Six Sigma consulting -Profile


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Six Sigma consulting -Profile

  1. 1. The Journey to CMMI Level 5 Integrating Six Sigma with CMMI Presenters Sridhar N Chandrika Samuel Awareness Talk at MSC Malaysia Innovation Center, Cyberjaya 19th Mar 2008 Satyam Confidential 1
  2. 2. Agenda Overview of CMMI Overview of Six Sigma CMMI and Six Sigma Relationships Statistical Process Control for CMMI CMMI thru Six Sigma – A case study Six Sigma at Satyam Satyam Confidential 2
  3. 3. Integrating Six Sigma with CMMI Overview of CMMI Satyam Confidential 3
  4. 4. What is CMMI? C M Capability Maturity Model Integration M I  CMMI for Development is a reference model that covers development and maintenance activities applied to products and services  The CMMI for Development constellation consists of two models: CMMI for Development + IPPD and CMMI for Development (without IPPD) Satyam Confidential 4
  5. 5. Overview of CMMI  CMMI® (Capability Maturity Model® Integration) is  A process improvement maturity model for the development of products and services  An approach that provides organizations with the essential elements of effective processes  It consists of best practices that address development and maintenance activities covering the product lifecycle from conception through delivery and maintenance  It can be used to guide process improvements across a project, a division, or an entire organization  CMMI helps integrate traditionally separate organizational functions  CMMI helps set process improvement goals and priorities  CMMI helps provide guidance for quality processes, and provide a point of reference for appraising current processes Satyam Confidential 5
  6. 6. Overview of CMMI The base model contains 22 Process Areas that cover the systems and software engineering disciplines  In addition 3 process areas cover Integrated Product and Process Development (IPPD) 1 process area covers Supplier Sourcing  IPPD is a systematic approach that achieves a timely collaboration among relevant stakeholders throughout the life of the product to better satisfy customer needs and expectations Satyam Confidential 6
  7. 7. CMMI Process Area Components Process Area Statement Introductory Related of Purpose Notes Process Areas Specific Generic Goals Goals Key: Specific Required Generic Practices Practices Informative Expected Generic Practice Typical Work Sub-Practices Sub-Practices Elaborations Products Satyam Confidential 7
  8. 8. CMMI Maturity Levels Levels Focus on continuous 5 improvement Process measured and 4 controlled Optimizing Process characterized for the Quantitatively 3 Organization and is proactive Managed Process Characterized for Defined 2 projects and is often reactive Managed Process unpredictable, Initial poorly controlled and reactive 1 Satyam Confidential 8
  9. 9. Process Areas - Maturity Level Wise Level 2 Level 3 Level 4 Level 5 • Requirements • Requirements • Quantitative • Organizational Management Development Project Innovation and • Project Planning • Technical Solution Management Deployment • Project Monitoring • Product Integration • Organizational • Causal Analysis and Control • Validation Process and Resolution • Measurement and • Verification Performance Analysis • Risk Management • Configuration • Integrated Project Management Management +IPPD • Process and • Decision Analysis Product Quality and Resolution Assurance • Organizational • Supplier Process Definition Agreement +IPPD Management • Organizational Process Focus • Organizational Training Satyam Confidential 9
  10. 10. Process Area Categories Project Engineering Management Support Process Satyam Confidential 10
  11. 11. Process Areas - Category Wise Engineering Project Management • Requirements Management • Project Planning • Requirements Development • Risk Management • Technical Solution • Integrated Project Management • Product Integration +IPPD • Verification • Project Monitoring and Control • Validation • Quantitative Project Management • Supplier Agreement Management Support Process • Configuration Management • Organizational Process Definition • Measurement and Analysis +IPPD • Process and Product Quality • Organizational Process Focus Assurance • Organizational Training • Decision Analysis and Resolution • Organizational Process Performance • Causal Analysis and Resolution • Organizational Innovation and Deployment Satyam Confidential 11
