Object Management Group Workshop
Process-Based Management:
A Winning Strategy
by
David E. Farrar
Associate Technical Fellow
Process Integration & Command Media
Program Management & Business Excellence
Global Mobility Systems
Precision Engagement & Mobility Systems
Integrated Defense Systems
OMG Workshop at Hyatt Regency SF Airport Hotel – Burlingame, CA
17 October 2006
Copyright © 2006 Boeing. All rights reserved.
The Global Mobility Systems Organization
The Boeing Company
Commercial
Airplanes
Boeing
Technology
Network and
Space Systems
Precision
Engagement
and Mobility
Systems
Global
Mobility
Systems
Global
Strike
Systems
Integrated
Defense
Systems
Connexion by
Boeing
Support
Systems
Airborne Anti-Submarine
Warfare and Intelligence,
Surveillance and
Reconnaissance
C-17 Program
767 Tankers
Program
Derivative
Airplane
Programs
Advanced
Mobility
Systems
Boeing Capital
Corporation
Shared
Services
Group
Advanced
Defense and
Security
Systems
Rotorcraft
Systems
Advanced Precision
Engagement and
Mobility Systems
HQ in Long Beach, CA
2
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
The Global Mobility Systems Products
C-40A
C-32A
C-17
767 Tanker
Next
Generation
C-40B
3
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
GMS Vision, Mission, and Values
Boeing Vision 2016
People working together as a global enterprise for
aerospace leadership
Global Mobility
A&T Vision
Systems Vision
The world’s first choice for innovative mobility solutions – setting the standard for excellence
Global Mobility
A&T Mission
Systems Mission
A&TGlobal
provides
Mobility
solutions
Systems
that provides
shape thesolutions
future of that
mobility
shape
forthe
ourfuture
globalofmilitary
mobilityand
for commercial
our global
military
customers.
and government
We will leverage
customers.
our strengths,
We will team-based
leverage ourculture,
strengths,
supplier
team-based
partners,
culture,
and
customer
supplier partners,
knowledge
and
to customer
achieve market
knowledge
leadership
to achieve
and provide
market unprecedented
leadership and provide
value to all
stakeholders.
unprecedented value to all stakeholders.
Global Mobility
A&T Values
Systems Values
Leadership
•
Integrity
•
Customer Satisfaction
•
Quality
•
People Working Together
•
A Diverse and Involved Team
•
Good Corporate Citizenship
•
Enhancing Shareholder Value
•
4
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
“The Law of Change” Drives Improvement
The Law
If you always do what you have always done, you will
get what you have always gotten!
The Corollary
If you want a different outcome, you must change
either the process, the product, or both.
5
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Cultural Change Focused on Processes
Then
Now
Now
$$, schedule,
Schedule,
cost,
cost,
quality
quality
Quality,
Quality,schedule,
schedule,cost
cost
Product / service-oriented
service -oriented
Customer
Customersolution-oriented
solution -oriented
Tribal work
work-knowledge
-knowledge
Process
Processmanagement
management
$$, schedule, cost, quality
Quality, schedule, cost
Product / service-oriented
Customer solution-oriented
Tribal work-knowledge
Process management
Directed solutions
Team-based
Team -basedsolutions
solutions
Directed solutions
Team-based solutions
Reward heroes
Reward
Rewardvalues
values//results
results
Reward heroes
Reward values / results
6
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Management Brings it Together
Tactical Direction
Strategic Direction
Work Group
Individual
Many Unaligned
Projects
Malcolm Baldrige
Principles
Planned
Journey
Adapted from Applied Strategic Planning: A Comprehensive Guide, page 330, published by Pleiffer and Company, 1992
7
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Baldrige Criteria Framework:
2
Strategic
Planning
A Systems Perspective
5
Human Resource
Focus
7
Business
Results
1
Leadership
6
Process
Management
3
Customer and
Market Focus
4
Measurement, Analysis, and Knowledge Management
8
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Baldrige Category 6 : Process Management
STABLISHMENT: What are your key value creation and key
support processes and how does your organization determine
them?
