it qm bratislava it qm part1 lecture 3 dr.withalm 4-sep-15
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IT QM BratislavaIT QM Bratislava
IT QM Part1 Lecture 3IT QM Part1 Lecture 3
Dr.Withalm Apr 21, 2023
IT QM Bratislava21.04.23 Dr.Withalm2
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
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Today’s Agenda
Organization Theories
History of Quality Assurance
Product Liability
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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
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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
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Organisation Theories/1 Time Table of Organization Theory
1000 bc Chinese Prime Minister
300-1500 ac Monasteries & Guilds1500-1700 Mercantilism1700-1900 Industrial Revolution1776 A. Smith1913 Taylor1924 Human Relations1935 Organizational Development1940 Operations Research1950 System Dynamics1960 System Thinking1970 Quality Assurance
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Organisation Theories/2Ancient Egypt, China, Europe/1
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
Practical Example:Construction of the Cheops pyramid
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Principles for organizing an empire directed to a Chinese prime minister about 1100 B.C. :
Organisation Theories/3Ancient Egypt, China, Europe/2
Eight methods are at hand to govern an empire: 1. Ordinance and worship for controlling people’s mind 2. Byelaws and rules to control higher public servants 3. Hiring and firing to control minor public servants 4. Salary and status to control scientists 5. Taxes and grants to control resources 6. Ceremonies and traditions to control the crowds 7. Punishment and rewards to show the straight of the empire 8. Agriculture and other occupations to maintain the people
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Former precursor of division of labor Platons „Politeia“
Organisation Theories/4Ancient Egypt, China, Europe/3
“...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 ”
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Organisation Theories/5Ancient Egypt, China, Europe/4
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Organizational rules and structures within monasteries
(division of labor –schedules)
Organization Theories/6Ancient Egypt, China, Europe/5
Europe, 4th century to 15th century
Guilds derive “best practice“ from tradition but not because of economic requirements
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Essential target:•Increase of
•Prosperity of people •Financial power of the sovereign
•Focusing on following areas
Organization Theories/7Mercantilism/1
Mercantilism( 16th century - 18.th century )
•Active development of population•Active trade politics•Active foreign trade politics
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“Investigation into nature and causes of the prosperity
of people”
Benefits of division of labor-three factors:
Organization Theories/8Mercantilism/2
Adam Smith; 1776
1. Increased skillfulness of laborers
2. Saving of transitional period (reset time)
3. Invention and employment of engines
.
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Increased need for organization and management guidelines.
Organization Theories/9Industrial Revolution/1
Industrial Revolution, 19th century
1832 Babbage “ On the Economy of Machinery and Manufactures”
1835 Ure “The Philosophy of Manufacturers”
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8 Centralization, 9 Hierarchical organization, 10 Rules, 11 Balancing justice, 12 Loyalty of employees,13 Initiative, 14 Spirit of community.
Organization Theories/10Industrial Revolution/2
„to reach predictability some way of formalism is necessary.“
Henry Fayol : “Administration Industrielle et Generale” 1916
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,
14 principles of management
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Organization Theories/11Industrial 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.
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Organization Theories/12Industrial Revolution/4
Taylorism
Focusing on the methodology
Experience was Taylor‘s essential element
For optimization one parameter of all 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.
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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)
Organization Theories/13Industrial Revolution/4
Some of Taylor‘s principles are:
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Pensum
Bonus
Elite
Adaption
Organization Theories/14Industrial Revolution/5
Further ideas which Taylor implemented:
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Organization Theories/15Industrial Revolution/6
Capacity Mastership:
1. route clerk
2. instruction clerk
3. cost and time clerk
4. gang boss
5. speed boss
6. inspector
7. repair boss
8. shop disciplinarian
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Organization Theories/16Industrial Revolution/7
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
costs:
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Organization Theories/17Industrial Revolution/8
His impact was much greater than that of Taylor•On the American economy in the beginning of the twenties of the last century
Henry Ford:
Ford principles:
Maximal division of labor
Maximal Standardization
Maximal Timing device
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Organization Theories/18Industrial 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
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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
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Organization Theories/20Industrial Revolution/11
Taylor‘s principles had some weaknesses.
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Organization Theories/21Industrial Revolution/11
Weak points:
Monotony
Poor flexibility
Poor motivation
Principle: Specialization
Poor flexibility
Principle: Fixation on site
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Organization Theories/22Industrial Revolution/12
Weak points:
Labor dispute because of high pressure to perform
Skills are not necessary
Principle: simplified tasks
Coordination problems :
•Increasing of business dimension
•Too large standard values
Principle: distribution of work by distribution office
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Organization Theories/23Industrial Revolution/13
Weak points:
•Bureaucracy
•Lack of cooperation between employees
Principle : note for job instructions
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Organization Theories/24Industrial Revolution/14
Human relations school of management
Informal groups form work climate, motivation, and attitude
Social prestige and reputation are important for each employee
defrost
change
refreeze.
