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Quality Gates Concept PDF
Quality Gates Concept PDF
Quality Gates Concept PDF
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 1
Quality
Quality Gates
Gates are
are the
the backbone
backbone of
of “Embedded
“Embedded quality
quality in
in processes
processes // projects”
projects”
and
and therefore
therefore mandatory
mandatory for
for Siemens
Siemens Quality
Quality Management
Management
Preface
Content
• Implementation
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 3
• Benefits from quality gates
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 4
Quality
Quality in
in complex
complex projects
projects and
and processes
processes is
is often
often not
not professionally
professionally managed
managed
Initial situation in complex processes / projects
Characteristics
Content
• All customer requirements Mindset
need to be checked one a • Check as early as you
100% base and always up to can for good prevention!
date
• Always concrete metrics • Never say "we will solve
behind the check all issues" without
• Each deviation needs an having checked a proven
alternative problem solution alternative!
• Concentrate on
problems to be solved
Procedure and not on good news!
• Location in the process /
• Always address the
project only where quality
BU Head as client of a
critical decision points to be
quality gate!
expected
• Thorough preparation with • Better stop than
readiness checks produce more cost of
• Gate check with 60 minutes non conformity!
only on quality critical issues
Hence, a few milestones are quality gates and there could be additional ones
Source: CQM top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 7
Decision
Decision Points,
Points, Milestones
Milestones and
and Quality
Quality Gates
Gates can
can be
be differentiated
differentiated
Ruling principles:
Methodological
Quality Gates can be defined
Aspiration Quality Gates
independently from Decision level
Points and Milestones Point in the process chain, where
quality-driven decision making takes
Quality Gates contain typically place, i.e.:
several Decision Points
1. All customer requirements
Quality Gates and Milestones (incl. supplier- and critical business
can be located simultaneously Milestones issues) have to be checked with
concrete metrics
Point in the process
chain, indicating the 2. Gaps and root causes have to be
Decision Points completion of a analysed, alternative solutions
process phase proposed and preventative actions
Point in the process derived
chain, where decision
making takes place 3. Readiness Checks have to be
performed in front of Quality Gates
by doing
Source: CQM
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 9
EXAMPLE
Quality
Quality gates
gates are
are typical
typical levers
levers in
in the
the automotive
automotive industry
industry to
to optimize
optimize risk
risk
management…
management…
Impact of levers in the automotive industry (1 of 2)
Research/up-
stream deve- Concept Series (Detail)
Product
lopment develop- develop- Series preparation Series
definition
ment ment
Selection of innovation,
1 safeguarding of technology
2 Market-oriented concept fit
Securing of
3 concept feasibility
4 Sequence- and criteria-optimized testing and simulation strategy
6 Customer integration
8 Modification/change management
…and
…and are
are considered
considered to
to have
have the
the biggest
biggest influence
influence on
on ensuring
ensuring positive
positive results
results
Impact of levers in the automotive industry (2 of 2)
Profit contribution in Euro millions of maturity at SOP
1 2 3 4 5 6 7 8 9 10 11 12 Total
Total 145 225 366 626 320 150 70 110 115 205 826 82 (3,240)
top+ 08/03
Source: McKinsey Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 11
EXAMPLE
Quality
Quality gates
gates gained
gained positive
positive feedback
feedback also
also from
from operational
operational level
level
Evaluation of quality gates
Content
• Examples
• Implementation
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 13
• Characteristics and elements of quality
gates concept
- Fields of application
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 14
Quality
Quality gates
gates are
are most
most applicable
applicable for
for risky,
risky, undeterministic
undeterministic processes
processes like
like
development
development oror innovation
innovation process
process
Fields of application
Process
Quality gate
content
Quantitative KPIs Customer, supplier and business requirements with concrete metrics
Risk management
Identification and preventive action recommendations concerning risks in
and action
processes or marketability of products
evaluation
General overview
• Scope (incl. Responsibilities & Resources)
• Solution, Product or System landscape
• Time Schedule
• Business Case and Impact / One
Stakeholder Meeting Results
• Interdependencies hour
Source: CQM
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 18
Readiness
Readiness Checks
Checks are
are aa necessary
necessary „dry-run“
„dry-run“ for
for Q-Gate-Meetings
Q-Gate-Meetings and
and aa key
key
for
for smart
smart decision
decision preparation
preparation at
at Q-Gates
Q-Gates
Timeline and Definition of Readiness Checks
Iterations possible if deadline not yet reached
Communicate,
Analyze Correct Analyze
discuss results
Start of
Start of Q-
Q-
readiness
readiness Readiness Check Gate
Gate
check*
check*
7-10 days
Readiness Check...
