The company
has assigned sponsorship of the EPG to the newly identified vice president of
technology. It has renamed the Software Training Group to the Engineering Training
Group (ETG) and given it responsibility for training unique to engineering and
purchasing. The company decided to leave the ISO program as is, but has assigned
the senior in-house ISO auditor as a full-time member of the EPG.
Rationale: The rationale for the merged team approach is that:
The company found that it had many of the same members and stakeholders
in the SEPG and EPIG.
It has very similar processes and procedures for systems and software in
requirements, design, integration, verification, and validation with some
understandable differences in specialty engineering.
The newly assigned VP of technology sees this merged EPG and ETG as a
way to improve communications between systems, software, and purchasing
and is looking for a way to reduce rework.
n n
n
Alignment of Multiple Process Improvement Initiatives n 143
Scenario Two: Separate but Equal
Background: Wily Coyote Industries, a division of Kannotgetabrake, Inc.
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