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6/ 6 -and its application to software development

S.MUTHUKUMAR

AP – CSE ; UEC

AJAL. A. J

EPGP – IIM KOZHIKODE

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SPC

JITTEI

Kaizen

QualityAssurance

Problem-Solving tools

CustomerSatisfaction

Taguchi Methods

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COPQ (Cost of Poor Quality)

- Lost Opportunities

- The Hidden Factory

- More Setups- Expediting Costs- Lost Sales- Late Delivery- Lost Customer Loyalty- Excess Inventory- Long Cycle Times- Costly Engineering Changes

Hidden Costs:- Intangible- Difficult to Measure

Traditional Quality Costs:- Tangible- Easy to Measure

- Inspection- Warranty- Scrap- Rework- Rejects

What are the forms of waste?1. Waste of Correction

2. Waste of Overproduction3. Waste of processing4. Waste of conveyance (or transport)5. Waste of inventory6. Waste of motion7. Waste of waiting

Waste – absorb resources but creates no value. First step towards waste reduction is waste identification. Majority of six sigma projects focus on one or more of these areas.

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Six Sigma - Three Dimensions

ToolsOrganization

Methodology

Process variation

LSL USL

Upper/Lower specification

limits

Regression•••••••• •••• •••

••••

•••• •• ••

••• ••••

••••• ••

•••••

Driven by

customer

needs

Enabled by quality team.

Led by Senior Mgmt

Define Measure

Analyze Improve Control

VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer

VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer

Process Map Analysis

0

5

10

15

20

25

30

35

L K A F B C G R D

0%

20%

40%

60%

80%

100%

Frequency Cumulative Frequency

Pareto Chart

On target, minimum process variation

A Problem Statement should be SMART:

Specific - It does not solve world hunger

Measurable - It has a way to measure success

Achievable - It is possible to be successful

Relevant - It has an impact that can be quantified

Timely - It is near term not off in the future

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Booming Software/IT IndustryBooming Software/IT Industry

FormalTechnicalReviews

Test Planning& Review

Measurement

Analysis&

Reporting

ProcessDefinition &Standards

Six Sigma is a disciplined, data-driven approach and a methodology for eliminating defects in any process -- from manufacturing to transactional and from product to service

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Software safety is a software quality assurance activity that focuses on the identification and assessment of potential hazards that may affect software negatively and cause an entire system to fail.

If hazards can be identified early in the software process, software design features can be specified that will either eliminate or control potential hazards.

datadata

otherotherdocumentsdocuments

codecodeTestTest

ProjectProjectPlanPlan

changes in changes in technical requirementstechnical requirements

changes in changes in business requirementsbusiness requirements

changes inchanges inuser requirementsuser requirements

software modelssoftware models

programsprograms documentsdocuments

datadataThe piecesThe pieces

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Levels of Software Process Maturity

Capability Maturity Model Integration (CMMI)

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Software generally has low product volume compared with manufactured productsBut what if we measure units, tests, objects,

screens, functions, etc? Software development process has very

high varianceDoes it need to? Is that necessarily bad?

Eight Wastes of Software Development

1. Partially Done Work 2. Extra Processes 3. Extra Features 4. Task Switching5. Waiting6. Motion7. Defects8. Underutilization of Employees

Note: Seven Wastes of SD defined by Mary Poppendieck

Time

Quality

Cost

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Six Sigma Improvement Methods

DMAIC vs. DMADV

Define

Measure

Analyze

Design

Validate

Improve

Control

Continuous Improvement Reengineering

Benchmark Baseline Contract / Charter Kano Model Voice of the Customer Quality Function Deployment Process Flow Map Project Management “Management by Fact”

7 Basic Tools Defect Metrics Data Collection, Forms, Plan, Logistics Sampling Techniques

Cause & Effect Diagrams Failure Models & Effect Analysis Decision & Risk Analysis Statistical Inference Control Charts Capability Reliability Analysis Root Cause Analysis Systems Thinking

Design of Experiments Modelling Tolerancing Robust Design Process Map

Statistical Controls Control Charts Time Series Methods Non Statistical Controls Procedure adherence Performance Mgmt Preventive activities Poke yoke

DefineWhat is wrong?Define

What is wrong?MeasureData & Process

capability

MeasureData & Process

capability

Analyze When and whereare the defects

Analyze When and whereare the defects

ImproveHow to get to six sigma

ImproveHow to get to six sigma

ControlDisplay

key measures

ControlDisplay

key measures

Tools for DMAIC

Ishikawa Diagram

(Fishbone)

Improve – Potential SolutionsHow can we address the root causes we identified?

