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IT QM BratislavaIT QM Bratislava
IT QM Part1 Lecture 2IT QM Part1 Lecture 2
Dr. Withalm Apr 19, 2023
IT QM Bratsilava19.04.23 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
IT QM Bratsilava19.04.23 Dr.Withalm4
Today’s Agenda
From Quality Control to Quality Assurance
Definition of Quality Control
Definition of Quality Assurance
IT QM Bratsilava19.04.23 Dr.Withalm5
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
IT QM Bratsilava19.04.23 Dr.Withalm6
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
IT QM Bratsilava19.04.23 Dr.Withalm7
Quality Assurance & Organization Theory
Quality Assurance is considered as an essential part of organizational theory
Before starting to discuss organization theory the term quality control must be made aware
Beginning of control goes back at least to 300000 BC. Some famous buildings as the Pyramids of Gizeh justify this opinion
That processes were established which ensured that parts fit together
At the peak of determination in 1787 the first time the replace ability was requested i.e. attempts were undertaken to accomplish the exact dimensions
of the specifications (without any tolerances) However, they failed as practical experience shows:
It‘ s impossible to produce absolute identical parts also when efforts are extremely increased.
IT QM Bratsilava19.04.23 Dr.Withalm8
From Quality Control to Quality Assurance/1
The question was raised: Does raising of efforts make sense or are other approaches
more appropriate ? And the following solution was found:
values were introduced which enabled the producer to decide if product may be produced within the tolerances ( Go )
Nevertheless practitioners aim for exact values.
IT QM Bratsilava19.04.23 Dr.Withalm9
From Quality Control to Quality Assurance/2Example:
Production of a cylinder Take into account values for accepting products What are the impacts on workers . Perception: Definition of windows to decide
if produced products lie inside or fall outside the tolerances Go and No Go conditions
For each target value: Declare upper and lower limit for tolerances
IT QM Bratsilava19.04.23 Dr.Withalm10
From Quality Control to Quality Assurance/3 Evolution of Control
Time Evolution of Control
1mio years bc Little Contol
300 000 bc Beginning of Control
8000 bc Parts fit together (Pyramids of Gizeh)
1787 acExact Control :
Interchangeability of Parts
1840 ac Go Decision
1870 ac Go No Go Decision
1924 ac Shewhart’s Quality Control Chart
IT QM Bratsilava19.04.23 Dr.Withalm11
From quality control to quality assurance/4
Philosophical View and Impacts.
Transition from exact designed values to tolerance windows implies The advancement from deterministic school of thought to the probabilistic one.
Confession that we are to a certain extent dependent on accident. Theory of probability gains in importance Investigation of new possibilities to reduce nonconforming units Search after methodologies to reduce efforts for testing However, an impact of all these discussion of tolerances lead to the
establishment of standardization institutes And rapid development of standards
IT QM Bratsilava19.04.23 Dr.Withalm12
From quality control to quality assurance/5Development of Standards
Standardization: Emerging of Standardization institutes
IT QM Bratsilava19.04.23 Dr.Withalm13
From Quality Control to Quality Assurance/6 Walter Andrew Shewhart/1
From March 18, 1891 to March 11, 1967 was a physicist, engineer and statistician
sometimes known as the father of statistical quality control In his book “Statistical Method from the Viewpoint of Quality
Control” he describes three steps of quality control Specification Production ( provision of accomplishment ) Inspection.“
Developed the Quality Control Chart
IT QM Bratsilava19.04.23 Dr.Withalm14
From Quality Control to Quality Assurance/7 Walter Andrew Shewhart/2
Bell Telephone’s had been working to improve The reliability of their transmission systems
Amplifiers and other equipment had to be buried underground There was a need to reduce the frequency of failure and
repairs In 1918 when Dr. Shewhart joined the Western Electric Company
Industrial quality was limited to inspecting finished products and removing defective items
IT QM Bratsilava19.04.23 Dr.Withalm15
From Quality Control to Quality Assurance/8 Walter Andrew Shewhart/3
All changed on May 16, 1924 Dr. Shewhart prepared a little memorandum only about one page in
length Over a third of that page was given over to a simple diagram
Which we would all recognize today as a schematic control chart That diagram, and the short text which proceeded and followed it
Set forth all of the essential principles and considerations Which are involved in what we know today a process quality
control
IT QM Bratsilava19.04.23 Dr.Withalm16
From Quality Control to Quality Assurance/9 Walter Andrew Shewhart/4
Shewhart’s work pointed out the importance of reducing variation in manufacturing process And the understanding that continual process adjustment
