integrated continuous improvements ecosystem
TRANSCRIPT
1 © Nokia Networks 2015
Integrated Continuous Improvement Ecosystem
<Public>
for QuEST Forum Best Practice Conference presentations
Duncan Zhang, Quality Manager
Amy Yue, Quality Manager
14th-Apr-2015
2 © Nokia Networks 2015
Key facts about Nokia Networks
Public
11.254,600no.1 no. 3
120
Ranking, macro
base station
vendor
competitive
assessment
Global market
share in mobile
radio
Employees
globally
Our net sales
in 2014
bn
€
100+
Telecoms
experience
in years
Countries
we operate in
162
Total public LTE
references
no.2
Global market
share in telecom
services
according to Dell’Oro, 3Q2014according to ABI Research, 2014
3 © Nokia Networks 2015
Organization Quality Objective
RL-DHD1Program
Recovery
High quality product/service delivery
Improved Customer Satisfaction
Fewer Process Disruptions in Customer
Networks
Organization
StrategyCustomer
Expectation
Public
Customer First – Execution Excellence – I Own Quality
4 © Nokia Networks 2015
Challenges
RL-DHD1Program
Recovery
Integrated
Tighter level of collaboration among the various improvement activities within organization
Target Driven
Clear and specific targets for improvements need further definition
Closed Loop
Enhance systematic mechanism for improvements follow up in multiple system releases and functional area teams
Continuous Improvement Methodology
Public
5 © Nokia Networks 2015
Method
CIF - An Integrated Continuous Improvements Ecosystem
• Incorporate and manage improvement initiatives from
multiple improvement activities
• Quality boost with a strategic target
• Systematic Closed Loop management
Continuous Improvement Framework (CIF)
Engagement from Customer and Organization
Align with Customer expectation
Align with organization business strategy
Public
6 © Nokia Networks 2015
Integrated Continuous Improvement Ecosystem
Customer
Issue
Analysis
Joint Quality
Review
Lessons
Learned
Continuous Improvement Framework
Quality
Left Shift
Functional
Team
Improvement
Six Sigma
Projects
Integrated
Target Driven
Closed Loop
Public
7 © Nokia Networks 2015
Integrated Continuous Improvement Ecosystem
Integrated•Centralized improvement strategy planning, progress tracking
and results measuring
• Horizontal deployment
Target Driven•Customer expectation and organization strategy
• Measurable, ensure correct direction towards objectives
Closed Loop•Systematic way of action tracking cross releases and teams
• Fast feedback to current development
• Feed forward to future development
Public
8 © Nokia Networks 2015
• Lessons Learned
• Quality Left Shift
• Joint Quality Review
Key Elements in Integrated Continuous Improvement
Ecosystem
9 © Nokia Networks 2015
Before Ecosystem Introduced, Improvement Activities
Like This…
10 © Nokia Networks 2015
After Ecosystem Introduced, Improvement Activities
Become This…
11 © Nokia Networks 2015
Lessons Learned
Horizontal Deployment
Sideways expansion in the product
Applying across the products
Learning laterally in the organization
Closed Loop
Compare
Update
Check
Retrospective
Release N Lessons Learned
Release N+1 Lessons Learned
Release N+2 Lessons Learned
Integrated
Target Driven
Closed Loop
Cores of
Ecosystem
Public
12 © Nokia Networks 2015
Quality Left Shift Model
Identify Improvement Actions:Action Plan
Monitor Action Status:Burn-down chart
Establish QLS[1] Objective:Early Faults Finding, Shorter Fix Cycle Time
Fe
ed
bac
kM
on
ito
r
Refl
ec
tIm
pa
ct
Develop Metrics:Status vs. Objective Measurements
Integrated
Target Driven
Closed Loop
Cores of
Ecosystem
Note [1]: Quality Left ShiftPublic
13 © Nokia Networks 2015
Joint Quality Review
Public
Voice of
Customer
Nokia R&D
Feedback
Analysis
Implement
Validate Action
Plan
Measure
IntegratedTarget
Driven
Closed
Loop
Cores of
Ecosystem
14 © Nokia Networks 2015
There is no shortcut to excellence. We make solid
progress by execution to achieve Quality priorities –
Customer Benefits, Organization Efficiency.
15 © Nokia Networks 2015
• New Customer Report Defects
have been reduced by 80%
Customer Benefits
Release A Release B Release C
Customer Reported Defects
• Customer issue response cycle
has been reduced by 40%
Release A Release B Release C
Customer Issue Response Time
Public
16 © Nokia Networks 2015
• More than 400 improvement
actions and 13 improvement
projects have been identified and
executed since 2013 Q3
• Product Defect Density
Reduction by 60%.
• CoPQ reduction
Organization Efficiency
10% cost saving of
yearly R&D expense
Release A Release B Release C
Defect DensityComplete Improvements
Quality Left Shift
Program RCA/Lessons Learned
Joint QualityReview
Six Sigma Projects
Public
17 © Nokia Networks 2015
Takeaways
• Open bi-directional Customer
Dialog
• Target driven improvement
• Integration and synergy of
improvement activities within the
organization
• Systematic closed loop follow up
Public
18 © Nokia Networks 2015
Contact Information
Duncan Zhang, Quality Manager
Amy Yue, Quality Manager
Nokia Networks
Public
19
Thank you!
