Automotive

SPICE® Introduction

Motivation,
Basic Concepts

Kugler Maag Cie GmbH

© KUGLER MAAG CIE GmbH

Seite 1
 Agenda
• Why Automotive Spice®?

• ISO/IEC15504 (ISO 330xx) & Automotive SPICE®

• The Process Dimension of Automotive SPICE®

• The Capability Dimension of Automotive SPICE®

Seite 2
 Why Automotive Spice®?

Seite 3
 Premium Car

Radio Navigation System: 20 MLOC

Cost of software and electronics up to 40 per cent of the total cost
Near Future: 200 million to 300 million lines of software code !!
Even low-end cars now have 30 to 50 ECUs embedded

Seite 6 http://spectrum.ieee.org/green-tech/advanced-cars/this-car-runs-on-code
 Motivation for Automotive SPICE® - Since Beginning of Year 2000
OEMs Cost acceleration Complexity & Effort increase
Typical fault correction costs (kEuro)
during:
1. concept phase 1
2. A sample 3,5
3. B sample 4
4. C sample 6
5. PV series 65
6. 0 series 80
7. series 90
Data, beginning 2000: HIS (Audi, BMW, Daimler,
Porsche and Volkswagen); not considering
vehicle modifications (like flashing, rework etc.)

Public news headline:

“Car breaks down – customer walks, away”
Distribution of the cause of car problems in Germany (%)

Electric/Electronic
5 Engine
5,7 9,5
Heat sink
6 49,2
Wheel/tires

10,5 Fuel system

6,9 Fuel injection

7,2 Transmission
Others

Source: ‘Der Spiegel‘ (a major German news magazine) in 2003

Seite 10
 Volkswagen statement on impact of higher process capability

Seite 11
 Number of Recalls

1668
The GM Desaster Drive-Up
No. of recalls in % of no. of newly Number of recalls in Germany
registered vehicles, Jan-Jun 2014 200

150

100

50

0
1998 2013

379 Mean: 455%

321
281
225
189
156 151 143 127
89 61
28 21 2

Source: Welt am Sonntag No. 42, 19.10.2014

Seite 13
 What Has Market Leadership to Do with Processes?
If you want to be among the market leaders, these are the issues you will need to
address:
• What will give my company an advantage over our competitors?
• Lead time reduction
• Better results at lower cost
• How can we reduce development-caused quality problems?
• How can we improve our efficiency?
• Do we need to improve know-how transfer between staff members, have more versatile
staffing of your people?
• Is there a need for outsourcing/offshoring ?
• How can we make internationalization work effectively and efficiently?
• Integration of new offshore sites
• Internationalization of project execution

To make this work, you need to have good control over your processes

Process control = Prerequisite for a substantial

performance improvement

Seite 14
 Characteristics of a Mature Organization
Characteristics of immature Maturity Characteristics of mature
processes processes
Processes are performed ad hoc Processes are defined,
and in an improvisational way documented and continuously

Performance
Process descriptions are not improved
existent, are not followed, or Process descriptions correspond to
are not asked for
the way people work
The performance strongly
depends on each individual There is a visible support of the
processes by management
The insight into the actual
status of a project is limited The compliance of processes is
Immature processes cause assessed and fostered
‘firefighting’: Process and product metrics are
• People constantly react
Risk

used in a constructive way

• No time for improvements New technologies and tools are
• Burn Out introduced in a disciplined way
(performing trainings,…)

Seite 16
 Benefits for the Staff
• Commitments are given in a mutual way

• Managers let the team check the feasibility before they promise something to
deliver

• System engineers involve software engineers before they modify the system
architecture

• Developers don‘t implement features, which are not specified and approved

• No ‘finger pointing‘

• Plans become more realistic, there is less firefighting

(= less overtime hours, less work on weekend)

• Estimations are done by the development teams

• Schedules are based on reliable estimations

• People don’t need to reinvent the wheel again and again

Seite 18
 An Example from BMW
Data by BMW from 26 projects developing electronic control units:

Seite 19
 And Finally: Compliance Pressure
Automotive SPICE and other standards (ISO/TS 16949, ISO 26262,…) are, mandatory* and
there are good reasons why this is the case.