  12. 12. CMMI Benefits The CMMI Product Suite provides best practices for product and service development and maintenance. Some of the benefits of these best practices are:  Align engineering and management activities to the business goals  Expand the scope and visibility of the product lifecycle and engineering activities to meet customer expectations  Incorporate lessons learnt from additional areas of best practice (e.g., measurement, risk management, supplier management etc)  Implement more robust practices leading to high maturity Satyam Confidential 12
  13. 13. Integrating Six Sigma with CMMI Overview of Six Sigma Satyam Confidential 13
  14. 14. Six Sigma Philosophy Focus on the Customer!  We don’t know what we don’t know  If we can’t measure it, we really don’t know much about it  If we don’t know much about it, we can’t control it  If we can’t control it, we are at the mercy of chance Satyam Confidential 14
  15. 15. Why do Companies Need Six Sigma? Companies use Six Sigma to reduce variation in products and processes leading to -  Fewer defects  Reduced cycle times  Increased capacity and throughput  Lower costs  Higher revenues and  Reduced capital expenditures Satyam Confidential 15
  16. 16. What is Six Sigma?  A buzz word to institutionalize a process improvement mindset  A methodology for  Identifying sources of defects and re-engineering  Eliminating defects  Preventing problems  Delighting customers  A set of tools (technical and analytical – for analyzing processes, understanding customer needs, and eliminating defects)  A training program to develop different levels of expertise  Yellow Belt  Green Belt  Black Belt  Master Black Belt Satyam Confidential 16
  17. 17. How is Six Sigma Different?  Tangible monetary benefits  A process focused organization  Data driven decisions  Change management  Customer centric approach  Employee satisfaction  Reduced complaints and associated costs Satyam Confidential 17
  18. 18. Six Sigma – How is it Done  Six Sigma can be applied to any process; Business, Design, Sales & Support etc.,  Fundamental model is to identify and convert a defect into a measurable value, understand the impact, identify a process- control and implement the same Business Statistical Statistical Business Problem Problem Solution Solution Model for applying Six Sigma Satyam Confidential 18
  19. 19. Six Sigma Methodology D Define improvement M goals Measure current Tools used performance A -Pareto charts Analyze the -Bar Graphs system to I Tools Used determine -Pie Charts -MSA Improve the ways to -Box Plots improve it system to -Dot Plots remove -Histograms C Tools Used variation and Control -Regression non-value the system so -Correlation added actions problems do not -Hypothesis recur Testing Tools Used Tools used -DoE -Poka Yoke -ANOVA -Flagging -Surface -Control Charts Resp. Testing Satyam Confidential 19
  20. 20. Six Sigma Philosophy Improve Customer Satisfaction By Reducing And Eliminating Defects Greater Profits Satyam Confidential 20
  21. 21. What is Six Sigma? A – Quality Management Philosophy B – Quality Improvement Methodology C – Measure of Quality D – Statistical Thinking Answer is ? ______ Satyam Confidential 21
  22. 22. What is Six Sigma? A – Quality Management Philosophy B – Quality Improvement Methodology C – Measure of Quality D – Statistical Thinking Answer is ? ______ ‘All of the Above’ Satyam Confidential 22
  23. 23. What is Six Sigma? Quality Management Philosophy Reduce variation in business and be customer focused. ‘Management by Fact’ Quality Improvement Methodology  Methodology and tools to improve business processes  Delivers ‘better’, ‘Faster’ and ‘Cheaper’ solutions  Uses statistical process methods such as DMAIC, DFSS etc Measure of Quality  Measurable improvements  Measure of performance  Measure of results Statistical Thinking  Everything is a process  Variation exists in all processes  Data is used to understand variation and drive improvements Satyam Confidential 23
