IT QM Bratislava IT QM Part1 Lecture 3 Dr.Withalm 4-Sep-15

IT QM BratislavaIT QM Bratislava

IT QM Part1 Lecture 3IT QM Part1 Lecture 3

Dr.Withalm Apr 21, 2023

IT QM Bratislava21.04.23 Dr.Withalm2

Lectures at the University of Bratislava/Spring 2014

27.02.2014 Lecture 1 Impact of Quality-From Quality Control to Quality Assurance

06.03.2014 Lecture 2 Organization Theories-Customer satisfaction-Quality Costs

13.03.2014 Lecture 3 Leadership-Quality Awards

20.03.2014 Lecture 4 Creativity-The long Way to CMMI level 4

27.03.2014 Lecture 5 System Engineering Method-Quality Related Procedures

03.04.2014 Lecture 6 Quality of SW products

10.04.2014 Lecture 7 Quality of SW organization

Today’s Agenda

Organization Theories

History of Quality Assurance

Product Liability

Conclusion of Part 1/1

Impact of Quality Quality wins Quality deficiencies

Standards Quality definition

Evolution from quality control to TQM Shewhart, Deming, Juran, Feigenbaum, Nolan,

Crosby, Ishikawa Evolution of organization theory

i.e. Taylorism, System Dynamics, System Thinking, Quality Assurance

Product liability Customer satisfaction

Criteria, two-dimension queries, inquiry methods

Conclusion of Part 1/2

Quality costs Failure prevention, appraisal, failure, conformity, quality

related losses, barriers Leadership

Behavior, deal with changes, kinds of influencing control, conflict resolution, syndromes to overcome when introducing changes

Audits Quality awards Creativity techniques

Mind Mapping, Progressive Abstraction, Morphological Box, Method 635, Synectics, Buzzword Analysis, Bionic, De Bono

Embedded Systems FMEA-Failure Mode Effect Analysis

Organisation Theories/1 Time Table of Organization Theory

1000 bc Chinese Prime Minister

300-1500 ac Monasteries & Guilds1500-1700 Mercantilism1700-1900 Industrial Revolution1776 A. Smith1913 Taylor1924 Human Relations1935 Organizational Development1940 Operations Research1950 System Dynamics1960 System Thinking1970 Quality Assurance

Organisation Theories/2Ancient Egypt, China, Europe/1

A more widely accepted theory in the modern era, however, suggests that the Great Pyramid of Egypt was built by hundreds of skilled workers who camped near the pyramids and worked for a salary or as a form of paying taxes until the construction was completed

Practical Example:Construction of the Cheops pyramid

Principles for organizing an empire directed to a Chinese prime minister about 1100 B.C. :

Eight methods are at hand to govern an empire: 1. Ordinance and worship for controlling people’s mind 2. Byelaws and rules to control higher public servants 3. Hiring and firing to control minor public servants 4. Salary and status to control scientists 5. Taxes and grants to control resources 6. Ceremonies and traditions to control the crowds 7. Punishment and rewards to show the straight of the empire 8. Agriculture and other occupations to maintain the people

Former precursor of division of labor Platons „Politeia“

“...each individual has different talents and is different.i.e. not each individual is suited for the same profession:•Get the right man to the right rifle So also the farmer will not be able to build neither a plough nor a heel with a given quality ”

Organizational rules and structures within monasteries

(division of labor –schedules)

Organization Theories/6Ancient Egypt, China, Europe/5

Europe, 4th century to 15th century

Guilds derive “best practice“ from tradition but not because of economic requirements

Essential target:•Increase of

•Prosperity of people •Financial power of the sovereign

•Focusing on following areas

Organization Theories/7Mercantilism/1

Mercantilism( 16th century - 18.th century )

•Active development of population•Active trade politics•Active foreign trade politics

“Investigation into nature and causes of the prosperity

of people”

Benefits of division of labor-three factors:

Organization Theories/8Mercantilism/2

Adam Smith; 1776

1. Increased skillfulness of laborers

2. Saving of transitional period (reset time)

3. Invention and employment of engines

Increased need for organization and management guidelines.

