it qm part1 lecture 5
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IT QM Part1 Lecture 5. Dr. Withalm 3-Nov-14. Lectures at the University of Bratislava/Spring 2014. 27.02.2014Lecture 1 Impact of Quality-From Quality Control to Quality Assurance 06.03.2014Lecture 2 Organization Theories-Customer satisfaction-Quality Costs - PowerPoint PPT PresentationTRANSCRIPT
IT QM BratislavaIT QM Bratislava
IT QM Part1 Lecture 5IT QM Part1 Lecture 5
Dr. Withalm Apr 20, 2023
IT QM Bratislava20.04.23 Dr.Withalm3
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
Customer satisfaction
Team Work
Leadership Behavior
Deal with Changes
Kinds of Influencing Control
Conflict
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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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Customer satisfaction/1In agreement with Mc Kinsey’s Experiences
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Higher customer satisfaction
higher ROI
ROI . . . Return on Investment
Customer Satisfaction/2
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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
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Customer Satisfaction/4
TQM in the meaning of production Which features are already satisfied implemented Set of features clear Are features easy usable
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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
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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
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Customer satisfaction/9Criteria/1
Service offering
Suppoting services
Organization Employee Loyalty
Price Logistic Attidude of organization
Expertise Readiness to repurchase
Material product/ provision of service
Warranty / client service
Customer Care Personal Qualities
Readiness to Cross Buying
Product quality
Advertisement/ Sales promotion training
Process Quality Communication
Recommendation
Decision Making Competency
Distribution Channel
Hard facts: white elements
Soft facts : grey elements
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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
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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
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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
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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 move to 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
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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
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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
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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
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Customer satisfaction/18Query/2
Basic structure: Definitions of criteria for
Retailer
Product
Field service
Indoor service
Customer relationship
Delivery service
Customer service
User
(analogue to retailer)
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Customer satisfaction/19Query/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?
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Customer satisfaction/21Inquiry Method/1
•Written questioning
•Telephone interview
•Personal interview
•Workshop
Adapt expenditure for collection to customer structure
•Different target customer
•Different distribution channel
•Take into account: filling in must not exceed 20 minutes
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Customer satisfaction/22Inquiry Method/2
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 lacking return ratio•Pure quantitative data acquisition•Understanding problem at the asked •Uncontrollable ness of the result situation •Questionnaire organization is success critical
Written Questioning
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Telephone interview
Customer satisfaction/23Inquiry Method/3
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
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Customer satisfaction/24Inquiry Method/4
Advantage:•Data can be analyzed - background informations •Relations care•Open questions •Questioning of partners in different functions•High answer ratio
Disadvantage:•High binding of personnel resources•Cost-intensively •Interviewer training •Evaluation very complex •Danger of the influence by interviewers
Personal interview
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Customer satisfaction/25Inquiry Method/5
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 informationDisadvantage:Limited number of participantsMutual influence participates Consent identification necessarilyGood moderator must be available Listen actively (not to defend)
Workshop
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Customer satisfaction/26
Client=board of directors
Steering group
Projectarchitecture
OSBCIP-moderatot team
accompanies through theprocess
CIP-Koor
d
L LH
CIP-Mod CIP-
Mod
CIP-Mod
customer-oriented group
PL
E
E
Processtutor
customer-oriented group
PL
E
E
Processtutor
customer-oriented group
PL
E
E
Processtutor
OSB
L LH
OSB CIP-Koor
d
PL PL
PL
CIP Coord.: CIP Coordinator
CIP Mod.: CIP Moderator
E: Employee
OSB: Association for systematicconsulting services
PL: Project leaderProcess tutor
Member of moderator team
E
E
E
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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
IT QM Bratislava
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
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IT QM Bratislava
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
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IT QM Bratislava
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
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IT QM Bratislava
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
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Leadership behavior: substantial basic condition for Teamwork/3Realizations/experiences/3
authoritarianly patriarchal advisory cooperatively participatory democratically
Deciding match area of thesuperior
Deciding match area of thegroup
boss decides andarranges
Set forwarddecides, wants toconvince before
arrangement
Set forwarddecides, permits
questions, inorder to reach by
answersacceptance
Set forward itsgroup informs
about its intendeddecision; Group
has the possibilityof expressingtheir opinion
before superiormakes final
decision
Group developssuggestions; from
the togetherfound andaccepted
solutions thesuperior decides
for from himfavored
Group decides,after the superior
pointed theproblem outbefore and
specified theborders of the
deciding matcharea
Set forward = co-ordinator inward
and outside
IT QM Bratislava20.04.23 Dr. Withalm SQS BWI 39
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.
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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
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Conflict resolutions/1
Escape
Fight
Subjecting
Delegation
Compromise
Consent - new solution
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Conflict resolutions/2Check 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?
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Conflict resolutions/3Check 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?
IT QM Bratislava20.04.23 Dr. Withalm SQS BWI 45
Conflict resolutions/4Check 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 order to calm down the conflict?
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Farbpalette mit Farbcodes
Primäre Flächenfarbe:
R 215G 225B 225
R 130G 160B 165
R 170G 190B 195
R 220G 225B 230
R 145G 155B 165
R 185G 195B 205
R 255G 210B 078
R 229G 025B 055
R 245G 128B 039
R 000G 133B 062
R 000G 000B 000
R 000G 084B 159
R 255G 255B 255
Sekundäre Flächenfarben:
Akzentfarben:
R 255G 221B 122
R 236G 083B 105
R 248G 160B 093
R 064G 164B 110
R 064G 064B 064
R 064G 127B 183
R 255G 232B 166
R 242G 140B 155
R 250G 191B 147
R 127G 194B 158
R 127G 127B 127
R 127G 169B 207
R 255G 244B 211
R 248G 197B 205
R 252G 223B 201
R 191G 224B 207
R 191G 191B 191
R 191G 212B 231
R 255G 250B 237
R 252G 232B 235
R 254G 242B 233
R 229G 243B 235
R 229G 229B 229
R 229G 238B 245