As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
Estimating the requirements determination of a projectJohnny Russo
This webinar presented a good balance between stressing the business basis for requirements, and an approach to estimating what it will take to obtain them in a product initiative. Considering the three levels of requirements:
•Business Requirements - "Why the project is being undertaken."
•User Requirements - "What users will be able to do with the product."
•Engineering Requirements - "What engineers need to develop."
Success is going to be about getting the upstream business requirements right, and then ensuring logical flow between downstream activities.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
Presentation by Green Mountain Coffee Roasters on benefits realized using the Paperless PeopleSoft Employee Onboarding solution by Smart ERP Solutions. With rapid growth, operational efficiencies and improved experience for new-hires as drivers the employee onboarding process is automated eliminating paper forms and visibility/accountability increased.
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
Estimating the requirements determination of a projectJohnny Russo
This webinar presented a good balance between stressing the business basis for requirements, and an approach to estimating what it will take to obtain them in a product initiative. Considering the three levels of requirements:
•Business Requirements - "Why the project is being undertaken."
•User Requirements - "What users will be able to do with the product."
•Engineering Requirements - "What engineers need to develop."
Success is going to be about getting the upstream business requirements right, and then ensuring logical flow between downstream activities.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
Presentation by Green Mountain Coffee Roasters on benefits realized using the Paperless PeopleSoft Employee Onboarding solution by Smart ERP Solutions. With rapid growth, operational efficiencies and improved experience for new-hires as drivers the employee onboarding process is automated eliminating paper forms and visibility/accountability increased.
Une combinaison de Politiques : Au-delà de la Science / The Policy Mix : Moving Beyond Science
Ms. Karen MCGUIRE, Directorate for Governance and Territorial Development, Organisation for Economic Cooperation and Development (OECD)
Séminaire sur la Stratégie de Spécialisation Intelligente / S3 organisé par l'ANPR avec le support de l'UE les 17 et 18 mai 2016 à Hammamet.
Объем продаж всегда сильно зависит от активности и качества работы персонала, общающегося с покупателем и удовлетворенности покупателя этой работой.
Обычно система мотивации фронт-персонала и программа лояльности покупателей не связаны напрямую между собой. И в этом кроется большой риск для бизнеса, потому что удовлетворенность покупателя, его желание возвращаться и покупать еще раз, напрямую зависят от работы фронт-персонала. И наоборот, средний чек, количество покупок в чеке, выручка - то есть параметры, на увеличение значений которых обычно мотивируется фронт-персонал, напрямую зависят от активности продавцов и удовлетворенности покупателей их работой.
Система управления выручкой Гифтоман дает возможность эффективно увязать между собой цели менеджмента предприятия, KPI фронт-персонала и удовлетворенность (лояльность) покупателей.
Использование системы Гифтоман приводит к значительному увеличению эффективности работы продавцов и их активности, достижению поставленных менеджментом KPI, желанию хорошо обслужить покупателей. С другой стороны, Гифтоман дает инструменты для постоянного мониторинга удовлетворенности покупателей, получения от них обратной связи о работе продавцов.
Кроме того, за счет использования системы мотивации как покупателей, так и продавцов на покупку-продажу определенных групп товаров (например, при проведении маркетинговых акций) удается добиться существенного увеличения количественных показателей продаж целевых продуктов.
Today\'s best benchmarking tool; The Scoreboard for Facilities Management Excellence is explained by creator Ralph W "Pete" Peters. He vividly explains the process so that you can use it and like NIKE says, "JUST DO IT! n audit of your current maintenance operation on your own with minimal 3rd party support.
Oow 2011, Simplifying Work Order Management in the utility market with Oracle...Leon Smiers
Stedin operates in the Dutch Energy market and is responsible for the handling of all metering in the industry and houses.
Due to new regulations around Smart metering the number of metering replacements increase with a factor 10-100 the coming years. Up until two years ago work management for changing meter is mostly done by hand, and very error prone. The DSL system will be responsible for the work order management. This presentation describes Stedin, the project case, how it was implemented by Capgemini with Oracle BPM, and what the lessons learned were.
