applying cmmi for svc high maturity concepts to improve...
TRANSCRIPT
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Applying CMMI for SVC High
Maturity Concepts to improve
Customer Satisfaction.
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,,
Fujitsu Consulting India
Clients across 32 countries
� Australia� Bahrain� Bangladesh� Belgium� Costa Rica� Canada� China� Caribbean� Denmark� Egypt� Finland
� Germany� Indonesia� Italy� India� Japan� Kenya� Kuwait� Macedonia� Malaysia� Netherland� Nairobi
� Oman� Qatar� Saudi Arabia� Sweden� Sri Lanka� Singapore� Thailand� UAE� United Kingdom� US
2900+ strong workforce, and growing…
Operational since 2001
� Development Centers
� Pune (HQ) (2500 Seats)
� NOIDA (1000 Seats)
� Hyderabad (140 Seats)
� Bangalore ( 300 Seats)
India GDC Locations
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ISO 9001:2000 Certification
ISO 9001:1994 Certification
BS 7799 Certification
CMM Level 5 Assessment
ISO 27001:2005 Certification
SAS 70 Type-I & Type-II Certification
ISO 9001:2008 Re-Certification
ISO 27001:2005 Re-Certification
CMMI-SVC L3
Quality Commitment
2003
2001
2003
2004
2006 Q3
2007 Q3
2009 Q2
2010
2010
Six Sigma Implementation2011
CMMI-SVC V1.3 Level 52012
ISO 9001:2008 Re-Certification2012
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CSS
One of the biggest challenge in FCI was CSS was low even after implementing the Basic CMMI Process Areas
One of the challenging area was client was is happy with basic Process areas to be implemented but also looking into Productivity improvement, Innovative solutions and some financial benefits to the client.
Apr-June-2011 Jul-Sept 2011 Oct -Dec 2011
Quarter 6.51 7.08 6.51
6.51
7.08
6.51
6.2
6.3
6.4
6.5
6.6
6.7
6.8
6.9
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7.1
7.2
Quarter
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�Challenge 1 – Improve the Productivity at the org level
� This challange was overcome by implementing the Six Sigma methodology at the organization level
�Challenge 2 - Implementation of Quantitative Work Management
� Lot of discussion has happened to come up for implementing the QWM finally with the help of QAI we have decided to implement Process Model to come up with the PPMs
�Challenge 3 – Implementation of OPM
• Productivity should be improved at the organization level in one of RCA team has decided that we will implement the solution Portal which will help other projects also improve the productivity
Problem Faced and the Solutions
INTERNAL USE ONLYINTERNAL USE ONLY 6
How Analysis is done using Process Model
Copyright 2010 FUJITSU CONSULTING INDIA6
BusinessBusinessProcessProcessAnalysisAnalysis
Model the As-Is
Process
Analyze the
activities in the
process
Simulate what-if
scenarios
Optimize the
processes
Why Model
Why Simulate
� Visual representation provides better
understanding
� Evaluate Process capabilities
� Detect problem area sources
� Deduce possible solutions
� Define performance measures
� Simulation is used to explore design
alternatives
� It reveals bottlenecks that are not obvious
during static modelling Detect problem area
sources
� Pinpoint potential IMPROVEMENT areas
� It helps in designing and fine-tuning the
process model before Next-time process
deployment & execution
Process AnalysisProcess Analysis:: An exercise of defining the Business Processes using tools, An exercise of defining the Business Processes using tools,
simulating and analyzing the processes with a view to assess and improve their simulating and analyzing the processes with a view to assess and improve their
performanceperformance
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Criteria for selecting the PPMs
Copyright 2010 FUJITSU CONSULTING INDIA7
Criteria for selecting to prepare PPM models:• Project should have a minimum of 5 team members.• Project should be of AMS or Maintenance type of work.
AMS Type of Work• SLAs should be tracked for all Priorities for Response and Resolution.• Projects to provide the TOT time for Response and Resolution.• Team should provide the data for the past three months to develop the
Models.• Minimum 25 nos. of tickets/incidents in a reported month.
Maintenance Type of work
• Project to track Phase wise efforts for all type of tasks.• Estimation to be performed and Size to be tracked in the Task tracking
sheet.• Project to provide min of 15 data points with actual phase wise efforts
to build the PPM model.• Maintenance PPM will be prepared only whenever the tasks are more
than 20% of the total volumes.
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Helps Top Management in taking Smarter Decisions at time.
Copyright 2011 Fujitsu
PPMs
Project Manager wants to know
Case 1: What would be the maximum no. of ticket in each module which, my team can handle in a month?
