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![12 © Nokia Networks 2015
Quality Left Shift Model
Identify Improvement Actions:
Action Plan
Monitor Action Status:
Burn-down chart
Establish QLS[1] Objective:
Early Faults Finding, Shorter Fix Cycle Time
FeedbackMonitor
ReflectImpact
Develop Metrics:
Status vs. Objective Measurements
Integrated
Target Driven
Closed Loop
Cores of
Ecosystem
Note [1]: Quality Left ShiftPublic](https://image.slidesharecdn.com/integratedcontinuousimprovementsecosystem-150625164026-lva1-app6891/85/Integrated-Continuous-Improvements-Ecosystem-12-320.jpg)
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Integrated Continuous Improvements Ecosystem
The document outlines Nokia Networks' integrated continuous improvement ecosystem aimed at enhancing quality product/service delivery and customer satisfaction through structured improvement methodologies. It emphasizes the importance of collaborative efforts, systematic management, and measurable targets to address identified challenges and effectively respond to customer issues. Key outcomes include a significant reduction in customer-reported defects and improvements in organizational efficiency.
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Integrated Continuous Improvements Ecosystem
- 1. 1 © NokiaNetworks 2015 Integrated Continuous Improvement Ecosystem <Public> for QuEST Forum Best Practice Conference presentations Duncan Zhang, Quality Manager Amy Yue, Quality Manager 14th-Apr-2015
- 2. 2 © NokiaNetworks 2015 Key facts about Nokia Networks Public 11.254,600no.1 no. 3 120 Ranking, macro base station vendor competitive assessment Global market share in mobile radio Employees globally Our net sales in 2014 bn € 100+ Telecoms experience in years Countries we operate in 162 Total public LTE references no.2 Global market share in telecom services according to Dell’Oro, 3Q2014according to ABI Research, 2014
- 3. 3 © NokiaNetworks 2015 Organization Quality Objective RL-DHD1 Program Recovery High quality product/service delivery Improved Customer Satisfaction Fewer Process Disruptions in Customer Networks Organization Strategy Customer Expectation Public Customer First – Execution Excellence – I Own Quality
- 4. 4 © NokiaNetworks 2015 Challenges RL-DHD1 Program Recovery Integrated Tighter level of collaboration among the various improvement activities within organization Target Driven Clear and specific targets for improvements need further definition Closed Loop Enhance systematic mechanism for improvements follow up in multiple system releases and functional area teams Continuous Improvement Methodology Public
- 5. 5 © NokiaNetworks 2015 Method CIF - An Integrated Continuous Improvements Ecosystem • Incorporate and manage improvement initiatives from multiple improvement activities • Quality boost with a strategic target • Systematic Closed Loop management Continuous Improvement Framework (CIF) Engagement from Customer and Organization Align with Customer expectation Align with organization business strategy Public
- 6. 6 © NokiaNetworks 2015 Integrated Continuous Improvement Ecosystem Customer Issue Analysis Joint Quality Review Lessons Learned Continuous Improvement Framework Quality Left Shift Functional Team Improvement Six Sigma Projects Integrated Target Driven Closed Loop Public
- 7. 7 © NokiaNetworks 2015 Integrated Continuous Improvement Ecosystem Integrated • Centralized improvement strategy planning, progress tracking and results measuring • Horizontal deployment Target Driven • Customer expectation and organization strategy • Measurable, ensure correct direction towards objectives Closed Loop • Systematic way of action tracking cross releases and teams • Fast feedback to current development • Feed forward to future development Public
- 8. 8 © NokiaNetworks 2015 • Lessons Learned • Quality Left Shift • Joint Quality Review Key Elements in Integrated Continuous Improvement Ecosystem
- 9. 9 © NokiaNetworks 2015 Before Ecosystem Introduced, Improvement Activities Like This…
- 10. 10 © NokiaNetworks 2015 After Ecosystem Introduced, Improvement Activities Become This…
- 11. 11 © NokiaNetworks 2015 Lessons Learned Horizontal Deployment Sideways expansion in the product Applying across the products Learning laterally in the organization Closed Loop Compare Update Check Retrospective Release N Lessons Learned Release N+1 Lessons Learned Release N+2 Lessons Learned Integrated Target Driven Closed Loop Cores of Ecosystem Public
- 12. 12 © NokiaNetworks 2015 Quality Left Shift Model Identify Improvement Actions: Action Plan Monitor Action Status: Burn-down chart Establish QLS[1] Objective: Early Faults Finding, Shorter Fix Cycle Time FeedbackMonitor ReflectImpact Develop Metrics: Status vs. Objective Measurements Integrated Target Driven Closed Loop Cores of Ecosystem Note [1]: Quality Left ShiftPublic
- 13. 13 © NokiaNetworks 2015 Joint Quality Review Public Voice of Customer Nokia R&D Feedback Analysis Implement Validate Action Plan Measure IntegratedTarget Driven Closed Loop Cores of Ecosystem
- 14. 14 © NokiaNetworks 2015 There is no shortcut to excellence. We make solid progress by execution to achieve Quality priorities – Customer Benefits, Organization Efficiency.
- 15. 15 © NokiaNetworks 2015 • New Customer Report Defects have been reduced by 80% Customer Benefits Release A Release B Release C Customer Reported Defects • Customer issue response cycle has been reduced by 40% Release A Release B Release C Customer Issue Response Time Public
- 16. 16 © NokiaNetworks 2015 • More than 400 improvement actions and 13 improvement projects have been identified and executed since 2013 Q3 • Product Defect Density Reduction by 60%. • CoPQ reduction Organization Efficiency 10% cost saving of yearly R&D expense Release A Release B Release C Defect DensityComplete Improvements Quality Left Shift Program RCA/ Lessons Learned Joint Quality Review Six Sigma Projects Public
- 17. 17 © NokiaNetworks 2015 Takeaways • Open bi-directional Customer Dialog • Target driven improvement • Integration and synergy of improvement activities within the organization • Systematic closed loop follow up Public
- 18. 18 © NokiaNetworks 2015 Contact Information Duncan Zhang, Quality Manager Amy Yue, Quality Manager Nokia Networks Public
- 19.