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AJAL JOSE AKKARA
ASSISTANT PROFESSOR
Dept: ELECTRONICS AND COMMUNICATION E N G I N E E R I N G
UNIVERSAL ENGINEERING COLLEGE
CURRENTLY PERSUING EXECUTIVE MBA @ IIM - kOZHIKODE
Six sigma and its application to software development
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Rapidly growing GDP of 7.5%-8% Services sector has more than 50% weightage in GDP Structural drivers for growth
Large population and favorable demographic trends Skilled and well-educated labor force Rising integration into global trade and investment Improving macro policies and institutional framework
Various studies predict that India will become the 3rd largest economy in the world by 2050 But there are challenges
Need for simplification of rules and regulations Infrastructure
A brief look at the Indian Economy
Put the Right Information in the right Place. RIP it!
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Rapidly growing exports 1991 – US $128 million 2005 – US $17.2 billion 2008 (projected)- US$ 50 billion
Employs over 1,100,000 people
Over 400 Fortune 500 companies outsource their software development & maintenance to India
Snapshot of the Indian Software Industry
(Source: NASSCOM)
Applying Six Sigma to software development makes product development andother projects transparent to both management and customers. Transparencyrequires an important cultural change. As a result, after transparency isachieved, completing accurate project estimations while meeting both deadlinesand customer requirements becomes a lot easier.
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Liberalization of the economy & the seeds of IT boom in India
Abolition of licenses
Rationalization of taxes
Export thrust
Reduction of import tariffs
Abolition of wealth tax
Foreign exchange reforms
Systems Design and Development
1. Bottom-up2. Top-down3. Modular
X’s Step 1 Step 2 Step 3
Y’s
INPUTINPUT PROCESPROCESSS
OUTPUOUTPUTT
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The Six Sigma Evolutionary Timeline
1736: French mathematician Abraham de Moivre publishes an article introducing the normal curve.
1896: Italian sociologist Vilfredo Alfredo Pareto introduces the 80/20 rule and the Pareto distribution in Cours d’Economie Politique.
1924: Walter A. Shewhart introduces the control chart and the distinction of special vs. common cause variation as contributors to process problems.
1941: Alex Osborn, head of BBDO Advertising, fathers a widely-adopted set of rules for “brainstorming”.
1949: U. S. DOD issues Military Procedure MIL-P-1629, Procedures for Performing a Failure Mode Effects and Criticality Analysis.
1960: Kaoru Ishikawa introduces his now famous cause-and-effect diagram.
1818: Gauss uses the normal curve to explore the mathematics of error analysis for measurement, probability analysis, and hypothesis testing.
1970s: Dr. Noriaki Kano introduces his two-dimensional quality model and the three types of quality.
1986: Bill Smith, a senior engineer and scientist introduces the concept of Six Sigma at Motorola
1994: Larry Bossidy launches Six Sigma at Allied Signal.
1995: Jack Welch launches Six Sigma at GE.
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Time Line
1985
1987
1992
1995
2002
Dr Mikel J Harry wrote a paper relating early failures to Quality.
MOTOROLA Allied Signal
General Electric
Johnson & Johnson, Ford,
Nissan, Honeywell
“[Six Sigma] is the most important training thing we have ever had. It’s better than going to Harvard Business School.”
J.F. Welch
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Pilot's Six Sigma Performance
Width of Landing Strip
1/2 Width of Landing strip
If pilot always lands within 1/2 the landing strip width, we say that he has Six Sigma capacity.
Six sigma will be able to help in dealing with
all these challenges to a certain extent.
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The Quality Chain
Project and IT development processes support the project’s products
Customers may be internal or external
More efficient & effective use of resourcesMinimize errorsMeet or exceed stakeholder expectations
More rework, waste, & errorsNegative impact on project goal & objectivesPoor quality can be an embarrassment!
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New Outsourcing FeverBooming Software/IT IndustryBooming Software/IT Industry
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Software Safety
Software safety is a software quality assurance activity that focuses on the identification and assessment of potential hazards that may affect software negatively and cause an entire system to fail.
If hazards can be identified early in the software process, software design features can be specified that will either eliminate or control potential hazards.
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Problems with Software and Sigma
Software generally has low product volume compared with manufactured products– But what if we measure units, tests, objects,
screens, functions, etc?
Software development process has very high variance– Does it need to?– Is that necessarily bad?
