quality gates concept

Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved – For internal use onlytop+ 08/03

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For internal use only

Quality Gates Concept

How to embed quality in projects and processes

Top+Corporate Quality Management

Munich, October 2003


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Quality Gates are the backbone of “Embedded quality in processes / projects” and therefore mandatory for Siemens Quality Management

Quality Gates are the backbone of “Embedded quality in processes / projects” and therefore mandatory for Siemens Quality Management

Preface

• Spirit by management involvement

• Control and support role of quality manager

• Spirit by management involvement

• Control and support role of quality manager

• Customer integration• Broad qualification on

quality issues• Continuous improvement

• Customer integration• Broad qualification on

quality issues• Continuous improvement

• Embedded quality in processes / projects

• Consequent supplier management

• Business-driven quality planning

• Focused quality reporting

• Embedded quality in processes / projects

• Consequent supplier management

• Business-driven quality planning

• Focused quality reporting

Cultural elementsCultural elementsCultural / methodological

elementsCultural / methodological

elementsMethodological

elementsMethodological

elements

Source: Benchmarkingteams, CQM, SMC


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Siemens Quality Gates ConceptSiemens Quality Gates Concept

Content

• Benefits from quality gates

• Characteristics and elements of quality gates concept

• Examples of quality gates implementations

• Implementation


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- Initial situation in complex processes / projects

- Definition and characteristics of quality gates concept

- Must haves of the Quality Gates Concept

- Long term benefits of Q-Gates

- Impact of levers in the automotive industry

- Evaluation of quality gates


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Quality in complex projects and processes is often not professionally managedQuality in complex projects and processes is often not professionally managed

• Cost overruns and missed deadlines

• In part variable/undefined interfaces

• Numerous late/unforeseen changes

• Ramp-up with low quality or less successful products

• Intransparency for involved employees

• Lessons learnt not automatically integrated

• No real integration of suppliers and customers

• No standardized approach to monitor quality in processes / projects

• Undefined content to evaluate at milestones• Inconsistent deadline specification/planning• Lack of cost target transparency at the sub-

assembly and components level• No milestones coordinated and agreed with

all functions• Lack of milestone controlling with a

preventative effect• Unsystematic involvement of internal and

external suppliers• Started development projects are not

stopped in case of low marketability

Typical situation in complex processes and projects … … causes maturity problems

Initial situation in complex processes / projects

Source: CQM, SMC, McKinsey


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By using quality gates in the development process, the "maturity dilemma" can be avoided early on

By using quality gates in the development process, the "maturity dilemma" can be avoided early on

Definition and characteristics of quality gates conceptDefinition:"A set point in time within a process at which the previously agreed performance is measured jointly by the specific supplier and the customer and then evaluated in terms of quality and completeness."

Characteristics

• Regular and standardized evaluation of quality and progress based on concrete criteria and quantitative indicators

• Unification and standards create transparency with respect to requirements, methods, progress and status of the project

• Facilitated process with clear roles and responsibilities

• Integration of suppliers and customers (differentiation between internal and external gates)

• Short feedback loops and tight action controlling• Cross-functional synchronization of all activities in the

relevant areas• Clear escalation and deviation analysis process• Prompt involvement of top management in critical

situationQuality gate 1

Quality gate 2

Quality gate 4

Quality gate 3

Developmentprogress withquality gates


Readinesschecks


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Quality Gates set the highest quality aspiration level for milestone controlling Quality Gates set the highest quality aspiration level for milestone controlling

Must haves of the Quality Gates Concept

Content• All customer requirements

need to be checked one a 100% base and always up to date

• Always concrete metrics behind the check

• Each deviation needs an alternative problem solution

Procedure• Location in the process /

project only where quality critical decision points to be expected

• Thorough preparation with readiness checks

• Gate check with 60 minutes only on quality critical issues

Mindset• Check as early as you

can for good prevention!• Never say "we will solve

all issues" without having checked a proven alternative!

• Concentrate on problems to be solved and not on good news!

