사(현) SEI 공인 CMMI선임심사원(현) SEI 공인 CMMI강사(현) Korea SPIN Conference 운영위원(현) 국방기술품질원교수위원(전) 투이컨설팅 ITPR 사업부장(전) LG CNS 전사프로세스개선리더

• 학력미국 New York University 석사미국 Rochester Institute of Technology 학사

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품질(品質)이란?

그때그때달라요… 관점에따라변함

일반적으로고객이나사용자를만족시키는정도를의미

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전통맛집 vs. 패밀리레스토랑

음식맛이깊음꼭그런것은아니나대체적으로불친절하고위생상태가지저분함종종유리컵에고춧가루가묻어있거나입술루즈자국이남아있는경우가있음

음식을만드는비법을며느리도모름매니아층이즐겨찾음

깊지는않으나음식맛좋음종업원이매우친절하고위생상태가깨끗함단정한용모의종업원이무릎끓고주문을받음

전국어느체인점을가도음식맛이비슷함가족단위로즐겨찾았으나최근젊은직장인을중심으로회식도많이하는편임

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Moving Target

오늘 내일

만족에대한고객의정의

-우리의고객-고객을감동시킨서비스

-경쟁자의고객-고객의 기본적인요구사항

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매력적품질의창출

고객/사용자인식

제품/서비스속성

만족

불만족

충분불충분

(Attractive Quality; Exciting Quality)

(Unitary Quality)

(Expected Quality; Must-be Quality)

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프로세스개선의동기

매력적품질의창출을위하여

-제품상의문제또는결함-신규비즈니스창출또는신규수주계약의어려움-정부또는시장의요구

ISO9000

ISO12207

ISO15504

PSP/TSP

CMMISix Sigm

aLean

COBIT

ITIL GQ

M

Scorecard AgileRUP

PSM

IDEAL

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프로세스개선을위한다양한모델

자료출처: Siviy, Jeannine M. et al. CMMI and Six Sigma: Partners in Process Improvement. Addison-Wesley, 2007.

Incr

easi

ng d

ecis

ion

auth

ority

of E

ngin

eerin

g pr

oces

s gr

oup

Increasing decision authority of Engineering process group

Enterprise/non-domain specific Domain specific

EFQM ExcellenceFramework

Lean

Six Sigma SOX

COBIT ISO9000CMMI

People CMM ISO12207

Scorecard ITIL SWEBOK

GQIM PSM

6S/DMAIC IDEAL ATAM

6S/DFSS TSP

RUP Agile

Governance

Organizational infrastructure and readiness(including business practices, engineering practices,

Change/improvement practices)

Tactical(procedural-both for improvement tasks

And for engineering tasks)

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CMMI Overview : Continuous Representation

ProjectManagement

Process AreasCategory

Requirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation

Engineering

Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisDecision Analysis and Resolution Causal Analysis and Resolution

Support

Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management +IPPDRisk ManagementQuantitative Project Management

Organizational Process FocusOrganizational Process Definition +IPPDOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment

ProcessManagement

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CMMI Overview : Staged Representation

Organizational Innovation and DeploymentCausal Analysis and Resolution

5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

ContinuousProcess ImprovementProcessmeasured andcontrolledProcesscharacterized forthe organizationand is proactive

Processcharacterized forprojects and isoften reactive

Organizational Process PerformanceQuantitative Project Management

Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process Definition +IPPDOrganizational Training Integrated Project Management +IPPDRisk ManagementDecision Analysis and Resolution

Requirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management Risk

Rework1 Initial

Process AreasLevel Focus QualityProductivity

Process unpredictable and poorly controlled

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CMMI Overview : 성숙단계별특징

계획 관리 측정 문서화

불확실

표준규정 지식자산 교육훈련 표준 Tailoring Teaming 솔루션/의사결정 검증/확인 Best Practice

세부목표설정 정량적관리 발생원인제거통계적성과관리 목표기준선설정

혁신/ 변화관리 예측력강화 사전예방

조직조직 단위단위 프로젝트프로젝트단위단위

Level 2Level 2

Level 3Level 3

Level 4Level 4

Level 5Level 5

Level 1Level 1

근본원인제거

자료출처 : 신광식, 2008년

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Six Sigma Overview : 6시그마란?