Organization Theories/9Industrial Revolution/1

Industrial Revolution, 19th century

1832 Babbage “ On the Economy of Machinery and Manufactures”

1835 Ure “The Philosophy of Manufacturers”

8 Centralization, 9 Hierarchical organization, 10 Rules, 11 Balancing justice, 12 Loyalty of employees,13 Initiative, 14 Spirit of community.

„to reach predictability some way of formalism is necessary.“

Henry Fayol : “Administration Industrielle et Generale” 1916

1 Division of labor,2 Authority, 3 Discipline, 4 Unity of giving instructions, 5 Unity of leadership, 6 Subordination of individual interests in favor of interests of the whole, 7 fair wages,

14 principles of management

Gulwick and Urwick derive 1937 from Fayol´s principles:

7 main functions of management:

1. Planning,

2. Organization,

3. Occupation of jobs,

4. Leadership,

5. Coordination,

6. Reporting,

7. Budgeting.

Taylorism

Focusing on the methodology

Experience was Taylor‘s essential element

For optimization one parameter of all others were kept constant.

Due to his opinion laborers were convinced •that overtime of one of them would replace an other one

•in that way making him unemployed• and on the other hand nature of human being impacts him

• not to work more than is absolutely necessary.

Specializing of tasks

Keep tasks simple

Fixation of work place

Timing device and time studies

Distribution of work and studies of capacity by the office of

labor (also for intellectual and paper work)

Some of Taylor‘s principles are:

Pensum

Adaption

Further ideas which Taylor implemented:

Capacity Mastership:

1. route clerk

2. instruction clerk

3. cost and time clerk

4. gang boss

5. speed boss

6. inspector

7. repair boss

8. shop disciplinarian

Taylor was forced to compensate

•Increase of costs caused

•by unproductive overheads

•In reducing of required qualification of workers

•And raised exploitation of service provision of workers

costs:

His impact was much greater than that of Taylor•On the American economy in the beginning of the twenties of the last century

Henry Ford:

Ford principles:

Maximal division of labor

Maximal Standardization

Maximal Timing device

Frank Bunker Gilbreth ( 1868 – 1924 )

Time and motion studies are basics for determination the

standard time (assembly line!!!)

Harrington Emerson

Investigation of structural organization:

Conception of organization was transferred from army to industry

•Necessity of staff units

Organization Theories/19Industrial Revolution/10Comparison of Shewhart’s studies with Taylorism

Also in Taylorism the three steps specification, production, and inspection are requested But each of these steps are independent of each other

On the other hand, Shewhart explains The desired goal namely that the criterion lies within

the window of tolerance May only be proven by the inspection

But during production it’s also necessary to check the limits of intervention

Therefore it’s necessary that the specification defines right thresholds and windows of tolerance

Taylor‘s principles had some weaknesses.

Weak points:

Monotony

Poor flexibility

Poor motivation

Principle: Specialization

Poor flexibility

Principle: Fixation on site

Weak points:

Labor dispute because of high pressure to perform

Skills are not necessary

Principle: simplified tasks

Coordination problems :

•Increasing of business dimension

•Too large standard values

Principle: distribution of work by distribution office

Weak points:

•Bureaucracy

•Lack of cooperation between employees

Principle : note for job instructions

Human relations school of management

Informal groups form work climate, motivation, and attitude

Social prestige and reputation are important for each employee

defrost

change

refreeze.

Kurt Lewin: Introduced the model for participation

Maslow‘s Hierarchy of Human Needs

Comparison of situations in job:

Positive or negative attitude to work

Approach:

(according Herzberg)

Study:

Hygiene Factors Motivation Factors

Working conditions Achievement

Salary Achievement Recognition

Status Responsibility

Security Advancement

Interpersonal relations Growth

Organization Theories/28Summary

Mercantilism Division of labor forced.

