CAR y OID en CMMi SVC v1.2 (12)

CAUSAL ANALYSIS AND RESOLUTION

El propósito de ‘Causal Analysis and Resolution’ (CAR), perteneciente al Nivel de Madurez 5, es identificar las causas de los defectos u otros problemas y tomar la acción preventiva para que no suceda en un futuro. Esta área de proceso (AP) involucra la identificación y análisis de las causas de los defectos u otros problemas y efectuar las acciones correctivas para eliminar las causas y prevenir la ocurrencia de estos tipos de defectos o problemas en un futuro.

Esta AP mejora la calidad y productividad a través de la prevención de incorporación de defectos y ocurrencia de problemas. Algunos defectos o problemas pueden ser encontrados en otros proyectos. Las actividades de CAR son un mecanismo para comunicar las lecciones aprendidas entre los proyectos. Los tipos de defectos u otros problemas encontrados son analizados para identificar las tendencias. También se determinan las causas raíces de los defectos/problemas y las futuras implicaciones de los defectos. El análisis causal puede ser realizando en base a problemas no relacionados a los defectos.

CAR se relaciona con las siguientes AP: QPM, OID y MA.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Determine Causes of Defects and Problems

SP 1.1 - Select Defects and Problems

1.1.1- Gather relevant defect and problem data. 1.1.2- Determine the defects and problems to be analyzed further

SP 1.2 - Analyze Causes

1.2.1- Conduct causal analysis with those responsible for performing the task 1.2.2- Analyze selected defects and other problems to determine their root causes 1.2.3- Group selected defects and other problems based on their root causes 1.2.4- Propose and document actions to be taken to prevent the future occurrence of similar defects and problems

Productos de trabajo típicos

Defect and problem data selected for further analysis (SP 1.1) Action proposal (SP 1.2) Root cause analysis results (SP 1.2)

SG 2 - Address Causes of Defects and Problems

SP 2.1 - Implement Action Proposals

2.1.1- Analyze action proposals and determine their priorities 2.1.2- Select action proposals to be implemented 2.1.3- Create action items for implementing the action proposals 2.1.4- Identify and remove similar defects and problems that may exist in other processes and work products 2.1.5- Identify and document improvement proposals for the organization’s set of standard processes

SP 2.2 - Evaluate the Effect of Changes

2.2.1- Measure the change in the performance of the project's defined process or of subprocesses as appropriate 2.2.2- Measure the capability of the project's defined process or of subprocesses, as appropriate

SP 2.3 - Record Data

Productos de trabajo típicos

Action proposals selected for implementation (SP 2.1) Improvement proposals (SP 2.1) Measures of performance and performance change (SP 2.2) Causal analysis and resolution records (SP 2.3)

ORGANIZATIONAL INNOVATION AND DEPLOYMENT

El propósito de ‘Organizational Innovation and Deployment’ (OID), perteneciente al Nivel de Madurez 5, es seleccionar y desplegar las mejoras de innovación que permiten mejorar las tecnologías y procesos de la organización. Estas mejoras están asociadas a los objetivos de calidad y de performance del proceso. Estos objetivos incluyen lo siguiente: (1) calidad del producto mejorada, (2) aumento de la productividad, (3) disminución del tiempo del ciclo, (4) mayor satisfacción del cliente o usuario final, (5) disminución del tiempo de entrega y (6) disminución de los tiempos de adaptación de nuevas tecnologías y necesidades del negocio.

OID se relaciona con las siguientes áreas de proceso: DAR, MA, OPP y OT.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Select Improvements

SP 1.1 - Collect and Analyze Improvement Proposals

1.1.1- Collect process- and technology-improvement proposals 1.1.2- Analyze the costs and benefits of process- and technology-improvement proposals as appropriate 1.1.3- Identify the process- and technology-improvement proposals that are innovative 1.1.4- Identify potential barriers and risks to deploying each process- and technology-improvement proposal 1.1.5- Estimate the cost, effort, and schedule required for deploying each process- and technology-improvement proposal. 1.1.6- Select the process- and technology-improvement proposals to be piloted before broadscale deployment. 1.1.7- Document the results of the evaluation of each process- and technology-improvement proposal. 1.1.8- Monitor the status of each process- and technology-improvement proposal.

