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Customer-DrivenProfitCenter

HenrySchneider/PPQC

DanStoller/OMNI

2010SEPG

Savannah,Georgia

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BackgroundOMNIOverview IssueswithDeliveringEngineeringServices ISO9000Limita8onsRegardingServicesHowCMMI-SVCAppliedResults

Agenda

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Background

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Manycompaniesbeginwithagreatideaforaproduct

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CaseinPointOMNIFlowComputers

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IssueswithDeliveringEngineeringServices

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Greatcustomerservice Strongtechnicalbackgroundandexper8se

FieldServicesTechniciansduplicatecustomers

problemsin-housebefore

goingon-site

Studentsaretestedtodeterminewhattheyhave

learnedduringaproduct

trainingclass

EngineeringServicesStrengths

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ISOLimita8ons

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PerISO9000:200(clause7.2.1(a))Serviceitemsarecalledpost-deliveryacvies

ISOlimita8onsPost-deliveryacviesshouldbetreatedasanyotherproductrequirementandbeincludedinnewproductdevelopment

DoesnotworkwhenServicesAREtheproductStandarddoesnotprovideguidanceforprovidingServices

Hencetheneedforanothermodel,standard,orguidelinefordeliveringServices

ISO9000Limita8onsRegardingServices

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CMMI-SVCtotheRescue!

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ManyoftheSpecificPrac8cesintheMaturityLevel2and3

ProcessAreasprovidedtheneededguidance,butnotthe

wholemodel

ServiceDelivery,IncidentResoluonandPrevenon,ServiceConnuity,andStrategicService

Management

HowCMMI-SVCHelped

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ProvidednecessaryguidanceforEngineeringServicestodocumentitsexis8ngserviceofferings,ensuring

thateachgroupwaspreparedtodeliverthedefinedserviceofferings,anddeliveringtheservices

SP1.2EstablishandmaintaintheserviceagreementSP2.1Establishandmaintaintheapproachtobeusedforservicedeliveryandservicesystemoperaons

SP3.1Receiveandprocessservicerequestsinaccordancewithserviceagreements

SP3.3Maintaintheservicesystemtoensuretheconnuaonofservicedelivery

ServiceDelivery

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ProvidedthenecessaryguidancetofocustheEngineeringServicesDepartmentManagertoiden8fy

andpriori8zetheessen8alfunc8onsandnecessaryresources

SP1.1Idenfyandpriorizetheessenalfunconsthatmustbeperformedtoensureserviceconnuity.

SP1.2Idenfyandpriorizetheessenalresourcesrequiredtoensureserviceconnuity

ServiceCon8nuity

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ProvidedthenecessaryfocusforestablishingEngineeringServicesstrategicneedsandplansfor

standardservicesSP1.2EstablishandmaintainplansforstandardservicesSP2.2Establishandmaintaindescriponsoftheorganizaonsdefinedstandardservices

StrategicServiceManagement

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AnExampleImprovement

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FormerInquiryProcess

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ProposedInquiryProcess

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ResultsandNextSteps

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020

40

60

80

100

120

140

160

#ofInquiriesIssued

PreliminaryResults-1

Numberofnewinquiriespermonthremainsfairlyconstant

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020

40

60

80

100

120

140

160

180

200

#Open

#Closed

PreliminaryResults-2

Inquiriesarebeingclosedatafasterrate

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Measurementsarebeingtaken,analyzed,andcommunicated

InquiryprocesshasbeenimprovedDailyteammeengstodiscussnewandopeninquiriesClosetheinquirywhenacustomerreceivesananswer/resoluon

Reopentheinquiryifacustomerrespondswithaquesonoraddionalinformaon

StaffhasbeentrainedtoreducedependencyonkeyknowledgemasterswithinOMNI

Explana8onofImprovement

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JobDescrip8onshavebeenwrijentodocumenttheexpecta8onsforeachmanagerandtechnicalobrole

Customerissuedataarenowfedtotheappropriatedepartmentforresolu8on

ProductissueandenhancementdataarenowforwardedtoProductDevelopmentforconsidera8on

infuturereleases

ManagementnowhasinsightintoEngineeringServicesworklevelsandissues

Accomplishments-1

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GoalsestablishedfordifferentserviceperformancelevelsandEngineeringServicespersonnelareworking

towardsmee8ngthosegoalsTrainingevalua8ondataareusedtodriveimprovementsintrainingmaterialsanddelivery

Complaintdataarenowreviewedandanalyzedtodetermineserviceimprovements

Accomplishments-2

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EstablishandplananEngineeringServicesdepartmentalbudget

EvaluateEngineeringServicesobdescrip8onsEstablishatrainingprogramtobringstaffknowledgeuptorequiredproficiencylevels

NextSteps

BOTTOMLINE

CMMI-SVCcanbeveryeffec8veinhelpinganorganiza8ontorapidlyachieveimprovement