In reaction to non conformance actually increased variation and degraded quality
Shewhart framed the problem in terms of assignable – cause and chance- cause variation And introduced the control chart as a tool for distinguishing
between the two Shewhart stressed that bringing a production process into a state of
statistical control Where there is only common cause variation
And keeping it in control is necessary to predict future output and to manage a process economically
IT QM Bratsilava19.04.23 Dr.Withalm17
From Quality Control to Quality Assurance/10 Walter Andrew Shewhart/5
Shewhart discovered that observed variation in manufacturing data Did not always behave the same way as data in nature
Brownian motion of particles Dr. Shewhart concluded that while every process displays variation
Same processes display controlled variation that is natural to the process
While others display uncontrolled variation That is not present in the process causal system at all times
IT QM Bratsilava19.04.23 Dr.Withalm18
Definition of Quality Control/1
State at which specified values are within specified tolerances Shewhart’s most essential idea was to design a process
Where you expect to produce products within a bandwidth When designing such a process
Forecasting must be possible How often an expected product will lay within the specified
borders Of course most complex technical challenges must be
considered This production process should also ensure
That variability can be reduced on an economic meaningful degree
This variability usually stem from accidental failures of some machine tools Which are producing the products
IT QM Bratsilava19.04.23 Dr.Withalm19
Definition of Quality Control/2
Shewhart’s fundamental idea was: Specifying this production process Produce the product Inspect the produced product
A tool which support all these phases is the so called control chart It’s a forecasting method with minimal error A means for minimizing the variability
At producing a product at given costs
IT QM Bratsilava19.04.23 Dr.Withalm20
Definition of Quality Control/3
IT QM Bratsilava19.04.23 Dr.Withalm21
Definition of Quality Control/4Definition of Control Chart
Is a statistical tool Intended to assess the nature of variation in a process Facilitating of forecasting and management
Control Chart is also known as “Shewhart Chart” or “ Process Behavior Chart” Application of Control Chart facilitate the determination among common cause and
special cause Common cause: data points are within the six sigma border
Such causes are impacting natural mean variation Special cause: data points lie outside the six sigma border
Such causes must be dealt by process designer Documentation of the values of measurement and statistical evaluation Control of center of tolerance Recognize the values of irritation before tolerance is exaggerated Calculation of the process ability
IT QM Bratsilava19.04.23 Dr.Withalm22
Definition of Quality Control/5Processing a Control Chart
Analyze the Chart 1st Question: Is the process in statistical control?
i.e. are the values within the 3 sigma limits If yes:
Monitor the process for special cases Make changes to the process in order to continuously improve it
If no: Circle point & investigate special cause
2nd Question: Did you find the cause? If yes finding may be desirable or not
Desirable: Institute a special case & make a note Recalculate control limits if necessary
Undesirable Remove special case & make a note Recalculate control limits if necessary
If no: Make a note and recalculate the control limits
IT QM Bratsilava19.04.23 Dr.Withalm23
Definition of Quality Control/6Composition of a control chart
• A centre line, drawn at the process mean; • An upper control-limit also called an upper natural process-limit
• drawn three standard deviations above the centre line; and • A lower control-limit also called a lower natural process-limit
• drawn three standard deviations below the centre line
How to proceed:•Render data points about the timeline.•Calculate the mean value•Calculate the standard deviation•Render mean value•Render two parallels to the mean at intervals of + and -
IT QM Bratsilava19.04.23 Dr.Withalm24
Definition of Quality Control/7Example of a Control Chart
IT QM Bratsilava19.04.23 Dr.Withalm25
Definition of Quality Control/8Scientific Reasons of 3 sigma limits
Shewhart set 3-sigma limits on the following basis The coarse result of Chebyshev's inequality that, for any
probability distribution, the probability of an outcome greater than k standard deviations from the mean is at most 1/k².
The finer result of the Vysochanskii-Petunin inequality , that for any unimodal probability distribution, the probability of an outcome greater than k standard deviations from the mean is at most 5/9k².
The empirical investigation of sundry probability distributions that at least 99% of observations occurred within three standard deviations of the mean.
