This document provides information about a 5-day training course on Statistical Process Control (SPC), Measurement System Analysis (MSA), and continuous process improvement techniques. The course objectives are to teach participants how to interpret process data, reduce variability, and improve manufacturing processes using SPC and MSA tools. Upon completing the course, participants will be able to develop control plans, implement SPC in their workplaces, and evaluate and improve processes. The target audience includes engineers, production supervisors, technicians, and quality specialists.
Hamilton Sundstrand implemented a Process Certification program based on Six Sigma to reduce variability and control processes. Key aspects included:
1) Defining critical product characteristics and milestones for certification.
2) Developing standard work procedures and classifications to identify and select important product characteristics consistently.
3) Establishing systems like a database to track key product characteristics, collect statistical data, and report on progress.
This document provides an executive brief on IT Governance based on CMMI from Techserv. It discusses that CMMI is a process improvement approach that provides organizations with effective processes to improve performance. It integrates functions and provides guidance for quality processes and appraising current processes. Implementing CMMI can result in improvements in areas like cost, schedule, productivity and quality. The brief then outlines Techserv's approach to CMMI implementation which includes steps like proposal, gap analysis, project planning and execution, training, and appraisal preparation.
Process Certification Implementation Presentationmdmilward
Ìý
The document summarizes Hamilton Sundstrand's implementation strategy for process certification (Six Sigma) at their Windsor Locks, Connecticut facility. Key aspects included establishing a process certification council and steering committees to oversee the effort. Standard work, procedures, systems and infrastructure were developed to support data collection, analysis and reporting. Training programs were implemented to develop black belts and green belts across internal operations and supplier sites. The results were reported as reductions in cost of poor quality, variation and improvements in customer satisfaction scores and certification levels.
Second of a two-part article published in Pharmaceutical Technology magazine in January 2006.
Part 2 describes protocol development and implementation (including advice and lessons learned), preparation of turnover packages, and the evaluation and management of deviations.
Overview of CMMI and Software Process ImprovementNelson Piedra
Ìý
This document summarizes a presentation on software process improvement using CMMI and the IDEAL model. It discusses the key aspects of CMMI including maturity levels and process areas. It also outlines considerations for transitioning to CMMI level 2, including changes required from managers and practitioners. Finally, it shares experiences from initiating corporate-wide process improvements using the IDEAL framework.
This document discusses using technical performance measures (TPMs) to inform earned value performance management. It begins by outlining the components needed for an effective performance measurement baseline, including the work breakdown structure (WBS), integrated master schedule (IMS), measures of effectiveness, measures of performance, and TPMs. It emphasizes that TPMs, which measure technical design progress and compliance, are critical for reducing risk and increasing the probability of program success. The document provides guidance on developing TPMs by first defining measures of effectiveness, measures of performance, and key performance parameters, and then tracing these to the WBS and IMS. It stresses that TPMs should be defined in units meaningful to decision makers and connected to assessing the
This paper was written while employed at IBM where I was a part of an SPC implementation team tasked with rolling out a new in house created SPC system called ETSS (Enhanced Tool Support System). It shows the basic methods, workflow and results of one of 4 projects I led during the implementation.
This paper was presented at several internal conferences and at an ASMC conference in Cambridge, MA
systems based on
lowest TRL of
subsystems + TRL
The document discusses technology readiness assessments and how to mitigate risks from immature technologies. It explains that assessments evaluate a technology's maturity level and what is required to advance it for a project. Assessments should be done early and repeated to develop technology plans and evaluate readiness for design reviews. The process involves assigning technology readiness levels to components, subsystems and systems based on the lowest maturity and integration challenges.
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
CMMI High Maturity Best Practices HMBP 2010: Deploying High Maturity Practice...QAI
Ìý
The document discusses deploying high maturity practices globally. It addresses the challenges of global deployment as well as the essential elements needed for robust deployment based on experience. The presentation covers challenges to high maturity, the intent of high maturity practices, foundational elements for success, and deploying high maturity practices globally. It emphasizes training, roles, and developing high maturity capability across locations.
The methodology involves four iterative stages: 1) Inception to scope KPIs, processes, and approach. 2) Planning categorizes processes and develops execution plans. 3) Design and implementation. 4) Rollout and control. The planning stage assesses process outsourcing, IT systems, quality, sequence, and reengineering to categorize stages and develop execution plans. The methodology aims to incrementally improve KPIs and processes across the organization through iterative stages.