EQUIREMENTS: How do you determine requirements for your
key value creation processes, incorporating input from
customers, suppliers, and partners?
EASURES: What are your key indicators or performance
measures to control and improve these processes?
REVENTION: How do you prevent rework and defects in these
processes?
9
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Characteristics of a Process-Managed
Organization
• Senior Leadership Buy-in
• View business as a collection of processes
• Strategic plans drive processes
• Clear relationships between processes and
key business results and goals
• Focuses on key customer-driven processes
• Work Teams learn processes
• Process health reporting and review
10
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Characteristics of a Process-Managed
Organization (cont’d)
• Manage by data
• Managerial patience
• Emphasis on sustainable improvements
• Improvement in processes across the
business
• Integrated with other initiatives
• Common processes and standardization
across user groups
11
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
What is a Process?
A set of sequential or concurrent tasks performed by a process team led by a
Process Owner…
Requirements
that transforms inputs
from suppliers…
into useful outputs
for customers…
Tasks
Inputs
E.g., Requests, Raw
Materials, Parts, Tool
Designs, Planning
Documents, Maintenance
Schedule
Outputs
Resources
E.g., Completed
Documents, Completed
Assemblies, Fabricated
Tools, Delivered Kits,
Functioning Equipment
that meets requirements and utilizes resources to complete the outputs.
12
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Generic Enterprise Process Model
Ge ne ric Ente rpris e Pro c e s s Mo de l
Denotes Key Process
Rev: 23 Sep 05
(Fo r Training Purpo s e s Only – No t Re al)
Process Owner: R. Manson
1.0 Lead the
Enterprise
1.0 Enterprise
Management
1.01 Ensure Integration of Strategic Business &
1.05 Perform Integrated Business Financial
Functional Planning (P. Smith)
1.02 Ensure Organizational Effectiveness (P. Smith)
Management (T. Green)
1.06 Communicate Positions &
Direction (R. Brown)
1.07 Integrate & Deploy Processes &
Procedures (P. Smith)
1.03 Ensure Quality & Mission Assurance (A. Jones)
1.04 Ensure Continuous Improvement (A. Jones)
1.08 Perform Self-Governance (A. Jones)
1.09 Ensure Customer Satisfaction (P. Smith)
1.10 Strengthen the Team (D. Owens)
1.11 Provide Ethics Guidance (D. Hanson)
2.0 Manage Programs
2.01 Manage Program Planning
2.02 Administer Contracts
and Execution (G. Hermann)
2.03 Minimize Program
4.0
Integrate
Product/Service
Definition
5.0
Manage
Suppliers
Process Owner:
B. Braun
Process Owner:
N. Nester
Process Owner:
M. Delaney
4.01 Define & Manage
3.02 Acquire New Business
(S. Larkins)
5.02
4.02 Plan & Control Product/
Existing Business
(E. Andrews)
5.04
4.03 Concurrently
Develop Product/Service/
Build-to / Buy-to/ Support
Elements (K. Kern)
4.04
Verify & Validate
Product/Service (B. Sills)
5.05
5.06
Management (Cost & Schedule)
(V.MacIvy)
7.0
Support
Products &
Services
6.0
Produce
Product
Process Owner:
S. Jurgens
6.01 Define Production
Requirements
(S. Howell)
Select Source (Nelson)
Plan (A. Ballard)
6.02 Provide Parts, Supplies,
GFE, & Tools to
Assembly (J. Banks)
5.03 Negotiate & Award
Service Design (S. Adell)
3.03 Maintain / Grow
2.05 Provide Integrated Performance
Performance (V. MacIvy)
5.01 Manage Material
Product/Service
Requirements (M.
McDonald)
& New Markets (D. Lane)
2.04 Manage IWA
Risk (G. Hermann)
(R. Altman)
3.0
Create, Acquire
& Grow
Business
3.01 Create Opportunities
Process Owner: E. Andrews
Purchase Contracts
(P. Nelson)
6.03 Assemble and Deliver
Manage Supplier
Product (A. Ballard)
Performance (P. Nelson)
Manage Supplier
6.04 Verify Production
Quality (M. Perry)
Processes (M. Kingston)
Manage Supply Base (G.
