11. Software Quality Assurance - Planning and Tracking Software Quality
3 Quality Planning
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Transcript of 3 Quality Planning
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QUALITY
PLANNING
By
Zaipul Anwar
Business & Advanced Technology Centre,
Universiti Teknologi Malaysia
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QUALITY PLANNING
What Is Quality Planning?
Quality planning is the activity of
determining customer needs and
developing the products and processesrequired to meet those needs
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QUALITY PLANNING
For managers to provide this leadership requires
that they
Understand how quality planning is being done Understand how quality planning should be done
Provide the needed infrastructure and resources
The leadership for change must come from the
managers
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QUALITY PLANNING
MULTIPLE LEVELS OF QUALITY PLANNING
The worker level.
The departmental level. The multifunctional level
This level is concerned with broad processes,
such as new product development, recruitment,purchasing, and billing. Such processes thread
their way through multiple company functions
The corporate or divisional level
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OUR ROLE
Customer Processor Supplier
OUR
PROCESS (ES)
Our
SupplierOur
Inputs
Our
Product (s)
Our
Customer
QUALITY PLANNING
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The Quality Planning diagram
To illustrate, the company is a processorteam.
In its role as a customer it receives such inputs
as Information concerning client needs,
competitive products, and government
regulations
Money from sales and investors
Purchased goods and services
Feedback from customers
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The Quality Planning diagram
In its role as aprocessor, the company converts
these and other inputs into products such as
sales contracts, purchase orders, saleable goodsand services, invoices, and reports of many
kinds
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The Quality Planning diagram
In its role as supplier, the company
provides clients with goods services, and
invoices, and provides suppliers with
purchase orders, payments, and feedback.
Information is provided to all
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A
PPLYMEASU
REMENT
Existing Product and Process
Identify Customers
List of Customers
Discover Customers Needs
List of Customers Needs (in their language)
Translate
Customers Needs (In our language)
Develop Product
Product Features
Develop Process
Process Features (process ready to produce)
Transfer to Operations
THE
QUALITYPLANNINGROAD MAP
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QUALITY PLANNING
Identify Customers
Existing Product and Process
PROCESS
INPUT
OUTPUT List of Customers
Input-output diagram for identifying customers
The inputis the subject matter of the planningthe product (or
process) under consideration
Theprocess consists of the activities conducted to discover who is
affected by the product
The outputis a list of those who are affectedthe customers
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Flow ChartingA. Macro-level Flow Charting B. Micro-level Flow Charting
Source: AT&T Network Operations Group
Provides understanding of the whole
Identifies customers previously neglected
Identifies opportunities for improvement
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Pareto analysis of customers and
sales volume
Useful
Many
Vital Few
SalesCustomers
Percent
100
0
Use of the Pareto principle
A relative few (vital few),
each of whom is of greatimportance to us.
A relatively large number of
customers, each of whom
is only of modest
importance to us (theuseful many)
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Use of the Pareto principle -
example
For example, two types of clients book hotel rooms:
Travellers who arrive one by one at random
Planners of meetings and conventions who book blocks
of rooms far in advance
The planners of meetings and conventions
constitute the vital-few customers. These planners
receive special attention from the hotel. Thetravellers are the useful many, and they receive
standardised attention
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Key Interfaces
BUSINESS EXAMPLE OF KEY
INTERFACE
Banking Bank teller and depositorRestaurant Waiter and diner
Hotel Reception clerk and guest
Retailing Salesperson and shopperTelephone Operator and subscriber
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A Customer Is a Cast of
Characters
Example: Those who sell supplies to hospitals
soon learn that their customers include the
hospital administrator, the purchasing director,
the quality director, various heads of specialized
departments (e.g., pharmacy, X-ray, histology,
and cardiology), and various professionals (e.g.,
physicians, surgeons, and nurses). All haveneeds, and all have some degree of influence on
what is to be bought, and from whom
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A Customer Is a Cast of
Characters
Internal Customers
Internal customers include the managers of the
affected departments. Their influence on qualityis considerable.
