Quality Gates Concept

For internal use only
Quality Gates Concept
How to embed quality in projects and

processes
Munich, October 2003
Top+
Corporate Quality Management
Copyright (C) Siemens AG - Corporate Quality Management 2003 All Rights Reserved For internal use only
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Quality
Quality Gates
Gates are
are the
the backbone
backbone of
of Embedded
Embedded quality
quality in
in processes
processes // projects
projects
and
and therefore
therefore mandatory
mandatory for
for Siemens
Siemens Quality
Quality Management
Management
Preface
Methodological
elements
Embedded quality in
processes / projects
Consequent supplier
management
Business-driven quality
Cultural / methodological
elements
Customer integration
Broad qualification on
quality issues
Continuous improvement
Cultural elements
Spirit by management
involvement
Control and support
role of quality manager
planning
Focused quality
reporting
Source: Benchmarkingteams, CQM, SMC

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Siemens
Siemens Quality
Quality Gates
Gates Concept
Concept
Content
Benefits from quality gates

Characteristics and elements of quality
gates concept
Examples of quality gates implementations

Implementation
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- Initial situation in complex processes / projects
- Definition and characteristics of quality gates
concept
- Must haves of the Quality Gates Concept
- Long term benefits of Q-Gates
- Impact of levers in the automotive industry
- Evaluation of quality gates
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Quality
Quality in
in complex
complex projects
projects and
and processes
processes is
is often
often not
not professionally
professionally managed
managed
Initial situation in complex processes / projects
Typical situation in complex processes
and projects
No standardized approach to monitor quality
in processes / projects
Undefined content to evaluate at milestones
Inconsistent deadline specification/planning
Lack of cost target transparency at the subassembly and components level
No milestones coordinated and agreed with
all functions
Lack of milestone controlling with a
preventative effect
Unsystematic involvement of internal and
external suppliers
Started development projects are not
stopped in case of low marketability
causes maturity problems
Cost overruns and missed deadlines

In part variable/undefined interfaces
Numerous late/unforeseen changes
Ramp-up with low quality or less
successful products
Intransparency for involved

employees
Lessons learnt not automatically

integrated
No real integration of suppliers and

customers
Source: CQM, SMC, McKinsey

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By
By using
using quality
quality gates
gates in
in the
the development
development process,
process, the
the "maturity
"maturity dilemma"
dilemma" can
can
be
be avoided
avoided early
early on
on
Definition and characteristics of quality gates concept
Definition:
"A set point in time within a process at which the previously agreed performance is measured jointly by
the specific supplier and the customer and then evaluated in terms of quality and completeness."
Characteristics
Regular and standardized evaluation of quality and

Development
progress with
quality gates
Quality gate 4
Readiness
checks
Quality gate 3
Quality gate 2
Quality gate 1
progress based on concrete criteria and quantitative

indicators
Unification and standards create transparency with
respect to requirements, methods, progress and
status of the project
Facilitated process with clear roles and
responsibilities
Integration of suppliers and customers (differentiation
between internal and external gates)
Short feedback loops and tight action controlling
Cross-functional synchronization of all activities in the
relevant areas
Clear escalation and deviation analysis process
Prompt involvement of top management in critical
situation
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Quality
Quality Gates
Gates set
set the
the highest
highest quality
quality aspiration
aspiration level
level for
for milestone
milestone controlling
controlling
Must haves of the Quality Gates Concept
Content
All customer requirements
need to be checked one a
100% base and always up to
date
Always concrete metrics
behind the check
Each deviation needs an
alternative problem solution
Procedure
Location in the process /
project only where quality
critical decision points to be
expected
Thorough preparation with
readiness checks
Gate check with 60 minutes
only on quality critical issues
Mindset
Check as early as you
can for good prevention!
Never say "we will solve

all issues" without
having checked a proven
alternative!
Concentrate on
problems to be solved
and not on good news!
Always address the

BU Head as client of a
quality gate!
Better stop than

produce more cost of
non conformity!
Hence, a few milestones are quality gates and there could be additional ones
Source: CQM
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Decision
Decision Points,
Points, Milestones
Milestones and
and Quality
Quality Gates
Gates can
can be
be differentiated
differentiated
Synchronized definitions1) between CIO and CQM
Ruling principles:
Quality Gates can be defined
independently from Decision
Points and Milestones
Methodological
Aspiration
level
Point in the process chain, where

quality-driven decision making takes
place, i.e.:
Quality Gates contain typically

several Decision Points
Quality Gates and Milestones
can be located simultaneously
Decision Points
Point in the process
chain, where decision
making takes place
Quality Gates
Milestones
Point in the process
chain, indicating the
completion of a
process phase
1. All customer requirements