Case 2 : If the ticket flow increases by 25% what could be Resource utilization
INTERNAL USE ONLYINTERNAL USE ONLY 9 Copyright 2011 Fujitsu
PPMs
INTERNAL USE ONLYINTERNAL USE ONLY 10
Implementing Actions - UtilizationWhat if based – Process Optimization
As-Is Process To-be Process
(If Productivity is increased by 25%)
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What-If Scenario Matrix
Copyright 2011 Fujitsu
Technology (Resource) SAP BO
(4)
CRMSiebel (7)
CRMOracle (9)
CRMWintel (5)
AS IS Model
Tickets 58 120 55 32
Utilization 76 % 74 % 29 % 29 %
+ 25% increase in ticket flow
Tickets 75 151 68 40
Utilization 98 % 94 % 36 % 36 %
Full Capacity
Tickets 75 152 173 106
Utilization 98 % 95 % 92 % 95 %
Competency based
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OUTPUT SUMMARY - TOP 10 HOT-SPOTS
� Sensitive Areas
� Greatest area ofwaste. Bottlenecks
� Analysis from graph:
� From this graph it is observed that Resolution Seibel is the most sensitive area.
Copyright 2011 Fujitsu
INTERNAL USE ONLYINTERNAL USE ONLY 13
Control Charts
�Hot spot says which Sub-Process we should track
� Plotting the control chart for Resolution - SAP BO
�A graph of data points plotted in chronological order
�Control chart is used to determine whether process will produce a product or service with consistent measurable properties
� Identifies common cause of variation in process
�Tool to display how process performs over time.
Copyright 2011 Fujitsu
INTERNAL USE ONLYINTERNAL USE ONLY 14
Six Sigma – Integration Components
• Define Improvement Goals
• Obtain sponsorship
Define
• Measure the existing system capabilities
• Establish current process performance baseline
Measure
• Identify and to eliminate the gaps wrt to desired objective
Analyze
• Improve the system and Pilot before implementing the innovative solution
Improve
• Control and Institutionalize the new system
Control
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Phase-3 : Continuous Deployment
By Regions / Practices
Plan & Execution
Toll GateReview
Toll GateReview
Toll GateReview
Deployment
Deployment
Plan & Execution
Deployment
Plan & Execution
Phase-1 : CMMI Projects
Phase-2 :
Corp Functions High Revenue Projects
Ongoing
Sigma Green Stair-Case Implementation
Nov 2011 – July 2012 Aug 2012 – May 2013
Wave 1 Wave 2 Wave 3 Wave 4
INTERNAL USE ONLYINTERNAL USE ONLY What factor(s) make a difference?
What are the Potential Causes of
the Defect? (Enter it for your
project in the form of a question)
Effect (Y)Potential Causes (Xs)
Communication Analysis
Identify Variation Sources (Xs)Fishbone Diagram*
Execution
* Also called a Cause & Effect Diagram
Templates / Steps for mass changes missing
Team Lead Monitoring
Lack of documentation / Data repository
Less usage of LyncData replication in test systems
Lack of cross team knowledge
Module wise folder structure in TE shared folder for storing process / templates
Z-Process training
Less usage of Phone
Language issues
Email communication skills
Internal team communication
Training missing on Effective Email writing
Module wise folders are in Placed
in TE shared folder missing
Documented Repository / Dwaar
Cross team training / Z-Process
training missing
Better tools and techniques
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Action - Prioritization
Which Option works best for you? Why?
1. Monitoring Issue - Process to be updated and monitor the discussions so that proper impact analysis will be done.
2. Resource utilization issue -Implementing solution to increase productivity of resources
3. Documentation Issue -Document Processes so that it will be helpful to understand project well
4. People and Training Issue-
We need to improve soft skills and team building
53.33%
80.00%76.67%76.67%83.33%83.33%
50.00%
-20%
0%
20%
40%
60%
80%
100%
-20% 0% 20% 40% 60% 80% 100%
To
tal S
co
re %
fo
r B
en
efi
t
Total Score % for Cost and Risks
Solution Prioritization
�Prioritizing the Actions -
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Implementing Actions
Solution - Action Tracking
Solution ID
Solution Description
Action Plan Solution OwnerAction
Responsibility
Planned Dates Actual Dates
Status DeliverablesStart date End Date Start date End Date
S1Need to have weekly
calls
Team leads to arrange
for weekly team
meetings
Team LeadsPreventive
Action15/12/2012 15/01/2013 15/12/2012 15/01/2013
Completed Weekly call
scheduled
S2Documentation /
Repository
Create a excel ready
reckoner which would
contain the templates
and steps
Team LeadsPreventive
Action
15/12/2012 15/01/201315/12/2012 15/01/2013 Completed
Documents
uploaded at
Dwar
S3Replicated data in
test system
Sandeep to discuss this
with RajProject Manager
Corrective
Action15/12/2012 15/01/2013 15/12/2012 15/01/2013 Completed
CL3 system
copied from PR2
S5Cross team training
/ Z-Proces training
• Identify the areas to
train
• Identify the trainers
• Schedule trainings
Team LeadsCorrective
Action15/12/2012 15/01/2013 15/12/2012 15/01/2013 Completed
WM to PUR
corss training
S6
Module wise folder
structure in TE
shared folder for
storing process /
templates
Sandeep / Raj to help
get the access / rightsProject Manager Corrective action 15/12/2012 15/01/2013 15/12/2012 19/04/2013 Completed
Module wise
folders are in
Placed in TE
shared folder
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Hypothesis Test
2 T Test has been selected
Null Hypothesis - H0 = There is no
difference between the Pre and Post
Implementation of the action items.
