Using The CMMI-SVC To Transform An Organization Into A High-Functioning, Customer-Driven Profit Center

Using
the CMMI-‐SVC to Transform an

Organiza8on into a High-‐Func8oning,
Customer-‐Driven Profit Center
Henry Schneider/PPQC
Dan Stoller/OMNI
2010 SEPG
Savannah, Georgia
Agenda
  Background
  OMNI Overview
  Issues with Delivering Engineering Services
  ISO 9000 Limita8ons Regarding Services
  How CMMI-‐SVC Applied
  Results
®2009 ***Proprietary*** All Rights Reserved -‐ Process and Product Quality Consul>ng, LLC 2
Background
Many companies begin with a great idea for a product
Case in Point – OMNI Flow Computers
Issues with Delivering Engineering Services
Organiza8on Structure
Each group has a different Job Descrip>ons wriEen based on

customer focus, but must work what someone was currently
Engineering performing in their assigned job
together to provide a value-‐ Services role(s), not on the expecta>ons for
added customer experience
the job role
Return Material
Customer Support Field Services Training
AuthorizaCon
Provide product
Provide product
Provide help desk Provide product warranty,
troubleshooCng
services training services replacement,
services
repair services
Engineering Services Strengths
  Great customer service

  Strong technical
background and exper8se
  Field Services Technicians
duplicate customer’s
problems in-‐house before
going on-‐site
  Students are tested to
determine what they have
learned during a product
training class
Engineering Services Issues
  Engineering Services evolved
without an overall strategy
  Issues with capturing and tracking
customer inquiries
  Mul8ple databases and systems in
use
  Lack of formal training for Field
Services technicians
  Returned items diagnosed, repaired,
and returned to the customer,
some8mes taking months
ISO Limita8ons
ISO 9000 Limita8ons Regarding Services
  Per ISO 9000:2008 (clause 7.2.1(a))

  Service items are called “post-‐delivery acCviCes”
  ISO limita8ons
  Post-‐delivery acCviCes should be treated as any other product
requirement and be included in new product development
  Does not work when Services ARE the product
  Standard does not provide guidance for providing Services
  Hence the need for another model, standard, or
guideline for delivering Services
CMMI-‐SVC to the Rescue!
How CMMI-‐SVC Helped
  OMNI’s primary focus is on

obtaining and maintaining
cer8fica8ons for the world-‐wide
standards necessary for their
industry
  Did recognize the need for guidance
for delivering Engineering Services, but
not interested in being appraised
How CMMI-‐SVC Helped
  Many of the Specific Prac8ces

in the Maturity Level 2 and 3
Process Areas provided the
needed guidance, but not the
whole model
  Service Delivery, Incident
ResoluCon and PrevenCon, Service
ConCnuity, and Strategic Service
Management
Service Delivery
  Provided necessary guidance for Engineering Services

to document its exis8ng service offerings, ensuring
that each group was prepared to deliver the defined
service offerings, and delivering the services
  SP 1.2 Establish and maintain the service agreement
  SP 2.1 Establish and maintain the approach to be used for
service delivery and service system operaCons
  SP 3.1 Receive and process service requests in accordance with
service agreements
  SP 3.3 Maintain the service system to ensure the conCnuaCon
of service delivery
Incident Resolu8on and Preven8on
  Provided necessary guidance for iden8fying,

documen8ng, tracking, repor8ng, and resolving
customer complaints, issues, and other service
interrup8ons
  SP 2.1 IdenCfy incidents and record informaCon about them
  SP 2.2 Analyze incident data to determine the best course of
acCon
  SP 2.5 Monitor the status of incidents to closure and escalate if
necessary
  SP 2.6 Communicate the status of incidents
Service Con8nuity
  Provided the necessary guidance to focus the

Engineering Services Department Manager to iden8fy
and priori8ze the essen8al func8ons and necessary
resources
  SP 1.1 IdenCfy and prioriCze the essenCal funcCons that must
be performed to ensure service conCnuity.
  SP 1.2 IdenCfy and prioriCze the essenCal resources required
to ensure service conCnuity
Strategic Service Management
  Provided the necessary focus for establishing

Engineering Services’ strategic needs and plans for
standard services
  SP 1.2 Establish and maintain plans for standard services
  SP 2.2 Establish and maintain descripCons of the organizaCon’s
defined standard services
An Example Improvement
Former Inquiry Process
Proposed Inquiry Process
Results and Next Steps
Preliminary Results -‐ 1
# of Inquiries Issued
160
140
120
100
80
60
40
20
0
Number of new inquiries per month remains fairly constant

