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IT QM Part1 Lecture 5

IT QM Part1 Lecture 5. Dr. Withalm 3-Nov-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 5

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  1. IT QM Part1 Lecture 5 Dr. Withalm 3-Nov-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 • Customer satisfaction • Team Work • Leadership Behavior • Deal with Changes • Kinds of Influencing Control • Conflict 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. Customer satisfaction/1 In agreement with Mc Kinsey’s Experiences 7 03.11.2014 Dr.Withalm

  7. Customer Satisfaction/2 Higher customer satisfaction higher ROI ROI . . . Return on Investment 8 03.11.2014 Dr.Withalm

  8. Customer Satisfaction/3 TQM in the meaning of SW Development Focusing on the demands/requirements of the customer Business Processes must be aligned i.e. departments must co operate Business Drivers must be evaluated Especially in SW Development Check together with your customer : Are requirements compatible to his business needs/models Evaluating the most required/needed features Investigate time : what features are really needed 9 03.11.2014 Dr.Withalm

  9. Customer Satisfaction/4 TQM in the meaning of production Which features are already satisfied implemented Set of features clear Are features easy usable 10 03.11.2014 Dr.Withalm

  10. Customer satisfaction/5 Goal of TQM: Customer Satisfaction 11 03.11.2014 Dr.Withalm

  11. Customer satisfaction/6 Quality itself has two dimensions Freedom of errors Will be outlined during part 2 of lecture Fulfillment of needs/requirements Customer needs/expectations/requirements are highly volatile i.e. paradigm shift from Built to Stack/Stock (BtS) to Built to Order (BtO) up to Just in Sequence (JIS) within the automotive industry 12 03.11.2014 Dr.Withalm

  12. Customer satisfaction/7 CIP ( Continous Improvement Process) is an adequate means to address these issues: Evaluate customer needs/expectation/requirements Establish most important criterions Classification in hard and soft facts Inquiries : recommended in two dimensions Focus within your organization on customer’s wishes All department work together Projects will be established to encounter customer wishes Planning, designing, implementing evaluated wishes Measuring the fulfillment by metrics 13 03.11.2014 Dr.Withalm

  13. Customer satisfaction/9 Criteria/1 15 03.11.2014 Dr.Withalm

  14. Customer satisfaction/10Criterions/2 Hard facts are more or less fulfilled by all companies i.e. in automotive industry quality is met by all OEM‘s Encountering of hard facts is deeply implemented in modern organizations i.e. QM 16 03.11.2014 Dr.Withalm

  15. Customer satisfaction/11Criterions/3 Soft facts will constitute the difference between organizations i.e. FIAT’s 2nd life experience with its new “500” has shown that customers expectations were totally different from FIAT’s primary concept Soft facts are the new challenges for organizations Could be a battlefield for QM and business processes See BSC in part 2 If business processes and for instance QM are pursuing soft facts Organization reaches a strategic competitive advantage Simply copying /adapting will be disabled Implementation of business processes is a long term process See CMMI in part 2 17 03.11.2014 Dr.Withalm

  16. Customer satisfaction/12Criterions/4 These queries are most important in mass producing environment First dimension is concerned with the importance of a feature Second dimension cares about the fulfillment of needs/expectations of these features Not fulfillment means: Erroneous behavior Not meeting expectations i.e. usability is disappointing It’s recommended that queries should be decoupled Disappointment with the application of features makes them subjectively more important i.e. bad experiences are spreading tenfold These results will be examined within the CIP teams 18 03.11.2014 Dr.Withalm

  17. Customer satisfaction/13Criterions/5 Customer feed back signals: Feature is highly important but poorly implemented Implies a danger respectively a chance The danger consists of the fact that a potential competitor faster occupies this field and existing or potential customers moveto the competitor. Turned around the chance exists to occupy this field and to take off and actually bind from competitors customers. The corresponding CIP team must develop suggestions: What are the respective efforts for implementing/improving the missing/poorly met feature 19 03.11.2014 Dr.Withalm

  18. Customer satisfaction/14Criterions/6 Customer feed back signals: Feature is of minor importance but they are highly satisfied Within the corresponding CIP team the following issues must be clarified Is it advisable to stronger market the feature of high satisfaction Should resources otherwise assigned in order to develop more important features 20 03.11.2014 Dr.Withalm

