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1 티큐엠에스 1

2 발표목적및차례 목적 - CMMI와 6시그마의연관성이해 - CMMI와 6시그마를연계한프로세스개선방법의이해 차례 - CMMI와 6시그마개념 - CMMI와 6시그마의연관성 - CMMI 와 6 시그마통합전략및프레임워크 - 사례연구 일러두기 본컨퍼런스자료의저작권은 티큐엠에스의소유이므로, 본교육이외의용도로는내용의일부또는전부를무단으로사용하거나복제할수없습니다. 본컨퍼런스에서발표되는일부내용은발표자의경험과지식을근간으로작성됨에따라특정기업에는적절하지않을수있습니다. CMM Integration and CMMI are Service Marks of Carnegie Mellon University. CMM Integration and CMMI are registered in the U.S. Patent & Trademark office. 2

3 발표자소개 이민재 TQMS 대표 , 경력 ( 현 ) TQMS 대표이사 ( 현 ) SEI 공인 CMMI 선임심사원 ( 현 ) SEI 공인 CMMI 강사 ( 현 ) Korea SPIN Conference 운영위원 ( 현 ) 국방기술품질원교수위원 ( 전 ) 투이컨설팅 ITPR 사업부장 ( 전 ) LG CNS 전사프로세스개선리더 학력미국 New York University 석사미국 Rochester Institute of Technology 학사 3

4 품질 ( 品質 ) 이란? 그때그때달라요 관점에따라변함일반적으로고객이나사용자를만족시키는정도를의미 4

5 전통맛집 vs. 패밀리레스토랑 음식맛이깊음 꼭그런것은아니나대체적으로불친절하고위생상태가지저분함 종종유리컵에고춧가루가묻어있거나입술루즈자국이남아있는경우가있음 음식을만드는비법을며느리도모름 매니아층이즐겨찾음 깊지는않으나음식맛좋음 종업원이매우친절하고위생상태가깨끗함 단정한용모의종업원이무릎끓고주문을받음 전국어느체인점을가도음식맛이비슷함 가족단위로즐겨찾았으나최근젊은직장인을중심으로회식도많이하는편임 5

6 Moving Target 오늘 - 우리의고객 - 고객을감동시킨서비스 내일 - 경쟁자의고객 - 고객의기본적인요구사항 만족에대한고객의정의 6

7 매력적품질의창출 고객 / 사용자인식 만족 (Attractive Quality; Exciting Quality) 제품 / 서비스속성 불충분 충분 (Expected Quality; Must-be Quality) (Unitary Quality) 불만족 7

8 프로세스개선의동기 매력적품질의창출을위하여 - 제품상의문제또는결함 - 신규비즈니스창출또는신규수주계약의어려움 - 정부또는시장의요구 COBIT PSP/TSP IDEAL Agile ITIL Lean CMMI 8

9 프로세스개선을위한다양한모델 Governance Organizational infrastructure and readiness (including business practices, engineering practices, Change/improvement practices) Tactical (procedural-both for improvement tasks And for engineering tasks) Enterprise/non-domain specific EFQM Excellence Framework Six Sigma COBIT People CMM Lean SOX ISO9000 ISO12207 Domain specific CMMI Scorecard ITIL SWEBOK GQIM PSM 6S/DMAIC IDEAL ATAM 6S/DFSS RUP TSP Agile ngineering pr rocess group Increasing decision authority of E Increasing decision authority of Engineering process group 자료출처 : Siviy, Jeannine M. et al. CMMI and Six Sigma: Partners in Process Improvement. Addison-Wesley,

10 CMMI Overview : Continuous Representation Category Process Management Project Management Engineering Support Process Areas Organizational Process Focus Organizational Process Definition +IPPD Organizational Training Organizational Process Performance Organizational Innovation and Deployment Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management +IPPD Risk Management Quantitative Project Management Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Causal Analysis and Resolution 10

11 CMMI Overview : Staged Representation Level Focus Process Areas Quality Productivity it 5 Optimizing Continuous Organizational Innovation and Deployment Process Causal Analysis and Resolution Improvement Process 4 Quantitatively Organizational Process Performance measured and Managed Quantitative Project Management controlled 3 Defined Process Requirements Development characterized for Technical Solution the organization Product Integration and is proactive Verification Validation Organizational Process Focus Organizational Process Definition +IPPD Organizational Training Integrated Project Management +IPPD Risk Management Decision Analysis and Resolution 2 Managed Process characterized for projects and is often reactive Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management 1 Initial Process unpredictable and poorly controlled Risk Rework 11