• Always address the BU Head as client of a quality gate!

• Better stop than produce more cost of non conformity!

Hence, a few milestones are quality gates and there could be additional onesSource: CQM


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Decision Points, Milestones and Quality Gates can be differentiatedDecision Points, Milestones and Quality Gates can be differentiated

Synchronized definitions1) between CIO and CQM

Point in the process chain, wherequality-driven decision making takesplace, i.e.:

1. All customer requirements(incl. supplier- and critical business issues) have to be checked withconcrete metrics

2. Gaps and root causes have to beanalysed, alternative solutionsproposed and preventative actionsderived

3. Readiness Checks have to beperformed in front of Quality Gates

Decision Points

Milestones

Ruling principles:

Quality Gates can be definedindependently from DecisionPoints and Milestones

Quality Gates contain typicallyseveral Decision Points

Quality Gates and Milestonescan be located simultaneously

MethodologicalAspiration

levelQuality Gates

Point in the processchain, indicating thecompletion of a process phase

Point in the processchain, where decisionmaking takes place

1) Similar definition for Quality Gates like on page 6Source:CIO PM, CQM


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Quality Gates trigger a higher quality awareness in the long runQuality Gates trigger a higher quality awareness in the long run

• Process efficiency improvements and learning by doing

• Effective combination with preventative cycles: lessons learnt as e-learning content

• Issues become transparent and trigger qualityawareness and compliance to predefined standards as common sense

• Quality Gates results will become common language and professional standard with many customers

• Positive side effects for 3rd party reviews,e.g. US-GAAP

Best in class

time

effic

ienc

yLong term benefits of Q-Gates

Source: CQM


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EXAMPLE

Quality gates are typical levers in the automotive industry to optimize risk management…

Quality gates are typical levers in the automotive industry to optimize risk management…

Impact of levers in the automotive industry (1 of 2)

Research/up-stream deve-

lopment SeriesConcept develop-

ment

Product definition

1

34

6789

1112

Securing of concept feasibility

Sequence- and criteria-optimized testing and simulation strategy

Customer integration

Differentiated management of changes

Modification/change management

Shortened tool production and procurement times

Stringent quality gates

Continuous model generation by CAX/PDM (IT system support)

Selection of innovation, safeguarding of technology

Market-oriented concept fit

10 Management of ramp-up curves

2

Supplier selection and management5

Series (Detail) develop-

mentSeries preparation

Source: McKinsey


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EXAMPLE

…and are considered to have the biggest influence on ensuring positive results…and are considered to have the biggest influence on ensuring positive 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

Source: McKinsey

Total 145 225 366 626 320 150 70 110

20

2050

115 205 826 82 (3,240)

Late market launch

Reduced production capacity

Resources used for ramp-up/SOP

Warranty and goodwill costs

Cost of changes

Customer migration

Target production cost exceeded

Target development cost exceeded

90 90 115 155

225 255 150 150

7513590

55 110220165

75 23 52

10 70

126

450

750

300

550

150

100

840378 336

10030


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EXAMPLE

Quality gates gained positive feedback also from operational levelQuality gates gained positive feedback also from operational level

Evaluation of quality gates

0

Source: McKinsey

Thanks to the quality gateprocess ...

Times mentionedAverages of evaluations

23 48

28% 72%

0 2 7 5

0 5 7 2

1 5 6 1

0 2 8 4

0 4 10 0

0 5 10 0

Abso-lutely

disagree

Largely disagree

Largely agree

Abso-lutelyagree

Statements / quotes• "The entire project is now

completely transparent."• "I now have a good under-

standing for the problems which my colleagues have to handle in other areas and I can adjust better to them"

• "The previews are really helpful in making sure every-one has received the same amount of information and keeping everyone up to date"

• "Now nobody can say he didn't know about critical contents anymore!"

• "At the interfaces between the individual organization units, there is now a high degree to transparency regarding responsibilities, problems, activities, etc."

