CMM & CMMI

Capability Maturity Model (CMM):
The Capability Maturity Model (CMM) in software engineering is a model of the maturity of the capability of certain business processes. A maturity model can be described as a structured collection of elements that describe certain aspects of maturity in an organization, and aids in the definition and understanding of an organization's processes. The CMM has been superseded by the Capability Maturity Model Integration (CMMI).

Capability Maturity Model structure

The Capability Maturity Model involves the following aspects:

* Maturity Levels: A 5-Level process maturity continuum - where the uppermost (5th) level is a notional ideal state where processes would be systematically managed by a combination of process optimization and continuous process improvement.
* Key Process Areas: A Key Process Area (KPA) identifies a cluster of related activities that, when performed collectively, achieve a set of goals considered important.
* Goals: The goals of a key process area summarize the states that must exist for that key process area to have been implemented in an effective and lasting way. The extent to which the goals have been accomplished is an indicator of how much capability the organization has established at that maturity level. The goals signify the scope, boundaries, and intent of each key process area.
* Common Features: Common features include practices that implement and institutionalize a key process area. There are five types of common features: Commitment to Perform, Ability to Perform, Activities Performed, Measurement and Analysis, and Verifying Implementation.
* Key Practices: The key practices describe the elements of infrastructure and practice that contribute most effectively to the implementation and institutionalization of the KPAs.

Levels of the Capability Maturity Model:

There are five levels defined along the continuum of the CMM, and, according to the SEI: "Predictability, effectiveness, and control of an organization's software processes are believed to improve as the organization moves up these five levels. While not rigorous, the empirical evidence to date supports this belief."

Level 1 - Ad hoc (Chaotic)
It is characteristic of processes at this level that they are (typically) undocumented and in a state of dynamic change, tending to be driven in an ad hoc, uncontrolled and reactive manner by users or events. This provides a chaotic or unstable environment for the processes.

Level 2 - Repeatable
It is characteristic of processes at this level that some processes are repeatable, possibly with consistent results. Process discipline is unlikely to be rigorous, but where it exists it may help to ensure that existing processes are maintained during times of stress.

Level 3 - Defined
It is characteristic of processes at this level that there are sets of defined and documented standard processes established and subject to some degree of improvement over time. These standard processes are in place (i.e., they are the AS-IS processes) and used to establish consistency of process performance across the organization.

Level 4 - Managed
It is characteristic of processes at this level that, using process metrics, management can effectively control the AS-IS process (e.g., for software development ). In particular, management can identify ways to adjust and adapt the process to particular projects without measurable losses of quality or deviations from specifications. Process Capability is established from this level.

Level 5 - Optimizing
It is a characteristic of processes at this level that the focus is on continually improving process performance through both incremental and innovative technological changes/improvements.

At maturity level 5, processes are concerned with addressing statistical common causes of process variation and changing the process (for example, shifting the mean of the process performance) to improve process performance. This would be done at the same time as maintaining the likelihood of achieving the established quantitative process-improvement objectives.


CMMI (Capacity Maturity Model Integration):
CMMI (Capacity Maturity Model Integration) is a model for evaluating a company's level of maturity in terms of IT developments.
CMMI is a broader version of CMM, on which it is based and from which it borrows most of its concepts, and offers best practices benchmarks for software development. The goal is to encourage companies to monitor and continually improve their processes and evaluate the maturity level of these processes on a five-level maturity scale set by the CMMI.

CMMI is a collection of best practices that meet the needs of organizations in different areas of interest. A collection of best practices that cover a particular area of interest is called a CMMI model.

CMMI currently addresses three areas of interest:

(1) Product and service development — CMMI for Development (CMMI-DEV),
(2) Service establishment, management, and delivery — CMMI for Services (CMMI-SVC), and
(3) Product and service acquisition — CMMI for Acquisition (CMMI-ACQ).

CMMI was developed by a group of experts from industry, government, and the Software Engineering Institute (SEI) at Carnegie Mellon University. CMMI models provide guidance for developing or improving processes that meet the business goals of an organization. A CMMI model may also be used as a framework for appraising the process maturity of the organization.

CMMI originated in software engineering but has been highly generalised over the years to embrace other areas of interest, such as the development of hardware products, the delivery of all kinds of services, and the acquisition of products and services. The word "software" does not appear in definitions of CMMI. This generalization of improvement concepts makes CMMI extremely abstract. It is not as specific to software engineering as its predecessor, the Software CMM.

