TCS Mapping Six-Sigma in Clients Process

TCS Mapping Six-Sigma in clients process

TCS Mapping Six-Sigma in Clients Process

ACKNOWLEDGEMENT We take this opportunity to convey our sincere thanks and gratitude to all those who have directly or indirectly helped and contributed towards the completion of this project. First and foremost, we would like to thank Dr. Santanu Roy for his constant guidance and support throughout this project. During the project, we realized that the degree of relevance of the learning being imparted in the class is very high. The learning enabled us to get a better understanding of the nitty-gritty of the topic which we studied. We would also like to thank our batch mates for the discussions that we had with them. All these have resulted in the enrichment of our knowledge and their inputs have helped us to incorporate relevant issues into our project.

TCS Mapping Six-Sigma in Clients Process

TCS Mapping Six-Sigma in Clients Process

TCS Offshore Engineering Development Center, Chennai Background Tata Consultancy Services (TCS), a division of Tata Sons Limited, is the largest software information technology and management consultancy organization in South Asia, with professional staff strength of over 70, 000 and annual revenue of US$ 4.3 billion in fiscal year 2006-07 . TCS has a long history of initiatives in quality and process management. Quality Control procedures were introduced in the mid 70s. Structured Systems Analysis and Design was introduced in 1982. The quality assurance group was set up in the early 80s to coordinate the development of guidelines for lifecycle activities and review procedures for milestone reviews. TCS also set up a Software Engineering Group, which developed products such as Standards Auditors, Test Coverage Analyzers, and Repository based CASE tools. The Tata Research, Development and Design Center (TRDDC), the Research and Development arm of TCS, was involved in the development of language translators and program generators. In 1992, TCS decided to adopt the ISO 9000 as a quality norm. TCS received ISO-9000 certification for two centers in January 1994, and across 95% of the company by 1995. In 1996, TCS decided to adopt the Software Engineering Institute's (SEI) Capability Maturity Model (CMM) [CMM93] in order to promote metrics-driven management. TCS, Seepz was the first center assessed to be in level 4 in July 1998 and subsequently US-WEST center, Chennai reached level 5 in April 1999, HP Center, Chennai reached level 5 in July 1999 and Sholinganallur Center, Chennai achieved level 5 in November 1999. Product Engineering Practice: Product Engineering Practice at TCS architects and delivers end-to-end solutions that help the industry in Product Design and Development using state-of-the-art technologies. The Practice has more than 1500 consultants and over 6000 person-years of experience, with high-end consulting expertise in Automotive, Aerospace, Heavy engineering, Marine engineering and Transportation domains.

TCS Mapping Six-Sigma in Clients Process

Six Sigma Practice: Six-Sigma is a philosophy of doing business with a focus on eliminating defects through fundamental process knowledge. Six Sigma methods integrate principles of business, statistics and engineering to achieve tangible results. Six-Sigma is a proven methodology to improve quality and reduce waste in business processes. Six-Sigma initiatives have saved billions of dollars for companies across the globe, without requiring any capital investment. Six-Sigma when deployed, helps organizations to generate business results efficiently and quickly. They are applicable across every discipline including Production, Sales, Marketing, Design, Administration and Service. Product Engineering Practice development centers in India have successfully implemented the Six Sigma methodology to achieve operational excellence and customer delight. TCS adopted the Six Sigma initiatives in 1998 and currently have more than 350 consultants trained in the Six Sigma methodologies Why Six Sigma? Six-Sigma offers a wealth of tangible benefits. When skillfully applied, it: Reduces costs by 50% or more, through a self-funded approach to improvement.

Reduces the waste chain.

Affords a better understanding of customer requirements. Improves delivery and quality performance. Provides critical process inputs needed to respond to changing customer requirements. Develops robust products and processes. Drives improvements rapidly with internal resources. Six Sigma approach identifies and eliminates defects with a structured, data-driven, problem-solving method of using rigorous data-gathering and statistical analysis. The cost of poor quality represents 20 to 30% of the total revenue. The Six Sigma approach implements proven methodologies for eliminating these costs and reaching world-class quality levels by focusing on breakthrough performances. Six-Sigma differs from traditional performance improvement programs by focusing on input variables. While traditional methods depend on measuring outputs and establishing control plans to shield

TCS Mapping Six-Sigma in Clients Process

customers from organizational defects, a Six Sigma program demands that problems be addressed at the root level, eliminating the need for unnecessary inspection and rework processes. Strengths 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 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

