Unit 8: Quality Management by Processes - OCW UPMocw.upm.es/lenguajes-y-sistemas-informaticos/software-quality... · 1.2 Quality Management by Processes. ... Deming ‘s Prize Japan

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Unit 8: Quality Management by Processes

Software Quality

Summary

1. Quality Management by Processes.

2. European Foundation for Quality

Management (EFQM).

3. Implementation of a Quality

Management System.

Calidad del Software

1. Quality Management by

Processes

Elements in a Quality Management

System by Processes.

•Process.

•Procedure.

•Project.

•System.


• Process: Set of interrelated activities,

which starting from one or several

inputs (material or information)

produce one or several outputs

(material or information) with and

added value which completely satisfy

client requirement.


1.1 Elements in a Quality Management

Systems by Processes



Process’ Agents:


Input Process Output

Supplier Owner Client

• Procedure: Process documental

support.

• It describes the set of activities / tasks to

do in a process.




• Project:

• Effort performed to change a reality, it is

achieved trough a set of activities

designed to achieve an objective, with a

clearly defined start and end.

• Its main difference with processes is that

projects usually are not repeated.




• System:

• Organizational structure, procedures,

processes and resources needed to

implement a determined management.




1.2 Quality Management by Processes

Management by Processes:

• Organization management is based on

processes.

• It is a system established in an

organization in order to standardize, to

monitor and to improve in a continuous

manner every process having a high

impact for the organization.


Advantages of Management by Processes:• Continuous improvement of developed activities, it finds

improvement opportunities.

• To remove inefficiencies associated to activities repetitiveness.

• To optimize resources use.

• It moves to the inner of the organization the Quality Concept

(Organization is responsible of customer satisfaction).

• It promotes use of indicators.

• It improves training and communication.

• It encourages standardization and homogenization.

• It clarifies people functions and it removes unnecessary stress.




What do we do?

(Products/Services)

How do we do it? (Processes)

For whom do we do it?

(Clients)


Factors for processes identification:

• Influence in clients satisfaction.

• Effects in Product/Service Quality.

• Influence in Mission and Strategy.

• Fulfillment of legal or regulation

requirements.



Processes map:

• It is a graphic representation of the

structure and relation of processes of the

organization’s management system.

• It serves to observe the set of the

activities and allows us to see how inputs

are transformed into outputs.



Processes map:• Strategic processes: they are related to

direction (politics, strategy, improvement plans,

etc.) They harmonize the operative ones with

those of support.

• Operative / Key processes: they are directly

implied with product or service achievement

providing an added value.

• Supporting processes: they contribute the

necessary resources to the operative processes.

Client of these processes is internal.



Three Level Processes Map:


STRATEGIC PROCESSES

SUPPORTING PROCESSES

OPERATIVE PROCESSES

CLIE

NT

CLIE

NT


Measurement, Analysis and Improvement

Product Accomplishment

Resource Management

Direction Responsibility

Four Levels Processes Map (UNE-EN ISO 9001)


PLANIFIFCAR

HACER

VERIFICARACTUAR

Product or Service

CLIE

NT

Client

Needs

CLIE

NT

Client

Sati

sfacti

on




PROCESS

RESOURCES:

Humans and Materials

REQ

UIR

EM

EN

T

Methods/Procedures

Output:

ResultsCLIENT

Client:

• It’s process’ reason• Set of people who receives and valuate outputs

process.

Requirements:

• Constrains limiting our action capability.• Legal.

• Socials y/o environmental.

• Strategics.


1.3 Process Description

Resources:

• Humans

• Responsible.

• Agents.

• Materials

• Economic.

• Machinery.

• Technology.

• Etc.



Methods / Procedures

• Know – how

• Knowledge about how to act.

Output: results

• Service or final product that must satisfy

client.



Process dossier (1)• Object: short and brief description of the process target.

• Scope: to what and to whom the process is applied.

• Owner: the people responsible of the process.

• Inputs: Needs to start the process.

• Outputs: Product or service created by the process.

• Client: to whom the process is performed.

• Supplier: who provides the process.

• Start: first process activity.

• End: last process activity.



Process dossier(& 2)• Stages: detailed description of each process phase.

• Flowchart: process graphic description.

• Indicators: tools for measuring client satisfaction.

• Documents of reference: documents that govern the

process.

• Evidences or records: documents that prove the process

has been performed as it was established.

• Procedure review: forecast of who and when it is

reviewed.

• Concepts definition.

• Annexes.



Process diagram• Process graphic representation

• IDEF.

• Flowchart.

IDEF

• Methodology for representing process

interrelation.



Process’ IDEF - level 1


Proceso

References

Resources

Inputs Outputs


Process’ IDEF – level 2


Sub process

1

References

Resources

Service

Request

Sub process

2Sub process

3Service

Delivery


flowchart:• It is applied to sequences of activities that are

cyclically repeated.