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What Are These Changes?
datadata
otherotherdocumentsdocuments
codecodeTestTest
ProjectProjectPlanPlan
changes in changes in technical requirementstechnical requirements
changes in changes in business requirementsbusiness requirements
changes inchanges inuser requirementsuser requirements
software modelssoftware models
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Software Quality Assurance
FormalTechnicalReviews
Test Planning& Review
Measurement
Analysis&
Reporting
ProcessDefinition &Standards
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The Software Configuration
programsprograms documentsdocuments
datadataThe piecesThe pieces
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Software Process Overview
cross platform building Dashboards – continuous testing Mailing List – Developer communication Stored developer communication keep track of bugs and feature requests
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The IT Project Quality Plan
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Eight Wastes of Software Development
Partially Done Work Extra Processes Extra Features Task Switching Waiting Motion Defects Underutilization of Employees
Note: Seven Wastes of SD defined by Mary Poppendieck
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Monitor and Control
Quality Control Activities
Quality Control Activities should focus on the inputsand outputs of each process. This can be viewedin terms of the systems concept.
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Quality Control Tools
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Effect
Measurement
Methods
People
unable employee Untrained employee
Lack of training
Inefficient trainer
Mistakes in
estimating
Severity problems
Narrative data
Problem in the method of data
analysis
The method is not suitable with the data category
The method is not working with the system perfectly
Lack of knowledge about the
system
Lack of knowledge about the method
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NotesMake any notes here:
.
Tip: First start with Outputs and Customers. Next set process boundaries and do the process map steps and then list inputs and suppliers
Start
End
Design and development
Coding
Testing
Analysing the requirements
Promotion
Maintenance and updating
SIPOC
INPUTSSUPPLIERS PROCESS OUTPUTS CUSTOMERS
Critical to Client MetricCritical to Client MetricRegion : Product :Number of processes : Process : FTE :
1. Org 12. Org 23. Org 3
4. Org 4.
*Interviews with the clients,Mails and Supporting
docs by the client.•Requirement Specification.• The software
with forms and the requirement specification.
•The software, Requirement specifications,
supporting documents and
Technical documents.
•Software with content,Client
mails mentioning the competitors.
•Software/application,
content/functions to be updated,
re-Analysis reports.
Completed softwares
1. Org 52. Org 63. Org 7.
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Why the necessity of any Quality Management System ?
To get high Customer satisfaction index To maintain Competitive lead To adopt best quality practices Win global outsourcing contracts
Process reengineering goes a step further than quality assurance:
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Process Name:
Who
Step
Elapsed Time
As-Is Process Map
Analysing the requirements
1st week 2nd week 3rd week 4th week 5th week 6th week 7th week
1
2 Design and development
3 Coding
4 Testing
5 Promotion
6 Maintenance and updating
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Moments of Truth (MOT):Any time a customer draws a critical judgement, positive or negative, about the service, based upon a service experience (or lack of it).Value-Added (VA):• Is the customer willing to pay for it?• Is it done right the first time?• Essential work that moves one step closer to the
final product.Value-Add Enabler: step that is required to do VA
Non-Value Add (NVA):Steps considered non-essential to produce and deliver the product or service to meet the customer’s requirements. The customer is NOT willing to pay for the step.
“As-Is” Process Map Analysis1 2 3 5 6 74
%TotalTotal
%Steps
Process Step
Discussing with the customer about the require-ments
Complete analysis
Specification building
Designing
Developing
Understanding the design(by programmer)
Writing the Codes (by technical writer)
Design Materials
ProductionProcess
(Outputs)
(Inputs)Products
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“As-Is” Process Map Analysis8 9 10 12 1
314 1511
%TotalTotal
%Steps
Process Step Intensive testing
Complete testing Making
an advertising campaign
Making an Attractive website as to show models of software
Providing maintenance
Frequent updating
Reanalysis reports
Refreshing the website with the new updates
DevelopmentProcessArchitecture
Requirements
(Outputs)(Inputs)
Software
Applying to Software
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Moments of Truth (MOT):Any time a customer draws a critical judgement, positive or negative, about the service, based upon a service experience (or lack of it).Value-Added (VA):• Is the customer willing to pay for it?• Is it done right the first time?• Essential work that moves one step closer to the final product.Value-Add Enabler: step that is required to do VA
Avg. Time (Mins)
Value-Added
Nonvalue-Added
– Failure Int. / Ext.
