I Own Quality-Training

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I Own Quality – Web Based Training

"I Own Quality" Web Based Training

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Chapter 1: Quality in Nokia Siemens Networks

This chapter shows:• How quality is embedded in the overall strategy of Nokia Siemens Networks.• How quality is reinvigorated in Nokia Siemens Networks based on three principles.• Our quality goals through 2014 and how we plan to achieve these goals.


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Our Overall Strategy

Quality is of utmost importance for Nokia Siemens Networks.But before we examine what this means for you let’s explore how quality is embedded in the overall strategy of our company.

What do you think?What are the pillars of the overall strategy of Nokia Siemens Networks?


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Focus, Innovation and Quality are the pillars of our strategy which is built around the customers and their feedback.

What does Focus mean?When coming to the portfolio it means that we are focusing on Mobile Broadband and Services.


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When coming to geography it means that we defined priority countries in which customers set a high value on quality.

In Japan, local customers want to have the root cause for every failure.In the USA, local customers focus on the quality management practice TL9000.South Korea is the leading edge technology country.


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Furthermore, we strive for a turnaround in Middle East and Africa and want to defend our position or even grow in the rest of the regions.


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When coming to customers it means that we focus on telecommunicationsand limited verticals, e.g. GSM Railway operators.


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Innovation means that we increase our investment in Mobile Broadband.

We maintain and even increase our Research & Development spending in key segments such as LTE and wideband.We grow in Silicon Valley where our presence is currently low.We file new patents and enhance our Intellectual Property Rights (IPR) revenues.Finally, we want targeted investment to get the maximum result.


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Quality means that we increase our investment and engagement with our customer by implementing Customer Delight Teams.

We establish a pro-active quality culture and set up a company wide training program where I Own Quality is the first step in the journey.We will leverage best quality practices to improve our overall product and service quality, find faults earlier and prevent them in the future.We renew our technical leadership by continuously and consistently applying quality methods and tools all over Nokia Siemens Networks.Finally, there is the principle “I Own Quality” which we will discuss in this training.


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Focus, Innovation and Quality are pillars of our strategy which depend on each other:

A focused portfolio brings value through prioritized market approach, innovation and quality.


How to Become the Leader in Quality

By now you know that quality plays a major role in our overall strategy.

Our mission is to reinvigorate Nokia Siemens Network’s Quality by driving company wide quality leadership and maturity. We will deliver highest quality products, services and solutions through cross-organizational collaboration to delight our customers.This mission is based on three principles.

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How to Become the Leader in Quality

Customer First:

We deliver high quality products, services and solutions to maximize the investments customers are making with us.

Execution Excellence:

We are customer centric and embed quality and continuous improvement in our everyday business processes, products, services, solutions, and quality management approach.

I Own Quality:

Every Nokia Siemens Networks employee takes personal responsibility on a daily basis for their actions and decision making to achieve high quality for our customers.

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The Plan

This mission demands our engagement, supplying the customer with the highest quality products and services.On the journey towards delighting our customers Nokia Siemens Networks wants to move from ad hoc to consistent systematic improvements and from a reactive to a proactive quality culture.

How do we want to accomplish this transformation?

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The Execution

We have renewed our Nokia Siemens Networks quality journey with the aim to address recognized pain points and have the ultimate goal to delight our customers through our quality approach.The quality journey will certainly take time to develop and mature. We have kicked off immediate quality priorities to improve the known pain points.

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Slide with 1st Rollover

The quality priorities are• Customer Quality Management

• Defect Prevention and Containment

• Quality Capability and Maturity.

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Slide with 2nd Rollover




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Slide with 3rd Rollover




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Within the Quality Priorities we defined quality focus areas.

What do you think?What are the corresponding quality focus areas?

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The Execution

So now you know the quality focus areas, defined within the Quality Priorities.

But what are the corresponding KPIs for these quality focus areas?This Quality Scorecard will show you simplified quality focus areas and their corresponding KPIs and targets.

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Summary

We are at the end of this chapter. Let's recap the key statements.