Internal customers also include the work force.
Individually, they are among the useful many.
Collectively, they are one of the vital few
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A Customer Is a Cast of
Characters
Consumers
Consumers are a vital category ofuseful-many
customers. Their limited technological literacyforces them to rely heavily on fallible, biased
human sensing in making their decisions about
which products to buy. They discover the
technological adequacy of the product later,
through subsequent usage. The results of that
usage are then influential regarding repeat
purchases.
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A Customer Is a Cast of
Characters
Consumers
Suppliers face these realities in various ways:
1. Accept some consumer perceptions, bias and all,
and then design products and practices to respond
to those consumer perceptions.
2. Try to change consumer perceptions by such
methods as providing demonstrations oropportunities for trial use of products.
3. Publish technological data and propaganda to
stimulate changes in perceptions.
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Classification Based on Use
Processors. They use a product as inputs to their process. They then
perform additional processing after which they sell the resulting product totheircustomers. In consequence, the initial product affects multiple levels
of customers.
Merchants. They buy a product for resale. As part of the resale they may
perform some processing along with breaking bulk and repackaging. As
with the processors, the initial product affects multiple levels of customers:
the merchant, the merchants clients, and so on through the distribution
chain.
Ultimate users. They are the final destination of the product. In some
product lines there is a market for used products, so that there are multipletiers of ultimate users.
The public. Members of the public may be affected by a company even
though they do not buy its products. The most obvious impacts relate to
product safety or to damage to the environment. There are other impacts
as well.
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What role should managers play at each step of
the planning process?What role should managers play with respect to the
quality planning process generally?
auditing of the quality-planning process (the quality-planning process generally, specific
elements of the quality-planning process)
managers should assure that the methods in usefor identifying customers are able toprovide the
quality planners with the essential customer
base
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APPLYMEASU
REMENT
Existing Product and Process
Identify Customers
List of Customers
Discover Customers Needs
List of Customers Needs (in their language)
Translate
Customers Needs (In our language)
Develop Product
Product Features
Develop Process
Process Features (process ready to produce)
Transfer to Operations
THE
QUALITYPLANNINGROAD MAP
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Input-output diagram for
identifying customers needs
Discovery of customers needs is the second step on
the quality-planning road map
List of Customers
Discover Customers Needs
Customers Needs
(in their language)
INPUT
PROCESS
OUTPUT
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Stated Needs and Real Needs
Perceived Needs
Cultural Needs
Needs Traceable to Unintended
Use
Types of customers needs
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Methods for Discovering
Customers Needs Be a Customer
Communicate with Customers
Market Research Simulate Customers Use
CustomersNeeds Are a Moving Target
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A ROLE FOR MANAGERS
Visits with key customers
Review of reports on market researches, sales,customer service, product dissatisfactions, etc.
Attendance at industry conferences and shows
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APPLYMEASU
REMENT
Existing Product and Process
Identify Customers
List of Customers
Discover Customers Needs
List of Customers Needs (in their language)
Translate
Customers Needs (In our language)
Develop Product
Product Features
Develop Process
Process Features (process ready to produce)
Transfer to Operations
THE
QUALITYPLANNINGROAD MAP
Input output diagram for
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Input-output diagram for
translation
Translate
Customers Needs
(in our language)
INPUT
PROCESS
OUTPUT
Customers Needs
(in their language)
Customer needs may be stated in any of several languages:
1. The customers language
2. The producer orsuppliers(our) language
3. A common language
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Common languages in the
company
Upper
Management:
Language ofMoney
Middle Management:
Must be Bilingual
Lower Management andNon-supervisors:
Language of Things
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A Role for Managers
Managers should accelerate this evolution by
creating project teams whose missions are
directed at establishing the needed glossaries,standardisation, and measurement.