Harding)
Manage Gov’t Property (J. Givens)
5.07
5.08 Manage Inventory (J. Johnson)
Process Owner:
L. Holland
7.01 Provide Supply Support (D. Schmaltz)
7.02
Provide Field Services (J. Williams)
7.03
Provide Retrofit & Modification
Services (C. Bearden)
7.04
Provide Technical Data (D. Blake)
7.05
Provide Instructional Systems Data
& Training (Y. Jensen)
Provide Integrated Support
Planning & Management (D. Yee)
7.06
7.07
7.08
8.0 Provide Enabling Infrastructure
8.01 Provide Financial Services
(V. MacIvy)
8.02 Provide Human Resources Services
(D. Owens)
8.03 Provide Communications Services
(R. Brown)
8.07 Manage Facilities &
8.05 Provide Safety, Health, and
8.06
Environmental Services
(N. Shepherd)
Provide Export/Import
Compliance (M. Clarrett)
8.08
8.09
8.04 Provide Legal Services (J. McBrew)
Figure P-2, Generic Enterprise Process Model
Equipment (S. Harelson)
Provide Security & Fire
Protection Services
(R. Vector)
Provide System Support Analysis
(S. Gore)
Provide Support Equipment
(R. Stanton)
Process Owner: T. Green
8.10 Manage Non-Production
Procurement (S. Harelson)
8.11
Provide Flight Operations Services
(D. Gregory)
Provide Integrated Information
Systems & Services (W. Kuhn)
13
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Levels of Processes: Owners at Each Level
Processes can be expanded to
lower, more-detailed levels
Enterprise Process Model
Core Area
Level 0
Executives
Level 1
Executives
and others
Level 2
14
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Levels of Processes (cont’d)
Level 0 Process: 6.0 Produce Product
As one tier is defined the next
lower tier is identified
Tier 1 Process: 6.03
Assemble and
Deliver Product
.01
.02 Produce Major Assemblies
.03
.04
.05
Tier 2 Process:
.06
6.03.02 Produce
.07
Major Assemblies
.08
Process Model
Core Family
Level 1
Level 2
Level 2
Executives
Level 0
Level 1
.01
.02 Perform 17 A/N/Y Subassemblies
.03
.04
.05
Tier 3 Process:
.06
6.03.02.02
.07
.08
Perform 17 A/N/Y
Level 1
Executives
and others
Subassemblies
Level 2
and so on……..
Level 3
Level 3
Level 3
and so on……..
15
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Owners: What Do They Do?
• Assigned at every level of the Process Model
• Include Executive Leaders at Level 0 and at many
Level 1s
• Qualifications:
• May or may not be a manager
• Usually a subject matter expert on the process
• Uses the process to manage that piece of the
business
• May be accountable for activities outside
functional control
• May own more than one process
16
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Owners: What Do They Do?
• Responsible for:
• Implementing the steps of PBM
• Documenting the process
• Ensuring process performance
• Ensuring both internal and external customer involvement
• Involving suppliers of incoming processes
• Improving the process
• For certain processes, may manage the process jointly with
the Government Customer
• Must ensure associated procedures are current and are
adhered to
17
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Owners/Teams Use PBM Seven-Step
Methodology
The Seven Steps of Process-Based Management
I m p r o v e m e n t
O p p o r t u n i t i e s
When the
process
has not
been
defined
When the
process has
been defined,
but no
metrics
When the
process is
defined, has
metrics, but
is not stable
Gate 1
Gate 2
Gate 3
Step 1
Define the
Process
Step 2
Establish
Metrics
Six to Ten
Manageable
Steps
Step 4
Analyze
Process
Stability
Step 3
Determine
Performance
From
Customer’s
Perspective
How You
Are Doing
Predictable
Performance
When the process
is defined, has
metrics, is stable,
but still needs
improvement
Gate 4
Step 5
Set Goals
Where You
Are Going
and Why
Step 6
Analyze
and Plan
Improvements
How and
Why You
Will Get
There
Step 7
Implement
Improvements
Get There!
