Software Quality. Unit 8: Quality Management by Processes

Transcription

1 Software Quality Unit 8: Quality Management by Processes 1

2 Summary 1. Quality Management by Processes. 2. European Foundation for Quality Management (EFQM). 3. Implementation of a Quality Management System.

3 1. Quality Management by Processes Elements in a Quality Management System by Processes. Process. Procedure. Project. System.

4 1.1 Elements in a Quality Management Systems by Processes Process: Set of interrelated activities, which starting from one or several inputs (material or information) produce one or several outputs (material or information) with and added value which completely satisfy client requirement.

5 1.1 Elements in a Quality Management Systems by Processes Process Agents: Supplier Owner Client Input Process Output

6 1.1 Elements in a Quality Management Systems by Processes Procedure: Process documental support. It describes the set of activities / tasks to do in a process.

7 1.1 Elements in a Quality Management Systems by Processes Project: Effort performed to change a reality, it is achieved trough a set of activities designed to achieve an objective, with a clearly defined start and end. Its main difference with processes is that projects usually are not repeated.

8 1.1 Elements in a Quality Management Systems by Processes System: Organizational structure, procedures, processes and resources needed to implement a determined management.

9 1.2 Quality Management by Processes Management by Processes: Organization management is based on processes. It is a system established in an organization in order to standardize, to monitor and to improve in a continuous manner every process having a high impact for the organization.

10 1.2 Quality Management by Processes Advantages of Management by Processes: Continuous improvement of developed activities, it finds improvement opportunities. To remove inefficiencies associated to activities repetitiveness. To optimize resources use. It moves to the inner of the organization the Quality Concept (Organization is responsible of customer satisfaction). It promotes use of indicators. It improves training and communication. It encourages standardization and homogenization. It clarifies people functions and it removes unnecessary stress.

11 1.2 Quality Management by Processes What do we do? (Products/Services) For whom do we do it? (Clients) How do we do it? (Processes)

12 1.2 Quality Management by Processes Factors for processes identification: Influence in clients satisfaction. Effects in Product/Service Quality. Influence in Mission and Strategy. Fulfillment of legal or regulation requirements.

13 1.2 Quality Management by Processes Processes map: It is a graphic representation of the structure and relation of processes of the organization s management system. It serves to observe the set of the activities and allows us to see how inputs are transformed into outputs.

14 1.2 Quality Management by Processes Processes map: Strategic processes: they are related to direction (politics, strategy, improvement plans, etc.) They harmonize the operative ones with those of support. Operative / Key processes: they are directly implied with product or service achievement providing an added value. Supporting processes: they contribute the necessary resources to the operative processes. Client of these processes is internal.

15 CLIENT CLIENT 1.2 Quality Management by Processes Three Level Processes Map: STRATEGIC PROCESSES OPERATIVE PROCESSES SUPPORTING PROCESSES

16 CLIENT Client Needs Client Satisfaction CLIENT 1.2 Quality Management by Processes Four Levels Processes Map (UNE-EN ISO 9001) Direction Responsibility Measurement, Analysis and Improvement PLANIFIFC AR HACER ACTUAR VERIFICAR Resource Management Product Accomplishment Product or Service

17 REQUIREMENT 1.2 Quality Management by Processes RESOURCES: Humans and Materials PROCESS Output: Results CLIENT Methods/Procedures

18 1.3 Process Description Client: It s process reason Set of people who receives and valuate outputs process. Requirements: Constrains limiting our action capability. Legal. Socials y/o environmental. Strategics.

19 1.3 Process Description Resources: Humans Responsible. Agents. Materials Economic. Machinery. Technology. Etc.

20 1.3 Process Description Methods / Procedures Know how Knowledge about how to act. Output: results Service or final product that must satisfy client.

21 1.3 Process Description Process dossier (1) Object: short and brief description of the process target. Scope: to what and to whom the process is applied. Owner: the people responsible of the process. Inputs: Needs to start the process. Outputs: Product or service created by the process. Client: to whom the process is performed. Supplier: who provides the process. Start: first process activity. End: last process activity.

22 1.3 Process Description Process dossier(& 2) Stages: detailed description of each process phase. Flowchart: process graphic description. Indicators: tools for measuring client satisfaction. Documents of reference: documents that govern the process. Evidences or records: documents that prove the process has been performed as it was established. Procedure review: forecast of who and when it is reviewed. Concepts definition. Annexes.

23 1.3 Process Description Process diagram IDEF Process graphic representation IDEF. Flowchart. Methodology for representing process interrelation.