Oow 2011, Simplifying Work Order Management in the utility market with Oracle...Capgemini
Stedin operates in the Dutch Energy market and is responsible for the handling of all metering in the industry and houses.
Due to new regulations around Smart metering the number of metering replacements increase with a factor 10-100 the coming years. Up until two years ago work management for changing meter is mostly done by hand, and very error prone. The DSL system will be responsible for the work order management. This presentation describes Stedin, the project case, how it was implemented by Capgemini with Oracle BPM, and what the lessons learned were.
IDC & Gomez Webinar --Best Practices: Protect Your Online Revenue Through Web...Compuware APM
Did you know that 85% of users complain about slow response time? Poor web application performance can directly impact your bottom line
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Best practices for ensuring the success of critical eBusiness initiatives
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A new approach for web performance and load testing that’s easy to use, delivered on-demand, and enables you to find and fix problems before they impact customers
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Similar to Using the CMMI-SVC to Transform an Organization into a High-Functioning, Customer-Driven Profit Center (20)
Many software organizations struggle with documenting information as well as deciding what information should be recorded and maintained. The most obvious information that needs to be documented are the product and project requirements, but that is not all. This presentation discusses what happens to the organization when it does not document information in the areas of Engineering, Project Management, Support, and Process Management. At the end is a simple and easy way of addressing this problem once you have decided what information you must record.
September 4, 2007
Managing Cultural Change
Change is disruptive. Whether you are making changes resulting from audit or appraisal findings, lessons learned, or external innovations there will be disruptions to the status quo. Some people will support the changes, some will wait and see what happens, and others will resist any change. Being aware of the pitfalls associated with changing an organization’s culture will greatly aid the success of any Process Improvement program.
Beating the Odds – A Tale of One Company’s Rapid Rise to Maturity Level 5Henry Schneider
While implementing the CMMI at Maturity Levels 2 and 3 usually contributes to some level of improved performance, successfully implementing Maturity Level 5 enables an organization to begin to truly optimize their performance. This distinction is even more noteworthy when an organization matures rapidly. A division of a large international systems integration company headquartered in Seoul, South Korea (LG CNS, LG Insurance Sector) reached this pinnacle in October 2005 having successfully reached Maturity Level 5 after achieving Maturity Level 3 just twelve months earlier. Though this speedy rise through the Maturity Levels can not be accomplished by everyone, there are certain attributes, practices, and lessons learned that can be applied to any organization seeking to manage change, improve processes, and rapidly transform performance.
The CMMI: It’s So Much More Than Merely Improving Software ProcessesHenry Schneider
The Software Engineering Institute (SEI) has been in the Capability Maturity Model (CMM) business since the late 80s. Resulting from the success of the Software CMM, in the 90s other CMMs began to proliferate. Rather than create and maintain a family of similar models, the SEI elected to combine several bodies of knowledge (Project Management, Systems Engineering, Software Engineering, Acquisition, Services, etc.) into one model framework, the Capability Maturity Model Integration (CMMI) released in December 2000. The CMMI describes best practices for the development and maintenance of products and services across the entire lifecycle. By integrating essential bodies of knowledge, the CMMI provides a single, comprehensive framework for organizations to assess their development and maintenance processes, implement improvements, and measure progress. This presentation provides a high level overview of the CMMI and its applicability to hardware development, systems engineering, software engineering, and/or acquisition organizations, benefits realized by organizations implementing the CMMI, and data demonstrating its international acceptance.
