Automotive SPICE™ in Practice by Klaus Hoermann & Markus Mueller & Lars Dittmann & Joerg Zimmer

Author:Klaus Hoermann & Markus Mueller & Lars Dittmann & Joerg Zimmer
Language: eng
Format: epub
Publisher: Rocky Nook Inc.
Published: 2008-03-14T16:00:00+00:00

Figure 2–18 Example of problem and resolution tracking over time

Before a problem is finally closed, formal approval by authorized staff should be obtained (see also SUP.10 BP.11 on this point). The review result is documented.90

BP9: Analyze problem trends. Collect and analyze data from the problem management system (occurrence, detection, affected range, etc.), identify trends and initiate actions, where necessary.

It is good practice to collect data on problem status and solution progress at different levels, for instance, at product, process, project, and organization level, in order to identify trends related to problems and defects.

Individuals and organizations learn from problems and failures. The systematic elimination of defect sources opens up possibilities for cost reduction and quality increase. This can result in changed and enhanced processes, better tool support and improved guidelines, or staff specially trained in problem handling. The SUP.9 process provides an excellent data source which can be evaluated in the context of the process improvement process (PIM.3). This applies especially if statistical evaluations are available regarding defect categories, defect injection times, and affected product parts.

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