Post on 27-Jun-2015
description
Towards global collaboration on software quality improvement:
Formulation of a tailored strategy of software quality management
1 Copyright © Susumu Sasabe 2012
The 11th International Conference in Software Testing "Software Quality Assurance Days - Expert Level Testing Ukraine", 21-22 April, 2012 in Kyiv, Ukraine
April 2012
Susumu Sasabe JUSE
(Union of Japanese Scientists and Engineers)
Overview
• 1. Introduction
• 2. Key concepts of quality management in Japan
• 3. Software quality improvement practices in Japan
• 4. Enhancing software quality management in next decade • A model of global mutual enhancement of the
Software quality management intelligent assets
• 5. Conclusion
2 Copyright © Susumu Sasabe 2012
About JUSE
• JUSE: Union of Japanese Scientists and Engineers, established in 1946.
• To promote systematic studies necessary for the advancement of science and technology
– Education and Training
– Awarding (The “Deming Prize”, established by JUSE)
– Certification (JCSQE: Software Quality Engineers)
– Convention, Symposium, Forum
– Publicity, Publishing (periodicals, Textbooks) 3 Copyright © Susumu Sasabe 2012
1. Introduction
About JSQC
• JSQC: The Japanese Society for Quality Control, established in 1970.
• To research quality management technologies and to promote their application to industries
– Support research and development
– Support joint promotions that involve both academia and industry
– Convention, Symposium, Forum
– Publicity, Publishing (periodicals, academic journals)
4 Copyright © Susumu Sasabe 2012
1. Introduction
Software Business Environment in Next Decade
• It is increasingly more complex, dynamic, and uncertain in a global multicultural engineering context
• (1) Globally interconnected relations
• (2) Un-experienced changes
• Global collaboration on software quality improvement would be needed.
5 Copyright © Susumu Sasabe 2012
1. Introduction
Modern Quality Control in Japan
• JUSE focused on “Quality” after World War II
• Start of SQC (Statistical Quality Control)
– Study group of top management invited Juran, Schuhart, and Deming.
– SQC spread over Japanese industries, such as Steel, Chemical, Machine, Electronics, Automotive.
• Creation of “Kaizen” and “TQC/TQM” (Total Quality Control/Total Quality Management)
– Contributed to the Japan’s rapid economic growth
6 Copyright © Susumu Sasabe 2012
1. Introduction
Key concepts of Quality Management in Japan
• Customer First
• “KAIZEN”: Continuous Improvement
• Process Approach
• Problem Solving Capability (Root cause analysis with various problem solving methods and tools)
• Respect people’s motivation (focus on fault prevention itself, not on blaming people)
7 Copyright © Susumu Sasabe 2012
2. Key concepts of Quality Management in Japan
Source: Sasabe and Fessler, Management Conference in Madrid, 2011
Customer First (1) SONY’s Challenge of Business:
True Understanding of Customer’s Value
First Tape Recorder in the world in 1950
“Walkman” in 1979 1950 1979
2. Key concepts of Quality Management in Japan
Copyright © Susumu Sasabe 2012 8
Customer First (2)
Display from a customer’s viewpoint
Traditional Cast-Iron Tea pot in Northern Japan
2. Key concepts of Quality Management in Japan
Copyright © Susumu Sasabe 2012 Source: Sasabe and Fessler, Management Conference in Madrid, 2011
9
“Kaizen”: Continuous Improvement (1)
Copyright © Susumu Sasabe 2012 10
Kaizen: The Key To
Japan's Competitive
Success
Book written by Masaaki
Imai and published in
1986
2. Key concepts of Quality Management in Japan
“Kaizen”: Continuous Improvement (2)
Rolling of PDCA cycle: (Plan – Do – Check – Act)
P
D
A
C
2. Key concepts of Quality Management in Japan
Copyright © Susumu Sasabe 2012 Source: Sasabe and Fessler, Management Conference in Madrid, 2011
11
“Kaizen”: Continuous Improvement (3) Japan: Repeat small improvement in a step-by-step way
Many Nose Designs of High Speed Train in Japan
2. Key concepts of Quality Management in Japan
Copyright © Susumu Sasabe 2012 Source: Sasabe and Fessler, Management Conference in Madrid, 2011
12
Copyright © Susumu Sasabe 2012 13
Problem Solving Capability
Why
Defects?
People
Procedure Policy
Environment
1st why
2nd why
3rd why
4th why 5th why
A
B
C
D
Cause-and-Effect Diagram (Ishikawa Diagram)
Source: A New American TQM, Shoji Shiba, et al, 1993
2. Key concepts of Quality Management in Japan
Defects
(Problem)
Process Approach
A traditional tea party in Japan:
Customers enjoy a process of making tea as well as tea itself
2. Key concepts of Quality Management in Japan
Copyright © Susumu Sasabe 2012 Source: Sasabe and Fessler, Management Conference in Madrid, 2011
14
Start of Quality Improvement in Software
• TQC/TQM was also introduced in non-manufacturing companies from middle of 1970s.
– Construction, Power Utility, Service, and Software
• JUSE established a software quality study group called “SPC” in 1980.
