1. Quality Attributes; Product specific, Organization Specific Standards of Quality; ISO, TQM, Six Sigma

2. Quality Attributes Quality attributes set is a way to represent customer quality requirements Ask your current and prospective customers about their definition of quality Develop a quality assurance program based on the requirements of your customers

3. Product-Specific Attributes Ease of use Documentation Defect tolerance Defect frequency Defect impact Packaging Price versus reliability Performance

4. Organization-Specific Attributes Service and support Internal processes

5. Achieving High Levels of Software Quality - 1 Enterprise-wide quality programs Quality awareness and training methods Quality standards and guidelines Quality analysis methods Quality measurement methods Defect prevention methods Non-test defect removal methods

6. Achieving High Levels of Software Quality - 2 Testing methods User-satisfaction methods Post-release quality control

7. Quality Assurance Organizations No quality assurance60% Token quality assurance20% Passive quality assurance15% Active quality assurance 5%

8. Best in Class Quality Results - 1 Quality measurements Defect prevention Defect and quality estimation automation Defect tracking automation Complexity analysis tools Test coverage analysis tools Formal inspections

9. Best in Class Quality Results - 2 Formal testing by test specialists Formal quality assurance group Executive and managerial understanding of quality

10. Two Components of Software Quality Improvement Reductions in total defect potentials using methods of defect prevention Improvements in cumulative removal efficiency levels

11. Categories of Software Defects Errors of commission: something wrong is done Errors of omission: something left out by accident Errors of clarity and ambiguity: different interpretations Errors of speed and capacity

12. Software Defect Prevention

13. Joint Application Development Users are active participants in the requirements sessions Both client and MIS sides agree on uninterrupted time commitments JAD-based requirements are more “complete” versus the traditional requirements

14. Quality Function Deployment QFD is a very formal, structured group activity involving clients and development personnel During QFD sessions, user’s quality criteria are exhaustively enumerated and defined. This is followed by the product’s quality response to these requirements

15. Project Management Approaches and Poor Software Quality Exact opposite of the project management approaches correlating with high software quality

16. SQA Group’s Activities - 1 Preparation of an SQA plan for a project – Evaluations to be performed – Audits and reviews to be performed – Standards that are applicable to the project – Procedures for error reporting and tracking – Documents to be produced by the SQA group – Amount of feedback provided to the software project team

17. SQA Group’s Activities - 2 Participation in the development of the project’s software process description Review of software engineering activities to verify compliance with the defined software process Audit of designed software work products to verify compliance with those defined as part of the software process

18. SQA Group’s Activities - 3 Ensure that deviations in software work and work products are documented and handled according to a documented procedure Record any noncompliance and reports to senior management

19. Costs of Software Quality - 1 Defects prevention costs User satisfaction optimization costs Data quality defect prevention costs Data quality defect removal costs Quality awareness/training costs Non-test defect removal costs Testing defect removal costs

20. Costs of Software Quality - 2 Post-release customer support costs Litigation and damage award costs Quality savings from reduced scrap/rework Quality savings from reduced user downtime Quality value from reduced time-to-market intervals

21. Costs of Software Quality - 3 Quality value from enhanced competitiveness Quality value from enhanced employee morale Quality return on investment

22. Cost Per Defect Hazards Test cases must be created whether there are many bugs, only a few, or none at all Test cases must be run whether there are any bugs or not, although tests will be run more often for buggy software During testing, programmers are waiting (and getting paid) for bugs to be found

23. Standards for Quality Management System

24. Copyright 2006 John Wiley & Sons, Inc. 3-24 Fitness for Consumer Use Fitness for Consumer Use Producer’s Perspective Consumer’s Perspective Quality of Conformance Conformance to specifications Cost Quality of Design Quality characteristics Price Marketing Production Meaning of Quality