12 CMMI Overview : 성숙단계별특징 조직단위 프로젝트단위 Level 5 혁신 / 변화관리근본원인제거예측력강화사전예방 Level 4 통계적성과관리목표기준선설정 세부목표설정정량적관리발생원인제거 Level 3 표준규정지식자산교육훈련표준 Tailoring Teaming 솔루션 / 의사결정검증 / 확인 Best Practice Level 2 계획관리측정문서화 Level 1 불확실 12 자료출처 : 신광식, 2008 년

time Business Strategy Increase Competitive of

13 Six Sigma Overview : 6 시그마란? Statistical Measurement Methodology 제품과서비스, 공정의적합성을측정하는척도 Philosophy Smarter than Harder Change the way we work Do the right things for the first time Business Strategy Increase Competitive of Business and Cost Impact High Quality, Low Cost Customer Satisfaction 자료출처 : Michael J. Harry 13

14 Six Sigma Overview : 6 시그마 (σ) 의의미 σ(sigma) ) 는데이터의퍼진정도 ( 산포 ) 를측정하는데쓰이는통계적측정단위를표현하는그리스문자임프로세스의 σ가높을수록프로세스의결과물인제품과서비스의품질이높음을의미함 6σ는 1백만개의제품중 3.4개의결함이발견되는수준의상태임 6σ 불만족 % 고객만족 % 불만족 % 백만건당불량발생건수 -6σ -5σ -4σ -3σ -2σ -1σ 0 1σ 2σ 3σ 4σ 5σ 6σ 4σ 5σ 6σ 6,210건 / 백만건 233 건 / 백만건 3.4건 / 백만건 14

15 Six Sigma Overview : DMAIC 6 시그마의 DMAIC(Define-Measure-Analyze-Improve-Control) M A I C l) 은실질적인해결안을운영프로세스에적용하여문제를해결하는과학적인문제해결방법론임 Customer Oriental Organization Process for Six Sigma + Grey 20% 60% 20% Mean off target Statistical Problem ( 통계적문제 ) ANALYZE ( 분석 ) Isolate key variables Statistical Solution ( 통계적해결안 ) Practical Problem ( 실질적문제 ) MEASURE ( 측정 ) IMPROVE ( 개선 ) Practical Solution ( 실질적해결안 ) DEFINE( 정의 ) CONTROL( 관리 ) 15

16 Six Sigma Overview : DFSS DFSS (Designed for Six Sigma) Frameworks - DMAD(O)V : Define-Measure-Analyze-Design-(Optimize)-Validate - DIDOV : Define-Identify-Design-Optimize-Verify - ID(D)OV : Identify-Design-(Develop)-Optimize-Validate - CDOV : Concept-Design-Optimize-Verify [Creveling et al. 03] - 12DOV for technology development : Invent/Innovative-Develop-Optimize-Verify [Creveling et al. 03] - DCCDI : Define-Customer-Concept-Design-Implement C t D i t [Tennant 02] - DMEDI : Define- Measure-Explore-Develop-Implement *CAP(Change Accelerate e e Program) : GE의변화관리프로그램 16

17 Six Sigma Overview : 6 시그마적용 6 시그마개선방법론은한가지만을적용하는것이아니라조직의상황에맞는다양한방법을적용하는것이바람직함 SELECT ( 선정 ) BUSINESS SYSTEM (OR PROCESS) SUSTAIN ( 유지 ) DIDOV IDENTIFY DESIGN ( 설계 ) VERIFY ( 검증 ) Yes DMADV Yes DEFINE NEW MEASURE ANALYZE RE- CONTROL ( 정의 ) PROCESS S ( 측정 ) ( 분석 ) DESIGN ( 관리 ) No No DMAIC IMPROVE ( 개선 ) 17

CMMI 와 6 시그마의강, 약점 Strength Focused on governance mechanisms and structure Focused on process management Focused on change management Measurement system in place Systemic view Weaknesses Absence of

18 CMMI 와 6 시그마의강, 약점 Strength Focused on governance mechanisms and structure Focused on process management Focused on change management Measurement system in place Systemic view Weaknesses Absence of customer focus Absence of practices that address financial results Hard to quantify ROI Define what t but not how Focused on customer needs Focused on financial results Define how to do Methodology based on projects, which facilitates the ROI identification Hard to implement in low maturity level organizations Do not have a Systemic View Demands organizational structure, governance and change management Demands right selection among potential projects 자료출처 : 2007 SEPG Conference, Renato Chaves Vasques & Andressa Covatti 18

19 CMMI 와 6 시그마 (DFSS, DMAIC) 와의연관성 CMMI Process Area DFSS Contribution DMAIC Contribution CMMI Process Area DFSS Contribution DMAIC Contribution CAR RSKM OID TS QPM VAL OPP VER DAR CM - - IPM MA OPD PMC ++ + OPF PP OT - + PPQA PI REQM RD SAM Strong or significant contribution + Moderate contribution - Minimal or no contribution 자료출처 : Siviy, Jeannine M. et al. CMMI and Six Sigma: Partners in Process Improvement. Addison-Wesley,