  24. 24. Overview of Six Sigma  Six Sigma (6 ) is a high-performance, rigorous, disciplined and metric- driven methodology that uses data and statistical analysis to measure and improve company’s operational performance  Conceptualized in the early 80s for 'breakthrough improvements' in processes and product design, leading to higher monetary benefits and customer delight  The term "Six Sigma" relates to the number of mathematical defects in a process. Six Sigma practitioners focus on systematically eliminating the defects so they can get as close to "zero defects" as possible  Six Sigma aims for virtually error free business performance by the identification and elimination of defects in manufacturing and service related processes Satyam Confidential 24
  25. 25. Integrating Six Sigma with CMMI CMMI and Six Sigma Relationship Satyam Confidential 25
  26. 26. CMMI and Six Sigma Integration CMMI fits seamlessly into SS. CMMI provides the necessary detailed implementation guidance and proven best practices to implement Six sigma in Software development  SS is a change management and an Six Sigma improvement approach  SS is a measurement approach  CMMI provides necessary depth, guidance and best practices to implement Six Sigma  CMMI provides proven improvement steps to implement Six Sigma  CMMI is necessary to establish detailed actions CMMI and to measure progress  CMMI allows to objectively evaluate and communicate the maturity of a product development org Satyam Confidential 26
  27. 27. CMMI Representation with Six Sigma  Six Sigma can be used at each maturity level, starting as a driving force, accelerate at Level 1 and progressing to the organization-wide application of what were originally local improvements  Level 5 is reached when an organization can focus on continuous process improvements The following are examples of Six Sigma analytical tool kit linked to CMMI process areas -  Decision Analysis & Resolution (DAR) - can use concept selection methods such as Pugh Matrix  Risk Management (RSKM) - can use Failure Modes & Effects Analysis (FMEA)  Technical Solution (TS) - can use Design FMEA Source – SEI Web Site Satyam Confidential 27
  28. 28. CMMI Process Areas and DMAIC Framework  The organization's measurement process can be mapped to the generic practices that apply to all the CMMI process areas as shown below.  The generic practices that are oriented to the organization's measurement process are listed below. Generic Practice 2.8- Monitor and Control the Process Generic Practice 3.2 - Collect Improvement Information Generic Practice 4.1 - Establish Quality Objectives Generic Practice 4.2 - Stabilize Sub process Performance Generic Practice 5.1 - Ensure Continuous Process Improvement Generic Practice 5.2 - Correct Common Causes of Problems Source – SEI Web Site Satyam Confidential 28
  29. 29. Aligning DMAIC with CMMI Process Areas CMMI Level Process Area Define Measure Analyze Improve Control Organizational Innovation and  Level 5 Deployment Causal Analysis and Resolution  Quantitative Project Management    Level 4 Organizational Process Performance   Requirements Development  Technical Solution  Product Integration Validation  Verification  Level 3 Risk Management  Integrated Project Management + IPPD   Decision Analysis and Resolution  Organizational Process Definition + IPPD  Organizational Process Focus  Organizational Training  Requirements Management   Project Planning  Project Monitoring and Control  Level 2 Measurement and Analysis   Configuration Management Process and Product Quality Assurance  Supplier Agreement Management Satyam Confidential 29
  30. 30. CMMI ‘WHAT’ Six Sigma  ‘HOW’ WHAT’s of CMMI  HOW TO’s of Six Sigma Requirements Development  VOC, Affinity Diagram, QFD, FMEA Causal Analysis and Resolution  Ishikawa Pareto Chart, Fish Bone Quantitative Project Management  Control Charts, Trend Charts Organizational Process Definition  SIPOC, Project Charter Risk Management  Failure Mode Effect Analysis Decision Analysis and Resolution  Criteria Based Matrix, Pugh matrix, QFD Six Sigma and CMMI help Organizations Enhance their Business Performance Through Breakthrough Improvements in Quality and Productivity and Increase ROI Satyam Confidential 30
  31. 31. CMMI & Six Sigma – Complementing Each Other  The focus of Six Sigma was to improve manufacturing processes  Over a time of its maturity it has become more widely used, organizations have been applying this data-driven improvement initiative to the rest of their business life cycles and supply chains  While the CMMI provides a framework for project management and software engineering, the efficiency of these processes is complemented by the usage of the Six Sigma methodologies  The characteristic of CMMI maturity level 5 is continuous improvement, wherein Six Sigma provides methodologies for this journey of continuous improvement. Satyam Confidential 31