Systematic validation steps introduced. i.e. by supervisor in factory

Industrial Revolution, Taylorism Separation between "hand and head work" responsibility for products on superiors and specialists the quality assurance as technical function quality in-controlled into the product

Distortion of the responsibility between manufacturers and examiners

Organization Theories/29Implication

History of Quality Assurance/1Juran/1

Juran’s principle is Continuous and steady improvement process

Both Shewhart and Deming emphasized cycles Juran’s most important contribution was to consider the

time axis (spiral staircase) In order to express the progress still more clearly

Instead of a circle a spiral staircase will best design this model

Characteristics for the setting up of an improvement process are Proof of the relevance of the quality topic

Usually in evaluating results of improvement projects Before an improvement process will be established the following

actions must be undertaken: Identification of relevant improvement projects Improvement projects must be organized and controlled by a

established method Diagnosis and therapeutic measures must be defined Top management must back all these efforts

In order to overcome the resistance in relation to changes New process level must be monitored

Question remains: how

History of Quality Assurance/4Feigenbaum

His most important contribution to quality assurance was The first definition of the term “Total Quality Control”

Until Feigenbaum quality assurance measures were focusing only on Manufacturing and development

Feigenbaum also considered all other product life cycle activities as: Marketing Engineering Service Sales

Feigenbaum suggested to establish “An effective system for integrating the quality- development, the quality-

maintenance and quality improvement efforts of the various groups in an organization as mentioned above which allow full customer satisfaction.“

History of Quality Assurance/4Nolan/1

History of Quality Assurance/5Nolan/2

His main contribution was the first request to measure improvements

He observed that Not all users recognize objectives, use, and purpose of the

improvement activities Danger that an improvement goal is selected which is not

compatible with higher ones Frequently the starting point of improvements is not

“what we want to reach” So he claimed that

Appropriate indicators/characteristic numbers (nowadays metrics) should be defined in order to Analyze critically to recognize whether change represents

also improvement Only in that way actionism can be prevented

History of Quality Assurance/6Crosby/1

“Vaccine Quality" which immunizes

organizations against deviations from

demands for quality

The vaccine consists of:

1. Reliability

2. Systems

3. Communication

4. Operational measures

5. Guidelines

History of Quality Assurance/7Crosby/2Reliability

Unconditional employment that customer receives the promised product Find out during requirement engineering what are the most

essential requirements Inform customers as early as possible about upcoming problems

Take demands for quality seriously All involved responsible departments must cooperate Top management must back and motivate all others

Never prefer a cost reduction for abandoning quality assurance measures i.e. Reviews Tests

History of Quality Assurance/8Crosby/3Systems

Quality Management Systems: Part of it : SW development process i.e. SEM

Quality training coarse system It’s not enough to handle out quality bibles

Evaluation of working processes Regular internal audits respectively CMMI checks

Probation in practice - measures for error correction Errors should be analyzed and systems should be

updated/improved High value of error prevention

Force respective quality methodologies as Reviews, Configuration management,…:

Will be presented in part 2 of the lecture

History of Quality Assurance/9Crosby/4Communication

Held all coworkers regularly up to date Weakly jour fix with fixed agenda and quality assurance should

be among topics Quality assurance program should be acknowledged for all levels

Regularly each department should be informed There should also be the possibility of interaction together with

a social event i.e. an evening by the fireplace Each employee may address the top management

Regular quality assurance day together with a social event Chat with top management and/or head of quality assurance

department Each status quo discussion of management begins with a

Quality stocktaking

History of Quality Assurance/10Crosby/5Operational Measures

Suppliers are instructed exactly In case of ISO 9000 second party audits may be

skipped Manufacturing processes, systems and products

are exactly described and examined steadily then amended officially,

as soon as possibilities for improvement appear Advanced training is obvious

Training has two dimensions Project oriented Organization oriented

History of Quality Assurance/11Crosby/6Guidelines/1

Quality guidelines are clearly and unmistakably Every employee must be informed about the

Quality guideline and where to find it Quality responsible employees are subordinated to the same

management level, as implementing ones There are two dimensions of quality responsible employees

Quality assurance responsible person within a project Who is subordinated to the project leader Has defined tasks

Quality manager is responsible for all quality related issues within a department He is subordinated the department leader

In case of conflict there is a parallel reporting line directly to the CEO

History of Quality Assurance/12Crosby/7Guidelines/2

Quality reports must follow defined templates There are two dimensions of quality reports

