Essentials of Quality and Quality Management: Essentials of Quality and Quality Management Jeroen van Esch Deputy Area Quality Manager Cap Gemini SBA 4


Contents: Contents Part I : Quality in general Quality, Quality system, Quality management Part II : Quality and business needs Part III : Principles for a quality system Part IV : Principles for quality management Applied Generic


Contents: Contents Part I : Quality in general Quality, Quality system, Quality management Part II : Quality and business needs Part III : Principles for a quality system Part IV : Principles for quality management


Part I : What is Quality ?: Part I : What is Quality ? Ferrari ? Mercedes SL ? Volvo 850 Estate ? Volkswagen Golf ? Daihatsu Cuore ? “The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs."


Part I : What is Quality ?: Part I : What is Quality ? Some well known statements : “Quality” is an adjective, not a noun Delivering quality means you say what you do, do what you say, prove it and improve it Quality is in the eye of the beholder Quality is Fitness For Use


Part I : Product and Process: Part I : Product and Process The QM axiom : The quality of the product matters, but it depends on the quality of the process


Part I : What is a quality system ?: Part I : What is a quality system ? According to ISO 8402 : “The organisational structure, responsibilities, procedures, processes en tools with which quality management is realised”


Part I : What is a quality system: Part I : What is a quality system Above all, a quality system is A (tactical) instrument for controlling business processes so these processes are : predictable reproducible demonstrable


Part I : What is quality management ?: Part I : What is quality management ? Hard Skills Setting objectives Quality assurance Quality control Quality Improvement Soft Skills Motivation Communication Training Spirit


Part I : Quality management, assurance and improvement: Part I : Quality management, assurance and improvement strategic management tactical management operational management operational activities Quality improvement Quality- policy Quality system Quality planning Premises for quality Quality monitoring Quality-audits Quality assurance Quality control Development process product Quality inspection Quality management source Daan Rijsenbrij


Contents: Contents Part I : Quality in general Quality, Quality system, Quality management Part II : Quality and business needs Part III : Principles for a quality system Part IV : Principles for quality management


Part II : Different types of Industries: Part II : Different types of Industries Design once, produce once Design once, produce many Many small engagements Few big engagements Tailor made suit Tailor made software Aeroplane (component integration) Telephones (mass production)


Part II : Different cost patterns: Part II : Different cost patterns Design costs Production costs Design once, produce once Design once, produce many Many small engagements Few big engagements


Part II : Different consequences of failures: Part II : Different consequences of failures Incidental failures Consequential failures


Part II : Different threats and opportunities : Part II : Different threats and opportunities Design once, produce once Design once, produce many Many small engagements Few big engagements Image/result-driven Depends on individual No recovery time Image/price-driven Depends upon few chances Time to recover Result/price driven Depends upon design and few chances Time to recover Price/result driven Depends upon design No recovery time


Part II : Software production and Quality : Part II : Software production and Quality Agencies that produce tailor made software (such as Cap Gemini) are characterised by Design once, produce once A 50-50 mixture of a few large engagements (responsibility projects) and many small ones (professional services) And therefore requires high-quality individuals controlled projects


Contents: Contents Part I : Quality in general Quality, Quality system, Quality management Part II : Quality and business needs Part III : Principles for a quality system Part IV : Principles for quality management


Part III : Architecture of good quality systems : Part III : Architecture of good quality systems Contrary to popular belief, the word Quality doesn’t refer to the quality system itself Lean Recognisable to the users Focused Clear


Part III : Lean : Part III : Lean 80% of the work is covered by 20% of a QS Thick Quality systems have proven unusable Effectivity = Quality * Acceptance Increased detail leads to decreased accessibility No manual; focused on Quality Assurance


Part III : Recognisable : Part III : Recognisable A good quality system is recognisable No surprises No “quality managers” speech Not too abstract


Part III : Focused : Part III : Focused Engagement Administration Financial Administration Sales Delivery Human Resource Mngmt QS Policy Procedures Regulations Quality documents Methods and techniques Engagement Administration Financial Administration Sales Delivery Human Resource Mngmt


Part III : Clear : Part III : Clear A good quality system is clear Unambiguous, consistent, explicit, SMART ... Easily accessible Distinction between what and how Distinction between Mandatory Optional Suggested Just a reminder


Part III : An example - Cap Gemini’s PERFORM: SBA Quality System Mandatory Selected Best Practices: templates, techniques, tools Other Best Practices: templates techniques tools Extended PERFORM SBA Best Practices Give flexibility to define how to work locally and leverage local capabilities and skills Common approach common image, common vocabulary Same values shared Implementation of the principles (fit local organization) Left to Engagement Managers Part III : An example - Cap Gemini’s PERFORM


Part III : An example - Cap Gemini’s PERFORM: SBA Quality System Mandatory Common approach common image, common vocabulary Same values shared Implementation of the principles (fit local organization) Part III : An example - Cap Gemini’s PERFORM


Part III : An example - Cap Gemini’s PERFORM: Part III : An example - Cap Gemini’s PERFORM Division Unit Engagement Engagement acquisition Engagement Start-up Engagement Execution Engagement Run-down Engagement Monitoring Employee Assignation Employee training Units Monitoring Improvement Handling inadequate services Management: and support process : What ? Primary Process: What ? Supporting documents (checklist, guidelines, forms) How ?


Part III : An example - Cap Gemini’s PERFORM: Selected Best Practices: templates, techniques, tools Other Best Practices: templates techniques tools Extended PERFORM SBA Best Practices Give flexibility to define how to work locally and leverage local capabilities and skills Left to Engagement Managers Part III : An example - Cap Gemini’s PERFORM


Part III : An example - Cap Gemini’s PERFORM: Framework or method (describing a process, a life cycle) Overview Stages/steps How To Guidelines Templates / Best Practices Deliverables Checklists Questionnaires Forms Project plans etc... Real Projects Activities /Tasks Core PERFORM (tasks/activities) Guidelines for understanding Links to SBA or Group best practices Part III : An example - Cap Gemini’s PERFORM


Part III : An example - Cap Gemini’s PERFORM: Part III : An example - Cap Gemini’s PERFORM Engagements: - Business applications - Internet sites - Management consulting - Year 2000 migrations - SAP implementations - …... Project Management Engagement monitoring Engagement acquisition Engagement start-up Engagement run-down Mandatory Optional


Part III : What a good quality system can do: Part III : What a good quality system can do Gather dust … Focus work Get responsibilities clear Provide control and assurance Be an enabler for Knowledge management HRM management …


Part III : What a Quality system can’t do: Part III : What a Quality system can’t do Prescribe everything Solve/signal “soft” problems Compensate for lack of professionalism


Contents: Contents Part I : Quality in general Quality, Quality system, Quality management Part II : Quality and business needs Part III : Principles for a quality system Part IV : Principles for quality management


Part IV : Quality management in detail : Part IV : Quality management in detail Premises Inspection Engagement Premises for engagement Internal Quality inspection source Daan Rijsenbrij


Part IV : Quality management: Part IV : Quality management Issues : certification line or staff responsibility QM characteristics Spirit enjoy work want to do it the right way discipline prepared to learn/admit faults