Achieving CMMI compliance:

The traditional approach that organizations often adopt to achieve compliance with the CMMI involves the establishment of an Engineering Process Group (EPG) and Process Action Teams (PATs). This approach requires that members of the EPG and PATs be trained in the CMMI, that an informal (SCAMPI C) appraisal be performed, and that process areas be prioritized for improvement. More modern approaches that involve the deployment of commercially available, CMMI-compliant processes, can significantly reduce the time to achieve compliance. SEI has maintained statistics on the "time to move up" for organizations adopting the earlier Software CMM and primarily using the traditional approach. These statistics indicate that, since 1987, the median times to move from Level 1 to Level 2 is 23 months, and from Level 2 to Level 3 is an additional 20 months. These statistics have not been updated for the CMMI.

The Software Engineering Institute’s (SEI) Team Software Process methodology and the Capability Maturity Modeling® framework have been successfully employed to accelerate progress from Maturity Level 1 to Maturity Level 4. They’ve demonstrated progressing form Level 1 to Level 4 in 30 months, which is less than half of the average time it has taken traditionally.

CMMI Can Benefit You:

CMMI provides

• Efficient, effective assessment and improvement across multiple process disciplines in an organization
• Improvements to best practices incorporated from the Software CMM
• A common, integrated vision of improvement for all elements of an organization
• A means of representing new discipline-specific information in a standard, proven process-improvement context

For More Information About CMMI:

Go to CMMI Web site:
http://www.sei.cmu.edu/cmmi
http://seir.sei.cmu.edu

Contact SEI Customer Relations:
Customer Relations
Software Engineering Institute
Carnegie Mellon University
Pittsburgh, PA 15213-3890
FAX: (412) 268-5800
customer-relations@sei.cmu.edu

With Love,
~SA

Six Sigma – A Strategy for Achieving World Class Performance

What is Sigma (σ)?

• A term used in statistics to represent standard deviation, an indicator of the degree of variation in a set of a process

What is Six Sigma (6σ)?

• A statistical concept that measures a process in terms of defects – at the six sigma level, there 3.4 defects per million opportunities.
• A philosophy and a goal : as perfect as practically possible
• A methodology and a symbol of quality

Sigma Level:
Short-term sigma levels correspond to the following long-term DPMO values (one-sided):

• 1 sigma = 690,000 DPMO = 31% efficiency
• 2 sigma = 308,000 DPMO = 69.2% efficiency
• 3 sigma = 66,800 DPMO = 93.32% efficiency
• 4 sigma = 6,210 DPMO = 99.379% efficiency
• 5 sigma = 230 DPMO = 99.977% efficiency
• 6 sigma = 3.4 DPMO = 99.9997% efficiency

These figures assume that the process mean will shift by 1.5 sigma towards the side with the critical specification limit some time after the initial study determining the short-term sigma level. The figure given for 1 sigma, for example, assumes that the long-term process mean will be 0.5 sigma beyond the specification limit, rather than 1 sigma within it, as it was in the short-term study.

Why not Four Sigma or 99.379 % ?

• Every hour the postal service would lose 20,000 pieces of mail
• Every day our drinking water would be unsafe for almost 15 minutes
• Every week there would be 5,000 surgical operations that go wrong in some way
• Every month we would be without electricity for almost seven hours

Why Six Sigma:

• Money
• Quality
• Customer Satisfaction
• Competitive Advantage
• Growth
• Employee Pride

Some Success Stories:

• At GE, Six Sigma added more than $ 2 billion to the bottom line in 1999 alone
• Motorola saved more than $ 15 billion in the first 10 years of its Six Sigma effort
• AlliedSignal reports saving $ 1,5 billion through Six Sigma.

"Six Sigma is about practices that help you eliminate defects and always deliver products and services that meet customer specifications"

Cost of Poor Quality:

1. What is cost of scrap?
2. What is cost of rework?
3. What is cost of excessive cycle times and delays?
4. What is cost of business lost because customers are dissatisfied with your products or services?
5. What is cost of opportunities lost because you didn’t have time or the resources to take advantage of them?

Critical-to-Quality (CTQ):
Elements of a process that significantly affect the output of that process. Identifying these elements is figuring out how to make improvements that can dramatically reduce costs and enhance quality.

