DESARROLLO DE SOFWARE

Nombre: Ángel Adrián Bajonero Sánchez

Ivan Antonio Tomas Matrícula: 2669638

Nombre del curso:

Documentación de software Nombre del profesor:

Alejandro Zopfy Muñoz

Módulo:

1. Introducción a la documentación de software Actividad:

1. El desarrollo de software, más que la creación de programas

Fecha: 17 de Agosto de 2014

Bibliografía:

Kaizen Events within a DMAIC Lean Six Sigma Project Execution Roadmap Book (2014) Consultado el 17 de Agosto de 2014 de la página:

https://www.smartersolutions.com/blog/forrestbreyfogle/2010/06/26/kaizen-events-within-a-dmaic-lean-six-sigma-project-execution-roadmap/

Caltechnix (2014) Adcalib. Consultado el 17 de Agosto de 2014 de la página: http://www.caltechnix.com.mx/12/LicenciaSuscripcion.html

Wikispaces (2014) Crear un wiki. Consultado el 17 de Agosto de 2014 de la página: https://www.wikispaces.com

Objetivo:

• Investigar sobre una organización en nivel Six Sigma, además de conocer sus prácticas, conocer más sobre los Wikis para posteriormente crear uno con elementos específicos.

Procedimiento:

1. Revisé la actividad que se haría para este tema.

2. Analicé la actividad a realizar.

3. Investigué en fuentes confiables sobre empresas con calidad six sigma, concepto de process impact y sobre las wikis..

4. Redacté mis resultados de la actividad.

5. Redacté mi conclusión personal sobre la actividad.

Resultados:

Toyota invented "lean production" according to Jeffrey Liker, author of The Toyota Way. It's also known as the Toyota Production System or TPS for short. And it seems to work well: Toyota's profits in March 2003 were larger than GM, Ford, and Chrysler combined!

Six Sigma and Lean are clearly on a collision course. So are all of the quality disciplines whether it's ISO 9000 or software's CMMI. Each is a slightly different view through a different facet of the same diamond.

Lean

At it's heart, lean is about speed and the relationship between steps in a process. It's about eliminating non-value added elements from the process. It's about shrinking batch sizes down to create a "one-piece flow."

And where did Toyota get this silly idea called "lean?" From U.S. supermarkets, that's where. On an early visit to the U.S. they saw how supermarket shelves held minimal inventory and were replenished only as quickly as customers "pulled" the products off the shelf. In a pull system, the preceding process must always do what the subsequent process tells it. The visual ability to see low stock and replenish it became known as the kanban (a.k.a. "card") system.

Here's Toyota's critical discovery: When you make lead times short and focus on keeping production lines flexible, you actually get better quality, responsiveness, productivity, and utilization of equipment and space. Some core beliefs include:

The right process will produce the right results.

Developing your people and partners adds value.

Continuously solving root problems drives organizational learning.

One-piece flow increases productivity, profitability, and quality.

Products don't like to wait in line. Material, parts, and products are impatient.

The only thing that adds value is the physical or informational transformation of raw material into something the customer wants.

Errors are opportunities for learning.

Problem solving is 20% tools and 80% thinking.

DMAIC de la empresa TOYTA

Kaizen events have provided in Lean Six Sigma deployments a means for improving a process. Kaizen, the Japanese word, literally means continuous improvement. A kaizen event hallmark is its empowerment of people fostering their creativity. The work of Taiichi Ohno yielded the Toyota production system (TPS), which has become synonymous with the implementation of kaizen events, embodying the philosophy and applying the principles.

A kaizen event or kaizen blitz is used by some companies to fix specific problem or workflow issue within their organization. With the Integrated Enterprise Excellence (IEE) system, there is integration with this activity through 30,000-foot-level metrics. With the IEE system a kaizen event is created when there is a need to improve a particular aspect of the business, as identified by this metric, and a kaizen event is a tool that can be used to accomplish this. Rother and Shook (1999) describe two kinds of kaizen events; i.e., a process kaizen event addresses the elimination of waste, which has a focus at the front lines,

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