  32. 32. CMMI Implements the 3Ms of Six Sigma Measure – Is specifically addressed through Measurement and Analysis, Organizational Process Performance and Quantitative Project Management Method – A broad and deep set of methods, tools and best practices specific for operational excellence (mature processes) in the software development organization Management Approach – All practices of CMMI aiming at process institutionalization in order to ensure the commitment and ability to perform as well as directing and verifying the implementation Satyam Confidential 32
  33. 33. Synergy in Goals and Principles CMMI Six Sigma Operational excellence in software Operational excellence development Tools and Methodologies targeted at reducing Tools and Methodologies targeted at reducing variation and cycle time through root cause variation and cycle time through root cause analysis and dramatically improving software analysis and dramatically improving processes development processes through out the life cycle of a project Improved on time delivery, on budget and on Improved quality of service, reduce waste quality = improved customer delight, leading and customer delight, leading to increased to increased revenues revenues Less non-value-adding-work – free up Less non-value-adding-work – free up resources for growth resources for growth A culture of ‘continuously improving’ with A culture of ‘continuously improving’ with every single person contributing every single person contributing Over time, a basis for more aggressive Over time, a basis for more aggressive competition, as well as more freedom and competition, as well as more freedom and flexibility for strategic moves flexibility for strategic moves Satyam Confidential 33
  34. 34. Synergy in Change Management CMMI builds on the same Change Management principles as that of Six Sigma Six Sigma CMMI Transformational Change Institutionalization continuous innovation and Transformational Change – All improvement into the DNA of an organization mentioned for Six Sigma applies for – to achieve and sustain exceptional results CMMI as well and breakthrough improvements Key Success Factors  Senior Management commitment  Customer centric  Strategic Alignment  Full time resourcing Key Success Factors  Business Process Framework All mentioned for Six Sigma applies for  Systematic Approach to Change CMMI as well  Benefits and Tracking  Performance Enhancement and Management  Capabilities, Learning and Knowledge  Program and Deployment Management  Data Driven Decisions Satyam Confidential 34
  35. 35. Synergy in Benefits Implementing both models together can lead to:  Greater focus on the customer leading to customer delight and healthier bottom lines [ROI]  Continuous process improvements  Decision making culture  A data driven organization  Helps encourage a change in behavior as opposed to ‘achieving a level’  Reinforcing change as a way of life  Good measurements are essential to successful Six Sigma implementation and support CMMI goals  Six Sigma can help accelerate CMMI implementation at ALL levels of maturity  CMMI seamlessly fits into Six Sigma approaches and provides detailed best practices and guidance on its specific implementation in software development  Six Sigma and CMMI can be used as the tactical engine for high capability and high maturity Satyam Confidential 35
  36. 36. Synergy in Business Goals Six Sigma Process Improvement - attacking business problems that have distinct ROI with special tools using a Six Sigma Project as the vehicle Establish ongoing enabling systems, that embed Six Sigma into CMMI Journey to ensure Customer Delight and Return CMMI Process Improvement - on Investment establishing a set of enabling systems that constantly monitor all processes in an area and continuously improve them Satyam Confidential 36
