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Program Management and
Six Sigma approach Vijayaraghavan Seshadri
Arjun Chavala, Bhakti Kulkarni,Madhava Vemuri, Mallikarjun,Prasad Subramanya , Rekha Anil
And the Process TeamHoneywell Technology Solutions Lab
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Contents Program Management Role of Six Sigma Tools and Techniques in
Multi disciplinary Program Management Summary
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Project vs Program A project is "a temporary endeavor undertaken to create a unique product
or service or end result“ A Program :- “Same definition” but different connotations
Temporary: Longer duration than a project Unique Product : A series of versions,releases
Over along period of time People : From different functional groups / domains PM : Gets things done more rather than doing
Examples : Multidisciplinary Program : A engine controller involving various disciplines
like Electronics/ Software / Mechanical / Hydraulic / Engine Domain / CFD etc Software only Program :A total Enterprise solution involving algorithm
development for paper , pulp and printing with web based solution Skills and Areas of Competence : Domain , Algorithm development,Web based front
end development, Legacy interface development
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Program Management – Pre-requisitesProgram Manger
Identification / Selection Not by default Long term process
Domain Knowledge Essential Expertise in all areas not
feasible Competency development
Formal and Comprehensive Tailored Long Term
Personal Competencies A key factor To be recognized and
developed
Organization/ Environment Collaborative culture Effective shared resources
management People, Equipment
Minimum Project Management maturity Knowledge,
Tools,Processes Efficient Supply Chain
infrastructure Lead time,
Reliability,Availability, MOQ, cost,
PMO
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Program Manger Knowing
Knows the methods processes and key factors Formal training Periodic Refreshing
Awareness Aware what all needs to be
done at the appropriate time Referring as a habit
Doing Conviction
Perceived Benefits Success stories Peer Pressure Practicing Professional Mindset
Organization/ Environment Management Support
Hard decisions Sponsorship Resources
Infrastructure and Methods Processes and artifacts
across domains Common Tools -PMIS
PM Culture Defining Nurturing/Mentoring Institutionalizing
Program Management – Implementation
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Challenges
Building a cohesive team
Managing without full authority
Complex Team dynamics Different Functional areas Interdependencies
No scope clarity in early stage Incomplete identification of
stakeholders needs Not Identifying dependencies early in
program All the work carried out in project may
not align with the program mission Ensuring all of the risks, assumptions
and constraints are uniformly understood and addressed collectively across team
Deviation from the perceived problem statement and solution throughout the life cycle
Identifying and addressing variations throughout the life cycle
Hard PartSoft Part
A high Quality of Program Management is the solution
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• Different from Product Quality• Quality of Program Management is ensuring that the the Project management has the following “ilities” :
• Predictability• Visibility• Clarity• Maturity • Flexibility• Collaboration and Cohesion• Ownership and Passion
Six Sigma Tools and Techniques facilitates achieving PM “ilities”
Quality of Program Management
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What is Six SigmaWhat is Six Sigma• A problem Solving approach that applies tools and techniques to minimize variation.•Relies on statistical tools and data to validate its results• Six Sigma Tools and Techniques can be applied for
•Process Improvement•DMAIC Approach
•Define, Measure,Analyze and Improve/Innovate
•Product Quality Improvement•IDDOV Approach
•Identify,Define, Design and Optimize and Verify
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Premise for Six SigmaPremise for Six Sigma•Everything is a result of some process Everything is a result of some process • VariationVariation exists in everything exists in everything•The process introduces product The process introduces product variationvariation• VariationVariation in the product is proportional to variation in in the product is proportional to variation in the processthe process
• Sources of variation can beSources of variation can be• Identified• Quantified• Mitigated by control or prevention
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Six Sigma – Tool Box DMAIC Tools Kit – Common set
Define
Measure
• Charter• SIPOC• Thought Process Map
Analyze• Above tools• Failure Mode & Effects Analysis (FMEA)• Lean Tools• Design of Experiments (DOE)
• Process Mapping• Measurement System Evaluation (MSE)• Introduction to Variation (Statistics)
Improve• Above tools• Design of Experiments (DOE)• Voice of the Process (Control Charts)
Control• Above tools• Control Plans
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Program Management and Six Sigma
Initiation Planning Executing Controlling Closure
Identify Define Design and Optimize Verify
Initiation Planning Executing Controlling ClosureInitiation Planning Executing Controlling Closure
Identify Define Design and Optimize VerifyIdentify Define Design and Optimize Verify
Program Management Process Groups
DFSS is Stages
Program Life Cycle
Six Sigma process steps and Tools
• SIPOC• QFD •
• QFD• TPMFMEA
• Score Card• DOE
• Control Charts• RCA
DFSS Tools
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Program Management and Six Sigma
Initiation Planning Executing Controlling Closure
Identify Define Design and Optimize Verify
Initiation Planning Executing Controlling ClosureInitiation Planning Executing Controlling Closure
Identify Define Design and Optimize VerifyIdentify Define Design and Optimize Verify
Program Management Process Groups
DFSS is Stages
Program Life Cycle
Six Sigma process steps and Tools
• SIPOC• QFD •
• QFD• TPMFMEA
• Score Card• DOE
• Control Charts• RCA
DFSS Tools
Let us look at ……
•SIPOC
•TPM
•FMEA
•QFD
…..in brief
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SIPOC – Supplier Input Process Output Customer
Identifying stakeholder needs
Identifying Program entities interaction at the boundary of the process
Connecting the customer to the process
Identifying interdependencies among various stakeholders
Resolving the conflicting perception of stakeholders and ‘buy in’ from all the stakeholders
Clarity in Roles and Responsibility
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TPM - Thought Process Map
TPM Helps in….
