Essentials of Quality and Quality Management

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

Contents Generic • 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

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 ? Ferrari ? Volkswagen Golf ? Daihatsu Cuore ? Mercedes SL ? Volvo 850 Estate ? “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 ? 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 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 ? • 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 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 ? • Hard Skills • Setting objectives • Quality assurance • Quality control • Quality Improvement • Soft Skills • Motivation • Communication • Training • Spirit

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

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

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

Many small engagements Few big engagements Design once, produce once Design once, produce many Part II : Different consequences of failures Incidental failures Consequential failures

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

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

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 • 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 A good quality system is recognisable • No surprises • No “quality managers” speech • Not too abstract

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

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 Common Basic Principles Same values shared Mandatory SBA Quality System Implementation of the principles (fit local organization) Core PERFORM: processes, activities Common approachcommon image,common vocabulary Left to Engagement Managers Selected Best Practices: • templates, • techniques, • tools Give flexibility to define how to work locally and leverage local capabilities and skills Other Best Practices: • templates • techniques • tools SBA Best Practices Extended PERFORM

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

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

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

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

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

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 • Prescribe everything • Solve/signal “soft” problems • Compensate for lack of professionalism

Part IV : Quality management in detail Premises Inspection Quality metrics Professional employees Engagement management & roles Project management Development method Audits: • project-diagnosis • Quality system inspection • product-audit • project management-audit • project evaluation Engagement Premises for engagement Internal Quality inspection Requirements Quality plan Project standards Verification Testing Validation Reviews Project execution (project/development activities) source Daan Rijsenbrij

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

Essentials of Quality and Quality Management