Software measures and the capability maturity model 1992, john h. baumert (...Ngoc Han Truong
Ìý
This technical report discusses software measures and indicators that can be used to assess an organization's process maturity based on the Capability Maturity Model (CMM). It provides overviews of indicators for each key process area at the Repeatable, Defined, Managed, and Optimizing maturity levels. The indicators focus on progress, effort, cost, quality, stability, computer resource utilization, and training.
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, varying work practices, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This improves situational awareness, reduces waste, and leads to more accurate schedules compared to traditional methods.
The document summarizes a presentation given in Phoenix, Arizona from February 26 to March 1, 2012 about improving Department of Energy project performance using the Department of Defense Integrated Master Plan. It discusses the five principles of successful project management, past performance issues at DOE, and how the Integrated Master Plan approach outlines milestones, accomplishments, and criteria to measure progress towards completion. The Integrated Master Plan provides a structured way to define what success looks like, how to achieve it, and how to measure progress through the project lifecycle.
This document provides a Project Quality Plan (PQP) for the development of a computer software project for a military training organization. The PQP outlines the quality objectives, planning, deliverables, organization roles and responsibilities, quality system, standards, and control activities that will be implemented to ensure the project meets requirements. Key elements include following a waterfall software development process, assigning roles and responsibilities to the project manager and team members, conducting reviews and testing, and producing deliverables such as requirements, design documents, the software, and a user manual.
This document discusses software engineering processes and process improvement. It describes a generic process framework with activities like communication, planning, modeling, construction, and deployment. It also discusses umbrella activities like management, quality assurance, and configuration management. The document explains that the CMMI defines capability maturity levels and that processes should be assessed against basic criteria. It introduces the Personal Software Process and Team Software Process approaches.
The document describes an upcoming workshop on maintenance auditing. The workshop will discuss best practices and benchmarks for conducting effective maintenance audits. It will cover how to plan, prepare, and conduct audits as well as develop audit reports and recommendations for improvement. The goal is to help participants evaluate their maintenance programs and identify areas for increased effectiveness, reliability, and cost savings.
NG BB 53 Process Control [Compatibility Mode]Leanleaders.org
Ìý
This document provides an overview of process control concepts and tools. It discusses an 8-step process for process improvement that includes control. Control plans are important to ensure improved processes remain stable. Measurement systems should be analyzed and process capability recalculated during control. Cultural issues can impact control and force field analysis can identify drivers and restraints. Standard operating procedures, control charts, and mistake proofing are discussed as control mechanisms.
The document summarizes the UltraMAX testing project which aims to test a new weight loss supplement for women. It discusses two proposed plans by the project manager to remedy delays in the project schedule and ensure completion within the deadline. Plan A involves increasing individual work capacities to 140% and overtime hours, while Plan B pairs team members for certain tasks to complete them more quickly at a lower cost increase. Both plans aim to keep the project on track to finish by September 1st as originally planned.
CMMI High Maturity Best Practices HMBP 2010: Demystifying High Maturity Imple...QAI
Ìý
Demystifying High Maturity Implementation Using Statistical Tools & Techniques
-Sreenivasa M. Gangadhara
Ajay Simha
Archana V. Kumar
(Honewell Technology Solutions Lab)
.
presented at
1st International Colloquium on CMMI High Maturity Best Practices held on May 21, 2010, organized by QAI
1. The document outlines a training calendar for a Green Belt project aimed at reducing material costs for a customer by minimizing import costs while preventing stock outs.
2. Key tools to be used include SIPOC, fishbone diagram, Pareto chart, histogram, control charts, FMEA, and P-MAP to analyze costs, identify critical variables, locate areas for improvement, and form a control plan.
3. Participants will apply concepts from the interactive training sessions to an actual project from their organization, with the goal of saving $82k in material costs over one year.
This document discusses the development and validation of an Earned Value Management (EVM) system at the Jet Propulsion Laboratory (JPL). It outlines the key components of developing the EVM system, including establishing the architecture, implementing the necessary tools and processes, and providing education and training. It also describes validating the system through progress assistance visits and a formal validation review. The document shares lessons learned around implementing an effective EVM system.