... I have a better view of the overall project workflow

... I'm more familiar with the overall status of the project

... I communicate more often with my internal customers and suppliers

... I have developed a better under-standing for the problems faced by my internal customers and suppliers

... my internal customers and supp-liers understand my difficulties better

... I can work better together with my customers and suppliers

1 12Total


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Content



• Examples

• Implementation


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- Fields of application

- Location of quality gates

- Content at quality gates

- Typical Q-Gate Content as agenda for Q-Gate Meeting

- Timeline and Definition of Readiness Checks

- Timing of Readiness Checks

- Evaluation system: Traffic light rationale

- Traffic light rationale in aircraft industry

- Roles within the quality gates concept


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Quality gates are most applicable for risky, undeterministic processes like development or innovation process

Quality gates are most applicable for risky, undeterministic processes like development or innovation process

Fields of application

Quality gates to be established within Siemens into three core processes:

Product life cycle management:• Development• Innovation

Supply chain management:• Production ramp up• Very complex products

Customer relationship management:• Customer specific solutions• Big customer projects

→ Suitable for hard- and software business

Low Mid High

Mid

Low

Criticality / risk

Degree ofdeterministicprocess

High Develop-ment and innovation

process

Develop-ment and innovation

process Sales,services,

marketing or logistic

processes

Sales,services,

marketing or logistic

processesProduction

or assemblyprocess

Productionor

assemblyprocess

Quality gates very applicableSelective usage of quality gatesLess suitable for quality gates

Source: CQM, SMC


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Location of quality gates depends on business and process specifics Location of quality gates depends on business and process specifics

Location of quality gates

Location of quality gates is due to:

• Existing business processes

• Maturity of selected process steps

• Experiences according to the occurrence of quality and other critical business issues

• Typical process interfaces

• The possibility to create meaningful packages of content

• The kind of process (e.g. earlier and more often in very undeterministic processes like development)

• Expected benefits of the gate

Process

QualityGate 1

QualityGate 2

QualityGate 3

Source: CQM, SMC


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The definition of content requirements at the gates is one of the core tasksThe definition of content requirements at the gates is one of the core tasks

Content at quality gates

Quantitative KPIs

Quality gate content

Quality gate content

Checklists

Qualitative evaluation

Risk management and action evaluation

Customer, supplier and business requirements with concrete metrics

Check of correctness and completeness of manuals, working documents , specifications, testing plans, etc.

Discussion of plausibility, logic structures or comparison of alternatives

Identification and preventive action recommendations concerning risks in processes or marketability of products

Source: CQM, SMC


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Only critical issues on the agenda will be presented to top managementOnly critical issues on the agenda will be presented to top management

Typical Q-Gate Content as agenda for Q-Gate Meeting

Typical agenda

General overview• Scope (incl. Responsibilities & Resources)• Solution, Product or System landscape• Time Schedule• Business Case and Impact /

Stakeholder Meeting Results • Interdependencies

Status Readiness Check• Process Planning Deliverables• Product / Feature Standards

Risk analysis• Stability criteria• Critical Standards− Performance− Safety− Show Stopper

• Resources• 3rd parties

One

hour

decision

meeting

with

top

mgt.Only critical issues

Source: CQM


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Readiness Checks are a necessary „dry-run“ for Q-Gate-Meetings and a key

for smart decision preparation at Q-Gates

Readiness Checks are a necessary „dry-run“ for Q-Gate-Meetings and a key

for smart decision preparation at Q-Gates Timeline and Definition of Readiness Checks

Iterations possible if deadline not yet reached

Communicate,discuss resultsCommunicate,discuss resultsAnalyzeAnalyze CorrectCorrect AnalyzeAnalyze

Start of readiness

check*

Start of readiness

check*Readiness CheckReadiness Check

Q-GateQ-

Gate

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

• is a decision preparation for Q-Gate (decision proposal)