TCS Mapping Six-Sigma in Clients Process

TCS Mapping Six-Sigma in Clients Process

Client List of TCS for Six-Sigma Consulting: Avio B/E Aerospace Boeing Cascade Corporation Danaher Corporation Delphi Automotive Dunlop Aerospace Ltd. Eaton Corporation Federal Mogul FMC Energy Systems Ford Motor Company General Electric General Motors Ingersoll Rand Johnson Controls Inc. MAN B&W Motorola NACCO Industries Navistar International Pratt & Whitney UGS VA Tech Xerox Zimmer

TCS Mapping Six-Sigma in Clients Process

Six Sigma Projects completed in the areas of Cycle Time Reduction Defect Prevention Productivity Improvement Process Refinement New Process Definitions Design Optimization of Products Six Sigma Success Stories TCS clients have realized exceptional savings and productivity improvement from the SixSigma implementation. A Fortune 100 Health Care Equipment company employed TCS Six Sigma consulting to improve their business process across different business units, which resulted in more than US $ 1 million savings. TCS Six Sigma consulting team executed business process improvement using Six Sigma methodology for a leading credit card company to enhance customer satisfaction and ROI of more than 225%. TCS OEDC, Chennai background Offshore Engineering Development Center (OEDC), Chennai has over 300 professionals and provides engineering services to various businesses of General Electric Company, US, both offshore and on-site. It provides cost effective, timely and quality services in the areas of Engineering Design, Computer Aided Engineering, Manufacturing, Product Data Management, Finite Element Analysis and Customization projects. These services are provided to various Businesses of GE, both from On-site and offshore, utilizing the Hardware and Software resources of GE and TCS, Chennai. Organization Structure OEDC has different project teams catering to the needs of different GE businesses. The Project Leaders of different teams report to the Center Manager. An independent Quality Group assures the quality of all deliverables of the OEDC.

TCS Mapping Six-Sigma in Clients Process

Approach The goal of the center is to ensure Six Sigma Quality in all the projects carried out at the center. The top management of the center has taken commitment from every employee to reach this lofty goal and involves all the employees in Six Sigma projects and metrics either individually or as a member of a Six-Sigma Team. All the employees are given training on Six Sigma Quality to increase the awareness and understanding of, and day-to-day use of, Six Sigma tools and processes and how these tools and processes can be applied to real projects. The Project Leaders of the center have undergone Black Belt/Green Belt training for Six Sigma organized by GE. Deployment Methodology The Center Manager is the Champion who facilitates the implementation / deployment of Six Sigma philosophy. The Champion creates the vision, defines the path to Six Sigma Quality, measures the progress and sustains the improvements. The Project Leaders of the center cultivate a Six Sigma network, provide training on strategies and tools, give one-to-one support on utilization and dissemination of Six Sigma tools, supervise the Six Sigma projects, facilitate best practices sharing, surface and scope project opportunities, and actively involve in change process. The Project Leaders also lead process improvement teams, demonstrate credible application of Six Sigma tools, train their team members and are accountable for project results. All the team members have to successfully complete a Six Sigma project, and demonstrate strong interest in making breakthrough improvements. All the six sigma projects are linked to the Champion and a team of Process Owners has been identified to lead the quality initiatives of the center. The Team members undergo Define-Measure-Analyze-Improve-Control (DMAIC) or Design for Six Sigma (DFSS) training depending on their roles in the project.

TCS Mapping Six-Sigma in Clients Process

Six Sigma Projects Example Four Six Sigma Projects were carried out on the improvement of schedule compliance and product quality compliance in 1998 1999. The projects had four phases Measure,
Fig.1 PROCESS MAP
P O E SC A T1F R A K G SA O D , C E N I R CS H R O P C A E T EC HN A

DA P / In c n stru tio s

W it a fo I p ts r nu co tio llec n

C lle tio o c n of In ts pu

In uts p S d tu y

I p ts nu V lid tio a a n

Y S E

P ka e ac g S y tud

P ck g rea y a ae d f or E e ution xc

Y S E

Efo f rt E stim tio a n

E stim te a / S ed ch ule C p n om lia ce

Y S E

N O R q es eu t for I P T NU S (P M D

N O R c ip o ee t f C n lie t A ce nc c pta e

N O R is a e C ng ha e Cn o trol F rm o

R ce t o e ip f Rp e ly

W itin a g fo r re v n la e t

R ce t e ip oc f larif re ly p

R ise a C rif la s

R so rc e u e A ca n llo tio & S ed ling ch u Y S E

P ka e ac g E cu n xe tio

A y C rifs n la ?