SP 1.2 - Identify and Analyze Innovations

1.2.1- Analyze the organization's set of standard processes to determine areas in which innovative improvements would be most helpful. 1.2.2- Investigate innovative improvements that may improve the organization's set of standard processes. 1.2.3- Analyze potential innovative improvements to understand their effects on process elements and predict their influence on the process. 1.2.4- Analyze the costs and benefits of potential innovative improvements 1.2.5- Create process- and technology-improvement proposals for those innovative improvements that would result in improving the organization's processes or technologies 1.2.6- Select the innovative improvements to be piloted before broadscale deployment. 1.2.7- Document results of evaluations of innovative improvements

SP 1.3 - Pilot Improvements

1.3.1- Plan the pilots. 1.3.2 - Review and get relevant stakeholder agreement on plans for the pilots. 1.3.3- Consult with and assist those performing the pilots. 1.3.4- Perform each pilot in an environment that is characteristic of the environment present in a broadscale deployment. 1.3.5- Track pilots against their plans. 1.3.6- Review and document the results of pilots.

SP 1.4 - Select Improvements for Deployment

1.4.1- Prioritize candidate process and technology improvements for deployment. 1.4.2- Select the process and technology improvements to be deployed 1.4.3- Determine how each process and technology improvement will be deployed 1.4.4- Document the results of the selection process.

Productos de trabajo típicos

Analyzed process- and technology-improvement proposals (SP 1.1) Candidate innovative improvements (SP 1.2) Analysis of proposed innovative improvements (SP 1.2) Pilot evaluation reports (SP 1.3) Documented lessons learned from pilots (SP 1.3) Process and technology improvements selected for deployment (SP 1.4)

SG 2 - Deploy Improvements

SP 2.1- Plan the Deployment

2.1.1- Determine how each process and technology improvement must be adjusted for organization-wide deployment. 2.1.2- Determine the changes needed to deploy each process and technology improvement. 2.1.3- Identify strategies to address potential barriers to deploying each process and technology improvement 2.1.4- Establish measures and objectives for determining the value of each process and technology improvement with respect to the organization’s quality and process-performance objectives 2.1.5- Document the plans for deploying selected process and technology improvement 2.1.6- Review and get agreement with relevant stakeholders on the plans for deploying selected process and technology improvement 2.1.7- Revise the plans for deploying selected process and technology improvement as necessary

SP 2.2 - Manage the Deployment

2.2.1- Monitor the deployment of process and technology improvements using the deployment plans. 2.2.2- Coordinate the deployment of process and technology improvements across the organization. 2.2.3- Quickly deploy process and technology improvements in a controlled and disciplined manner as appropriate. 2.2.4- Incorporate process and technology improvements into organizational process assets as appropriate. 2.2.5- Coordinate the deployment of process and technology improvements into the projects' defined processes as appropriate. 2.2.6- Provide consulting, as appropriate, to support deployment of process and technology improvements. 2.2.7- Provide updated training materials to reflect the improvements to organizational process assets. 2.2.8- Confirm that the deployment of all process and technology improvements is completed 2.2.9- Determine whether the ability of the defined process to meet quality and process-performance objectives is adversely affected by the process and technology improvement, and take corrective action as necessary. 2.2.10- Document and review results of process- and technology-improvement deployment

SP 2.3 - Measure Improvement Effects

2.3.1- Measure the actual cost, effort, and schedule for deploying each process and technology improvement. 2.3.2- Measure the value of each process and technology improvement. 2.3.3- Measure the progress toward achieving the organization's quality and process-performance objectives. 2.3.4- Analyze the progress toward achieving the organization's quality and process-performance objectives and take corrective action as needed. 2.3.5- Store the measures in the organization’s measurement repository.

Productos de trabajo típicos

Deployment plans for selected process and technology improvements (SP 2.1) Updated training materials (SP 2.2) Documented results of process- and technology-improvement deployment activities (SP 2.2) Revised process- and technology-improvement measures, objectives, priorities, and deployment plans (SP 2.2) Documented measures of the effects resulting from the deployed process and technology improvements (SP 2.3)

OPP y QPM en CMMi SVC v1.2 (11)

ORGANIZATIONAL PROCESS PERFORMANCE

El propósito de ‘Organization Process Performance’ (OPP), perteneciente al Nivel de Madurez 4, es establecer y mantener un entendimiento cuantitativo del performance del conjunto de procesos estándares de la organización, de acuerdo a los objetivos de calidad y de performance del proceso. Esta área de proceso tiene el propósito de suministrar datos acerca del performance del proceso, líneas de base y modelos para administrar cuantitativamente los proyectos de la organización.

