tcs
TRANSCRIPT
TCS Mapping Six Sigma in TCS Mapping Six Sigma in client’s processclient’s process
TCS – An IntroductionTCS – An Introduction
• Largest software IT and management consultancy
• Staff strength of over 70,000
• Revenue of US $ 4.3 bn in 2006-07
• Tata Research Development and Design center
• ISO 9000 certification across 95% of the company in 1995
…………contd contd
• Software Engineering Institute’s ( SEI ) Capability Maturity Model
• About SEEPZ
• About Chennai
Product Engineering PracticeProduct Engineering Practice
• Delivers end-to-end solutions • > 1500 consultants• Over 6000 person-years of experience• High end consulting expertise 1. Automotive 4. Marine Engineering
2. Aerospace 5. Transportation 3. Heavy Engineering
TCS practise Six Sigma for some TCS practise Six Sigma for some client’s processclient’s process
6σ - An Introduction
• Founded by Bill Smith at Motorola in 1986
• Inspired by quality control, TQM and Zero Defects
……..contd..contd
• Registered service mark and trade mark of Motorola Inc.
• Motorola saved US $ 17 bn
• Practiced by BA, Caterpillar, HI, GE 3M, Merry Lynch
• 2 key methodologies – DMAIC & DMADV inspired by Demming’s cycle
…….contd.contd
• TCS adopted 6σ initiatives ( not yet a six sigma company ) in 1998.
• > 350 trained six sigma technology consultants
Why SIX SIGMA ?Why SIX SIGMA ?
• Reduces costs by 50% or more• Reduces waste chain.• Better understanding of customer requirements.• Improves delivery and quality performance.• Provides critical process inputs• Develops robust products and processes• Drives improvements rapidly with internal
resources.
How much is TCS capable for its How much is TCS capable for its implementation?implementation?
• Over 350 experienced Six Sigma consultants• 260 Certified Green Belts, 12 Black Belts and a Master Black
Belt• 400 Six Sigma projects completed.• Quality Standards
– Six-Sigma– SEI-CMM– ISO 9000– Tata Business Excellence Model (Based on Malcolm Baldridge-
Award)• Specialized training programs• Domain experts
Where will TCS implement six Where will TCS implement six sigma ?sigma ?
Service Offerings• Six Sigma for Organizational Business Process
Improvement• Six Sigma for Product Quality Improvement• Six Sigma Consultancy for Services
– Engineering Services– Architecture & Technology Consulting– E-Security– E-Business– Infrastructure Development and Management
ResultsResults
Six Sigma Projects completed in the areas of
• Cycle Time Reduction
• Defect Prevention
• Productivity Improvement
• Process Refinement
• New Process Definitions
• Design Optimization of Products
Our ObjectiveOur Objective
To study implementation of six sigma process in OEDC (Offshore Engineering
Development Center), Chennai
for General Electric corp.
In 1998 - 1999In 1998 - 1999
• OEDC carried out 4 six sigma projects
• Schedule compliance and product quality compliance
• 4 phases – MAIC (Measure, Analyse, Implement, Control)
• Center Managers, Project Leaders, Quality team and all team members participated.
• Undertaken for 2 GE business teams.
11stst step – Measurement step – Measurement
• Process mapping to reduce variability, time & cost
• Identification of key input and output variables at every step
• Objective – To eliminate non-value-added process steps, bottlenecks and re-work process.
Input variables which affect CTQ such as schedule Input variables which affect CTQ such as schedule compliance & quality compliance were identifiedcompliance & quality compliance were identified
Process Variables : Schedule Compliance• Estimates • Realistic estimates • Input Study • Project Management• Effective project tracking and Monitoring • Fixing up priorities • Resources management • Input Quality • Clarity and completeness• Conformance to standards
Process Variables : Product Quality
Knowledge
ProductStandards
Input Quality Clarity Conformance to Standards
Estimates
Estimated time
Tight schedules
22ndnd step - Analyse step - Analyse
• Cause & effect Diagram - To isolate key problem areas
- To study the variance from the ideal performance
- To identify relationship between variables.
