Quality - Methodology

Vertraulich
Quality
Methodolgy
Mnchen, Mai 2003
CQM 05/03
Copyright (C) Siemens AG - Siemens Management Consulting 2003 All Rights Reserved - Confidential Quality_Methodology_e.ppt 1
Quality
Quality
Contents
Page
Introduction 2
top+ Quality: Quality improvement program 4
Aims of top+ Quality 7
6-steps approach 13
Success factors 16
Business-specific implementation in the Group and division 21
Qualification and training 26
6-steps approach 30
Step 1: Define improvement objectives 30
Step 2: Determine main problem areas 34
Step 3: Identify improvement levers 38
Step 4: Define measures 42
Step 5: Implement measures 46
Step 6: Monitor progress 49
Collection of methods regarding the 6 steps 52
Support, contact person 77
Source: Team top +, CQM

CQM 05/03
Quality
Quality
Summary
Quality supports the Siemens businesses in the introduction of a continuous quality

improvement program. The goal is to improve process and product quality* via a systematic
improvement process (6-steps approach) and to shape fundamental success factors
The present guidelines show the relevance of product and process quality as a competitive
factor and their EVA impact
Six Sigma as a recognized improvement method is integrated in the implementation phase
Concrete ideas and tools based on Siemens internal and external experiences are compiled
in a collection of essential methods for improving quality
The guidelines are used for clarifying the procedure on the management level (general
managers and senior management). These managers are also required to implement the
success factors consistently and by way of example
The collection also appeals to responsible function managers, process owners and
improvement project managers. A qualification and training offering from SQT supports
the business-specific implementation
* The term "product" is used in the entire document in accordance with ISO 9000 for hardware, software, and services
CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
Quality:
Quality:
Business-specific
Business-specific implementation
implementation of
of success
success factors
factors and
and clear
clear approach
approach
Overview of top + Quality
Increase customer benefit

Reduce non- conformity costs
Tasks of
general managers: Quality
Increase means
product and
Define objectives process quality
Increasing economic value
6 1
Monitor
progress
Define
improvement
objectives

Measurability
Consistency
Set clear approach Sustained effect
5
Im-
plement
measures Determine
2main
problem
areas
and provides support through

4 3
Define Best practice transfer
Identify
measures
improvement Proven procedures
Guaranteeing the levers
Six Sigma toolkit
success factors Qualification Qualification plans
Management &
attention Transparency training
Source: top + team, CQM

CQM 05/03
Uniform
Uniform definitions
definitions simplify
simplify communication
communication
Definitions
The quality improvement program

(steps 1-6) on the business division Increase The quality initiative Q
product at Siemens is
/sector level is an ongoing task for the and process
business division/sector management quality Initiated by top+
Coordinated in the Groups
6 1
Monitor
progress
Define
improvement
targets
Operatively implemented via
business division/sector
specific quality improvement
Quality improvement projects programs
(steps 4-5) on the process level
5
Implement
measures Determine
are continuously initiated by
management and are typically
completed in a few months
2main
problem
areas
Further improvement projects

4 3
Define
measures Identify
improvement
levers
Qualification
Management &
Other Divisions

CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
Quality
Quality leaders
leaders create
create significantly
significantly more
more value
value than
than the
the industry
industry average
average
Success analysis of quality leaders
Stock excange value

in % (1988=100)
1000 941
National Baldrige
Quality Award 785
800 Winner
600 525
462 Factor
425
400 349 2,5 to 4
192 322
200 248 263
158
Standard&Poors 500
100
companies
1988 1994 1995 1996 1997 1998 1999 2000
Source: Team top + , NIST (National Institute of Standards and Technology - S&P 500 Stock Study)
CQM 05/03
Quality
Quality stands
stands for
for sustained
sustained and
and measurable
measurable improvement
improvement
of
of business
business processes
processes and
and results
results
Aims of top + Quality
Quality
Need for action Aims Results
High
High non-conformity
non-conformity costs
costs and
and Consistent
Consistent use
use of
of product
product and
and
Increased
insufficient
insufficient focus
focus on
on customer
customer benefit
benefit process
process quality
quality as
as levers
levers to
to
economic value
impact
impact negatively
negatively on
on business
business results
results increase
increase EVA
EVA
Frequent
Frequent fire
fire fighting
fighting Introduction
Introduction of
of aa permanent
permanent
replaces
replaces systematic
systematic and
and improvement
improvement system
system under
under the
the
Sustained effect
preventive
preventive action
action responsibility
responsibility of
of senior
senior management
management
(6-steps
(6-steps approach)
approach)
Ambitious
Ambitious business
business objectives
objectives and
and
Methodology
Methodology support
support to
to convert
convert
elaborate
elaborate analyses
analyses are
are not
not followed
followed by
by
business
business objectives
objectives into
into process
process Consistency and
actions
actions
objectives
objectives and
and to
to carry
carry out
out measurability
improvement
improvement projects
projects systematically
systematically
CQM 05/03
Increasing
Increasing product
product and
and process
process quality
quality
has
has aa direct
direct impact
impact on
on main
main EVA
EVA drivers
drivers
How top + Quality impacts on EVA and corporate culture
Quality aims Quality success factors
Z I E L
Process quality:
Continuous increase
in efficiency
Management
Reduction Enthuse
in assets employees attention
Mastering for achieving objectives
processes avoids
non-conformity cost
5 billion
and improves the Management Transparency
cost position Cost by
reduction target
by setting clear objectives
agreement and monitoring progress
Increase Spreading
in EVA corporate
Product quality: culture Qualification
Meet customer requirements Sales Develop
to the letter increase skills and training
in quality methods
Giving the customer
excellent benefits
determines the
Satisfied sustained success Portfolio Reward
optimization success
customers of our business
Levers Levers
Shaping the success factors enhances the corporate culture

CQM 05/03
The
The product
product and
and process
process quality
quality objectives
objectives define
define the
the improvement
improvement approaches:
approaches:
Reduction
Reduction of
of non-conformity
costs and
and increase
increase inin customer
customer benefit
benefit
Overview of quality objectives
Selection of improvement approach
Product Position
Position business
business
& process
quality
regarding
regarding product
product
and
and process
process
quality
quality (actual)
(actual)
Define
6 1 Monitor
progress
Define
improvement
objectives
Reducing the
Objective
Define intended
intended
improvement
improvement
(objective)
(objective)
Process non-
5
Im-
plement quality conformity
measures Determine Bench-
2 main
problem
areas
mark 1) costs
Increasing
customer
Derive
Derive improvement
approach
approach
improvement
4 3Define
measures Identify
improvement
levers
Actual
benefit Reduction
Reduction of
conformity
of non-
non-
conformity costs
Increase
Increase in
in
costs
Qualification customer
customer benefit
benefit
Management
& Benchmark 2)
Product quality
Quality improvement program
1) e.g. target process or best competitor
2) e.g. customer expectation or best competitor
CQM 05/03
Quality
Quality projects
projects show:
show:
Improving
Improving process
process quality
quality results
results in
in significant
significant improvement
improvement potential
potential
Potential NCC 1) reduction of current top + Q projects 2) and projection for Siemens World, in % and
17%
15%
14%
13% 13%
12%
of total costs
10% 10%
9%
6%
5%
3% 3%
Div. Div. Div. Div. Div. Div. Div. Div. Div. Div. Div. Div.
1 2 3 4 5 6 7 8 9 10 11 12
Product Project / system business Service

business business
1) Non-conformity costs
2) All completed top+ Q projects supported by SMC and determination of the total business NCC potential
Source: Team top +
CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
The
The 6-steps
6-steps approach
approach follows
follows the
the system:
system:
Definite
Definite objectives
objectives -- concrete
concrete measures
measures -- clear
clear consequences
consequences
Overview of improvement process
Steps
Steps 1-31-3
Setting
Setting improvement
improvement objectives
objectives for
for
reducing
reducing non-conformity
costs and
and
Product increasing
increasing customer
customer benefit
benefit Definite
& process
Defining
Defining main
main problem
problem areas
areas and
and
quality objectives !
determining
determining improvement
improvement levers
levers by
by senior
senior
management
management
6 1 Monitor
progress
Define
improvement
objectives
Initiating
Initiating improvement
with
with process
process objectives
objectives
projects top-down
top-down
Steps
Steps 4-54-5
5
Im-
plement
Determine
Systematically
Systematically working
working out
out and
and Concrete
measures
2 main
problem
areas
implementing
implementing measures
Support
Support by
(Six
(Six Sigma
measures at
by using
using proven
Sigma toolkit)
at process
process level
proven methods
toolkit)
methods
level
measures !
4 3Define
measures Identify
improvement
levers Step
Step 66
Regular
Regular monitoring
monitoring of
of objectives
objectives Clear
Management
Qualification
&
achievement
achievement by
by senior
senior management
management consequences !
attention Transparency training Drawing
Drawing of
of consequences
consequences

CQM 05/03
Application
Application of
of the
the 6-steps
6-steps approach
approach ensures
ensures that
that demanding
demanding improvement
improvement
objectives
objectives are
are set
set and
and achieved
achieved
Overview of 6-steps approach
NCC* analysis Regular analyses Concrete tools Business Driver