Quality is a key element of the overall strategy of Nokia Siemens Networks.Our mission is to reinvigorate Nokia Siemens Networks' quality based on the principles Customer First, Execution Excellence and I Own Quality.We have a clear roadmap to drive quality leadership and maturity. Ultimately, the quality culture will be part of Nokia Siemens Networks' DNA.

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Chapter 2: What the Customer is Telling Us

This chapter• Illustrates our customers’ business challenges and pain points regarding quality.• Shows that Nokia Siemens Networks is addressing the customer challenges.• Quotes customer statements that prove the success of Nokia Siemens Networks’ quality strategy.

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The Customers’ Business Challenges

When talking about quality it is necessary to take a look at the business challenges of Nokia Siemens Networks’ customers.35% of customers identify Achieving Higher Network Performance as their number 1 business challenge.25% say that Network Evolution is their top challenge.

Clearly, both challenges aim at enhancing the ultimate end-user experience.

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Understand the Customer Quality Pain Points

Expectations in Nokia Siemens Networks are growing and we need to develop our approach further to focus on the end-user and not only fulfill KPIs.

We need to know the customers’ pain points regarding quality within NSN.Based on customer feedback the following issues were discovered.

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Customer Quality Management:

The response times to customer issues are too long.

The root cause analysis is not always thorough enough.

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Software Quality:

Defects were found post release.

Many corrections are necessary in the software.

A newer release is not better than the previous one, e.g. a defect was either not fixed or a new defect was introduced in the new release.

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Hardware Quality:

The reliability of Nokia Siemens Networks’ products is low.

The failure review analysis is inadequate.

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Services Quality:

The outage duration & frequency is high.

There is a regional expertise lacking.

The execution is inconsistent.

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Roadmap:

There is a late delivery of features.

There are too many scope changes and multiple releases.

There is a long validation time per release.

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Delivering Quality:

Nokia Siemens Networks is moving in the right direction to address these challenges. E.g. radio access solutions such as LTE and Active antenna as well as Next Generation products fit in with the customers’ focus on enhancing the end-users’ experience. Managed Services also continue to be an area of strength.

This shows that Nokia Siemens Networks knows what the customers want and need. Our advantages are the long standing relationships and a good cooperation with them. The customer feels they are working with trusted and experienced counterparts.

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Customer First

Nokia Siemens Networks understands the customer pain points and reinvigorated the quality based on the 3 quality principles. The following statements show that the customers are satisfied with the improvements.

Here is a quote from CMCC - China Mobile which proves that we already live our Customer First principle:“NSN has improved a lot. NSN is quicker in responding to the customer. It speeded up its product development and customer support. Secondly on performance perspective, NSN met customer's requirement better. Thirdly, we always complained that NSN's problem solving cycle is too long, but now the cycle is also shortened, and NSN also proactively solved some issues.”

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Execution Excellence

When coming to Execution Excellence a statement of Telcel - Latin America demonstrates our progress towards quality.

“NSN's access product is excellent as it is scalable and reliable, but the biggest improvement NSN has made is their customer service. We are quite happy with NSN, especially in comparison with Ericsson, who is in a bad shape. I feel that NSN is attentive and they have helped us to understand and execute network implementation better. I really would like to do more business with NSN.”

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I Own Quality

Finally, here is a statement of Telefonica showing how we live the principle I Own Quality.

“The Nokia Siemens Networks people are doing their best for us and I have no issue with how hard the local team is working for us. They are well trained and have no problem with analysis or carrying out emergency procedures. Nokia Siemens Networks’ care and support from the local team is good. The Nokia Siemens Networks team has been great to work with, very competent, good at communicating and they cooperate well with us, that’s been 100%. I think Nokia Siemens Networks is the market leader in location-based services.”

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Summary

We are at the end of this chapter. Here are the key statements.

Our customers confirm that we are moving in the right direction to address the customer challenges which aim at enhancing the ultimate end-user experience.The Customer pain points regarding the quality in Nokia Siemens Networks concern Customer Quality Management, Software Quality, Hardware Quality; Services Quality and Roadmap.Our customers validate our quality strategy. Their statements show that we are on track.