  37. 37. Benefits of Both Models – What does SEI have to say ? "A lot of the driving influence is that corporations are using Six Sigma everywhere else, and now they're extending that to the software domain. Software organizations are being called upon to use this method that's being used successfully elsewhere in the organization." - Jeannine Siviy Deputy director, Carnegie Mellon's Software Engineering Institute (SEI) Dynamic Systems A lot of big companies are developing their own software engineering variant of Six Sigma training, putting software-specific examples into the normal Six Sigma curriculum. Satyam Confidential 37
  38. 38. Integrating Six Sigma with CMMI SPC for CMMI Satyam Confidential 38
  39. 39. Six Sigma Tools and Techniques to Accelerate CMMI Six Sigma Tools and Techniques Affinity Diagrams Scatter Diagrams Control Charts and Histograms Run Charts Pareto Charts Cause and Effect Quality Function Failure Mode and Diagrams Diagram Effect Analysis Satyam Confidential 39
  40. 40. Six Sigma Tools and Techniques to Accelerate CMMI Sample tool - Histogram Histogram (Defect Rate (Defect/PD) 8.0 7.0 6.0 # of Work Requests 5.0 4.0 3.0 2.0 1.0 0.0 0.0-0.9 1.0-1.9 2.0-2.9 3.0-3.9 4.0-4.9 5.0-5.9 6.0-6.9 7.0-7.9 Defect Rate (Def/PD) Satyam Confidential 40
  41. 41. Six Sigma Tools and Techniques to Accelerate CMMI Sample tool – Bar Chart Bar Chart (Module wise UAT Defects) 14.0 Number of UAT Defect 12.0 10.0 8.0 6.0 4.0 2.0 0.0 Module Module Module Module Module Module 1 2 3 4 5 6 Module Name Satyam Confidential 41
  42. 42. Six Sigma Tools and Techniques to Accelerate CMMI Sample tool – Pareto Chart Pareto (Typewise Defect count) 100% 50 80% 40 Count of Defects Percentage 60% 30 40% 20 20% 10 0% 0 Type 3 Type 5 Type 1 Type 2 Type 4 Type 6 Defect Type Satyam Confidential 42
  43. 43. Six Sigma Tools and Techniques to Accelerate CMMI Sample tool – Control Chart Satyam Confidential 43
  44. 44. Integrating Six Sigma with CMMI Accelerating CMMI thru Six Sigma A case study in QPM Process Satyam Confidential 44
  45. 45. Quantitative Project Management  Quantitative Project Management [QPM], a level 4 process area, is to manage the project with metrics to achieve the project’s established quality and process-performance objectives -  Identifying goal metrics (refer to contract, MSA, SLA, for identifying applicable metrics) and target, lower limit and upper limit values  Identifying control metrics for each goal metric to monitor & control during the execution of the project  Determine target, lower limit and upper limit values for control metrics from the projects / Organization level baselines  Statistically analyzing the control metrics data to identify and understand process variation  Predict the performance of goal metrics based on control metric performance  Implementing corrective actions in case control metrics are operating outside the established limits  Simple terms – Execution of Shewart’s Plan – Do – Check – Act with help of Statistical process control techniques Six Sigma Projects can be Executed and Demonstrated at Project Level Satyam Confidential 45
  46. 46. Objectives of QPM  Better  Project planning and scheduling  Estimation  Project Tracking and Monitoring  Process Performance Predictions  Forecasting  Benchmarking  Identify Process Improvement Studies  Process Baselining Satyam Confidential 46
  47. 47. Functions of QPM Main activities of QPM are  Defining the process  Measuring the process  Controlling the process  Improving the process Satyam Confidential 47
  48. 48. Benefits of QPM  Customer Delight  Critical Resource Utilization  Structured Problem Solving  Proactive and Less Reactive  Data based on Objective Evaluation  Establish Stable Performance  Predictable and Reliable Outcomes  Reduction in Defects  Transparency During the Life cycle of the Project Satyam Confidential 48
  49. 49. Software Development Lifecycle Low Level Implmtn Design Project UR / SR & High level System Release & Initiation Proj Plan Design testing Accpt Testing Test Test case Design Dev Customer Interaction Rigorous Design & Implementation , # VOC# CONCEPT # DESIGN FMEA # KANO MODEL GENERATION # CORRELATION # DESIGN OF EXPERIMENTS # QUALITY FUNCTION # PUGH MATRIX # REGRESSION TOOLS DEPLOYMENT # CAUSE & FFECT # HYPOTHESIS TESTING # BENCHMARKING # FMEA Rigorous in-process Metrics and Causal Analysis Satyam Confidential 49
  50. 50. Project Execution Through Project Plan Team Work Allocation Sheet Satyam Confidential 50