The document outlines a quality management integration plan for a project to design a SharePoint 2010 data document library website for the 4th Brigade, 3rd Infantry Division. It discusses selecting the Capability Maturity Model Integration as the quality system, analyzing quality dimensions using David Garvin's eight dimensions of quality, and using a combination of Lean Six Sigma and Design for Six Sigma as the quality process improvement tools and techniques. Weekly progress reports and testing will be used to monitor quality.
Recent College of Performance Management Webinar on using Technical Performance to inform Earned Value Management. Six steps to building a credible Performance Measurement Baseline to connect the dots between all the elements of the program
Safe, Reliable, Available, High‒Integrity, and Fault Tolerant Embedded Softwa...Glen Alleman
Ìý
An overview of developing embedded software systems used for safety critical applications in a variety of domains ‒ from autos, to process control, to flight systems, to medical devices, fire, safety, and security systems.
Advanced Embedded Systems Development, ECEN 5013
University of Colorado, Boulder
We all want to support the accomplishment of safe and trouble-free products and processes. Failure Mode and Effects Analysis has the potential to be a powerful reliability tool to reduce product design and manufacturing risk in a cost effective manner. With shorter product development times, tighter budgets and intense global competition, Design for Reliability tools such as FMEA must be applied correctly. Yet in practice, FMEA does not always achieve the expected results. Why is it that some companies have outstanding success in their FMEA application and others do not? What is the difference between well done and poorly done FMEAs? What are the essential elements of an effective FMEA process? These questions and more are answered in these three new short courses on FMEA.
This document describes a case study of implementing Agile Scrum methodology in a large telecommunications project at Tech Mahindra Limited. It outlines problems with the previous waterfall model approach, such as difficulty managing changing requirements and testing. The paper then details how adopting Scrum improved software testing through practices like early tester involvement, daily standup meetings, frequent iterations, and time-boxing requirements. Test management was made easier and test coverage, defect rates, and customer satisfaction all increased compared to the previous approach. Overall, Agile Scrum allowed for more adaptive and collaborative software development and testing in the face of changing requirements.
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
CMMI High Maturity Best Practices HMBP 2010: Deploying High Maturity Practice...QAI
Ìý
The document discusses deploying high maturity practices globally. It addresses the challenges of global deployment as well as the essential elements needed for robust deployment based on experience. The presentation covers challenges to high maturity, the intent of high maturity practices, foundational elements for success, and deploying high maturity practices globally. It emphasizes training, roles, and developing high maturity capability across locations.
The methodology involves four iterative stages: 1) Inception to scope KPIs, processes, and approach. 2) Planning categorizes processes and develops execution plans. 3) Design and implementation. 4) Rollout and control. The planning stage assesses process outsourcing, IT systems, quality, sequence, and reengineering to categorize stages and develop execution plans. The methodology aims to incrementally improve KPIs and processes across the organization through iterative stages.
Software measures and the capability maturity model 1992, john h. baumert (...Ngoc Han Truong
Ìý
This technical report discusses software measures and indicators that can be used to assess an organization's process maturity based on the Capability Maturity Model (CMM). It provides overviews of indicators for each key process area at the Repeatable, Defined, Managed, and Optimizing maturity levels. The indicators focus on progress, effort, cost, quality, stability, computer resource utilization, and training.
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, varying work practices, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This improves situational awareness, reduces waste, and leads to more accurate schedules compared to traditional methods.
The document summarizes a presentation given in Phoenix, Arizona from February 26 to March 1, 2012 about improving Department of Energy project performance using the Department of Defense Integrated Master Plan. It discusses the five principles of successful project management, past performance issues at DOE, and how the Integrated Master Plan approach outlines milestones, accomplishments, and criteria to measure progress towards completion. The Integrated Master Plan provides a structured way to define what success looks like, how to achieve it, and how to measure progress through the project lifecycle.
This document provides a Project Quality Plan (PQP) for the development of a computer software project for a military training organization. The PQP outlines the quality objectives, planning, deliverables, organization roles and responsibilities, quality system, standards, and control activities that will be implemented to ensure the project meets requirements. Key elements include following a waterfall software development process, assigning roles and responsibilities to the project manager and team members, conducting reviews and testing, and producing deliverables such as requirements, design documents, the software, and a user manual.
