quality principles and philosophies imran hussain

Quality Quality Principles and Principles and PhilosophiesPhilosophies

Imran HussainImran Hussain

Dr. W. E. DemingDr. W. E. Deming

Deming’s BackgroundDeming’s Background

Main architect for introducing Total Main architect for introducing Total Quality into JapanQuality into Japan

Born 1900Born 1900 Graduated in Electrical EngineeringGraduated in Electrical Engineering PhD in mathematical physicsPhD in mathematical physics Became statistician for US govt.Became statistician for US govt. Sent by US govt. to Japan after Sent by US govt. to Japan after

WWII to advise on Japanese census.WWII to advise on Japanese census.

Deming’s PhilosophyDeming’s Philosophy

Quality is about people, not productsQuality is about people, not products Suggested quality concept for designing Suggested quality concept for designing

productproduct Management need to understand nature of Management need to understand nature of

variation and how to interpret statistical datavariation and how to interpret statistical data Promoted importance of leadershipPromoted importance of leadership 85% of production faults responsibility of 85% of production faults responsibility of

management, not workersmanagement, not workers Enumerated a 14-point management Enumerated a 14-point management

philosophyphilosophy

Product Development Product Development CycleCycle

1.1. Design the product.Design the product.

2.2. Make it.Make it.

3.3. Try to sell it.Try to sell it.

4.4. Do consumer research and test the Do consumer research and test the product’s uses.product’s uses.

5.5. Redesign – start the cycle all over Redesign – start the cycle all over again.again.

Achieving QualityAchieving Quality

Companies should direct efforts Companies should direct efforts towards:towards: Innovation of productsInnovation of products Innovation of processesInnovation of processes Improvement of existing productsImprovement of existing products Improvement of existing processesImprovement of existing processes

Quality Approach in Quality Approach in ContextContext

Quality

Costs

Prices

Productivity

Market Share

Stay in business

Attributes of a LeaderAttributes of a Leader

Coaches – not judgesCoaches – not judges Strives to understand variation and its Strives to understand variation and its

causescauses Strives to remove obstacles within the Strives to remove obstacles within the

organizationorganization Responds to all customer forcesResponds to all customer forces Adopts consistency of purposeAdopts consistency of purpose Places and emphasis on improving Places and emphasis on improving

processesprocesses

Attributes of a LeaderAttributes of a Leader Recognizes that people are not ‘assets’; Recognizes that people are not ‘assets’;

they are ‘jewels’they are ‘jewels’ Strives to recognize those who need Strives to recognize those who need

help and the gives helphelp and the gives help Creates and atmosphere of trustCreates and atmosphere of trust Knows the work he supervisesKnows the work he supervises Does not place an over-reliance on Does not place an over-reliance on

figuresfigures Encourages education and continuous Encourages education and continuous

improvement of each personimprovement of each person

Deming’s 14-point Deming’s 14-point Management PhilosophyManagement Philosophy

1.1. Create constancy of purpose for Create constancy of purpose for continual improvement of productscontinual improvement of products Create constancy of purpose for Create constancy of purpose for

improvement of systems, products and improvement of systems, products and services, with the aim to become services, with the aim to become excellent, satisfy customers, and excellent, satisfy customers, and provide jobs. Reduced defects and cost provide jobs. Reduced defects and cost of development.of development.


2.2. Adopt a commitment to seek Adopt a commitment to seek continual improvementscontinual improvements

Constantly and forever improve the Constantly and forever improve the system development processes, to improve system development processes, to improve quality and productivity, and thus quality and productivity, and thus constantly decrease the time and cost of constantly decrease the time and cost of systems. Improving quality is not a one systems. Improving quality is not a one time effort.time effort.


3.3. Switch from defect detection to Switch from defect detection to defect preventiondefect prevention

Cease dependencies on mass inspection Cease dependencies on mass inspection (especially testing) to achieve quality. (especially testing) to achieve quality. Reduce the need for inspection on a mass Reduce the need for inspection on a mass basis by building quality into the system in basis by building quality into the system in the first place. Inspection is not the the first place. Inspection is not the answer. It is too late and unreliable – it answer. It is too late and unreliable – it does not produce quality.does not produce quality.


4.4. In dealing with suppliers one should In dealing with suppliers one should end the practice of awarding end the practice of awarding business on price. Move towards business on price. Move towards quality of product, reliability of quality of product, reliability of delivery and willingness to cooperate delivery and willingness to cooperate and improve. Build partnerships.and improve. Build partnerships.

Minimize total cost. Move towards a single Minimize total cost. Move towards a single supplier for any one item or service, making supplier for any one item or service, making them a partner in a long-term relationship of them a partner in a long-term relationship of loyalty and trust.loyalty and trust.