El performance del proceso es una medida de los resultados actuales logrados por un proceso. El performance del proceso está caracterizado por las mediciones del proceso (esfuerzo, tiempo del ciclo, eficacia en la eliminación de defectos, etc.) y del producto (confiabilidad, densidad del defecto, capacidad, tiempo de respuesta y costo).

Las mediciones de la organización consisten de mediciones de proceso y producto que pueden ser usadas para caracterizar el performance actual de los procesos de los proyectos de la organización.

Los modelos de performance del proceso son usados para representar el performance actual y pasado del proceso; y predecir los futuros resultados del proceso. OPP se relaciona con las siguientes áreas de proceso: CAM, SSM, MA y QPM.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Establish Performance Baselines and Models

SP 1.1 - Select Processes

SP 1.2 - Establish Process Performance Measures

1.2.1- Determine which of the organization’s business objectives for quality and process performance should be addressed by the measures. 1.2.2- Select measures that provide appropriate insight into the organization’s quality and process performance 1.2.3- Incorporate selected measures into the organization’s set of common measures. 1.2.4- Revise the set of measures as necessary

SP 1.3 - Establish Quality and Process-Performance Objectives

1.3.1- Review the organization’s business objectives related to quality and process performance 1.3.2- Define the organization’s quantitative objectives for quality and process performance 1.3.3- Define the priorities of the organization’s objectives for quality and process performance. 1.3.4- Review, negotiate, and obtain commitment for the organization’s quality and process-performance objectives and their priorities from relevant stakeholders. 1.3.5- Revise the organization’s quantitative objectives for quality and process performance as necessary.

SP 1.4 - Establish Process Performance Baselines

1.4.1- Collect measurements from the organization’s projects. 1.4.2- Establish and maintain the organization’s process-performance baselines from collected measurements and analyses 1.4.3- Review and get agreement with relevant stakeholders about the organization's process-performance baselines. 1.4.4- Make the organization's process-performance information available across the organization in the organization's measurement repository. 1.4.5- Compare the organization’s process-performance baselines to associated objectives. 1.4.6- Revise the organization’s process-performance baselines as necessary.

SP 1.5 - Establish Process Performance Models

1.5.1- Establish process-performance models based on the organization’s set of standard processes and the organization’s process-performance baselines. 1.5.2- Calibrate process-performance models based on the organization’s past results and current needs. 1.5.3- Review process-performance models and get agreement with relevant stakeholders. 1.5.4- Support the projects’ use of the process-performance models. 1.5.5- Revise process-performance models as necessary.

Productos de trabajo típicos

List of processes or subprocesses identified for process-performance analyses (SP 1.1) Definitions of selected measures of process performance (SP 1.2) Organization's quality and process-performance objectives (SP 1.3) Baseline data on the organization’s process performance (SP 1.4) Process-performance models (SP 1.5)

QUANTITATIVE PROJECT MANAGEMENT

El propósito de ‘Quantitative Project Management’ (QPM), perteneciente al Nivel de Madurez 4, es administrar cuantitativamente el proceso definido del proyecto para lograr los objetivos de performance del proceso y de calidad.

Para la implementación de esta área de proceso, la organización debe tener un conjunto de procesos estándar establecidos y relacionado a las ventajas del proceso organizacional, así como repositorio de las mediciones realizadas. El proceso definido del proyecto es un conjunto de subprocesos que forman una estructura de actividades del proyecto.

El performance del proceso es una medición de los resultados logrados del actual proceso. Este performance está caracterizado por mediciones de proceso (p.e esfuerzo, tiempo del ciclo y eficacia en la eliminación de defectos) y mediciones de producto (p.e confiabilidad, densidad del defecto y tiempo de respuesta).

QPM se relaciona con las siguientes áreas de proceso: CAM, SSM, CAR, IPM, MA, OID, OPD, OPP y PMC.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Quantitatively Manage the Project

SP 1.1 - Establish the Project’s Objectives

1.1.1- Review the organization's objectives for quality and process performance 1.1.2- Identify the quality and process performance needs and priorities of the customer, suppliers, end users, and other relevant stakeholders. 1.1.3- Identify how quality and process performance is to be measured. 1.1.4- Define and document measurable quality and process-performance objectives for the project. 1.1.5- Derive interim objectives for each lifecycle phase, as appropriate, to monitor progress toward achieving the project’s objectives. 1.1.6- Resolve conflicts among the project’s quality and process-performance objectives 1.1.7- Establish traceability to the project’s quality and process-performance objectives from their sources. 1.1.8- Define and negotiate quality and process-performance objectives for suppliers 1.1.9- Revise the project’s quality and process-performance objectives as necessary

