How Six Sigma Organizations Implement CMMI Level 5

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "How Six Sigma Organizations Implement CMMI Level 5"

Transcription

1 How Six Sigma Organizations Implement CMMI Level 5 CMMI Technology Conference & User Group November 2008 Rick Hefner, Don Corpron, Dave Miner Northrop Grumman Corporation Alice Parry, Raytheon Corporation 1

2 Background CMMI and Six Sigma are two well-known process improvement approaches with strong synergies When an organization knows the tools and methods of Six Sigma, organizational and project implementations take a more customer-focused perspective, and often yield greater value than traditional Level 5 implementations In this presentation, two leading Six Sigma and CMMI Level 5 organizations will share the ways in which Six Sigma has shaped their high maturity practices 2

3 Agenda A Tale of Two Organizations Six Sigma Approach for Quantitative Management Example 3

4 A Tale of Two Organizations Organization A Organization B 200 people, one building 10 projects for 3 clients; all fixed-price; all developing banking SW Deployed ML5 practices as a competitive discriminator during organization stand-up 18,000 people, offices in all 50 states 200+ projects for 20+ clients; fixed-price, cost-plus, LOE; SE, SW, HW, services CMMI ML5, ISO 9000, AS9100, etc.; continuously reorganizing and acquiring new pieces of the organization 4 How might their high maturity practices vary?

5 High Maturity Implementations Organization A Organizational goals make a profit (productivity, low fielded defects) Project goals same as the organizational goals Organization builds baselines and models around productivity and defects Projects select peer review and testing subprocesses for quantitative management Projects follow CMMI practices Organization B Organizational goals satisfy shareholders (growth, stability) Project goals all different because of different domains, different customer needs Organization builds baselines and models around productivity and defects Projects select a wide variety of subprocesses (e.g., training delivery, action item closure, estimation, field support, etc.) Projects follow Six Sigma approach 5

6 Focus in a Six Sigma Organization Are you measuring the right things? How do you know what s right? Stay focused on getting your product to your customer as promised! 6 Budget and monitor the value-producing processes. The ones that transform inventory into finished product

7 Things flow through a process 7 The flow of requirements through the processes is our chief concern Things are what customers pay for In manufacturing, materials are the things In design and development, requirements are the things In services, external Customer needs are the things In administration, internal Customer needs are the things

8 Identify the Project s Value Stream The transformation of requirements into product features and functions for which Customers pay money Project Planning Customer Customer Requirements are the inventory that transform as they go through the process Requirements Design Code/ Build Integrate Test 8

9 Identify the Measures For each value-added or value-producing process Identify what constitutes the inventory Identify how the inventory is measured Establish the measure for the rate of transforming the inventory into product 9

10 Collect and Analyze 10 Collect data for each valueadded, value-producing subprocess Collect at regular intervals Use voice of the process Analyze the data Establish the statistical understanding This is the Process Performance Baseline Compare against the allocated budget (subprocess capability)

11 Assess the Overall Ability to Achieve Incorporate the data from the statistical understanding into the process map The Process Performance Model Run simulations to assess the project s ability to get there from here Identify needed improvements Use the simulation to make decisions 11

12 Example Discrepancy Reports Data required: Submitted DR s per time period (arrivals) Open DR s (backlog) Resolved DR s REJECTED SUBMIT OPENED RESOLVED 12

13 Categorize DR s 1. Complete Failure: System crashes 2. Partial Failure: Required functionality does not work, and no workaround 3. Partial Failure: Required functionality does not work, but a workaround exists 4. Cosmetic: Defect does not materially affect any functionality 13

14 Collect a time series of measurement data about DR submittals Date Submitta ls Resolved Open 4/6/ /13/ /20/ /27/ /4/ : : 5/11/ : : 14

15 15 Analyze the Submittal data with a control chart I Chart of Submittals (Transformed) Individual Value 4/6/2007 5/11/2007 6/15/2007 7/20/2007 8/24/2007 9/28/2007 Note: Transform 11/2/ /7/2007 1/18/2008 2/22/ counting data with (c+.5) Date Transformed with SQRT(c+.5) UCL=5.689 _ X=3.209 LCL=0.728

16 16 A shift took place about October 26; use current performance I Chart of Submittals (Transformed) 7 6 Stage 1 Stage 2 Actual number is (2.392)² -.5 = Individual Value 1 0 4/6/2007 5/11/2007 6/15/2007 7/20/2007 8/24/2007 9/28/ /2/ /7/2007 1/18/2008 2/22/2008 Date Transformed with SQRT(c+.5) UCL=4.586 _ X=2.392 LCL=0.197

17 3/25/ Likewise, analyze Resolved with a control chart I Chart of Resolved (Transformed) Stage 1 Stage 2 Actual number is (3.37)² -.5 = 11 A process performance baseline Individual Value 2 0 8/7/2007 8/31/2007 9/18/ /9/ /30/ /20/ /11/2007 1/1/2008 1/22/2008 2/12/2008 3/4/2008 Date Transformed with SQRT(c+.5) UCL=9.97 _ X=3.37 LB=0

18 Simulate the process using the data Stakeholders 1 3 Start Submit DR Developers 5 Opened DR's In other words, Create a Process Performance Model using the Process Performance Baselines 4 Assign DR's Model adjustments may include: Reject Accept Inventory arrival rates Transformation rates 6 End 2 Resolve DR Staff levels and attrition Standard work schedule 18