This document discusses software engineering processes and process improvement. It describes a generic process framework with activities like communication, planning, modeling, construction, and deployment. It also discusses umbrella activities like management, quality assurance, and configuration management. The document explains that the CMMI defines capability maturity levels and that processes should be assessed against basic criteria. It introduces the Personal Software Process and Team Software Process approaches.
The document describes an upcoming workshop on maintenance auditing. The workshop will discuss best practices and benchmarks for conducting effective maintenance audits. It will cover how to plan, prepare, and conduct audits as well as develop audit reports and recommendations for improvement. The goal is to help participants evaluate their maintenance programs and identify areas for increased effectiveness, reliability, and cost savings.
NG BB 53 Process Control [Compatibility Mode]Leanleaders.org
Ìý
This document provides an overview of process control concepts and tools. It discusses an 8-step process for process improvement that includes control. Control plans are important to ensure improved processes remain stable. Measurement systems should be analyzed and process capability recalculated during control. Cultural issues can impact control and force field analysis can identify drivers and restraints. Standard operating procedures, control charts, and mistake proofing are discussed as control mechanisms.
The document summarizes the UltraMAX testing project which aims to test a new weight loss supplement for women. It discusses two proposed plans by the project manager to remedy delays in the project schedule and ensure completion within the deadline. Plan A involves increasing individual work capacities to 140% and overtime hours, while Plan B pairs team members for certain tasks to complete them more quickly at a lower cost increase. Both plans aim to keep the project on track to finish by September 1st as originally planned.
CMMI High Maturity Best Practices HMBP 2010: Demystifying High Maturity Imple...QAI
Ìý
Demystifying High Maturity Implementation Using Statistical Tools & Techniques
-Sreenivasa M. Gangadhara
Ajay Simha
Archana V. Kumar
(Honewell Technology Solutions Lab)
.
presented at
1st International Colloquium on CMMI High Maturity Best Practices held on May 21, 2010, organized by QAI
1. The document outlines a training calendar for a Green Belt project aimed at reducing material costs for a customer by minimizing import costs while preventing stock outs.
2. Key tools to be used include SIPOC, fishbone diagram, Pareto chart, histogram, control charts, FMEA, and P-MAP to analyze costs, identify critical variables, locate areas for improvement, and form a control plan.
3. Participants will apply concepts from the interactive training sessions to an actual project from their organization, with the goal of saving $82k in material costs over one year.
This document discusses the development and validation of an Earned Value Management (EVM) system at the Jet Propulsion Laboratory (JPL). It outlines the key components of developing the EVM system, including establishing the architecture, implementing the necessary tools and processes, and providing education and training. It also describes validating the system through progress assistance visits and a formal validation review. The document shares lessons learned around implementing an effective EVM system.
The document outlines a quality management integration plan for a project to design a SharePoint 2010 data document library website for the 4th Brigade, 3rd Infantry Division. It discusses selecting the Capability Maturity Model Integration as the quality system, analyzing quality dimensions using David Garvin's eight dimensions of quality, and using a combination of Lean Six Sigma and Design for Six Sigma as the quality process improvement tools and techniques. Weekly progress reports and testing will be used to monitor quality.
Recent College of Performance Management Webinar on using Technical Performance to inform Earned Value Management. Six steps to building a credible Performance Measurement Baseline to connect the dots between all the elements of the program
Safe, Reliable, Available, High‒Integrity, and Fault Tolerant Embedded Softwa...Glen Alleman
Ìý
An overview of developing embedded software systems used for safety critical applications in a variety of domains ‒ from autos, to process control, to flight systems, to medical devices, fire, safety, and security systems.
Advanced Embedded Systems Development, ECEN 5013
University of Colorado, Boulder
We all want to support the accomplishment of safe and trouble-free products and processes. Failure Mode and Effects Analysis has the potential to be a powerful reliability tool to reduce product design and manufacturing risk in a cost effective manner. With shorter product development times, tighter budgets and intense global competition, Design for Reliability tools such as FMEA must be applied correctly. Yet in practice, FMEA does not always achieve the expected results. Why is it that some companies have outstanding success in their FMEA application and others do not? What is the difference between well done and poorly done FMEAs? What are the essential elements of an effective FMEA process? These questions and more are answered in these three new short courses on FMEA.