20 CMMI 와 6 시그마 (DMAIC) 와의연관성 (1/4) Define 단계 DMAIC 프로젝트범위정의, 비즈니스목적과프로세스개선연계 개발프로젝트및개선프로젝트구성 CMMI OPF SG1 : Determine Process Improvement Opportunities OPP SG1 : Establish Performance Baselines and Models OID SG1 : Select Improvements GP2.2 : Plan the Process GP3.1 : Establish a Defined Process GP4.1 : Establish Quantitative Objectives for the Process GP5.1 : Ensure Continuous Process Improvement GP5.2 : Correct Root Cause of Problems OPF SG1 : Determine Process Improvement Opportunities OID SG1 : Select Improvements GP4.1 : Establish Quantitative Objectives for the Process GP5.1 : Ensure Continuous Process Improvement 20

21 CMMI 와 6 시그마 (DMAIC) 와의연관성 (2/4) DMAIC CMMI MA SG1 : Align Measurement and Analysis Activities OPD SG1 : Establish Organizational Process Assets OPP SG1 : Establish Performance Baselines and Models CAR SG2 : Address Causes of Defects QPM SG2 : Statistically Manage Subprocess Performance 필요데이터정의, 레파지토리구성 GP2.8 : Monitor and Control the Process Measure & Analyze 단계 데이터요약및베이스라인수립 GP3.2 : Collect Improvement Information GP4.2 : Stabilize Subprocess Performance GP5.1 : Ensure Continuous Process Improvement GP5.2 : Correct Root Cause of Problems OPD SG1 : Establish Organizational Process Assets OPP SG1 : Establish Performance Baselines and Models GP2.8 : Monitor and Control the Process GP3.2 : Collect Improvement Information 21

: Determine Causes of Defects OID SG2 : Deploy Improvements GP2.

22 CMMI 와 6 시그마 (DMAIC) 와의연관성 (3/4) Measure & Analyze 단계 DMAIC 데이터활용, 프로세스및문제특성화 CMMI MA SG2 : Provide Measurement Results OPP SG1 : Establish Performance Baselines and Models CAR SG1 : Determine Causes of Defects OID SG2 : Deploy Improvements GP2.8 : Monitor and Control the Process GP3.2 : Collect Improvement Information GP5.2 : Correct Root Cause of Problems 22

23 CMMI 와 6 시그마 (DMAIC) 와의연관성 (4/4) Improve & Control 단계 DMAIC 개선기회에대한대안식별통제방법정의및이행 CMMI DAR SG1 : Evaluate Alternatives OID SG1 : Select Improvements OPP SG1 : Establish Performance Baselines and Models GP5.1 : Ensure Continuous Process Improvement MA SG2 : Provide Measurement Results OPP SG1 : Establish Performance Baselines and Models OID SG2 : Deploy Improvements CAR SG2 : Address Causes of Defects QPM SG2 : Statistically Manage Subprocess Performance GP2.8 : Monitor and Control the Process GP4.2 : Stabilize Subprocess Performance GP5.1 : Ensure Continuous Process Improvement GP5.2 : Correct Root Cause of Problems 23

24 CMMI 와 6 시그마활동의연계 CMMI 활동과 6 시그마활동은동일한철학을가지고있어서로의활동을연계하여수행함으로써시너지효과를거둘수있음 회사비전비즈니스목표및이슈 <CMMI> <6 시그마 > 품질및프로세스성과목표수립 Big Y 선정및목표구체화 관리대상하부프로세스선정 Little y 선정 프로젝트성과관리 6σ 테마수행 지속적인프로세스개선 24

25 CMMI 와 6 시그마통합전략 (1/2) Begin Use Prog gressing Institutio onalized Six Sigma Deployme ent Sustain CMMI Progress CMMI Level 1 Level 2 Level 3 Level 4 Level 5 자료출처 : Siviy, Jeannine M. et al. CMMI and Six Sigma: Partners in Process Improvement. Addison-Wesley,

26 CMMI 와 6 시그마통합전략 (2/2) CMMI 상위성숙도레벨까지이행한후, 6 시그마적용 - CMMI를조직차원의 Governance 모델로활용 - CMMI의특정프로세스영역이나프랙티스들을개선하는데에 6시그마방법을사용 - 상위성숙도수준을유지하기위한지속적인프로세스개선활동의도구로써 6시그마를활용 6시그마활동이조직내, 내재화된후에 CMMI 적용 -6시그마를조직차원의 Governance 모델로활용 - 프로세스기반구축을위한참조모델로 CMMI 사용 CMMI 와 6 시그마를처음부터동시에적용 - CMMI와 6시그마를조직차원의 Governance 모델이자전술적도구로활용 - 예로써, CMMI의특정프로세스영역을개선하기위한방법으로 6 시그마를사용하거나, 6 시그마를적용하기위한프로세스영역을도출하기위해 CMMI를사용 성숙단계 3 까지 CMMI 를이행한후에 6 시그마적용 - CMMI 에따라조직차원의프로세스를구축한후에 6 시그마를활용하여 CMMI 상위상숙도레벨달성 26