IT QM Bratsilava19.04.23 Dr.Withalm26
characteristic
Definition of Quality Control/9Fundamental terms of statistics/1
qualitativequantitative
nominaldiscrete ordinalcontinuous
Weight
length
Gender
color
School grade
hardness grade
Population figure
Sum of the pips on the dice
IT QM Bratsilava19.04.23 Dr.Withalm27
Definition of Quality Control/10Fundamental terms of statistics/2
Error
Minor Error
Main Error
Critical Error (air crash)
(car is not running)
(scratch on the mudguard)
See Generally Safety Integrity Levels (SIL) from Lecture 1
IT QM Bratsilava19.04.23 Dr.Withalm28
Definition of Quality Control/11Fundamental terms of statistics/3
Mean:In general, given n numbers, their arithmetic mean is computed by the formula
Standard deviation of this population is defined as
IT QM Bratsilava19.04.23 Dr.Withalm29
Definition of Quality Control/12Fundamental terms of statistics/4
R = xmax - xmin
Range
acceptance boundaries
UCLx = x + 3 s
Upper acceptance boundary
Lower acceptance boundary
LCLx = x - 3 s
IT QM Bratsilava19.04.23 Dr.Withalm30
Definition of Quality Control/13Steps to reach the statistical quality control
•Ascertain
•How to collect data
•Control criteria
•Measures at deviations
•Required data to control the process statistically
IT QM Bratsilava19.04.23 Dr.Withalm31
Definition of Quality Assurance/1Deming’s improvement of Shewhart’s wheel/1
PLAN
CHECK
DO
ACT
IT QM Bratsilava19.04.23 Dr.Withalm32
Definition of Quality Assurance/2Deming wheel/1
Plan What could be the most important accomplishment of this team What changes might be desirable What data are available Are more observations needed
If yes Plan or change or test Decide how to use the observations
Do Carry out the change or test
Preferably on a small scale
IT QM Bratsilava19.04.23 Dr.Withalm33
Definition of Quality Assurance/3Deming wheel/2
CheckObserve the effects of the change or test
ActStudy the results
What did we learnWhat can we predict
Step 5Repeat step 1 with knowledge accumulated
Step 6Repeat step 2, and onward
IT QM Bratsilava19.04.23 Dr.Withalm34
Definition of Quality Assurance/4Deming’s wheel in context with CMMI/1
IT QM Bratsilava19.04.23 Dr.Withalm35
Definition of Quality Assurance/5Impact of Shewhart’s Quality Control Approach/1
Thanks to the specific Quality Control measures
US material in the second world war was prevailing
Sole nation with efficient infrastructure
Producing products for the whole world
Monopoly position because of the war
Otherwise no willingness to deal with methods
For increasing the efficiency
Suggested by Deming
IT QM Bratsilava19.04.23 Dr.Withalm36
Definition of Quality Assurance/6Impact of Shewhart’s Quality Control Approach/2
Through the defeat in the second world war Japan was ready for innovative approaches suggested by
Deming Insular state with high population density Infrastructure destroyed by Second World War Devastating impact of two atomic explosions
Hence, Japan was an ideal medium for Learning and applying Deming’s methods
IT QM Bratsilava19.04.23 Dr.Withalm37
Definition of Quality Assurance/7Impact of Deming’s Quality Assurance ApproachDeming Chain Reaction
Improve Quality because Costs decrease because
Less rework Fewer mistakes Fewer delays Snags Better use of machine time and materials
Which implies that productivity improves Which furthermore implies that
Market will be captured with better quality and lower price Staying in market Providing jobs and more jobs
IT QM Bratsilava19.04.23 Dr.Withalm38
Definition of Quality Assurance/8Deming’s Approach
Organizations were basing on Taylor’s principles Will be discussed in next lecture
Example is “Working on the assembly line” Such organizations must be transcended by a transformation
To reach the level of quality assurance Such a transformation is not
One time project with defined starting and final conditions Measured on achievement criteria
Such a transformation is a Cultural change as prerequisite for further operative changes
Deming‘s 14 points are a forerunner of total quality management.
IT QM Bratsilava19.04.23 Dr.Withalm39
Definition of Quality Assurance/9Deming’s 14 Points/1
1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business and to provide jobs.
2. Adopt a new philosophy. We are in a new economic age. Western management must awaken to the challenge, just learn responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on mass basis by building into the product in the first place.
4. End the practice of awarding business of price tag. Instead minimize total cost. Move toward a single supplier for any item, on a long-term relationship of loyalty and trust.
IT QM Bratsilava19.04.23 Dr.Withalm40
Definition of Quality Assurance/10Deming’s 14 Points/2
5. Improve constantly and forever the systems of production and service, to improve quality and productivity and thus constantly decrease costs.
6. Institute training on the job.7. Institute leadership. The aim of leadership should be to
help people and machines and gadgets to do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.
8. Drive out fear, so that everyone may work effectively for the company.
IT QM Bratsilava19.04.23 Dr.Withalm41
Definition of Quality Assurance/11Deming’s 14 Points/3
9. Break down barriers between departments. People in research, design, sales and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
10.Eliminate slogans, exhortations and targets for the work force asking for zero defects and new levels of productivity.
11.Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
12.Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. Remove barriers that rob people in management and in engineering of their right to pride of workmanship.