If Normal Monthly Performance Cycle
Continuous Process
Improvement Loops
If Metric Change Required
If Process Change Required
18
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Owners/Teams Document and Define
Processes, with Customer Agreement
PROCESS DEFINITION
Business: IDS
Site: Long Beach
Process Title:
Bus. Unit: PE&MS
Program(s): GMS: C-17
For Training Purposes Only
Process No.: 1.07.02
Creation Date: 9-27-2005
Revision Date: 10-12-2005
Lead PBM Deployment
Next-Higher-Level Process: 1.07 Integrate and Deploy Processes and Procedures
Process Objective:
Lead PBM deployment across GMS Programs and IDS-LB Tenants as appropriate in
alignment with IDS business strategies
Inputs
Process Tasks
• Strategies/Flow-Down Goals/Deployment Plans
• Training Requests
• Consulting and Facilitation Requests
• PBM Products and Data
• Gap Analyses
• Training Surveys/Suggestions
• Internal/External Assessment Results
Suppliers
• 1.01.06, Flow Down Strategies and Deploy Plans
• 1.02, Ensure Organizational Effectiveness
• 1.04 Ensure Continuous Improvement
• Process Owners/Customers/Focals/Users
• DCMA/SG
• Executive Management/Program Management
Process Requirement Sources:
Beginning Boundary Task:
• Receive Inputs from Suppliers
Outputs
• Deployment Plan /IMP/IMS
• PBM Methodology / Command Media / Training
Materials
• Systems to Manage PBM/Health and Deployment
Reports
• PBM Expertise / Process Owner Consulting &
Coaching / Process Team Facilitation
• Effective Resolution of Process Related Conflicts
• Training
• Corrective/Preventive Actions
.01 Define PBM Methodology/
Command Media
.02 Plan PBM Approach
.03 Implement PBM Deployment
.04 Analyze PBM Deployment
and Performance Results
Customers
.05 Capture Lessons Learned
• 1.01.01, Assess and Understand Inputs
• Process Owners/Customers/Focals/Users
and Improve PBM
• DCMA/SG
Ending Boundary Task:
• Deliver Outputs to Customers
• TA-288M, Process Owners Manual
• TA-318, PBM
Information PBMS; Root Cause Corrective Action
Systems System
X31111 NEW (05 DEC 2005)
Process Owner:
John Smith
Process Customer(s):
James Jones
Process Specialist:
Glen Green, DCMA
(Must have concurrence on file for19
all process changes. Use second page if necessary.)
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Owners/Teams Define the Process
in a Flow Chart
PROCESS FLOWCHART
For Training Purposes Only
Business: IDS
Bus. Unit: PE&MS
Site: Long Beach Program(s): GMS: C-17
Input
Process Title: Lead PBM
Process Owner: John Smith
Strategies/Flowed
Down Goals/Strategic
Plans
1.07.02.05
Capture Lessons
Learned and
Improve PBM
Documented Lessons
Learned/Improvement
Suggestions/Reports
SG/DCMA
All Users
Process
Management
Integration
(PMI)
Executive/
Program
Management
Requests
Requests/
PBM Products
and Data/
Gap Analyses
Training
Surveys/
Improvement
Suggestions
Process Number: 1.07.02
Creation Date:
10-12-2005
Revision Date:
1-24-2006
Deployment
Q1
Analyze
Define
PBM
PBM
Plan
Implement
Methodology
PBM
PBM
and Command
Approach
Deployment
Capture
Q2
Deliver Outputs to Customers
1.01.06, Flow
Down Strategies
and Deploy
Plans
Receive Inputs from Suppliers
Who
Responsible
Organizations,
Individuals or
Processes
Lessons
Deployment
Learned
and
and
Performance T1
Improve
Media
Go to
1.03.07
Manage
Corrective/
Preventive
Actions
Results
PBM
T2
T3
Internal/External
Assessment
Results
Output
PBM
Deployment Plan/
IMP/IMS/
PBM Methodology/Command
