Quality Principles and Concepts Quality - Meet Customer Requirements (MCR) - MCR in term of functionality.
- Meet Customer expectation (MCE) - performance/usability/capability etc...
- Cost Of Purchase (CP) - By customer.
- Time To Release (TR) - By development organization.
Quality software is reasonably bug/defect-free, delivered on time and within budget, meets requirements and expectations, and is maintainable. The five perspectives of Quality- perspective = viewpoint, point of view - transcendent (I know it when I see it) transcendent = inspiring, inspirational
- product – based (Possesses desired features)
- user- based ( fitness for use)
- dev. and Mfg based( conforms to requirements)
- value based (at an acceptable cost)
Quality Organization must
have: - Effectiveness: doing the right things (understanding the customer’s expectations)
- Efficiency: doing the right things right (exceeding the customer’s expectations)
Quality organizations must be both effective and efficient. Quality by FACT- Ø Doing the right thing Ø Doing the right way Ø Doing it right the first time Ø Doing it on time Quality in Perception- Perception = view, opinion, observation Ø Delivering the right product Ø Satisfying the customer’s needs. Ø Meeting the customer’s expectations Ø Treating every customer with integrity, courtesy, and respect. Quality has two working definitions- Ø From the producer’s viewpoint, Quality is defined as meeting requirements. Ø From the customer’s viewpoint, it’s ‘fit for use’ or meeting customer needs. The most important person in any process is the customer. Important Person = Customer Customer Satisfaction is the essence of a quality product. Customer Satisfaction = Essence of Quality Excellence is a measure or degree of quality.
Excellence = Degree of Quality Customers: - External: those using the product or services provided by the organization
- Internal: person or group receiving the results or outputs of any individual’s work.
The organization must be dedicated to exceeding both internal and external customer’s expectations. Why concentrate on Quality? Quality is the most important factor affecting an organization’s long-term performance. It · Improves productivity · Improves competitive position · Ensures organization will stay in
business MONEY: · Cost of poor quality: 15 – 50 % of the cost of doing business. · Quality SAVES, it does not COST · Quality is a solution, not the problem · Reducing cost of poor quality directly affects the bottom line · Improving quality is the most direct way for an organization to increase profit How does quality lead to improved profits? -> Reducing rework directly reduces costs and increases productivity. Total Quality Management Systems Understanding
how quality attitudes and methodologies are implemented, in all aspects
of the enterprise. Software quality is a co-equal partner with all
quality efforts. Excellence is a measure or degree of quality. -The CUSTOMER is the most important person in any process; customers may be either internal or external. -Quality improves productivity,
improves competitive position. - Cost of quality is almost 20-30% of the gross sales. -Quality Saves, it does not Cost -Quality is a Solution, not the problem. -Increases in quality in fact can lead directly to increases in productivity. Edwards Deming: Generally known as the father of TQM (Total Quality Management), the continuous process management. Insisted on the necessity for companies to use statistical methods to control and monitor quality. Related to that Quality is 85% the responsibility of Management and 15% the responsibility of employees. Invented the Deming, or PDCA (Plan, Do, Check, Action) cycle. Ideas made up of continuous improvement, using statistics, and being customer-centric. Deming’s Deadly Management Diseases- 1. Lack of constancy of purpose. 2. Emphasis on short- term profits 3. Evaluation of performance, merit rating, or annual review performance. 4. Mobility of management 5. Running an Organization on visible figures alone 6. Excessive medical costs. 7. Excessive costs of warranty, fueled by lawyers that work on contingency fees. Deming’s 14 points for Management- 1. Create constancy of purpose for improvement of product and service. 2. Adopt a new philosophy. 3. Cease dependence on Inspection to achieve quality. 4. End the
practice of awarding business on the basis of price alone. 5. Improve constantly and forever the system of production and service. 6. Institute training. 7. Adopt and institute leadership. 8. Drive out
fear. 9. Break down barriers between staff areas. 10. Eliminate slogans, exhortations, and targets for the work
force. 11. Eliminate numerical quotas for the work force and eliminate numerical goals for people in management 12. Remove barriers that rob people of the pride of
workmanship. 13. Encourage education and self-improvement for everyone. 14. Take actions to accomplish the above transformations. The definition of management by process: Purpose: · Create constancy and purpose · Put everyone to work to accomplish the transformation Leadership: · Eliminate numerical goals and quotas · Remove barriers to pride of work · Drive out fear · Institute leadership Cooperation: · Break down barriers between departments · End the practice of awarding business on the basis of price alone · Adopt a new philosophy Training and education: · Institute training on the job · Institute a vigorous program of education and self-improvement Improvement and Process: · Cease dependence on inspection to achieve quality · Eliminate slogans and exhortations · Improve constantly and forever the system of production and service The definition of management by Fact: Using valid Quantitative Data to track the progress of work. Employee Involvement: Employee involvement is a key idea for process improvement. Creating teams is a way in
which employees are encouraged to participate and contribute to process improvement. Cost Of Quality Two cost
components- - costs associated with producing the product ‘right the first time’ or RTF costs. - The additional costs associated with assuring
that the product delivered meets the quality goals established for the product. The three categories of costs of quality- - Prevention Costs: Prevent errors and do it right the first time.
- Appraisal
Costs: Review completed products against requirements.
- Failure Costs: Costs associated with defective products that have been delivered to the user or moved into production.
| Lack of quality | Definition | Costs | | Internal failures | Quality failures detected before product shipment. | Defect management, rework, testing | | External failures | Quality failures detected after product shipment | Technical support, complaint investigation, defect notification | | | | | | Achievement of
quality | Definition | Costs | | Appraisal | Discovering the condition of the product quality | Audits, testing, testing tools, labor and associated activities, product quality audits | | Prevention | Efforts to ensure product quality | SQA administration, product quality inspections, process improvements, metrics collection and analysis. |
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