Six Sigma Phases:

D M A I C : Define -> Measure -> Analyze -> Improve -> Control

DEFINE: Define the project goals and customer (internal and external) deliverables

• Define Customers and Requirements (CTQs)
• Develop Problem Statement, Goals and Benefits
• Identify Champion, Process Owner and Team
• Define Resources
• Evaluate Key Organizational Support
• Develop Project Plan and Milestones
• Develop High Level Process Map

Deliverables :
Fully trained team is formed, supported, and committed to work on improvement project.
Team charter developed, customers identified and high impact characteristics (CTQs) defined, business process mapped.

Checkpoints for Readiness
Team Readiness :
Team is sponsored by a champion or business leader.
Team formed and team leaders assigned.
Improvement team members fully trained on Six Sigma and DMAIC.

Team Charter :
Completed project management charter, including business case, problem and goal statements, project scope, milestones, roles and responsibilities, communication plan.

Customers
Customer(s) identified and segmented according to their different needs and requirements.
Data collected and displayed to better understand customer(s) critical needs and requirements.

Business Process Mapping
Completed, verified, and validated high-level 'as is' (not 'should be' or 'could be') business process map.
Completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers.

MEASURE: Measure the process to determine current performance

• Define Defect, Opportunity, Unit and Metrics
• Detailed Process Map of Appropriate Areas
• Develop Data Collection Plan
• Validate the Measurement System
• Collect the Data
• Begin Developing Y=f(x) Relationship
• Determine Process Capability and Sigma Baseline

Deliverables :
Key measures identified, data collection planned and executed, process variation displayed and communicated, performance baselined, sigma level calculated.

Checkpoints for Readiness
Key Measures Identified
Key measures identified and agreed upon.
High impact defects defined and identified in the business process.

Data Collection Planned and Executed
Solid data collection plan established that includes measurement systems analysis.
Data collected on key measures that were identified.

Process Variation Displayed/Communicated
Process variation components displayed/communicated using suitable charts, graphs, plots.
Long term and short term variability accounted for.

Performance Baseline/Sigma Calculation
Measure baseline process performance (capability, yield, sigma level).

ANALYZE: Analyze and determine the root cause(s) of the defects

• Define Performance Objectives
• Identify Value/Non-Value Added Process Steps
• Identify Sources of Variation
• Determine Root Cause(s)
• Determine Vital Few x's, Y=f(x) Relationship

Deliverables :
Data and process analysis, root cause analysis, quantifying the gap/opportunity.

Checkpoints for Readiness
Data and Process Analysis
Identify gaps between current performance and the goal performance.

Root Cause Analysis
Generate list of possible causes (sources of variation).
Segment and stratify possible causes (sources of variation).
Prioritize list of 'vital few' causes (key sources of variation).
Verify and quantify the root causes of variation.

Quantifying the Gap/Opportunity
Determine the performance gap.
Display and communicate the gap/opportunity in financial terms.

IMPROVE: Improve the process by eliminating defects

• Perform Design of Experiments
• Develop Potential Solutions
• Define Operating Tolerances of Potential System
• Assess Failure Modes of Potential Solutions
• Validate Potential Improvement by Pilot Studies
• Correct/Re-Evaluate Potential Solution

Deliverables :
Generate (and test) possible solutions, select the best solutions, design implementation plan.

Checkpoints for Readiness
Generating (and Testing) Possible Solutions
Possible solutions generated and tested.

Selecting The Best Solution(s)
Optimal solution selected based on testing and analysis.
New and improved process ('should be') maps developed.
Cost/benefit analysis of optimal solution(s).
Small-scale pilot for proposed improvement(s).
Pilot data collected and analyzed.
Improved process ('should be') maps modified based on pilot data and analysis.
Project impact on utilizing the best solution(s).

Designing Implementation Plan
Solution implementation plan established, including schedule/work breakdown structure, resources, risk management plan, cost/budget, and control plan.
Contingency plan established.

CONTROL: Control future process performance

• Define and Validate Monitoring and Control System
• Develop Standards and Procedures
• Implement Statistical Process Control
• Determine Process Capability
• Develop Transfer Plan, Handoff to Process Owner
• Verify Benefits, Cost Savings/Avoidance, Profit Growth
• Close Project, Finalize Documentation
• Communicate to Business, Celebrate

Deliverables :
Documented and implemented monitoring plan, standardized process, documented procedures, response plan established and deployed, transfer of ownership (project closure).

