Definition isnâ€™t done wellâ€¦.. What youâ€™ll see: Staff resists using the guidance in the standard processes that have been defined Mother of all process manualsâ€ sits on the real (or virtual!) shelf Lots of time being spent getting process waivers Extreme amount of tailoring requested by each project.
What youâ€™ll see: Lots of staff changes in the Engineering Process Group or equivalent Lack of visible senior management support for process improvement activities The things that are chosen for improvement are not aligned with business priorities False starts and rocky implementations of improvement efforts.
What youâ€™ll see: Lots of user change requests before/soon after the product is released Arguments among the technical staff as to what the user â€œreallyâ€ wants Released product doesnâ€™t meet user expectations.
What youâ€™ll see: Disagreement among technical staff as to the â€œdone-nessâ€ of different components Product under test doesnâ€™t meet requirements/design expectations Defects that could have been caught early escape into later life cycle phases due to that Increase in integration/test time.
What you’ll see: Subsystems don’t operate together Increased integration/test time Building test harnesses/procedures/etc late in the project Integration environment is inadequate to support the integration activities.
What youâ€™ll see: Less than optimal solution is â€œsettled onâ€ Products that donâ€™t meet technical performance requirements and/or user needs Increased testing/rework to resolve design/architecture issues Customer is surprised at the solution that resulted from their requirements
Symptoms:- Sub-optimal Supplier selection not based on the right criteria Integration of supplier products into product baseline is problematic Management and technical staff do not have insight into supplier activities Supplier issues are not covered in a timely manner Supplier products are accepted even when they dont meet the product…
July 7, 2009
What youâ€™ll see: Measurements unknowingly used inappropriately/ out of context Management by perception/judgment vs. by fact Measurement presentations being used to confuse rather than enlighten Useless measures being collected
What youâ€™ll see: No assurance is available that quality standards are followed or achieved Poor quality work products being produced Ineffective processes that staff avoid using No accountability for not following process or meeting standards Significant project issues are not escalated for management attention.
What youâ€™ll seeâ€¦ Poor estimates that lead to cost and schedule overruns. Unable to discover deviations from undocumented plans. Resources arenâ€™t available / applied when needed. Unable to meet commitments. Why Should You Care? Becauseâ€¦ Customers donâ€™t trust suppliers who waste their resources — loss of future business. No lessons…
May 18, 2009
Rajendra's LinkedIn Profile
Rajendra is a qualified and certified Lead Appraiser and Instructor for the following :
Rajendra is Lead Assessor for ISO 9001 (QMS), ISO 14001 (EMS), OHSAS 18001 (OHSMS) since 1994
International Automotive Task Force (IATF) approved Lead Assessor for Automotive Standard TS 16949:2009
Lead Assessor for ISO 27001 (ISMS) and ISO 20000-1 (ITSM)
Rajendra has 25 years experience in the industry.