Program Management and Six Sigma approach

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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 Team
• Honeywell 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-requisites

• Program 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 Management Implementation

• 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

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Challenges
Hard Part
Soft Part

• 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

• Building a cohesive team
• Managing without full authority
• Complex Team dynamics
• Different Functional areas
• Interdependencies

A high Quality of Program Management is the
solution
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Quality of Program Management

• 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
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What 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 Sigma

• Everything is a result of some process
• Variation exists in everything
• The process introduces product variation
• Variation in the product is proportional to
  variation in the process

• Sources of variation can be
• Identified
• Quantified
• Mitigated by control or prevention

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Six Sigma Tool Box
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Program Management and Six Sigma
Program Life Cycle

• Program Management Process Groups

• DFSS is Stages

• SIPOC
• QFD

• QFD
• TPMFMEA

• Score Card
• DOE

• Control Charts
• RCA

• DFSS Tools

Six Sigma process steps and Tools
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Program Management and Six Sigma

• Let us look at
• SIPOC
• TPM
• FMEA
• QFD
• ..in brief

Program Life Cycle

• Program Management Process Groups

• DFSS is Stages

• SIPOC
• QFD

• QFD
• TPMFMEA

• Score Card
• DOE

• Control Charts
• RCA

• DFSS Tools

Six Sigma process steps and Tools
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SIPOC Supplier Input Process Output Customer
Identifying interdependencies among various
stakeholders Resolving the conflicting
perception of stakeholders and buy in from all
the stakeholders Clarity in Roles and
Responsibility
Identifying stakeholder needs Identifying
Program entities interaction at the boundary of
the process Connecting the customer to the
process
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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
  (yf(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 ?
FMEA
1. Identify Failure Modes, Effects, Causes, and
Controls
3. Build Contingency and Corrective Action Plans
2. Assess Risks
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Prioritize and Focus
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Subsystem FMEA
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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

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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