– Control/Inspection
– Delay
– Prep/Set-Up
– Move
Total
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Total%Total
%Steps
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Business Process Reengineering
“Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed *
* Hammer., Champy.J., (1993), Reengineering the Corporation: A Manifesto for Business Revolution., Harper Collins, London
$
Cost of Poor
Quality
Process reengineering goes a step further than quality assurance:
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Levels of Software Process Maturity
Capability Maturity Model Integration (CMMI)
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Change Control
STOPSTOP
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The BATON Solution
Vantage Service ManagerIT modeling, monitoring, visualization and data integration from Business Perspective
Proven Methodology and simplified data analysis leveraging structured
methodology and extensive intellectual property
Metrics Driven
Operational Improvements
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OPEN TO THE AUDIANCE
CAN WE INTRODUCE SIX SIGMA IN EDUCATION ?
IF SO , HOW ?
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Body of Knowledge
Certification
Self Assessment
Roles &Career Development
Curriculum
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Questions
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Thank You !
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Back up
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To achieve six sigma:6 Sigma -> 3.4 defects per million 5 Sigma -> 230 defects per million.4 Sigma -> 6210 defects per million.
In 1980’s, Motorola coined “six-sigma” to describe their higher quality efforts
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Examples of the Sigma ScaleIn a world at 3 sigma. . .
There are 964 U.S. flight cancellations per day.
The police make 7 false arrests every 4 minutes.
In MA, 5,390 newborns are dropped each year.
In one hour, 47,283 international long distance calls are accidentally disconnected.
In a world at 6 sigma. . .
1 U.S. flight is cancelled every 3 weeks.
There are fewer than 4 false arrests per month.
1 newborn is dropped every 4 years in MA.
It would take more than 2 years to see the same number of dropped international calls.
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Lean Originated in Toyota-
Toyota Production System Is not just about business
process review but a methodology for changing organisational culture based on ‘systems thinking’.
Continuous improvement ,Respect for people
Processes designed around what the customer wants
Identifies waste in a process, efficiency gains come from eliminating waste.
Software development methodology
Customer satisfaction by rapid, continuous delivery of useful software
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
Even late changes in requirements are welcomed
Agile Six Sigma
Originated in Motorola
A six-sigma process is one in which 99.99966% of the products manufactured are statistically expected to be free of defects
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TAKING OF THE BLINDERS…
“In strategy it is important to see distant things as if they were close and to take a distanced view of close
things”
Miyamoto MusashiThe Book of Five Rings
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MURPHY’S LAW:MURPHY’S LAW:
What can go wrong, will go wrong. The possibility of something
going wrong is much greater than its going right. One can act upon a
problem, however small it is, only when the problem is first accepted.
Action presupposes a decision, a will, and the will can exists, only when
there is recognition.
KARMA: KARMA:
“Everything will be all right if my karma is good”. Karma does
not work that way, the theory of karma is not fatalism. It does not justify
passing the buck. It pins down the responsibility upon us.
so accept problem as it occurs.
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“What ever a leader does, other people do. The very thing.
What ever the upholds as authority, an ordinary person
follows that”.
- BHAGAVATGITA.
KRISHNA TO ARUGUNA:KRISHNA TO ARUGUNA:
If you runaway from this battle field, all others will also
follow you. If you fail to do what is to be done, others will also do
exactly that, because you are leader, whether you like it or not.
- Set our Example.
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Data Driven Decision
Y = f(x)
• Y
• Dependant
• Output
• Effect
• Symptom
• Monitor
• X1…… Xn
• Independent
• Input-Process
• Cause
• Problem
• Control
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GE Six Sigma Economics
$0
$500
$1,000
$1,500
$2,000
$2,500
1996 1998 2000 2002
6 Sigma Projest Success
Cost
Benefit
(in millions)
Source: 1998 GE Annual Report, Jack Welch Letter to Share Owner and Employees - progress based upon total corporation cost/ benefits attributable to Six Sigma.
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Two Processes
DMAIC– Existing Process
DefineMeasureAnalyzeImproveControl
DMADV– New Processes– DFSS
DefineMeasureAnalyzeDesignVerify
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DMAIC
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Overview of Six Sigma
CHANGE THE WORL
D
TRANSFORM THE
ORGANIZATION
GROWTH
COSTS OUT
PAIN, URGENCY, SURVIVAL
Six Sigma a PHILOSOPHY
Six Sigma as a Process
Six Sigma as a Statistical Tool.
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6 Sigma Training
Master Black Master Black BeltBelt
Mentor, Trainer, and Coach of Black Belts and other in the Organization
Black BeltsBlack BeltsLeader of teams implementing the Six Sigma Methodology on projects.
Green BeltsGreen BeltsDelivers successful focused projects using the Six Sigma Methodology on tools.
Team Members/ Team Members/ Yellow BeltsYellow Belts
Participates on and supports the project teams, typically in the context of his or her existing responsibilities.
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