Agile or Traditional - How to Choose
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Neither Agile nor Traditional is better than each other, each has its own place and for many projects, a hybrid of the two is more better than either of them.
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This document provides an overview and introduction to Six Sigma. It discusses what Six Sigma is, its origins at Motorola and growth at GE, the DMAIC methodology, roles in a Six Sigma organization like Green Belt and Black Belt, and how Six Sigma can be a career path. Key points covered include that Six Sigma is a data-driven methodology to improve processes and reduce defects, its goal is to operate with as little variation as possible at 6 sigma quality levels, and it uses teams and a structured approach like DMAIC to drive process improvement.
Six sigma - yellow belt program v3-030610
This document provides an introduction to Six Sigma, including:
1) It describes Six Sigma as a data-driven methodology used for process improvement and achieving high quality standards.
2) It explains key Six Sigma concepts like the DMAIC model, sigma levels, variation, the normal distribution, and the Pareto principle.
3) It discusses how to create a Pareto chart in Excel to identify the most impactful causes of problems based on frequency of occurrence. Creating lower level charts can help identify root causes.
Introduction To Six Sigma
- Motorola developed the concept of Six Sigma in 1987 to improve quality standards and reduce defects.
- Six Sigma aims to reduce defects to 3.4 defects per million opportunities by focusing on statistical process control and reducing variation. It was later adopted by other companies like GE.
- The key purpose of Six Sigma is to make customers happier by meeting their requirements and reducing defects, while also increasing company profits through cost savings from quality improvements.
U20
This document provides an overview of Six Sigma, including:
- What Six Sigma is and how it originated at Motorola and GE
- The DMAIC methodology for process improvement and DMADOV for creating new processes
- How Six Sigma aims to reduce defects through statistical analysis and achieving 6 sigma capability
- Key roles in a Six Sigma organization such as Black Belts, Green Belts, and Master Black Belts
Design fmea
This document provides guidance on conducting a Design Failure Mode and Effects Analysis (DFMEA). It begins with defining the purpose of a FMEA and what it involves. It then discusses current DFMEA practices and concerns. The remainder of the document offers detailed instructions on performing a DFMEA, including how to construct a process flow diagram, interface matrix, evaluate potential failure modes and their effects/severity, occurrence, detection, and risk priority numbers. It provides examples and criteria for properly analyzing risk and prioritizing corrective actions. The overall summary is that the document aims to refine the approach to DFMEAs by outlining the full process and key considerations for effectively conducting a thorough design risk assessment.
2011 NPF Six Sigma Overview
Six Sigma is a process improvement methodology that aims for near perfect product quality by identifying and removing defects and variation in manufacturing and business processes. It seeks to reduce errors to 3.4 per million opportunities through a data-driven approach including defining, measuring, analyzing, improving, and controlling processes. The Six Sigma approach involves identifying critical customer requirements, measuring current process performance, analyzing causes of defects, improving the process by addressing risks and customer needs, and ensuring continuous monitoring. Benefits include improved understanding of processes, better measurement systems, defined customer success metrics, cost-effective solutions, support for changes, and promotion of successful outcomes.
Manage a Complex Test Effort with Lean and Kanban
“How absurd! She swallowed a bird. She swallowed the bird to catch the spider. She swallowed the spider to catch the fly. I don't know why she swallowed the fly. Perhaps she'll die.” The silly nursery rhyme teaches a serious lesson. Because software products are complex, we seek to manage them by spinning a complex web of processes and tools. Thankfully, not all complex problems demand complex solutions. Join Mike Duskis as he demonstrates how his test team employed kanban practices to manage the test work of a multi-national, multi-project department with a system of index cards on the wall. With the kanban system in place and lean practices driving decisions, the team simplified the prioritization process, improved test visibility, which led to better testing choices. Lean-kanban produced strong results at Mike's shop and could do the same for yours. Join Mike to learn how you can clarify and communicate your test effort—without swallowing any spiders.
More Information
PDCA Cycle In Quality Management And Problem Solving PowerPoint Presentation ...
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
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RCA - Art with Expereince.pdf
A process for identifying the underlying cause of a problem (including actual or possible occurrence of the problem ) , and then planning , testing , implementing , learning from and revising solution
Customer Focus (Internal/external)
Decision based on Facts and Data
Open and honest communication ,& learn from experience
All team member should have the same goal
Focus on Process , not on individuals
Set Rules /Goals
-- Examine pieces , find patterns , and try to fit them together
-- Continuous observation and assessment – look for gaps
-- Trail and Error , try something different keeping Customer into center of focus ( Internal /External )
-- Evaluate results and Process
-- Standardize success , learn from Experience
Define problem with facts and data
Data collection and Analysis – Check sheet ,Parteo Chart ,Flow Chart etc.
--- 5 Why Technique
--- Fish Bone Diagram
Test the best solution & Implement
Evaluate results & Process
Share results – Meeting /Discussion .