19 10/14/ Analyze the open DR s with a time series chart Time Series Plot of Total SVT/IST Open DR Backlog on 3/25 was 477 Total SVT/IST Open Nominal prediction is for a 11/25 finish 8/7/2007 9/18/ /6/ /25/2007 2/12/2008 4/1/2008 5/20/2008 7/8/2008 8/26/2008 Date This came from a simulation

20 Simulate the DR work-off 50 Weeks to Finish Weeks Sim #1 Sim #3 Sim #5 Sim #7 Sim #9 Sim #11 Sim #13 Sim #15 Sim #17 Sim #19 Sim #2 Sim #4 Sim #6 Sim #8 Sim #10 Sim #12 Sim #14 Sim #16 Sim #18 Sim #20 Count Sim #1 Sim #2 Sim #3 Sim #4 Sim #5 Sim #6 Sim #7 Sim #8 Sim #9 Sim #10 Sim #11 Sim #12 Sim #13 Sim #14 Sim #15 Sim #16 Sim #17 Sim #18 Sim #19 Sim #

21 Analyze the results with a CDF Empirical CDF of Time to Finish Normal 100 Mean StDev N Percent Tied directly to remaining schedule Time to Finish

22 Predict Outcomes If defect arrivals and resolution stay as is ; defects will not add risk to the end date Complete similar analysis for the other valueproducing processes 22

23 Summary Are you Getting there from here? Understand what produces value for the customers Set performance budgets Measure the valueproducing processes Model and analyze performance 23

Everything You Wanted to Know About CMMI and Six Sigma but Did Not Know Who to Ask

Everything You Wanted to Know About CMMI and Six Sigma but Did Not Know Who to Ask Everything You Wanted to Know About CMMI and Six Sigma but Did Not Know Who to Ask Tom Lienhard Thomas_G_Lienhard@Raytheon.com November, 2009 Copyright 2009 Raytheon Company. All rights reserved. Customer

More information

BSC Six Sigma: ASQ Meeting 12 September Copyright 2006 Boston Scientific

BSC Six Sigma: ASQ Meeting 12 September Copyright 2006 Boston Scientific Six Sigma at Boston Scientific Tuesday September 006 Steve Czarniak Session Objectives Describe the Boston Scientific Six Sigma Model Describe the Boston Scientific Six Sigma Roadmaps Identify which Minitab

More information

Fusion: Integrating Lean Six Sigma and CMMI

Fusion: Integrating Lean Six Sigma and CMMI Fusion: Integrating Lean Six Sigma and CMMI Gary A. Gack MBA, SSBB, CSQE, ITIL-F, CSM President, Process-Fusion.net GGack@Process-Fusion.net NYC SPIN May 13, 2008 1 ITMPI005 Lean Six Sigma and CMMI Agenda

More information

CURRICULUM INFORMATION BABSON TWO- YEAR MBA PROGRAM

CURRICULUM INFORMATION BABSON TWO- YEAR MBA PROGRAM CURRICULUM INFORMATION BABSON TWO- YEAR MBA PROGRAM The Babson One-Year MBA program curriculum consists of a combination of core courses, signature learning experiences, and electives totaling 55 credits.

More information

Sarah Pavelka, MHA, OTR/L, CPHQ, FNAHQ 1

Sarah Pavelka, MHA, OTR/L, CPHQ, FNAHQ 1 Sarah Pavelka, MHA, OTR/L, CPHQ, FNAHQ Iowa Primary Care Association 2015 Annual Conference Des Moines, Iowa Lean concepts Elements of a lean foundation Lean process steps Common techniques and tools and

More information

MTAT Software Engineering Management

MTAT Software Engineering Management MTAT.03.243 Software Engineering Management Lecture 12: SPI & Empirical Methods - Part B Dietmar Pfahl Spring 2013 email: dietmar.pfahl@ut.ee Structure of Lecture 12 Feedback on Project SPC Six-Sigma Notes

More information

LRQA s Business Improvement Services to meet your unique requirements

LRQA s Business Improvement Services to meet your unique requirements Improving performance, reducing risk LRQA s Business Improvement Services to meet your unique requirements Corporate and Sector Assurance Lean, Six Sigma and 8D Introducing our business improvement services

More information

Measurement & Analysis in the Real World

Measurement & Analysis in the Real World Measurement & Analysis in the Real World Tools for Cleaning Messy Data Will Hayes SEI Robert Stoddard SEI Rhonda Brown SEI Software Solutions Conference 2015 November 16 18, 2015 Copyright 2015 Carnegie

More information

Outline I. Introduction II. Chapter 5- Implementing a Formal Six Sigma Program III. Chapter 6- Ultimate t Six Sigma IV. Chapter 7- Applying Six Sigma

Outline I. Introduction II. Chapter 5- Implementing a Formal Six Sigma Program III. Chapter 6- Ultimate t Six Sigma IV. Chapter 7- Applying Six Sigma االله الرحمن الرحيم بسم King Fahad University Of Petroleum and Minerals Construction & Engineering Department Six Sigma for Project Manager PART I & II PROF. ABDULAZIZ BUBSHAIT Presented by Group-2 December

More information

ASQ Six Sigma Green Belt Body of Knowledge*

ASQ Six Sigma Green Belt Body of Knowledge* ASQ Six Sigma Green Belt Body of Knowledge* Included in this body of knowledge (BOK) are explanations (subtext) and cognitive levels for each topic or subtopic in the test. These details will be used by

More information

Process Capability Analysis at a Manufacturing Company

Process Capability Analysis at a Manufacturing Company 6 Process Capability Analysis at a Manufacturing Company This case study is about a Six Sigma project implemented by the production manager at a manufacturing firm that produces a critical automobile part

More information

The Six Sigma Handbook. Fourth Edition. Thomas Pyzdek. Paul Keller

The Six Sigma Handbook. Fourth Edition. Thomas Pyzdek. Paul Keller The Six Sigma Handbook Fourth Edition Thomas Pyzdek Paul Keller Mc Graw Hill Education New York Chicago San Francisco Athens London Madrid Mexico City Milan New Delhi Singapore Sydney Toronto CONTENTS

More information

Welcome. Six Sigma Lean Green belt training. Copyright 2002 Aon Consulting. All rights reserved.