200
180
160
140
120
100
80 # Open
60 # Closed
40
20
0
Inquiries are being closed at a faster rate

ES Inquiry Average Days Open
250
200
150
100
50
0
Average # of days for an open inquiry has dropped by 57%
Average of All ES Inquiries (Open and Closed)
180
160
140
120
100
80
60
40
20
0
Average number of all inquiries has dropped by 43%

Explana8on of Improvement
  Measurements are being taken, analyzed, and

communicated
  Inquiry process has been improved
  Daily team meeCngs to discuss new and open inquiries
  Close the inquiry when a customer receives an answer/
resoluCon
  Reopen the inquiry if a customer responds with a quesCon or
addiConal informaCon
  Staff has been trained to reduce dependency on key
“knowledge masters” within OMNI
Accomplishments -‐ 1
  Job Descrip8ons have been wrijen to document the

expecta8ons for each manager and technical job role
  Customer issue data are now fed to the appropriate
department for resolu8on
  Product issue and enhancement data are now
forwarded to Product Development for considera8on
in future releases
  Management now has insight into Engineering
Services work levels and issues
Accomplishments -‐ 2
  Goals established for different service performance

levels and Engineering Services personnel are working
towards mee8ng those goals
  Training evalua8on data are used to drive
improvements in training materials and delivery
  Complaint data are now reviewed and analyzed to
determine service improvements
Next Steps
  Establish and plan an Engineering Services

departmental budget
  Evaluate Engineering Services job descrip8ons
  Establish a training program to bring staff knowledge
up to required proficiency levels
BOTTOM LINE
CMMI-‐SVC can be very effec8ve in helping an organiza8on to
rapidly achieve improvement

Using The CMMI-SVC To Transform An Organization Into A High-Functioning, Customer-Driven Profit Center

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Using The CMMI-SVC To Transform An Organization Into A High-Functioning, Customer-Driven Profit Center

Transféré par

Droits d'auteur :

Formats disponibles

Using

the CMMI-‐SVC to Transform an

Each group has a diﬀerent Job Descrip>ons wriEen based on

  Great customer service

  Per ISO 9000:2008 (clause 7.2.1(a))

  OMNI’s primary focus is on

  Many of the Speciﬁc Prac8ces

  Provided necessary guidance for Engineering Services

  Provided necessary guidance for iden8fying,

  Provided the necessary guidance to focus the

  Provided the necessary focus for establishing

Number of new inquiries per month remains fairly constant

Inquiries are being closed at a faster rate

Average number of all inquiries has dropped by 43%

  Measurements are being taken, analyzed, and

  Job Descrip8ons have been wrijen to document the

  Goals established for diﬀerent service performance

  Establish and plan an Engineering Services

Vous aimerez peut-être aussi

Using The CMMI-SVC To Transform An Organization Into A High-Functioning, Customer-Driven Profit Center

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Using The CMMI-SVC To Transform An Organization Into A High-Functioning, Customer-Driven Profit Center

Transféré par

Droits d'auteur :

Formats disponibles

Using

the CMMI-­‐SVC to Transform an

Each group has a diﬀerent Job Descrip>ons wriEen based on

 Great customer service

 Per ISO 9000:2008 (clause 7.2.1(a))

 OMNI’s primary focus is on

 Many of the Speciﬁc Prac8ces

 Provided necessary guidance for Engineering Services

 Provided necessary guidance for iden8fying,

 Provided the necessary guidance to focus the

 Provided the necessary focus for establishing

Number of new inquiries per month remains fairly constant

Inquiries are being closed at a faster rate

Average number of all inquiries has dropped by 43%

 Measurements are being taken, analyzed, and

 Job Descrip8ons have been wrijen to document the

 Goals established for diﬀerent service performance

 Establish and plan an Engineering Services

Vous aimerez peut-être aussi

the CMMI-‐SVC to Transform an

  Great customer service

  Per ISO 9000:2008 (clause 7.2.1(a))

  OMNI’s primary focus is on

  Many of the Speciﬁc Prac8ces

  Provided necessary guidance for Engineering Services

  Provided necessary guidance for iden8fying,

  Provided the necessary guidance to focus the

  Provided the necessary focus for establishing

  Measurements are being taken, analyzed, and

  Job Descrip8ons have been wrijen to document the

  Goals established for diﬀerent service performance

  Establish and plan an Engineering Services