Checkpoints for Readiness
Monitoring Plan
Control plan in place for sustaining improvements (short and long-term).

Process Standardization
New process steps, standards, and documentation are ingrained into normal operations.

Documented Procedures
Operating procedures are consistent.
Knowledge gained on process is shared and institutionalized.

Response Plan
Response plans established, understood, and deployed.

Transfer of Ownership (Project Closure)
Transfer ownership and knowledge to process owner and process team tasked with the responsibilities.

DMADV: Define -> Measure -> Analyze -> Design -> Verify

The basic method consists of the following five steps:

* Define design goals that are consistent with customer demands and the enterprise strategy.
* Measure and identify CTQs (characteristics that are Critical To Quality), product capabilities, production process capability, and risks.
* Analyze to develop and design alternatives, create a high-level design and evaluate design capability to select the best design.
* Design details, optimize the design, and plan for design verification. This phase may require simulations.
* Verify the design, set up pilot runs, implement the production process and hand it over to the process owners.

DMADV is also known as DFSS, an abbreviation of "Design For Six Sigma"

Tools and Roles for Six Sigma:

Process Maping:

• Creating flowcharts of the step in a process – operations, decision points, delays, movements, handoffs, rework, loops, and controls or inspections.
• process map is illustrated description of how a process work.

Design of Experiments (DOE):

• DOE is a structured, organized method for determining the relationship between factors (Xs) affecting a process and the output of that process (Y).

XY Matrix:

• A group of rows and columns, with one set of increments marked along the X (horizontal) axis and another set of increments marked along the Y (vertical) axis.
• The purpose of using XY matrix is to study and understand the relationship between what you are putting into a process and what your customer is getting out of it.
• The XY matrix allows the team to identify gaps, areas for improvement.

Measurement System Analysis:

• The goal of this tool is to ensure that your measurement system is statically confident – that it’s both accurate and precise each and every time it is used.
• Undertaken during Measure phase, your MSA determines whether or not you can take a certain measurement and repeat or reproduce it among different people who take the same measurement.

Process Capability Tool:

• Process capability tool is the measure of a process being able to meet specification requirements and fulfill customer CTQ needs on a long term basis.

Hypothesis Testing:

• Investigating a theory about the suspected cause (s) of a particular effect in a process to determine if it is correct.
• It’s a compass that points you directly to the vital few factors that are most affecting your process.

Failure Mode Effect Analysis:

• The manner in which a part or process can fail to meet a specification, creating a defect or non-conformance, and the impact on the customer if that failure mode is not prevented or corrected.

Control Plan:

• A detailed assessment and guide for maintaining all the positive changes you, your black belt, and the project team have made.
• It ensures that all your analysis and efforts stay in effect and that you have information at your disposal to prevent backsliding or a return to less than optimal performance standard.

Key Roles for Six Sigma:

Executive Leadership: Includes CEO and other key top management team members. They are responsible for setting up a vision for Six Sigma implementation.

Champions: Are responsible for the Six Sigma implementation across the organization in an integrated manner. Champions also act as mentor to Black Belts.

Master Black Belts: dentified by champions, act as in-house expert coach for the organization on Six Sigma. They devote 100% of their time to Six Sigma.

Black Belts: Operate under Master Black Belts to apply Six Sigma methodology to specific projects. They primarily focus on Six Sigma project execution.

Green Belts: Are the employees who take up Six Sigma implementation along with their other job responsibilities. They operate under the guidance of Black Belts and support them in achieving the overall results.


Six Sigma Do's:

• Do communicate the commitment company-wide
• Do demonstrate the commitment of company leaders
• Do empower your key human resources
• Do provide on-site mentoring for black belts
• Do be patient at the inception of you six Sigma initiative
• Do claim and advertise early “wins”
  
• Do benchmark
  
• Do establish project baseline and
  

Criticism:

Six Sigma has made a huge impact on industry and is widely employed as a business strategy for achieving and sustaining operational and service excellence. However, there have also been various criticisms of Six Sigma.

Lack of originality:

Noted quality expert Joseph M. Juran has described Six Sigma as "a basic version of quality improvement," stating that "[t]here is nothing new there. It includes what we used to call facilitators. They've adopted more flamboyant terms, like belts with different colors. I think that concept has merit to set apart, to create specialists who can be very helpful. Again, that's not a new idea. The American Society for Quality long ago established certificates, such as for reliability engineers."