(incl. supplier- and critical business
issues) have to be checked with
concrete metrics
2. Gaps and root causes have to be
analysed, alternative solutions
proposed and preventative actions
derived
3. Readiness Checks have to be
performed in front of Quality Gates
1) Similar definition for Quality Gates like on page 6

Source:CIO PM, CQM
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Quality
Quality Gates
Gates trigger
trigger aa higher
higher quality
quality awareness
awareness in
in the
the long
long run
run
efficiency
Long term benefits of Q-Gates
Process efficiency improvements and learning
Best in class
by doing
Effective combination with preventative cycles:

lessons learnt as e-learning content
Issues become transparent and trigger quality

awareness and compliance to predefined
standards as common sense
Quality Gates results will become common
language and professional standard with many

customers
time
Positive side effects for 3rd party reviews,

e.g. US-GAAP
Source: CQM
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EXAMPLE
Quality
Quality gates
gates are
are typical
typical levers
levers in
in the
the automotive
automotive industry
industry to
to optimize
optimize risk
risk
management
management
Impact of levers in the automotive industry (1 of 2)
Research/upstream development
Product
definition
Concept
development
Series (Detail)
development
Series preparation
Series
Selection of innovation,
safeguarding of technology
Market-oriented concept fit
Securing of
concept feasibility
Sequence- and criteria-optimized testing and simulation strategy
Supplier selection and management
Customer integration
7
8
9
Differentiated management of changes

Modification/change management
Shortened tool production and procurement times
10
11
12
Management of ramp-up curves
Stringent quality gates

Continuous model generation by CAX/PDM (IT system support)
Source: McKinsey
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EXAMPLE
and
and are
are considered
considered to
to have
have the
the biggest
biggest influence
influence on
on ensuring
ensuring positive
positive results
results
Impact of levers in the automotive industry (2 of 2)
Profit contribution in Euro millions of maturity at SOP
1
Late market launch
225
255
Reduced production
capacity
165
55
90
115
75
150
135
126
225
366
20
450
150
750
75
300
110
550
320
150
20
70
110
115
205
150
100
840
336
50
Total
155
70
378
626
12
52
Cost of changes
145
11
23
10
Warranty and goodwill

costs
10
220
Resources used for

ramp-up/SOP
Source: McKinsey
90
Target development cost

exceeded
Total
90
Customer migration
Target production cost

exceeded
826
30
100
82
(3,240)
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EXAMPLE
Quality
Quality gates
gates gained
gained positive
positive feedback
feedback also
also from
from operational
operational level
level
Evaluation of quality gates
Absolutely
disagree
Largely
disagree
... I have developed a better understanding for the problems faced by

my internal customers and suppliers
10
... my internal customers and suppliers understand my difficulties better
10
... I can work better together with

my customers and suppliers
Thanks to the quality gate

process ...
... I have a better view of the overall

project workflow
... I'm more familiar with the overall
status of the project
... I communicate more often with
my internal customers and suppliers
Total
23
28%
Absolutely
agree
Largely
agree
48
Statements / quotes
0 Times mentioned
Averages of evaluations
12
"The entire project is now

completely transparent."
"I now have a good understanding for the problems
which my colleagues have to
handle in other areas and I
can adjust better to them"
"The previews are really
helpful in making sure everyone has received the same
amount of information and
keeping everyone up to
date"
"Now nobody can say he
didn't know about critical
contents anymore!"
"At the interfaces between
the individual organization
units, there is now a high
degree to transparency
regarding responsibilities,
problems, activities, etc."
72%
Source: McKinsey
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Siemens
Siemens Quality
Quality Gates
Gates Concept
Concept
Content

gates concept
Examples
Implementation
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gates concept
- Fields of application
- Location of quality gates
- Content at quality gates
- Typical Q-Gate Content as agenda for QGate Meeting
- Timeline and Definition of Readiness Checks
- Timing of Readiness Checks
- Evaluation system: Traffic light rationale
- Traffic light rationale in aircraft industry
- Roles within the quality gates concept
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Quality
Quality gates
gates are
are most
most applicable
applicable for
for risky,
risky, undeterministic
undeterministic processes
processes like
like
development
development or
or innovation
innovation process
process
Fields of application
Quality gates to be established