PhilosophySmarter than HarderChange the way we workDo the right things for the first time

StatisticalMeasurement

Methodology제품과서비스, 공정의적합성을측정하는척도

Business StrategyIncrease Competitive of Businessand Cost ImpactHigh Quality, Low CostCustomer Satisfaction

자료출처: Michael J. Harry

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Six Sigma Overview : 6시그마(σ)의의미

σ(Sigma)는데이터의퍼진정도(산포)를측정하는데쓰이는통계적측정단위를표현하는그리스문자임

프로세스의 σ가높을수록프로세스의결과물인제품과서비스의품질이높음을의미함

6σ는 1백만개의제품중 3.4개의결함이발견되는수준의상태임

6σ

고객만족

99.99966%불만족

0.00034%불만족

0.00034%

-6σ -5σ -4σ -3σ -2σ -1σ 0 1σ 2σ 3σ 4σ 5σ 6σ4σ5σ6σ

6,210건/백만건233건/백만건3.4건/백만건

백만건당불량발생건수

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Six Sigma Overview : DMAIC

6시그마의 DMAIC(Define-Measure-Analyze-Improve-Control)은실질적인해결안을운영프로세스에적용하여문제를해결하는과학적인문제해결방법론임

Customer Oriental Organization Process for Six Sigma

Statistical Problem(통계적문제)

Statistical Problem(통계적문제)

Practical Problem(실질적문제)

Practical Problem(실질적문제)

Practical Solution(실질적해결안)

Practical Solution(실질적해결안)

DEFINE(정의)

MEASURE(측정)

ANALYZE(분석)

IMPROVE(개선)

CONTROL(관리)

Statistical Solution(통계적해결안)

Statistical Solution(통계적해결안)

Mean off target Isolate key variables

20% 20%60%– +“Grey”

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Six Sigma Overview : DFSS

DFSS (Designed for Six Sigma) Frameworks- DMAD(O)V : Define-Measure-Analyze-Design-(Optimize)-Validate- DIDOV : Define-Identify-Design-Optimize-Verify- ID(D)OV : Identify-Design-(Develop)-Optimize-Validate- CDOV : Concept-Design-Optimize-Verify [Creveling et al. 03]- 12DOV for technology development : Invent/Innovative-Develop-Optimize-Verify

[Creveling et al. 03]- DCCDI : Define-Customer-Concept-Design-Implement [Tennant 02]- DMEDI : Define- Measure-Explore-Develop-Implement

*CAP(Change AccelerateProgram) : GE의변화관리프로그램

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Six Sigma Overview : 6시그마적용

6 시그마개선방법론은한가지만을적용하는것이아니라조직의상황에맞는다양한방법을적용하는것이바람직함

SELECT(선정)

SELECT(선정)

DEFINE(정의)

DEFINE(정의)

NEWPROCESS

NEWPROCESS

MEASURE(측정)

MEASURE(측정)

ANALYZE(분석)

ANALYZE(분석)

CONTROL(관리)

CONTROL(관리)

RE-DESIGN

RE-DESIGN

DESIGN(설계)

DESIGN(설계)

VERIFY(검증)

VERIFY(검증)

IMPROVE(개선)

IMPROVE(개선)

YesYes

NoNo

YesYes

NoNo

SUSTAIN(유지)

SUSTAIN(유지)BUSINESS SYSTEM (OR PROCESS) BUSINESS SYSTEM (OR PROCESS) BUSINESS SYSTEM (OR PROCESS)

DMADVDMADV

DMAICDMAIC

IDENTIFYIDENTIFY

DIDOVDIDOV

Illustr

ative

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CMMI와 6시그마의강, 약점

Hard to implement in low maturity level organizationsDo not have a Systemic ViewDemands organizational structure, governance and change managementDemands right selection among potential projects

Focused on customer needsFocused on financial resultsDefine “how to do”Methodology based on projects, which facilitates the ROI identification

Absence of customer focusAbsence of practices that address financial resultsHard to quantify ROIDefine ‘what’ but not “how”

Focused on governance mechanisms and structureFocused on process managementFocused on change managementMeasurement system in placeSystemic view

WeaknessesStrength

자료출처: 2007 SEPG Conference, Renato Chaves Vasques & Andressa Covatti

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CMMI와 6시그마(DFSS, DMAIC)와의연관성

-+SAM-+ +RD-+ +REQM-+ +PI

+ ++ +PPQA+-OT++ +PP+ ++OPF++ +PMC+ ++OPD

+ ++ +MA-+ +IPM--CM+ ++ +DAR-+ +VER+ ++ +OPP-+ +VAL+ ++ +QPM-+ +TS+ +-OID++ +RSKM+ +-CAR

DMAICContribution

DFSSContribution

CMMI Process AreaDMAIC

ContributionDFSS

ContributionCMMI Process Area

Strong or significant contribution+ + Moderate contribution+ Minimal or no contribution-