  19. Customer satisfaction/15Criterions/7 Customer feed back signals: Feature is of minor importance and the satisfaction is also poor Respective CIP will surely decide to skip this feature In the case of high importance and high satisfaction CIP could take into account to supplement this feature In agreement with CIP members of sale and marketing department 21 03.11.2014 Dr.Withalm

  20. Customer satisfaction/16Criterions/8 22 03.11.2014 Dr.Withalm

  21. Customer satisfaction/17Query/1 Besides the essential overall questions (importance, satisfaction of feature) Detailed questions concerning the whole product will be asked by all concerned stake holders Evaluate the different stake holders Take into account mass producing against application development Mass producing: not only end consumers are stake holders: i.e. retailers, service organizations Application development: besides the end consumers other stake holders must be asked: i.e. providers, suppliers Questions should be appropriate for the specific stake holder 23 03.11.2014 Dr.Withalm

  22. Customer satisfaction/18 Query/2 Basic structure: Definitions of criteria for Retailer Product Field service Indoor service Customer relationship Delivery service Customer service User (analogue to retailer) 24 03.11.2014 Dr.Withalm

  23. Customer satisfaction/19 Query/3 Structure for retailers: Product (7) •High product quality and long life span? • Good cost-performance ratio? • Regularly successful new introductions? • Products on newest technical conditions? • Extensive accessories program? • Repair-friendly products? • Convenient products? 25 03.11.2014 Dr.Withalm

  24. Customer satisfaction/21 Inquiry Method/1 • Written questioning • Telephone interview • Personal interview • Workshop Adapt expenditure forcollection to customer structure • Different target customer • Different distribution channel • Take into account: filling in must not exceed 20 minutes 27 03.11.2014 Dr.Withalm

  25. Customer satisfaction/22 Inquiry Method/2 Written Questioning Advantage: • Large number within a short time • Security and representativeness of the results • Answer ratio influence able by preparation/Follow UP • Small cost and binding of personnel resources • Objectiveness of the results • Without external support feasible Disadvantage: • Danger of lackingreturn ratio • Pure quantitative data acquisition • Understanding problem at the asked • Uncontrollable ness of the result situation • Questionnaire organization is success critical 28 03.11.2014 Dr.Withalm

  26. Customer satisfaction/23 Inquiry Method/3 Telephone interview Advantage: • Data can be partially analyzed • Elucidation becomes possible • Data are raised in the dialogue • High answer ratio Disadvantage: • Open asking only to reduced extent possible • Duration of the interview (max. 20 min.) • Well trained personnel necessarily • Readiness of asked person • Risk of the discussion abort through asked person • High costs • Danger of the influence by interviewers 29 03.11.2014 Dr.Withalm

  27. Customer satisfaction/24 Inquiry Method/4 Personal interview Advantage: • Data can be analyzed - background informations • Relations care • Open questions • Questioning of partners in different functions • High answer ratio Disadvantage: • Highbinding of personnel resources • Cost-intensively • Interviewer training • Evaluation very complex • Danger of the influence by interviewers 30 03.11.2014 Dr.Withalm

  28. Customer satisfaction/25 Inquiry Method/5 Workshop Advantage: • Integration of selected key persons of the enterprise • Different aspects can be stated • Common compile - team feeling • Relationship deepens • Alignment in the customer team • Cognition: Self-picture - foreign picture • Receive Benchmarking information Disadvantage: • Limited number of participants • Mutual influence participates • Consent identification necessarily • Good moderator must be available • Listen actively (not to defend) 31 03.11.2014 Dr.Withalm

  29. Customer satisfaction/26 32 03.11.2014 Dr.Withalm

  30. Customer satisfaction/27Organization of CIP Is headed by a steering group For each mass product respectively an application development Consists of members of all involved departments For each feature a project team is established Focusing on customer interests Responsible for all inquiry activities Which method will be applied Which different stake holder and how many of them will be asked Strong involvement of QM is expected Usually QM heads or is an essential member of the steering committee Each project team consists of at least one quality responsible person QRP is comparable with the QS in a SW project 33 03.11.2014 Dr.Withalm

  31. Teamwork/Importance • Teamwork is a crucial issue of SW Quality Assurance • Causes for failing of SW projects are: • Wrong understood requirements • Unsatisfactory cooperation within a team • Many bad examples were discovered during Audits and Assessments • Teamwork and its implications must be taken into account • Project Organization • Project Planning Dr.Withalm