within Siemens into three
core processes:
Criticality / risk
High
Development and
innovation
process
Product life cycle management:
Development
Innovation
Sales,
services,
marketing
or logistic
Production
processes
or
assembly
process
Mid
Supply chain management:
Production ramp up
Very complex products
Customer relationship management:
Low
Low
Quality gates very applicable
Selective usage of quality gates
Less suitable for quality gates
Mid
High
Degree of
deterministic
process
Customer specific solutions

Big customer projects
Suitable for hard- and
software business
Source: CQM, SMC

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Location
Location of
of quality
quality gates
gates depends
depends on
on business
business and
and process
process specifics
specifics
Location of quality gates
Process
Quality
Gate 1
Quality
Gate 2
Quality
Gate 3
Location of quality gates is due to:
Existing business processes

Maturity of selected process steps
Experiences according to the occurrence of quality and other critical business issues
Typical process interfaces
The possibility to create meaningful packages of content
The kind of process (e.g. earlier and more often in very undeterministic processes
like development)
Expected benefits of the gate

Source: CQM, SMC
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The
The definition
definition of
of content
content requirements
requirements at
at the
the gates
gates is
is one
one of
of the
the core
core tasks
tasks
Content at quality gates
Quality gate
content
Quantitative KPIs
Checklists
Qualitative
evaluation
Risk management
and action
evaluation
Customer, supplier and business requirements with concrete metrics
Check of correctness and completeness of manuals, working documents ,

specifications, testing plans, etc.
Discussion of plausibility, logic structures or comparison of alternatives
Identification and preventive action recommendations concerning risks in

processes or marketability of products
Source: CQM, SMC

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Only
Only critical
critical issues
issues on
on the
the agenda
agenda will
will be
be presented
presented to
to top
top management
management
Typical Q-Gate Content as agenda for Q-Gate Meeting
Typical agenda
General overview
Scope (incl. Responsibilities & Resources)
Solution, Product or System landscape
Time Schedule
Business Case and Impact /
Stakeholder Meeting Results
Interdependencies
Status Readiness Check
Process Planning Deliverables
Product / Feature Standards
Risk analysis
Stability criteria
Critical Standards
Performance
Safety
Show Stopper
Resources
3rd parties
One
hour
decision
meeting
with
top
mgt.
Only critical issues
Source: CQM
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Readiness
Readiness Checks
Checks are
are aa necessary
necessary dry-run
dry-run for
for Q-Gate-Meetings
Q-Gate-Meetings and
and aa key
key
for
for smart
smart decision
decision preparation
preparation at
at Q-Gates
Q-Gates
Timeline and Definition of Readiness Checks
Iterations possible if deadline not yet reached
Analyze
Communicate,
discuss results
Start of
of
Start
readiness
readiness
check*
check*
Correct
Analyze
QQGate
Gate
Readiness Check
7-10 days
Readiness Check...
is an obligatory process before Q-Gate

evaluates and rates readiness by checking needed documents and work packages for:
- formal completeness and quality of content
serves to increase degree of readiness:

- give feedback and give a chance for improvement before Q-Gate
is driven by receiver in Q-Gate

is a decision preparation for Q-Gate (decision proposal)
Readiness
Check
Q-Gate
Meeting
- e.g. worst-case scenario = postponement of the Q-Gate and further milestones

* Start of Readiness Check must be communicated early, e.g. together with invitation for Q-Gate meeting
Source: CQM
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Readiness
Readiness Checks
Checks need
need same
same discipline
discipline of
of participants
participants as
as at
at Q-Gates
Q-Gates
Timing of Readiness Checks
Readiness
Check
Q-Gate
7
6
5
4
3
2
1
-6 week
-5 week
-2 week
0 week
2 week
Time
4 week
1 Availability of Release Master Plan
6 Meeting minutes sent to participants
2 Q-Gate and readiness check invitations sent

to participants
7 All action items completed and if

necessary follow-up meeting
planned
3 Deliverables to be distributed
4 Q-Gate presentation prepared and reviewed
5 Presentation sent to participants
Source: CQM
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Traffic
Traffic light
light rationale
rationale should
should visualize
visualize the
the gate
gate evaluation
evaluation
Evaluation system: Traffic light rationale
Description of evaluation signal
Consequence
Red
According to current information, actions cannot rectify

