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ensures continuous improvement in operational performance across the organization unit and outside parties
- background at BWC West - 1984
before LSS - Six Sigma existed, in 1984 BWC West, defined the CIP process - the ERP implementation team had designed many business process improvements while implementing MANMAN ERP
- after the system was running successfully in production, the team of mid-level operations staff continued to meet every 2 weeks to focus on the next items they could improve as a business or operations priority based on their own assessments of impact, value, risk as well as top management goals
- when significant funding or business approvals were required for a change, they submitted the business decision to senior management
- the business results from the BWC West CIP were clear and we took that process and starting using it in other business units
much later came the branding of CIP with Six Sigma and LSS - LSS can reduce your costs and help you retain and even gain more customers. LSS prescribes an improvement process known as DMAIC (Define—Measure—Analyze—Improve—Control).
- https://www.purdue.edu/leansixsigmaonline/blog/dmaic-vs-dmadv/
- PDCA is another approach to CIP
- PDCA refers to a repetitive model that includes four stages – Plan, Do, Check, and Act. It is used to achieve continuous improvement in business process management. The concept was introduced by Dr. Edward Deming in 1950
- CIP overview
- CIP - Continuous Improvement Process - a business operations model focused on continuous improvement on business goals and operating plan was the driver for the best run company I was part of. It was always driving operations excellence while driving improvement in services, operations across all departments ( an integrated version of Agile iterative improvement ). With its focus on metrics, it was always looking to find the right data and improve data quality. With its focus on process integration across departments, clients and vendors it was a prototype for todays blockchain consortiums that re-engineer and optimize business processes across communities and roles. It fit well in the "goals down, plans up" model driving operation change from the operations level. With both corporate strategic and tactical planning cycles driving goals down, it delivered consistently good results.
EOS - enterprise open-source
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customer continuously iterating executable use cases weekly to drive requirements, usage, design, quality
- working with customers, define the use cases, process requirements in scope for a release
- client needs ( not products ) drive the solution engineering process
- often CDD - Capability Driven Design methods focus on the translation of potential needs, requirements into capabilities that can map to product offerings
RDD - Responsibility Driven Design for Requirements Definitions
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- requirements are defined as executable use cases for a solution
- responsibilities are best defined as executable use cases as well
- all requirements should be testable as an executable use case
- if there isn't an XUC, don't build the solution or service that fulfills the requirement
- ideally, there is an E2M2 - Executable Enterprise MetaModel that XUCs are added to
- the XUC approach automates SDP from requirements through QA ETE
CDD - Capability Driven Design - Customer Centric Focus
- CDD supports a customer-centric solution focus
- based on matching client use cases to requirements and related capabilities
- this contrasts with a product-oriented process where the client has to do more work to map their needs to solutions
given the RDD object model, define capabilities required from the RDD definitions and related NFRs ( Non Functional Requirements )
- provides a part of the SWT Value Chain Solution Engineering life cycle
- what are the needs, priorities, problems, opportunities to solve? deliver? avoid?
focus not on products but solution engineering - CDD will enhance the actors and also add lower level services to implement many of the CDDs as needed
- CDD complements portfolio driven IT asset and product management
- mapping: actors may be mapped to existing objects fully or partially where that applies using the object service catalog for existing systems to reduce "reinventing the wheel" where feasible for the NFRs
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