IT QM Bratislava IT QM Part1 Lecture 2 Dr. Withalm 2-Jul-15

IT QM BratislavaIT QM Bratislava

IT QM Part1 Lecture 2IT QM Part1 Lecture 2

Dr. Withalm Apr 19, 2023

IT QM Bratsilava19.04.23 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


Today’s Agenda

From Quality Control to Quality Assurance

Definition of Quality Control

Definition of Quality Assurance


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


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


Quality Assurance & Organization Theory

Quality Assurance is considered as an essential part of organizational theory

Before starting to discuss organization theory the term quality control must be made aware

Beginning of control goes back at least to 300000 BC. Some famous buildings as the Pyramids of Gizeh justify this opinion

That processes were established which ensured that parts fit together

At the peak of determination in 1787 the first time the replace ability was requested i.e. attempts were undertaken to accomplish the exact dimensions

of the specifications (without any tolerances) However, they failed as practical experience shows:

It‘ s impossible to produce absolute identical parts also when efforts are extremely increased.


From Quality Control to Quality Assurance/1

The question was raised: Does raising of efforts make sense or are other approaches

more appropriate ? And the following solution was found:

values were introduced which enabled the producer to decide if product may be produced within the tolerances ( Go )

Nevertheless practitioners aim for exact values.


From Quality Control to Quality Assurance/2Example:

Production of a cylinder Take into account values for accepting products What are the impacts on workers . Perception: Definition of windows to decide

if produced products lie inside or fall outside the tolerances Go and No Go conditions

For each target value: Declare upper and lower limit for tolerances


From Quality Control to Quality Assurance/3 Evolution of Control

Time Evolution of Control

1mio years bc Little Contol

300 000 bc Beginning of Control

8000 bc Parts fit together (Pyramids of Gizeh)

1787 acExact Control :

Interchangeability of Parts

1840 ac Go Decision

1870 ac Go No Go Decision

1924 ac Shewhart’s Quality Control Chart


From quality control to quality assurance/4

Philosophical View and Impacts.

Transition from exact designed values to tolerance windows implies The advancement from deterministic school of thought to the probabilistic one.

Confession that we are to a certain extent dependent on accident. Theory of probability gains in importance Investigation of new possibilities to reduce nonconforming units Search after methodologies to reduce efforts for testing However, an impact of all these discussion of tolerances lead to the

establishment of standardization institutes And rapid development of standards


From quality control to quality assurance/5Development of Standards

Standardization: Emerging of Standardization institutes


From Quality Control to Quality Assurance/6 Walter Andrew Shewhart/1

From March 18, 1891 to March 11, 1967 was a physicist, engineer and statistician

sometimes known as the father of statistical quality control In his book “Statistical Method from the Viewpoint of Quality

Control” he describes three steps of quality control Specification Production ( provision of accomplishment ) Inspection.“

Developed the Quality Control Chart



Bell Telephone’s had been working to improve The reliability of their transmission systems

Amplifiers and other equipment had to be buried underground There was a need to reduce the frequency of failure and

repairs In 1918 when Dr. Shewhart joined the Western Electric Company

Industrial quality was limited to inspecting finished products and removing defective items



All changed on May 16, 1924 Dr. Shewhart prepared a little memorandum only about one page in

length Over a third of that page was given over to a simple diagram

Which we would all recognize today as a schematic control chart That diagram, and the short text which proceeded and followed it

Set forth all of the essential principles and considerations Which are involved in what we know today a process quality

control



Shewhart’s work pointed out the importance of reducing variation in manufacturing process And the understanding that continual process adjustment

In reaction to non conformance actually increased variation and degraded quality

Shewhart framed the problem in terms of assignable – cause and chance- cause variation And introduced the control chart as a tool for distinguishing

between the two Shewhart stressed that bringing a production process into a state of

statistical control Where there is only common cause variation

And keeping it in control is necessary to predict future output and to manage a process economically



Shewhart discovered that observed variation in manufacturing data Did not always behave the same way as data in nature

Brownian motion of particles Dr. Shewhart concluded that while every process displays variation

Same processes display controlled variation that is natural to the process

While others display uncontrolled variation That is not present in the process causal system at all times


Definition of Quality Control/1

State at which specified values are within specified tolerances Shewhart’s most essential idea was to design a process

Where you expect to produce products within a bandwidth When designing such a process

Forecasting must be possible How often an expected product will lay within the specified

borders Of course most complex technical challenges must be

considered This production process should also ensure

That variability can be reduced on an economic meaningful degree

This variability usually stem from accidental failures of some machine tools Which are producing the products



Shewhart’s fundamental idea was: Specifying this production process Produce the product Inspect the produced product

A tool which support all these phases is the so called control chart It’s a forecasting method with minimal error A means for minimizing the variability

At producing a product at given costs




Definition of Quality Control/4Definition of Control Chart

Is a statistical tool Intended to assess the nature of variation in a process Facilitating of forecasting and management