the deviation of actual from target status in time
Project manager/top manager decides on

further steps / escalation
Yellow
Sufficient actions exist to close the gap between actual

and target status in time
Project management approves action package

Implement action package according to plan
Green
No / little deviation of actual from target status;

individual actions not problematic
No discussion in quality gate conference

Advance the project
Degree of
tolerated
deviation
With ongoing
projects /
processes the
demanded quality
level is more and
more increasing
QG
QG
Process /
project time
QG
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EXAMPLE
Traffic
Traffic light
light rationale
rationale is
is used
used in
in many
many companies
companies
Traffic light rationale in aircraft industry
Quality Gate 1 "Definition of Ramp-Up Concept"
Project Managers: Mr. Maier - MTA13, Mr. Linder - MTA44, Mr. Bechtle - MT231
EvaluEvaluation Criteria
Tar- Cur.
get Val. Remarks/Complaints
No.
Description
ation Indicators
2
Full functionality (Function preview)
Date:
Flap Tracks Airbus A380
2.1
Customer requirements,
contractual specifications
Number of foreseeable critical

customer requirements/spec. items
2.2
Kinematics
Number of Flap Tracks without

frozen kinematics
2.3.1
Product interfaces
Reliability (Reliability preview)
3.1.1
Specifications
3.1.2
Service life
MT231
MTA13
BRE/ECT
MT231
Number of missing rules
MT213
MT231
Number of missing dimensional

specifications
7 of 9 stress categ. for 6 flap locations

42 missing, incl. floor and fearing
BRE EMD
stresses and types of fault stress
Number of dimensional criteria not

defined
Yes Yes
MT222
Metal: 5 criteria; CFRP: 12 criteria

open including CFRP part edge
spacing, box mounting (adhesion?)
BRE EMD
MT222
Stress range required for creating

permissible fatigue stresses
BRE EMF
MT213
Number of allowable stress values

missing
Alu: forged parts/plate; Titanium: drop BRE EMF,

forge normal/high-strength; steel
MT213
MT222
Number of missing damage

tolerance criteria
3 categories: Failsafe/impact/crack
growth
BRE
EMD/F
MT222,
MT213
DSG required for fatigue + DT

calculation (threshold and interval)
BRE EMF
MT213
MT213
MT231
BRE
EMD/F
MT222
Design service goal exists
Yes Yes
3.3
Corrosion
Number of missing rules
3.4
Qualification
Number of coupon and component

tests not defined
Hybrid construction/metal, target

dimensions for A-frame, track widths
Number of interfaces without

person(s) responsible
Specification range exists
3.2.2
Qualitative
evaluation
using traffic
3.2.3
light rationale
3.2.4
Coordinated
Customer(s) (Signature)
Indicators 0 1 Roller diameter for track 1 still open BRE/ECT MT231

Internal
formulated based onFront and rear suspension,
Number of interfaces without
0
36 rear link connection, drive system, customer/suppliers
BRE/ECT MT231
description/sketchend products
down drive, fairing, among other things
per criterion
Evaluation
2.3.2
criteria
defined in
Electromagnetic
concrete
terms
2.4
compatibility
3.2.1
Supplier
9/27/2001
OWB requirements for CFRP
Ope Necessary tests and testparameters

n for CFRP part protection open
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Clear
Clear roles
roles and
and responsibilities
responsibilities ease
ease the
the use
use
Roles within the quality gates concept
Roles
Evaluation master
Prepares and coordinates evaluation process

Handles conflicts and accelerates whole process
Evaluation team
Cross-functional team to evaluate presented data

Decide on quality fulfillment
Process /
project team
Drive process / project

Prepare all required data for the gates
Define and implement concrete actions
Top management
Involved in critical situations (e.g. escalation, no consensus)

Triggers fast decisions at gates
Process owner
Designs the quality gates concept and provides methodological support

