Using DFSS Tools for Better Technical Writing Processes and Deliverables

1. Paresh Naik December 3, 2004 STC India�s 6th Annual Conference Using DFSS Tools for Better Technical Writing Processes and Deliverables

2. 2 Using DFSS Tools� Agenda What we will do today? Explain DFSS tools: TPM, PM,SIPOC, FMEA, C&E, QFD, Pugh Chart, Balanced scorecard Identify their usage in Technical Writing projects What we will NOT do today? Get into jargon Try to form a universal definition of quality of information products Discuss what metrics are relevant TPM: Thought Process Map PM: Process Map C& E Diagrams: Cause and Effect diagrams or Root Cause Analysis QFD: Quality Function Deployment FMEA: Failure Mode Effects Analysis SIPOC: Supplier, Inputs, Process, Outputs, and Customer Pugh Chart: Scorecard e.g. QPPC metrics: Quality, Productivity, Predictability, and Customer Satisfaction metrics TPM: Thought Process Map PM: Process Map C& E Diagrams: Cause and Effect diagrams or Root Cause Analysis QFD: Quality Function Deployment FMEA: Failure Mode Effects Analysis SIPOC: Supplier, Inputs, Process, Outputs, and Customer Pugh Chart: Scorecard e.g. QPPC metrics: Quality, Productivity, Predictability, and Customer Satisfaction metrics

3. 3 Using DFSS Tools� Background Why bother? Various quality frameworks Six sigma: Origin and relevance to technical writing ISO Kaizen CMMi PCMMi DFSS � IDDOV, DMAIC, ISO Kaizen CMMi PCMMi DFSS � IDDOV, DMAIC,

4. 4 Using DFSS Tools� Thought Process Map Visual representation of interconnected thoughts/ideas Presents structure of information Related tools: Fishbone diagrams/Affinity Diagrams, RCA Products like visual thesaurus, RCA We learn by association Products like visual thesaurus, RCA We learn by association

5. 5 Using DFSS Tools� Thought Process Map - Examples

6. 6 Using DFSS Tools� Thought Process Map - Usage Thinking through complex problems Note taking, summarizing information: Brainstorming sessions, Interviewing SMEs, Information gathering For consolidating information in distributed teams Record all the considerations behind introduction of new processes, projects, initiatives or any major decision Document design � Audience Analysis, Task Analysis Visio, PowerPoint, MindGenious, ConceptDraw, MindMap Dynamic roles: Recording considerations behind important decisions Visio, PowerPoint, MindGenious, ConceptDraw, MindMap Dynamic roles: Recording considerations behind important decisions

7. 7 Using DFSS Tools� Process Map Visualizing process steps Basis for continuous improvement Developing common understanding between all stakeholders on all aspects of process steps like entry and exit points, roles and responsibilities, and so on

8. 8 Using DFSS Tools� Process Map - Usage

9. 9 Using DFSS Tools� Process Map - Usage Question each step for SIPOC Process step owner, entry and exit criteria, controls, deliverables, metrics Identify Factors causing variation and defects Sources of scrap, rework, and waste Optimize by constant reviews Defect prevention � injection and removal efficiencies of different steps, Pareto and Orthogonal Defect Classification Identify mistake proofing points � Checklists etc. Process organizes work � PEOPLE do it Did you walk the process to verify if all steps are listed? Is the process map created at the right level? Who will review the process map for accuracy? Identify non-core team member(s) to complete this task. Did you list all inputs and outputs? Did you classify all inputs? What actions are planned to fill any gaps discovered when creating the process map? Is data available for the inputs classified as critical? ODC- Activity: Actual activity that was being performed at the time the defect was discovered. Trigger: Environment or condition that had to exist for the defect to surface. Impact : The failure it had upon the customer. Target : Represents the high level identity of the entity that was fixed. Defect Type: Represents the nature of the actual correction that was made. Qualifier:Captures the element of either a nonexistent or wrong or irrelevant implementation. Source: Identifies the origin of the Target, which had the defect. Age : Identifies the history of the Target, which had the defect. Did you walk the process to verify if all steps are listed? Is the process map created at the right level? Who will review the process map for accuracy? Identify non-core team member(s) to complete this task. Did you list all inputs and outputs? Did you classify all inputs? What actions are planned to fill any gaps discovered when creating the process map? Is data available for the inputs classified as critical? ODC- Activity: Actual activity that was being performed at the time the defect was discovered. Trigger: Environment or condition that had to exist for the defect to surface. Impact : The failure it had upon the customer. Target : Represents the high level identity of the entity that was fixed. Defect Type: Represents the nature of the actual correction that was made. Qualifier:Captures the element of either a nonexistent or wrong or irrelevant implementation. Source: Identifies the origin of the Target, which had the defect. Age : Identifies the history of the Target, which had the defect.