This document describes a case study of implementing Agile Scrum methodology in a large telecommunications project at Tech Mahindra Limited. It outlines problems with the previous waterfall model approach, such as difficulty managing changing requirements and testing. The paper then details how adopting Scrum improved software testing through practices like early tester involvement, daily standup meetings, frequent iterations, and time-boxing requirements. Test management was made easier and test coverage, defect rates, and customer satisfaction all increased compared to the previous approach. Overall, Agile Scrum allowed for more adaptive and collaborative software development and testing in the face of changing requirements.
Muneer Khan has over 23 years of experience in Qatar's major oil and gas industry, working for Qatar Petroleum since 1992. He has extensive experience managing inspection database systems and implementing risk-based inspection programs. As team leader, he was responsible for managing the implementation of inspection management systems and providing post-implementation support. He has strong skills in systems analysis, design, development, training, and maintenance and has worked independently as a support analyst.
The document discusses concurrent engineering and its implementation in rapid prototyping. It defines concurrent engineering as a strategy that replaces traditional sequential product development with parallel tasks and early consideration of all aspects of product development. The document outlines the need for concurrent engineering to rapidly adapt to changing markets and environments. It then discusses schemes for concurrent engineering, the concurrent engineering approach, differences from traditional processes, roles of rapid prototyping in allowing multiple iterations and verification, and advantages like reduced costs and cycle times.
This document describes the development of a quality control system for Tucksin Engineering Sdn. Bhd. A group of 5 students created INTIMaP 1.0, a quality measurement system using Microsoft Excel. The system measures quality across 5 areas - design process, efficiency, compliance, key performance, and fabrication process. It generates data, analyzes errors and areas for improvement, and tracks changes over time. The document outlines the system's objectives and measurements. Example analysis using project size data is shown to demonstrate the system.
1) The document describes a design for improving the preventative maintenance program at Amgen to increase efficiency and effectiveness.
2) Key aspects of the new design include removing redundant or unnecessary tasks, optimizing task frequencies, adding new tasks based on failure history, and training operators to perform some tasks to reduce maintenance costs and downtime.
3) For the improvements to be sustainable, the updated preventative maintenance program needs to be fully implemented and continuous improvement processes established.
Enterprise Project Management and the US Armed Forces - EPC GroupEPC Group
Ìý
A branch of the U.S. Armed Forces implemented an Enterprise Project Management (EPM) solution to standardize project management practices and optimize resource allocation. EPC Group assisted with a phased approach including an initial assessment, recommendations, and actual implementation. The assessment identified challenges around inconsistency and a lack of visibility. The implementation improved consistency, visibility, and resource utilization. It allowed for better project prioritization and monitoring. The client realized benefits like more efficient resource use and improved reporting that aligned with their goals.
Mousumi Debnath is seeking career opportunities in software testing or quality assurance with over 4 years of experience. She currently works as a Software Engineer at Brady Company India Private Ltd, where she has gained experience in manual testing, test planning, regression testing, and Agile methodologies. She has strong skills in functional testing, quality assurance, SQL, Java, and automation tools like Selenium. She has received several awards for her work on projects like the BBPS cost savings portal and QuoteIt quoting tool. Mousumi holds a BSc in Information Technology and diploma in Electronics and Communication.
This document presents a case study on optimizing manufacturing test times for printed circuit boards using the DMAIC (Define, Measure, Analyze, Improve, Control) process at a Cisco manufacturing facility. The optimization project reduced advance flying probe test times by over 50% without compromising product quality. Statistical analysis over 6 months confirmed the time savings. The test time optimization provided a significant return on investment. The case study demonstrates how DMAIC can be effectively used for manufacturing process improvement.
PetroSync - Pre-Commissioning, Commissioning and Start-UpPetroSync
Ìý
Successful commissioning new or starting-up revised equipment and systems requires meticulous planning, organizing and controlling. Careful methodical, detailed planning – early – is the key to the success of any commissioning.
Amit Athalye is a testing and quality management professional with over 10 years of experience in roles such as test management, product development, quality audits, and project management. He has expertise in investment banking and building automation domains and certifications in ISTQB, Scrum Master, and PMP. The document provides details on his technical skills, work experience consulting for Siemens and other companies, and education background.