Welcome. Six Sigma Lean Green belt training. Copyright 2002 Aon Consulting. All rights reserved. Welcome to Six Sigma Lean Green belt training Agenda 1. Introduction 2. Six sigma phases 2.1 Define phase 2.2 Measure phase 2.3 Analyse phase 2.4 Improve phase 2.5 Control phase 3. Six Sigma roles different

More information

An Introduction to Design for Six Sigma concepts

An Introduction to Design for Six Sigma concepts An Introduction to Design for Six Sigma concepts Dr Jane Marshall Product Excellence using 6 Sigma Module PEUSS 2011/2012 Design for Six Sigma Page 1 Objectives of the session History of Six Sigma Describe

More information

STABILISATION AND PROCESS IMPROVEMENT IN NAB

STABILISATION AND PROCESS IMPROVEMENT IN NAB STABILISATION AND PROCESS IMPROVEMENT IN NAB Authors: Nicole Warren Quality & Process Change Manager, Bachelor of Engineering (Hons) and Science Peter Atanasovski - Quality & Process Change Manager, Bachelor

More information

Lean6sigma: Accelerating Performance Improvement. A Human Capital Associates White Paper January 2003

Lean6sigma: Accelerating Performance Improvement. A Human Capital Associates White Paper January 2003 Lean6sigma: Accelerating Performance Improvement A Human Capital Associates White Paper January 2003 . Lean6sigma: Accelerating Performance Improvement Page Meeting The Challenge To Improve Performance...1

More information

Expert Reference Series of White Papers. Mastering Problem Management

Expert Reference Series of White Papers. Mastering Problem Management Expert Reference Series of White Papers Mastering Problem Management 1-800-COURSES www.globalknowledge.com Mastering Problem Management Hank Marquis, PhD, FBCS, CITP Introduction IT Organization (ITO)

More information

The programme shall normally extend over six years of part-time study.

The programme shall normally extend over six years of part-time study. 1 REGULATIO S FOR THE DEGREE OF BACHELOR OF ACCOU TI G (BAcc) 1 (See also General Regulations and Regulations for First Degree Curricula) Definition BAC 1 For the purpose of these regulations and the syllabuses

More information

QUIZ #4 - Solutions (5pts each)

QUIZ #4 - Solutions (5pts each) CS 435 Spring 2014 SOFTWARE ENGINEERING Department of Computer Science Name QUIZ #4 - Solutions (5pts each) 1. Which of the following is not one of the elements of a design pattern? a. name b. application

More information

Chapter 8 Process Management: Lean Production and Six Sigma Quality Issues in Supply Chain Management

Chapter 8 Process Management: Lean Production and Six Sigma Quality Issues in Supply Chain Management Chapter 8 Process Management: Lean Production and Six Sigma Quality Issues in Supply Chain Management TRUE/FALSE 1. Lean production is an operating philosophy or mindset that essentially attempts to minimize

More information

Project Organization, Selection, and Definition

Project Organization, Selection, and Definition INSE621- Winter 2016 (Week3) Total Quality Methodologies in Engineering Project Organization, Selection, and Definition The whole employee involvement process springs from asking all your workers the simple

More information

Surfing 101 for Statistics Professionals: Riding the Six Sigma Wave

Surfing 101 for Statistics Professionals: Riding the Six Sigma Wave Surfing 0 for Statistics Professionals: Riding the Six Sigma Wave David A. Burn, Ph.D. Chief Statistician and Master Black Belt Boston Scientific Corporation INFORMS The Penn Club, New York City Wednesday,

More information

Introduction to Lean Six Sigma

Introduction to Lean Six Sigma Introduction to Lean Six Sigma Segla International? A key goal of Segla is to provide our clients with complete: Business Efficiency Solutions. At Segla we seek to work with you to identify and tailor

More information

Interpreting CMMI High Maturity for Small Organizations

Interpreting CMMI High Maturity for Small Organizations Interpreting CMMI High Maturity for Small Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213 Robert W. Stoddard Congreso Internacional en Ingeniería de Software y sus Aplicaciones

More information

Introduction to Six Sigma

Introduction to Six Sigma Introduction to Six Sigma (DMAIC Model) FREE Professional Development Seminar Series PMI, PMP, PMBOK and the PMI Registered Education Provider logo are registered marks of the Project Management Institute,

More information

Building a Successful Lean Six Sigma Organization. Dr. Eric A Hayler ASQ Board Chair

Building a Successful Lean Six Sigma Organization. Dr. Eric A Hayler ASQ Board Chair Building a Successful Lean Six Sigma Organization Dr. Eric A Hayler ASQ Board Chair September 20, 2017 Building a Successful Lean Six Sigma Organization 1 Quality and Continuous Improvement 2 What is Lean