IT QM Bratsilava19.04.23 Dr.Withalm42
Definition of Quality Assurance/12Deming’s 14 Points/4
13. Institute a vigorous program of education and self-improvement.
14.Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
IT QM Bratsilava19.04.23 Dr.Withalm43
Definition of Quality Assurance/13Deming’s Inheritance
Both ISO 9000 as well as CMMI Assessments request
Involvement of top management is essential
In introducing quality assurance
Management is responsible for the general conditions
Under which processes and activities are defined
and performed
IT QM Bratsilava19.04.23 Dr.Withalm44
Definition of Quality Assurance/14System of profound knowledge/1
Deming's theories are summarized in his two books,
Out of the Crisis and
The New Economics,
in which he spells out his "System of Profound
Knowledge”
IT QM Bratsilava19.04.23 Dr.Withalm45
Definition of Quality Assurance/15System of profound knowledge/2
Appreciation of a system
Knowledge about variation
Theory of Knowledge
Psychology
Four components:
IT QM Bratsilava19.04.23 Dr.Withalm46
Definition of Quality Assurance/16System of profound knowledge/3Appreciation of a System/1
An organization must be understood as a complex system Then top management is enabled to establish respectively to
improve long term and sustainable structures Including all employees
Under structure building he understood Define borders, top down, bottom up, onion skin
Proceeding From the whole (top management) to the part (employee)
Policy deployment Working out of the visions and goals
Workshops with all top managers and afterwards deployment in all departments
IT QM Bratsilava19.04.23 Dr.Withalm47
Definition of Quality Assurance/17System of profound knowledge/4Appreciation of a System/2
Vision/Strategy
Coordination
Organization
Polic
y D
eplo
ymen
t
Feed Back
Policy Deployment
IT QM Bratsilava19.04.23 Dr.Withalm48
Definition of Quality Assurance/18System of profound knowledge/5Appreciation of a System/3
Example from Siemens
IT QM Bratsilava19.04.23 Dr.Withalm49
Definition of Quality Assurance/19System of profound knowledge/6Appreciation of a System/4
Outstanding quality is vital for our success. Quality is personal Quality is the responsibility of each employee. We all share the
responsibility for our quality, with each of us making an active contribution to the quality of our products and services with his or her work.
Quality is mandatory Reaching and maintaining high quality standards requires their permanent
application and improvement in all our products and services. Quality must become a matter of course in our day-to-day work.
Quality is all-encompassing It pertains to all divisions of the company and is relevant for all aspectsof
our work. We all are called upon to boost the success of our company by showing individual creativity and personal commitment to the cause.
IT QM Bratsilava19.04.23 Dr.Withalm50
Definition of Quality Assurance/20System of profound knowledge/7Appreciation of a System/5
Vision/Strategy/Budget
Vision
Strategies Processes Performance Indicators
superior strategy Indicator target derived strategy Indicator Actual
Measures Target dates. Actual Dates
Which processsupports the
strategy
How are wemeasure the
progress
Budget
IT QM Bratsilava19.04.23 Dr.Withalm51
Definition of Quality Assurance/21System of profound knowledge/8Knowledge about Variation/1
In evaluation problems and before making decisions basing on Numbers, data, facts
Some classical quality tools were established Tools to identify/analyze problems Tools to work with ideas
IT QM Bratsilava19.04.23 Dr.Withalm52
Definition of Quality Assurance/22System of profound knowledge/9Knowledge about Variation/2
Tools to identify/analyze problems
Identify Problems As well as Analyze Problems
flowchart Paretodiagramm Histogram
Test arc-tally sheet Cause/impact diagram Disperse diagram
Brainstorming Characteristic diagram Control chart
Nominal group technique lamination Process capacity
Strength area
IT QM Bratsilava19.04.23 Dr.Withalm53
Definition of Quality Assurance/23System of profound knowledge/10Knowledge about Variation/3
Tools to work with ideas
Work with Ideas Work with Numbers
Flow Chart Test arc-tally sheet
Brainstorming Paretodiagramm
Nominal group technique Characteristic diagram
Cause/impact diagrams lamination
Strength area Histogram
Disperse diagram
Control chart
Process capacity
IT QM Bratsilava19.04.23 Dr.Withalm54
Definition of Quality Assurance/24 System of profound knowledge/11Theory of Knowledge
Deming proposed some issues as: Learning organization Lifelong learning Half time of knowledge
IT QM Bratsilava19.04.23 Dr.Withalm55
Definition of Quality Assurance/25System of profound knowledge/12Psychology
Some important issues/rules are: How to deal with employees Networking Virtual teams/cooperating New media Social manners
IT QM Bratsilava19.04.23 Dr.Withalm56
Definition of Quality Assurance/26System of profound knowledge/13Application of „System of profound knowledge“
Counterpoint to Taylorism: Laborer who is unskilled and focused is displaced by a generalist.
The Generalist Knows multi disciplinary contexts Introduces within an organization appropriate methods Trains colleagues to apply these methods Not necessary to be expert in one of the four components of the
system of profound knowledge Appreciation of a system Knowledge about variation Theory of Knowledge Psychology
IT QM BratislavaIT QM Bratislava
Thank youfor your attention!