- e.g. “worst-case scenario“ = postponement of the Q-Gate and further milestones

Q-GateMeetingQ-GateMeeting

ReadinessCheck

ReadinessCheck

* Start of Readiness Check must be communicated early, e.g. together with invitation for Q-Gate meetingSource: CQM


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Readiness Checks need same discipline of participants as at Q-GatesReadiness Checks need same discipline of participants as at Q-Gates

Timing of Readiness Checks

Q-GateReadiness Check

22

44

55

66

77

11

33

Time0 week 2 week 4 week-5 week -2 week-6 week

Availability of Release Master Plan

Q-Gate and readiness check invitations sentto participants

Deliverables to be distributed

Q-Gate presentation prepared and reviewed

Presentation sent to participants

Meeting minutes sent to participants

All action items completed and if necessary follow-up meeting planned

11 66

22 77

33

44

55

Source: CQM


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Traffic light rationale should visualize the gate evaluationTraffic light rationale should visualize the gate evaluation

Evaluation system: Traffic light rationale

Consequence

Project management approves action packageImplement action package according to plan

No discussion in quality gate conferenceAdvance the project

Project manager/top manager decides on further steps / escalation

Description of evaluation signal

Sufficient actions exist to close the gap between actual and target status in time

No / little deviation of actual from target status; individual actions not problematic

According to current information, actions cannot rectify the deviation of actual from target status in time

Red

Yellow

Green

With ongoingprojects /

processes the demanded qualitylevel is more and more increasing

With ongoingprojects /

processes the demanded qualitylevel is more and more increasing

Degree oftolerateddeviation

Process / project time

QG QG QG



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EXAMPLE

Traffic light rationale is used in many companiesTraffic light rationale is used in many companies

Traffic light rationale in aircraft industry

Date: 9/27/2001

Evalu- CoordinatedNo. Description ation Indicators Remarks/Complaints Supplier (Signature)2 Full functionality (Function preview)

2.1 Customer requirements,contractual specifications

Number of foreseeable criticalcustomer requirements/spec. items 0 3 Hybrid construction/metal, target

dimensions for A-frame, track widths MT231 MTA13

2.2 Kinematics Number of Flap Tracks withoutfrozen kinematics 0 1 Roller diameter for track 1 still open BRE/ECT MT231

2.3.1 Product interfaces Number of interfaces withoutdescription/sketch 0 36

Front and rear suspension,rear link connection, drive system, down drive, fairing, among other things

BRE/ECT MT231

2.3.2 Number of interfaces withoutperson(s) responsible 0 0 BRE/ECT MT231

2.4 Electromagneticcompatibility Number of missing rules 0 0 MT213 MT231

3 Reliability (Reliability preview)

3.1.1 Specifications Number of missing dimensional specifications 0 42

7 of 9 stress categ. for 6 flap locationsmissing, incl. floor and fearingstresses and types of fault stress

BRE EMD MT222

3.1.2 Number of dimensional criteria not defined 0 9

Metal: 5 criteria; CFRP: 12 criteriaopen including CFRP part edge spacing, box mounting (adhesion?)

BRE EMD MT222

3.2.1 Service life Specification range exists Yes Yes Stress range required for creatingpermissible fatigue stresses BRE EMF MT213

3.2.2 Number of allowable stress valuesmissing 0 0 Alu: forged parts/plate; Titanium: drop

forge normal/high-strength; steelBRE EMF,

MT213 MT222

3.2.3 Number of missing damagetolerance criteria 0 2 3 categories: Failsafe/impact/crack

growthBRE

EMD/FMT222, MT213

3.2.4 Design service goal exists Yes Yes DSG required for fatigue + DT calculation (threshold and interval) BRE EMF MT213

3.3 Corrosion Number of missing rules 0 1 OWB requirements for CFRP MT213 MT231

3.4 Qualification Number of coupon and componenttests not defined 0 Ope

nNecessary tests and testparametersfor CFRP part protection open

BRE EMD/F MT222

Evaluation Criteria Tar-get

Cur. Val.