Responsible for the continuous improvement of the concept
Source: CQM, SMC

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Siemens
Siemens Quality
Quality Gates
Gates Concept
Concept
Content

gates concept
Examples
Implementation
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Examples
- IBM: Product lifecycle management process
- Example: IBM Server Group emerging
business opportunity process
- 3M acceleration process: Quality gates in the
development process
- 3M acceleration initiative
- SAP: Solution Development Life Cycle
- SAP: Quality Gates in the SW development
process
- Quality assurance in R&D: Development
procedure
- Quality Gates within project business at JGC
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An
An integrated
integrated quality
quality gates
gates process
process for
for business
business and
and product
product development
development
IBM: Product lifecycle management process
Integrated Product
Product
Integrated
Management
Team
(IPMT)
Management Team (IPMT)
9
Market
information
Customer
feedback
Competitor
information
Technology
trends
Current
product
portfolio
Project management data

Segment performance data
Understand
the
market
place
Define the
market
segment
Perform
portfolio
analysis
Create
market
segment
strategy
Develop &
optimize
market
segment
plans
Manage market segment

and assess performance
Market
planning
Resources allocation
Project management
Segment performance data
Candidate projects
Satisfied
customers
Customer buying behaviour

Product objectives
Business strategy
Concept
Plan
Develop Qualify
Launch
Life
cycle
Product
development
Profit
R&D roadmap
Product
Product Development
Development Teams
Teams
Source: IBM
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Defined
Defined stage
stage gate
gate process
process within
within IBM's
IBM's business
business development
development
Example: IBM Server Group emerging business opportunity process
Identify
Capture
100% Ideas
Investigate
Incubate
Operation
Plan
..40%
.................. Qualify ..................

10-20 ideas
2-8 ideas
Transition to PDT
Launch new Venture
Evaluate
..50%
Primary Investment Decision

Points
New business
ideas
(100's - 1000's)
Milestones
Initial
Screening
Stage
Gate 1
Identify
Identify
SG1
SG1
Stage
Gate 2
Stage Process Gates

Gate 3
Time
Investigate SG2
SG2
Investigate
Incubate
Incubate
SG3
SG3
Operate
Operate
What
Ideas for new or existing strategic Prioritize Opportunity

initiatives; Technology and market &
scope &
opportunity orientations
approve strategic plan
Approve Execute strategic plan; test options; Launch, Transfer to new

Reject
perform market experiments; deliver License, owner; Concept
Hold
milestones; adjust plan based on
Release DCP in process
learning
Who
EBO core team new opportunity SGPMT; Opportunity

Core Team
Opportunity Teams existing area opp.
team
IPMT;
SGPMT
& IRB
Opportunity Teams: eServer

Software design Council/Advanced
eBusiness Council; Broadband, etc.
IRB
IPMT
SGPMT
Owning
organization
Source: IBM
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Quality
Quality gates
gates in
in the
the development
development and
and ongoing
ongoing integration
integration of
of customer
customer needs
needs
3M acceleration process: Quality gates in the development process
7 Phases Breaks new product development into manageable

levels of risk & investment
Ideas
Concept
2 Feasibility 3
Devt
4 Scale Up 5
Demands VOC through each phase of NPI
Drives critical cross-functional integration
Corporate standard: Phases & Deliverables
Allows consistent management at Business level
Promotes boundary-less, global behavior
Launch
PostLaunch
At every stage
customers' view is
integrated
Flexible: Task Process Maps
Businesses/Divisions drive details that support their unique needs
Source: 3M, CQM, SMC

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Innovation
Innovation as
as the
the key
key success
success factor
factor for
for 3M
3M gates
gates concept
concept used
used to
to increase
increase
the
the number
number of
of marketable
marketable products
products
3M acceleration initiative
NPI Commercialization
Ideas
Concept
Feasibility
2x New Ideas
Devt
Scale Up
Launch
PostLaunch
3x Commercialization Throughput Yield
DFSS Tools & Methods

More Market
Driven
Opportunities
Candid
Market
Assessment
Say Yes or
No with Data
Fewer /
Higher
Impact
Programs
Marketplace
Speaks
2X Idea-Generation, 3X Output
Source: 3M
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Clear
Clear Q-Gates
Q-Gates process
process for
for the
the software
software (solution)
(solution) development
development at
at SAP
SAP
SAP: Solution Development Life Cycle
Solution Development Life Cycle
Development
Planning
Production
Production/
Assembly
Development and Test
Sign Off
Production
Ramp-up
Release to
Customers
Code Freeze
Hand Over
n.ok
Hand Over
NAD->IBD
Hand Over
n.ok Development ok
End Meeting
Hand Over
ok
Meeting: Plan
to Development
Mainstream
Roll-out1
n.ok Production ok
End Meeting
n.ok Ramp-Up ok
End Meeting
Assembly
Feedback and Release by
----------
Component
Standard
Component
Checklist
Standard
Scenario
--Standard
-- Checklist
---Checklist
--------
New: Check of Completeness

against the Checklist
REFA2
New:
Check regarding
Total cost of ownership
Customer Situation
------
New: Verification of product