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
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➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
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Using the CMMI-SVC to Transform an Organization into a High-Functioning, Customer-Driven Profit Center
1. Using
the
CMMI-‐SVC
to
Transform
an
Organiza8on
into
a
High-‐Func8oning,
Customer-‐Driven
Profit
Center
Henry
Schneider/PPQC
Dan
Stoller/OMNI
2010
SEPG
Savannah,
Georgia
2. Agenda
Background
OMNI
Overview
Issues
with
Delivering
Engineering
Services
ISO
9000
Limita8ons
Regarding
Services
How
CMMI-‐SVC
Applied
Results
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
2
3. Background
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
3
4. Many
companies
begin
with
a
great
idea
for
a
product
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
4
10. ®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
10
11. ®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
11
12. Issues
with
Delivering
Engineering
Services
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
12
13. Organiza8on
Structure
Each
group
has
a
different
Job
Descrip>ons
wriEen
based
on
customer
focus,
but
must
work
what
someone
was
currently
Engineering
performing
in
their
assigned
job
together
to
provide
a
value-‐ Services
role(s),
not
on
the
expecta>ons
for
added
customer
experience
the
job
role
Return
Material
Customer
Support
Field
Services
Training
AuthorizaCon
Provide
product
Provide
product
Provide
help
desk
Provide
product
warranty,
troubleshooCng
services
training
services
replacement,
services
repair
services
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
13
14. Engineering
Services
Strengths
Great
customer
service
Strong
technical
background
and
exper8se
Field
Services
Technicians
duplicate
customer’s
problems
in-‐house
before
going
on-‐site
Students
are
tested
to
determine
what
they
have
learned
during
a
product
training
class
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
14
15. Engineering
Services
Issues
Engineering
Services
evolved
without
an
overall
strategy
Issues
with
capturing
and
tracking
customer
inquiries
Mul8ple
databases
and
systems
in
use
Lack
of
formal
training
for
Field
Services
technicians
Returned
items
diagnosed,
repaired,
and
returned
to
the
customer,
some8mes
taking
months
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
15
16. ISO
Limita8ons
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
16
17. ISO
9000
Limita8ons
Regarding
Services
Per
ISO
9000:2008
(clause
7.2.1(a))
Service
items
are
called
“post-‐delivery
acCviCes”
ISO
limita8ons
Post-‐delivery
acCviCes
should
be
treated
as
any
other
product
requirement
and
be
included
in
new
product
development
Does
not
work
when
Services
ARE
the
product
Standard
does
not
provide
guidance
for
providing
Services
Hence
the
need
for
another
model,
standard,
or
guideline
for
delivering
Services
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
17
18. CMMI-‐SVC
to
the
Rescue!
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
18
19. How
CMMI-‐SVC
Helped
OMNI’s
primary
focus
is
on
obtaining
and
maintaining
cer8fica8ons
for
the
world-‐wide
standards
necessary
for
their
industry
Did
recognize
the
need
for
guidance
for
delivering
Engineering
Services,
but
not
interested
in
being
appraised
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
19
20. How
CMMI-‐SVC
Helped
Many
of
the
Specific
Prac8ces
in
the
Maturity
Level
2
and
3
Process
Areas
provided
the
needed
guidance,
but
not
the
whole
model
Service
Delivery,
Incident
ResoluCon
and
PrevenCon,
Service
ConCnuity,
and
Strategic
Service
Management
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
20
21. Service
Delivery
Provided
necessary
guidance
for
Engineering
Services
to
document
its
exis8ng
service
offerings,
ensuring
that
each
group
was
prepared
to
deliver
the
defined
service
offerings,
and
delivering
the
services
SP
1.2
Establish
and
maintain
the
service
agreement
SP
2.1
Establish
and
maintain
the
approach
to
be
used
for
service
delivery
and
service
system
operaCons
SP
3.1
Receive
and
process
service
requests
in
accordance
with
service
agreements
SP
3.3
Maintain
the
service
system
to
ensure
the
conCnuaCon
of
service
delivery
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
21
22. Incident
Resolu8on
and
Preven8on
Provided
necessary
guidance
for
iden8fying,
documen8ng,
tracking,
repor8ng,
and
resolving
customer
complaints,
issues,
and
other
service
interrup8ons
SP
2.1
IdenCfy
incidents
and
record
informaCon
about
them
SP
2.2
Analyze
incident
data
to
determine
the
best
course
of
acCon
SP
2.5
Monitor
the
status
of
incidents
to
closure
and
escalate
if
necessary
SP
2.6
Communicate
the
status
of
incidents
®2009
***Proprietary***
All
Rights
Reserved
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Process
and
Product
Quality
Consul>ng,
LLC
22
23. Service
Con8nuity
Provided
the
necessary
guidance
to
focus
the
Engineering
Services
Department
Manager
to
iden8fy
and
priori8ze
the
essen8al
func8ons
and
necessary
resources
SP
1.1
IdenCfy
and
prioriCze
the
essenCal
funcCons
that
must
be
performed
to
ensure
service
conCnuity.
