Using Models to Drive Process Improvement Kurt D. Roudabush, PMP CMQ/OE, CQE, CQA, CSQE.

Using Models to Drive Process Improvement

Kurt D. Roudabush, PMPCMQ/OE, CQE, CQA, CSQE

Where are we going?

Why? How? Is there something better?

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?

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?

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”

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”

Where are we going?


Lots Of Ways To Do “It”?

SPC TQM ISO 6 Sigma CMMI/SPiCE Lean Lean/6 Sigma Other

Define “Models”

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

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

Process Improvement Models

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”?

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

Each one developed to: Address a certain principle Resolve a certain issue

ISO 9001

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

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

5 Maturity Levels22 Process AreasSpecific GoalsSpecific PracticesGeneric GoalsGeneric Practices

Staged RepresentationContinuous Representation

Level 2Managed

Level 3Defined

Level 4Quantitatively ManagedLevel 5Optimizing

Focus is on Product Development Process Maturity

MBNQA (and MQLA)

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)

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)

S ACQ.1 Acquisition preparationS ACQ.2 Supplier selectionS A ACQ.3 Contract agreementS A H ACQ.4 Supplier monitoringS ACQ.5 Customer acceptance A ACQ.11 Technical requirements A ACQ.12 Legal & Admin requirements A ACQ.13 Project requirements A ACQ.14 Request for proposals A ACQ.15 Supplier qualification

Acquisition Process Group

Primary Life Cycle Processes

S A SPL.1 Supplier tenderingS A SPL.2 Product releaseS SPL.3 Product acceptance support

Engineering Process Group

S A ENG.1 Requirements elicitationS A H ENG.2 System requirements analysisS A H ENG.3 System architectural designS A H ENG.4 Software requirements analysisS A H ENG.5 Software designS A H ENG.6 Software constructionS A H ENG.7 Software integrationS A H ENG.8 Software testingS A H ENG.9 System integrationS A H ENG.10 System testingS ENG.11 Software installationS ENG.12 Software & System Maintenance

Operation Process Group

S OPE.1 Operational useS OPE.2 Customer support

Supply Process Group

S A H SUP.1 Quality assuranceS A SUP.2 VerificationS SUP.3 ValidationS A SUP.4 Joint ReviewS SUP.5 AuditS SUP.6 Product evaluationS A SUP.7 DocumentationS A H SUP.8 Configuration managementS A H SUP.9 Problem resolution managementS A H SUP.10 Change request management

Support Process Group

Supporting Life Cycle Processes

S MAN.1 Organizational alignmentS MAN.2 Organizational managementS A H MAN.3 Project managementS MAN.4 Quality managementS A MAN.5 Risk managementS A MAN.6 Measurement

Management Process Group

Organizational Life Cycle Processes

Resource & Infrastructure Process Group

S RIN.1 Human resource managementS RIN.2 TrainingS RIN.3 Knowledge managementS RIN.4 Infrastructure

Reuse Process Group

S REU.1 Asset managementS A REU.2 Reuse program managementS REU.3 Domain engineering

Process Improvement Group

S PIM.1 Process establishmentS PIM.2 Process assessmentS A PIM.3 Process improvement

Automotive SPiCE (European Auto Mfrs.)


















Reuse Process Group




HIS (basically German Auto Mfrs.) Scope


















Reuse Process Group




TQM

"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

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

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 going?


Pros and Cons

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?

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

Match Process Improvement Methods to Needs

Model/Approach FocusISO 9001 Usually establishing foundational

processes and being able to “Fly the Flag”

CMMI Product Development Process Maturity

MBNQA Business Excellence

SPiCE Process maturity and continuous improvement with customization to specific domains.

TQM Involving everyone and all aspects of the business in problem solving.

6-Sigma Eliminating sources of error/variation, emphasis on the financial impact.

Lean Focus on cutting waste

How Can the Organization Realize the Greatest Benefit?

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?

What methods would you suggest? Look at things like decision matrix,

force field analysis, mind maps, etc.

Conclusions

1. Program Management – Strategies Process Improvement

Outcomes

2. Don’t get hung up on one methodology

Don’t just “Study to the test” Think “toolboxes”

3. Look at the needs/benefits Stop focusing on the model/approach They are just tools

Final Recommendation

Remember Deming’s 1st Point “Constancy of purpose” Roudabush (plagiarized) paraphrase -

“Keep On, Keepin’ On!”

Using Models to Drive Process Improvement Kurt D. Roudabush, PMP CMQ/OE, CQE, CQA, CSQE.

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