Flap Tracks Airbus A380 Quality Gate 1 "Definition of Ramp-Up Concept"Project Managers: Mr. Maier - MTA13, Mr. Linder - MTA44, Mr. Bechtle - MT231

Cus-tomer(s)

Internal customer/suppliers

per criterion

Indicatorsformulated based on

end productsEvaluation criteria defined in

concrete terms

Qualitativeevaluation using traffic

light rationale



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Clear roles and responsibilities ease the useClear roles and responsibilities ease the use

Roles within the quality gates concept

RolesRoles

Evaluation master • Prepares and coordinates evaluation process• Handles conflicts and accelerates whole process

Evaluation team • Cross-functional team to evaluate presented data• Decide on quality fulfillment

Process / project team

• Drive process / project• Prepare all required data for the gates• Define and implement concrete actions

Top management • Involved in critical situations (e.g. escalation, no consensus)• Triggers fast decisions at gates

Process owner • Designs the quality gates concept and provides methodological support• Responsible for the continuous improvement of the concept

Source: CQM, SMC


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Content



• Examples

• Implementation


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• Examples

- IBM: Product lifecycle management process

- Example: IBM Server Group emerging business opportunity process

- 3M acceleration process: Quality gates in the development process

- 3M acceleration initiative

- SAP: Solution Development Life Cycle

- SAP: Quality Gates in the SW development process

- Quality assurance in R&D: Development procedure

- Quality Gates within project business at JGC


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An integrated quality gates process for business and product developmentAn integrated quality gates process for business and product development

IBM: Product lifecycle management process

Integrated Product Management Team (IPMT)

Integrated Product Management Team (IPMT)

Manage market segment and assess performance

Develop &optimizemarket

segmentplans

Createmarket

segmentstrategy

Performportfolioanalysis

Define themarket

segment

Under-standthe

market place

LifecycleLaunchQualifyDevelopPlanCon-

cept

Candidate projects• Resources allocation• Project management• Segment performance data

• Project management data• Segment performance data

Marketinformation

Customerfeedback

Market planning

Competitorinformation

Technologytrends

Source: IBM

Productdevelopment

Product Development TeamsProduct Development Teams

Customer buying behaviour

Product objectives

Business strategy

R&D roadmap

Currentproductportfolio

Satisfiedcustomers

Profit


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Defined stage gate process within IBM's business developmentDefined stage gate process within IBM's business development

Example: IBM Server Group emerging business opportunity process

Identify Investigate Incubate Operation

IdentifyIdentify SG1SG1 InvestigateInvestigate SG2SG2 IncubateIncubate SG3SG3 OperateOperate

WhatIdeas for new or existing strategic initiatives; Technology and market opportunity orientations

WhoEBO core team – new opportunityOpportunity Teams – existing area

Prioritize&approve

SGPMT;opp.team

Opportunity scope &strategic plan

OpportunityCore Team

ApproveRejectHold

IPMT;SGPMT& IRB

Execute strategic plan; test options; perform market experiments; deliver milestones; adjust plan based on learning

Opportunity Teams: eServerSoftware design Council/Advanced eBusiness Council; Broadband, etc.

Launch,License,Release

IRBIPMTSGPMT

Transfer to newowner; Concept DCP in process

Owning organization

InitialScreening

New businessideas

(100's - 1000's)

Capture100% Ideas

Evaluate..50%

Plan..40%

.................. Qualify .................. 10-20 ideas 2-8 ideas

Transition to PDTLaunch new Venture

Primary Investment DecisionPoints

MilestonesStage Gate 1

Stage Gate 2 Stage

Gate 3Process Gates

Time

Source: IBM


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Quality gates in the development and ongoing integration of customer needs Quality gates in the development and ongoing integration of customer needs

3M acceleration process: Quality gates in the development process

7 Phases – Breaks new product development into manageable levels of risk & investment

– Demands VOC through each phase of NPI

– Drives critical cross-functional integration

Corporate standard: Phases & Deliverables– Allows consistent management at Business level