Alternate Hypothesis - HA = There is a
difference between the Pre and Post
Implementation of the action items
Statistical Inference
As the p (0.0001) value(highlighted in red)
is less than 0.05, the Alternative hypothesis
is accepted
Business Inference
The actions implemented to improve the
productivity is effective as there is change
in productivity after implementing the
action items.
Before After
20 30 20 20
15 40 8 20
21.5 40 15 10
13 20 11 16
40 15 40 20
12 24 20 8
20 40 10 15
40 14 20 30
34 40 8 11
15 20 15 16
20 20 23 17
15 20 11 20
24 14 20 8
40 23 20 21
40 40 20 8
20 40 22 9
14 40 20 25
20 8 15
15 15 8
18.5 28 18
Statistics Before After
Sample Size 37 51
Mean 25.32 16.68
95% of CI (21.79,28.86) (14.8, 18.57)
Std. Dev. 10.59 6.69
P Value 0.0001
After SI - BasisBefore SI - Basis
40
35
30
25
20
15
10
Data
Boxplot of Before SI - Basis, After SI - Basis
Statistical Verification – Hypothesis Testing
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OPM
Pilot Criteria – The criteria for selecting the pilot is region wise and small and large project with client SLAs in place. In FAI we have selected Nalco as one of the project as we have around 35 resources and EAJ we have selected Capcom as this is one of the small projects we have in FCI. The pilot has started in Oct on Nalco and Capcom projects, to improve the Productivity by 20%.
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Solution Portal
Solution Portal is the Search engine tool which has been developed at the FCI to share the best practices within the FCI this has been piloted in two projects as part of Six Sigma Initiative.
# Solution SolutionImplementation
Process Impacted
Assigned To
Planned Start Date
Planned End Date
Status Date Closed
1
Pilot Solution Portal
Solution Portal has been implemented in Nalco project to improve the productivity by 20%
TOT time of Resolution
Sandeep Dalvi 1-Oct-11 31-Dec-11 Completed 31-Dec-11
2
Pilot Solution Portal
Solution Portal has been implemented in Capcom project to improve the productivity by 20%
TOT time of Resolution
Vijay 1-Oct-11 31-Dec-11 Completed 31-dec-12
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Monitoring the Controlled Process
�Monitoring the Solution Implementation
� Regular Tracking of Sub-Process through Control Chart Implementation
� Performing Root Cause Analysis in case of Special Causes
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Benefits at Project Level
�The productivity (Turn around Time) has Improved by more than 30% and Resources have more bandwidth. Skill Levels within the team has improved and team members are motivated
�The customer satisfaction index raised till 95%
�The FCR percentage increased from Avg. 32 % to 45%
�20% improvement in the Mean of Resolution turn Around Time
Total Savings from Six Sigma InitiativeTotal Savings from Six Sigma Initiative–– $ $ 318,566K, K, in last 1.5 years of Implementationin last 1.5 years of Implementation
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What’s In for Clients
ISO
ISO 9001:2008
ISO 27001:2005
CMMI for Services
CMMI-SVC Level 5 – 2012
CMMI-SVC Level 3 – 2010
Six Sigma
Sigma Green Belt Wave 3 Projects -In Progress
Sigma Green Belt Wave 2 Projects – Completed
Sigma Green Belt Wave 1 Projects - Completed
Internal
• Improved Productivity leading to Cost reduction • Optimized Resource Utilization and Capacity Management • Maintaining Service Continuity in case of disaster
Clients
• 15% Improvement in Client Satisfaction• 26% Improvement in Ticket Turn Around Time• 5.5% Improvement in Resource Utilization
CMMI for Services (v1.3) Level 5 Company - India's 1st / World's 2ndCMMI for Services (v1.3) Level 5 Company - India's 1st / World's 2nd
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CSS in last few Quarters
Once client saw the benefits mentioned in the previous slide client was happy and that was evident in the above graphs.
6.517.08
6.51
8 8.26 8.128.7 8.64 8.4
0
1
2
3
4
5
6
7
8
9
10
Quarter CSS
Average CSS
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Reference
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Contact Details
Swati Karandikar
Head – Quality and Portfolio Management Group
Piyush Prabhakar
Program Manager – Quality
Six Sigma Black Belt
CMMI
Chandramouli Nakkina
Six Sigma Manager
Six Sigma Master Black Belt
Metrics
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