More information

Six Sigma and Project Management Training. Value Added Training

Six Sigma and Project Management Training. Value Added Training Six Sigma and Project Management Training Value Added Training Six Sigma Overview: The Six Sigma Green Belt Certification course covers a wide range of tools and techniques used in the financial and banking

More information

A Case Study: one sample t-test

A Case Study: one sample t-test Page 1 of 5 A Case Study: one sample t-test The Situation You have been asked to ensure that a recent process change has not impacted a critical dimension of your flagship product. It is absolutely critical

More information

CLICK ON THE BOOKMARKS -THE SECOND ITEM FROM TOP ON THE LEFT SIDE THEN CLICK LEAN SIX SIGMA. . QMS GLOBAL LLC Page 1

CLICK ON THE BOOKMARKS -THE SECOND ITEM FROM TOP ON THE LEFT SIDE THEN CLICK LEAN SIX SIGMA. . QMS GLOBAL LLC Page 1 CLICK ON THE BOOKMARKS -THE SECOND ITEM FROM TOP ON THE LEFT SIDE THEN CLICK THE LINKS TO NAVIGATE LEAN SIX SIGMA Six Sigma employs a well-structured continuous methodology to reduce process variation

More information

SIX SIGMA GREEN BELT (SSGB)

SIX SIGMA GREEN BELT (SSGB) COURSE AGENDA SIX SIGMA GREEN BELT (SSGB) - 2 DAYS CLASSROOM TRAINING TOPICS CLASSROOM 1. Overview of Six Sigma and Organizational Goals About CSSGB Introduction to Six Sigma Basics of Six Sigma Process

More information

WHAT IS SIX SIGMA? QMS GLOBAL LLC Page 1

WHAT IS SIX SIGMA? QMS GLOBAL LLC Page 1 WHAT IS SIX SIGMA? Six Sigma is a business strategy that employs well-structured continuous improvement methodology and statistical tools to reduce defects and process variability It is a quality discipline

More information

Agile Development: How to Make It Flow

Agile Development: How to Make It Flow Agile Development: How to Make It Flow By William Rowden with Michael Tardiff and Dave Wylie 6801 185th Ave NE, Suite 200 Redmond, WA 98052 solutionsiq.com 1.800.235.4091 Copyright 2014 SolutionsIQ Inc.

More information

Lean Practitioner Training Brochure

Lean Practitioner Training Brochure Lean Practitioner Training 2014 Brochure This Brochure details the Lean Practitioner training course for online, in public and in house training formats. The full curriculum is available on request Zenith

More information

Master of Science in Engineering Management (MEM) Program

Master of Science in Engineering Management (MEM) Program Master of Science in Engineering Management (MEM) Program Program Title Master of Science in Engineering Management (MEM) Program Options The MEM program has three options: MEM with Courses only (Option

More information

Six Sigma. Key Questions

Six Sigma. Key Questions Six Sigma Key Questions Are you consistently fulfilling customers requirements? Do your improvement efforts continue to repay your investment? Are you satisfied with how quickly you see measurable bottom-line

More information

Tools Supporting CMMI High Maturity for Small Organizations

Tools Supporting CMMI High Maturity for Small Organizations Tools Supporting CMMI High Maturity for Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213 Robert W. Stoddard Congreso Internacional en Ingeniería de Software y sus Aplicaciones

More information

Business Process Management

Business Process Management Business Process Management Achieving Strategic Alignment and Performing to an Executive Dashboard Six Sigma Qualtec Business Process Management is an enterprise-wide, structured approach to providing

More information

Certified Six Sigma Professionals International Certification Courses in Six Sigma Green Belt

Certified Six Sigma Professionals International Certification Courses in Six Sigma Green Belt Certification Singapore Institute Certified Six Sigma Professionals Certification Courses in Six Sigma Green Belt ly Licensed Course for Process Improvement/ Assurance Managers and Engineers Leading the

More information

Introducing Agile Sigma 1 Article Improving processes today for tomorrow

Introducing Agile Sigma 1 Article Improving processes today for tomorrow Introducing Agile Sigma Article New Kid on the Block How can the new Agile Sigma process improvement methodology help my business? The need. When it comes to selecting the right business process improvement

More information

Mikel J. Harry, Six Sigma: A Breakthrough Strategy for Profitability, Quality Progress, May,

Mikel J. Harry, Six Sigma: A Breakthrough Strategy for Profitability, Quality Progress, May, Proposal Six Sigma Yellow/White Belt Training Six Sigma Green Belt Training Lean Yellow/White Belt Training Lean Green Belt Training Industrial Engineering Courses University IISE Chapters March 6, 2012

More information

Introduction to Six Sigma

Introduction to Six Sigma Introduction to Six Sigma Applying Statistical Analysis to Business Issues Objectives Understand Six Sigma Gain a high-level understanding of the tools methods and application of Six Sigma Learn the basic

More information

Information Technology Project Management, Sixth Edition

Information Technology Project Management, Sixth Edition Management, Sixth Edition Prepared By: Izzeddin Matar. Note: See the text itself for full citations. Understand the importance of project quality management for information technology products and services

More information

Visit us at:

Visit us at: White Paper Integrating Six Sigma and Software Testing Process for Removal of Wastage & Optimizing Resource Utilization 24 October 2013 With resources working for extended hours and in a pressurized environment,

More information

CERTIFIED SIX SIGMA GREEN BELT

CERTIFIED SIX SIGMA GREEN BELT CSSGB CERTIFIED SIX SIGMA GREEN BELT Quality excellence to enhance your career and boost your organization s bottom line asq.org/cert Certification from ASQ is considered a mark of quality excellence in