Customer benefit Self- Benchmarking Six Sigma Measures Scorecard
analysis
assessment controlling
Customers -x %
Customers Finance
Con-
Inputs / igma Scorecard
Six S lkit trolling-
tools To o Tool Employees Processes
NCC* Siemens Competitor
6 steps
1 2 3
Define
improvement
objectives
Determine
main
problem areas
Identify
improvement
levers 4 5
Define
measures
Implement
measures
6Monitor
progress
Demanding Prioritized problems Focused Concrete solutions Demonstrable Monitored objective

objectives and causes improvement implementation achievement
projects
Output
Actual
Target Target process
Actual Target
l l l
l

t -1 t Quality problems I II III IV V t -1 t
* Non-conformity costs
CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
Active
Active shaping
shaping of
of success
success factors
factors by
by general
general managers
managers forms
forms the
the basis
basis for
for
successful
successful implementation
implementation of
of the
the 6-steps
6-steps approach
approach
Overview of success factors
Product
Management
Management attention
attention
& process General
General managers
managers and and senior
senior management
management
quality personally
personally drive
drive the
the quality
quality improvement
improvement
process
process forward
forward
6 1 Monitor
progress
Define
improvement
objectives Transparency
Transparency
Suitable
Suitable business
business and
and process
process metrics
metrics ensure
ensure
5
Im-
plement
Determine that
that clear
clear objectives
objectives are
are set
set and
and progress
progress is
is
measures
2 main
problem
areas
monitored
monitored
4 3Define
measures Identify
improvement
levers Qualification
Qualification and
and training
training
Application-oriented
Application-oriented training
training gives
gives management
management
Qualification and
and employees
employees thethe qualifications
qualifications necessary
necessary for
for aa
Management
&
attention Transparency training successful
successful improvement
improvement process
process
CQM 05/03
General
General managers
managers and
and senior
senior management
management personally
personally drive
drive
the
the improvement
improvement process
process forward
forward
Success factor management attention
Measures relating to Management Qualification Examples

attention Transparency & training
General Electric
General managers and senior management
are personal role models of quality by All

All management
management employees
employees
have
have toto complete
complete aa Green
Green Belt
Belt
personally coaching and reviewing the improvement process or
or Black
Black Belt
Belt qualification
qualification
ensuring their own qualifications
Six Sigma leader
establish the quality improvement program by Sollac
nominating those responsible for steps 1-6
agreeing targets with them The
The Chairman
Chairman of of the
the Board
Board personally
personally
chairs
chairs regular
regular meetings
meetings ofof the
the quality
quality
enthuse employees by committee
committee
making the contribution of each individual visible
rewarding success EQA prize winner 1998, 1999
SD EA
invest time in the quality issue by
organizing quality events Senior
Senior management
management carry
carry out
out
holding quality discussions with customers and employees regular
regular workshops
workshops on
on quality
quality
issues
issues
provide necessary ressources

CQM 05/03
Transparency
Transparency ensures
ensures that
that clear
clear objectives
objectives are
are set
set
and
and progress
progress is
is monitored
monitored effectively
effectively
Success factor transparency
Examples
Measures relating to Management Qualification
Honeywell Europe
General managers and senior management
Key
Key figures
figures relevant
relevant to
to quality
quality are
are
establish a business-specific quality measurement system by recorded
recorded inin IT
IT systems
systems atat the
the workplace
workplace
quantifying non-conformity costs and customer benefit
identifying correlating pre-control metrics at process level
EQA finalist 1999
carry out regular quality controlling by ST Microelectronics
monitoring achievement of objectives using the Business
Driver Scorecard
All
All relevant
relevant key
key figures
figures are
are calculated
calculated
documenting progress on measures using degree of and
and checked
checked in in up
up to
to 77 stages
stages
implementation method
generate technical and finincal key figures for tracing the
reduction of non-conformity costs EQA winner 1997
implement preventive mechanisms of a learning organization A&D AS EWA
inform employees by Quality

Quality objectives
objectives are
are deployed
deployed
openly communicating objectives, results and consequences from
from factory
factory manager
manager to to employees
employees
and
and tracked
tracked permanently
permanently
identifying best practices

CQM 05/03
Application-oriented
Application-oriented training
training provides
provides the
the skills
skills necessary
necessary for
for
aa successful
successful improvement
improvement process
process
Success factor qualification and training
Measures relating to Management Qualification Examples

Honeywell Europe
Approx.
Approx. 26,000
26,000 employees
employees are
are trained
trained
General managers and senior management during
during 2.5
2.5 years
years to
to use
use the
the LATCH
LATCH system
system
Manage-
Manage-
LLearn
earn A
Apply
pply TTeach
each Ch
Check
eck
create a qualification plan by ment
ment
Next
Nextlevel
level LLearn
earn A
Apply TTeach
each Ch
Check
keeping employee competency profiles
pply eck
deriving application-oriented training requirement EQA finalist 1999
increase the level of qualification by ST Microelectronics
holding sponsor workshops with senior management Each

Each employee
employee completes
completes aa training
training
regarding the 6-steps approach and success factors course
course on
on aa quality-relevant
quality-relevant issue
issue
qualifiying improvement project managers at
at least
least once
once aa year
year
(e.g. Black Belts, Green Belts)
EQA winner 1997
support application of knowledge by ICM, PG
transferring improvement projects to trained employees have
have implemented
implemented integrated
integrated
demanding the application of methods trained trainings
trainings for
for top+Q
top+Q (inluding
(inluding Six
Six
Sigma)
Sigma) forfor managers,
managers, BlackBlack Belts
Belts
participate in trainings and
and Green
Green Belts
Belts and
and down
down to
to
employee
employee level
level
Source top + team, CQM

CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
The
The active
active participation
participation of
of management
management renders
renders Quality
Quality
business-specific
business-specific
Implementation of the quality improvement program on business level
Discussion Discussions
with general managers with general managers
Interviews Workshops on Develop-

Project Kickoff of
kickoff Analysis of field quality Sponsor
improvement levers
improvement and Review
and customer benefit implemen- by senior
with workshop ment
team Preparation of the Activities for projects tation of managers
sponsor workshop sustainability measures
Steps 1 and 2 Step 3 Steps 4, 5 Step 6

Presentation of Analysis of business Communication of Workshops for develop- Review of Implement- Regular
the business situation (cost structure, the method (6 steps ing solution approaches current activities ation of the reviews
situation and ... ) and success factors) Definition of the Presentation of improvement (e.g. every
the project Analysis of quality Presentation of the improvement projects the improvement projects 3 months,
goals by problems in the field analysis results by and setting in the projects by Training of the partial
general via interviews general managers controlling system sponsors / improvement attendance
managers of top+ Q)
Presentation of the and adjustment of Coaching of general project managers project
Presentation project to senior step 1 managers, sponsors Presentation of managers
of the project managers Implementation of and improvement the sustainability Coaching as
plan
Train core team in step 2 (team work) project managers actions by needed
Team setup using methods Communication of Development of general mangers Preparation of
(names, logo,
Communication the contents of sustainability Agreement the reviews
event, ) steps 4 and 5 mechanisms regarding next
concept
Briefing of general Discussion of next Communication of the steps and dates
Managers for the steps quality improvement

sponsor workshop program
Provision of resources
CQM 05/03
The
The 6-steps
6-steps approach
approach isis integrated
integrated in
in the
the existing
existing business
business processes;
processes;
only
only regulary
regulary execution
execution of
of the
the 6-steps
6-steps approach
approach ensures
ensures sustainability
sustainability
Integration of the 6-steps approach into business processes
Clear consequences Strategic business planning Definite objectives
Definition of
business targets
Customer Finances
Scorecard Scorecard
process Employees Processes
Derivation and verification -x%
-x %
of targets for product and
process quality, e.g. from
benchmarking
Concrete measures
6 1 Monitor
progress
Define
improvement
targets
Siemens
Siemens
Position determination
Competitor
Competitor
5
Implement
measures 6-step Determine
I II III IV V
Control measures
by degree of imple-
mentation system 2 approach main
problem
areas Self-assessments
Optimizing 5
Managed 4
Defined 3
4 3 Define (e.g. CMM) Repeatable 2

Initial 1
Identify
Define
Improvement measures
improvement
Control Measure
activities levers
(Six Sigma, CIP*,
Improve Analyze
Power-Teams)
* Continous Improvement Process (= KVP / Kontinuierlicher Verbesserungsprozess)

CQM 05/03
General
General managers
managers are
are responsible
responsible for
for introducing
introducing and
and establishing
establishing
sustained
sustained quality
quality improvement
improvement programs
programs
Responsibilities and tasks within top + Quality by level
Level Responsibility Tasks
Carrying out a sponsor workshop

Introducing the quality Defining improvement objectives
improvement program Initiating improvement projects
Monitoring progress regularly
Integrating the 6 -steps approach into

Business Establishing a sustained
Managers1) the business system
quality improvement program Active shaping of success factors
Improvement
project
managers 2) Measurable improvement of Implementing concrete projects
product and process quality using approbiate tools
Project teams
1) General Managers and senior managers 2) e.g. Black Belt or Green Belt
(Division or large Subdivision)
CQM 05/03
Quality
Quality projects
projects in
in the
the selected
selected division
division are
are typically
typically used
used for
for
piloting
piloting the
the Group-wide
Group-wide implementation
implementation ofof Quality
Quality
Implementation of top + Q in the Groups
Preliminary talk top+ Quality

top+ Quality Continuous
with Group communication Group-wide
program in the quality improvement
executive event implementation
selected division process
management (Group-wide)
2 months (steps 1-3)
Presentation of the Implementation of the Communication session Implementation of Cyclic execution of