25. Copyright 2006 John Wiley & Sons, Inc. 3-25 TQM and… … Partnering – a relationship between a company and its supplier based on mutual quality standards … Customers – system must measure customer satisfaction … Information Technology – infrastructure of hardware, networks, and software necessary to support a quality program

26. Copyright 2006 John Wiley & Sons, Inc.3-26 Quality Improvement and Role of Employees Participative problem solving – employees involved in quality management – every employee has undergone extensive training to provide quality service to Disney’s guests

27. Copyright 2006 John Wiley & Sons, Inc. 3-27 Presentation Implementation Monitoring Solution Problem results Problem Analysis Cause and effect Data collection and analysis Problem Identification List alternatives Consensus Brainstorming Training Group processes Data collection Problem analysis Organization 8-10 members Same area Supervisor/moderator Quality Circle

28. Copyright 2006 John Wiley & Sons, Inc. 3-28 Strategic Implications of TQM Strong leadership Goals, vision, or mission Operational plans and policies Mechanism for feedback

29. Copyright 2006 John Wiley & Sons, Inc. 3-29 Six Sigma A process for developing and delivering near perfect products and services Measure of how much a process deviates from perfection 3.4 defects per million opportunities Champion – an executive responsible for project success

30. Copyright 2006 John Wiley & Sons, Inc.3-30 Black Belts and Green Belts Black Belt – project leader Master Black Belt – a teacher and mentor for Black Belts Green Belts – project team members

31. Copyright 2006 John Wiley & Sons, Inc. 3-31 3.4 DPMO 67,000 DPMO cost = 25% of sales 67,000 DPMO cost = 25% of sales DEFINE CONTROL IMPROVE ANALYZE MEASURE Six Sigma: DMAIC

32. Copyright 2006 John Wiley & Sons, Inc. 3-32 TQM in Service Companies Principles of TQM apply equally well to services and manufacturing Services and manufacturing companies have similar inputs but different processes and outputs Services tend to be labor intensive Service defects are not always easy to measure because service output is not usually a tangible item

33. Copyright 2006 John Wiley & Sons, Inc.3-33 Quality Attributes in Service Benchmark – “best” level of quality achievement one company or companies seek to achieve Timeliness – how quickly a service is provided “quickest, friendliest, most accurate service available.”

34. Copyright 2006 John Wiley & Sons, Inc. 3-34 Cost of Quality Cost of Achieving Good Quality – Prevention costs costs incurred during product design – Appraisal costs costs of measuring, testing, and analyzing Cost of Poor Quality – Internal failure costs include scrap, rework, process failure, downtime, and price reductions – External failure costs include complaints, returns, warranty claims, liability, and lost sales

35. Copyright 2006 John Wiley & Sons, Inc. 3-35 Prevention Costs Quality planning costs – costs of developing and implementing quality management program Product-design costs – costs of designing products with quality characteristics Process costs – costs expended to make sure productive process conforms to quality specifications Training costs – costs of developing and putting on quality training programs for employees and management Information costs – costs of acquiring and maintaining data related to quality, and development of reports on quality performance

36. Copyright 2006 John Wiley & Sons, Inc. 3-36 Appraisal Costs Inspection and testing – costs of testing and inspecting materials, parts, and product at various stages and at the end of a process Test equipment costs – costs of maintaining equipment used in testing quality characteristics of products Operator costs – costs of time spent by operators to gar data for testing product quality, to make equipment adjustments to maintain quality, and to stop work to assess quality

37. Copyright 2006 John Wiley & Sons, Inc. 3-37 Internal Failure Costs Scrap costs – costs of poor-quality products that must be discarded, including labor, material, and indirect costs Rework costs – costs of fixing defective products to conform to quality specifications Process failure costs – costs of determining why production process is producing poor-quality products Process downtime costs – costs of shutting down productive process to fix problem Price-downgrading costs – costs of discounting poor- quality products—that is, selling products as “seconds”