Suppliers are diverse regarding

• How well and efficiently they are able to implement these requirements from multiple
models
• Whether they manage to achieve a positive ROI in contrast to merely demonstrate
compliance
• This is related to many factors such as buy-in of staff members, lean and user friendly
processes , good tailoring mechanisms, etc.

Supplier assessment results have direct influence on supplier classification (and

selection)
 losing status of A or B supplier means that you are out of business!

*E.g., VW, BMW, Daimler: Konzernlastenhefte require ASPICE Level 2 or 3.

Seite 21
 The Process Dimension
of Automotive SPICE®

Seite 37
 The Basic Idea of Automotive SPICE®
Two-dimensional process assessment model:

Process assessment model

Capability Dimension
• capability levels

Capability Levels
• process attributes
• rating
• scale
• method
• aggregation method
• process capability level model

1 2 3 ……………….. n
Processes

Process dimension
• domain and scope
• processes with purpose and outcomes

Seite 38
 Automotive SPICE® Process Assessment Model

Process assessment model

Capability Dimension
• capability levels

Capability Levels
• process attributes
• rating
• scale
• method
• aggregation method
• process capability level model

1 2 3 ……………….. n
Processes

Process dimension
• domain and scope
• processes with purpose and outcomes

Seite 39
 Automotive SPICE PAM and ‘HIS scope’

Acquisition Process Group Management Process Group Supporting Process Group

ACQ.3 Contract agreement Project management
MAN.3 ject management SUP.1 Assurance
Quality assurance
ACQ.4 Supplier monitoring MAN.5 Risk management SUP.2 Verification
ACQ.11 Technical requirements MAN.6 Measurement SUP.4 Joint Review
ACQ.12 Legal & administrative Reqs SUP.7 Documentation
ACQ.13 Project requirements Process Improvement Process Group SUP.8 Configuration management
ACQ.14 Request for Proposals PIM.3 Process improvement SUP.9 Problem resolution management
ACQ.15 Supplier qualification SUP.10 Change request management
Reuse Process Group
Supply Process Group REU.2 Reuse program management
SPL.1 Supplier tendering
SPL.2 Product release

Engineering Process Group

ENG.1 Requirements elicitation
ENG.ystem
ENG.2 requirements analysis analysis
System requirements
ENG.3 System
System architecture
architecture design
design
ENG.4 Software
Software requirements
requirements analysis
analysis
ENG.5 Software
Software design
design
ENG.6 Software
Software construction
construction
ENG.7 Software
Software integration
integration
ENG.8 Software
Software testing
testing
ENG.9 System
System integration
integration
ENG.10 System
System testing
testing
HIS scope

page 40
Seite 40
 The Structure of Processes (1)

Process Identifier

Process Name

Process Purpose

Process Outcomes

…to be continued……..

Seite 42
 The Structure of Processes (2)
… continued ...

Base Practices

…
Output Work
Products

Seite 43
 Base Practices & Output Work Products
Base practices
• are the “activity elements” of processes
• are “best practices”
• generate “process outcomes”

Output work products

• are potential outputs of processes
Example:
(i.e., their implementation is not mandatory;
assessors need to decide depending on the ENG.6 Software construction
given context.)

Seite 44
 Work Products characteristics
Work product characteristics
• are potential attributes of the work products
(i.e., they need not to be implemented as specified. Assessors
need to decide this depending on the given context)
• are specified in Annex B.

Example: 08-52 Test plan

Seite 48
 Your Questions

Seite 49
 The Capability Dimension
of Automotive SPICE®

Seite 50
 Automotive SPICE® Process Assessment Model

Process assessment model

Capability Dimension
• capability levels

Capability Levels
• process attributes
• rating
• scale
• method
• aggregation method
• process capability level model

1 2 3 ……………….. n
Processes

Process dimension
• domain and scope
• processes with purpose and outcomes

Seite 51
 The Capability Dimension of Automotive SPICE®

OPTIMIZING 5
PREDICTABLE 4
ESTABLISHED 3
MANAGED 2
PERFORMED 1
INCOMPLETE 0

Seite 52
 Definition of the Capability Levels 1/3
Level 0: “Incomplete”
• The process is not or not completely implemented.
The purpose of the process is not or only partially fulfilled.