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Spreadsheet: Customer needs
NEEDS
Secondary TertiaryLow purchase price
Warranty coverage
TRANSLATION
NEEDS TRANSLATION
Length of
Warranty
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APPLYMEASU
REMENT
Existing Product and Process
Identify Customers
List of Customers
Discover Customers Needs
List of Customers Needs (in their language)
Translate
Customers Needs (In our language)
Develop Product
Product Features
Develop Process
Process Features (process ready to produce)
Transfer to Operations
THE
QUALITYPLANNINGROAD MAP
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Develop Product
Product Features
INPUT
PROCESS
OUTPUT
Customers Needs
(in units of measure)
Input-output diagram for
product development
Product development is the activity of determining the
product features that respond to customer needs
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The spiral of progress in quality
FEEDBACK
MAINTENANCE
USE
RETAIL
WHOLESALE
The following table lists some of the
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The following table lists some of theproducts, along with who the
suppliers are and who the principalcustomers arePRODUCTS SUPPLIERS PRINCIPAL CUSTOMERSInvoicesPurchase orders
Financial statementsRecruitsOffice SpaceLegal advice
FinancePurchasing
FinancePersonnelOffice serviceLegal department
ClientsSuppliers
ManagersAll departmentsAll office departmentsAll departments
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Product Features: The Criteria
Meets the needs of our customers. Needs here, means all
customers needs: stated, perceived, real, and cultural.
Meets our needs as a supplierincluding the needs of our internal
customers.
Meets competition. The fact that a product meets customer
needs does not assure that customers will buy it; a competitors
product may be better, or give better value. Hence, meeting
competition is an important criterion for product developers.
Minimises the combined costs. Customers and suppliers incurcosts when they use or supply the product, and each tries to
keep their respective costs to a minimum. However, the true
optimum as viewed by society is to minimize the combined costs
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Disciplines for determining productfeatures include the quality-orienteddisciplines Models and data systems for evaluating and predicting product
reliability and maintainability
Process-capability studies for evaluating and predicting producibility
Experiments for discovering the optimum result attainable from
multiple converging variables
Spreadsheets for assembling numerous interrelated data into
condensed, easy-to-grasp forms
Methods for evaluating cost of poor quality
Methods for guarding against human error
Decision trees, flow diagrams, and still other aids to quality analysis
and decision making
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Product Design
An essential part of product development (i.e.,
providing the product features required to meet
customer needs) is product design. As used here,
product design is the activity of defining the productfeatures required meeting customer needs.
Product design is a creative process based largely
on technological or functional expertise. Thedesigners are design engineers, systems analysts,
and still other planners. The end results of product
design are specifications, drawings, and procedures
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Product Design
The Pros and Cons of Structure
Cons - It is a lot of extra work to prepare the
spreadsheets (and other elements) of the structured
approach Pros -
It is an aid to human effectiveness, supplementing
human memory and helping to guard against human
error
It is an aid to participation in quality planning; that is,
completing the spreadsheets requires inputs from the
affected departments
Brief planning and lengthy
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Brief planning and lengthy
execution versus lengthy
planning and brief execution
Japan Plan Japan Execute
U.S. Plan U.S. Execute
Time
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During the
process oflaunching
new
products,
use ismade of
three
generic
forms ofspread-
sheet
Example of spreadsheet showing
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Example of spreadsheet showing
standardised symbols
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Qualitative customer needs and
quantitative product
CUSTOMER NEEDS(in qualitative terms)
RESULTING PRODUCT FEATURES(in quantitative terms)
PromptnessReliabilitySafetyRoominessPurity
Delivery timeMean time between failuresTensile strengthSpatial dimensionsParts per million of impurities
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APPLYMEASU
REMENT
Existing Product and Process
Identify Customers
List of Customers
Discover Customers Needs
List of Customers Needs (in their language)
Translate
Customers Needs (In our language)
Develop Product
Product Features
Develop Process
Process Features (process ready to produce)
Transfer to Operations
THE
QUALITYPLANNINGROAD MAP
d
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Input-output diagram for
process development
Aprocess is a systematic series of actions directed to the
achievement of a goal. As used here, the term includes all functions,
non-manufacturing as well as manufacturing. It also includes the
human forces as well as the physical facilities
Develop Process
Process Features
INPUT
PROCESS
OUTPUT
Product Goal
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Process Development
Process developmentis a generic term that includes the activities of
product design review, choice of process, and process design,
provision of facilities, and provision of software (methods, procedures,
cautions).