SP 1.2 - Compose the Defined Process

1.2.1- Establish the criteria to use in identifying which subprocesses are valid candidates for use. 1.2.2- Determine whether the subprocesses that are to be statistically managed, and were obtained from organizational process assets are suitable for statistical management 1.2.3- Analyze the interaction of subprocesses to understand relationships among subprocesses and measured attributes of the subprocesses. 1.2.4- Identify the risk when no subprocess is available that is known to be capable of satisfying quality and process-performance objectives

SP 1.3 - Select Subprocesses to be Statistically Managed

1.3.1- Identify which of the project’s quality and process-performance objectives will be statistically managed. 1.3.2- Identify criteria to be used in selecting subprocesses that are the main contributors to achieving identified quality and process-performance objectives and for which predictable performance is important. 1.3.3- Select subprocesses to be statistically managed using selection criteria. 1.3.4- Identify product and process attributes of selected subprocesses to be measured and controlled.

SP 1.4 - Manage Project Performance

1.4.1- Periodically review the performance and capability of each subprocess selected to be statistically managed to appraise progress toward achieving the project’s quality and process-performance objectives. 1.4.2- Periodically review actual results achieved against established interim objectives for each phase of the project lifecycle to appraise progress toward achieving the project’s quality and process-performance objectives 1.4.3- Track suppliers results for achieving their quality and process-performance objectives. 1.4.4- Use process-performance models calibrated with obtained measures of critical attributes to estimate progress toward achieving the project’s quality and process-performance objectives. 1.4.5- Identify and manage risks associated with achieving the project’s quality and process-performance objectives. 1.4.6- Determine and document actions needed to address deficiencies in achieving the project’s quality and process-performance objectives.

Productos de trabajo típicos

The project’s quality and process-performance objectives (SP 1.1) Criteria used to identify which subprocesses are valid candidates for inclusion in the project’s defined process (SP 1.2) Candidate subprocesses for inclusion in the project’s defined process (SP 1.2) Subprocesses to be included in the project’s defined process (SP 1.2) Identified risks when selected subprocesses lack a process-performance history (SP 1.2)

Quality and process-performance objectives to be addressed by statistical management (SP 1.3) Criteria used in selecting which subprocesses will be statistically managed (SP 1.3) Subprocesses to be statistically managed (SP 1.3) Identified process and product attributes of selected subprocesses that should be measured and controlled (SP 1.3)

Estimates (predictions) of the achievement of the project’s quality and process-performance objectives (SP 1.4) Documentation of risks in achieving the project’s quality and process-performance objectives (SP 1.4) Documentation of actions needed to address deficiencies in achieving project objectives (SP 1.4)

SG 2 - Statistically Manage Subprocess Performance

SP 2.1 - Select Measures and Analytic Techniques

2.1.1- Identify common measures from the organizational process assets that support statistical management. 2.1.2- Identify additional measures that may be needed for this instance to cover critical product and process attributes of the selected subprocesses. 2.1.3- Identify the measures that are appropriate for statistical management. 2.1.4- Specify the operational definitions of measures, their collection points in subprocesses, and how the integrity of measures will be determined. 2.1.5- Analyze the relationship of identified measures to the objectives of the organization and its projects, and derive objectives that state target measures or ranges to be met for each measured attribute of each selected subprocess. 2.16- Instrument the organizational or project support environment to support collection, derivation, and analysis of statistical measures. 2.17- Identify appropriate statistical analysis techniques that are expected to be useful in statistically managing the selected subprocesses. 2.1.8- Revise the measures and statistical analysis techniques as necessary.

SP 2.2 - Apply Statistical Methods to Understand Variation

2.2.1- Establish trial natural bounds for subprocesses having suitable historical performance data 2.2.2- Collect data, as defined by the selected measures, on subprocesses as they execute 2.2.3- Calculate the natural bounds of process performance for each measured attribute 2.2.4- Identify special causes of variation 2.2.5- Analyze special causes of process variation to determine the reasons why the anomaly occurred 2.2.6- Determine the corrective action to be taken when special causes of variation are identified 2.2.7- Recalculate natural bounds for each measured attribute of the selected subprocesses as necessary

SP 2.3 - Monitor the Performance of Selected Subprocesses

2.3.1- Compare quality and process-performance objectives to the natural bounds of the measured attribute. 2.3.2- Monitor changes in quality and process-performance objectives and the process capability of the selected subprocess. 2.3.3- Identify and document deficiencies in subprocess capability. 2.3.4- Determine and document actions needed to address deficiencies in subprocess capability.