Level 1: “Performed”
• The implemented process fulfills the purpose of the process. The process
outcomes are essentially achieved.

OPTIMIZING 5
PREDICTABLE 4
ESTABLISHED 3
MANAGED 2
PERFORMED 1
Seite 54 INCOMPLETE 0
 Definition of the Capability Levels 2/3
Level 2: “Managed”
• The performed process is also planned, monitored, and adjusted .
• The work products of the process are adequately implemented, controlled and
maintained.

Level 3: “Established”
• A standard process exists and is maintained.
• The project uses an adapted version of this standard process (a so-called
‘defined process’) and is thus able to achieve defined process objectives.

OPTIMIZING 5
PREDICTABLE 4
ESTABLISHED 3
MANAGED 2
PERFORMED 1
Seite 57 INCOMPLETE 0
 Definition of the Capability Levels 3/3
Level 4: “Predictable”
• During the execution of the defined process detailed measurements are carried
out and analyzed, resulting in a quantitative understanding of the process
capability and an improved accuracy of forecasts. The process is managed
between upper and lower control limits by way of quantitative process control.
The quality of work products is known quantitatively.

Level 5: “Optimizing”
• Based on the business goals of the organization, process improvement
objectives are defined and their achievement is monitored continuously.
Processes are continuously being improved, innovative approaches and
techniques are tested and replace less effective processes to thus achieve the
defined objectives.
OPTIMIZING 5
PREDICTABLE 4
ESTABLISHED 3
MANAGED 2
PERFORMED 1
Seite 60 INCOMPLETE 0
 Process Attributes

Are improvement objectives derived systematically from analysis of

5.1 Process Innovation
quantitative data and from potential innovations? Is an implementation
strategy defined?
5.2 Process Optimization
Are improvements managed systematically?

4.1 Quantitative Analysis Are measurements used to evaluate achievement of process objectives in
support of business goals?
4.2 Quantitative Control Is the process managed quantitatively by statistical means?

Are standard processes available with specified roles, competencies,

3.1 Process Definition
infrastructure and work environment? Are methods available to monitor their
effectiveness?
3.2 Process Deployment
Are the processes deployed systematically? Are data analyzed to evaluate
their effectiveness?

2.1 Performance Management Is the execution of the process planned and monitored?
2.2 Work Product Management Are work products managed systematically and is their quality assured?

Are process results achieved by implementing ‘Base Practices‘ and through

1.1 Process Performance
use/creation of appropriate work products?

Seite 64
 Rating Process Attributes
The fulfillment of a PA is measured along a scale from 0-100% in the following steps:
• N (Not achieved) corresponds to 0-15%.
There is little or no evidence of the assessed process fulfilling the defined attribute.

• P (Partially achieved) corresponds to > 15-50%.

There is some evidence of a procedure and a partial fulfillment of the defined attribute in the
assessed process. Some aspects of the attribute being fulfilled may be unpredictable.

• L (Largely achieved) corresponds to > 50-85%.

There is evidence of a systematic approach and significant achievement of the defined attribute
in the assessed process. There may be some weaknesses regarding this attribute in the
assessed process.

• F (Fully achieved) corresponds to > 85-100%.

There is evidence of a complete and systematic approach and complete achievement of the
defined attribute in the assessed process. There are no significant weaknesses regarding this
attribute in the assessed process.

Seite 65
 Assessment Results
The outcome of an assessment is a set of process profiles for the assessed
processes, each process profile consisting of the PA ratings.

CL5 P N N N N N N N N N N N P F
L N P N N N N N N N N N P F
CL4 L P L P P P P P P P P P F F
L L L P P P P P P P P P L F
CL3 F L F L L L P P P F F F P F
F L F L F L P P P L F F P F
CL2 F F F F F L P L L F F F F F
F F F F F F P F F F F F F F
CL1 F F F F F F L F F F F F F F

Seite 67
 Example of a “Capability Profile“

CL5

CL4

CL3

CL2

CL1

Seite 69
 Your Questions

Seite 76