SP
1.2
IdenCfy
and
prioriCze
the
essenCal
resources
required
to
ensure
service
conCnuity
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
23
24. Strategic
Service
Management
Provided
the
necessary
focus
for
establishing
Engineering
Services’
strategic
needs
and
plans
for
standard
services
SP
1.2
Establish
and
maintain
plans
for
standard
services
SP
2.2
Establish
and
maintain
descripCons
of
the
organizaCon’s
defined
standard
services
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
24
25. An
Example
Improvement
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
25
26. Former
Inquiry
Process
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
26
27. Proposed
Inquiry
Process
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
27
28. Results
and
Next
Steps
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
28
29. Preliminary
Results
-‐
1
#
of
Inquiries
Issued
160
140
120
100
80
60
40
20
0
Number
of
new
inquiries
per
month
remains
fairly
constant
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
29
30. Preliminary
Results
-‐
2
200
180
160
140
120
100
80
#
Open
60
#
Closed
40
20
0
Inquiries
are
being
closed
at
a
faster
rate
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
30
31. Preliminary
Results
-‐
3
ES
Inquiry
Average
Days
Open
250
200
150
100
50
0
Average
#
of
days
for
an
open
inquiry
has
dropped
by
57%
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
31
32. Preliminary
Results
-‐
4
Average
of
All
ES
Inquiries
(Open
and
Closed)
180
160
140
120
100
80
60
40
20
0
Average
number
of
all
inquiries
has
dropped
by
43%
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
32
33. Explana8on
of
Improvement
Measurements
are
being
taken,
analyzed,
and
communicated
Inquiry
process
has
been
improved
Daily
team
meeCngs
to
discuss
new
and
open
inquiries
Close
the
inquiry
when
a
customer
receives
an
answer/
resoluCon
Reopen
the
inquiry
if
a
customer
responds
with
a
quesCon
or
addiConal
informaCon
Staff
has
been
trained
to
reduce
dependency
on
key
“knowledge
masters”
within
OMNI
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
33
34. Accomplishments
-‐
1
Job
Descrip8ons
have
been
wrijen
to
document
the
expecta8ons
for
each
manager
and
technical
job
role
Customer
issue
data
are
now
fed
to
the
appropriate
department
for
resolu8on
Product
issue
and
enhancement
data
are
now
forwarded
to
Product
Development
for
considera8on
in
future
releases
Management
now
has
insight
into
Engineering
Services
work
levels
and
issues
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
34
35. Accomplishments
-‐
2
Goals
established
for
different
service
performance
levels
and
Engineering
Services
personnel
are
working
towards
mee8ng
those
goals
Training
evalua8on
data
are
used
to
drive
improvements
in
training
materials
and
delivery
Complaint
data
are
now
reviewed
and
analyzed
to
determine
service
improvements
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
35
36. Next
Steps
Establish
and
plan
an
Engineering
Services
departmental
budget
Evaluate
Engineering
Services
job
descrip8ons
Establish
a
training
program
to
bring
staff
knowledge
up
to
required
proficiency
levels
BOTTOM
LINE
CMMI-‐SVC
can
be
very
effec8ve
in
helping
an
organiza8on
to
rapidly
achieve
improvement
®2009
***Proprietary***
All
Rights
Reserved
-‐
Process
and
Product
Quality
Consul>ng,
LLC
36