While there is NO set template – as per the process /customer requirement template gets modified , however any template needs to cover in the template
Supporting data – all required data needs covered as part of the Template e.g. Incident ID , AHT , # of time repeat interaction , demographic details
L1 bucket for the RCA – Agent , Process , Policy , Technology and only in exceptional cases Customer
Standard L2 reason – e.g. Under agent – Accuracy of Resolution , Complete Resolution , Communication & Tagging related opportunity
Similarly for Process /Technology process specific standard reason to be added e.g. – Delay in pickup , CRM downtime
Standard L3 Reason – L3 reason needs to be standardize , it can hand happened through trial and error concept – reasons can get added and removed basis the experience
L4 and L5 reason can free text ( not the rule ) . For some process standardize L4 reason can be made available
Note :- While doing the RCA , on one incident multiple opportunity can be there – e.g. Agent error cause the DSAT , however trigger point is the Process and Technology failure or vice a versa.
Thumb Rule :- In such situation all the reason needs to be captured , however P0 will be People Error , P1 Process error , P2 Policy/Technology failure –Thumb rule is applicable to 90% of the RCA opportunity , in exceptional cases Process gets P0 priority
EFFECT is “WHAT?” Happens
CAUSE is “WHY?” it Happens
EFFECT = RESULT OR OUTCOME
CAUSE = REASON(S) OR FACTOR(S) CONTRIBUTING TO THE EFFECT
5 WHY’s is the additional process aligned
Easy to Work – High Impact on project Y
Difficult to work -- High Impact on project Y
Easy to work -- Low Impact on project Y
PDCA
What is the process that is being controlled?
What measures (numbers) are we monitoring?
For each measure, what are the “trigger point” values where action should be taken?
What action should be taken when a “trigger point” is reached? Who is responsible for taking action?
Meeting/Discussion
DMAIC Components
The document discusses the components of DMAIC, the methodology used in Six Sigma improvement projects. It begins by outlining some key requirements for Six Sigma projects, including leadership commitment, using facts to make decisions, and cross-functional team training. It then describes each stage of DMAIC - Define, Measure, Analyze, Improve, and Control - and lists some potential tools and activities used in each stage. The document concludes by listing several statistical tools that can be used throughout the Six Sigma improvement process.
Root Cause Analysis - How It Informs CAPA
For years, we've performed root cause analysis with whiteboards, Post-Its & spreadsheets using The 5 Whys, Ishikawa diagrams, FMEA, and DMAIC methodologies. Now, newer technologies have made the RCA discovery process faster and more precise, and support a direct link to CAPAs.
Introduction to Six Sigma
Six Sigma is a statistical methodology for improving business processes. It aims to reduce defects and variation in manufacturing and business processes. The goal of Six Sigma is to reduce defects to 3.4 defects per million opportunities. This can be measured using a metric called sigma, with 6 sigma representing a process operating with almost no defects. Key aspects of Six Sigma include defining critical customer requirements, using data and statistical analysis to determine sources of defects, implementing solutions to processes, and measuring their effectiveness.
Similar to Agile or Traditional - How to Choose (20)
An analytical approach to effective risk based test planning
An analytical approach to effective risk based test planning
PDCA Cycle In Quality Management And Problem Solving PowerPoint Presentation ...
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Innovation Management Frameworks: Your Guide to Creativity & Innovation
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Agile or Traditional - How to Choose
- 1. Agile or Traditional Created by: Saqib Javed John (PMP, ACP, ITIL, SCJP, SCWCD)
- 2. Its your Project, its your Choice…. But here are few points which can help to decide about project framework Traditional Project Management - TPM (Waterfall) o Suitable for the projects which are notoriously hard to control o More suitable for exploration style projects o It works where you don’t have double back, means very simple and clean projects like building a house o Good if a big group of stakeholders is involved as it would be difficult to manage in Agile style of work o Waterfall works well for important software projects where specs would not change like NASA space craft or Air Control System
- 3. Its your Project, its your Choice…. But here are few points which can help to decide about project framework Agile Project Management - APM o More suitable for Operational or Production Projects o Methods are good in projects where requirements are unclear or evolving as in such situations Traditional methods do not work
- 4. Rather than using “Selectors”, use “Indicators” …. to decide TPM or APM o Scope; Dynamic o Experimental or Fixed (TPM) or Delivery (TPM) (APM) (APM) o Delivery; Incremental (APM) o Culture; Involved or Passive (APM) or Big Bang (TPM) (TPM) o Team; Stable & Collocated (APM) o Management; Trusting or Controlling (APM) or Fluctuating & Virtual (TPM) (TPM)
- 5. Rather than using “Selectors”, use “Indicators” …. to decide TPM or APM o Customer; Chaotic o Size; Small (APM) (APM) or Orderly or Huge (TPM) (TPM) o Regulatory; Unregulated (APM) or Regulated o Criticality; Discretionary (APM) or Loss of Life (TPM) (TPM)
- 6. Rather than using “Selectors”, use “Indicators” …. to decide TPM or APM o TPM more focus on “Processes”, APM focuses on “Approaches and Attitudes” o TPM has a well-defined set of milestones, APM emphasizes Test-Driven Development to reduce mistakes o Waterfall approach idealistic but much more Risky o TPM is classical music and APM is Jazz
- 7. Rather than using “Selectors”, use “Indicators” …. to decide TPM or APM Both methods are viable for “How the work get done ” o So neither Agile nor Traditional is better than each other, each has its own place and for many projects, a hybrid of the two is more better than either of them.
- 8. Thanks…. Created by: Saqib Javed John MSc CS, PMP, ACP, ITIL v3F, SCJP, SCWCD Email: saqib.jav@gmail.com Skype: saqibjohn76 LinkedIn: pk.linkedin.com/pub/saqib -javed -john/b/125/1b1