24 1.3 Process Description Process IDEF - level 1 References Inputs Proceso Outputs Resources

25 1.3 Process Description Process IDEF level 2 References Service Request Sub process 1 Resources Sub process 2 Sub process 3 Service Delivery

26 1.3 Process Description flowchart: It is applied to sequences of activities that are cyclically repeated. To be useful it must be simple and flexible. Start End Activity decision document cone ctor DDBB Sub process Flow sequence measure ment

27 1.3 Process Description Result of the work and experience over processes. From data analysis it can be inferred processes that don t achieve their targets, and then to predict opportunities for improvement. Internal opportunities: effectiveness and/or efficiency improvements. External opportunities: environmental changes that advise process modification, or changes in clients.

28 1.4 Organization as a Processes System Main advantage of Processes management is that it permits manage an organization as it will be processes that cross horizontally every area and department of the organization. Target processes are to satisfy clients needs and expectations.

29 1.4 Organization as a Processes System Management Department Department Department Department A B C D Process 1 Process 2

30 2. European Business Excellence Model EFQM Excellence Model is an European Total Quality Management Model. This point is divided into: Total Quality. Total Quality Management Models. EFQM Model.

31 2.1 Total Quality It is a Quality Management System that includes every company activities (internal and external). Its target is to satisfy needs from: clients, staff, stockholders, and society in general.

32 2.2 Total Quality Management Models A Quality Management Model is a set of guidelines to facilitate Total Quality development and operativeness. Models aren t certificable, but when they are applied together with standards, they make possible Total Quality Management in organizations.

33 2.2 Total Quality Management Models ISO 9001:2000 approximates Total Quality concept. It focuses processes management in clients, orientation towards results, resources management, etc. ISO 9004 provides recommendations for improvement to organizations, and it establishes an assessment system for the whole organization. It is not certicable.

34 COMPETITIVENESS 2.2 Total Quality Management Models Nowadays, there are several Total Quality Management Models. All of them developed as base of the great Quality Prizes. Deming s Prize Japan 1951 Malcom Baldrige s Prize EEUU 1987 EFQM Excellence Model 1991 ISO 9000:1994 Latin American Model 1999 ISO 9000:2000 ISO 9000:1987 Year 2000

35 2.3 EFQM Excellence Model European Foundation for Quality Management (EFQM) is a nonprofit foundation. It was formed in 1998 by a group of 14 leading European organizations. Mission is to be the promoter strength in Europe for sustainable excellence. They are the custodians of the EFQM Excellence Model and they manage the European Quality Prize. The basic idea of the Model is to provide organizations a tool for improving their management system. The model is not prescriptive, that is, it doesn t tell how must be done things. Hence, it respects Organization characteristics and staff expertise.

36 2.3 EFQM Excellence Model The Model is based on 9 criteria which are assessed to observe Organization progress toward excellence. Criteria are divided into 2 groups: Enablers Needed elements to achieve excellence. Results Got thanks to its business excellence.

37 2.3 EFQM Excellence Model EFQM Criteria AGENTS Leadership People Policy and Strategy Partnership and resources Processes RESULTS People results Customer results Society results Key results

38 2.3 EFQM Excellence Model Model evaluates the 9 criteria and compares them with the theoretic maximum of 1000 points. Main use of the model is self-assessment. It provides a set of strong points and improvement areas. From self-evaluations arise Improvement Plans making Organizations walk to Excellence.

39 2.3 EFQM Excellence Model 500 points 50% 500 points 50% ENABLERS RESULTS People 9% People results 9% Leadership 10% Policy and Strategy 8% Processes 14% Customer results 20% Key results 15% Partnerships and Resources 9% Society resullts 6% LEARNING, CREATIVITY AND INNOVATION 1000 points 100%

40 2.3 EFQM Excellence Model Each one of these criteria are divided, and there is a total of 33 sub-criteria. Each one of them are valuated from 0 to 100 depending on their organization fulfilling. The criterion mark is the sub-criteria average, and them is extrapolated to the value assigned to it. Organization Total Mark is the total amount for the 9 criteria.

41 2.3 EFQM Excellence Model RADAR (Results, Approach, Deployment, Assessment & Review) underlines the importance the model gives to assessment and review of criteria in function of the obtained results.

42 2.3 EFQM Excellence Model Define the Results you want to achieve as part of your strategy. Develop an integrated set of Approaches that will deliver these results. Deploy the approaches in a systematic way. Assess and Refine the approaches based on analysis of the results achieved and learning activities. Elements Approaches, Deploy, Assess and Refine are used to assess criteria from Enablers, while element Results is used to assess criteria from Results.

43 2.3 EFQM Excellence Model Required RESULTS R ASSESS and REFINE Approaches and Deployment AR A Plan and Develop APPROACHES D Deploy APPROACHES

44 2.3 EFQM Excellence Model Once Self-Assessment has been performed, it is very useful to answer following questions: Which are strong points? What improvement areas have been identified? How are we going to monitoring of agreed improvement actions?