Internal ones which are much more fine grained and confidential

External ones which focus on quality issues which may endanger both date and/or costs

Advertisement and all reports outside agree with the requirements

History of Quality Assurance/13Ishikawa/1

Ishikawa’s main contributions to Quality Assurance are:Introduced the Cause Effect DiagramInitiated Quality CirclesShows that the full effect of tools is only achieved by combination Activates statistic methods in order to increase productivity:

Data Gathering Control Chart

Histograms Dispersion diagrams

Cause - Effect – Diagram Binomial paper

Test Elbow Samples -extract

Pareto Diagrams Samples -examination

Graphs

History of Quality Assurance/14Ishikawa/2Cause - effect – diagram/1

Assigns an effect main causes: By refining

Problem is completely described Different causes of the effect are structured Concatenation of several causes is recognized Platform is established for the identification of the

most probable/frequent/severe causes Platform is created for prioritization of these causes Platform both for test planning and action planning

is created

Increases insight into a problem situation Creates new fundamental findings Accompanies the learning process Supports meeting decisions basing on facts Suggests working in groups as preferred methodology

Several points of view should be taken into account Focusing together on the main cause High motivation

Time Table of Organization Theory

1000 bc Chinese Prime Minister

300-1500 ac Monasteries & Guilds1500-1700 Mercantilism1700-1900 Industrial Revolution1776 A. Smith1913 Taylor1924 Human Relations1935 Organizational Development1940 Operations Research1950 System Dynamics1960 System Thinking1970 Quality Assurance

Product Liability/1Code of Hammurabi/An eye for an eye, a tooth for a tooth.

Product Liability/2Root of Quality Assurance“: code of Hammurabi/2

"if a building master a house builds for a man and it for him with perfection, then this is to give him as wages two Shekel silver for one Sar (1 Shekel silver = 360 grains of wheat; 1 Sar = 14.88 square meters) If a building master builds a house for a man and its construction does not make strongly, so that it collapses and causes the death of the owner, this building master has to be killed.If the collapse causes the death of the son of the owner, then they are to kill a son of the building master.

Product Liability/3Root of Quality Assurance“: code of Hammurabi/3

If a slave of the owner dies thereby, then the building master give slaves of same importance. If property is destroyed during the collapse, then the building master should restore, which was always destroyed: Because he did not build the house firmly enough, he must rebuild it at own expense. If a building master builds a house and the construction was not strongly enough, so that a wall collapses, then he is strengthened again to develop it at own expense.

Today this rule is called product liability standard.

In the Middle Ages the quality of the products of the handicraft was

examined; if bread did not fulfill the necessary requirements, the baker

was punished: Baker was shacked.

The special attention was thereby the examination by the customer, with

the acquisition of the commodity (Bread).

Product Liability/3Shaking of Bakers

•In the case of larger supply of grain

•Which was transported and supplied in bags

•A handful grain for examination was inferred

•By in-stung with a measurer (knife!) in the center of the bag.

•Thus it was prevented that a bag fully of bad grain

• where on top was up-strewn a layer of good grain

•And the bad was not recognized.

•From this stinging into the bag the word sample is derived

•which is still used in further development especially for statistically

issues

• planned withdrawal of a subset to finding out statements regarding

•i.e. quality .

Product Liability/4Term „Sample“

•The thought of examining appears also within the sector of the training:

•After completion of the learning and wandering years he will

compete in the mastership examination .

It is decided by examination of the established masterpiece

who becomes a master.

Product Liability/4Checking

Milestones in the area of Quality Assurance/1

Knowledge management

Value management

Customer focus

Service orientation

Customer orientation

Product Process Business excellence

Quality Quality Managementsystems

1970 1980 1990 2000

Milestones in the area of Quality Assurance/2

Development from reactive beginnings

i.e. product oriented to process oriented

Change of the role understanding

Advisor of the organization

Advisor of the Top Management

Holistic management systems

Frequently the word quality is skipped

IT QM BratislavaIT QM Bratislava

Thank youfor your attention!

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IT QM Bratislava IT QM Part1 Lecture 3 Dr.Withalm 4-Sep-15

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