1. Total Quality Management CS3300 Fall 2015

2. A long time ago Made in Japan – then and now W. Edwards Demming We improve product by improving the process, not by testing the product YOU DO NOT TEST QUALITY IN, YOU DESIGN IT IN.

3. Total Quality Management TQM Customer Satisfaction 100% Compliance with Expectations Continuous Process Improvement Statistical Process Control

4. Red Bead Experiment https://www.youtube.com/watch?v=ckBfbvOXDvU

5. Deming's 14 Points Create a constancy of purpose for improvement of product and service. Adopt the new philosophy. Cease dependence on mass inspection Do not award business on price alone Improve constantly and forever the system of production and service Institute training Adopt and institute leadership

6. Demings 14 Points Drive out fear Break down barriers between staff areas Eliminate slogans, exhortations, and targets for the work force Remove barriers that rob people of pride of workmanship Encourage education and self-improvement for everyone Take action to accomplish the transformation

7. Continuous Process Improvement Shewart Cycle Plan – Do – Check – Act (PDCA) Too often – ACT...

8. Statistical Process Control Seven Basic Tools Pareto Charts Ishikawa Diagrams Control (Run) Charts Histograms Scatter Charts Checksheets Flow Charts

9. Raw Data (Ordered) ModuleTimeCumulPercent icongen42.2 34 hud_ipc40.883.067 huddsply18.5101.582 hud_proc15.0116.594 hud_boot7.0123.5100

10. Pareto Example Time Worked (Hours) 42.2 icongen 40.8 18.5 15 7 hud_ipchuddsply N=123.5 Percent of Total 34% 67% hud_proc hud_boot 82% 96% 100%

11. Using all that PSP defect data First plot the defects by category on the pareto chart We always want to work on the most problematic area first. We are trying to id the 20% of things that are causing us 80% of the trouble

12. 10 Documentation problem 20 Syntax 30 Build 40 Assignment 50 Interface 60 Error Handling 70 Data 80 Function 90 System 100 Environment Defect Categories

13. Ishikawa Diagrams AKA Cause-Effect, fishbone Diagram Root Cause Analysis Don’t treat symptoms! Uses diagram plus brainstorming 4 M’s: Manpower, Machines, Methods,Materials 4 P’s: Policies, Procedures, People, Plant

14. Basic Syntax Symptom/ Problem People Process Equipment Environment WHY???

15. Example Ishikawa Icongen used 34% of all effort People Process Equipment Poor IDE Inexperienced manager Hard to modify Bad design Inexperienced developers Measurement Poor change tracking

16. Formulate the PDCA Plan Look at the Ishikawa diagram and select the most probable root cause Make a plan to eliminate that issue Try it on a small scale Take more measurements If improved, then adopt, otherwise reject

17. Processes and control To be improved a process must be repeatable To be repeatable it must produce the same results each time Variation must be predictable

18. Histograms Graphical representation of variation and distribution Determine range of values (highest – lowest) Divide data into groups Width of group = range / number of groups Draw table of all values

19. Interpretation Normal distribution – expected in usual case. Bi-modal – two process at work or a process that has changed over time, or input from 2 sources like different shifts. Skewed – there is a limit to the process – artificial or natural Truncated – outside limit (usually from a supplier)

20. Control Charts Variation of run chart Plot data first (run chart) Draw in control limits at 3*standard deviation

21. Control Chart Signals Point outside UCL/LCL 2 out of 3 successive values are on same side and more than 2 sd from centerline 4 out of 5 successive values are on same side and more than 1 sd from centerline 8 successive values on same side of centerline

22. From 4320 Homework You boss is concerned about the number of defects found by QA. He has tasked you to look at improving the implementation process so that defect rates are reduced. You currently track defects in the 10 PSP categories. You gather raw defect counts and time to fix defects by category. The following data is available: Total Defects by Category: Time Spent in Correction(Minutes): 10 Documentation 35 500 20 Syntax 140 200 30 Build 23 60 40 Assignment 81 300 50 Interface 100 1000 60 Error Handling 200 467 70 Data 74 657 80 Function 79 1324 90 System 32 326 100 Environment 56 23

23. CS4320 Homework Select the area from part b, and determine the most likely probable root cause. You are still unsure of the defect rates in your current process. You look at the raw defect numbers for the last 150 weeks to see if a pattern exists. Last 150 week numbers: 47 51 52 48 47 65 65 65 65 65 41 41 44 46 42 10 10 05 09 09 52 52 51 51 47 18 18 19 22 22 48 48 51 51 52 54 54 57 57 56 49 49 49 47 47 11 16 15 16 11 58 58 58 53 53 15 15 16 11 11 57 57 57 58 58 61 62 62 64 64 18 18 19 22 21 28 28 28 27 23 49 47 48 52 52 63 64 64 63 59 18 21 21 21 21 52 52 51 51 52 60 60 60 64 64 43 43 42 41 41 34 33 32 34 34 48 47 49 51 52 58 57 58 57 53 23 24 25 26 23 38 35 36 40 40 43 44 45 46 46 57 56 55 54 58 47 48 51 51 52 You decide to draw a histogram to determine if a normal distribution exists. (Use K=10). What does this data tell you about defects in your organization? Use the last 10 weeks of data from part d to draw a control chart of the total defects by week. Use a 2 Sigma control band. What does this chart tell you?

24. Six Sigma Developed by Motorola in 1986 Famous after Jack Welch used at GE in 1995 Process: Define Phase (id customer, critical quality requirement) Measure Phase (Define goals, Data Collection plan, Collect needed data, Variation in current process) Analyze Phase (analyze data) Improve Phase (id solutions, pilot solution) Control Phase (implement process control)

25. The Big Problem -- Systems We don’t actually live in a linear world where cause and effect is easy to see. Peter Senge : The Fifth Discipline Today’s problems are caused by yesterday’s solutions The easy way out is often the way back in The harder you push, the harder the System pushes back Behavior grows better before it gets worse The cure can be worse than the disease Faster is slower Cause and effect are not closely related in time and space Small change can produce big results, but the leverage areas are not always obvious You can have your cake and eat it too – but not all at once. Dividing an elephant in half does not make 2 small elephants There is no outside enemy, no one to blame

26. System Archetypes Balancing Process with Delay Limits to Growth Shifting the Burden Eroding Goals Escalation Success to the Successful Tragedy of the Commons Fixes that Fail Growth and Underinvestment