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IT QM Part1 Lecture 3

IT QM Part1 Lecture 3. Dr.Withalm 5-Jun-14. 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

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IT QM Part1 Lecture 3

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  1. IT QM Part1 Lecture 3 Dr.Withalm 5-Jun-14

  2. 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 Dr.Withalm

  3. Today’s Agenda • Organization Theories • History of Quality Assurance • Product Liability Dr.Withalm

  4. 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 Dr.Withalm

  5. 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 Dr.Withalm

  6. Organisation Theories/1Time Table of Organization Theory Dr.Withalm

  7. Organisation Theories/2 Ancient Egypt, China, Europe/1 Practical Example:Construction of the Cheops pyramid 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 Dr.Withalm

  8. Organisation Theories/3 Ancient Egypt, China, Europe/2 Principles for organizing an empire directed to a Chinese prime minister about 1100 B.C. : Dr.Withalm

  9. Organisation Theories/4 Ancient Egypt, China, Europe/3 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 ” Dr.Withalm

  10. Organisation Theories/5 Ancient Egypt, China, Europe/4 Dr.Withalm

  11. Organization Theories/6 Ancient Egypt, China, Europe/5 Europe, 4th century to 15th century Organizational rules and structures within monasteries (division of labor –schedules) Guilds derive “best practice“ from tradition but not because of economic requirements Dr.Withalm

  12. Organization Theories/7 Mercantilism/1 Mercantilism( 16th century - 18.th century ) Essential target: • Increase of • Prosperity of people • Financial power of the sovereign • Focusing on following areas • Active development of population • Active trade politics • Active foreign trade politics Dr.Withalm

  13. Organization Theories/8 Mercantilism/2 Adam Smith; 1776 “Investigation into nature and causes of the prosperity of people” Benefits of division of labor-three factors: • Increased skillfulness of laborers • Saving of transitional period (reset time) • Invention and employment of engines . Dr.Withalm

  14. Organization Theories/9 Industrial Revolution/1 Industrial Revolution, 19th century Increased need for organization and management guidelines. 1832 Babbage “ On the Economy of Machinery and Manufactures” 1835 Ure “The Philosophy of Manufacturers” Dr.Withalm

  15. Organization Theories/10 Industrial Revolution/2 „to reach predictability some way of formalism is necessary.“ Henry Fayol : “Administration Industrielle et Generale” 1916 14 principles of management 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, 8 Centralization, 9 Hierarchical organization, 10 Rules, 11 Balancing justice, 12 Loyalty of employees, 13 Initiative, 14 Spirit of community. Dr.Withalm

  16. Organization Theories/11 Industrial Revolution/3 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. Dr.Withalm

  17. Organization Theories/12 Industrial Revolution/4 Taylorism Focusing on the methodology Experience was Taylor‘s essential element For optimization one parameter ofall 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. Dr.Withalm

  18. Organization Theories/13 Industrial Revolution/4 Some of Taylor‘s principles are: 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) Dr.Withalm

  19. Organization Theories/14 Industrial Revolution/5 Further ideas which Taylor implemented: Pensum Bonus Elite Adaption Dr.Withalm

  20. Organization Theories/15 Industrial Revolution/6 Capacity Mastership: • route clerk 2. instruction clerk 3. cost and time clerk 4. gang boss 5. speed boss 6. inspector 7. repair boss 8. shop disciplinarian Dr.Withalm

  21. Organization Theories/16 Industrial Revolution/7 costs: 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 Dr.Withalm

  22. Organization Theories/17 Industrial Revolution/8 Henry Ford: His impact was much greater than that of Taylor • On the American economy in the beginning of the twenties of the last century Ford principles: • Maximal division of labor • Maximal Standardization • Maximal Timing device Dr.Withalm

  23. Organization Theories/18 Industrial Revolution/9 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 Dr.Withalm

  24. 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 Dr.Withalm

  25. Organization Theories/20 Industrial Revolution/11 Taylor‘s principles had some weaknesses. Dr.Withalm

  26. Organization Theories/21 Industrial Revolution/11 Weak points: Principle: Specialization Monotony Poor flexibility Poor motivation Principle: Fixation on site Poor flexibility Dr.Withalm

  27. Organization Theories/22 Industrial Revolution/12 Weak points: Principle: simplified tasks Labor dispute because of high pressure to perform Skills are not necessary Principle: distribution of work by distribution office Coordination problems : • Increasing of business dimension • Too large standard values Dr.Withalm

  28. Organization Theories/23 Industrial Revolution/13 Weak points: Principle : note for job instructions • Bureaucracy • Lack of cooperation between employees Dr.Withalm

  29. Organization Theories/24 Industrial Revolution/14 Human relations school of management Informal groups form work climate, motivation, and attitude Social prestige and reputation are important for each employee Kurt Lewin: Introduced the model for participation • defrost • change • refreeze. Dr.Withalm

  30. Organization Theories/25 Industrial Revolution/15 Maslow‘s Hierarchy of Human Needs Dr.Withalm

  31. Organization Theories/26 Industrial Revolution/16 Dr.Withalm

  32. Organization Theories/27 Industrial Revolution/16 Study: Comparison of situations in job: Positive or negative attitude to work Approach: (according Herzberg) Dr.Withalm

  33. 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-controlledinto the product • Distortion of the responsibility between manufacturers and examiners Dr.Withalm

  34. Organization Theories/29Implication Dr.Withalm

  35. 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 Dr.Withalm

  36. History of Quality Assurance/2Juran/2 Dr.Withalm

  37. History of Quality Assurance/3Juran/3 • 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 Dr.Withalm

  38. 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.“ Dr.Withalm

  39. History of Quality Assurance/4Nolan/1 Dr.Withalm

  40. 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 Dr.Withalm

  41. History of Quality Assurance/6Crosby/1 “Vaccine Quality" which immunizesorganizations against deviations from demands for quality The vaccine consists of: • Reliability • Systems • Communication • Operational measures • Guidelines Dr.Withalm

  42. 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 Dr.Withalm

  43. 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 Dr.Withalm

  44. 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 Dr.Withalm

  45. 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 Dr.Withalm

  46. 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 Dr.Withalm

  47. 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 Dr.Withalm

  48. History of Quality Assurance/13Ishikawa/1 • Ishikawa’s main contributions to Quality Assurance are: • Introduced the Cause Effect Diagram • Initiated Quality Circles • Shows that the full effect of tools is only achieved by combination • Activates statistic methods in order to increase productivity: Dr.Withalm

  49. 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 Dr.Withalm

  50. History of Quality Assurance/15 Ishikawa/3 Cause - effect – diagram/2 Dr.Withalm

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