More information

Quality Evaluation in Precast HCS using Six Sigma Approach

Quality Evaluation in Precast HCS using Six Sigma Approach IJSTE - International Journal of Science Technology & Engineering Volume 2 Issue 10 April 2016 ISSN (online): 2349-784X Quality Evaluation in Precast HCS using Six Sigma Approach S.V. Bhagatkar Assistant

More information

CHALLENGES FACING DEVELOPMENT OF STRATEGIC PLANS IN PUBLIC SECONDARY SCHOOLS IN MWINGI CENTRAL DISTRICT, KENYA

CHALLENGES FACING DEVELOPMENT OF STRATEGIC PLANS IN PUBLIC SECONDARY SCHOOLS IN MWINGI CENTRAL DISTRICT, KENYA CHALLENGES FACING DEVELOPMENT OF STRATEGIC PLANS IN PUBLIC SECONDARY SCHOOLS IN MWINGI CENTRAL DISTRICT, KENYA By Koma Timothy Mutua Reg. No. GMB/M/0870/08/11 A Research Project Submitted In Partial Fulfilment

More information

Curriculum for Business Economics and Information Technology

Curriculum for Business Economics and Information Technology Curriculum for Business Economics and Information Technology University of Southern Denmark August 2012 1 General regulations for all institutions providing the programme Curriculum Applicable for Business

More information

Program Outline. Black Belt. Global Concepts 32:07:40. Phone: Web: Run Time (h:mm:ss)

Program Outline. Black Belt. Global Concepts 32:07:40. Phone: Web:  Run Time (h:mm:ss) Program Outline Black Belt Run Time (h:mm:ss) Global Concepts 32:07:40 Training Orientation 1:29:43 Excel Orientation Explore the Excel software package 0:29:01 Minitab Orientation Explore the Minitab

More information

Rapid Analysis: Before you begin, know the ANSWER. By Ben Hughes. Do any of these situations seem familiar to you?

Rapid Analysis: Before you begin, know the ANSWER. By Ben Hughes. Do any of these situations seem familiar to you? Rapid Analysis: Before you begin, know the ANSWER By Ben Hughes Do any of these situations seem familiar to you? Situation 1: Acquisition Your employer has decided to acquire a company with more than 5000

More information

Certi cation from ASQ is considered a mark of quality excellence in many industries. It helps you advance your career and boosts your organization s

Certi cation from ASQ is considered a mark of quality excellence in many industries. It helps you advance your career and boosts your organization s CSSGB Certi cation from ASQ is considered a mark of quality excellence in many industries. It helps you advance your career and boosts your organization s bottom line through your mastery of quality skills.

More information

Professional Development Programs - CPS (PDP)

Professional Development Programs - CPS (PDP) Professional Development Programs - CPS (PDP) 1 Professional Development Programs - CPS (PDP) PDP 0101. Successfully Managing People. 1.4 Hour. Focuses on key elements to help students meet the current

More information

Prof. Rob Leachman IEOR130 Fall, /11/2014 Rob Leachman Intro to Six Sigma

Prof. Rob Leachman IEOR130 Fall, /11/2014 Rob Leachman Intro to Six Sigma Prof. Rob Leachman IEOR130 Fall, 2014 1 Six Sigma is an engineering management paradigm originally developed at Motorola. Its application has spread from hi tech manufacturing to general business processes

More information

I STATISTICAL TOOLS IN SIX SIGMA DMAIC PROCESS WITH MINITAB APPLICATIONS

I STATISTICAL TOOLS IN SIX SIGMA DMAIC PROCESS WITH MINITAB APPLICATIONS Six Sigma Quality Concepts & Cases Volume I STATISTICAL TOOLS IN SIX SIGMA DMAIC PROCESS WITH MINITAB APPLICATIONS Chapter 1 Introduction to Six Sigma, Lean Six Sigma & Design for Six Sigma (DFSS) 2010-12

More information

MBA ADVANCED ELECTIVES (MBAX)

MBA ADVANCED ELECTIVES (MBAX) MBA Advanced Electives (MBAX) 1 MBA ADVANCED ELECTIVES (MBAX) Courses MBAX 6051 (2) Strategy Analyzes how firms can attain and sustain competitive advantage in today's competitive environment. Focuses

More information

Advances in Project Management 1. The Best Practices of Managing Quality in Projects

Advances in Project Management 1. The Best Practices of Managing Quality in Projects 1 The By Ron Basu, PhD WHY PROJECT QUALITY? We all agree and accept that as an end user of a product or service we would like it as it says in the tin, when we want it and at good value for money. Being

More information

Quality Management at WIPRO. Arvind Verma 27 Snigdha Kotnala 19 Parikshit Kanase 16 Devendra Singh 43

Quality Management at WIPRO. Arvind Verma 27 Snigdha Kotnala 19 Parikshit Kanase 16 Devendra Singh 43 Quality Management at WIPRO Arvind Verma 27 Snigdha Kotnala 19 Parikshit Kanase 16 Devendra Singh 43 About Wipro Wipro is the first PCMM Level 5 and SEI CMMi Level 5 certified IT Services Company globally.