Media/Training
Materials/
Systems to
Manage PBM/
Health &
Deployment Reports/
PBM Expertise/
PO Consulting
& Coaching/
Process Team
Facilitation/
Effective
Resolution
of ProcessRelated
Conflicts/
Training
Improve’t Projects/
Corrective/Preventive
Actions/Requests
All Level 3
Processes
Under 1.07.02
1.01.01
Assess and
Understand
Inputs
PBM
Deployment Plan/
IMP/IMS
Input/Output
Task
Decision
Go to
X.XX
In-Process
Interface
a
Connector
R
Record
Health & Deployment
Reports
Control
Point
X32629 NEW (05 DEC 2005)
20
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Owners/Teams Use Metric Categories
to Establish Measures
Requirements
Key Performance Categories
Quality
Meet or Exceed
Customer
Expectations
Timeliness
Measure of success in
meeting a customer
commitment
Efficiency
Measure of output that a
process produces in relation
to costs
Cycle-Time
Measure of time between a
customer request and
delivery of the product or
service to the customer
Process
Performance
Attain
Superior
Business
Results
Measure of conformance or
non-conformance (defects)
to requirements or expected
performance
21
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Owners/Teams Define their Metrics
in a Process Performance Agreement
PROCESS PERFORMANCE AGREEMENT
Business: IDS
Bus. Unit: PE&MS
Site: Long Beach Program(s): GMS: C-17
For Training Purposes Only
Process No.:
Process Title:
Creation Date: MM/DD/YY
Process Title (Verb + Noun)
Next-Higher-Level Process: Next-higher level process
Process Measurement
Metric Category
Quality
Revision Date: MM/DD/YY
Minimum
Acceptable
Level (MAL)
Metric Definition
Quality Metric Definition (list company/
organization/source benchmarked [if applicable])
Timeliness Metric Definition (list company/
organization/source benchmarked [if applicable])
Efficiency
Cycle Time
(e.g., Total Days from Input to Delivery)
John Smith
Process Owner’s Name
Weighting
Factor
(Must Have At
Least One “1”)
Weight
MAL
Annual Goals Benchmark/
(Multi-Year) Comparative
Data
Weight
MAL
Annual Goals Benchmark/
(Multi-Year) Comparative
Data
Weight
MAL
Annual Goals Benchmark/
(Multi-Year) Comparative
Data
Weight
(e.g., Avg. Hours per Engineering Drawing)
Cycle Time Metric Definition (list company/
organization/source benchmarked [if applicable])
Benchmark/
Comparative
Data
Annual Goals Benchmark/
(Multi-Year) Comparative
Data
(e.g., % On-Time to Manufacturing Schedule)
Efficiency Metric Definition (list company/
organization/source benchmarked [if applicable])
Annual /
Multi-Year
Goals
MAL
(e.g., % Rework & Repair Hours/Total Hours)
Timeliness
0.00.00
James Jones
Process Customer(s) Name(s)
Glen Green
Process Specialist’s Name
22
Copyright © 2006 Boeing. All rights reserved.
X31112 DRAFT 11/15/05
2005-K0037
Process Owners/Teams Use Metrics to Measure
a Process
Process Performance Assessment
03 04 J
Weighting
Factor
F
M
A
M
J
J
A
S
O
N
D
2.4 2.5 1.3 2.0 1.3 1.8 1.8 1.8 1.3 2.3 2.8
Quality (3X)
Efficiency (1X)
Good
Good
10
Completed Items per Man-hour
Percent Compliant Orders
100
90
80
70
60
50
40
30
20
10
8
7
6
5
4
3
2
1
0
0
Assessment
9
03 04 J
F
M
A
M
J
J
A
S
2.2 1.8 1
2
1
2
2
2
1
2
2
O
N
D
Assessment
03 04 J
F
M
A
M
J
J
A
S
2.5 2.9 2
2
2
1
1
1
2
3
4
Legend:
Min. Acceptable Level
Mo. Actuals
Annual Goal
3-Period Avg
Benchmark
O
N
D
23
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Owners/Teams Use Tools to Analyze
Process Performance
Process Title:
Process No.: Process No.