Role of consultants:

The use of "Black Belts" as itinerant change agents is controversial as it has created a cottage industry of training and certification. Critics argue there is overselling of Six Sigma by too great a number of consulting firms, many of which claim expertise in Six Sigma when they only have a rudimentary understanding of the tools and techniques involved.

The expansion of the various "Belts" to include "Green Belts," "Master Black Belts" and "Gold Belts" is commonly seen as a parallel to the various "belt factories" that exist in martial arts.

Potential negative effects:

A Fortune article stated that "of 58 large companies that have announced Six Sigma programs, 91 percent have trailed the S&P 500 since." The statement is attributed to "an analysis by Charles Holland of consulting firm Qualpro (which espouses a competing quality-improvement process)." The gist of the article is that Six Sigma is effective at what it is intended to do, but that it is "narrowly designed to fix an existing process" and does not help in "coming up with new products or disruptive technologies." Many of these claims have been argued as being in error or ill-informed.

A Business Week article says that James McNerney's introduction of Six Sigma at 3M may have had the effect of stifling creativity. It cites two Wharton School professors who say that Six Sigma leads to incremental innovation at the expense of blue-sky work. This phenomenon is further explored in the book, Going Lean, which provides data to show that Ford's "6 Sigma" program did little to change its fortunes.

Based on arbitrary standards:

While 3.4 defects per million opportunities might work well for certain products/processes, it might not be ideal or cost-effective for others. A pacemaker process might need higher standards, for example, whereas a direct mail advertising campaign might need lower ones. The basis and justification for choosing 6 as the number of standard deviations is not clearly explained. In addition, the Six Sigma model assumes that the process data always conform to the normal distribution. The calculation of defect rates for situations where the normal distribution model does not apply is not properly addressed in the current Six Sigma literature.

Criticism of the 1.5 sigma shift:

Because of its arbitrary nature, the 1.5 sigma shift has been dismissed as "goofy" by the statistician Donald J. Wheeler. Its universal applicability is seen as doubtful.

The 1.5 sigma shift has also been contentious because it results in stated "sigma levels" that reflect short-term rather than long-term performance: a process that has long-term defect levels corresponding to 4.5 sigma performance is, by Six Sigma convention, described as a "6 sigma process." The accepted Six Sigma scoring system thus cannot be equated to actual normal distribution probabilities for the stated number of standard deviations, and this has been a key bone of contention about how Six Sigma measures are defined. The fact that it is rarely explained that a "6 sigma" process will have long-term defect rates corresponding to 4.5 sigma performance rather than actual 6 sigma performance has led several commentators to express the opinion that Six Sigma is a confidence trick.

~SA

KAIZEN - A STRATEGY FOR PERFORMANCE EXCELLENCE

KAIZEN (INTRODUCTION):

Kaizen (改善, Japanese for "improvement") is a Japanese philosophy that focuses on continuous improvement throughout all aspects of life. When applied to the workplace, Kaizen activities continually improve all functions of a business, from manufacturing to management and from the CEO to the assembly line workers. By improving standardized activities and processes, Kaizen aims to eliminate waste.
Kaizen was first implemented in several Japanese businesses during the country's recovery after World War II, including Toyota, and has since spread to businesses throughout the world.
Masaaki Imai is known as developer of Kaizen.



What Does Kaizen Mean?

The original kanji characters for this word are: 改 善
In Japanese this is pronounced "kaizen".
改 ("kai") means "change" or "the action to correct".
善 ("zen") means "good".

Make it easier by studying it, and making the improvement through elimination of waste.