  51. 51. Steps to Bring the Project Back on Track Step 1 – Based on the data gathered, Process Capability was performed to check if the process performance is quantitatively improving the project’s objectives Based on the data analysis, it has been observed that the data is not normal as indicated. P < 0.5, Data is not normal Legend – Minitab was used to generate graphs in the project Satyam Confidential 51
  52. 52. Data Transformation As the data was not normal, Johnson transformation was used to translate the data to normal distribution Transformation of Non-normal Data to Normal Satyam Confidential 52
  53. 53. Process Capability Analysis Process capability analysis step was performed to determine the process capability Sigma Value is -1.20 Process Capability Analysis Satyam Confidential 53
  54. 54. Root Cause Analysis Step 2: Root Cause Analysis was performed to identify reasons for low capability of process and brainstorm about potential causes of a problem. Measurements Materials Man Standards not Skill Level No proper measurement clear system Models not Overall Experience clear Experience in Unrealistic Project Complacency estimates Understanding the Complexity of the requirements drawing More Cycle Time Work Environment Practices System followed by Availability different Work Pressure associates is Machine Speed very different Software Problems Working in shifts Boredom Best Small Monitor practices Not modifying not used Remuneration copied drg. Vital Factors properly Environment Methods/Process Machines Satyam Confidential 54
  55. 55. RCA - Action Plan Step 3: High level action plan was detailed to achieve improvement areas Root Cause Action Plan  On the job training would be facilitated to associates who join the project Associate Experience  Onboard the associate with sufficient skill level. Associate Skill level to be mapped with current skill level Establish complete and clear requirements which would be Unclear Requirements reviewed and approved by the client before start of next phase of the project  Establish complete documentation to the team in terms of Insufficient Guidelines and Standards to be used by the team Documentation  Plan a Knowledge sharing session with the team before start of the project Share best practices from similar projects executed. Suggest Best Practices project team to refer Project Knowledge Base tool Step 4: Team re-evaluated the results based on new data collected. The project schedule was revisited and critical components were updated to reflect the project status Satyam Confidential 55
  56. 56. Hypothesis Test Step 5 – To evaluate the improvement, a Hypothesis Test was performed to statistically determine and check the improvement Mean and Std Dev used for Hypothesis Test Satyam Confidential 56
  57. 57. Hypothesis Test Results One-Sample Z: New Effort - Hypothesis Test Results Test of mu = 28 vs < 28 The assumed standard deviation = 5.139 95% Upper Variable N Mean StDev SE Mean Bound Z P New Effort 50 10.1061 0.8875 0.7268 11.3015 -24.62 0.000 P-value of Test Stat Conclusion – Reject Null Hypothesis Ho Hence results are positive and there is evidence of significant reduction of cycle time Hypothesis Test Results Satyam Confidential 57
  58. 58. Improved Data Based on the analysis, a summary graph was generated to verify for the improved data P > 0.05 data is normal Satyam Confidential 58
  59. 59. Process Capability Analysis A process capability analysis was performed on the revised data for new effort and to check on the overall performance. Satyam Confidential 59
  60. 60. Use of Control Chart Step 6 – A Control chart was plotted to check for any variations in the process. To also check whether there was a need for any adjustments from Observed and Measured data. Satyam Confidential 60
  61. 61. Specific Goal and Practice Summary - QPM For individual processes –  CMMI identifies what activities are expected  Six Sigma identified how activities might be improved (more effective, more efficient) SG 1 Quantitatively Manage the Project SP 1.1 Establish the Project’s Objectives SP 1.2 Compose the Defined Process SP 1.3 Select the Sub processes that Will Be CMMI could meet fully meet the Goals Statistically Managed and Practices but still write poor plans SP 1.4 Manage Project Performance SG 2 Statistically Manage Sub process Performance But with a combination of both the model SP 2.1 Select Measures and Analytic Techniques and methodology Six Sigma can be used SP 2.2 Apply Statistical Methods to Understand to improve planning process and write Variation better plans SP 2.3 Monitor Performance of the Selected Sub processes SP 2.4 Record Statistical Management Data Satyam Confidential 61