Control Chart is also known as “Shewhart Chart” or “ Process Behavior Chart” Application of Control Chart facilitate the determination among common cause and

special cause Common cause: data points are within the six sigma border

Such causes are impacting natural mean variation Special cause: data points lie outside the six sigma border

Such causes must be dealt by process designer Documentation of the values of measurement and statistical evaluation Control of center of tolerance Recognize the values of irritation before tolerance is exaggerated Calculation of the process ability


Definition of Quality Control/5Processing a Control Chart

Analyze the Chart 1st Question: Is the process in statistical control?

i.e. are the values within the 3 sigma limits If yes:

Monitor the process for special cases Make changes to the process in order to continuously improve it

If no: Circle point & investigate special cause

2nd Question: Did you find the cause? If yes finding may be desirable or not

Desirable: Institute a special case & make a note Recalculate control limits if necessary

Undesirable Remove special case & make a note Recalculate control limits if necessary

If no: Make a note and recalculate the control limits


Definition of Quality Control/6Composition of a control chart

• A centre line, drawn at the process mean; • An upper control-limit also called an upper natural process-limit

• drawn three standard deviations above the centre line; and • A lower control-limit also called a lower natural process-limit

• drawn three standard deviations below the centre line

How to proceed:•Render data points about the timeline.•Calculate the mean value•Calculate the standard deviation•Render mean value•Render two parallels to the mean at intervals of + and -


Definition of Quality Control/7Example of a Control Chart


Definition of Quality Control/8Scientific Reasons of 3 sigma limits

Shewhart set 3-sigma limits on the following basis The coarse result of Chebyshev's inequality that, for any

probability distribution, the probability of an outcome greater than k standard deviations from the mean is at most 1/k².

The finer result of the Vysochanskii-Petunin inequality , that for any unimodal probability distribution, the probability of an outcome greater than k standard deviations from the mean is at most 5/9k².

The empirical investigation of sundry probability distributions that at least 99% of observations occurred within three standard deviations of the mean.


characteristic

Definition of Quality Control/9Fundamental terms of statistics/1

qualitativequantitative

nominaldiscrete ordinalcontinuous

Weight

length

Gender

color

School grade

hardness grade

Population figure

Sum of the pips on the dice



Error

Minor Error

Main Error

Critical Error (air crash)

(car is not running)

(scratch on the mudguard)

See Generally Safety Integrity Levels (SIL) from Lecture 1



Mean:In general, given n numbers, their arithmetic mean is computed by the formula

Standard deviation of this population is defined as



R = xmax - xmin

Range

acceptance boundaries

UCLx = x + 3 s

Upper acceptance boundary

Lower acceptance boundary

LCLx = x - 3 s


Definition of Quality Control/13Steps to reach the statistical quality control

•Ascertain

•How to collect data

•Control criteria

•Measures at deviations

•Required data to control the process statistically


Definition of Quality Assurance/1Deming’s improvement of Shewhart’s wheel/1

PLAN

CHECK

DO

ACT


Definition of Quality Assurance/2Deming wheel/1

Plan What could be the most important accomplishment of this team What changes might be desirable What data are available Are more observations needed

If yes Plan or change or test Decide how to use the observations

Do Carry out the change or test

Preferably on a small scale


Definition of Quality Assurance/3Deming wheel/2

CheckObserve the effects of the change or test

ActStudy the results

What did we learnWhat can we predict

Step 5Repeat step 1 with knowledge accumulated

Step 6Repeat step 2, and onward


Definition of Quality Assurance/4Deming’s wheel in context with CMMI/1


Definition of Quality Assurance/5Impact of Shewhart’s Quality Control Approach/1

Thanks to the specific Quality Control measures

US material in the second world war was prevailing

Sole nation with efficient infrastructure

Producing products for the whole world

Monopoly position because of the war

Otherwise no willingness to deal with methods

For increasing the efficiency

Suggested by Deming


Definition of Quality Assurance/6Impact of Shewhart’s Quality Control Approach/2

Through the defeat in the second world war Japan was ready for innovative approaches suggested by

Deming Insular state with high population density Infrastructure destroyed by Second World War Devastating impact of two atomic explosions

Hence, Japan was an ideal medium for Learning and applying Deming’s methods


Definition of Quality Assurance/7Impact of Deming’s Quality Assurance ApproachDeming Chain Reaction

Improve Quality because Costs decrease because

Less rework Fewer mistakes Fewer delays Snags Better use of machine time and materials

Which implies that productivity improves Which furthermore implies that

Market will be captured with better quality and lower price Staying in market Providing jobs and more jobs


Definition of Quality Assurance/8Deming’s Approach

Organizations were basing on Taylor’s principles Will be discussed in next lecture

Example is “Working on the assembly line” Such organizations must be transcended by a transformation

To reach the level of quality assurance Such a transformation is not

One time project with defined starting and final conditions Measured on achievement criteria

Such a transformation is a Cultural change as prerequisite for further operative changes

Deming‘s 14 points are a forerunner of total quality management.