27 CMMI 와 6 시그마통합프레임워크 Establish capability, models, etc. No issues D Select Business Goal OPP Gather Data M MA C Analyze Data QPM Prioritize Issues Start subprocess selection Business objectives Project performance Data snapshots: 1 st iteration Specifications Measurement quality baseline issues-validity/quality Performance thresholds Process performance of data, variance (performance) Improvement goals Identify Possible Causes (Brainstorm) I CAR Conduct Causal lanalysis A Prioritize Actual Causes Identify Potential Solutions 1 st iteration final goal Goal refinement Develop Action Plan Implement Improvement 27

28 Case Study : LM IS&S 프로세스개선로드맵 Lockheed Martin Integrated System & Solutions - 소프트웨어개발및시스템통합조직 Mission Success 2002 Program Process Standard 1998 Required Development Processes 1995 Engineering Procedures 498 ISO, IEE, EIA J-STD 016 CMMI v1.1 LEAN* Six Sigma SW-CMM v1.1 SE-CMM v1.1 Controls 1989 Software Engineering and dmanagement 1978 Process and Methods 2167 Standards A Models SW-CMM v1.0 * LEAN : Lean Production이란 1991년 J. Womack이도요타생산시스템 (TPS) 을성공모델로제시하면서개념적으로분류하여소개한개념 [Womack et al. 1991] - 아주간결하고최소한의필요한자원만을이용해생산하는시스템

29 Case Study : LM IS&S Benefits CMMI Maturity Level 5 달성이후 Overall Performance Software Productivity Up 52% Software Development Cost Down 23% Defect Find/Fix Cost Down 21% LOC/H our Relative $/ /Defect $/SLO OC Historical CMMI ML5 Historical CMMI ML5 Historical CMMI ML5 29

30 Case Study : 국내 A 사 CMMI Maturity Level 5 추진시, 6 시그마적용을통한 OID(Organizational Innovation and Deployment) 활동수행 ERP DB Size 를경량화하여운영 Performance 를개선하고 Disk 도입비용을절감 주요개선내용 - PP : 주요컴퓨터자원산정기준및데이터보관기준정립 - PPQA : 프로세스및제품평가기준정립 - OID : IT용 6시그마방법론정립 - SLA/SLMS : 성능관련측정지표관리 - DB 재편성프로세스정립 - 유지보수내재화프로세스정립 개선효과 : 16 억 8 천만원 30

31 결론 CMMI 와 6 시그마는성과지향의개선활동에초점을맞추고있음 6시그마의비즈니스적접근방법은 CMMI의성숙단계를달성하기위한개선활동을수행함에있어나타날수있는위험을완화시킬수있음 또한, 6시그마는 CMMI의각성숙단계별로요구되는목적을달성하기위한개선활동및분석을위한방법을제공해줌 6시그마에따른조직의현행성과분석을통해향후성과를예측하고이를통해, 조직이나가야할비전과로드맵의수립이가능함 CMMI 의프로세스들은비즈니스관점에서 6 시그마적용을위한좋은기반을제공함 31

32 발표를마치며 멋진실패에는상을주고평범한성공엔벌을줘라! 최고가되기위한열정을가져라! 년 9 월 14 일, 톰피터스의 상상을경영하라 세미나중에서 - 32

33 Q & A 33

<4D F736F F F696E74202D F434D4D492D36BDC3B1D7B8B65FC7C1B7CEBCBCBDBAC3D6C0FBC8ADB9E6BEC85FC0CCB9CEC0E7>

<4D F736F F F696E74202D F434D4D492D36BDC3B1D7B8B65FC7C1B7CEBCBCBDBAC3D6C0FBC8ADB9E6BEC85FC0CCB9CEC0E7> 2008. 5. 23. 티큐엠에스 1 발표목적및차례 목적 -CMMI 와 6 시그마의연관성이해 -CMMI 와 6 시그마를연계한프로세스개선방법의이해 차례 -CMMI 와 6 시그마개념 -CMMI 와 6 시그마의연관성 -CMMI 와 6 시그마통합전략및프레임워크 - 사례연구 일러두기 본컨퍼런스자료의저작권은 티큐엠에스의소유이므로, 본교육이외의용도로는내용의일부또는전부를무단으로사용하거나복제할수없습니다.