Applying CMMI for SVC High Maturity Concepts to improve ...conference.qaiglobalservices.com/HMBP-2013/pune/... · Maturity Concepts to improve Customer Satisfaction. 2,, Fujitsu Consulting

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Applying CMMI for SVC High

Maturity Concepts to improve

Customer Satisfaction.

2

,,

Fujitsu Consulting India

Clients across 32 countries

� Australia� Bahrain� Bangladesh� Belgium� Costa Rica� Canada� China� Caribbean� Denmark� Egypt� Finland

� Germany� Indonesia� Italy� India� Japan� Kenya� Kuwait� Macedonia� Malaysia� Netherland� Nairobi

� Oman� Qatar� Saudi Arabia� Sweden� Sri Lanka� Singapore� Thailand� UAE� United Kingdom� US

2900+ strong workforce, and growing…

Operational since 2001

� Development Centers

� Pune (HQ) (2500 Seats)

� NOIDA (1000 Seats)

� Hyderabad (140 Seats)

� Bangalore ( 300 Seats)

India GDC Locations

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ISO 9001:2000 Certification


BS 7799 Certification

CMM Level 5 Assessment


SAS 70 Type-I & Type-II Certification

ISO 9001:2008 Re-Certification

ISO 27001:2005 Re-Certification

CMMI-SVC L3

Quality Commitment

2003

2001

2003

2004

2006 Q3

2007 Q3

2009 Q2

2010

2010

Six Sigma Implementation2011

CMMI-SVC V1.3 Level 52012

ISO 9001:2008 Re-Certification2012

4

CSS

One of the biggest challenge in FCI was CSS was low even after implementing the Basic CMMI Process Areas

One of the challenging area was client was is happy with basic Process areas to be implemented but also looking into Productivity improvement, Innovative solutions and some financial benefits to the client.

Apr-June-2011 Jul-Sept 2011 Oct -Dec 2011

Quarter 6.51 7.08 6.51

6.51

7.08

6.51

6.2

6.3

6.4

6.5

6.6

6.7

6.8

6.9

7

7.1

7.2

Quarter

5

�Challenge 1 – Improve the Productivity at the org level

� This challange was overcome by implementing the Six Sigma methodology at the organization level

�Challenge 2 - Implementation of Quantitative Work Management

� Lot of discussion has happened to come up for implementing the QWM finally with the help of QAI we have decided to implement Process Model to come up with the PPMs

�Challenge 3 – Implementation of OPM

• Productivity should be improved at the organization level in one of RCA team has decided that we will implement the solution Portal which will help other projects also improve the productivity

Problem Faced and the Solutions

INTERNAL USE ONLYINTERNAL USE ONLY 6

How Analysis is done using Process Model

Copyright 2010 FUJITSU CONSULTING INDIA6

BusinessBusinessProcessProcessAnalysisAnalysis

Model the As-Is

Process

Analyze the

activities in the

process

Simulate what-if

scenarios

Optimize the

processes

Why Model

Why Simulate

� Visual representation provides better

understanding

� Evaluate Process capabilities

� Detect problem area sources

� Deduce possible solutions

� Define performance measures

� Simulation is used to explore design

alternatives

� It reveals bottlenecks that are not obvious

during static modelling Detect problem area

sources

� Pinpoint potential IMPROVEMENT areas

� It helps in designing and fine-tuning the

process model before Next-time process

deployment & execution

Process AnalysisProcess Analysis:: An exercise of defining the Business Processes using tools, An exercise of defining the Business Processes using tools,

simulating and analyzing the processes with a view to assess and improve their simulating and analyzing the processes with a view to assess and improve their

performanceperformance


Criteria for selecting the PPMs

Copyright 2010 FUJITSU CONSULTING INDIA7

Criteria for selecting to prepare PPM models:• Project should have a minimum of 5 team members.• Project should be of AMS or Maintenance type of work.

AMS Type of Work• SLAs should be tracked for all Priorities for Response and Resolution.• Projects to provide the TOT time for Response and Resolution.• Team should provide the data for the past three months to develop the

Models.• Minimum 25 nos. of tickets/incidents in a reported month.

Maintenance Type of work

• Project to track Phase wise efforts for all type of tasks.• Estimation to be performed and Size to be tracked in the Task tracking

sheet.• Project to provide min of 15 data points with actual phase wise efforts

to build the PPM model.• Maintenance PPM will be prepared only whenever the tasks are more

than 20% of the total volumes.


Helps Top Management in taking Smarter Decisions at time.

Copyright 2011 Fujitsu

PPMs

Project Manager wants to know

Case 1: What would be the maximum no. of ticket in each module which, my team can handle in a month?