Automation Project Management and Operating Model 4: Moving the AOM to a Stea...DianaGray10
Ìý
In this session, we will discuss the six key processes of an Automation Operating Model (AOM) and moving that AOM to a steady state before scaling—including best practices.
Topics Covered:
• Fostering a Steady-state and scaling the AOM
• Best Practices in Scaling
• Solving Common Challenges
Target audience: This series is geared more towards a solution architect, CoE, Practice leads, business analysts, and organizational leadership.
Speaker:
Chris Bolin, Senior Intelligent Automation Architect @ Anika Systems and UiPath MVP.
This session was streamed live on August 27 , 2024, 17:00 PM EDT.
Check out our upcoming events at: community.uipath.com
Contact us at: community@uipath.com
Greg has expertise for over 20 years in the areas of applied data analysis techniques, instructional design, training and development.Root Cause and Corrective Action (RCCA) Workshop
This document discusses implementing technical performance measures (TPM) on projects. It begins by outlining several learning objectives related to understanding the role and requirements of TPM. It then discusses that TPM are needed in addition to earned value measures, which only measure cost and schedule, to also measure technical progress. The document provides examples of how TPM can be defined and measured for work breakdown structure elements and used to track and reduce risk over time. It emphasizes that integrating TPM with cost and schedule measures provides program management with the necessary performance information to deliver projects on time, on budget, and meeting technical requirements.
In this technique, test cases are developed using the use cases of the system. A use case encompass the various actors and their interactions with the system. Use cases cover the complete transactions from start to finish. These test cases depict the actual use of software by the end user.
1. The document discusses developing a supply chain roadmap for a company by assessing current performance metrics and maturity of processes.
2. Key supply chain metrics like cost, service, efficiency and process metrics are analyzed along with maturity of strategic, operational, and execution processes.
3. Gaps identified through metric performance and process assessment are addressed through initiatives which are prioritized in a roadmap to improve the supply chain over time.
Deepak R has over 7 years of experience in software testing, test automation, quality assurance, and agile methodologies. He is proficient in test automation tools like QTP and frameworks like Scrum. As a Test Lead, he developed a hybrid test automation framework that reduced manual testing efforts by an average of 74%. He has experience leading teams, mentoring junior staff, and ensuring compliance with standards like ISO 9001 and 27001. Deepak is seeking a role utilizing his expertise in testing, quality assurance, and agile processes.
Flexibility in Software Development Methodologies: Needs and BenefitsCognizant
Ìý
Companies can benefit from introducing flexibility into their software development methodologies, including incorporation of the Waterfall and Scrum models in different software modules of the same project and utilizing geographically distributed teams.
IRJET- Development Operations for Continuous DeliveryIRJET Journal
Ìý
This document discusses development operations (DevOps) and continuous delivery practices. It describes how various automation tools like Git, Gerrit, Jenkins, and SonarQube are used together in a DevOps pipeline. Code is committed to a version control system and reviewed. It is then built, tested, and analyzed for quality using these tools. Machine learning algorithms are used to classify build logs and determine if builds succeeded or failed. This helps automate the testing process. Static code analysis with SonarQube also helps maintain code quality. The document demonstrates how such automation practices in DevOps can save time and reduce errors compared to manual processes.
IRJET- Development Operations for Continuous DeliveryIRJET Journal
Ìý
Spc and msa brochure
1. Statistical Process Control (SPC), Measurement System Analysis
(MSA) and Continuous Process Control techniques but they learn
Improvement Course
how and why they work
1. Background 3. Outcome
Everything You Need to Know About Statistical Competency in SPC, MSA and Continuous
Process Control (SPC), Measurement System Improvement Tools. Participants will be able to
Analysis (MSA) and Continuous Improvement in 5 draw up a Control Plan for their processes and will
Intensive Days. be able to implement SPC in the workplace.
Participants will be able to evaluate and improve
Statistical Process Control is a technical tool that their processes.
provides users with the ability to study, control
and improve processes of all types. It is central to
the concept of profound knowledge taught by the
late Drs. W. Edwards Deming and Walter
Shewhart.
MSA is a prerequisite for the implementation of
SPC. If you do not improve your manufacturing
processes continuously you stand the risk of losing
your market share.