Work quality initiative top + Quality system in with division managers the quality programs the 6-steps approach
contents Selection of the the selected division and Group executive in all divisions synchronous to the
division participating Implementation of management fiscal year
the quality initiative steps 1-3 Presentation of the
Initiation of quality quality program from the
improvement projects 1st division
(start of steps 4-5) Presentation of best
practices
Determination of the
Group-wide
implementation
Respons- top +, CQM, General managers Group executive All general managers All general managers
ible Trainer in selected division management in all divisions in all divisions

CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
Different
Different groups
groups ofof people
people involved
involved in
in the
the Quality
Quality program
program
are
are trained
trained in
in aa task-specific,
task-specific, timely
timely manner
manner
Training structure and real-time accompaniment of the top+Q program
In some cases implementation of top+Q in divisions is supported
by top+ consultants in the form of an implementation project
Manage- Kickoff Kickoff
ment top++ Q Sponsor improvement
briefing workshop projects
program
Q 1 2 3
6
Pre-clarification Define Determine Identify 2nd execution
6-steps top+ Q program improvement main problem improvement 4 5 Monitor of the 6steps
Define Implement progress
approach objectives areas levers
measures measures
Basics for Sponsor

core team training
(1.5 d) (1.5 d)
Basics for Busi-

management ness
(0.5 d) Mgrs*)
Green Belt Black Belt

- project team - (4 x 5 d
(4 d) plus project) Project
managers,
Green Belt project teams
- project manager - (improvement projects)
(3 x 3 d plus project)
Information for empl. Basic knowledge for empl.

incl. Intranet in unit with improv. projects Employees
* General managers, senior managers
(1 - 2 hr. & Intranet) (0.5 - 1 d)
CQM 05/03
Training
Training sessions
sessions focus
focus on
on the
the different
different tasks
tasks of
of the
the involved
involved target
target groups
groups
Tasks of the target groups participating in the top+Q program
Target groups
Management Core team Sponsors

Initiate & control top ++ Q Implement steps 1-3: Driving, enabling, and
Set targets and adjust sub- Interviews, analyses, levers reporting to senior managers
Busi- targets Implement step 6: on improvement projects
ness Prioritize topics Control overall project
Mgrs1) Provide resources
Green Belt (project team) Green Belt (proj. manager) Black Belt
Project Contribute in concrete Manage improvement Manage superior improve-
managers, improvement projects projects in own work field ment projects (steps 3-5)
(steps 4-5) Lead project teams Lead cross-funct. teams
project teams Implement results at own Controlling within DMAIC 2, Controlling within DMAIC 2,
(improvement projects)
workplace reporting to sponsors Reporting to sponsor
Employees (all) Employees in units with

Employees Support top+ Q in daily work
Actively support the individual
project teams
1) General Managers, senior managers

2) Define - Measure - Analyze - Improve - Control (aus Six Sigma)
CQM 05/03
The
The improvement
improvement project
project managers
managers (steps
(steps 4-5)
4-5) are
are trained
trained
to
to become
become Master
Master Black
Black Belts,
Belts, Black
Black Belts
Belts und
und Green
Green Belts
Belts
Belts" and their tasks
Title / designation: Tasks: Training: Typ. number:
Master Black Belt Coaches BB and GB; Black Belt qualification 1 MBB per 20 BB
trains BB and GB; plus coaching skills
sophisticated tool practice
Black Belt Manages superior 4 x 5 days training plus 1 % of all employees

cross-funct. improvement successful improvement
projects (full-time) project
Green Belt Manages improvement 3 x 3 days training plus 3 % of all employees

(project manager) projects in own work successful improvement
environment (part-time) project
Green Belt Works together within the 4 days training 10 % of all employees
(project team) improvement project team
MBB = Master Black Belt

BB = Black Belt
GB = Green Belt
Source: CQM, SQT
CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
In
In Step
Step 1,
1, business-specific
business-specific objectives
objectives for
for reducing
reducing non-conformity
costs
and
and increasing
increasing customer
customer benefit
benefit are
are set
set
Procedure step 1: Define improvement objectives
Input Last years figures (step 6) Last years figures (step 6) Business Driver Scorecard
Analyze non- Analyze customer Set improvement

Step 1
conformity costs benefit objectives
Determine NCC categories Determine customer benefit Set improvement objectives for
Procedure according to own business categories according to own reducing non-conformity costs
Determine actual NCC figures business and increasing customer benefit
from accounting or by Determine status of customer by general managers
quantified estimation benefit from surveys or by Include approbiate key figures
Quantify NCC potential estimation and target values into Business
Quantify potential for Driver Scorecard
customer benefit increase Communication of improvement
objectives to employees
NCC analysis Customer benefit analysis Benchmarking
Tools Benchmarking Benchmarking Interview techniques
Analysis of potential Analysis of potential
Interview techniques Kano model
Cost-structure analysis QFD analysis
(quality function deployment)
NCC ... Non conformity costs

Source: Team top +, CQM CQM 05/03
Non
Non conformity
conformity costs
costs not
not officially
officially accounted
accounted in
in reporting
reporting system
system
must
must be
be systematically
systematically evaluated
evaluated
Results of step 1
Estimation of actual NCC* in workshops Estimation of additional customer benefit in

with management and experienced people workshops with sales and R&D people based on
based on business-specific checklists product / process features effective for the customer
..... .....
Marketing / sales Repair costs
Purchasing / procurement / delivery Maintenance costs
Development (R&D) NCC* Application costs Customer benefit
From Actual Current Achievable
reporting
Construction changes system Personnel costs during costs minimum
(time, tool change) operations

Losses due to late MDT (Mean Down Time)
production ramp-up Environmental costs
...
.....
Unnecessary security margin
(surcharges) Operator training
NCC total (Euros) Additional benefit total (Euros)
Customer benefit = profit
Typ. 2 %
NCC potential Additional benefit
of sales Typ. 12% due to savings
of sales per main process Custo-
mers
sales Custo-
with our mer
costs
product
Currently
non-reducible
NCC
NCC from NCC from NCC potential R&D Purchasing Production Sales / Applica- Mainten - Repair Other
accounting step 1 / NCC total Marketing tion ance costs costs
costs costs
* NCC ... Non-conformity costs
Step
Step 11 produces
produces improvement
objectives for
for reducing
reducing
non-conformity
costs and
and increasing
increasing customer
customer benefit
benefit
Checklist step 1: Define improvement objectives
Checklist Done?
Result
Have quantified improvement objectives for reducing non-conformity costs been set?
Have quantified improvement objectives for increasing customer benefit been set?
Have the improvement objectives been included in the Business Driver Scorecard?
Have the improvement objectives been communicated to employees?
Procedure
Have improvement objectives been derived from a non-conformity costs analysis or from a
customer benefit analysis?
Have business-typical customer benefit and non-conformity cost categories been defined?
Have the level of non-conformity costs and the status of customer benefit been calculated?
Implementation
Were all business-relevant product areas and business processes covered by the improvement
objectives?
Review
Have the improvement objectives been validated using external benchmarks?
Have the improvement objectives been compared with internal areas of potential?
Source: top+ Team, CQM

CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
In
In Step
Step 2,
2, senior
senior managers
managers define
define main
main problem
problem areas
areas to
to be
be tackled
tackled
Procedure step 2: Determine main problem areas
Results of NCC 1) analysis and Established methods of analysis Improvement objectives

Input of Customer benefit analysis Business process model (step 1)
Established methods of analysis
(e.g. business process or CMM assessments,
benchmarking, Q-audits, employee surveys)
Current problems, fire fighting actions
Identify Determine
Step 2 Record problems
causes of problems main problem areas
Senior managers evaluate Categorize problems Discussion of problems

Procedure analyses based on problem (product defects, process errors) by senior managers
Individual in-depth analysis of Locate causes of problem - Problem clustering taking into
problems re. process quality account interface problems
and product quality - Problem evaluation and prioritization
- Definition of problems to be
tackled (main problem areas)
- Determination of problem owners
Tools Process mapping Interview techniques out of senior management
Cost-structure analysis Driver tree analysis
Correlation diagram Cause-effect-diagram (Ishikawa) Decision analysis
Process mapping
Plausibility check
Source: top + Team, CQM
CQM 05/03
To
To determine
determine the
the main
main problem
problem fields,
fields, already
already existing
existing analyses
analyses are
are also
also used
used
in
in step
step 22
Determination of main problem fields (step 2)
Analyses Main problem fields Prioritization 2)
(example) (example)
Within the project Offer process
NCC- 1) Interviews with

analysis senior managers
Product development
process
Detailed individual analyses
Purchasing process
Already existing
Business .
excellence Benchmarking .
self-evaluation
.
Strategic
Quality problems
business
planning
in the field Project settlement
High priority Average priority Low priority
The individual problems are prioritized together with management

2) Regarding potential
Source: Team top + Copyright (C) Siemens AG - Siemens Management Consulting 2003 All Rights Reserved - Confidential
CQM 05/03
Quality_Methodology_e.ppt 36
Step
Step 22 produces
produces the
the current
current main
main problem
problem areas
areas of
of the
the business
business
Checklist step 2: Determine main problem areas
Checklist Done?
Result
Have quality-related main problem areas in the business been determined by senior managers?
Have problem owners for the main problem areas been named by senior managers?
Procedure
Have senior managers evaluated the non-conformity costs and customer benefit analysis by problem
in their area of responsibility?
Have problem identification and analysis tools such as cause/effect diagram been used?
Have problems been clustered, evaluated and prioritized by senior managers?
Have the causes of the problems been determined and assigned to business processes?
Implementation
Were all functions and / or processes included in determining problems?
Were internal and external interfaces taken into account when analyzing the causes?
Review
Were the main problem areas identified compared with results from established methods of analysis
such as benchmarking?

CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
In
In Step
Step 3,
3, senior
senior management
management initiates
initiates improvement
projects for
for the
the main
main
problem
problem areas
areas
Procedue step 3: Identify improvement levers
Main problem areas (step 2) Improvement objectives (step 1) Six Sigma procedure DMAIC 2)
Input Regular analyses Data from reporting
(e.g. benchmarking) "Management by target
agreement" process
Determine Initiate improvement

Step 3 Set targets
improvement levers projects
Problem owner (person Choose suitable process metrics Improvement project managers
Procedure responsible for implementation) for the improvement levers are appointed by persons
drafts suggested solutions - Determine actual figures responsible for implementation
Ideas collected Determine target figures by Make resources available
- Feasibility checks comparing with improvement Precisely define improvement
Discussion of solutions by objectives 1) project
senior managers Include in target agreements Determine customers and
- Evaluation and prioritization of person responsible for boundary conditions
of suggested solutions implementation Determine customer
- Selection of suggested Decide on reporting system requirements (CTQ - critical to
solutions (improvement levers) quality)
Creativity techniques Correlation analysis Project Charter (ref. Six Sigma)
Tools
Decision analysis Plausibility check Project management
Analysis of potential Degree of implementation system
1) Reducing non-conformity costs and increasing customer benefit
2) Define - Measure - Analyze - Improve - Control
In
In the
the Define
Define phase,
phase, the
the improvement
improvement project
project is
is precisely
precisely described
described
and
and improvement
objectives are
are stipulated
stipulated
Procedure step 3: Identify improvement levers - Define
Define Precisely define Who are the customers, what What do the customers expect
improvement project are the boundary conditions? (CTQ - critical to quality)?
Steps of WHAT should be improved: Outline process Define critical quality features
procedure Business relevance, problem Describe interfaces (supplier - (CTQ) from customer standpoint
description, and objectives Siemens - customer) Adjust with given data, e.g.
(savings / costs)
Establish boundary conditions customer satisfaction analysis
Define project scope (what is Classification of the customer
affected, what is not) List known obstacles
requirements (must - should - can)
Name project participants
(sponsor, BB / GB, team)
Create schedule with milestones
Release project charter
Result, Released project charter Process description with input Established quality features and
output (supplier) and output (customer) figures for objectives to be
relationship achieved by the project
Tools Project charter (task sheet) Process mapping Voice of customer

SIPOC KANO model
(customer-supplier analysis)
Source: CQM
CQM 05/03
Step
Step 33 produces
produces improvement
improvement levers
levers to
to degree
degree ofof implementation
implementation 2,
2,
for
for which
which projects
projects are
are initiated
initiated
Checklist step 3: Identify improvement levers
Checklist Done?
Result
Have the problem owners initiated improvement projects for the main problem areas?
Have targets for the improvement projects been agreed with the problem owners?
Have senior managers made the necessary resources available for implementing the improvement
projects?
Procedure
Have suggested solutions (improvement levers) for the main problem areas been discussed, evaluated
and prioritized by senior managers?
Have suggested solutions been drafted using creativity and problem-solving techniques?
Have suitable metrics been chosen for setting targets and measuring progress?
Implementation
Have cross-function and cross-process solution suggestions been considered?
Review
Do the improvement projects fulfil the criteria for DI 2*?
- Problem owner responsible for implementation appointed
- Process metrics chosen and target values set
Have sufficient improvement projects been initiated to achieve the improvement objectives?
* DI 2 = strategies analytically quantified

CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
In
In step
step 4,
4, the
the improvement
improvement project
project team
team members
members draft
draft
concrete
concrete individual
individual measures
measures
Procedure step 4: Define measures
Improvement project (Step 3) Measures controlling tool

Input Available analyses (e.g. benchmarking) of the business unit
CIP projects*
Step 4 Draft content of measures Describe measures Approve measures
Break down improvement Fill out measures sheets Commitment of all responsibles
Procedure projects into individual topics - Describe measures including senior manager
Team members (those responsible - Impact on income responsible for implementation
for measures) draft measures - Impact on key figures Incorporation of measures
for individual topics - Implementation plan into central measures controlling
- Responsibilities
Methods support from (degree of implementation 3)
improvement project manager
(Black Belt, Green Belt)
Process mapping Measures sheet Degree of implementation

Tools Project management FMEA (Failure modes and system
Six Sigma procedure DMAIC effects analysis)
* Continuous improvement process (bottom-up)

CQM 05/03
The
The Six
Six Sigma
Sigma approach
approach DMAIC*
DMAIC* has
has been
been proven
proven for
for
developing
developing measure
measure contents
contents
Details of developing measure contents
Improvement project (step 3) Measure controlling tool of the
Input Available analyses (e.g. benchmarking) business
KVP projects
(Continuous Improvement Process; bottom-up)
Measure phase Analyze phase Improve phase

Step 4 from DMAIC from DMAIC from DMAIC
Plan data collection Recognize relevant problem Generate improvements

Steps of Analyse and validate causes Evaluate and select improvements
procedure measurement system Verify causes Pilot and evaluate improvement
Gather and evaluate Recognize cause-effect
measurement data relationships
Quantified statements on Main causes statistically verified Solution tested and optimized
Output current situation Quantified cause-effect factually and financially
Facts instead of opinions relationships
Tools Process mapping Cause-and-effect diagram Brainstorming

(selection) Prioritization matrix Correlation diagram Creativity techniques
Data collection plan Regressions, variance, and DoE
Measurement system validation correlation analyses FMEA
Statistical sampling methods Value creation analysis Decision analysis
Capability analyses DoE (Design of Experiments) Poka yoke
Hypothesis tests Implementation plan
* Define-Measure-Analyze-Improve-Control
Source: CQM CQM 05/03
Step
Step 44 produces
produces detailed
detailed measures
measures to
to degree
degree of
of implementation
implementation 33
Checklist step 4: Define measures
Checklist Done?
Result
Have concrete measures been drafted and agreed as part of the improvement projects?
Have the measures been incorporated into central measures controlling?
Procedure
Were available tools (e.g. Six Sigma) used in drafting of the measures?
Have the measures been fully documented in measures sheets?
Implementation
Were all ongoing improvement activities taken into account when drafting measures?
Were existing best practices adopted?
Review
Do the measures fulfil the criteria for DI 3*?
- Description of measures on measures sheet
- Impact on income / key figures
- Implementation plan
- Commitment of all involved persons
Have sufficient measures been drafted to meet the objectives of the improvement projects?
* DI 3 = Drafting of measure complete

CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
The
The implementation
implementation // control
control phase
phase ensures
ensures that
that the
the improvements
improvements and
and
savings
savings have
have sustainable
sustainable impact
impact
Procedure step 5: Implement measures / control
Input
Measure controlling tool Measure controlling tool of the business unit
(step 4) (step 4)
Step 5 Implement improvement Anchor improvement Seek further improvement

(Control) sustainably as new standard opportunities
Implement improvement "full- Document improved situation in Prepare and communicate key
Procedure scale" work descriptions learnings regarding
Use monitoring to ensure that the Communicate the improvement to Process and/or product
process / product improvement is all those involved in the process Improvement process (DMAIC)
stable in the long term Train those involved in the Seek further improvement
process to the extent necessary possibilities in the process / product
Result, Process / product improvement The improvement is set down in Key lessons learned
Output is stable in the long term work documents as a new communicated to the relevant
standard departments / people
Starting points for additional
improvement opportunities
SPC (Statistical Process Work (job) description Best Practice sharing
Tools Control)
All tools from "Measure phase
Source: CQM
CQM 05/03
Step
Step 55 produces
produces measures
measures implemented
implemented substantively
substantively and
and
for
for impact
impact on
on profit
profit (DI
(DI 5)
5)
Checklist step 5: Implement measures
Checklist Done?
Result
Have the measures been implemented substantively (DI 4)?
Have the measures been implemented with impact on profit (DI 5)?
Procedure
Has the content of the measures been worked through according to the implementation plan?
Have the measures been worked through as scheduled in the implementation plan?
Have measures been taken by implementation coordinator in response to deviation from
objectives?
Implementation
Have the results of the measures been communicated throughout the business in the spirit of
Best Practice sharing?
Review
Was the progress of the measures regularly monitored by implementation coordinator?
Was the progress of the measures monitored by central measures controlling using the
milestones and degree of implementation system?

CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
In
In Step
Step 6,
6, senior
senior managers
managers check
check achievement
achievement of of objectives
objectives and
and
reviews
reviews the
the improvement
improvement process
process for
for the
the following
following year
year
Procedure step 6 : Monitor progress
Improvement objectives (step 1) Measures controlling tool Improvement objectives

Input Process objectives (step 3) (step 1)
Reporting including
scorecard (steps 1+3)
Drawing of consequences Define lessons learned

Regularly monitor
Step 6 accordingly to achievement of / from the quality
achievement of objectives
deviation from objectives improvement process
Senior managers regularly Closed loop control by responsible Were the right improvement
Procedure monitor achievement of senior managers in case of objectives set (impact on EVA)?
objectives deviations from objectives Were the improvement objectives
- Progress of measures Definition of objectives achieved achieved using the chosen
- Process objectives as future standards procedure?
- Improvement objectives Recognition of achieved objectives - Break down objectives
in accordance with agreed targets to individual measures
Emphasize Best Practices - Draft measures
Implementation of lessons learned
in the following year
Degree of implementation system 5 x Why
Tools Balanced scorecard
Quality audits

CQM 05/03
Step
Step 66 produces
produces the
the achievement
achievement of
of annual
annual improvement
objectives
Checklist step 6: Monitor progress
Checklist Done?
Result
Have the agreed improvement objectives for the fiscal year been achieved?
Have lessons learned for improving the 6-steps approach been defined for the following year?
- Setting of right improvement objectives
- Effective procedure for achieving objectives
Procedure
Was progress in achieving objectives at business and process level regularly monitored by senior
managers?
Were corrective measures initiated by those responsible where there was deviation from objectives?
Implementation
Was the achievement of objectives monitored for all business-relevant product areas and all business
processes?
Have actions been initiated for the broad application of Best Practices and standardizing improved
processes?
Review
Was the performance of those involved recognized according to ta rgets agreed and achievement of
objectives?

CQM 05/03
Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
This
This section
section contains
contains individual
individual descriptions
descriptions of
of important
important methods
methods of
of quality
quality
improvement
improvement
Overview of methods for the 6 steps
Usefulness for step

Nr. Method 1 2 3 4 5 6
1. Benchmarking
2. Business driver scorecard
3. Interview techniques
4. Non-conformity costs analysis
5. Customer benefit analysis
6. Cost-structure analysis
7. Potential analysis
8. QFD (Quality Function Deployment)
9. Plausibility check
10. Business process assessment
11. CMM assessment
12. Process mapping
13. Quality audit
14. Driver tree analysis
15. Decision analysis
16. Project management
17. Target agreement
18. FMEA (failure modes and effects analysis)
19. Degree of implementation system
20. The 7 classic quality tools
Quelle: Team top +, CQM

CQM 05/03
In
In benchmarking,
benchmarking, own
own business
business is
is compared
compared with
with competitors
competitors
and
and company
company Best
Best Practice
Practice
Method 1: Benchmarking
Relevance to
Hierarchy of comparison measures quality improvement
Provides external comparison
data for deriving improve-
ment objectives
World Breaking through Highlights weaknesses and
Best of Best Company Class established rules Overtake potential resp. in processes
Benchmarking best practice and customer benefit
Best in and paradigms
Provides possible
country approaches to improvement
Individual processes can also
be studied (process bench-
Industry leader marking)
Competitor Learning
Competitor Catch up
from Detailed
Benchmarking
comparison competitors information
Industry standard
Siemens Management
Consulting SMC
top+ Intranet 1 )
Best performance in company Learning top+ Guideline
Internal from Benchmarking 2)
Improve
comparison own SQT training:
company Prozessbenchmarking 3)
Own performance over time
1) http://topplus.siemens.de/en/tools/benchmarking.html
2) http://topplus.siemens.de/en/arbeitsmittel/binder.html
3) http://intranet.sqt.siemens.de/new/de/index_new?spr=1&p1=3212&p2=3800&p3=5187&p4=7713&drin=produktblatt.html&produktid=3778
CQM 05/03
The
The Business
Business Driver
Driver Scorecard
Scorecard is
is used
used as
as an
an
early
early warning
warning system
system for
for managing
managing businesses
businesses
Method 2: Business Driver Scorecard
Relevance to
Compilation process
Employees / Customers / quality improvement
Innovations Market Framework for tracking
Strategy interviews
%
Prepare Financial driver tree Indicator for current
50%
Tar.
50%
strategy main problem areas in
FY
95 96 97 98 99
Sales South-East Asia the business

Formulation of business
0% 0% 100%
Act. 100%
Act.
t
Tar. Sale of
0% 5% 10%
Hit rate
new products Act. new products
Tar.
Draw up drivers
Definition of metrics,
Tar.
t 100
Employee fluctuation Quality index
50% J FMAMJ J A S
R&D-Throughput time
(acc. to sample)
50% metrics, Detailed
0% 100% 0% 100%
targets targets
Employee
motivation %
Customer
benefit
information
Team top +
Tar. %
Act. Tar.
Obj.
DM Tar. t 100%
t
Implement- Reporting format

Sales cost in % of sales Tar.
Return on sales by segments
Act. Tel. 089 / 636-85881
Communication concept top+ Intranet 1 )
t J FM AMJ J A S t
New orders Delivery capability
ation
top+ overview Business
100%
Tar. 100%
Tar. % Tar. Tar.
Act. Act. Act.
concept
GJ-2 GJ-1 GJ GJ+1 J F M A MJ J A S t Mo TuWe
ThFr t J FM AMJ J A S Driver Scorecard 2)
SQT trainings:
Economic value added Cash balance Yield Delivery reliability
Introduction of Business Prozessmanagement mit

Implement- Driver Scorecard
Internal ation ARIS - Balanced
Finance Scorecard 3)
processes Geschftssteuerung mit
Scorecards 4)
1) http://topplus.siemens.de/en/tools/scorecard.html
2) http://topplus.siemens.de/en/arbeitsmittel/binder.html
3) http://intranet.sqt.siemens.de/new/de/psearch/index_new?drin=produktblatt.html&spr=1&produktid=4071&gj=20022003
Interview
Interview techniques
techniques form
form the
the basis
basis for
for aa first
first situation
situation analysis
analysis
Method 3: Interview techniques
Discussion of Identification of Quantification of Identification of Relevance to

Introduction objectives and main customer benefit improvement quality improvement
metrics problem areas and NCC levers
Approach for systematic
Introduce top + What are your objectives What are the main To what extent have How can we solve involvement of
Quality Project concerning field / product field quality problems field quality problems these field quality management
(Explain 6-step / process quality? from a customer's affected new business? problems?
approach kick- How do you define point of view? Please quantify lost What is necessary to
Rich source for first
off presentation) them? (Are they What problems do volume and margin? realize the improve- analysis of weak points
Interview partner deducted from Division you see in your area? (Estimates) ments? and first hypotheses on
explains his objectives by senior What keeps you from Quantify the potential What percentage of causes
business / managers?) reaching your impact of field quality customer benefit /
responsibilities Are the objectives of objectives? improvements on NCC improvements
(sales, budget, your colleagues trans- Which of your prob- customer benefit. can be covered with
number of parent to you and lems are caused by Estimate NCC (in % of these levers?
employees etc.) discussed openly? other business units? overall costs) resulting What would it cost to
and his business
processes
How do you measure How do you see the
from field quality implement these
field / product / process interfaces between problems. Prioritize! changes?
quality? (metrics, current different business Estimate NCC resulting What can be done to Further
values, goals) functions? from internal problems! solve the internal information & links
How do you measure problems?
Interview partner customer benefit? Team top+
knows project and How do you measure Tel. 089 / 636-85881
methodology NCC? Main problem areas Estimate of lost Improvement levers
Interviewer knows
business and
How do you ensure that volume / margin Implementation
responsibilities
goals are met? Customer benefit cost
How do you use potential
customer feedback? NCC potential
Improvement objectives
Transparency
NCC ... Non-Conformity Costs
Source: Team top + CQM 05/03
The
The non-conformity
costs analysis
analysis quantifies
quantifies the
the process
process quality
quality
Method 4: Non-conformity costs analysis
Relevance to
Non-conformity costs analysis procedure quality improvement
Nonconformity Costs (NCC)
are, e.g.:.
Define NCC Establish actual Determine NCC actual vs. planned costs
categories NCC values potential - for personnell and material
- Warranty, penalties
- Additional costs and reduc-
Approach Business-specific Measure NCC Determine comparison tion of additional costs
definition of NCC values (not to be accumulated)
Analyze additional costs for corrective action
Additional costs before/ costs allocated in Cost estimation for araising from audits
after delivery according accounting target process or
to accounting zero defect process The NCC analysis
Estimate other NCC Quantifies product and pro-
Other NCC according categories in expert Internal/external cess quality in term of money
to processes (see workshops NCC benchmarking Highlights potential for
following pages) Sum up all categories Definition of delta for improvement
Can be used to define
NCC potential objectives
Further
Examples Scarp Additional costs:2% of sales Total NCC: 10% of sales information & links
Rework + Other NCC: 8% of sales - Best Practice NCC:6% of sales CQM, Mr. Walter
Warranty = Total NCC: 10% of sales = NCC potential: 4% of sales Tel. 089 636-48693
Inventories Team top +
Tel. 089 / 636-85881
Six Sigma-Toolkit
NCC: Non-conformity costs