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Chapter 3: What Does Quality Mean to me and my Stakeholders

This Chapter• Illustrates that every employee of Nokia Siemens Networks is responsible for quality.• Gives examples of what you can do to live quality in your daily work.• Exemplifies how you can achieve high quality.

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Living Quality

Let’s now go into practice. What can you do to live quality in your daily work? Here are some examples for each of the quality principles.For you this means to put your Customer First!

Understand the Voice of the Customer by engaging key customer listening posts such as surveys, customer reviews and customer workshop.

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Living Quality

Determine how customer excellence can be instilled within business processes, products, services and solutions.Anticipate customer issues, understand root cause and instill preventive safeguards to avoid future occurrence.

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Living Quality

What can you do to instill Execution Excellence?

Embed quality rigor and assurance into development cycles and delivery efforts.Understand how Execution Excellence can facilitate meeting quality objectives and on time delivery.Be an advocate for quality excellence.

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Finally, there is I Own Quality.

What do you think?What can you do to live quality when coming to I Own Quality?

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Example: Execution Excellence vs. Poor Quality

Everyone has responsibility for quality - you too!

You own quality, you shape quality, you make quality happen. Let’s take a look at a scenario that supports this statement.

A mobile operator needs to increase the feature for bandwidth in its network. The company turns to Nokia Siemens Networks to implement this feature. This is the first general software release for the bandwidth expansion and the customer is pushing hard against the timeline.

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Checkpoints for quality are written into the project plan. To aid the delivery of a quality product a Quality checklist is in place. The plan is locked down with everyone's agreement on the timeline and commitments.

As the project progresses employees validate whether the quality criteria are met at each checkpoint. Adhering to the quality checklist proves to be challenging.

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Everyone has responsibility for quality – you too!

Female:We are working hard to deliver an on time solution. But during the review of the deliverables against the quality criteria at Checkpoint 2, we identified a non-conformance.

Male:What is the impact on the timeline?

Female:We need time to run more testing to guarantee a quality product.

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Male:That is not acceptable. We need to continue to adhere to the scheduled timeline.

Female:But the last time we did a major release of this magnitude, and quality did not meet the expectations, the customer was very dissatisfied with our company. Quality issues escaped to the field impacting the end-user. In addition, it elevated cost due to rework and field activities.

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Female:Therefore, we cannot proceed. We need to create an action plan to remedy the non-conformance before we move forward.

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Female:If we were to proceed the customer would receive a product that does not meet his requirements. He would not be able to provide the service promised to the end-user. Consequences for our company could be product re-work, contract penalties, visits to customer premises to fix problems. This would add 20% of Cost of Poor Quality to the project cost.

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Female:Furthermore, this will impact our competitive position in the market place, reducing the confidence our customers have in us. As we spend more effort and calendar time addressing defects, the less capacity we have to develop and deliver value added solutions.

Male:OK, I agree. Customer First means we need to be upfront with the customer and explain the circumstances. If I put myself in the customers shoes I would like to know. I understand that stopping and fixing the non-conformance allows us to produce a higher quality product without adding additional cost for rework and damaging our reputation.

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This approach characterizes customer centric quality focused behavior.

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If the appropriate actions in the role play had not been taken there would have been an impact on Cost of Poor Quality (CoPQ). What is CoPQ?

The operating budget is identified by 2 main categories• Cost of Performance and• Cost of Quality.

Cost of Performance are the costs to meet requirements at the desired level of quality. This includes publishing reports that are used, delivering a defect free product to a downstream consumer in the value chain.

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Cost of Quality are the• Cost of Conformance, e.g. costs for quality assurance and• Cost of Non-Conformance, e.g. Cost of Poor Quality.

Cost of Conformance is made up of• Appraisal Costs, e.g. testing and• Prevention Costs, e.g. training and improvement activities.

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CoPQ or Cost of Non-Conformance is rework, e.g. defect repair, retest or lost sales due to poor quality.

Variation in the output of processes causes defects. Variation means that a process does not produce exactly the same result every time the product or service is delivered.Variation exists in all processes.

