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Little Q and Big Q

Little Q and Big Q . Dr. DV Ramana . ABSTRACT. Quality Management has seen a major shift from “quality of specific areas” to “quality of overall operations” Relevance of big Q (“quality of overall operations”) is increasing and is more appropriate measure than the Little Q since 1980s.

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Little Q and Big Q

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  1. Little Q and Big Q Dr. DV Ramana

  2. ABSTRACT Quality Management has seen a major shift from “quality of specific areas” to “quality of overall operations” Relevance of big Q (“quality of overall operations”) is increasing and is more appropriate measure than the Little Q since 1980s. Big Q was adopted to replace Little Q. Author is going to explain in detail about the contrast and the journey of Little q and Big Q in the session.

  3. Adoption of Big Q grew during the 1980s, and the trend is probably irreversible. Those most willing to accept the concept of Big Q have been the quality managers and the upper managers Those most reluctant have been managers in the technological areas and in certain staff functions

  4. The Quality Journey . . . 1940s 1950s 1960s 1970s 1980s 1990s 2000 2010 Beyond Decade ISO 9000 AS 9100 Mil-Std-1520 Mil-I-45208 Mil-Q-9858 Acquisition Reform TQM Faster, Better, Cheaper Concurrent Engineering Driving Force Sample Inspection Operational Excellence Lean Manufacturing Error-Free Environment Process Control Tools 100% Inspection 6 Sigma Peer Reviews High-Performance Work Teams Statistical Process Methods Big “Q” 100% Mission Success Focus Baldridge Award Taguchi Juran Ishikawa Deming Increasing System Complexity Continued Evolution From Little “q” to Big “Q”

  5. What is Big “Q”? • A recognition that the quality of our procedures and products depends on the up-front (early life cycle) design processes being lowest possible errors • Achieving Big “Q” requires • A holistic systems approach by each program and functional group to seek out problems, • Analyze causes and take effective corrective and preventive actions throughout the entire contract life cycle Predicting the defects in the upcoming phases and taking necessary preventive actions.

  6. Creating a Big “Q” Environment Bringing the past to the present Bringing the future to the present Today Past State Future State • 100% mission success • Mil-Q-9858A • Inspect to find defects • Sort good from the bad • Big “Q” focused • 100% mission success • Operational excellence • Process-centric • Error-free environment Moving forward We cannot forget our past while we build the future

  7. Products • Contents of Little Q • Manufacturing products • Contents of Big Q • All products and Services whether for sale or not

  8. Processes • Contents of Little Q • Process is directly related to the products Contents of Big Q • All process across the enterprise

  9. Industries • Contents of Little Q • Manufacturing • Contents of Big Q • All Industries • Manufacturing • Services • Government

  10. Quality is viewed as • Contents of Little Q • Technological problem • Contents of Big Q • Business Problem

  11. Customer Contents of Little Q • Customer who buy the products Contents of Big Q • All who are effected, external and internal

  12. How to think about Quality Contents of Little Q • Based on cultural of functional departments Contents of Big Q • Based on universal trilogy (Planning, Improvement and Control)

  13. Quality Goals are included Contents of Little Q • Among production goals Contents of Big Q • Company business Goals,

  14. Improvement is directed at Contents of Little Q • Departmental Performance Contents of Big Q • Company performance

  15. Training Contents of Little Q • Focus in quality department Contents of Big Q • Enterprise wide Quality

  16. Responsibility Contents of Little Q • The Quality manager Contents of Big Q • Senior management is also responsible

  17. Engineering • Peer Reviews • Subject matter expert • Software/systems integration 76% Escapes are due to… • Product reuse Production • Skill Matrix • CUT • Testing • Solution Quality Assurance • Deliverables • Stakeholder meetings • N/C reduction initiatives • Error prevention Human Resources • Skill certifications • Knowledge management & transfer Finance & Operations Little “q” Big “Q” • Inspection of hardware • Sorting • Acceptance • Test • Engineering processes • Process discipline Defect prevention through out the life cycle Big “Q” Program Execution 100% Mission Success

  18. Big “Q” Spectrum of Opportunities Diagnosing cross-phase and multi-functional misalignment for quality Improvements Research Concept Refinement Systems Development & Demo Engineering Design & Release Production, Integration & Test Deployment Quality improvements throughout life cycle • Cross-Functional Reviews • All functions participate continuously • Force “Up-Stream” Improvements • Converge on Big “Q” improvements via design team Technology evolution and increased complexity demand Big “Q” improvements

  19. A Fishbone Approach to Big “Q” Mission Success Engineering Production Peer Review Senior Management Review Team Mission Success Business Goals Internal Operations Review SEPG Corrective ActionBoard Quality Manager Failure Review team SMR/PMR Reviews Lessons Learned Approved Quality Processes Insight/ Oversight Process Early Warning Metrics CMDB Review Board Verification & Assessment Internal Audit Big “Q” Drives Disciplined Innovation & Operational Excellence GIDEP Continuous Process Improvement Finance & Business Operations Operations Product Assurance Review Capital Equipment Mentoring Financial Reviews Employee Skills Training Corrective actions Error Prevention Council Financial Reviews Certifications Knowledge Transfer ChangeRequest Qualifications Internal operation Reviews Future Work Force Full Spectrum Leadership Maintenance and Support Finance Human Resources Functional cause & effects analysis performed

  20. Enterprise Big “Q” Focus Areas • Peer reviews • Subcontract management • Defect Prevention • Non-conformance reduction initiatives • Product reuse analysis • End-to-end specialty engineering • Software and systems integration • Enhanced applications and procurement • Test management methodologies

  21. Little Q has to do with the problems of production and the tactical tools that lead to control and improvement Big Q was Juran’s way of describing quality in a management setting: more strategic, more comprehensive and system wide —in other words, quality management. Little Q and Big Q, are complementary. You need both to make quality real, to make quality stick.

  22. What Can You Do? • Continue on the “Journey” • Continuous improvement in quality & cost • Take time to strategically plan to achieve competitive advantage in your Deliverables/Solution Adopt “Big Q” Thinking

  23. Big Q was adopted to replace Little Q

  24. Abide by • Dr. Joseph M. Juran, noted author and “father” of modern day Quality Management, passed away on February 28th, 2008, from natural causes. He was 103 years old, and was physically and mentally active until his death. http://juran.com/ • Dr. Joseph M. Juran, 'Father of Quality' remembered

  25. Conferral • Continuing the “Journey” of Joseph Juran Quality initiatives , Quality Professionals are naming new concept i.e. Really Big Q • Really Big Q is beyond the Quality control and Quality management. • Really Big Q • Quality at the level of entire social systems (issues like Global warming, business ethics, sustainable economics , the ecology and reciprocity are addressed)

  26. Some References • An Ethical Theory for the Advancement of Professionalism in Software Engineering, Nicole Radziwill,National Radio Astronomy Observatory. • Google search Engine: Search on “Little Q and Big Q • Inaugural Remarks of incoming ASQ Present Roberts M.Saco • (as Prepared Delivery at the ASQ Annual Banquet,Houston, Texas May 6 2008). • Juran’s Quality Handbook,Fifth Edition,Jospeh M. Juran, A. Blanton Godfrey • RAISING THE BAR:ACHIEVING SUBCONTRACT EXCELLENCE March 2008 ---Gary Bartmann, Vice President, Subcontract Management & Procurement. • The Certified Manager Handbook, second Edition Edited by duke Okes and Russel T. Westcott

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