it qm part1 lecture 5

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


Today’s Agenda

Customer satisfaction

Team Work

Leadership Behavior

Deal with Changes

Kinds of Influencing Control

Conflict


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


Customer satisfaction/1In agreement with Mc Kinsey’s Experiences


Higher customer satisfaction

higher ROI

ROI . . . Return on Investment

Customer Satisfaction/2



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



TQM in the meaning of production Which features are already satisfied implemented Set of features clear Are features easy usable


Customer satisfaction/5

Customer

Satisfaction

Goal of TQM:



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



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


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


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



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



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



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



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



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


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



Basic structure: Definitions of criteria for

Retailer

Product

Field service

Indoor service

Customer relationship

Delivery service

Customer service

User

(analogue to retailer)



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?


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



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


Telephone interview


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



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



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



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


PL

E

E

Processtutor


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


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

20.04.23 Dr.Withalm34

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


IT QM Bratislava


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


IT QM Bratislava


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



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.


Deal with changes/2Competence versus time


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


Conflict resolutions/1

Escape

Fight

Subjecting

Delegation

Compromise

Consent - new solution


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?



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?



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?

IT QM BratislavaIT QM Bratislava

Thank youfor your attention!


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

it qm part1 lecture 5

Documents