Framework for LEAN SIX SIGMA
in
One Team Model – Service Teams
in LEAN SOFTWARE DEVELOPMENT
Vinod VijayakumaranSAP Labs India Pvt. Ltd.
� Vinod Vijayakumaran� SAP Labs India Pvt. Ltd.
Motivation
To delivery quality & reliable service to the development teams /organization while following an efficient and effective process paradigm. At the same time, not disturbing the existing working model of the service teams
This can be achieved by introducing the concepts of LEAN Six Sigma.
Current ScenarioProduct
Development Team Creates a ‘change request’
1
Internal
3Seeks approval for change
Technical & Release Mgmt.
Consulting Team
4
Checks info mentioned; validates the need for change; probe more info from the requestor, if required, etc..
5Provides approval if all pre-requsites met
Ticketing Mechanism
Internal Service Teams
2Checks the ticket for information to adopt steps to change
Provides approval if all pre-requsites met
6Checks for approval and performs actions to bring change
External Service Teams7
Provides ‘extra approval’ and forwards ticket to external teams. Eg: H/W issue
8Checks for appropriate approval approval and performs actions to bring change
Problems in Current Scenario
v Lack of flow in value realization
v Realization of value is late (late value is as good as no value)
v Lot of waiting time
v Lack of transparency in the plans and strategies
v Lack of team empowerment
v Customer Dissatisfaction
v Non-compliance to the QCD concept - High in Cost, Late in Delivery and Medium in quality
Driving ConceptsUtilize the synergies of Agile, LEAN & SIX SIGMA, to create an efficient & effective process.
LEAN & AGILE: They overlap mainly over 3 areas:
•Queuing Theory•Empirical Process Control•Team Self Management
The people who actually do work on a day to day basis know that work intimately…more intimately than anyone This intimate knowledge carries a great deal of potential. In order to release that potential, anyone This intimate knowledge carries a great deal of potential. In order to release that potential, people must accept individual responsibility and collective responsibility. Management and organizational culture must support thatresponsibility. Lean and agile have a very similar approach to supporting this selforganization
Ø First aspect is to acknowledge the knowledge
ØSecond aspect is to make them aware of the ‘why’s of the strategies of what they are doing
ØThird aspect is to allow them to make small improvements -- ‘kaikaku’
ØForth aspect is to support the team on its own.. No manager intervention.
What did I do?.. What will I do? And what are the hindrances?
LEAN & SIX SIGMA:•Reduce Cycle Time
•Constraint Analysis
Driving Concepts
Development Organization raises ticket for change
System Operations Team
Prog 1 Plug-InsProg 2 Prog 3 Prog n
Program Landscape
Management Team
(Decides on cross landscape
activities ,
24 X 7 Support
team
THE ONE TEAM MODEL
Quick Reaction Team
activities , affecting
more than one program)
Virtual TeamQuick Reaction Team
Quick Reaction Team
Quick Reaction Team
Quick Reaction Team
Cross Landscape - Team of Experts ( OS, DB, etc..)
Internal colleagues (virtual team)
External Interface
*Eg: Build Team, Admin
, HR etc…
Virtual Team
Application know how resides with
the functional experts, DEV
THE ONE TEAM MODEL – Info Flow
Product Development
Creates a ‘change request’1
One Team
Checks the ticket for information to adopt steps to change
2
Development Team
Ticketing Mechanism
One Team
3Ticket Completed /Rejected
Features of this model1. No FIRST LEVEL support or message dispatching
2. Service groups will be in agile mode; by following KANBAN within each program areas. This helps in faster response to incidents. Colleagues stuck with some issues; will pull the “ANDON”.
3. More chance of shared accountability and less chance of message not being attended
4. Very low chances of message ping pong between components and colleagues of diff teams
5. Chance for more dedicated support for customer pain-points
6. Quick Reaction Team, formed out of the ONE TEAM6. Quick Reaction Team, formed out of the ONE TEAM
7. More alignment for support on global issues and follow up. (Eg: If there are central hardware issues which affects ~40-50 systems; this can be easily communicated and followed-up by individual one teams)
8. Realize value for the customer as soon as possible
9. Reliable information from the responsible colleagues within one team. It will be a collective responsibility of the team to deliver services
10. Transparency on strategies and customer requests