SP 2.4 - Record Statistical Management Data

Productos de trabajo típicos

Definitions of measures and analytic techniques to be used to statistically manage subprocesses (SP 2.1) Operational definitions of measures, their collection points in subprocesses, and how the integrity of measures will be determined (SP 2.1) Traceability of measures back to the project’s quality and process-performance objectives (SP 2.1) Instrumented organizational support environment that support automatic data collection (SP 2.1)

Collected measurements (SP 2.2) Natural bounds of process performance for each measured attribute of each selected subprocess (SP 2.2) Process performance compared to the natural bounds of process performance for each measured attribute of each selected subprocess (SP 2.2)

Natural bounds of process performance for each selected subprocess compared to its established (derived) objectives (SP 2.3) The process capability of each subprocess (SP 2.3) The actions needed to address deficiencies in the process capability of each subprocess (SP 2.3) Statistical and quality management data recorded in the organization’s measurement repository (SP 2.4)

Kaizen - mySAP SCM

La estrategia de Kaizen es el concepto de mayor importancia en la administración japonesa- la clave del éxito competitivo japonés. Los dos pilares que sustentan Kaizen son los equipos de trabajo y la ingeniería industrial, que se emplean para mejorar los procesos productivos. De hecho, Kaizen se enfoca a la gente y a la estandarización de los procesos. Su práctica requiere de un equipo integrado por personal de producción, mantenimiento, calidad, ingeniería, compras y demás empleados que el equipo considere necesario.

Kaizen significa “mejoramiento continuo” como un todo en la vida personal, hogareña, social y en el trabajo. Esto se encuentra en la industria, en la agricultura, en el gobierno, en la educación o en su propia vida personal.

Los objetivos de Kaizen son: (1) Reducir las pérdidas, (2) Mejorar la calidad, (3) Reducir los tiempos de entrega, (4) Aumentar la satisfacción del trabajador y (5) Aumentar la satisfacción del cliente

Kaizen es una propuesta de equipo orientada a resultados y que permite un rápido mejoramiento continuo. La aplicación de Kaizen implica que los empleados realicen mejoramientos dentro de un área o proyecto específico de manera inmediata. A través de esta participación, los empleados obtienen conocimientos y entienden las herramientas de Kaizen y aprenden cómo implementarlas para así dar a la compañía un marco competitivo con mayores beneficios económicos.

El Modelo de implementación de Kaizen está organizado en 4 etapas:

Etapa 1 – Inicio y Demostración de la propuesta Kaizen: Crear la estrategia, visión y estructura organizacional para implementar el proceso Kaizen. Esta etapa se caracteriza por un gran y significativo mejoramiento en las áreas del modelo.

Etapa 2 – Modelizar y practicar el proceso Kaizen: Desarrollar áreas piloto dentro de los modelos de clase mundial a ser imitados por otras áreas. Alinear e integrar las estructuras y metas de la organización con el proceso Kaizen. Durante esta etapa, el proceso traslada los eventos de alto nivel de mejoramiento a una cultura sostenida del mejoramiento continuo.

Etapa 3 – Estandarizar y Ampliar el proceso de Kaizen: Ampliar el proceso Kaizen estandarizado a todos los sistemas y niveles de la organización. Alinear e integrar las estructuras y metas de la organización al proceso Kaizen.

Etapa 4 –Sistematizar el proceso Kaizen: Difundir el proceso Kaizen en todas las partes de la organización, incluyendo vendedores y distribuidores. Kaizen impacta en los elementos estratégicos de una organización. La capacidad de la organización de responder a las demandas competitivas se reafirma en forma constante.

Todo lo mencionado anteriormente puede ser aplicado al proceso de abastecimiento, el cual consta de los siguientes pasos: 1-Determinación de los requerimientos de materiales, 2-Determinación de la fuentes de suministro, 3-Selección del proveedor, 4-Procesamiento de la orden de compra, 5-Monitoreo de la orden de compra, 6-Recepción de bienes, 7-Verificación de la factura, 8-Procesamiento del pago

Cada uno de estos puede ser analizado, cambiado y/o mejorado para de esta forma contribuir a los objetivos de la empresa. Este mejoramiento puede incluir añadir nuevas aplicaciones a las existentes en módulo MM.