N O

IQ A

IQ A Im le e tatio s p mn n

IQ I p e ta A m lem n tion C m le o p te ?

YS E

E A Q

E A Q Im le e tio s p m nta n

Y S E

N O

N O

Is R p e ly C m le o p te ?

Rc t o e eip f re ply

W itin a g fr o c rifs la /I n rm te e d te ia

R e ais C s/ larif In rm d te te e ia D e eliv ry

E A Q Im m ta n ple en tio C m le o p te YE S Y S E F a in l I p ctio ns e n

N O P ka e ac g D e eliv ry

Ra yf e d or D liv ry e e ? N O

Im le e p m nt Rv w e ie Cm e o m nts

Analyze, Improve and Control. Team members from all levels namely Center Manager, Project Leaders, Quality Team and all team members participated. These projects were taken up for two GE business teams and six sigma principles were implemented in all projects carried out by these two teams. Measurement Phase The Measurement phase started with process mapping at the process level and at the subprocess level to reduce variability, time and cost (Fig.1). All the key process input and output variables at every step were identified. All valueadded and non-value-added process steps, controllable, critical and noise inputs were identified. The objective of this exercise was to eliminate non-value-added process steps, bottlenecks and re-work loops. All the team members were involved in the preparation of the process map and the policies, procedures and specifications of the center were inputs to mapping.

TCS Mapping Six-Sigma in Clients Process

The input process variables, which affect the Critical to Quality (CTQ) Characteristics of the projects namely Schedule Compliance and Quality Compliance, were identified (Fig.2 and 3).
Fig 2: 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

Fig 3: Process Variables: Product Quality Knowledge Product Standards Input Quality Clarity Conformance to Standards Estimates Estimated time Tight schedules

All relevant process data were collected for all projects carried out by the two teams and to facilitate data collection and retrieval an automated project tracking tool was used. Analyze Phase Process performance was assessed using Cause and Effect diagrams to isolate key problem areas, to study the variance from ideal performance and to identify if there is a relationship between variables. Extensive brain storming sessions were held with team members to draw these diagrams. Fig.4 shows the cause and effect diagrams for one of the project

TCS Mapping Six-Sigma in Clients Process

teams. The probable causes that can lead to schedule slippage in a project during different phases of a project life cycle are listed out.

Estimation

Execution(Model)

Delivery

D.N. & clarifs . not given Forms filing auth Process Failure Mode and Effects Analysis (FMEA) to EQA be carried out to identify &the . was procedures delivery Change PDM files ways in which the project process can failNew teammeet critical customer requirements, to to members of scope V C interruption Power failure UG H/w Bugs for specific components UG limitations Unforeseen events Use of incomplete Attempting to maintain simto values Absentism of team members Scope change during

from PDM, execution estimate the risk of specific causes with regard to these failures, to evaluate current control Power failure Version problems H/W problems Errors during

plan for preventing these failures from occurring and to prioritize the actions that should be
Delayed response to clarif /int .del .feedback Improper assumption during execution Link Dimension taken to improve the process. Based on the -Risk Priority Number (RPN), five /directory severe most File (conflicting, insuffi cient redundant, ambiguous) permission Components variations in frames

(network, m/c, links) Initiator specific requirement

execution Communication between team members Insufficient time for dwg . Study before execution

Unawareness of del . Format del . procedure PDM structure

slippage Infrastructure M/cs actions were considered. Fig.5 shows causes that affect the CTQs andFrequent changes in GE the recommended with features Drafting updation Ambiguous DN, clarif . (space h/w) insufficient due to change
inputs revisions in dwgs the results of FMEA conducted for Insufficient m/ ) cs compliance. schedule Data storage Insufficient support Improvement Phase: paper) facilities(H/W, Commn , of scope Poor quality of inputs Inadequate study by execution/QA Inadequate PDM files not as per dwgs /stds Insufficient disk space retrieval Delayed response to dwg requests Link problems (PE, drop box) Database(COPICS,PDM, (*based) in GE Data More than base one simtos Error on model at drafting stage Decision on splitting of sheet overlooked Defect logging not clear

Schedule
Too many QA Checks Repeated QA

Fig.5 Non uniformity for Schedule Compliance FMEA

of skills across manpower H/w limitation

Change in shift

Failure mode and effect analysis : inputs Potential Input Study Failure modes Wrong estimation Wrong estimation Incomplete input study