4. Target Group
ï‚· Engineers
ï‚· Production Supervisors /Foremen
ï‚· Technicians
ï‚· Metallurgists/Chemists
2. Objectives ï‚· Production Managers
ï‚· Quality Specialists
In this seminar you will gain new insight that will
change forever how you interpret data and
improve manufacturing processes. People often 5. Course Outline
make costly mistakes because they misread
information. Yet many shy away from statistical Day 1:
analysis because they do not understand the • What is SPC
language or the mathematics used by statisticians. • The concept of Variability
This seminar cuts through the jargon and shows • Histogram and the Normal Distribution
you how you can use powerful statistical methods • Process Performance Indices
simply and effortlessly. You will learn exactly how • Variable Control Charts
variability can be systematically reduced and Day 2:
experience how process dynamics are reflected in • Attribute Control Charts
Control Charts and Process Capability Analysis. • Pareto Analysis
• Correlation and Regression
Participants not only learn basic Statistical
2. • Control Chart Pattern Analysis
• Process Capability Analysis 6. About the Facilitator
Day 3: Willie Lottering is a Certified Quality and Reliability
• How to Implement SPC Engineer with post graduate degrees in Industrial
• Control Plan Engineering, Quality Engineering and Reliability
• Responsibility Assignments for SPC Engineering from the University of Pretoria . He is
• How to Improve any Type of Process
also a graduate in Mathematical Science with
• Real Time SPC
Mathematical Statistics, Applied Mathematics and
Day4: Mathematics as majors. He has more than 35
• Measurement System Analysis (MSA)
years' experience in the fields of Quality, Reliability
Day 5: Engineering and Continuous Improvement.
• NWA SPC Software
Some of the responsibilities and highlights in his
The above course will be presented over a period career include:
of 1 week (5 working days).
ï‚· Re-industrialisation and implementation
Due to the modular presentation an individual can
of Statistical Process Control (SPC) on the
attend 4 working during a month and attend the
manufacturing processes of the R4
last day with the next course group during the next
Assault Rifle,
month. A competency certificate will only be
ï‚· Implementation of a Failure Reporting
issued after completion of all five (5) days training
and Corrective Action System (FRACAS)
as well as a Project, selected by the company
for the SA Army,
management of the course attendee with inputs
ï‚· Chief Systems Engineer (Reliability) for
from the course presenter, to demonstrate
the development of a new Main Battle
learning during the course. Projects must
Tank for the SA Army,
contribute to process improvement and must have
ï‚· Management of the Reliability Growth
a financial benefit for the company. Three weeks
Program of the Rooikat Armoured
(3) will be allowed for the completion of a Project.
Vehicle,
During the 3 weeks period the presenter of the
ï‚· Management of the Reliability Program of
course will be available for Project consultation
the Pebble Bed Nuclear Reactor (PBMR),
and guidance. Final Projects will be presented to
ï‚· Reliability studies for SASOL in Secunda,
management of companies by course attendees.
ï‚· Reliability studies during the development
Normal consultation fees will apply during the
stages of new Water Pipelines and
Project phase of the course.
Pumping Stations in South Africa and
Botswana,
ï‚· Reliability studies for the Uranium
Enrichment Corporation of South Africa,
ï‚· Spare Part Strategy optimisation for the
Pilatus Aircraft,
ï‚· Implementation of ISO TS 16949 for a
Stainless Steel Plant,
ï‚· Implementation of a Real Time Statistical
Process Control System at a Stainless
Steel Plant using the Wonderware
Intouch SCADA System,
ï‚· Training of more than 2000 people in
industry in aspects such as Statistical
Process Control (SPC), Measurement
System Analyisis (MSA), The Taguchi DOE
3. (Design of Experiments) Principles,
Process Failure Mode and Effect Analysis
(PFMEA), Control Plan and the general
requirements of ISO TS 16949.
ï‚· External Examiner for Post Graduate
Degrees (Honours and Masters) in
Reliability Engineering at the University of
Pretoria.
Willie Lottering has a passion for training,
consulting and mentoring of people from Operator
to Senior Management Level in his specialist areas
with the aim of assisting them to achieve
operational excellence.
7. Contact Information
Cell: 083 225 3733
e-mail: pitechn@mweb.co.za
fax: 0866 719 623