45 3. Quality Management Implementation ISO 9001 and ISO 9004 are standards about Quality Management. ISO 9001 is oriented to Quality assurance of the product and to increase customer satisfaction. ISO 9004 has a wider perspective about Quality Management and it gives guidance of how to improvement of carrying out.

46 3. Quality Management Implementation ISO 9000 describes foundation of Quality Management Systems and it specifies terminology for them. ISO 9001 gives requirements for Quality Management Systems that are applicable to every organization that needs demonstrate his capability of producing products fulfilling customers needs, and regulations that are of applications to their products or services.

47 3. Quality Management Implementation (1) Accordingly to ISO 9001, implementation of Quality Management Systems must be developed by stages: Diagnosis: to compare current practices with ISO 9001, to determine strong and weak points, to identify what it has to be done and to establish an action plan. Commitment and management responsibility. Initial training: training for the change, staff awareness and implication trough talks, and specialized training in quality management accordingly to needs of each position.

48 3. Quality Management Implementation (& 2) Processes Management: to identify, define, control and improve organization s processes. Documentation of system s elements: to write down what is done. Implementation of system s elements: to do what was wrote. Monitoring and improvement: Internal audits, quality systems reviews, correction and fine tuning. Quality system certification.

49 3.1 To Document a Quality Management System ISO 9001:2000 (General Requirements) establishes that an organization must generate documentation reflecting every thing performed in the Quality Management System.

50 3.1 To Document a Quality Management System ISO 9001:2000 also establishes that documentation must include: Documented evidences of a quality policy and quality objectives. Quality Manual. Needed documents to assure processes planning, operation and control. Required register by the standard.

51 3.1 To Document a Quality Management System ISO 9000:2005 section establishes that Quality Management System documentation must be controlled. There is a documented procedure in which is expressed how documentation is managed and controlled.

52 3.1 To Document a Quality Management System Documentation Control Procedure Documents approval. They must be appropriate before being issued. To be sure that documents are identified changes and the current review stage. To be sure that documents are legible and remain identifiable. To ensure that external documents are identified and their distribution is under control. To review and update documents when it is necessary, and then reapprove. To ensure that relevant versions of applicable documents are available at points of use To prevent unintended use of obsolete documents and apply suitable identification in case they are retained for any reason

53 3.2 Documental Pyramid Ordering documents of the Quality Management System, we have: It defines the Quality Management System and it Expresses Quality policy and objectives Procedures Working Instructions Register They indicates how activities and processes are performed They explain, in detail, how is performed each activity exactly Document used to record results got in different activities.

54 3.2 Documental Pyramid Registers: They are used for recording results that demonstrate conformance with requirements, and the system effective operation of the Quality Management System. They are written once verified that requirements have been satisfied.

55 3.2 Documental Pyramid Working Instructions: They consist of every kind of technical documentation in which instruction for performing a determined activity or task are described in an specific and ordered way. They are approved by the technical respective authority of the company and are visible physically in the working place of the operative. There are also attached other documents of technical character like methods of inspection, methods of calibration, maps, etc.

56 3.2 Documental Pyramid Procedures: They describe how activities are realized. If the management system is oriented to processes, then these must remain perfectly reflected. They are written by people who realize the work in collaboration with people in charge of the processes. They are documents of exclusively internal use of the organization..

57 3.2 Documental Pyramid Procedures: UNE-EN ISO 9001:2000 indicates that there must exist procedures documented for the six following activities: Control of the documents: it assures that documents are adapted, updated, in mint condition of form and correctly identified. Control of the registers: controls are defined for register identification, storages, protection, recovery, disposition and validity. Internal Audit: the responsibilities and requirements are defined for the planning and the accomplishment of audits.

58 3.2 Documental Pyramid Procedures: UNE-EN ISO 9001:2000 indicates that there must exist procedures documented for the six following activities: Control of the non-conforming product: nature of the nonconformities is reflected as soon as they have been produced. Corrective Action: reasons of the non-conformities are analyzed and necessary actions are undertake in order that they don t occurs again. Preventive action: possible reasons of non-conformities are analyzed and the preventive actions are undertaken in order that they do not happen.

59 3.2 Documental Pyramid Quality Manual: UNE-EN ISO 9001:2000 establishes that Quality Manual must include at least: Management Quality System Scope. The documented procedures established for the Management Quality System or references to them. A description of the interaction among processes of the Quality Management System. It must be approved by the direction and checked once a year as minimum.

60 3.2 Documental Pyramid Quality Manuel Structure: Front Page. Organization description. Processes map. Flowchart of the Structure of the Organization. Exclusions from Section 7 of the Standard. Declaration of the Quality Policy and Objectives on the part of the Direction. Details of each one of the Sections of the Standard. Complementary documentation: procedures, instructions of work, registers, etc.