– Promotes boundary-less, global behavior

Flexible: Task Process Maps– Businesses/Divisions drive details that support their unique needs

Concept Dev’tFeasibility Post-LaunchIdeas Scale Up Launch1 2 3 4 5 6

At every stage customers' view is

integrated

Source: 3M, CQM, SMC


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Innovation as the key success factor for 3M – gates concept used to increase the number of marketable products

Innovation as the key success factor for 3M – gates concept used to increase the number of marketable products

3M acceleration initiative

NPI Commercialization

Source: 3M

Marketplace Speaks

Fewer / Higher Impact

Programs

Say Yes or No with Data

Candid Market

Assessment

More Market Driven

Opportunities

Concept Dev’tFeasibility2 3 Post-LaunchScale Up4 51 6Ideas Launch

2x New Ideas2x New Ideas 3x Commercialization Throughput Yield

DFSS – Tools & Methods

3x Commercialization Throughput Yield

2X Idea-Generation, 3X Output


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Clear Q-Gates process for the software (solution) development at SAPClear Q-Gates process for the software (solution) development at SAP

SAP: Solution Development Life Cycle

New: Check of Completenessagainst the Checklist

New: REFA2 Check regarding• Total cost of ownership• Customer Situation

Assembly

Owned by Production Unit

New: Verification of productQuality (Spot Checks)

Expectation:

Decreasing Callrateper new customer# of

Cust.

TimeLösung Scenrio

Target Completion Date Rampup

Target # of customers live

Target # of customers delivered

Target Callrate Actuals...

Overal Status Reason

Rampup Manager

mySAP CRM Mobile Sales Sep 01 100 500 2 ...timely feedback tbd

Development Production

------------------

ComponentStandard Checklist

------------------

ComponentStandard Checklist

------------------

ScenarioStandard Checklist

Sign Off Code Freeze Hand OverNAD->IBD

Production End Meeting

DevelopmentEnd Meeting

Hand Over Meeting: Plan

to Development

Release toCustomers

Ramp-UpEnd Meeting

ok ok

Hand Overok

ok

Hand Over

Planning Development and Test Production/Assembly

ProductionRamp-up

n.ok n.ok n.ok n.ok

Feedback and Release byfrom market (Customers/Field)

Controlled Ramp-up of number of customers

Parallel Qualifying of supportingSAP units

Completion of Solution by Field, Service and Development

Solution Development Life Cycle

MainstreamRoll-out1

Owned by Field(Supported by Production )

1 Includes Support and Maintenance 2. REFA = Methodology for Work Design, Organization and Corporate Development

Source: SAP


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Clear Q-Gates process with defined product standardsfor the SW development

Clear Q-Gates process with defined product standardsfor the SW development

SAP: Quality Gates in the SW development process

Source: SAP


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A consequent Quality Gates process for R&DA consequent Quality Gates process for R&D

Quality assurance in R&D: Development procedure

Productplanning

QAEngineering Manufacturing

ProductSupport

○

○

○ ○ ○

○

● ○ ○

● ○○ ●

● ○ ○

○ ●

● ○ ○

○

○

○

● ○ ○ ○

○● ○ ○ ○

Work flow

Planning

Assemble prototype and test the performance

Durability test

New Model Development Plan

Test component prote-type

Sales &Service

Sales & Service material

Pre-production

Mass-production

Market introduction

Productionpreparation

Mass-production

Mass-production preparation

Market release planning

Drawing reviewDevelop-

ment

Mid-term development plan

New model development proposal

Feed back market information

Set up Product Quality Target "E"evaluation

"G"evaluation

"D"evaluation

"C"evaluation

"W"evaluation

Source: Komatsu


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Consequent control by quality gates and combined audits at JGCConsequent control by quality gates and combined audits at JGC

Quality Gates within project business at JGC

Source: JGC

Front End ActivitiesFront End ActivitiesCriticalCritical

MatMat’’ll P. O.P. O.PlotPlotP&IP&I

LoadingLoadingDataData

Project Schedule•Engineering•Procurement•Construction

Cost Control(Check Estimate)

