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8/9/2019 Using the CMMI-SVC to Transform an Organization into a High-Functioning, Customer-Driven Profit Center
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UsingtheCMMI-SVCtoTransformanOrganiza8onintoaHigh-Func8oning,
Customer-DrivenProfitCenter
HenrySchneider/PPQC
DanStoller/OMNI
2010SEPG
Savannah,Georgia
8/9/2019 Using the CMMI-SVC to Transform an Organization into a High-Functioning, Customer-Driven Profit Center
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2009***Proprietary***AllRightsReserved-ProcessandProductQualityConsul>ng,LLC 2
BackgroundOMNIOverview IssueswithDeliveringEngineeringServices ISO9000Limita8onsRegardingServicesHowCMMI-SVCAppliedResults
Agenda
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Background
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2009***Proprietary***AllRightsReserved-ProcessandProductQualityConsul>ng,LLC 4
Manycompaniesbeginwithagreatideaforaproduct
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8/9/2019 Using the CMMI-SVC to Transform an Organization into a High-Functioning, Customer-Driven Profit Center
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CaseinPointOMNIFlowComputers
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IssueswithDeliveringEngineeringServices
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2009***Proprietary***AllRightsReserved-ProcessandProductQualityConsul>ng,LLC 14
Greatcustomerservice Strongtechnicalbackgroundandexper8se
FieldServicesTechniciansduplicatecustomers
problemsin-housebefore
goingon-site
Studentsaretestedtodeterminewhattheyhave
learnedduringaproduct
trainingclass
EngineeringServicesStrengths
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2009***Proprietary***AllRightsReserved-ProcessandProductQualityConsul>ng,LLC 16
ISOLimita8ons
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2009***Proprietary***AllRightsReserved-ProcessandProductQualityConsul>ng,LLC 17
PerISO9000:200(clause7.2.1(a))Serviceitemsarecalledpost-deliveryacvies
ISOlimita8onsPost-deliveryacviesshouldbetreatedasanyotherproductrequirementandbeincludedinnewproductdevelopment
DoesnotworkwhenServicesAREtheproductStandarddoesnotprovideguidanceforprovidingServices
Hencetheneedforanothermodel,standard,orguidelinefordeliveringServices
ISO9000Limita8onsRegardingServices
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CMMI-SVCtotheRescue!
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2009***Proprietary***AllRightsReserved-ProcessandProductQualityConsul>ng,LLC 20
ManyoftheSpecificPrac8cesintheMaturityLevel2and3
ProcessAreasprovidedtheneededguidance,butnotthe
wholemodel
ServiceDelivery,IncidentResoluonandPrevenon,ServiceConnuity,andStrategicService
Management
HowCMMI-SVCHelped
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2009***Proprietary***AllRightsReserved-ProcessandProductQualityConsul>ng,LLC 21
ProvidednecessaryguidanceforEngineeringServicestodocumentitsexis8ngserviceofferings,ensuring
thateachgroupwaspreparedtodeliverthedefinedserviceofferings,anddeliveringtheservices
SP1.2EstablishandmaintaintheserviceagreementSP2.1Establishandmaintaintheapproachtobeusedforservicedeliveryandservicesystemoperaons
SP3.1Receiveandprocessservicerequestsinaccordancewithserviceagreements
SP3.3Maintaintheservicesystemtoensuretheconnuaonofservicedelivery
ServiceDelivery
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2009***Proprietary***AllRightsReserved-ProcessandProductQualityConsul>ng,LLC 23
ProvidedthenecessaryguidancetofocustheEngineeringServicesDepartmentManagertoiden8fy
andpriori8zetheessen8alfunc8onsandnecessaryresources
SP1.1Idenfyandpriorizetheessenalfunconsthatmustbeperformedtoensureserviceconnuity.
SP1.2Idenfyandpriorizetheessenalresourcesrequiredtoensureserviceconnuity
ServiceCon8nuity
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ProvidedthenecessaryfocusforestablishingEngineeringServicesstrategicneedsandplansfor
standardservicesSP1.2EstablishandmaintainplansforstandardservicesSP2.2Establishandmaintaindescriponsoftheorganizaonsdefinedstandardservices
StrategicServiceManagement
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AnExampleImprovement
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FormerInquiryProcess
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ProposedInquiryProcess
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ResultsandNextSteps
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020
40
60
80
100
120
140
160
#ofInquiriesIssued
PreliminaryResults-1
Numberofnewinquiriespermonthremainsfairlyconstant
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020
40
60
80
100
120
140
160
180
200
#Open
#Closed
PreliminaryResults-2
Inquiriesarebeingclosedatafasterrate
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Measurementsarebeingtaken,analyzed,andcommunicated
InquiryprocesshasbeenimprovedDailyteammeengstodiscussnewandopeninquiriesClosetheinquirywhenacustomerreceivesananswer/resoluon
Reopentheinquiryifacustomerrespondswithaquesonoraddionalinformaon
StaffhasbeentrainedtoreducedependencyonkeyknowledgemasterswithinOMNI
Explana8onofImprovement
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JobDescrip8onshavebeenwrijentodocumenttheexpecta8onsforeachmanagerandtechnicalobrole
Customerissuedataarenowfedtotheappropriatedepartmentforresolu8on
ProductissueandenhancementdataarenowforwardedtoProductDevelopmentforconsidera8on
infuturereleases
ManagementnowhasinsightintoEngineeringServicesworklevelsandissues
Accomplishments-1
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GoalsestablishedfordifferentserviceperformancelevelsandEngineeringServicespersonnelareworking
towardsmee8ngthosegoalsTrainingevalua8ondataareusedtodriveimprovementsintrainingmaterialsanddelivery
Complaintdataarenowreviewedandanalyzedtodetermineserviceimprovements
Accomplishments-2
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EstablishandplananEngineeringServicesdepartmentalbudget
EvaluateEngineeringServicesobdescrip8onsEstablishatrainingprogramtobringstaffknowledgeuptorequiredproficiencylevels
NextSteps
BOTTOMLINE
CMMI-SVCcanbeveryeffec8veinhelpinganorganiza8ontorapidlyachieveimprovement