Examples
Examples of
of non-conformity
non-conformity cost
cost categories
categories according
according to
to processes
processes (1)
(1)
Method 4: Non-conformity cost analysis
Process Marketing / Sales Design / Planning Purchasing / Procurement
NCC* Incorrect quotation Incomplete product definition Wrong order

(address, price, etc.) Design change (time, tool change) Exchange
category Scrapping
Services not costed due to Unnecessary safety margins (additional)
unclear contracts Difference Manufacturing costs Additional expenditure during manufactoring
Ambiguous order clarification between Design not suitable for production Unqualified staff from subcontractors and AG
(German law on temporary employment)
Costs not calculated on the basis of costing and Manufacturing costs
incorrect agreement: for example final Unclear / incomplete supplier requirements Incorrect delivery
deadline, service costing (=quality of requirements) Costs for additional effort
Exchange due to incorrect order Losses due to late production ramp-up Inspection, shipment, taxes
Production changeover
data Cost target not met/design fault /
Contractual conditions not met margin not achieved Stocks too high due to purchasing large
batches, safety
Additional expense due to Cost of testing and delays for testing of
subsequent negotiations design samples Unnecessary incoming inspection
Deviation from market prognosis Expense for inspection planningduring Incorrect order (address, price, quantity)
Quotations not leading to order design phase Unclear framework contracts
Provision not clearly agreed Inspection of documentation Supplier evaluations not up to date
(unqualified)
--> employee capacity,
qualification, office space, hardware Costs for delayed or forgotten order
Deadline extended or additional costs Costs for supplier qualification
for changes of specifications / Excessive administration for small orders
requirements Discounts lost due to large number of suppliers
Initial sample testing of supplier parts
Reworking for unstable products which are not
charged on to suppliers
CQM 05/03
Examples
Examples of
of non-conformity
costs categories
categories according
according to
to processes
processes (2)
(2)
Method 4: Non-conformity cost analysis
Process Production / Commissioning Operation / Service Storage / Administration
Defect products Defect clearance at customers premises by Damage by transportation

NCC* Reworking outside planned time, Siemens employees Scarp
category repeat tests, scrap Time, cost of travel, materials Rework
Reworking within planned time Subsequent costs, damage Reduction in value
Additional purchases Installation, exchange, downtime charged by Shrinkage, stocktaking
Too many parts and materials produced customer Additional transportation costs not paid
to be used for faulty assembly Defect products, services, repair, reduction in Clearing out warehouses
Penalties value, exchange (out of date, damaged, design change,
Costs of correcting errors (e.g. for discussions Replacement delivery, transport, assembly, obsolete)
repeat services
of errors) Stocks too high; premanufactured due to low
Output < 100% Goodwill due to unsatisfied customer (customer production capacity
Machine downtimes expected services which were not specified)
Wrong packaging/damage due to transportation
Employee waiting times Waste disposal
Packaging/contents not identified correctly for
Expenditure on waste disposal/recycling Dissatisfactory service provision, working hours assembly
Reduced productivity due to poor planning and travelling time
Delivery too late
Temporary store, in-house transport Insufficient spare parts additional travelling
time Non-conformity costs due to fluctuation, lack of
Work which cannot be costed and charged motivation, illness
Expenditure not costed in maintenance
Waiting time due to infrastructure unavailability contracts Expenditure on complaint management
(computers down)
Poor agreement of deadlines waiting time Risk insurance
Inspections not required by customer or by law Arrears due to insufficient documentation,
Orders lost due to inability to be reached
Manufacturing using wrong change index quality, rejection of invoices
Incorrect demand requirements Insufficiant instructions
Current inventories Insufficiant employee selection
CQM 05/03
The
The customer
customer benefit
benefit analysis
analysis shows
shows thethe additional
additional benefits
benefits
we
we could
could offer
offer customers
customers toto increase
increase their
their profits
profits
Method 5: Customer benefit analysis
Relevance to
Customer benefit analysis procedure
quality improvement
Customer benefit is the share
Determine customer Determine customer Derive potential of our products, systems,
benefit categories 3) benefit status 2) customer benefit projects and services helping
customers to reach their objec-
Question What is the customer How does the customer What additional benefits can tives and which we create as
prepared to pay for? evaluate the benefit of our we offer to increase profit? much as possible, vis--vis our
products? competitors as well.
Procedure Collect product and Fulfil customer benefit Establish possible
process features which are categories additional benefits for the The customer benefit analysis
effective for the customer Siemens performance customer in the categories helps to determine customer
(see following page) Competitors performance Estimate internal benefit and to convert it into
Understand customers Weighting customer benefit expenditure required to internal improvement
business objectives and categories from customers create the extra benefit
objectives
strategy point of view1) Derive potential customer
Select product and process benefit based on economic
features which help viability Further
customers reach their information & links
objectives
Determine metrics for Team top +
these customer benefit Tel. 089 / 636-85881
categories
Siemens Cust. Siemens
Broschure "Kundennutzen"
Comp-
Siemens potential benefit expense of Arbeitsgebiets Industrie
etitor
Result Throughput [items/h] of
Guide: Determine customer
(Example) customers machine 250 items/h 200 items/h 30 items/h 2' 1'
satisfaction 4)
1) all customer benefit categories = 100% 3) E.g. within the QFD analysis (see method 8)
2) E.g. as part of determining customer satisfaction survey
4) http://quality.ct.siemens.de/en/attachments/600/Customer_Satisfaction_GL.pdf
CQM 05/03
Source: Team top +, CQM Copyright (C) Siemens AG - Siemens Management Consulting 2003 All Rights Reserved - Confidential Quality_Methodology_e.ppt 60
Selection
Selection criteria
criteria for
for determining
determining customer
customer benefit
benefit (selection)
(selection)
Method 5: Customer benefit analysis
Our behavior as a The behavior of

Categories Our product / service performance
supplier / partner our employees
Criteria Functionality / Provision Determining customer expetations Kindness of our employees

User-friendly Involving the customer in joint Communication capability
Design development projects Flexibility and commitment
Flexibility Complete, comprehensible Proactive behavior
Dependability quotations Ability to react
Life cycle Delivery time Skills and product knowledge
Level of innovation Delivery reliability Accessibility and availability
Customer-specific solution Delivery capability Ability to cooperate
Image Response time
Product documentation Product specific training
Price/Lifecycle costs Processing of complaints
Financing and payment conditions Handling of weaknesses
Warranty and guarantee Goodwill
conditions
Environmental profile
Safety

CQM 05/03
The
The cost
cost structure
structure analysis
analysis points
points out
out potential
potential for
for results
results
Method 6: Cost structure analysis
Instructions for determination: Relevance to

The basis is a described process landscape quality improvement
(e.g. Siemens process house) The cost structure analysis
Allocation of all current costs to the process steps; provides an idea of which
processes show high costs
X X is often very expensive, so a financial specialist should
It does not provide
work in the team or at least countersign the statements
X information on which
An employee structure determined in parallel processes or errors act as
X
X
makes allocation of costs plausible cost drivers
(see also method 9: Plausibility check)
Exam Further
ple information & links
X
X Team top+
Tel. 089 / 636-85881
X
X
X
Overall Product Acquisition, PL / Engineer- Material Integration Assembly, Warranty, Overhead Allocation
costs creation, bid project- ing hardware test commis- penalties
product management sioning
management

The
The potential
potential analysis
analysis serves
serves setting
setting quantitative
quantitative goals
goals
Method 7: Potential analysis
Definition of potential Procedure for potential analysis Relevance to

quality improvement
Potential for non-
Potential is an internally or externally 1. Determine metrics conformity costs or
demonstrated opportunity for improvement 2. Determine own actual value customer benefit are the
basis for setting
for the business's own products or processes 3. Determine comparison values improvement goals at
Potential can be quantified based on External: Through competitor or business level
financial and non-financial metrics, e.g.: On process level, projects
best-of-best benchmarking 1)
(Non-conformity) costs and measures are
Customer benefit Internal: Through definition of evaluated and prioritized
Cycle time ... target process or error analysis of with potential
current process 2)
4. Identify delta between actual value and
Potential maximum comparison value as potential Further
information & links
Team top+
Tel. 089 / 636-85881
Actual value, External / internal

metric comparison value
1) Cf. method 1: Benchmarking

2) Cf. method 12: Process mapping
The
The QFD
QFD analysis
analysis translates
translates customer
customer requirements
requirements into
into product
product features
features
Method 8: QFD 1) analysis
Relevance to
quality improvement
Product Design
features Process features Production features
The QFD1) analysis is used
features
Critical process
product features
design features
in the planning phase of a
requirement
Customer
features
Critical
new product to convert
Critical
Product Design Process Production

quality plan quality plan quality plan quality plan customer requirements
systematically into technical
features
Critical
Critical design Critical Work and test
product features process features instructions
features
1 Determine customer requirements

6 2 Allocate weighting to customer requirements
3 Compare product with competitors from Further
customers point of view information & links
Example:
4 4 Determine product features
House of
quality 5 Customer requirements evaluation matrix CT PP 1, Hr. Krupp
product construct product features Tel. 089-636-48815
1 2 5 3
quality 6 Determine technical correlations CT PP 1: Intranet 2)
plan 7 7 Assess technical difficulties