Case 2 : If the ticket flow increases by 25% what could be Resource utilization

INTERNAL USE ONLYINTERNAL USE ONLY 9 Copyright 2011 Fujitsu

PPMs


Implementing Actions - UtilizationWhat if based – Process Optimization

As-Is Process To-be Process

(If Productivity is increased by 25%)


What-If Scenario Matrix


Technology (Resource) SAP BO

(4)

CRMSiebel (7)

CRMOracle (9)

CRMWintel (5)

AS IS Model

Tickets 58 120 55 32

Utilization 76 % 74 % 29 % 29 %

+ 25% increase in ticket flow

Tickets 75 151 68 40

Utilization 98 % 94 % 36 % 36 %

Full Capacity

Tickets 75 152 173 106

Utilization 98 % 95 % 92 % 95 %

Competency based


OUTPUT SUMMARY - TOP 10 HOT-SPOTS

� Sensitive Areas

� Greatest area ofwaste. Bottlenecks

� Analysis from graph:

� From this graph it is observed that Resolution Seibel is the most sensitive area.



Control Charts

�Hot spot says which Sub-Process we should track

� Plotting the control chart for Resolution - SAP BO

�A graph of data points plotted in chronological order

�Control chart is used to determine whether process will produce a product or service with consistent measurable properties

� Identifies common cause of variation in process

�Tool to display how process performs over time.



Six Sigma – Integration Components

• Define Improvement Goals

• Obtain sponsorship

Define

• Measure the existing system capabilities

• Establish current process performance baseline

Measure

• Identify and to eliminate the gaps wrt to desired objective

Analyze

• Improve the system and Pilot before implementing the innovative solution

Improve

• Control and Institutionalize the new system

Control


Phase-3 : Continuous Deployment

By Regions / Practices

Plan & Execution

Toll GateReview

Toll GateReview

Toll GateReview

Deployment

Deployment

Plan & Execution

Deployment

Plan & Execution

Phase-1 : CMMI Projects

Phase-2 :

Corp Functions High Revenue Projects

Ongoing

Sigma Green Stair-Case Implementation

Nov 2011 – July 2012 Aug 2012 – May 2013

Wave 1 Wave 2 Wave 3 Wave 4

INTERNAL USE ONLYINTERNAL USE ONLY What factor(s) make a difference?

What are the Potential Causes of

the Defect? (Enter it for your

project in the form of a question)

Effect (Y)Potential Causes (Xs)

Communication Analysis

Identify Variation Sources (Xs)Fishbone Diagram*

Execution

* Also called a Cause & Effect Diagram

Templates / Steps for mass changes missing

Team Lead Monitoring

Lack of documentation / Data repository

Less usage of LyncData replication in test systems

Lack of cross team knowledge

Module wise folder structure in TE shared folder for storing process / templates

Z-Process training

Less usage of Phone

Language issues

Email communication skills

Internal team communication

Training missing on Effective Email writing

Module wise folders are in Placed

in TE shared folder missing

Documented Repository / Dwaar

Cross team training / Z-Process

training missing

Better tools and techniques

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Action - Prioritization

Which Option works best for you? Why?

1. Monitoring Issue - Process to be updated and monitor the discussions so that proper impact analysis will be done.

2. Resource utilization issue -Implementing solution to increase productivity of resources

3. Documentation Issue -Document Processes so that it will be helpful to understand project well

4. People and Training Issue-

We need to improve soft skills and team building

53.33%

80.00%76.67%76.67%83.33%83.33%

50.00%

-20%

0%

20%

40%

60%

80%

100%

-20% 0% 20% 40% 60% 80% 100%

To

tal S

co

re %

fo

r B

en

efi

t

Total Score % for Cost and Risks

Solution Prioritization

�Prioritizing the Actions -

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Implementing Actions

Solution - Action Tracking

Solution ID

Solution Description

Action Plan Solution OwnerAction

Responsibility

Planned Dates Actual Dates

Status DeliverablesStart date End Date Start date End Date

S1Need to have weekly

calls

Team leads to arrange

for weekly team

meetings

Team LeadsPreventive

Action15/12/2012 15/01/2013 15/12/2012 15/01/2013

Completed Weekly call

scheduled

S2Documentation /

Repository

Create a excel ready

reckoner which would

contain the templates

and steps

Team LeadsPreventive

Action

15/12/2012 15/01/201315/12/2012 15/01/2013 Completed

Documents

uploaded at

Dwar

S3Replicated data in

test system

Sandeep to discuss this

with RajProject Manager

Corrective

Action15/12/2012 15/01/2013 15/12/2012 15/01/2013 Completed

CL3 system

copied from PR2

S5Cross team training

/ Z-Proces training

• Identify the areas to

train

• Identify the trainers

• Schedule trainings

Team LeadsCorrective

Action15/12/2012 15/01/2013 15/12/2012 15/01/2013 Completed

WM to PUR

corss training

S6

Module wise folder

structure in TE

shared folder for

storing process /

templates

Sandeep / Raj to help

get the access / rightsProject Manager Corrective action 15/12/2012 15/01/2013 15/12/2012 19/04/2013 Completed

Module wise

folders are in

Placed in TE

shared folder

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Hypothesis Test

2 T Test has been selected

Null Hypothesis - H0 = There is no

difference between the Pre and Post

Implementation of the action items.

