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Using Six Sigma to Achieve CMMI Levels 4 and 5
Using Six Sigma to Achieve CMMI Levels 4 and 5
Rick Hefner, Northrop Grumman [email protected]
CMMI Technology Conference & User Group17-20 November 2003
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
2
What is Six Sigma?
Six Sigma is a management philosophy based on meeting business objectives by striving for perfection– A disciplined, data-driven methodology for decision making and
process improvement
Six Sigma consists of several integrated methods: – Process Management– Voice of the Customer– Change Management– Tools for Measuring Variation and Change– Business Metrics
The focus is on understanding and reducing variation
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
3
DMAIC Steps
DEFINESet project goals and objectives
MEASURENarrow range of potential causes and establish baseline capability level
ANALYZEEvaluate data/information for trends, patterns, causal relationships and “root causes”
IMPROVEDevelop, implement and evaluate solutions targeted at identified root causes
CONTROLMake sure problem stays fixed and new methods can be further improved over time
Define
Measure
Analyze
Improve
Control
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
4
Our Six Sigma Approach
Engaged with External Customers
•Visibility •Participation
Linked with Business Planning and Oversight
•Business planning•Project selection
Enabled byInfrastructure •Training•Tools•Awareness•Database
SPM
Minitab.lnk
Level 2 Self Assessment & Monitoring
Quality Goals
Performance
Objectives
Performance
Metrics
Relative Weight
Benchmark/Baseline
1
2
3
4
5
6
7
8
9
10
Quality Goals1 2 3 4 5 6 7 8 9 10
Sum=100
Inte
grat
ed
Pr o
duc t
D
eve
lop m
ent
Em
plo
yee
retr
ain
ing
ISO
90
00
Qu
ality
Cu
stom
er
Sat
isfa
ctio
n
Co m
pet
itive
A
nal
ysis
Nu
mb
er o
f IP
DT
eam
s st
arte
d
Per
cen
t of
E
mpl
oye
es R
etra
ine
d
Pe r
cen
t of
O
rien
t ati o
n M
eet
ings
Per
cen
t D
efec
tre
duct
ion
Per
cen
t co
mpl
ain
tre
duct
ion
Com
plet
ed
Stu
dies
20 20 10 25 20 5
20 50% 100% 20% 10% 3
EXAMPLE OF TOOL USAGE
Level 2 Self Assessment & Monitoring
6
Current Performance - Baseline
10
8
6
4
2
0
(circle current actual performance)
Potential Totals
1000_____ Goal Met
200____ No Gain
0_____ Worse
Improvement
Rating x weight
Previous Total
Current Total
Improvement Rating(0-10)
18 40% 100% 20% 10 2
15 35 80 17 8 1
12 30 60 14 6 0
9 25 40 11 4 0
20 20 8 2 0
3 15 0 5 1 0
80 120 80 150 160 10
480
600
EXAMPLE OF TOOL USAGE
Integrated with Quality Program
•Integrated Training, Awareness, & Policies
•Integrated CMMI & Six Sigma projects
•Integrated tracking and reporting via DB, PRA, etc.
Tied to Employee Performance
•Goals, awards•Job and career paths
Quantitatively Driven•Six Sigma improvements are quantified
Startit! – a NGMS product
Quantitative
Process Capability
Measurement and
Assessment Report
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
5
Six Sigma Implementation
Starting implementing Six Sigma in 2001
Trained over 3000 Green Belts (80 hours), and over 200 Black Belts (160 hours)
Completed several hundred projects covering all functional areas– Customer involvement and award fee citations
About half of the projects are improving an engineering process
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
6
Causal Analysis and ResolutionOrganizational Innovation and Deployment5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
Continuous process improvement
Quantitativemanagement
Processstandardization
Basicprojectmanagement
Quantitative Project ManagementOrganizational Process Performance
Organizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project ManagementRisk ManagementDecision Analysis and ResolutionRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation
Requirements Management Project PlanningProject Monitoring and ControlSupplier Agreement Management Measurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
1 Performed
Process AreasLevel Focus
Level 5Focus is on preventing defects and innovation (addressing common causes of variation)
Level 4 Focus is on understanding and managing special causes of variation, at both the project and organizational levels
Capability Maturity Model Integrated
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
7
Maturity Level 4
Organization Establishes organizational goals Establishes standard process Characterizes process
performance and quality of the standard process
Project Establishes project goals Tailors standard organizational
process to create project’s defined process
Selects critical subprocesses to quantitatively manage
Understanding and managing special causes of variation
RUN CHART
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
8
Quantitative Management Example (not real data)
Peer Reviews – Understanding the Process
How many errors does the team typically find in reviewing an interface specification?
Useful in evaluating future reviews– Was the review effective?– Was the process different?– Is the product different?
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
9
Quantitative Management Example (not real data)
Peer Reviews – Improving the Process
Reduce the variation– Train people on the process– Create procedures/checklists– Strengthen process audits
Increase the effectiveness (increase the mean)– Train people– Create checklists– Reduce waste and re-work– Replicate best practices from
other projects
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
10
New Questions at Level 4
Which subprocesses are predictable at the project level? At the organizational level?
Should different projects control different subprocesses?
What statistical data should the organization collect?
What differences in project subprocesses are permissible? How do they impact the historical data?
Given two projects with two different subprocesses, how do I judge which is better? What does better mean? In what situations would it be better?
Can I trade cost versus quality? How do I explain this trade to my customer?
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
11
Maturity Level 5
Organization Identifies incremental and
innovative improvements Pilots improvements Deploys and measures
(quantitatively) the results
Project Identifies causes of defects and
other problems Takes actions to prevent them
from occurring in the future
Preventing defects and innovation (addressing common causes of variation)
RUN CHART
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
12
New Questions at Level 5
What are reasonable organizational process and quality goals?
How radically should I change organizational processes to meet these goals? How fast?
What process changes should I make?
How do I define a defect?
Which defects are unrelated to process? How do I eliminate those from the analysis?
Copyright 2003 Northrop Grumman Space and Mission Systems Corp. All Rights Reserved.
13
Results
Organizational-wide adoption and training of Six Sigma has resulted in a workforce that understands variation– Common language– Common toolset– Common focus on reducing variation
Results have been seen in our rapid achievement of CMMI Levels 4 and 5– 4 of our organizations have now achieved Level 5