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CMMI와 6시그마(DMAIC)와의연관성 (1/4)

개발프로젝트및개선프로젝트구성

프로젝트범위정의, 비즈니스목적과프로세스개선연계

OPF SG1 : Determine Process Improvement OpportunitiesOID SG1 : Select ImprovementsGP4.1 : Establish Quantitative Objectives for the ProcessGP5.1 : Ensure Continuous Process Improvement

OPF SG1 : Determine Process Improvement OpportunitiesOPP SG1 : Establish Performance Baselines and ModelsOID SG1 : Select ImprovementsGP2.2 : Plan the ProcessGP3.1 : Establish a Defined ProcessGP4.1 : Establish Quantitative Objectives for the ProcessGP5.1 : Ensure Continuous Process ImprovementGP5.2 : Correct Root Cause of Problems

Define 단계

CMMIDMAIC

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데이터요약및베이스라인수립

필요데이터정의, 레파지토리구성

OPD SG1 : Establish Organizational Process AssetsOPP SG1 : Establish Performance Baselines and ModelsGP2.8 : Monitor and Control the ProcessGP3.2 : Collect Improvement Information

MA SG1 : Align Measurement and Analysis ActivitiesOPD SG1 : Establish Organizational Process AssetsOPP SG1 : Establish Performance Baselines and ModelsCAR SG2 : Address Causes of DefectsQPM SG2 : Statistically Manage Subprocess PerformanceGP2.8 : Monitor and Control the ProcessGP3.2 : Collect Improvement InformationGP4.2 : Stabilize Subprocess PerformanceGP5.1 : Ensure Continuous Process ImprovementGP5.2 : Correct Root Cause of Problems

Measure & Analyze 단계

CMMIDMAIC

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데이터활용, 프로세스및문제특성화

MA SG2 : Provide Measurement ResultsOPP SG1 : Establish Performance Baselines and ModelsCAR SG1 : Determine Causes of DefectsOID SG2 : Deploy ImprovementsGP2.8 : Monitor and Control the ProcessGP3.2 : Collect Improvement InformationGP5.2 : Correct Root Cause of Problems

Measure & Analyze 단계

CMMIDMAIC

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MA SG2 : Provide Measurement ResultsOPP SG1 : Establish Performance Baselines and ModelsOID SG2 : Deploy ImprovementsCAR SG2 : Address Causes of DefectsQPM SG2 : Statistically Manage Subprocess PerformanceGP2.8 : Monitor and Control the ProcessGP4.2 : Stabilize Subprocess PerformanceGP5.1 : Ensure Continuous Process ImprovementGP5.2 : Correct Root Cause of Problems

통제방법정의및이행

DAR SG1 : Evaluate AlternativesOID SG1 : Select ImprovementsOPP SG1 : Establish Performance Baselines and ModelsGP5.1 : Ensure Continuous Process Improvement

개선기회에대한대안식별

Improve & Control 단계

CMMIDMAIC

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CMMI와 6시그마활동의연계CMMI 활동과 6시그마활동은동일한철학을가지고있어서로의활동을연계하여수행함으로써시너지효과를거둘수있음

<CMMI>

품질및프로세스성과목표수립

<6 시그마>

Big Y 선정및목표구체화

회사비전비즈니스목표및이슈

관리대상하부프로세스선정 Little y 선정

프로젝트성과관리 6σ 테마수행

지속적인프로세스개선

Illustr

ative

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CMMI와 6시그마통합전략 (1/2)


CMMI Level 1 Level 2 Level 3 Level 4 Level 5

CMMI Progress

Sustain

Six

Sigm

a D

eplo

ymen

t

Beg

in U

se

Prog

ress

ing

Inst

itutio

naliz

ed

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CMMI와 6시그마통합전략 (2/2)

CMMI 상위성숙도레벨까지이행한후, 6시그마적용- CMMI를조직차원의 Governance 모델로활용- CMMI의특정프로세스영역이나프랙티스들을개선하는데에