• To be useful it must be simple and flexible.


Start

EndActivity decision document

DDBB Sub process measure

ment

cone

ctor

Flow sequence


• Result of the work and experience over

processes.

• From data analysis it can be inferred

processes that don’t achieve their targets,

and then to predict opportunities for

improvement.

• Internal opportunities: effectiveness and/or

efficiency improvements.

• External opportunities: environmental changes

that advise process modification, or changes in

clients.Calidad del Software


1.4 Organization as a Processes

System

• Main advantage of Processes management is

that it permits manage an organization as it

will be processes that cross horizontally

every area and department of the

organization. Target processes are to satisfy

clients needs and expectations.



Process 2

Process 1

Management

Department

A

Department

B

Department

C

Department

D

1.4 Organization as a Processes

System

2. European Business

Excellence Model

EFQM Excellence Model is an European

Total Quality Management Model.

This point is divided into:

• Total Quality.

• Total Quality Management Models.

• EFQM Model.


2.1 Total Quality

• It is a Quality Management System that

includes every company activities

(internal and external).

• Its target is to satisfy needs from: clients,

staff, stockholders, and society in

general.


2.2 Total Quality Management

Models

• A Quality Management Model is a set of

guidelines to facilitate Total Quality

development and operativeness.

• Models aren’t certificable, but when

they are applied together with

standards, they make possible Total

Quality Management in organizations.



Models

• ISO 9001:2000 approximates Total Quality

concept. It focuses processes management in

clients, orientation towards results,

resources management, etc.

• ISO 9004 provides recommendations for

improvement to organizations, and it

establishes an assessment system for the

whole organization. It is not certicable.



Models

Nowadays, there are several Total Quality

Management Models. All of them developed as

base of the great Quality Prizes.


CO

MP

ET

ITIV

EN

ES

S

Year 2000

Deming ‘s Prize

Japan

1951

Malcom Baldrige’s

Prize

EEUU

1987

EFQM

Excellence Model

1991

Latin American Model

1999

ISO 9000:1987

ISO 9000:1994

ISO 9000:2000

2.3 EFQM Excellence Model

• European Foundation for Quality Management (EFQM) is a non-

profit foundation. It was formed in 1998 by a group of 14

leading European organizations.

• Mission is to be the promoter strength in Europe for

sustainable excellence.

• They are the custodians of the EFQM Excellence Model and

they manage the European Quality Prize.

• The basic idea of the Model is to provide organizations a tool

for improving their management system.

• The model is not prescriptive, that is, it doesn’t tell how must

be done things. Hence, it respects Organization characteristics

and staff expertise.



The Model is based on 9 criteria which

are assessed to observe Organization

progress toward excellence.

Criteria are divided into 2 groups:

• Enablers

• Needed elements to achieve excellence.

• Results

• Got thanks to its business excellence.




EFQM Criteria

AGENTS

• Leadership

• People

• Policy and Strategy

• Partnership and resources

• Processes

RESULTS

• People results

• Customer results

• Society results

• Key results


• Model evaluates the 9 criteria and compares

them with the theoretic maximum of 1000

points.

• Main use of the model is self-assessment. It

provides a set of strong points and

improvement areas.

• From self-evaluations arise Improvement Plans

making Organizations walk to Excellence.




ENABLERS

Leadership

10%

People

9%

Policy and

Strategy

8%

Partnerships

and Resources

9%

People

results

9%

Customer

results

20%

Society

resullts

6%

Key results

15%

Processes

14%

RESULTS

LEARNING, CREATIVITY AND INNOVATION

500 points – 50% 500 points – 50%

1000 points – 100%


• Each one of these criteria are divided, and there is

a total of 33 sub-criteria.

• Each one of them are valuated from 0 to 100

depending on their organization fulfilling.

• The criterion mark is the sub-criteria average, and

them is extrapolated to the value assigned to it.

• Organization Total Mark is the total amount for the

9 criteria.



• RADAR (Results, Approach,

Deployment, Assessment & Review)

underlines the importance the model

gives to assessment and review of

criteria in function of the obtained

results.



• Define the Results you want to achieve as part of

your strategy.

• Develop an integrated set of Approaches that will

deliver these results.

• Deploy the approaches in a systematic way.

• Assess and Refine the approaches based on analysis

of the results achieved and learning activities.

• Elements Approaches, Deploy, Assess and Refine are used to

assess criteria from Enablers, while element Results is used to

assess criteria from Results.




Required RESULTS

Plan and Develop APPROACHES

Deploy APPROACHES

ASSESS and REFINE

Approaches and Deployment

D

A

R

AR


Once Self-Assessment has been performed, it

is very useful to answer following questions:

• Which are strong points?

• What improvement areas have been

identified?

• How are we going to monitoring of

agreed improvement actions?