5.5. Improvement is not confined to Improvement is not confined to products and their direct processes products and their direct processes but to all supporting services and but to all supporting services and activitiesactivities

All functions in an organization need to All functions in an organization need to become quality conscious to deliver a become quality conscious to deliver a quality product.quality product.


6.6. Train a modern way.Train a modern way. Institute training on the job. Everyone Institute training on the job. Everyone

must be trained, as knowledge is essential must be trained, as knowledge is essential for improvement.for improvement.


7.7. Supervision must change from Supervision must change from chasing, to coaching and support.chasing, to coaching and support.

Institute leadership. It is a manger’s job Institute leadership. It is a manger’s job to help their people and their systems do a to help their people and their systems do a better job.better job.


8.8. Drive out fear and encourage two-Drive out fear and encourage two-way communication.way communication.

Drive out fear, so that everyone may work Drive out fear, so that everyone may work effectively. Management should be held effectively. Management should be held responsible for the faults of the responsible for the faults of the organization and environment.organization and environment.


9.9. Remove barriers between Remove barriers between departmentsdepartments

Break down barriers between areas. Break down barriers between areas. People must work as a team. They must People must work as a team. They must foresee and prevent problems during foresee and prevent problems during systems development and use.systems development and use.


10.10. Do not have unrealistic targetsDo not have unrealistic targets Set realistic targets. Do not place people Set realistic targets. Do not place people

under unnecessary pressure by asking under unnecessary pressure by asking them to do things which are not them to do things which are not achievable. Eliminate slogans, achievable. Eliminate slogans, exhortations, and targets that ask for zero exhortations, and targets that ask for zero defects, and new levels of productivity. defects, and new levels of productivity. Slogans do not build quality systems.Slogans do not build quality systems.


11.11. Eliminate quotas and numerical Eliminate quotas and numerical targetstargets

Eliminate numerical quotas and goals. Eliminate numerical quotas and goals. Substitute it with leadership. Quotas and Substitute it with leadership. Quotas and goals (such as schedule) address numbers goals (such as schedule) address numbers - not quality and methods.- not quality and methods.


12.12. Remove barriers that prevent Remove barriers that prevent employees having pride in the work employees having pride in the work that they performthat they perform

Remove barriers to pride of workmanship. Remove barriers to pride of workmanship. The responsibility of project managers The responsibility of project managers must change from schedules to quality.must change from schedules to quality.


13.13. Encourage education and self-Encourage education and self-improvement for everyoneimprovement for everyone

Institute and vigorous program of Institute and vigorous program of education and self-improvement for education and self-improvement for everyone. There must be a continuing everyone. There must be a continuing commitment to training and educating commitment to training and educating software managers and professional staff.software managers and professional staff.


14.14. Publish top management’s Publish top management’s permanent commitment to permanent commitment to continuous improvement of quality continuous improvement of quality and productivityand productivity

JuranJuran

Juran’s 10-point ProgramJuran’s 10-point Program

1.1. Identify customersIdentify customers2.2. Determine customer needsDetermine customer needs3.3. TranslateTranslate4.4. Establishment units of measurement Establishment units of measurement 5.5. Establish measurementsEstablish measurements6.6. Develop productDevelop product7.7. Optimize product designOptimize product design8.8. Develop processDevelop process9.9. Optimize process capabilityOptimize process capability10.10. TransferTransfer

CrosbyCrosby

Crosby’s 14-step Crosby’s 14-step programprogram

1.1. Management commitmentManagement commitment2.2. Quality improvement teamQuality improvement team3.3. Quality measurementQuality measurement4.4. Cost of quality evaluationCost of quality evaluation5.5. Quality awarenessQuality awareness6.6. Corrective actionCorrective action7.7. Zero defect programZero defect program8.8. Supervisor trainingSupervisor training

Crosby’s 14-step Crosby’s 14-step programprogram

9.9. Zero defects dayZero defects day

10.10. Goal settingGoal setting

11.11. Error cause removalError cause removal

12.12. RecognitionRecognition

13.13. Quality councilsQuality councils

14.14. Do it over againDo it over again

Crosby’s Maturity GridCrosby’s Maturity Grid

UncertaintyUncertainty (adhoc) (adhoc) AwakeningAwakening (recognition begins but (recognition begins but

management unwilling to spend on quality)management unwilling to spend on quality) EnlightenmentEnlightenment (management begins to (management begins to

support quality improvement program, support quality improvement program, culture of openness)culture of openness)

WisdomWisdom (management fully participates, (management fully participates, defect prevention is now part of the culture)defect prevention is now part of the culture)

CertaintyCertainty (the whole organization is (the whole organization is involved in continuous improvement)involved in continuous improvement)

ShingoShingo

Shingo’s PhilosophyShingo’s Philosophy

Poka Yoke (meaning mistake Poka Yoke (meaning mistake proofing)proofing) This involves identifying potential error This involves identifying potential error

sources in the process and monitoring sources in the process and monitoring these sources for errors.these sources for errors.