In summary:Execution Excellence will decrease or eliminate Cost of Poor Quality!

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The general idea is to maximize the percent of the operating budget allocated to Cost of Performance.

We also want to minimize Cost of Conformance. We still want to be effective and credible – customers expect testing to be performed. Also, we need to train the staff and analyze faults to facilitate process and procedures improvement.

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Finally we want to eliminate CoPQ. But it cannot reasonably be expected to reduce CoPQ to zero. The best way is to Measure and understand variation in our business processes.

Measuring and understanding variation in our business processes helps identify specifically what the current level of performance is and what needs to change in order to reduce the variability and therefore reduce the defects delivered to downstream processes and customers.

CoPQ represents a substantial reduction in operating income.

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Taking a deeper dive into CoPQ we see it is made up of Internal Failure Costs, e.g. troubleshooting and repairing, and External Failure Costs, e.g. Service Level Agreement penalties and complaint handling.

The obvious and "visible“ costs are a small portion of the overall CoPQ. The bottom of the iceberg represents the majority of the CoPQ and not as easily identified.All of these costs represent areas of opportunity to reinvigorate quality in Nokia Siemens Networks.

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According to functional areas, here are some examples for Cost of Conformance which ensures that only high quality products, services and solutions reach the customer. And how they are impacted by CoPQ in your job.

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CoPQ should be in your mind whenever you are doing your job.Identify which statement about CoPQ is true.

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Summary

We are at the end of this chapter. Here are the key statements.Every employee of Nokia Siemens Networks is responsible for quality.

Poor quality impacts the competitive position of Nokia Siemens Networks. Therefore, take ownership of quality in everything you do. Strive for quality, live quality in your daily work.

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Chapter 4: Call to Action

This chapter• Gives suggestions how to build a quality culture in Nokia Siemens Networks.• Provides the opportunity to develop your own commitment statements for reinvigorating quality in your daily work.

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Building a Quality Culture

By now you know the importance of quality for Nokia Siemens Networks. Therefore, we need to build a Quality Culture in our company. Every employee has to contribute to reach this goal.Here are some suggestions how to implement quality according to 5 areas.

Behaviors

• I will be involved in a specific improvement effort.• I will drive action reviews.• I will implement key improvement actions.• I will share key lessons learned to other teams.

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Communications

• I will escalate immediately when I notice quality problems.• I will always follow up the feedback from the Customer Experience Survey - seek, read and share.• I will communicate lessons learned and success stories.

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Capability and Development

• We will take care that everybody gets the ‘I Own Quality’ online training.• I will learn more about root cause analysis techniques.• I will learn more about Lean Six Sigma.• I will commit to learn more about metrics and KPIs used to measure my organization’s performance.• I will learn more about Service Excellence and actively make use of my current knowledge.• I will embed quality in my Personal Development Plan with my manager.

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Recognition and Reward

• I will recognize quality related improvements like systematic or preventive solutions at my level of the organization, instantly, monthly and quarterly.• I will institutionalize successes and best practices.• I will actively share positive customer feedback.• I will submit an application success story to the quality award recognition program.

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Influence

• I will influence people with the feedback I receive from customers.• I will conduct quality reviews for my organization or business unit.• I will participate in quality reviews for my business unit and influence project proceedings.

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Commitment Certificate

Take a few minutes and think about what you can do to improve quality in your personal working environment.Write down your own commitment statement for each of the 5 areas in the corresponding box.Print out your commitments via the print button and use it to discuss quality with your colleagues and manager.

Incorporate your commitments into your Personal Development Plan.

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Links and further information

For your convenience here are some useful links concerning "I Own Quality".You can also download these links as pdf file and save it on your computer.Furthermore, you can download and print out this training course as PDF file.

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Congratulations!

We are at the end of the ‘I Own Quality’ training.Always remember that our goal is to reinvigorate quality in Nokia Siemens Networks to deliver highest quality products, services and solutions to delight our customers.An important pillar to reach this goal is your participation and your daily work –every day anew.

Own It, Shape It and Make It Happen!

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I Own Quality-Training

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Transcript of I Own Quality-Training