8 Determine metrics and target figures
8
for product features
9 9 Compare product with competition
10 from engineers point of view
10 Assess technical significance
1) Quality Function Deployment and rank product features ( 2 x 5 )
2) http://ipool.ct.siemens.de/ct/pp1/methoden/frameset_ie.htm
Source: Team top +, CT PP Copyright (C) Siemens AG - Siemens Management Consulting 2003 All Rights Reserved - Confidential
CQM 05/03
Quality_Methodology_e.ppt 64
The
The plausibility
plausibility check
check increases
increases the
the reliability
reliability of
of aa statement
statement
using
using different
different ways
ways ofof viewing
viewing an
an object
object oror aa situation
situation
Method 9: Plausibility check
Relevance to
quality improvement
Plausibility through various
Cost structure (euros) Employee structure (number) points of view / methods of
from cost structure analysis from HR, work plans, telephone lists analysis
Overall costs Overall number Verifies analysis results
Note: Provides certain deter-
Consider equal process structures
mination of position for
Take material use into account further improvement
Take wages into account measures
A B C D E A B C D E
Top-down view Bottom-up analysis

by management by those involved in the process
Detailed
Global analysis of a Further
evaluation product / project
and ... information & links
and ...
... allocation to given criteria ... extrapolation to total Team top+
Tel. 089 / 636-85881
Internal potential analysis External benchmarks
on own performance for estimating the gap
regarding competitive advantage
Competitive advantage Note:
The internal potential estimation must provide a result that is at
least better than the benchmarks of the competitors, or further
potential must be determined
Actual Potential Target Competition

All
All business
business processes
processes can
can be
be evaluated
evaluated and
and priorities
priorities derived
derived with
with aa business
business
process
process assessment
assessment
Method 10: Business process assessment
Relevance to
Goals of business process assessment Approach quality improvement
Assessment via interviews Business process
Control of all assessment is one kind of
business Control maturity-level models
processes and The maturity level / the
improvement
Continuous number of points reached
improvement of of indicates weak points or
business process quality Assessor potential
Process owner
processes Detailed
Can be applied to complex
assessment questionnaire
business processes and
individual subprocesses
Business process Evaluation 1. Assessment 2. Assessment

Level of maturity Max. number of points: 42
Further
1. Product inno-
7 Management support 25 vation process 58 information & links
2. Product process- 51 Schmelzer / Sesselmann in
6 Process improvement 25 ing process 73 Q&Z no. 43-1, Jan. 1998,
5 Controlling of process goals 15 Rat- 3. Order process- 76 pp. 39-43
ing ing process 83
4 Definition of process goals 15 4. Product support 47
process
3 Measurement of process perform.10 59
51
5. Sales process
2 Process responsibility 5 73
6. Management 41
1 Process definition 5 process 65

The
The Capability
Capability Maturity
Maturity Model
Model (CMM)
(CMM) evaluates
evaluates the
the quality
quality
of
of the
the software
software design
design process
process
Method 11: CMM assessment
Relevance to
Objectives of CMM) CMM Steps
quality improvement
Degree of Optimizing CMM evaluates the software
Control of maturity of Continually
"Continuous
improvements" design process
software improved 5
design
Control design process process CMM highlights weaknesses
process and in the design process
Continuous
improvement Managed
improvement of "Quantitative"
of software quality Foreseeable
design process process 4
Standard- Defined
ized and "Qualitative"
Procedure consistent 3 Further
process
information & links
Assessment using interviews
Repeatable
CT SE 3, Hr. Meyer
Class- Discipli- "Intuitive" Tel. 089 / 636-45256
ned 2
ifica- process
At Siemens, a CT SE 3 Intranet *)
variation of the CMM
tion is used in part: OPAL
Initial Sub steps possible
"Chaotic" Distinctive
Assessor Detailed Software 1 evaluations
CMM questionnaire developer
*) http://intranet.ct.siemens.de/se3_homepage
Source: Team top +, CT SE
CQM 05/03
Process
Process mapping
mapping provides
provides an
an overview
overview of of the
the entire
entire process
process and
and
highlights
highlights weaknesses
weaknesses inin the
the process
process
Method 12: Process mapping
Relevance to
Procedure
quality improvement
Overview of total process
Use of standardized symbols for process steps and work results (outputs) and process limits
Arrangement in chronological sequence Identification of weaknesses
Listing organizational units involved in the process in process (e.g. iterations,
process loops, interface
Addition of information media used problems, etc.)
Link with corresponding process elements Agreement on process
Determination and presentation of key process figures (time, costs, quality of output) sequence by all involved
persons
Further
Example
information & links
Department 1
Department 2 Responsible Team top +
Tel. 089 / 636-85881
...
Involved
CT PP 5, Hr. Kirsch
Department 6 Tel. 089 / 636-47030
1 3 4 Draw up 5 7
Draw up SW Integration/Test
CT PP 5: Intranet *)
Draw up device specifications
test concept on test system
specifications - HW implementation
overview SW, HW
- SW
Process map
2 HW spec. 2a Concept 6 HW impl.
checking system SW spec. overview
Test system
HW docs - Outline draft.
Electr./Mech . - Detailed draft Switch on
*) http://intranet.ct.siemens.de/de/tech/abteilungen/pp/pp5/index.html
Quality
Quality audits
audits allow
allow quality
quality management
management to
to be
be evaluated
evaluated
Method 13: Quality audit
Relevance to
Quality audit quality improvement
Evaluation of quality
Independent examination of management system
whether quality-related tasks
and results comply with Evaluation of impact of
measures in terms of
requirements and whether
process and product quality
the requirements are suitable
for achieving objectives Derivation of corrective
actions
System audit Process audit Product audit Detailed

information
Evaluation of quality Evaluation of the impact of Evaluation of products DIN ISO 19011 (Draft)
Manual 617 Auditing
management system quality management (including services) suppliers", ZT SR
measures carried out for a for compliance with agreed Mr. Walter (CQM),
particular process (including requirements Tel. +49 89 / 636-48693
services), to maintain a self- (specifications), where the Training: Quality auditors,
controlled and capable impact of quality Ms. Gottinger (SQT GOE)
process management measures on Tel. +49 89 / 636-83307
the products is checked Proven procedures *:
ICN TR OP
1)
2)
The
The driver
driver tree
tree analysis
analysis breaks
breaks down
down aa main
main lever
lever
into
into secondary
secondary driver
driver parameters
parameters
Method 14: Driver tree analysis
Functionality
Relevance to
Quality driver tree Increase quality improvement
Life cycle
product quality
Innovation
Describes all quality
improvement drivers
Improve
customer benefit Describes hierarchy of levers
Delivery time and driver parameters
Increase Processing complaints
process quality
Rapid time-to-market
Improve
quality Detailed
information
Eliminate inspection
Optimize
internal processes Reduce complexity CQM, Dr. Reiser
089 / 636-48697
Reduce non-con- ISO/TR 10014:
formity costs Reduce downtime Guidelines fr Managing
the economics of quality
Reduce scarp
Reduce
cost of errors
Six Sigma-Toolkit
Reduce cost overruns
Reduce percentage of returned goods
Driver
Objective Lever
parameter

The
The decision
decision analysis
analysis considers
considers the
the decision-making
decision-making process
process objectively
objectively
Method 15: Decision analysis
Decision analysis procedure Relevance to

quality improvement
Group
The decision analysis forces
Develop Evaluate a detailed evaluation of possi-
Define topic Set and Make
possible possible ble solutions to be carried out
for decision objective weight decision
solutions solutions
objectives Reasoned decisions can be
made
Possible solutions can be
Example Portfolio diagram compared with costs and
duration of implementation
Mandatory objectives Solution 1 Solution 2 The results of the decision analysis can be
(decision criteria) Comment Met Comment Met
compared with implementation costs using
A a portfolio diagram Detailed
B information
Example:
C
Six Sigma toolkit
D
Degree
Degree of Solution 2
Desired Weighting Comment
of Total 2) Comment Degree of Total 2) performance
objectives factor 3) perform.1)
perform.1)
(= Sum of
E 5
points of
F 10 desired
G 8 objectives) Solution 1
H 7
Total Costs
1) Degree of performance: e.g. scale from 0-10

2) Total points = Degree of performance x weighting factor
3) For example
Source: Team top +, SQT CQM 05/03
Major
Major improvement
projects require
require systematic
systematic project
project management
management
Method 16: Project management
Project phases: Relevance to