Creation Date: Creation Date
Revision Date: Revision Date
Process Title
Process Owner: Process Owner
Process
Task
Potential
Failure
Mode(s)
Potential
Effect(s) of
Failure
S
E
V
Potential
Cause(s) of
Failure
1-10
Mirror Process
Task from Process
Definition
!
FMEA
!
Check Lists
!
Graphs
!
Bar charts
Failure
Effect
1
Cause
O
C
C
1-10
Current
Detection/
Verification
Controls
1
Detection
D
E
T
R Recommended
P
Actions
N
1-10 1-10
2-20
1
1
2
Actions
2
MD-1830-01 (04 Jun 2002) REVISED
!
5-Why Analysis
!
Cause-and-Effect (Fishbone)
24
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Owners/Teams Use Plans to Improve a
Process
ACTIONS
TASKS
ACTION # 1234 INITIATED: 01-May-05
Task Assignee
INITIATOR: Adams, Art
ASSIGNEE: Adams, Art
1
PROCESS OWNER: Baker, Bill
PBM No: 5.02
Issue Orders
Subject
Status
Date
A. Adams
Develop file compliance checklist
CLOSED
15-May-05
2
B. Baker
Develop file compliance audit process
CLOSED
15-Jun-05
3
B. Baker
Revise file compliance procedure
OPEN
4
T. Trainer
Develop training course
OPEN
5
T. Trainer
Provide file compliance training
OPEN
6
A. Adams
Implement compliance checklist
OPEN
7
B. Baker
Conduct monthly compliance audits
OPEN
C/PA SOURCE: PBM Annual Process Improvement
STATUS:
Open
DATE: 07-Oct-05
SUBJECT:
Improve percentage of compliant documentation
PROBLEM STATEMENT:
Percentage of compliant procurement files
is not acceptable.
VERIFICATION/ACCEPTANCE CRITERIA:
Percentage of compliant files improved by 20%
ROOT CAUSE ANALYSIS TOOLS USED:
FMEA, 5-Why
For Training Purposes Only
ROOT CAUSE STATEMENT:
Buyers are not trained to review files for compliance
prior to sending to Procurement Analysis
VERIFICATION STATEMENT:
25
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Systems House Process Data: PBMS and SSPI
<PO Name>
26
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Owner Discipline:
Measured by Vision Support Plan (VSP)
Strategy
Type
Metric
Task
Description
Target
Jan
Feb
Mar
Apr
May
2005
Jun Jul Aug
Sep
Oct
Nov
Dec
Executive Process Owners:
• Provide recognition to 1% of your Process
E-01-C On-time delivery - A&T Aircraft & Modifications 100%
G
G
G
Owners
(POs)
per month for PBM efforts
E-01-DA Mission Success: Non-Space
Per Plan
G
G
G
• Attend
75% Rof monthly
PBM review meetings with
E-01-E RONA (Return on net assets)
To Plan
R
G
E-01-F CPARs or equivalent
>/= 2.8 (Green)
G
G
G
your
Owners
80% - 89.9%Process
of contracts
E-01-G Award Fee Percent
G
P
E-01
Execute on programs [IDS, AFS]
E-01-A A&T Operating Earnings
E-01-B A&T Cash Flow
G
B
R
G
B
B
G
B
B
G
G
G
G
G
Y
To plan
Y
G
Y
5%
G
G
G
Per Plan
G
G
G
Roll-Up >/= Green Rating
G
G
G
To Plan
To Plan
Execute Flawlessly
score >90%
Deploy and integrate effective Supplier Quality
E-01.11
process across IDS
E-02
Improve quality and cost
Manage to Long Beach overhead composite
E-02-20A
rate
E-02-B Productivity improvement [IDS, AFS]
**ACHIEVE/MAINTAIN A&T CMMI LEVEL 5
E-02-E
CERTIFICATION
Improve Quality (Key Quality metrics from the
E-02.01
C-17, 767 Tanker, and DAP Programs along
with A&T Common Quality Initiatives).