10. 10 Using DFSS Tools� Process Map - Usage In information products to provide context, overview

11. 11 Using DFSS Tools� SIPOC Process: Description of a process that provides outputs to meet the needs (expressed or implied) of customer/s. Input and output boundaries: Define the start and stop boundaries of the process. Customers: The people who receive the outputs. Also includes other stakeholders who may put constraints on the process Outputs: Delivered products or services that should satisfy the customer expectations Customer requirements: Quantifiable expectations of the process outputs. Process Requirements: The quantifiable expectations of the process on the inputs. Suppliers: Provide the necessary inputs to the process. Process output measurements: Must be compared to customer requirements to quantify customer satisfaction.Process: Description of a process that provides outputs to meet the needs (expressed or implied) of customer/s. Input and output boundaries: Define the start and stop boundaries of the process. Customers: The people who receive the outputs. Also includes other stakeholders who may put constraints on the process Outputs: Delivered products or services that should satisfy the customer expectations Customer requirements: Quantifiable expectations of the process outputs. Process Requirements: The quantifiable expectations of the process on the inputs. Suppliers: Provide the necessary inputs to the process. Process output measurements: Must be compared to customer requirements to quantify customer satisfaction.

12. 12 Using DFSS Tools� SIPOC - How?

13. 13 Using DFSS Tools� SIPOC - Usage Document the links between suppliers and customers Identify �gaps� and improvement areas Example:

14. 14 Using DFSS Tools� FMEA Failure mode effect analysis A tool used in: Product design to prioritize focus areas for robust design Project tracking to control key risks Software Development to develop test cases

15. 15 Using DFSS Tools� FMEA � How? Identify potential failure modes, effects, and causes Identify the existing controls Select the rating scales for Severity of effects (SEV) Frequency of cause (OCC) Detection capability (DET) Calculate RPN by multiplying SEV, OCC, DET values Prioritize risks using the RPN Plan for action items with responsibilities assigned Reassign the appropriate SEV, OCC, DET values and compare RPNs

16. 16 Using DFSS Tools� FMEA - Usage Identify and mitigate risks in any major process change, new initiative Track risks in your documentation projects: Recognize and evaluate potential failures and their effects Continuous risk monitoring Plan and track the risk mitigation actions Not one time � update at milestones, on major developments Identify failure risks of any new design OLH testing, planning migration (process change, outsourcing) steps, new operating strategies like intern writers OLH testing, planning migration (process change, outsourcing) steps, new operating strategies like intern writers

17. 17 Using DFSS Tools� Relationship Matrices Quality Function Deployment/House of Quality Cause and Effect Matrix Pugh Chart/Matrix

18. 18 Using DFSS Tools� QFD A tool for product/process design focused on meeting customer needs Systematic approach to identify and address the critical features and requirements of product/project Systematic approach to identify and address the critical features and requirements of product/project

19. 19 Using DFSS Tools� QFD - Interpreting

20. 20 Using DFSS Tools� Cause and Effect Matrix A matrix relating the key process steps and inputs to the key customer requirements to identify vital process steps The process may look simple, but requires effort. Many of the entries look obvious�after they�re written down. If there are no �tough spots� the first time, it probably isn�t being done right! Focus on the end-user customer. Charts are not the end objective. They are only the means. The process may look simple, but requires effort. Many of the entries look obvious�after they�re written down. If there are no �tough spots� the first time, it probably isn�t being done right! Focus on the end-user customer. Charts are not the end objective. They are only the means.

21. 21 Using DFSS Tools� Pugh Matrix A tool from product design to evaluate alternative design concepts

22. 22 Using DFSS Tools� Relationship Matrices - Usage Use as is or extend and adopt the concept of relationship matrix QFD for process improvement: Ensure customer requirements flow down to all the phases of development, Evaluate documentation process to identify wasteful steps Design information products, define set of user documents, find opportunities for information reuse Pugh Matrix: Quantify decision making process C&E Matrix: Prioritize based on all influencing factors

23. 23 Using DFSS Tools� Relationship Matrices - Examples

24. 24 Using DFSS Tools� Scorecard Balanced scorecards for tracking Quality, Productivity, Predictability, Customer Satisfaction Schedule, Scope, Budget, Quality No one-for-all approach Measurement as means and not the end

25. 25 Using DFSS Tools� Summary Thought Process Maps - Correlations Process Maps - Basis for improvement SIPOC - Critically examine process steps FMEA - Risk monitoring and mitigation Relationship Matrices - Decision making, prioritizing QFD Pugh Matrix C&E Matrix Balanced Scorecard - See the bigger picture

26. 26 Using DFSS Tools� Key takeaways DFSS tools help you to Quantify Reduce subjectivity Consider all correlations And hence, achieve better Technical Writing processes and deliverables

27. 27 Using DFSS Tools� References www.isixsigma.com DocQment, Quarterly Newsletter of the STC Quality Special Interest Group Lori Beard, Jennifer Fleming, and Erin Beal Welch, Applying Six Sigma Principles to Everyday Projects, STC�s 50th Annual Conference, Dallas, TX, May 2003

28. Thank You!