Managing team dynamics by identifying the needs, concerns, and issues of all cross functional teams
Achieving common understanding of process to be followed in the program in order to create a program culture based on collaboration
Establishing alignment and ownership
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QFD - Quality Function Diagram
QFD Ensures …
Customer needs is the driving force behind defining the expectations and product design
To build synergy among the multi-functional program teams
Facilitation of customer-focused product and process design
In addressing the core of Six-Sigma principle (y=f(x)), by translating customer requirements into CTQ
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FMEA Definitions Failure Mode
A way in which our design could fail to meet critical customer requirements and/or quality targets
Effect Impact of the Failure Mode on the customer and/or quality
targets including a higher level subsystem or system Cause
Process weakness that causes the Failure Mode to occur (Source of Variation)
Control Methods currently in place to prevent the cause or failure, or
minimize the impact on our customer
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FMEA – Failure Mode Effect Analysis
FMEA Helps in….
Identifying potential failure modes, determine their effect on the process/product
Prioritize them, and identify actions to mitigate the failures
Triggering the program teams anticipation on what might go wrong with product/process
Enables collaborative working
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FMEA – How ?3.
Build Contingency and Corrective Action Plans
2.
Assess Risks
1.Identify Failure Modes, Effects,
Causes, and Controls
Risk Category
Potential Failure Mode
Potential Failure Effects
Potential Causes
Current Controls
Corrective Action and Triggers
??
RPN
Det
ectio
n10
Occ
urre
nce
7
Sev
erity
10 70
0
Prioritize and Focus
FMEA
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Subsystem FMEASubsystem / Component
Potential Failure Mode
Potential Failure Effects
SEV
Potential Causes/ Mechanisms
OCC
Current Design
Evaluation or Control
DET
RPN
Actions Recommended Responsibility
Analyze each subsystem / package or
component and ther interactions
In w hat w ays could that subsystem fail?
What w ould be the impact of failure mode on the overall system ?
How severe is the
effect to the syste
m?
What could cause the failure mode to occur?
What is the
likelihood that
the cause
w ill occur?
What methods, or measures w ill discover the cause ?
How diff icult is it to detect
the cause of
failure mode?
Risk Priority Number (SEV X OCC X DET)
What are the actions for reducing the occurrence of the cause or improving detection? (Should have
actions only on high RPNs or easy fixes.)
Which subsystem / module/ component is responsible
for this action?
CLIENT MANAGER
Fails to accept new client connections, though max limit has not yet been reached
PDCS clients cannot be functional
7An incorrect count of active sessions is maintained.
5 None 9 315
7
Some of the clients have encountered a failure and have terminated, but their session information is still present
7 None 9 441Implement heartbeat mechanism, and timeout sessions
Client Manager - Session Manager
Sends wrong page data for display to the PDCS clients
PDCS Clients would display the wrong page, not in accordace with HMI logic and Page navigation state machine
7Corruption of session context. 5
Page navigation algorithm
7 245
Have separate threads for each of the session context, to reduce the probability of context mismatch
7Incorrect message sequence 5 None 9 315
Incorporate meachanism where an incorrect PDCS message sequence is rejected.
Client Manager - Session Manager
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Program Management and Six sigma - Enablers
Institutionalized Six Sigma culture
knowledge of usage of tools and techniques across teams
Integrate the six sigma tools into PM and Engineering processes
“Soft Part”PM Skill
“Hard Part”PM Knowledge
“Hard Part”PM
tools and Techniques
Six Sigma Methodology
Organization Environment
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Summary Program Management capability depends on
Management support Collaborative culture Professionally trained PMs A good Project Management Culture across the organizations Supporting infrastructure
Program Management maturity needs to be defined,sponsored,planned,implemented and institutionalized
Judicious integration of Six Sigma tools and rigorous implementation can result in program management excellence
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Acknowledgement The Process Team Program Management Team
And The Project teams that translated theory
into reality