More information

Acceptable Quality Level (AQL): Issues and Resolution

Acceptable Quality Level (AQL): Issues and Resolution Acceptable Quality Level (AQL): Issues and Resolution By Forrest W. Breyfogle III Acceptable Quality Level (AQL), which provides a sample size to determine if a lot should be accepted or rejected, statistically

More information

Root Cause Analysis. Walter Bak. May 13, 2008

Root Cause Analysis. Walter Bak. May 13, 2008 Root Cause Analysis Walter Bak May 13, 2008 Agenda What is root cause analysis? When is root cause analysis used? Root cause analysis process Questions / Discussion 2 Why Problems Occur Human Performance,

More information

University of Michigan Lean Six Sigma Black Belt 10-Day Live Certification Course Syllabus

University of Michigan Lean Six Sigma Black Belt 10-Day Live Certification Course Syllabus University of Michigan Lean Six Sigma Black Belt 10-Day Live Certification Course Syllabus Instructor and Administrative Support Contact Information Lead Instructors: Pat Hammett, MBB, Ph.D. Phone: 734-936-1121

More information

How to Change from a Mass Production Culture to a Lean Culture in 10 Easy Steps

How to Change from a Mass Production Culture to a Lean Culture in 10 Easy Steps How to Change from a Mass Production Culture to a Lean Culture in 10 Easy Steps Open I want a talk about how to develop a lean culture and not all the standard BS about leadership Step 1 (Fair Compensation)

More information

WHY BECOME A CERTIFIED SIX SIGMA YELLOW BELT?

WHY BECOME A CERTIFIED SIX SIGMA YELLOW BELT? CERTIFIED SIX SIGMA YELLOW BELT CSSYB WHY BECOME A CERTIFIED SIX SIGMA YELLOW BELT? The Certified Six Sigma Yellow Belt (CSSYB) is new to the world of Six Sigma and has a small role, interest, or need

More information

Stop Promising Miracles 1

Stop Promising Miracles 1 Stop Promising Miracles 1 Karl E. Wiegers Process Impact www.processimpact.com Most software professionals must provide estimates for their work, but few of us are skillful estimators. Many of us haven

More information

FINAL CERTIFICATION AWARDED BY IMRTC - USA

FINAL CERTIFICATION AWARDED BY IMRTC - USA FINAL CERTIFICATION AWARDED BY IMRTC - USA JOURNEY TO LEAN SIX SIGMA BELTS CERTIFIED LEAN SIX SIGMA YELLOW BELT CERTIFIED LEAN SIX SIGMA GREEN BELT CERTIFIED LEAN SIX SIGMA BLACK BELT Training Program

More information

LUMINA STATE POLICY AGENDA

LUMINA STATE POLICY AGENDA LUMINA STATE POLICY AGENDA 2017 20 1 The United States needs to educate and train many more people beyond high school. The latest economic analyses suggest the country needs 60 percent of working-age Americans

More information

Applying Six Sigma To Reduce Energy Intensity In The Tapes Industry. Jim Belbas Director of Operational Excellence and Energy Management

Applying Six Sigma To Reduce Energy Intensity In The Tapes Industry. Jim Belbas Director of Operational Excellence and Energy Management Applying Six Sigma To Reduce Energy Intensity In The Tapes Industry Jim Belbas Director of Operational Excellence and Energy Management Table of Contents 1. Executive Summary 2. Introduction 3. Project

More information

RISC ORGANIZATIONAL SELF-ASSESSMENT TOOL

RISC ORGANIZATIONAL SELF-ASSESSMENT TOOL RISC ORGANIZATIONAL SELF-ASSESSMENT TOOL This tool is for al assessment. It is divided into the four components of the RISC Approach to Schooling: Standards-Based Design, Shared Vision, Leadership, and

More information

Maximizing Value Creation Through Lean Six Sigma

Maximizing Value Creation Through Lean Six Sigma 1 There is nothing quite so useless, as doing with great efficiency, something that should not be done at all. --- Peter Drucker Maximizing Value Creation Through Lean Six Sigma BizXL Solutions Inc. Lean

More information

University of Michigan Six Sigma Black Belt Transactional Blended Course Syllabus

University of Michigan Six Sigma Black Belt Transactional Blended Course Syllabus University of Michigan Six Sigma Black Belt Transactional Blended Course Syllabus Instructor and Administrative Support Contact Information Lead Instructor: Pat Hammett, PhD, MBB phammett@umich.edu or

More information

The Shewhart-Ewma Automatic Control Chart

The Shewhart-Ewma Automatic Control Chart Global Journal of Researches in Engineering: J General Engineering Volume 14 Issue 1 Version 1.0 Year 2014 Type: Double Blind Peer Reviewed International Research Journal Publisher: Global Journals Inc.

More information

PMP Labs - PMP Project Management Professional Labs. Course Outline. PMP Project Management Professional Labs.

PMP Labs - PMP Project Management Professional Labs. Course Outline. PMP Project Management Professional Labs. Course Outline PMP Project Management Professional 28 Apr 2018 Contents 1. Course Objective 2. Expert Instructor-Led Training 3. ADA Compliant & JAWS Compatible Platform 4. State of the Art Educator Tools

More information

Different Requirements Gathering Techniques and Issues. Javaria Mushtaq

Different Requirements Gathering Techniques and Issues. Javaria Mushtaq 835 Different Requirements Gathering Techniques and Issues Javaria Mushtaq Abstract- Project management is now becoming a very important part of our software industries. To handle projects with success

More information

Skills-Building Series. A Tale of Two Kaizens:

Skills-Building Series. A Tale of Two Kaizens: Skills-Building Series A Tale of Two Kaizens: Making Improvement Happen June 14, 2016 Stephen L. Davidow, MBA-HCM, CPHQ, APR Quality Improvement Program Manager Speaker Stephen L. Davidow, MBA-HCM, CPHQ,