E-02.02
Improve cost
84%
Per Plan
Y
Deploy use of the Baldrige framework (including
the tools and initiatives that support the
To Plan
framework) across A&T to improve our business
G
G
G
E-03-20A
Strengthen the process-based culture within
programs and across A&T
G
G
G
E-03-20B
[A&T] Become recognized as best-in-industry in
Green Rating (Roll Up)
lean enterprise (including lean manufacturing)
G
G
G
E-03
Per plan
27
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Owners/Teams Use Improvement
Tools with PBM
PBM is the framework for continuous process improvement
If a process needs more stability than PBM tools provide:
Micro-process
Variability Reduction
Macro-process
Six Sigma
If a process needs more improvement than PBM tools provide:
Quality metric
Six Sigma for a macro-process
Variability Reduction for a micro-process
Efficiency metric
Lean if no more data analysis is needed
Variability Reduction if more data analysis
is needed
Timeliness/
Cycle Time metric
Lean
28
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Management Leads to ISO Success
ISO Principles
Customer Focus
Baldrige Categories
Leadership
Leadership
Strategic Planning
Involvement of People
Customer and Market Focus
Process Approach
Information and Analysis
System Approach to
Management
Human Resource Focus
Continual Improvement
Process Management
Factual Approach to
Decision Making
Business Results
Mutually Beneficial
Supplier Relationships
29
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Processes that Answer the ISO 9001:2000 Standard
30
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Process Management Leads to CMMI Success
• The quality of a software product is governed by the
quality of the processes used to develop and maintain it.
• To improve quality of the product, one must improve
the quality of the processes that create the product.
• CMMI enables organizations that want to pursue
process improvement in multiple functional areas
(Software, Systems, Acquisition, Security etc. ) to do
so with less additional investment for each function.
• CMMI supports process integration and product
improvement
• CMMI integrates multiple disciplines into one
process-improvement framework
Copyright by Carnegie Mellon University
31
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Processes that Answer the CMMI Criteria
32
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
Global Mobility Systems’ Quality Journey:
Results Focus
Malcolm
Malcolm
Baldrige
Baldrige
Win
Win
1998
Best
Best
Practice
Practice
Exchange
Exchange
1999
Georgia
Georgia
Oglethorpe
Oglethorpe
Award
Award
Macon
Macon
WA
WA State
State
Quality
Quality
Award
Award
DAP
DAP
Baldrige
Baldrige
Internal
Internal
Assessment
Assessment
Malcolm
Malcolm
Baldrige
Baldrige
Site
Site Visit
Visit
CAPE
CAPE
Silver
Silver
Award
Award
(AFS)
(AFS)
CCE
CCE
Team
Team
Excellence
Excellence
Award
Award
ISO
ISO
9001/2000
9001/2000
Certification
Certification
CAPE
CAPE
Gold
Gold
Award
Award
(C-17)
(C-17)
Baldrige
Baldrige
Internal
Internal
Assessment
Assessment
Industry
Industry
Week
Week
Top
Top 10
10
Winner
Winner
CMMI
CMMI
Level
Level 55
CCE/AQP
CCE/AQP
Team
Team
Excellence
Excellence
Award
Award
Baldrige
Baldrige
Internal
Internal
Assessment
Assessment
Industry
Industry
Week
Week
Top
Top 25
25
Finalist
Finalist
CCE/AQP
CCE/AQP
Team
Team
Excellence
Excellence
Award
Award
CCE/AQP
CCE/AQP
Team
Team
Excellence
Excellence
Award
Award
Industry
Industry
Week
Week
Top
Top 10
10
Macon
Macon
ISO
ISO
AS9100
AS9100 B
B
Certification
Certification
2000
2001
2002
2003
2004
2005
33
Copyright © 2006 Boeing. All rights reserved.
2005-K0037
34
Copyright © 2006 Boeing. All rights reserved.
2005-K0037