Quality (Spot Checks)
Owned by Production Unit

1 Includes Support and Maintenance
from market (Customers/Field)
Expectation:
Decreasing Callrate
per new customer
# of
Cust.
Controlled Ramp-up of number of

customers
Lsung
Scenrio
Target
Completion Target # of
Date
customers
live
Rampup
mySAP CRM Mobile Sales
Sep 01
100
Target # of
customers
delivered
Time
Target
Callrate
500
Actuals...
2 ...
Overal
Status
Reason
timely
feedback
Rampup
Manager
tbd
Parallel Qualifying of supporting

SAP units
Completion of Solution by Field,
Service and Development
Owned by Field
(Supported by Production )
2. REFA = Methodology for Work Design, Organization and Corporate Development
Source: SAP
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Stand: 16.09.2004 15:29 0301mrp2.ppt 30
Clear
Clear Q-Gates
Q-Gates process
process with
with defined
defined product
product standards
standards
for
for the
the SW
SW development
development
SAP: Quality Gates in the SW development process
Source: SAP
top+ 08/03
Stand: 16.09.2004 15:29 0301mrp2.ppt 31
AA consequent
consequent Quality
Quality Gates
Gates process
process for
for R&D
R&D
Quality assurance in R&D: Development procedure
Product
planning
QA
Work flow
Mid-term development plan
Planning
Engineering
Feed back market information
Set up Product Quality Target
New Model Development Plan
Test component prote-type

Drawing review
Development
Assemble prototype and test the performance

Durability test
Mass-production preparation
"E"evaluation
"C"evaluation
Market release planning
Sales &
Service
Source: Komatsu
Pre-production
Mass-production
"G"evaluation
Sales & Service material

Massproduction
Product
Support
New model development proposal
Production
preparation
Manufacturing
"W"evaluation
Market introduction
"D"evaluation
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Stand: 16.09.2004 15:29 0301mrp2.ppt 32
Consequent
Consequent control
control by
by quality
quality gates
gates and
and combined
combined audits
audits at
at JGC
JGC
Quality Gates within project business at JGC
Project Schedule
20~30%
Engineering
Procurement
Construction
Cost Control
(Check Estimate)
Schedule Control
60~70%
95%
40%
Major Equip.
Committed
Front End Activities
Plot
Critical Loading
P&I Mat
Matl P. O. Data
Almost MTO
Completed
Const
Start
50%
Eng. Virtually
Completed
Const
Final Plan
Eng. Punch
List
Proc. Punch Const. Punch

List
List
Criticality/Difficulity
Criticality/Difficulity
Analysis & Rating
Quality Control
Engineering Quality Control

Procurement Quality Control
Construction Quality Control
Quality Assurance
Source: JGC
Audits
Assign Q/A Manager

Project Q/A Program
Procedure
Home Office
Vendor
Const. Site
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Stand: 16.09.2004 15:29 0301mrp2.ppt 33
Siemens
Siemens Quality
Quality Gates
Gates Concept
Concept
Content

gates concept
Examples
Implementation
top+ 08/03
Stand: 16.09.2004 15:29 0301mrp2.ppt 34
Implementation
- Implementation of quality gates
- Alignment of quality gates
- Implementation roadmap
top+ 08/03
Stand: 16.09.2004 15:29 0301mrp2.ppt 35
AA well
well defined
defined implementation
implementation concept
concept fosters
fosters aa fast
fast launch
launch
Implementation of quality gates
Definition of scope
Identification of
Definition of
organizational roles
and control system
Definition of content
and requirements of
gates
Clear roles and