How It works:

Kaizen is a daily activity, the purpose of which goes beyond simple productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work ("muri"), and teaches people how to perform experiments on their work using the scientific method and how to learn to spot and eliminate waste in business processes. The philosophy can be defined as bringing back the thought process into the automated production environment dominated by repetitive tasks that traditionally required little mental participation from the employees.
People at all levels of an organization can participate in kaizen, from the CEO down, as well as external stakeholders when applicable. The format for kaizen can be individual, suggestion system, small group, or large group. At Toyota, it is usually a local improvement within a workstation or local area and involves a small group in improving their own work environment and productivity. This group is often guided through the kaizen process by a line supervisor; sometimes this is the line supervisor's key role.
While kaizen (at Toyota) usually delivers small improvements, the culture of continual aligned small improvements and standardization yields large results in the form of compound productivity improvement. Hence the English usage of "kaizen" can be: "continuous improvement" or "continual improvement."
This philosophy differs from the "command-and-control" improvement programs of the mid-twentieth century. Kaizen methodology includes making changes and monitoring results, then adjusting. Large-scale pre-planning and extensive project scheduling are replaced by smaller experiments, which can be rapidly adapted as new improvements are suggested.
In modern usage, a focused kaizen that is designed to address a particular issue over the course of a week is referred to as a "kaizen blitz" or "kaizen event". These are limited in scope, and issues that arise from them are typically used in later blitzes.


Why Kaizen:

CPI (Continual Performance Improvement)

• Data Driven Methodology to Magnify Impact of Process Improvement
• Apply Control Techniques to Eliminate Erosion of Improvements
• Proceduralize/Standardize Improvements for Improved Maintenance of Critical Process Parameters

Kaizen

• Use Small Teams to Optimize Process Performance by Implementing Incremental Change
• Apply Intellectual Capital of Team Members Intimate with Process

The Nine types of waste:

1. Overproduction
2. Delays (waiting time)
3. Transportation
4. Process
5. Inventories
6. Motions
7. Defective products
8. Untapped resources
9. Misused resources

3 Main Principal of KAIZEN:

• Consider the process & the Results.
• The need to look at the entire process of the job at hand and to evaluate the job as to the best way to get the job done.
• Kaizen must be approached in such a way that no one is blamed and that the best process is put into place.

Key Features of KAIZEN:

• Widely Applicable - Can be used in both manufacturing and non-manufacturing enviornments.
• Highly Effective & Results Oriented - Kaizen event will generate Quick results, Measurable results, Estabilish the baseline, and Measure the change.
• A Learning Experience - Every member of Kaizen team will walk away from the event learning something new.
• Team Based & Cross Functional - Team members can be form various function of the business. Top managment participation is encouraged.

PHASES IN KAIZEN

• Step#0 - Event Prepration - Select event area, team, and create team package.
• Step#1 - Define the Scope & Goals of the event
• Step#2 - Train the team, Review the World Class Tool(s)and Techniques that Support the Team's Goal
• Step#3 - Walk the Event Area, Observe Physical Layout, Review Videos if Available. This Steps start the idea creation process
• Step#4 - Collect Data on Event Area (Scrap, Production, Time Studies, Videos, Etc) - Develop/Obtain the baseline performance measurements
• Step#5 - Brainstrom Ideas - Thinking "outside the box" and piggybacking important here.
• Step#6 - Use Multi-Voting to Prioritize Top 8-10 ideas that will be Worked on immediately
• Step#7 - Form Sub-Teams to Go Out and Try/Implement ideas

These steps are Shorten into:

1. Select an Event
2. Plan an Event
3. Implement an Event
4. Follow-up to an Event

BENEFITS OF KAIZEN

• KAIZEN reduces waste like Inventory waste, Time waste, Workers motion
• KAIZEN improves Space utilization, Product quality
• Results in Higher employee moral and job satisfaction, and lower turn over
  

~SA

Importance of "Work" in our life

Our life is an odd mixture of different moments of action and inaction, work and rest. Work provides us with an inner creative joy. It saves us from the dullness and boredom of life. It puts our energies to a proper use. Unused energies create disorders in us. They make us physically unhealthy and mentally unhappy. Time hangs heavy on our shoulders when there is no work. It provides us with money for our life hood. It makes our life meaningful and peaceful. Idleness is more tiresome and painful than work. Even the most unpaid, unimportant and unpleasant work is better than no work. For a really useful and happy work, two things are necessary. They are skill and constructiveness. Constructive work is rather unpleasant in the beginning, but very pleasant at the end. For deriving maximum pleasure from life, we must consider life as a whole, a unity and a system. Good Work pays and evil work destroys at the end. Every man who learns some useful skill enjoys it till he improves himself completely. The element of constructiveness is an important source of happiness. When a worker builds up something new. He feels encouraged and elevated and thus gets pleasure from his creative work. Where there is no need, there would be no work. Where there is no work, there would be no joy in life.

~SA