• is an obligatory process before Q-Gate
• evaluates and rates readiness by checking needed documents and work packages for:
- formal completeness and quality of content
• serves to increase degree of readiness:
- give feedback and give a chance for improvement before Q-Gate
• is driven by receiver in Q-Gate Readiness Q-Gate
• is a decision preparation for Q-Gate (decision proposal) Check Meeting
- e.g. “worst-case scenario“ = postponement of the Q-Gate and further milestones
* Start of Readiness Check must be communicated early, e.g. together with invitation for Q-Gate meeting top+ 08/03
Source: CQM Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 19
Readiness
Readiness Checks
Checks need
need same
same discipline
discipline of
of participants
participants as
as at
at Q-Gates
Q-Gates
Timing of Readiness Checks
Readiness Q-Gate
Check
7
6
5
4
3
2
1
Time
-6 week -5 week -2 week 0 week 2 week 4 week
2 Q-Gate and readiness check invitations sent 7 All action items completed and if
to participants necessary follow-up meeting
planned
3 Deliverables to be distributed
4 Q-Gate presentation prepared and reviewed
5 Presentation sent to participants
Source: CQM
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 20
Traffic
Traffic light
light rationale
rationale should
should visualize
visualize the
the gate
gate evaluation
evaluation
According to current information, actions cannot rectify Project manager/top manager decides on
Red
the deviation of actual from target status in time further steps / escalation
Sufficient actions exist to close the gap between actual Project management approves action package
Yellow
and target status in time Implement action package according to plan
Green No / little deviation of actual from target status; No discussion in quality gate conference
individual actions not problematic Advance the project
Degree of
tolerated With ongoing
deviation
projects /
processes the
demanded quality
level is more and
more increasing
Process /
project time
QG QG QG
Traffic
Traffic light
light rationale
rationale is
is used
used in
in many
many companies
companies
concrete
2.4 terms
Electromagnetic
compatibility
Number of missing rules 0 0 MT213 MT231
Qualitative
3.2.2
Number of allowable stress values
missing
0 0
Alu: forged parts/plate; Titanium: drop BRE EMF,
forge normal/high-strength; steel MT213
MT222
evaluation
3.2.3
using traffic Number of missing damage
0 2
3 categories: Failsafe/impact/crack BRE MT222,
tolerance criteria growth EMD/F MT213
light rationale DSG required for fatigue + DT
3.2.4 Design service goal exists Yes Yes BRE EMF MT213
calculation (threshold and interval)
3.3 Corrosion Number of missing rules 0 1 OWB requirements for CFRP MT213 MT231
Number of coupon and component Ope Necessary tests and testparameters BRE
3.4 Qualification 0 MT222
tests not defined n for CFRP part protection open EMD/F
Roles
Content
• Examples
• Implementation
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 24
• Examples
- 3M acceleration initiative
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 25
An
An integrated
integrated quality
quality gates
gates process
process for
for business
business and
and product
product development
development
IBM: Product lifecycle management process
Integrated Product
Integrated Product
Management Team (IPMT)
Management Team (IPMT)
9 9 9 9
Market
information
• Project management data
• Segment performance data
Customer
feedback
Under- Develop &
Create
stand Define the Perform optimize
Competitor market Manage market segment Market
the market portfolio market
information segment and assess performance planning
market segment analysis segment
strategy
place plans
Technology
trends
Current
• Resources allocation
product
portfolio Candidate projects • Project management
• Segment performance data
Satisfied
Customer buying behaviour customers
Product objectives Con- Life Product
Plan Develop Qualify Launch
cept cycle development
Business strategy
Product
Product Development
Development Teams
Teams
Source: IBM
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 26
Defined
Defined stage
stage gate
gate process
process within
within IBM's
IBM's business
business development
development
Example: IBM Server Group emerging business opportunity process
New business
ideas
(100's - 1000's)
Milestones