Kurt Lewin: Introduced the model for participation
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Organization Theories/25Industrial Revolution/15
Maslow‘s Hierarchy of Human Needs
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Organization Theories/26Industrial Revolution/16
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Organization Theories/27Industrial Revolution/16
Comparison of situations in job:
Positive or negative attitude to work
Approach:
(according Herzberg)
Study:
Hygiene Factors Motivation Factors
Working conditions Achievement
Salary Achievement Recognition
Status Responsibility
Security Advancement
Interpersonal relations Growth
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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-controlled into the product
Distortion of the responsibility between manufacturers and examiners
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Organization Theories/29Implication
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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
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History of Quality Assurance/2Juran/2
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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
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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.“
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History of Quality Assurance/4Nolan/1
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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
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History of Quality Assurance/6Crosby/1
“Vaccine Quality" which immunizes
organizations against deviations from
demands for quality
The vaccine consists of:
1. Reliability
2. Systems
3. Communication
4. Operational measures
5. Guidelines
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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
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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
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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
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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
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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
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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
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History of Quality Assurance/13Ishikawa/1
Ishikawa’s main contributions to Quality Assurance are:Introduced the Cause Effect DiagramInitiated Quality CirclesShows that the full effect of tools is only achieved by combination Activates statistic methods in order to increase productivity:
Data Gathering Control Chart
Histograms Dispersion diagrams
Cause - Effect – Diagram Binomial paper
Test Elbow Samples -extract
Pareto Diagrams Samples -examination
Graphs
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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
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History of Quality Assurance/15Ishikawa/3Cause - effect – diagram/2
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History of Quality Assurance/16Ishikawa/4Cause - effect – diagram/3
Increases insight into a problem situation Creates new fundamental findings Accompanies the learning process Supports meeting decisions basing on facts Suggests working in groups as preferred methodology
Several points of view should be taken into account Focusing together on the main cause High motivation
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Time Table of Organization Theory
1000 bc Chinese Prime Minister
300-1500 ac Monasteries & Guilds1500-1700 Mercantilism1700-1900 Industrial Revolution1776 A. Smith1913 Taylor1924 Human Relations1935 Organizational Development1940 Operations Research1950 System Dynamics1960 System Thinking1970 Quality Assurance
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Product Liability/1Code of Hammurabi/An eye for an eye, a tooth for a tooth.
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Product Liability/2Root of Quality Assurance“: code of Hammurabi/2
"if a building master a house builds for a man and it for him with perfection, then this is to give him as wages two Shekel silver for one Sar (1 Shekel silver = 360 grains of wheat; 1 Sar = 14.88 square meters) If a building master builds a house for a man and its construction does not make strongly, so that it collapses and causes the death of the owner, this building master has to be killed.If the collapse causes the death of the son of the owner, then they are to kill a son of the building master.
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Product Liability/3Root of Quality Assurance“: code of Hammurabi/3
If a slave of the owner dies thereby, then the building master give slaves of same importance. If property is destroyed during the collapse, then the building master should restore, which was always destroyed: Because he did not build the house firmly enough, he must rebuild it at own expense. If a building master builds a house and the construction was not strongly enough, so that a wall collapses, then he is strengthened again to develop it at own expense.
Today this rule is called product liability standard.
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In the Middle Ages the quality of the products of the handicraft was
examined; if bread did not fulfill the necessary requirements, the baker
was punished: Baker was shacked.
The special attention was thereby the examination by the customer, with
the acquisition of the commodity (Bread).
Product Liability/3Shaking of Bakers
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•In the case of larger supply of grain
•Which was transported and supplied in bags
•A handful grain for examination was inferred
•By in-stung with a measurer (knife!) in the center of the bag.
•Thus it was prevented that a bag fully of bad grain
• where on top was up-strewn a layer of good grain
•And the bad was not recognized.
•From this stinging into the bag the word sample is derived
•which is still used in further development especially for statistically
issues
• planned withdrawal of a subset to finding out statements regarding
•i.e. quality .
Product Liability/4Term „Sample“
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•The thought of examining appears also within the sector of the training:
•After completion of the learning and wandering years he will
compete in the mastership examination .
It is decided by examination of the established masterpiece
who becomes a master.
Product Liability/4Checking
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Milestones in the area of Quality Assurance/1
Knowledge management
Value management
Customer focus
Service orientation
Customer orientation
Product Process Business excellence
Quality Quality Managementsystems
1970 1980 1990 2000
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Milestones in the area of Quality Assurance/2
Development from reactive beginnings
i.e. product oriented to process oriented
Change of the role understanding
Advisor of the organization
Advisor of the Top Management
Holistic management systems
Frequently the word quality is skipped
IT QM BratislavaIT QM Bratislava
Thank youfor your attention!
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