A variant to this approach is FMEAA variant to this approach is FMEA

IshikawaIshikawa

Ishikawa’s PhilosophyIshikawa’s Philosophy

Quality Control Circles (QCC)Quality Control Circles (QCC) A quality control circle consists of a A quality control circle consists of a

small group of employees who do small group of employees who do similar work and arrange to meet similar work and arrange to meet regularly to identify and analyze work-regularly to identify and analyze work-related problems, to brainstorm and to related problems, to brainstorm and to recommend and implement solutions.recommend and implement solutions.

Quality Control CirclesQuality Control Circles

Select problemSelect problem State and re-state problemsState and re-state problems Collect factsCollect facts BrainstormBrainstorm Build on each other ideasBuild on each other ideas Choose course of actionChoose course of action PresentationPresentation

Genichi TaguchiGenichi Taguchi

Taguchi’s PhilosophyTaguchi’s Philosophy Defines quality in terms of lossDefines quality in terms of loss ““the loss a product causes to society after the loss a product causes to society after

being shipped, other than losses caused being shipped, other than losses caused by its intrinsic function” by its intrinsic function”

He defines a loss function as a measure of He defines a loss function as a measure of the cost of qualitythe cost of quality

He also developed a method for He also developed a method for determining the optimum value of process determining the optimum value of process variables which will minimize the variables which will minimize the variation in a process while keeping mean variation in a process while keeping mean on targeton target

Peter DruckerPeter Drucker

Drucker’s PhilosophyDrucker’s Philosophy

Success is threefoldSuccess is threefold Know your businessKnow your business Know your competenciesKnow your competencies Knowing how to keep focused on goalsKnowing how to keep focused on goals

Effective management and employee Effective management and employee participationparticipation

Link between the bottom line and Link between the bottom line and satisfying the customersatisfying the customer

Drucker’s PhilosophyDrucker’s Philosophy

““Purpose of business lies outside Purpose of business lies outside itself – that is in creating and itself – that is in creating and satisfying a customer. The decision satisfying a customer. The decision process is central, and structure has process is central, and structure has to follow strategy and management to follow strategy and management has to be management by objectives has to be management by objectives and self-control.”and self-control.”

Drucker’s 5 Principles of Drucker’s 5 Principles of ManagementManagement

1.1. Setting objectivesSetting objectives

2.2. OrganizingOrganizing

3.3. Motivating and communicatingMotivating and communicating

4.4. Establishing measures of Establishing measures of performanceperformance

5.5. Developing peopleDeveloping people

Tom PetersTom Peters

Peter’s PhilosophyPeter’s Philosophy

Excellent firms believe in constant Excellent firms believe in constant improvement and constant changeimprovement and constant change

Need to move from hierarchical Need to move from hierarchical management to horizontal, fast, management to horizontal, fast, cross-functional co-operative cross-functional co-operative organizationorganization

Peter’s Management Peter’s Management GuidelinesGuidelines

Actively create a quality revolutionActively create a quality revolution Put the customer first in everything you doPut the customer first in everything you do Listen actively to all stakeholdersListen actively to all stakeholders Invest in people, training, education and Invest in people, training, education and

recruitmentrecruitment Openly reward, recognize and support Openly reward, recognize and support

productivity innovationproductivity innovation Openly support failures where people have Openly support failures where people have

tried to improvetried to improve Involve everyone in everything at all timesInvolve everyone in everything at all times

Peter’s Management Peter’s Management GuidelinesGuidelines

Setup simple and understandable measuresSetup simple and understandable measures Fight against bureaucracy and inflexibilityFight against bureaucracy and inflexibility Look through a different mirror: step outside Look through a different mirror: step outside

the company and look at it from a different the company and look at it from a different perspectiveperspective

Teamwork and trust: develop strong Teamwork and trust: develop strong interpersonal and team skillsinterpersonal and team skills

Work on attitudes and attention to detail: get Work on attitudes and attention to detail: get things donethings done

Be consistent and strive for improvements in all Be consistent and strive for improvements in all areasareas

ReferencesReferences

A Practical Approach to Software A Practical Approach to Software Quality, Ch. 1Quality, Ch. 1

Total Quality Management: A Total Total Quality Management: A Total Quality Approach, Ch. 1Quality Approach, Ch. 1

quality principles and philosophies imran hussain

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