• “SPC”: To promote the idea of Japanese TQM, methodology, and tools to the software industry
• The activities are continuing for over 30 years.
– “SPC” renewed its name as “SQiP” in 2007. 15 Copyright © Susumu Sasabe 2012
3. Software Quality Improvement Practices in Japan
An Example: “SWQC” in NEC
• NEC launched a company-wide software quality improvement activities called “SWQC” in 1981.
• TQM concept and methods already developed in the company were applied to the software business domain.
• Case studies and practices of the NEC’s SWQC were published in 1990.
16 Copyright © Susumu Sasabe 2012
3. Software Quality Improvement Practices in Japan
Copyright © Susumu Sasabe 2012 17
Process Approach: Process Network Diagram
• A set of tasks that, when properly performed, produces the desired result.
System view with Process Network clarifies:
- Responsibility and right (Scope & relations of activity)
- Input specification (entry criteria)
- Resource and Technology (process parameter)
- Release (exit criteria)
Input Output
process
process
process
process
process process
process
process
2. Key concepts of Quality Management in Japan
Copyright © Susumu Sasabe 2012 18
Design of Process Architecture
Customize Integ V&V
Customize Integ V&V
Integ V&V Add
Repeated
cyclically
Shipment
Component Development
Technology outsourcing
Platform Development
Architecture Development
Next Generation Arch.
Next Generation Platform
Development Tools
Technology development
Solution Set Trend Analysis
Market Information
Business Strategy
Knowledge Asset
period period
Core
Competence •V&V Tools
•Data for V&V
Core
Competence •Development Tools
•Solution Set
Program Kickoff Project Kickoff
Dev
elop
men
t P
lan
Customer Information
Shipment
3. Software Quality Improvement Practices in Japan
Copyright © Susumu Sasabe 2012 19
Process 1 Process 5 Process 3
Process 2
Example of Worksheet for Process Network analysis
Process 4
Input
Output
problem
counter-
measures
Specification
Specification
description of
problem
description of
counter-
measure
Input
Output
problem
counter-
measures
Specification
Specification
description of
problem
description of
counter-
measure
Input
Output
problem
counter-
measures
Specification
Specification
description of
problem
description of
counter-
measure
Input
Output
problem
counter-
measures
Specification
Specification
description of
problem
description of
counter-
measure
Necessary process missing?
Insufficient Input
Information?
Process Network Analysis (PNA) method
Quality
problem
found
here
*
3. Software Quality Improvement Practices in Japan
Copyright © Susumu Sasabe 2012 20
Quality Improvement using PNA
• Product quality improvement in one
Development Division
• Inter-process analysis between the Division
and sub-contracted partner design
suppliers.
• From 2000 to 2001, PNA method applied to
all 42 projects and all 13 suppliers.
3. Software Quality Improvement Practices in Japan
Copyright © Susumu Sasabe 2012 21
Product Quality Performance improvement
(all partner companies’ performance)
2001 1998 1999 2000
10
5
0
8.55
4.92
6.98
3.38
Fiscal Year
Worst
Value
1.00 0,80 0.96
0.35
Average
value
・ ・ ・ ・
40
projects
(21)
27
projects
(13)
64
projects
(12)
42
projects
(13)
Product Quality Performance is normalized using Average Value in 1998 as 1.00.
PNA method was applied
Product Quality
Performance
(# of bugs/KLOC)
normalized value
Number of
projects
(number of
partners)
1/2
1/3
kaizen
kaizen
Pro
du
ct
Qu
ali
ty
Pe
rfo
rman
ce
Copyright © Susumu Sasabe 2012 22
Process Improvement Models and PNA
• Highest Product Quality Performance
can be achieved with Three elements. – 1) Process Improvement Models:
• Global common models with Process Approach
– 2) Practices:
• Using suitable methods developed through repeated
practices (PNA and conventional QC methods)
– 3) People:
• Kaizen motivation through coaching and training of PNA
method
• Three elements lead to a fusion of Process
Improvement Models and TQM method.