38. Copyright 2006 John Wiley & Sons, Inc. 3-38 External Failure Costs Customer complaint costs – costs of investigating and satisfactorily responding to a customer complaint resulting from a poor-quality product Product return costs – costs of handling and replacing poor-quality products returned by customer Warranty claims costs – costs of complying with product warranties Product liability costs – litigation costs resulting from product liability and customer injury Lost sales costs – costs incurred because customers are dissatisfied with poor quality products and do not make additional purchases

39. Copyright 2006 John Wiley & Sons, Inc. 3-39 Seven Quality Control Tools Pareto Analysis Flow Chart Check Sheet Histogram Scatter Diagram SPC Chart Cause-and-Effect Diagram

40. Copyright 2006 John Wiley & Sons, Inc. 3-40 NUMBER OF CAUSEDEFECTSPERCENTAGE Poor design8064% Wrong part dimensions1613 Defective parts1210 Incorrect machine calibration76 Operator errors43 Defective material32 Surface abrasions32 125100% Pareto Analysis

41. Copyright 2006 John Wiley & Sons, Inc. 3-41 Percent from each cause Causes of poor quality Machine calibrations Defective parts Wrong dimensions Poor Design Operator errors Defective materials Surface abrasions 0 10 20 30 40 50 6070(64) (13) (10) (6) (3) (2)(2) Pareto Chart

42. Copyright 2006 John Wiley & Sons, Inc. 3-42 Flow Chart Operation Decision Start/ Finish Operation Decision

43. Copyright 2006 John Wiley & Sons, Inc. 3-43 Check Sheet COMPONENTS REPLACED BY LAB TIME PERIOD: 22 Feb to 27 Feb 2002 REPAIR TECHNICIAN: Bob TV SET MODEL 1013 Integrated Circuits |||| Capacitors |||| |||| |||| |||| |||| || Resistors || Transformers |||| Commands CRT |

44. Copyright 2006 John Wiley & Sons, Inc. 3-44 Histogram 0 5 10 15 20 1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1

45. Copyright 2006 John Wiley & Sons, Inc. 3-45 Scatter Diagram Y X

46. Copyright 2006 John Wiley & Sons, Inc. 3-46 Control Chart 18 12 6 3 9 15 21 24 246810121416 Sample number Number of defects UCL = 23.35 LCL = 1.99 c = 12.67

47. Copyright 2006 John Wiley & Sons, Inc. 3-47 Cause-and-Effect Diagram Quality Problem Quality Problem Out of adjustment Tooling problems Old / worn Machines Faulty testing equipment testing equipment Incorrect specifications Improper methods Measurement Poor supervision Lack of concentration Inadequate training Human Deficiencies in product design Ineffective quality management Poor process design Process Inaccuratetemperaturecontrol Dust and Dirt Environment Defective from vendor Not to specifications Material- handling problems Materials

48. Copyright 2006 John Wiley & Sons, Inc. 3-48 Baldrige Award Created in 1987 to stimulate growth of quality management in the United States Categories – Leadership – Information and analysis – Strategic planning – Human resource – Focus – Process management – Business results – Customer and market focus

49. Copyright 2006 John Wiley & Sons, Inc. 3-49 ISO 9000 A set of procedures and policies for international quality certification of suppliers Standards – ISO 9000:2000 Quality Management Systems—Fundamentals and Vocabulary defines fundamental terms and definitions used in ISO 9000 family ISO 9001:2000 – Quality Management Systems— Requirements – standard to assess ability to achieve customer satisfaction ISO 9004:2000 – Quality Management Systems— Guidelines for Performance Improvements – guidance to a company for continual improvement of its quality-management system

50. Copyright 2006 John Wiley & Sons, Inc.3-50 Implications of ISO 9000 for U.S. Companies Many overseas companies will not do business with a supplier unless it has ISO 9000 certification ISO 9000 accreditation ISO registrars A total commitment to quality is required throughout an organization