Definition of Quality Assurance/9Deming’s 14 Points/1

1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business and to provide jobs.

2. Adopt a new philosophy. We are in a new economic age. Western management must awaken to the challenge, just learn responsibilities, and take on leadership for change.

3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on mass basis by building into the product in the first place.

4. End the practice of awarding business of price tag. Instead minimize total cost. Move toward a single supplier for any item, on a long-term relationship of loyalty and trust.



5. Improve constantly and forever the systems of production and service, to improve quality and productivity and thus constantly decrease costs.

6. Institute training on the job.7. Institute leadership. The aim of leadership should be to

help people and machines and gadgets to do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.

8. Drive out fear, so that everyone may work effectively for the company.



9. Break down barriers between departments. People in research, design, sales and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.

10.Eliminate slogans, exhortations and targets for the work force asking for zero defects and new levels of productivity.

11.Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

12.Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. Remove barriers that rob people in management and in engineering of their right to pride of workmanship.



13. Institute a vigorous program of education and self-improvement.

14.Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.


Definition of Quality Assurance/13Deming’s Inheritance

Both ISO 9000 as well as CMMI Assessments request

Involvement of top management is essential

In introducing quality assurance

Management is responsible for the general conditions

Under which processes and activities are defined

and performed


Definition of Quality Assurance/14System of profound knowledge/1

Deming's theories are summarized in his two books,

Out of the Crisis and

The New Economics,

in which he spells out his "System of Profound

Knowledge”


Definition of Quality Assurance/15System of profound knowledge/2

Appreciation of a system

Knowledge about variation

Theory of Knowledge

Psychology

Four components:


Definition of Quality Assurance/16System of profound knowledge/3Appreciation of a System/1

An organization must be understood as a complex system Then top management is enabled to establish respectively to

improve long term and sustainable structures Including all employees

Under structure building he understood Define borders, top down, bottom up, onion skin

Proceeding From the whole (top management) to the part (employee)

Policy deployment Working out of the visions and goals

Workshops with all top managers and afterwards deployment in all departments



Vision/Strategy

Coordination

Organization

Polic

y D

eplo

ymen

t

Feed Back

Policy Deployment



Example from Siemens



Outstanding quality is vital for our success. Quality is personal Quality is the responsibility of each employee. We all share the

responsibility for our quality, with each of us making an active contribution to the quality of our products and services with his or her work.

Quality is mandatory Reaching and maintaining high quality standards requires their permanent

application and improvement in all our products and services. Quality must become a matter of course in our day-to-day work.

Quality is all-encompassing It pertains to all divisions of the company and is relevant for all aspectsof

our work. We all are called upon to boost the success of our company by showing individual creativity and personal commitment to the cause.



Vision/Strategy/Budget

Vision

Strategies Processes Performance Indicators

superior strategy Indicator target derived strategy Indicator Actual

Measures Target dates. Actual Dates

Which processsupports the

strategy

How are wemeasure the

progress

Budget


Definition of Quality Assurance/21System of profound knowledge/8Knowledge about Variation/1

In evaluation problems and before making decisions basing on Numbers, data, facts

Some classical quality tools were established Tools to identify/analyze problems Tools to work with ideas



Tools to identify/analyze problems

Identify Problems As well as Analyze Problems

flowchart Paretodiagramm Histogram

Test arc-tally sheet Cause/impact diagram Disperse diagram

Brainstorming Characteristic diagram Control chart

Nominal group technique lamination Process capacity

Strength area



Tools to work with ideas

Work with Ideas Work with Numbers

Flow Chart Test arc-tally sheet

Brainstorming Paretodiagramm

Nominal group technique Characteristic diagram

Cause/impact diagrams lamination

Strength area Histogram

Disperse diagram

Control chart

Process capacity


Definition of Quality Assurance/24 System of profound knowledge/11Theory of Knowledge

Deming proposed some issues as: Learning organization Lifelong learning Half time of knowledge


Definition of Quality Assurance/25System of profound knowledge/12Psychology

Some important issues/rules are: How to deal with employees Networking Virtual teams/cooperating New media Social manners


Definition of Quality Assurance/26System of profound knowledge/13Application of „System of profound knowledge“

Counterpoint to Taylorism: Laborer who is unskilled and focused is displaced by a generalist.

The Generalist Knows multi disciplinary contexts Introduces within an organization appropriate methods Trains colleagues to apply these methods Not necessary to be expert in one of the four components of the

system of profound knowledge Appreciation of a system Knowledge about variation Theory of Knowledge Psychology

IT QM BratislavaIT QM Bratislava

Thank youfor your attention!

Documents

IT QM Bratislava IT QM Part1 Lecture 2 Dr. Withalm 2-Jul-15