Preparation quality improvement
First week
Implementation Managing and carrying
After care out major improvement
projects systematically
Project Infrastructure Organization Planning Control Communication
management Location Team Project Tracking Status meeting
tasks Team office members contents schedules of team
Postal distri- Subprojects Schedule Intervention in Information
butor list Role definition Capacity plan cases of meeting of
Telephone lists Rules Training plan deviation management
Holiday chart Agreement External Detailed
Team with communication
information
assistance management of objectives
/results PM@Siemens: Intranet 1)
Presentation Knowledge transfer Employee Costs
Graphical Make use of development Tracking Trainings of
presentation of knowledge available Project manager budget PM@Siemens Academy 2)
procedure, internally as coach Intervention in Bereichsspezifische
results Identify external Feedback / cases of Projektmanagement-
Sample know-how assessment deviation Handbcher
fully presentation Feed knowledge Performance
partially
back into the incentives
organization Training
1) Download: http://info.ev.siemens.de/ev_ga/pm-siemens/de/index.html
2) Download: http://projectmanagement-academy.siemens.com/english/index.htm
Target
Target agreements
agreements mean
mean that
that improvement
objectives can
can be
be cascaded
cascaded down
down
to
to all
all employees
employees
Method 17: Target agreement
Process for target agreement Relevance to

quality improvement
Planning cascade Cascading Monitoring objective
Assessment
Breaks down improvement
of target agreement target agreement achievement objectives to individual
employees
Individualizes and
Activity: Planning cascade Business
Scorecard
Business
Scorecard Regular monitoring Final analysis operationalizes objective
of target agreement Scorecard Scorecard
of target agree- of objective achievement
(sequence, schedule, 1. Section
Target
agreement ments helps Assessment e.g. as part
persons involved) - problem analysis of EFA dialog and Detailed
Employee 2. Department
Target
agreement - transparency of introduction of information
information objective measures for Team top +
3. Group
Target
agreement achievement personal development Tel. 089 / 636-85881
- adjustment of
Target top+ Intranet 1 )
4. Employee agreement
measures to top+ Methodikleitfaden:
Operationalization and achieve
"Zielvereinbarungsprozess2)
objectives
individualization of SQT-Training:
objectives Fhren durch Zielverein-
barung und Kooperation 3)
Tool: Organisation and Target agreement Discussions between Discussion between
operation schedules workshops and employee and employee and
and interviews individual dialogs manager manager
E.g. management Coaching of
e-mail, publication employee
of cascade plan on
intranet
* Download: http://topplus.Siemens.de/topplus/de/infomaterial/publikationen.html
CQM 05/03
FMEA
FMEA evaluates
evaluates potential
potential risks
risks before
before introduction
introduction
and
and provides
provides specific
specific information
information on
on improvement
improvement potential
potential
Method 18: Risk evaluation using FMEA (Failure Modes and Effects Analysis)
Relevance to
quality improvement
Standardized form for conducting a FMEA:
Recognizing and
Analysis of errors Risk evaluation Measures Evaluation of results evaluating potential risks in
design phase or for
Current situation Improved situation updating / improving
Significance
Significance
products and processes
Occurrence
Occurrence
Discovery
Discovery
Product / process
description
Potential
error
Potential
effects
Potential
cause of error
Inspection
measure(s)
RPZ Improvement
measure(s)
Responsible Measure(s)
taken
RPZ (product or process FMEA)
Controlling the effective-
Wave Solder Short Solder Spot 6 10 3 180 Statist. Huber x/s regula- 2 10 3 60
ness of improvement
solder- bridge circuit para- check process tion card
measures introduced
ing meters after sol- regula- for solder
incorrect der bath tion temperat.
Further
The risk priority number (RPZ) is a measure of how "dangerous" an error can be information & links
if no improvement measures are taken CT PP 1, Mr. Krupp
Tel. 089-636-48815
Risk priority number (RPZ) = CT PP 1: Intranet 1)
Probability of occurrence of an error SQT training:
* Probability of not detecting this error "Avoid errors
* Significance of error if it occurs at customer systematically with
FMEA" 2)
1) http://ipool.ct.siemens.de/ct/pp1/methoden/frameset_ie.htm
Source: CQM
CQM 05/03
The
The degree
degree of
of implementation
implementation system
system is
is aa uniform
uniform standard
standard for
for the
the
implementation
implementation status
status of
of measures
measures
Method 19: Degree of implementation status
Degree of implementation definition:
1 Target agreed 2 Starting points 3 Measure 4 Measure 5 Measure Relevance to

quantified completely objectively implemented quality improvement
upon
analytically developed implemented with impact 2)
Target definition can Concrete individual Measure sheet set up Conditions for Measure is Uniform standard by which
be based upon: examples described with all contents: implementation fulfilled implemented with the progress of quality
Derivation of a cost in a measure sheet Conditions for (action plan fully impact improvement and others
gap from Potential quantified implementation worked out) Impact is traceable measures is tracked within
benchmarking Person responsible identified and action Amount and start of in accounting a vital measure-controlling
A price / cost for measures named plan with milestones impact on results
system
deviation Deadline for degree and deadlines created revised
Business plan of implementation 3 Detailed evaluation of Potential adjusted for
Targets defined by set the potential through in planning
customer quantity / value Deadline set for
Starting point with approach degree of implemen-
estimated impact Signatures of those tation 5
responsible for
measure and
implementation 1) Further
Deadline for degree of information & links
implementation 4 set
Team top+
Tel. 089 / 636-85881
Corresponding Improvement Defined Implemented Measure with
step of 6-steps project measure measure impact top+ Methodology Guideline
approach: (step 3) (step 4) (step 5) (step 6) Implementation Support 3)
(see pp. 33 ff.)
Progress tracking within framework of central measure controllin g

1) A measure that needs to be clarified always stays in degree of implementation 2
2) In project business, cost-effectiveness can be shown instead of impact on results
3) http://topplus.siemens.de/en/download/umsetzungsunterstuetzung_e.pdf
The
The seven
seven classical
classical quality
quality tools
tools make
make possible
possible the
the isolation
isolation of
of problem
problem areas,
areas,
the
the recognition
recognition of
of causes,
causes, and
and the
the prioritization
prioritization of
of activities
activities
Method 20: The 7 classic Quality tools
Relevance to
quality improvement
Basic graphical tools
Variable 1
Man Machine showing focal points,
causes, deviations in a
descriptive manner
Problem
Universally applicable,
independent of process,
Method Material Variable 2 product, or problem
In addition to the 7 classic
Pareto analysis Cause-and-effect-diagram Flow chart Scatter plot tools, the 7 management
(ABC analysis) (Ishikawa diagram) (process mapping) (correlation diagram) tools are often used
Frequency Upper action 7 Management Tools: Further

Reason Frequency control limit
Affinity diagram information & links
Aaaaa III Tree diagram CQM, Dr. Reiser
Bbbb IIII III Interrelation digraph
Matrix diagram
Tel. 089 636-48697
Ccccccc II
...... IIII
Prioritization matrix The Memory Joker
lower action Process Decision GOAL/QPC, Salem, NH
...... II control limit Time Program Chart ISBN 1-879364-44-1
Activitiy network diagr.
Six Sigma Toolkit
Data collection sheet Frequency plot Statistical process control
(bar chart, histogram) (SPC)

Quality
Quality
Contents
Page
Introduction 2
6-steps approach 13
Success factors 16
6-steps approach 30

CQM 05/03
Support,
Support, contact
contact partners
partners
Project office
Mch M
Phone: +49 89 636-85881
Fax: +49 89 636-85882
Mail: top+@smc.siemens.de
CQM Corporate Quality Management

Mch P
Phone: +49 89 636-82736
Fax: +49 89 636-53877
Mail: Thomas.Kaiser@siemens.com
SQT in particular regarding qualification and training

Mch M
Tel: +49 89 636-84174
Fax: +49 89 636-81876
Mail: Reinhard.Waterschek@siemens.com
CQM 05/03

Quality - Methodology

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Quality - Methodology

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Vertraulich

Mnchen, Mai 2003

Source: Team top +, CQM

Quality supports the Siemens businesses in the introduction of a continuous quality

Source: Team top +, CQM

Increase customer benefit

Increasing economic value

Source: top + team, CQM

The quality improvement program

Further improvement projects

Source: Team top +, CQM

Source: Team top +, CQM

Stock excange value

1988 1994 1995 1996 1997 1998 1999 2000

Source: Team top +, CQM

Quality aims Quality success factors

Shaping the success factors enhances the corporate culture

Selection of improvement approach

Product Project / system business Service

Source: Team top +, CQM

Quality improvement program

Source: Team top +, CQM

NCC* analysis Regular analyses Concrete tools Business Driver

Demanding Prioritized problems Focused Concrete solutions Demonstrable Monitored objective

t -1 t Quality problems I II III IV V t -1 t

Source: Team top +, CQM

Quality improvement program

Source: Team top +, CQM

Measures relating to Management Qualification Examples

are personal role models of quality by All

Source: Team top +, CQM

inform employees by Quality

Source: Team top +, CQM

Measures relating to Management Qualification Examples

deriving application-oriented training requirement EQA finalist 1999

increase the level of qualification by ST Microelectronics

holding sponsor workshops with senior management Each

Source top + team, CQM

Source: Team top +, CQM

Interviews Workshops on Develop-

Steps 1 and 2 Step 3 Steps 4, 5 Step 6

Managers for the steps quality improvement

Clear consequences Strategic business planning Definite objectives

4 3 Define (e.g. CMM) Repeatable 2

* Continous Improvement Process (= KVP / Kontinuierlicher Verbesserungsprozess)

Level Responsibility Tasks

Carrying out a sponsor workshop

Integrating the 6 -steps approach into

Preliminary talk top+ Quality

2 months (steps 1-3)

Presentation of the Implementation of the Communication session Implementation of Cyclic execution of

Source: Team top +, CQM

Source: Team top +, CQM

Basics for Sponsor

Basics for Busi-

Green Belt Black Belt

Information for empl. Basic knowledge for empl.

Tasks of the target groups participating in the top+Q program

Management Core team Sponsors

Employees (all) Employees in units with

1) General Managers, senior managers

Title / designation: Tasks: Training: Typ. number:

Black Belt Manages superior 4 x 5 days training plus 1 % of all employees

Green Belt Manages improvement 3 x 3 days training plus 3 % of all employees