More information

Improving Performance with Enhanced Measures and Causal Analysis in an Agile Organization

Improving Performance with Enhanced Measures and Causal Analysis in an Agile Organization Aligned with your needs. Improving Performance with Enhanced Measures and Causal Analysis in an Agile Organization Paul E. McMahon CMMI/Agile Consultant, PEM Systems Dr. Bela Joshi Sr. Principal, Alion

More information

Please comply with the Lean Construction Institute s Usage Policies and Attribution Guidelines at

Please comply with the Lean Construction Institute s Usage Policies and Attribution Guidelines at Please comply with the Lean Construction Institute s Usage Policies and Attribution Guidelines at http://www.leanconstruction.org/usage.pdf when using this file. Thank you. Phase Scheduling Glenn Ballard

More information

Implementing the CMMI in a Six Sigma World

Implementing the CMMI in a Six Sigma World Implementing the CMMI in a Six Sigma World Jay Pickerill Delivery Excellence CMM is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. page 1 Agenda Where Do These Initiatives

More information

Course Outline. PMP: Project Management Professional v6 (Course & Labs)

Course Outline. PMP: Project Management Professional v6 (Course & Labs) Course Outline PMP: Project Management Professional v6 13 Feb 2018 Contents 1. Course Objective 2. Pre-Assessment 3. Exercises, Quizzes, Flashcards & Glossary Number of Questions 4. Expert Instructor-Led

More information

Training for Manufacturing Companies

Training for Manufacturing Companies 732-888-0245 info@manageassist.com I. Operations Management Managing Suppliers Performance Master Planning of Resources Execution and Control of Operations Detailed Scheduling and Planning Just-in-time

More information

Model Driven. Using ProVision s Modelers and Simulation Capability

Model Driven. Using ProVision s Modelers and Simulation Capability Model Driven Using ProVision s Modelers and Simulation Capability 26261 Evergreen Road, Suite 200 Southfield, MI 48076 Telephone: 248.356.9775 Fax: 248.356.9025 E-mail info@proformacorp.com Web site www.proformacorp.com

More information

COMPETITIVE ADVANTAGE FROM OPERATIONS COURSE SYLLABUS COR1-GB.2314

COMPETITIVE ADVANTAGE FROM OPERATIONS COURSE SYLLABUS COR1-GB.2314 COMPETITIVE ADVANTAGE FROM OPERATIONS COURSE SYLLABUS COR1-GB.2314 MEETINGS: INSTRUCTOR: Saturday/Sunday, 9:00AM-12:00PM, & 1:00PM 4:00PM Dr. Gustavo Vulcano, KMC 8-76, 998-4018, gvulcano@stern.nyu.edu

More information

OM 335: OPERATIONS MANAGEMENT Fall 2010 SYLLABUS MW 3:30-5:00PM in GSB 5.142A

OM 335: OPERATIONS MANAGEMENT Fall 2010 SYLLABUS MW 3:30-5:00PM in GSB 5.142A OM 335: OPERATIONS MANAGEMENT Fall 2010 SYLLABUS MW 3:30-5:00PM in GSB 5.142A Instructor: Dr. Ozgur Araz Office Hours: Mondays 12:30-14:30pm (or by appointment) Office: CBA 3.410 Mail Box: IROM Dept.,

More information

Six Sigma for Auditors TCTC September 25, 2017

Six Sigma for Auditors TCTC September 25, 2017 Six Sigma for Auditors TCTC 2017 September 25, 2017 Agenda What is Six Sigma and Lean Lean Six Sigma and the IIA s IPPF DMAIC and phases of an audit Identification of Waste Process Capability Control Charts

More information

IIBA, BABOK, CBAP, CCBA, ECBA are registered Trademarks of International Institute of Business Analysis, Canada.

IIBA, BABOK, CBAP, CCBA, ECBA are registered Trademarks of International Institute of Business Analysis, Canada. Copyright notice All rights reserved. IIBA, BABOK, CBAP, CCBA, ECBA are registered Trademarks of International Institute of Business Analysis, Canada. All trademarks of copyrights mentioned herein are

More information

Higher Business Management Course Assessment Specification (C710 76)

Higher Business Management Course Assessment Specification (C710 76) Higher Business Management Course Assessment Specification (C710 76) Valid from August 2014 This edition: August 2015, version 1.2 This specification may be reproduced in whole or in part for educational

More information

USTOMIZED TRAINING UANTIFIABLE RESULTS

USTOMIZED TRAINING UANTIFIABLE RESULTS USTOMIZED TRAINING UANTIFIABLE RESULTS BENEFITS OF CORPORATE TRAINING Align employee learning with the business objectives of your organization. Improve corporate and individual employee productivity.