Our emphasis is on process design, which is defined as follows: the
activity of defining the specific means to be used by the operatingforces for meeting the product goals.
This definition covers
(a) the physical equipment to be provided;
(b) the associated software (the brain and nervous system of the
equipment); and
(c) information on how to operate, control, and maintain the
equipment
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Process Capability
In the case of process development a major aid for
prediction is process capability: the inherent ability
of a process to carry out its intended mission
Example - Engineers who design goods are aided
by tables that set out the properties of materials and
the failure rates of components
D i
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The end result of process design is a definition of
the means to be used by the operating forces for
meeting the product goals.
To arrive at this definition the process designers
require various inputs, especially knowledge of the
product quality goals, of the operating conditions,
and of the capability of alternative processes
Process Design
P D i
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Most major processes consist of multiple operations (also
called steps, tasks, unit processes, etc.).Examples of such operations are opening the mail and heat
treating. Such operations are linked together in various
ways, mainly by a combination of a procession and an
assembly tree
Process Design
FIGURE 22 The procession
SUPPLIER DEPARTMENT
IN HOUSE DEPARTMENTS
To Test and Usage
Final Assembly
Sub- Assembly
Dept.
In-House Dept.
Supplier Dept.
To Test and
Usage
Spreadsheet: Product features and
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Spreadsheet: Product features and
process
PRODUCTFEATURE
PRODUCTGOAL
PROCESS FEATURES
Wave Solder ConditionsParts Bin
Arrangement Solder Temp Contact Time Alloy Purity
Identity ofcomponents
100% correct partnumbers inserted
**
Componentpolarity
100% correctorientation
*
Continuity ofsolder joints
100% continuity ** ** **
Key: ** Strong relationship
* Weak relationship
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APPLYMEASU
REMENT
Existing Product and Process
Identify Customers
List of Customers
Discover Customers Needs
List of Customers Needs (in their language)
Translate
Customers Needs (In our language)
Develop Product
Product Features
Develop Process
Process Features (process ready to produce)
Transfer to Operations
THE
QUALITYPLANNINGROAD MAP
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Transfer to operations
Transfer to operations includes a transfer ofresponsibility from the planners to the operating
managers
Proof of process capability can be provided bydirect measurement of the process (if feasible)
Other ways
The dry run The pilot test
The Acceptance test
Simulation
AUDITING OF THE QUALITY
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AUDITING OF THE QUALITY-
PLANNING PROCESS
The analysis should concentrate on providing answers to results-oriented questions such as,How well were customers needs met?
How lengthy was the cycle time?
How extensive was the redoing of prior work?
The analysis should also examine the quality-planning process used to
secure these results. Here the need is to provide answers to questions
such as,What specific features of the quality-planning process seemed to have
been associated with well-planned projects?What specific obstacles were encountered by the planners?
What can be done to help the planners (e.g., superior data base and
training)?
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The World Turned Upside Down!
QUALITY CIRCLES
CEO
SNR MGT
MANAGEMENT
SUPERVISORS
OPERATORS
CONTROL
COACHMASS PRODUCTIVITY /
SCIENTIFIC MANAGEMENT
CEO
SNR MGT
MANAGEMENT
SUPERVISORS
OPERATORS
CUSTOMER FOCUSED /
CONTINUOUS IMPROVEMENT
THE BENEFITS OF
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THE BENEFITS OF
QUALITY CIRCLES A Direct Pay-off (cost/benefits)
An Operator To Manager Dialogue(involvement, participation, communication)
A Manager To Manager Dialogue (awareness)
An Operator to Operator Dialogue (attitudes)
A Quality Mindedness (product quality and
reliability, prevention of non-conformance)
The Personal Development of theParticipants