6시그마방법을사용-상위성숙도수준을유지하기위한지속적인프로세스개선활동의도구로써 6시그마를활용

6시그마활동이조직내, 내재화된후에 CMMI 적용- 6시그마를조직차원의 Governance 모델로활용-프로세스기반구축을위한참조모델로 CMMI 사용

CMMI와 6시그마를처음부터동시에적용- CMMI와 6시그마를조직차원의 Governance 모델이자전술적도구로활용

-예로써, CMMI의특정프로세스영역을개선하기위한방법으로6시그마를사용하거나, 6시그마를적용하기위한프로세스영역을도출하기위해 CMMI를사용

성숙단계 3까지 CMMI를이행한후에 6시그마적용- CMMI에따라조직차원의프로세스를구축한후에 6시그마를활용하여 CMMI 상위상숙도레벨달성

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CMMI와 6시그마통합프레임워크

SelectBusiness Goal

SelectBusiness Goal

GatherData

GatherData

AnalyzeData

AnalyzeData

PrioritizeIssues

PrioritizeIssues

D M

IdentifyPossible Causes

(Brainstorm)

IdentifyPossible Causes

(Brainstorm)Conduct

Causal AnalysisConduct

Causal AnalysisPrioritize

Actual CausesPrioritize

Actual CausesIdentify

PotentialSolutions

IdentifyPotentialSolutions

IA

DevelopAction PlanDevelop

Action PlanImplement

ImprovementImplement

Improvement

OPPMA

C

QPM

CAR

Business objectivesSpecifications

Performance thresholds

Project performanceMeasurement qualityProcess performance

Data snapshots: 1st iterationbaseline issues-validity/quality

of data, variance (performance)

Improvementgoals

Start subprocess selection

Goal refinement1st iteration final goal

Establish capability, models, etc. No “issues”

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Case Study : LM IS&S 프로세스개선로드맵Lockheed Martin Integrated System & Solutions

-소프트웨어개발및시스템통합조직

1978

Process and Methods

1989Software Engineering

and Management

1995

1998Required Development

Processes

Engineering Procedures

2002Program Process

Standard

Mission Success

Controls

Spac

e Di

visi

on S

oftw

are

Advi

sory

Cou

ncil

Engi

neer

ing

Proc

ess

Impr

ovem

ent

Ente

rpris

e Pr

oces

s

Impr

ovem

ent

Standards

2167

2167A

498

J-STD 016

ISO,IEE, EIA

Models

SW-CMM v1.0

SW-CMM v1.1SE-CMM v1.1

CMMIv1.1

LEAN*Six Sigma

* LEAN : Lean Production이란 1991년 J. Womack이도요타생산시스템(TPS)을성공모델로제시하면서개념적으로분류하여소개한개념 [Womack et al. 1991]-아주간결하고최소한의필요한자원만을이용해생산하는시스템

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Case Study : LM IS&S Benefits

CMMI Maturity Level 5 달성이후

Overall Performance

Software Productivity Up 52%

Software Development Cost Down 23%

Defect Find/Fix Cost Down 21%

Overall Performance

Software Productivity Up 52%

Software Development Cost Down 23%

Defect Find/Fix Cost Down 21%

Rel

ativ

e $/

Def

ect

Historical CMMI ML5

LOC

/Hou

r

Historical CMMI ML5

$/SL

OC

Historical CMMI ML5

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Case Study : 국내 A사

CMMI Maturity Level 5 추진시, 6시그마적용을통한 OID(Organizational Innovation and Deployment) 활동수행

ERP DB Size를경량화하여운영 Performance를개선하고 Disk 도입비용을절감

주요개선내용- PP : 주요컴퓨터자원산정기준및데이터보관기준정립- PPQA : 프로세스및제품평가기준정립- OID : IT용 6시그마방법론정립- SLA/SLMS : 성능관련측정지표관리- DB 재편성프로세스정립-유지보수내재화프로세스정립

개선효과 : 16억 8천만원

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결론

CMMI와 6시그마는성과지향의개선활동에초점을맞추고있음

6시그마의비즈니스적접근방법은 CMMI의성숙단계를달성하기위한개선활동을수행함에있어나타날수있는위험을완화시킬수있음

또한, 6시그마는 CMMI의각성숙단계별로요구되는목적을달성하기위한개선활동및분석을위한방법을제공해줌

6시그마에따른조직의현행성과분석을통해향후성과를예측하고이를통해, 조직이나가야할비전과로드맵의수립이가능함

CMMI의프로세스들은비즈니스관점에서 6시그마적용을위한좋은기반을제공함

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발표를마치며…

“멋진실패에는상을주고평범한성공엔벌을줘라!”

“최고가되기위한열정을가져라!”

- 2006년 9월 14일, 톰피터스의 “상상을경영하라”세미나중에서 -

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Q & A

CMMI와6시그마를연계한 CMMI와6시그마를연계한 …€¦ · People CMM ISO12207...

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Transcript of CMMI와6시그마를연계한 CMMI와6시그마를연계한 …€¦ · People CMM ISO12207...