More information

LEAN MANUFACTURING. Prof (Dr.) Dalgobind Mahto

LEAN MANUFACTURING. Prof (Dr.) Dalgobind Mahto LEAN MANUFACTURING Prof (Dr.) Dalgobind Mahto This article has been developed to answer most common lean manufacturing questions asked by the workers, engineers, industrialists alike in the pattern of

More information

Office Accelerated Improvement Workshop Methodology (AIW)

Office Accelerated Improvement Workshop Methodology (AIW) Workshop Methodology (AIW) (A Public Domain Presentation) Presented By- Don K. Goldacker 1-3141 314-232-0996 Process Improvement Consultant- St. Louis Integrated Defense Systems Lean Enterprise Office

More information

ACCT& 201 Leslie Lum Spring 2014 Course Syllabus MWF

ACCT& 201 Leslie Lum Spring 2014 Course Syllabus MWF Schedule Week Monday Wednesday Friday Apr 7 Discussion forums: Introduction and Company Selection Apr 14 Chapter 1 and Chapter 2 Questions due Apr 9 Apr 11 Chapter 1 Quiz Apr 16 Chapter 1 Homework Apr

More information

Kristin Hill June 17, 2015

Kristin Hill June 17, 2015 Lean Construction Institute Provider Number H561 A Lean Introductory / A Deeper Look at Target Value Design and Delivery 060414DSGNFRM Kristin Hill June 17, 2015 4 Credit(s) earned on completion of this

More information

Lean Six Sigma Greenbelt Training. Boost your career through India s only US recognized certification

Lean Six Sigma Greenbelt Training. Boost your career through India s only US recognized certification Lean Six Sigma Greenbelt Training Boost your career through India s only US recognized certification About Lean Six Sigma The two major change / improvement management tools this century has witnessed

More information

BLACK BELT OPEN ONLINE WORKSHOP

BLACK BELT OPEN ONLINE WORKSHOP LEAN SIX SIGMA BLACK BELT OPEN ONLINE WORKSHOP RESERVE YOUR SEAT June 23th November 3rd, 2017 (20 online, self-paced learning hours & 10, 90-minute live webinars = 35 hours total) Overview Being indispensable

More information

CS605 All DATA in 1 File

CS605 All DATA in 1 File CS605 All DATA in 1 File By ~*~SHINING STAR~*~ Which one of the following activities does not belong to Risk Mitigation, Monitoring, and Management Plan? Risk Identification Risk Projection Risk Mitigation

More information

H E A D OF S C H O O L O P P O R T U N I T Y P R O F I L E. Assisted by Tim Bernstein, General Manager ARDENT SEARCH COMPANY

H E A D OF S C H O O L O P P O R T U N I T Y P R O F I L E. Assisted by Tim Bernstein, General Manager ARDENT SEARCH COMPANY H E A D OF S C H O O L O P P O R T U N I T Y P R O F I L E Assisted by Tim Bernstein, General Manager tim@ardentsearchco.com ARDENT SEARCH COMPANY OVERVIEW Creekside is devoted to discovering the untapped

More information

Green Belt Curriculum (This workshop can also be conducted on-site, subject to price change and number of participants)

Green Belt Curriculum (This workshop can also be conducted on-site, subject to price change and number of participants) Green Belt Curriculum (This workshop can also be conducted on-site, subject to price change and number of participants) Notes: 1. We use Mini-Tab in this workshop. Mini-tab is available for free trail

More information

Quality improvement methods Six Sigma

Quality improvement methods Six Sigma L E C T U R E 10 Quality improvement methods Six Sigma LECTURE 10 - OVERVIEW Quality improvement methods Six Sigma and its tools WHAT IS SIX SIGMA Six Sigma set of tools and methods for process improvement

More information

How did DSDM Atern Help Create Teamwork, Quality, Innovation, Enjoyment & Pride. Matthew Caine

How did DSDM Atern Help Create Teamwork, Quality, Innovation, Enjoyment & Pride. Matthew Caine How did DSDM Atern Help Create Teamwork, Quality, Innovation, Enjoyment & Pride Matthew Caine AGENDA > Intro > A Great Story > A Truly Epic Story 2 Intro > Who am I? > Where did these stories take place?

More information

Innovative Strategies for Effective System Engineering Training

Innovative Strategies for Effective System Engineering Training Innovative Strategies for Effective System Engineering Training NDIA Systems Engineering Conference 22-25 October 2012 Rick Hefner, Ph.D. Northrop Grumman Corporation Rick.Hefner@NGC.com Background The

More information

Chapter 2: Descriptive and Graphical Statistics

Chapter 2: Descriptive and Graphical Statistics Chapter 2: Descriptive and Graphical Statistics Section 2.1: Location Measures Cathy Poliak, Ph.D. cathy@math.uh.edu Office: Fleming 11c Department of Mathematics University of Houston Lecture 5 - Math

More information

Gregory J. Walker, FACHE President & CEO December 8, A multi-year cultural change journey through leadership and teamwork. Session Objectives

Gregory J. Walker, FACHE President & CEO December 8, A multi-year cultural change journey through leadership and teamwork. Session Objectives A Systematic Approach to Process Improvement Gregory J. Walker, FACHE President & CEO December 8, 2014 A multi-year cultural change journey through leadership and teamwork 1 Session Objectives 1. Describe

More information

Building Process Improvement Business Cases Using Bayesian Belief Networks and Monte Carlo Simulation

Building Process Improvement Business Cases Using Bayesian Belief Networks and Monte Carlo Simulation Building Process Improvement Business Cases Using Bayesian Belief Networks and Monte Carlo Simulation Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213 Ben Linders, Affiliate

More information

QUESTION BANK 10CS82-SYSTEM SIMULATION & MODELING CHAPTER 1: INTRODUCTION, REQUIREMENTS ENGINEERING

QUESTION BANK 10CS82-SYSTEM SIMULATION & MODELING CHAPTER 1: INTRODUCTION, REQUIREMENTS ENGINEERING QUESTION BANK 10CS82-SYSTEM SIMULATION & MODELING CHAPTER 1: INTRODUCTION, REQUIREMENTS ENGINEERING When Simulation is the appropriate tool and not appropriate. Advantages And Disadvantages of Simulation

More information