  62. 62. Thus …  The project issue was resolved through use of Statistical Techniques and functions of Quantitative Project Management  These techniques were applied to simple project monitoring and control process which transitioned into quantitatively managed project monitoring and controlled process Thus, implementing Six Sigma Methodology and CMMI practices helped achieve Continuous Improvement and establish Organizational Innovation and Deployment. Satyam Confidential 62
  63. 63. Integrating Six Sigma with CMMI Six Sigma Institutionalization at Satyam Satyam Confidential 63
  64. 64. Quality @ Satyam Our Roadmap to Organizational Maturity A Way of life ORBIT 6 – Leadership & Innovation 8. Organizational and ORBIT 5 – Organizational business transformation Maturity vision Organizational Capability Maturity 7. Aiming to be the employer PCMM – Mature HR and Learning processes of choice CMMI – capable software processes 6. Keeping up to date on process maturity benchmarks BS15000 – capable IT Service Management processes 5. Metric-driven organization Six Sigma - An AICS Focus 4. Uninterrupted Services BCMS – Business Continuity 3. Risk Management ISMS – Security culture 2. Global Process Maturity SEI-CMM – Software process maturity 1. Foundation of process ISO 9001 – Basic processes Culture 1995 2004 2005 onwards ...Strong processes to create a solid foundation for growth going ahead Satyam Confidential 64
  65. 65. Quality @ Satyam Our Roadmap to Organizational Maturity Projects Continuous Improvement Satyam Confidential 65
  66. 66. Six Sigma Institutionalization @ Satyam Distribution of Six Sigma Improvements Across Business Units 250 200 101 150 VBU 100 49 HCU Financial Benefits: 2002 – 07: 50 117 32 79 19 28 Million USD 16 23 0 Cycle Time Reduction Cost Reduction Defect Reduction Strategy Six Sigma Resources FY 2006-07 Six Sigma Projects 600 14 516 MBB 24 500 20 429 436 400 90 Certified BB 516 Trained 300 350 Target 200 952 GB 3888 100 2500 0 0 1000 2000 3000 4000 5000 Projects - In Progress Projects Completed - SSU Projecs Completed - BU Satyam Confidential 66
  67. 67. References 1. 2. 3. 4. Satyam Confidential 67
  68. 68. Speakers Sridhar N is a Six Sigma professional and a lean practitioner. He has a B.E. degree in Mechanical Engineering and an MBA in International Business. He has more than 20 years of work experience in discrete product manufacturing, continuous and batch mode processing domains, and information technology and services. He is a certified Master Black Belt in Six Sigma, certified Quality Auditor and a certified Project Management Professional from PMI. Sridhar has worked in the fields of nuclear power, industrial gases, data warehousing, customer services and knowledge process management. He has been working in the field of quality for more than 4 years. He is in the field of Six Sigma for the last 8 years. He is currently leading the Six Sigma Consulting Practice of Satyam Computer Services Ltd. Chandrika Samuel is a Six Sigma and CMMI consultant at Satyam, consulting clients for process and breakthrough improvements. She has extensively worked in facilitating Satyam’s Quality Management System across projects that deal with onsite and offshore model spanning different methodologies like SSAD, OOAD, Telecom, SAP and Maintenance. Her Six Sigma and CMMI engagements include HP, Fujitsu, Group Systems, OKI, British Petroleum, Intel, Golden Rule Insurance and many others. She holds a Masters in Communication and Journalism, and is a certified in Software Developer. She is a qualified Lead Auditor for ISO 9001 and BS7799. She was involved in the ISO and SEI-CMMI journey for Satyam as an Assessment Team Member for the Banking and Financial Services business unit of Satyam. She was part of the core group that developed Satyam’s Project Management Practices (SPMP), a home grown methodology for software project management. Satyam Confidential 68
  69. 69. Integrating Six Sigma with CMMI Satyam Confidential 69
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