  32. Formation of a Team/1 • Traditional education systems are fostering individualism • Whereas in SW Development teamwork is essential • Motivation and training for teamwork are necessary • Sense, purpose, values, and rules • Regulation and rules must be clearly and unique defined • What’s the responsibility of each team member ? • Are Rules are well known within team members ? • Are team members convinced that rules are effective and efficient • And above all balanced Dr.Withalm

  33. Formation of a Team/2 • Mutual appreciation and acceptance of each team member • Prevent of formation of elite • It’s always a source for ongoing fights/conflicts • Meeting of decisions • Should be transparent for all involved ones • Are there exceptions? • For what members…. Under which conditions Dr.Withalm

  34. Formation of a Team/3 • Communication is a crucial issue for a team • May both improve or destroy the spirit of a team • Each team member is aware which information is distributed to him • Establish a distribution list • Explain the distribution list • Topics must be distributed to all team members • Must be bidirectional: • Feed back is obvious Dr.Withalm

  35. Leadership behavior: substantial basic condition for Teamwork/3 Realizations/experiences/3 Dr.Withalm

  36. Deal with changes/1 • Each human goes through some phases • if he is confronted with change. • All phases are always gone through • However the length of time for each phase is different from humans to humans • Depends on the individual personality and the weight of the change (degree of the embarrassment). • The following phases must be taken into account • Shock • Slandering • Insight • Acceptance • Try out • The average duration of a change cycle is at 9 - 12 months. Dr. Withalm SQS BWI

  37. Deal with changes/2 Competence versus time Dr. Withalm SQS BWI

  38. Kinds of influencing control • Compulsion which is characterized by • Instruction, Command, Time Saving, only applicable when simple tasks are required • Manipulation • Persuade, Conflict Avoidance, Loss of reliability • Motivation • Dialogue, Conviction, Time Intensively, full of Conflicts Dr. Withalm SQS BWI

  39. Conflict resolutions/1 • Escape • Fight • Subjecting • Delegation • Compromise • Consent - new solution Dr. Withalm SQS BWI

  40. Conflict resolutions/2 Check list/1 • When did this conflict begin? • How was the situation before? • Which significant phases are there in the conflict? • What were previous approaches? • Why did these fail? • Are there brought in samples? • Which conflict resolution form prevails at present? Dr. Withalm SQS BWI

  41. Conflict resolutions/3 Check list/2 • Which person/function/roles are directly and/or indirectly involved? • Which interests are in the play? • Which are endangered by the conflict? • To what extent is the conflict connected with the tasks and responsibilities of the involved ones? • By which attitude the involved ones contribute to the maintenance of the conflict? • Which pro and cons arise for the involved ones from it? • What excites me at the behavior of the involved ones? • What probably annoys different ones? • Which relations dynamics are developed? Dr. Withalm SQS BWI

  42. Conflict resolutions/4 Check list/3 • Who has which profit of the conflict? • Who pays which price? • What would have to be done, in order to intensify the conflict? • What would have to be done, in orderto calm down the conflict? Dr. Withalm SQS BWI

  43. Thank youfor your attention!

  44. Farbpalette mit Farbcodes Primäre Flächenfarbe: Akzentfarben: R 255 G 210 B 078 R 245 G 128 B 039 R 229 G 025 B 055 R 000 G 133 B 062 R 000 G 084 B 159 R 000 G 000 B 000 R 255 G 255 B 255 R 255 G 221 B 122 R 248 G 160 B 093 R 236 G 083 B 105 R 064 G 164 B 110 R 064 G 127 B 183 R 064 G 064 B 064 Sekundäre Flächenfarben: R 170 G 190 B 195 R 130 G 160 B 165 R 215 G 225 B 225 R 255 G 232 B 166 R 250 G 191 B 147 R 242 G 140 B 155 R 127 G 194 B 158 R 127 G 169 B 207 R 127 G 127 B 127 R 220 G 225 B 230 R 185 G 195 B 205 R 145 G 155 B 165 R 255 G 244 B 211 R 252 G 223 B 201 R 248 G 197 B 205 R 191 G 224 B 207 R 191 G 212 B 231 R 191 G 191 B 191 R 255 G 250 B 237 R 254 G 242 B 233 R 252 G 232 B 235 R 229 G 243 B 235 R 229 G 238 B 245 R 229 G 229 B 229 Dr.Withalm

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