Address the causes, not the symptoms.

y = f (xy = f (x11, x, x22, x, x33 . . . x . . . xnn))

Critical Xs

Decision

Evaluate

Clarify

Generate

Divergent | Divergent | ConvergentConvergent

Typical Ishikawa Diagram (Fishbone)

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NotesMake any notes here:

.

Tip: First start with Outputs and Customers. Next set process boundaries and do the process map steps and then list inputs and suppliers

Start

End

Design and development

Coding

Testing

Analysing the requirements

Promotion

Maintenance and updating

SIPOCINPUTSSUPPLIERS PROCESS OUTPUTS CUSTOMERS

Critical to Client MetricCritical to Client MetricRegion : Product :Number of processes : Process : FTE :

1. Org 12. Org 23. Org 3

4. Org 4.

*Interviews with the clients,Mails and Supporting

docs by the client.•Requirement Specification.• The software

with forms and the requirement specification.

•The software, Requirement

specifications, supporting

documents and Technical

documents.•Software with content,Client

mails mentioning the competitors.

•Software/application,

content/functions to be updated,

re-Analysis reports.

Completed softwares

1. Org 52. Org 63. Org 7.

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Process Name:

Who

Step

Elapsed Time

Process Map

Analysing the requirements

1st week 2nd week 3rd week 4th week 5th week 6th week 7th week

1

2 Design and development

3 Coding

4 Testing

5 Promotion

6 Maintenance and updating

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Moments of Truth (MOT):Any time a customer draws a critical judgement, positive or negative, about the service, based upon a service experience (or lack of it).Value-Added (VA):• Is the customer willing to pay for it?• Is it done right the first time?• Essential work that moves one step closer to the

final product.Value-Add Enabler: step that is required to do VA

Non-Value Add (NVA):Steps considered non-essential to produce and deliver the product or service to meet the customer’s requirements. The customer is NOT willing to pay for the step.

Process Map Analysis1 2 3 5 6 74

%TotalTotal

%Steps

Process Step

Discussing with the customer about the require-ments

Complete analysis

Specification building

Designing

Developing

Understanding the design(by programmer)

Writing the Codes (by technical writer)

Design Materials

ProductionProcess

(Outputs)

(Inputs)Products

“The Speed of the Leader

Determines the Rate of the Pack.”

Focus on customers. Improved customer loyalty. Reduced cycle time. Less waste. Data based decisions. Time management Sustained gains and improvements. Systematic problem solving. Employee motivation Data analysis before decision making. Faster to market. Team building. Improved customer relations. Assure strategy planning.

How Six Sigma can be Beneficial for How Six Sigma can be Beneficial for You?You?

Effective Supply chain managementKnowledge of Competition & Competitors.Develop Leadership skill.Breakdown barriers between departments

and functions.Management training.Improve presentation skills.Integration of products ,services and

distribution.Use of standard operating procedures.Better decision making.Improving Projects Planning kills.

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References1 Dedhia, N.S. (2005), “Six Sigma Basics”, Total Quality Management,

Vol.16, No.5, pp. 567-574

2 GE website http://www.ge.com (accessed on 20/Jan/2014)

3 Harry, M., and Crawford. D. (2005), “Six Sigma – The next generation”, Machine Design, February Issue, pp. 126-132

4 Lucas, J.M. (2002), “The essential Six-Sigma”, Quality Progress, January, pp. 27-31

5 Motorola website http://www.motorola.com (accessed on 20/Jan/2014)

6 Snee, R. D. and Hoerl, R.W. (2003), Leading Six Sigma: A Step by Step Guide Based on Experience at GE and Other Six Sigma Companies, Prentice-Hall, New Jersey

7 Thawani, S. (2004), “Six Sigma – Strategy for organizational excellence”, Total Quality Management, Vol.15 No.5-6, pp. 655-664

Contact information

AJAL JOSE AKKARAEPGP, IIM - KOZHIKODEec2reach@gmail.com0487-2350675 - Res890-730-5642 - cell

The Six Sigma ToolboxStandard DeviationCause & Effect

Ishikawa DiagramSIPOCPareto Diagram

80/20 RuleVariance Analysis

Control ChartProcess MappingKano ChartingFailure Mode Effect

Analysis