Content (based on
process scope based
responsibilities:
customer needs):
on critical business
- Evaluation team
- KPIs
issues
- Evaluation master
- Checklists
- Which core
- Quality gates
- Scope of qualitative
processes (PLM,
process owner
evaluation
CRM, SCM and
- Define escalation
- Risk management
projects)
process and
processes
- Which process parts
dedicated Top
- Action tracking
- Which level of
Management
Requirements:
process detail
Controlling
- Format and
Scheduling / timing of
(evaluation) system
standardization of
gates according to
reporting
business processes
- Level of detail
Consideration of
interdependencies
- Used (QM-) methods
- External versus internal
Integration in
existing business
processes
Implementation
and continuous
improvement
Integration in
Start of quality gates

existing reporting
process
system
Developing and
monitoring of
Alignment with
project management
corrective actions in
concept
case of deviations
Creation of specific Regular evaluation
IT-applications and
of whole process
integration in ITand its elements
landscape
Accompanying trainings for quality gates experts and for all involved employees as well as communication
activities boost a successful implementation.
Source: CQM, SMC
top+ 08/03
Stand: 16.09.2004 15:29 0301mrp2.ppt 36
The
The Quality
Quality Gates
Gates should
should base
base on
on the
the existing
existing process
process structures,
structures, reporting
reporting
systems,
systems, quality
quality management
management tools
tools and
and project
project management
management
Alignment of quality gates
CIO Reference Process House
Planning and prioritization tools
Customer Relationship Management (CRM)

Plan
Understand
Sell
Care
Supply Chain Management (SCM)

Plan
Source
Make
Deliver
Product Lifecycle Management (PLM)

Product
Define
Realize
Portf.-Mgt.
Plan
Return
Commercialize
Project management
Phase out
Quality
Gates concept
Existing reporting systems
Leadership /
Skills
Strategie
Modularisierung /
Standardisierung
Markt
Kunde
Komplexittsreduktion
Vereinfachung der
Kernprozesse und deren
Zusammenwirken
Zielsystem
Konsequenz
Source: CQM, SMC, CIO, TS

top+ 08/03
Stand: 16.09.2004 15:29 0301mrp2.ppt 37
Training
Training of
of aa small
small central
central rollout
rollout team
team is
is aa typical
typical approach
approach to
to trigger
trigger
implementation
implementation within
within business
business units
units
Implementation roadmap
Activities
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Definition of scope, Staffing of central

Rollout / Task force team (3 FTE)
Coaching Workshops for Business Unit
teams
Rollout / Check in Business Units
Analysis of critical business issues

Timing and Content requirements of
selected Q-Gates
Integration in existing reporting

procedures
2 we.
6 we.
2 we.
Further Rollout
Source: CQM
top+ 08/03
Stand: 16.09.2004 15:29 0301mrp2.ppt 38

Quality Gates Concept

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Quality Gates Concept

How to embed quality in projects and

Source: Benchmarkingteams, CQM, SMC

Benefits from quality gates

Examples of quality gates implementations

Benefits from quality gates

No standardized approach to monitor quality

causes maturity problems

Cost overruns and missed deadlines

Intransparency for involved

Lessons learnt not automatically

No real integration of suppliers and

Source: CQM, SMC, McKinsey

Regular and standardized evaluation of quality and

Source: CQM, SMC, McKinsey

progress based on concrete criteria and quantitative

Never say "we will solve

Always address the

Better stop than

Point in the process chain, where

Quality Gates contain typically

1. All customer requirements

1) Similar definition for Quality Gates like on page 6

Long term benefits of Q-Gates

Process efficiency improvements and learning

Effective combination with preventative cycles:

Issues become transparent and trigger quality

Quality Gates results will become common

language and professional standard with many

Positive side effects for 3rd party reviews,

Market-oriented concept fit

Sequence- and criteria-optimized testing and simulation strategy

Supplier selection and management

Differentiated management of changes

Management of ramp-up curves

Stringent quality gates

Warranty and goodwill

Resources used for

Target development cost

Target production cost

... I have developed a better understanding for the problems faced by

... my internal customers and suppliers understand my difficulties better

... I can work better together with

Thanks to the quality gate

... I have a better view of the overall

"The entire project is now

Benefits from quality gates

Characteristics and elements of quality

Quality gates to be established

Product life cycle management:

Supply chain management:

Customer specific solutions

Source: CQM, SMC

Location of quality gates is due to:

Existing business processes

Expected benefits of the gate

Customer, supplier and business requirements with concrete metrics

Check of correctness and completeness of manuals, working documents ,

Discussion of plausibility, logic structures or comparison of alternatives