Alternate Hypothesis - HA = There is a

difference between the Pre and Post

Implementation of the action items

Statistical Inference

As the p (0.0001) value(highlighted in red)

is less than 0.05, the Alternative hypothesis

is accepted

Business Inference

The actions implemented to improve the

productivity is effective as there is change

in productivity after implementing the

action items.

Before After

20 30 20 20

15 40 8 20

21.5 40 15 10

13 20 11 16

40 15 40 20

12 24 20 8

20 40 10 15

40 14 20 30

34 40 8 11

15 20 15 16

20 20 23 17

15 20 11 20

24 14 20 8

40 23 20 21

40 40 20 8

20 40 22 9

14 40 20 25

20 8 15

15 15 8

18.5 28 18

Statistics Before After

Sample Size 37 51

Mean 25.32 16.68

95% of CI (21.79,28.86) (14.8, 18.57)

Std. Dev. 10.59 6.69

P Value 0.0001

After SI - BasisBefore SI - Basis

40

35

30

25

20

15

10

Data

Boxplot of Before SI - Basis, After SI - Basis

Statistical Verification – Hypothesis Testing

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OPM

Pilot Criteria – The criteria for selecting the pilot is region wise and small and large project with client SLAs in place. In FAI we have selected Nalco as one of the project as we have around 35 resources and EAJ we have selected Capcom as this is one of the small projects we have in FCI. The pilot has started in Oct on Nalco and Capcom projects, to improve the Productivity by 20%.

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Solution Portal

Solution Portal is the Search engine tool which has been developed at the FCI to share the best practices within the FCI this has been piloted in two projects as part of Six Sigma Initiative.

# Solution SolutionImplementation

Process Impacted

Assigned To

Planned Start Date

Planned End Date

Status Date Closed

1

Pilot Solution Portal

Solution Portal has been implemented in Nalco project to improve the productivity by 20%

TOT time of Resolution

Sandeep Dalvi 1-Oct-11 31-Dec-11 Completed 31-Dec-11

2

Pilot Solution Portal

Solution Portal has been implemented in Capcom project to improve the productivity by 20%

TOT time of Resolution

Vijay 1-Oct-11 31-Dec-11 Completed 31-dec-12

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Monitoring the Controlled Process

�Monitoring the Solution Implementation

� Regular Tracking of Sub-Process through Control Chart Implementation

� Performing Root Cause Analysis in case of Special Causes

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Benefits at Project Level

�The productivity (Turn around Time) has Improved by more than 30% and Resources have more bandwidth. Skill Levels within the team has improved and team members are motivated

�The customer satisfaction index raised till 95%

�The FCR percentage increased from Avg. 32 % to 45%

�20% improvement in the Mean of Resolution turn Around Time

Total Savings from Six Sigma InitiativeTotal Savings from Six Sigma Initiative–– $ $ 318,566K, K, in last 1.5 years of Implementationin last 1.5 years of Implementation

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What’s In for Clients

ISO

ISO 9001:2008

ISO 27001:2005

CMMI for Services

CMMI-SVC Level 5 – 2012

CMMI-SVC Level 3 – 2010

Six Sigma

Sigma Green Belt Wave 3 Projects -In Progress

Sigma Green Belt Wave 2 Projects – Completed

Sigma Green Belt Wave 1 Projects - Completed

Internal

• Improved Productivity leading to Cost reduction • Optimized Resource Utilization and Capacity Management • Maintaining Service Continuity in case of disaster

Clients

• 15% Improvement in Client Satisfaction• 26% Improvement in Ticket Turn Around Time• 5.5% Improvement in Resource Utilization

CMMI for Services (v1.3) Level 5 Company - India's 1st / World's 2ndCMMI for Services (v1.3) Level 5 Company - India's 1st / World's 2nd

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CSS in last few Quarters

Once client saw the benefits mentioned in the previous slide client was happy and that was evident in the above graphs.

6.517.08

6.51

8 8.26 8.128.7 8.64 8.4

0

1

2

3

4

5

6

7

8

9

10

Quarter CSS

Average CSS

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Reference

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Contact Details

Swati Karandikar

Head – Quality and Portfolio Management Group

[email protected]

Piyush Prabhakar

Program Manager – Quality

Six Sigma Black Belt

CMMI

[email protected]

Chandramouli Nakkina

Six Sigma Manager

Six Sigma Master Black Belt

Metrics

[email protected]

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