Initial Stage Stage
Stage Process Gates
Screening Gate 1 Gate 2
Gate 3
Time
Identify
Identify SG1
SG1 Investigate SG2
Investigate SG2 Incubate
Incubate SG3
SG3 Operate
Operate
Ideas for new or existing strategic Prioritize Opportunity Approve Execute strategic plan; test options; Launch, Transfer to new
What initiatives; Technology and market & scope & Reject perform market experiments; deliver License, owner; Concept
opportunity orientations approve strategic plan Hold milestones; adjust plan based on Release DCP in process
learning
EBO core team – new opportunity SGPMT; Opportunity IPMT; Opportunity Teams: eServer IRB Owning
Who Opportunity Teams – existing area opp. Core Team SGPMT Software design Council/Advanced IPMT organization
team & IRB eBusiness Council; Broadband, etc. SGPMT
Source: IBM
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 27
Quality
Quality gates
gates in
in the
the development
development and
and ongoing
ongoing integration
integration of
of customer
customer needs
needs
Post-
Ideas 1 Concept 2 Feasibility 3 Dev’t 4 Scale Up 5 Launch 6 Launch
NPI Commercialization
Post-
Ideas 1 Concept 2 Feasibility 3 Dev’t 4 Scale Up 5 Launch 6
Launch
2X Idea-Generation, 3X Output
Source: 3M
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 29
Clear
Clear Q-Gates
Q-Gates process
process for
for the
the software
software (solution)
(solution) development
development at
at SAP
SAP
SAP: Solution Development Life Cycle
Development Production
--
Completion Target # of Target # of
-- --
Checklist New: REFA2 Check regarding Lösung Scenrio
Date
Rampup
customers
live
customers
delivered
Target
Callrate Actuals...
Overal
Status Reason
Rampup
Manager
-- -- --
timely
mySAP CRM Mobile Sales Sep 01 100 500 2 ... feedback tbd
Cost Control
Major Equip. Almost MTO Eng. Virtually
(Check Estimate) Committed Completed Completed
Criticality/Difficulity
Criticality/Difficulity
Quality Control Analysis & Rating
Engineering Quality Control
Procurement Quality Control
Construction Quality Control
Content
• Examples
• Implementation
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 34
• Implementation
- Implementation roadmap
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 35
AA well
well defined
defined implementation
implementation concept
concept fosters
fosters aa fast
fast launch
launch
Implementation of quality gates
• Identification of • Clear roles and • Content (based on • Integration in • Start of quality gates
process scope based responsibilities: customer needs): existing reporting process
on critical business - Evaluation team - KPIs system • Developing and
issues • Alignment with monitoring of
- Evaluation master - Checklists
- Which core project management corrective actions in
processes (PLM,
- Quality gates - Scope of qualitative concept case of deviations
process owner evaluation
CRM, SCM and • Creation of specific • Regular evaluation
projects) - Define escalation - Risk management IT-applications and of whole process
process and processes
- Which process parts integration in IT- and its elements
dedicated Top - Action tracking
- Which level of landscape
Management
process detail • Requirements:
• Controlling
• Scheduling / timing of (evaluation) system
- Format and
gates according to standardization of
business processes reporting
• Consideration of - Level of detail
interdependencies - Used (QM-) methods
- External versus internal
Accompanying trainings for quality gates experts and for all involved employees as well as communication
activities boost a successful implementation.
Source: CQM, SMC top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 36
The
The Quality
Quality Gates
Gates should
should base
base on
on the
the existing
existing process
process structures,
structures, reporting
reporting
systems,
systems, quality
quality management
management tools
tools and
and project
project management
management
Alignment of quality gates
Quality
Gates concept
Project management Existing reporting systems
Leadership /
Strategie
Skills
Modularisierung /
Standardisierung
Markt Komplexitäts-
Kunde reduktion
Vereinfachung der
Kernprozesse und deren
Zusammenwirken
Zielsystem Konsequenz
Further Rollout
Source: CQM
top+ 08/03
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use only Stand: 16.09.2004 15:29 – 0301mrp2.ppt 38