C & E - Mechanical - Schedule Compliance
Components variationsin frames
Initiator specific requirement
H/W problems(network, m/c, links)
Delayed response toclarif/int.del.feedback
Power failure
Use of incompletePDM filesChange
of scope
Estimation Execution(Model)
Insufficient timefor dwg. Studybefore execution
Communicationbetween team members
Errors during execution
Improper assumptionduring execution
UG limitationsVersion problems
New team membersfor specific components
UG H/w Bugs
Attempting to maintainsimto values
D.N. & clarifs. not given to EQA
Dimension(conflicting, insuffi-cient redundant, ambiguous)
Delivery
PDM structure
File /directorypermission
Unawareness of del. Format del.
procedure
Power failure
V C interruption
Unforeseen eventsfrom PDM, execution
Scope change duringdelivery
Forms filing & auth.procedures
Absentism of teammembers
Delayed responseto dwg requests
Ambiguousinputs
Link problems(PE, drop box)
Insufficient supportfacilities(H/W, paper)
PDM files not asper dwgs/stds
Poor quality ofinputs
Commn, of scope
Inadequate studyby execution/QA
Inadequate inputs
Non-availabilityof DPA(scope)
M/cs with insufficient features
(*based)
Frequent changes in GE Database(COPICS,PDM,revisions in dwgs)
Data storage retrieval
Insufficient m/cs
Non uniformityin h/w features(keyboard, mouses)
Insufficient disk space
Compatibility betweenmachines(OS)
Change in shift
New team members
Non uniformityof skills acrossmanpower
Frequent shiftingof manpoweracross pkgs
H/w limitationNon uniformworkload by GE
Priorities(undefined,change)
Manpower absenteeism
Input Study Scheduling & res-ource allocation Execution drafting
Q A
Infrastructure(space h/w)
Decision on splitting of sheet
Drafting updationdue to change in GE Data
base
UG limitations(splitting, views,blends)
Compatibilitybetween Simto
& model
Error on modelat draftingstage
Skill level bet. team members
Non availabilityof GRIPS
Non availabilityof tool onall m/cs
Initiator specific stds.
Ambiguitiesin simtos
Peripheralproblems(plotterprinter, paper)
Aware-ness to stds
DN, clarif.overlooked
Too many QA ChecksMore than
one simtos RepeatedQA
Defect loggingnot clear
Commn. betEQA duringexecution
Involvement of EQA& Execution team
Study ofinputsby QA
Awareness of Stds
Shortage of QAmanpower
inconsistencyacrossQA team
members
Error duringdrafting Chklists
updationinitiatorspecific
Schedule slippage
Link
Cause and Effect Diagram
22ndnd step - Analyse step - Analyse
• Cause & effect Diagram - To isolate key problem areas
- To study the variance from the ideal performance
- To identify relationship between variables.
• Process Failure Mode and Effect Analysis (PFMEA)
- To identify ways in which project can fail
- To estimate risks
- To evaluate current plans
33rdrd step – Improvements step – Improvements
• For the Process improvement, the following were introduced…
- Process controls
- Error Proofing/ Productivity Tools
• Management actions to prevent failure causes
Improvements carried out by TCSImprovements carried out by TCS
MANAGEMENT ACTIONS
– New Facility– New Hardware
PROCESS IMPROVEMENTS
– Procedures– Guidelines– Error Proofing
Tools
– Productivity Tools
PROCESS CONTROLS
– Project Review
Meetings
– Causal Analysis – Internal Audit– Compliance
Monitoring
44thth step - Control step - Control
• To assure six sigma spread would fit within limits of specifications ( Process capability study)
• To draw normal curves for CTQs and make decisions about capability of the process ( Process generated data)
On-time delivery and Product Quality On-time delivery and Product Quality
20100-10-20-30
150
100
50
0
sch.slip
Freq
uenc
y
Histogram of sch.slip, with Normal Curve
3210
500
400
300
200
100
0
C2Fr
eque
ncy
Histogram of C2, with Normal Curve
Normal Curve Charts
On-time delivery and Product QualityOn-time delivery and Product Quality
9080706050403020100
5
0
-5
Observation
Indi
vid
uals
11
1
1
1
X=0.055563.0SL=2.147
-3.0SL=-2.036
876543210M
ovin
g R
ange
1111
11
11 11
R=0.7865
3.0SL=2.570
-3.0SL=0.000
I and MR Chart for sch.slip
Control Charts
Trend charts for schedule Trend charts for schedule compliance and quality compliance compliance and quality compliance
Schedule Compliance
3rd Qtr '98 4th Qtr '98 1st Qtr '99 2nd Qtr'99 3rd Qtr '99
Quality Compliance
3rd Qtr '98 4th Qtr '98 1st Qtr '99 2nd Qtr'99 3rd Qtr '99
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