3. Quality Management

Implementation

• ISO 9001 and ISO 9004 are standards about

Quality Management.

• ISO 9001 is oriented to Quality assurance of the

product and to increase customer satisfaction.

• ISO 9004 has a wider perspective about Quality

Management and it gives guidance of how to

improvement of carrying out.



Implementation• ISO 9000 describes foundation of Quality

Management Systems and it specifies terminology

for them.

• ISO 9001 gives requirements for Quality Management

Systems that are applicable to every organization

that needs demonstrate his capability of producing

products fulfilling customers needs, and regulations

that are of applications to their products or

services.



Implementation (1)Accordingly to ISO 9001, implementation of Quality

Management Systems must be developed by stages:

• Diagnosis: to compare current practices with ISO 9001,

to determine strong and weak points, to identify what it

has to be done and to establish an action plan.

• Commitment and management responsibility .

• Initial training: training for the change, staff awareness

and implication trough talks, and specialized training in

quality management accordingly to needs of each

position.



Implementation (& 2)• Processes Management: to identify, define, control and

improve organization’s processes.

• Documentation of system’s elements: to write down

what is done.

• Implementation of system’s elements: to do what was

wrote.

• Monitoring and improvement: Internal audits, quality

systems reviews, correction and fine tuning.

• Quality system certification.


3.1 To Document a Quality

Management System

ISO 9001:2000 (General Requirements)

establishes that an organization must

generate documentation reflecting every

thing performed in the Quality

Management System.



Management System

ISO 9001:2000 also establishes that documentation

must include:

• Documented evidences of a quality policy and quality

objectives.

• Quality Manual.

• Needed documents to assure processes planning,

operation and control.

• Required register by the standard.



Management System

ISO 9000:2005 section 4.2.3 establishes that

Quality Management System documentation

must be controlled.

• There is a documented procedure in which

is expressed how documentation is

managed and controlled.



Management System


Documentation Control Procedure

Documents approval. They must be appropriate before being issued.

To be sure that documents are identified changes and the current review stage.

To be sure that documents are legible and remain identifiable.

To ensure that external documents are identified and their distribution is under control.

To review and update documents when it is necessary, and then reapprove.

To ensure that relevant versions of applicable documents are available at points of use

To prevent unintended use of obsolete documents and apply suitable identification in case they are retained for any reason

3.2 Documental Pyramid

Ordering documents of the Quality Management

System, we have:


Procedures

Working Instructions

Register

It defines the Quality Management System

and it Expresses Quality policy and objectives

They indicates how activities and processes

are performed

They explain, in detail, how is performed

each activity exactly

Document used to record results

got in different activities.


Registers:

• They are used for recording results that

demonstrate conformance with

requirements, and the system effective

operation of the Quality Management

System.

• They are written once verified that

requirements have been satisfied.



Working Instructions:

• They consist of every kind of technical documentation in

which instruction for performing a determined activity or

task are described in an specific and ordered way.

• They are approved by the technical respective authority

of the company and are visible physically in the working

place of the operative.

• There are also attached other documents of technical

character like methods of inspection, methods of

calibration, maps, etc.



Procedures:

• They describe how activities are realized. If the

management system is oriented to processes,

then these must remain perfectly reflected.

• They are written by people who realize the

work in collaboration with people in charge of

the processes.

• They are documents of exclusively internal use

of the organization.

Calidad del Software.


Procedures:

• UNE-EN ISO 9001:2000 indicates that there must

exist procedures documented for the six

following activities:• Control of the documents: it assures that documents are

adapted, updated, in mint condition of form and correctly

identified.

• Control of the registers: controls are defined for register

identification, storages, protection, recovery, disposition and

validity.

• Internal Audit: the responsibilities and requirements are

defined for the planning and the accomplishment of audits.


Procedures:

• UNE-EN ISO 9001:2000 indicates that there must

exist procedures documented for the six

following activities:• Control of the non-conforming product: nature of the non-

conformities is reflected as soon as they have been produced.

• Corrective Action: reasons of the non-conformities are

analyzed and necessary actions are undertake in order that

they don’t occurs again.

• Preventive action: possible reasons of non-conformities are

analyzed and the preventive actions are undertaken in order

that they do not happen.



Quality Manual:

• UNE-EN ISO 9001:2000 establishes that Quality

Manual must include at least:

• Management Quality System Scope.

• The documented procedures established for the

Management Quality System or references to them.

• A description of the interaction among processes of the

Quality Management System.

• It must be approved by the direction and checked

once a year as minimum.



Quality Manuel Structure:• Front Page.

• Organization description.

• Processes map.

• Flowchart of the Structure of the Organization.

• Exclusions from Section 7 of the Standard.

• Declaration of the Quality Policy and Objectives on the part

of the Direction.

• Details of each one of the Sections of the Standard.

• Complementary documentation: procedures, instructions of

work, registers, etc.

