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