Schedule Control

Quality Control

95%20~30%

Major Equip.Committed

Almost MTOCompleted

Eng. VirtuallyCompleted

ConstFinal Plan

ConstStart

60~70%

Eng. PunchEng. PunchListList

Proc. PunchProc. PunchListList

Const. PunchConst. PunchListList

Engineering Quality ControlEngineering Quality ControlProcurement Quality ControlProcurement Quality Control

Construction Quality ControlConstruction Quality Control

40% 50%

Procedure Home Office Vendor Const. Site

Criticality/Criticality/DifficulityDifficulityAnalysis & RatingAnalysis & Rating

Quality Assurance Assign Q/A ManagerAssign Q/A ManagerProject Q/A ProgramProject Q/A Program

Audits


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Content



• Examples

• Implementation


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• Implementation

- Implementation of quality gates

- Alignment of quality gates

- Implementation roadmap


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A well defined implementation concept fosters a fast launchA well defined implementation concept fosters a fast launch

Implementation of quality gates

Definition of scopeDefinition of

organizational roles and control system

Definition of content and requirements of

gates

Implementation and continuous

improvement

Integration in existing business

processes

• Identification of process scope based on critical business issues- Which core

processes (PLM, CRM, SCM and projects)

- Which process parts- Which level of

process detail• Scheduling / timing of

gates according to business processes

• Consideration of interdependencies

• Content (based on customer needs):- KPIs- Checklists- Scope of qualitative

evaluation- Risk management

processes- Action tracking

• Requirements: - Format and

standardization of reporting

- Level of detail- Used (QM-) methods- External versus internal

• Integration in existing reporting system

• Alignment with project management concept

• Creation of specific IT-applications and integration in IT-landscape

• Clear roles and responsibilities:- Evaluation team- Evaluation master- Quality gates

process owner- Define escalation

process and dedicated Top Management

• Controlling (evaluation) system

• Start of quality gates process

• Developing and monitoring of corrective actions in case of deviations

• Regular evaluation of whole process and its elements

Accompanying trainings for quality gates experts and for all involved employees as well as communication activities boost a successful implementation.

Source: CQM, SMC


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The Quality Gates should base on the existing process structures, reporting systems, quality management tools and project management

The Quality Gates should base on the existing process structures, reporting systems, quality management tools and project management

Alignment of quality gates

Quality Gates concept

Quality Gates concept

CIO Reference Process HouseCIO Reference Process House

Existing reporting systemsExisting reporting systems

Planning and prioritization toolsPlanning and prioritization tools

Project management Project management

Supply Chain Management (SCM)

ReturnDeliverMakeSourcePlan

Customer Relationship Management (CRM)

CareSellUnderstandPlan

Product Lifecycle Management (PLM)

Phase outCommer-cializeRealizeDefineProduct

Portf.-Mgt.Plan

Strategie

MarktKunde

Leadership /Skills

Zielsystem Konsequenz

Komplexitäts-reduktion

Modularisierung / Standardisierung

Vereinfachung der Kernprozesse und deren

Zusammenwirken

Source: CQM, SMC, CIO, TS


Stand: 16.09.2004 15:29 – 0301mrp2.ppt 38

Training of a small central rollout team is a typical approach to triggerimplementation within business units

Training of a small central rollout team is a typical approach to triggerimplementation within business units

Implementation roadmap

2 we.

2 we.

6 we.

Source: CQM

Further Rollout

MonthMonth 22MonthMonth 11 MonthMonth 44MonthMonth 33 MonthMonth 66MonthMonth 55

Rollout / Check in Business Units

• Analysis of critical business issues

• Timing and Content requirements of selected Q-Gates

• Integration in existing reportingprocedures

Coaching Workshops for Business Unit teams

ActivitiesActivities

Definition of scope, Staffing of centralRollout / Task force team (3 FTE)

quality gates concept

Documents