Maturity level 5 focuses on continually improving process performance through
both incremental and innovative technological improvements. Quantitative
process-improvement objectives for the organization are established, continually
revised to reflect changing business objectives, and used as criteria in
managing process
improvement. The effects of deployed process
improvements are measured and evaluated against the quantitative
process-improvement objectives. Both the defined processes and the
organization�s set of standard processes are targets of measurable improvement
activities.
Process improvements to address common causes of process variation and
measurably improve the organization�s processes are identified, evaluated, and
deployed.
Optimizing processes that are nimble, adaptable and innovative depends on the
participation of an empowered workforce aligned with the business values and
objectives of the organization. The organization�s ability to rapidly respond to
changes and opportunities is enhanced by finding ways to accelerate and share
learning.
A critical distinction between maturity level 4 and maturity level 5 is the
type of process variation addressed. At maturity level 4, processes are
concerned with addressing special causes of process variation and providing
statistical predictability of the results. Though processes may produce
predictable results, the results may be insufficient to achieve the established
objectives. At maturity level 5, processes are concerned with addressing
common causes of process variation and changing the process (that is, shifting
the mean of the process performance) to improve process performance (while
maintaining statistical probability) to achieve the established quantitative
process-improvement objectives.