Non-availability of DPA (scope)

UG limitations (splitting, views, blends) Study of inputs Compatibility Error during by QA between Simto drafting Compatibility between Chklists & model machines(OS) updation Skill level Non availability bet. team members initiator of tool on New team members specific all m/ cs Non uniform Non availability Non uniformity in h/w features (keyboard, mouses ) inconsistency across QA team members QA

Commn . bet EQA during execution Involvement of EQA & Execution team Awareness of Stds Shortage of QA manpower

Potential CausesScheduling & res Current Controls

ource allocation

Manpower absenteeism

workload by GE of GRIPS Ambiguities Initiator in simtos Frequent shifting specific stds . of manpower AwarePeripheral across pkgs ness to stds problems(plotter Priorities(undefined, printer, paper) change) Execution drafting

Power failure

C & E - Mechanical - Schedule Compliance

Fig. 4 Cause and Effect Diagram

- NIL- NIL-

Risk Priority Number 729 729 646

Recommended action Management action Management action DPA / Scope through mail along with inputs Not in the scope of this project CD ROM writable drive for faster backup process. Management action PDM file handling procedure to be evolved

Hardware problems Ambiguous / incomplete communication of scope Insufficient disk space

Sch.& Res. all going wrong Delayed input study

Weekly Status report Scope reconfirmation through mails Frequent backup and cleaning disk Checking the input files

576

PDM files not as per GE stds., Use of incomplete PDM files

504

As process improvements, process controls were introduced and error proofing / productivity tools were introduced and management actions were initiated to prevent the

TCS Mapping Six-Sigma in Clients Process

causes for failures from occurring. The process improvement activities were carried out based on the recommended actions from the FMEA. Fig.6 shows some of the improvements carried out.

TCS Mapping Six-Sigma in Clients Process

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

Fig. 6 Improvements carried out

Control Phase: Process Capability study was conducted to assure that the six sigma spread of the process would comfortably fit within the specification limits for the process performance characteristics. Process generated data were used to draw normal curves for CTQs and these normal curves were used to make decisions about the capability of the process. Figures 7 show the normal curves for the CTQs, On time delivery and Product Quality. Control charts were utilized to assure that the process was statistically in control exhibiting only random variations. Figure 8 shows the Control charts drawn for one of the CTQs. The assignable causes for variations from the target values were analyzed and corrective actions were initiated to remove the causes and to prevent them from occurring again.

TCS Mapping Six-Sigma in Clients Process

Histogram of sch.slip, with Normal Curve

Histogram of C2, with Normal Curve

150

500 400

Frequency

100

Frequency
-30 -20 -10 0 10 20

300 200 100

50

0 0 1 2 3

sch.slip

C2

Fig. 7 Normal Curve Charts for CTQs from 3rd Qtr.1998 to 3rd Qtr.1999s for

I and MR Chart for sch.slip

1 3.0SL=2.147 X=0.05556 -3.0SL=-2.036 1 1

Indiv iduals

0 -5
Observation 0 10 20 30 40 50 60

70

80

90

8 7 6 5 4 3 2 1 0

1 1 1 1 1 1 1 1 3.0SL=2.570 R=0.7865 -3.0SL=0.000

Mov ing Range

1 1

Fig 8: Control Charts

Process monitoring was done to assure that the process remains in control and capable. Figure 9 shows that the trend charts for schedule compliance and quality compliance and

TCS Mapping Six-Sigma in Clients Process

improvements are evident from the charts. The current process capability of the center is at 5.85

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

Fig. 9 Trend Charts for CTQs from 3rd Qtr.1998 to 3rd Qtr.1999

Conclusions and summary The thrust on Six Sigma Quality has helped in creating and sustaining a customer focus in the center. The Six Sigma projects undertaken have helped in spreading the Six Sigma philosophy in the center by creating a culture of effective, creative teamwork wherein the leadership is dedicated to sharing information, ownership and rewards. The individual team members have clear guidelines to do their jobs and they see how to add value to products and services they produce.

TCS Mapping Six-Sigma in Clients Process

The Quality system of the Center has been structured on the foundations of Six Sigma to satisfy customers needs and expectations while serving to protect the interests of TCS in relation to risk, cost and benefit considerations. References: Six Sigma Training by GE India Ron Radice, Radhika Sokhi, P.Suresh, " Journey to Level 4: TCS SEEPZ Software Process Improvement", SEPG India 1999 Conference