3. Software Quality Improvement Practices in Japan
Copyright © Susumu Sasabe 2012 23
PMBOK
Body of
knowledge
+
ISO9004
QMS
description of
requirement
+ CMMI
Description
of Best Practices
+
TQM
Accumulation of
actual practices
(over 20 years)
ex. WBS Without “How
to”
“Goals” and “How
to”
Training,
Education
Individual training, Coaching, Mentoring
Consulting
Know-how PNA method
Combined
Method Creation
Pro
cess M
od
el
Pra
cti
ce
Peo
ple
Not effective without practices Practices
Integrated Quality Management
Integration of multiple process improvement models
and Organization’s own TQM method
Accumulated
PNA Diagrams
PNA Training
Course
Pragmatism
Theory
-based
High Low
Hig
h
Low
- TQM (Japan)
- PDCA
- Systematic Problem Solving
- Verbal
- Process Modeling
- Theory-based Improvement
- Single Model Principle
- Rules first
- Textual
- TQM (Europe)
- Failures are Mistakes
- Intuitive
- Short-sighted
- Harmony of Theory
and Reality
- Harmony of Short and
Long Term
- Everlasting Process Evolution
- Continuous Innovation
Two Dimensions of Process Improvement
Practices
4. Enhancing Software Quality Management in Next Decade
Copyright © Susumu Sasabe 2012 24 Source: Sasabe and Fessler, Management Conference in Madrid, 2011
High Low
Hig
h
Low
- Japanese Way
- European Way
- Low performance
- Local
- High Performance
- Global
Integration of Regional Strong points: Engineering Process Improvement Paths
Pragmatism
Theory
-based
4. Enhancing Software Quality Management in Next Decade
Copyright © Susumu Sasabe 2012 Source: Sasabe and Fessler, Management Conference in Madrid, 2011
25
SQuBOK Guide Book
• “SQuBOK Guide – Guide to the Software Quality Body of Knowledge”
• SQuBOK Guide was developed and released in November 2007 in Japan
26 Copyright © Susumu Sasabe 2012
4. Enhancing Software Quality Management in Next Decade
Overview of the SQuBOK
• Y. Okazaki, T. Okawa, A. Sakakibara,
“SQuBOK (Software Quality Body of Knowledge) project - “Guide to the SQuBOK Version 1” born this way -”, 4th World Congress for Software Quality, Bethesda, Maryland, USA, 2008
• Y. Okazaki, T. Okawa, A. Sakakibara: SQuBOK (Software Quality Body of Knowledge) Project – Development of “Guide to the Software Quality Body of Knowledge” – , Proceedings of the CONQUEST 2007, 2007, p.155-163
27 Copyright © Susumu Sasabe 2012
4. Enhancing Software Quality Management in Next Decade
A Hybrid Integration of the SQuBOK
• The SQuBOK is a hybrid integration of software quality intellectual assets recognized and practiced both in Japan and in the world.
• The hybrid integration has been achieved with descriptions using the common information framework and templates
28 Copyright © Susumu Sasabe 2012
4. Enhancing Software Quality Management in Next Decade
A Hybrid Integration of the SQuBOK
29 Copyright © Susumu Sasabe 2012
Information framework and Templates
of the SQuBOK
Software quality
intellectual assets
in Japan
International
software quality
intellectual assets (International standards
and de facto standards)
(Regional Assets) (International Assets)
4. Enhancing Software Quality Management in Next Decade
Software Quality Intellectual Assets in Japan in the SQuBOK
• Two key factors in the SQuBOK software quality management practices in Japan
• (1) Creating and guiding capability to organizational software quality goal
• (2) Adaptability to changes with a problem solving capability of software people
30 Copyright © Susumu Sasabe 2012
4. Enhancing Software Quality Management in Next Decade
Creating and Guiding Capability to Organizational Software Quality Goal
• Organization-wide software quality improvement practices in Japan
• Confusion and inconsistent different ideas among software people are managed with TQM concept
• A compact and clear message spoken among top and bottom in the organization
• Organization-wide software quality education program
• Promotional seminars at JUSE with software quality improvement methods and tools which developed and practiced widely in Japan
31 Copyright © Susumu Sasabe 2012
4. Enhancing Software Quality Management in Next Decade
Adaptability to Changes with a Problem Solving Capability
• Methods and tools are often focused on fault prevention as well as fault resolution in Japan
• Externally observable facts are not sufficient to understand actual state of processes that might cause failure
• Continuous applications of the fault prevention practice motivate the software people’s capability to understand deeply their processes and chain of processes spanning their colleagues and to predict possible faults in the future
32 Copyright © Susumu Sasabe 2012
4. Enhancing Software Quality Management in Next Decade
A Model of Global Mutual Enhancement of the SQuBOK
• Each of software quality management cultures in the world would have its strong areas and weak areas
• By looking at and exploring the other practices in other regions the weak areas can be clearly recognized and be motivated to overcome the weakness
• The strong areas can also be transported to the other environment to support to create new ideas for a better progress in the region and in the world
33 Copyright © Susumu Sasabe 2012
4. Enhancing Software Quality Management in Next Decade
A Model of Global Mutual Enhancement of the SQuBOK
34 Copyright © Susumu Sasabe 2012
Step 1: regional SQuBOK is
not compiled yet
Step 2: regional SQuBOK is
compiled in hybrid integration
Step 3: sharing and practicing the
hybrid integration of the
SQuBOK mutually among regions
Step 4: Upgrading the international
standards and internationally
recognized practices with new
successful intellectual assets
Region A Region B
( International assets)
4. Enhancing Software Quality Management in Next Decade
Benefit of Hybrid Integration of the SQuBOK
• Software people can recognize and experience other region’s successful practices and
• Software people has an increased chance of integration to their own regional SQuBOK if they understand it useful and it fits their regional software quality management situation
• Easy access to understand of respective history and attitudes of quality improvement, which influence the implementation of the software quality management
35 Copyright © Susumu Sasabe 2012
4. Enhancing Software Quality Management in Next Decade
Conclusion
• Before the SQuBOK was released the software quality management practices successfully practiced in Japan were very hard to access and understand from outside Japan
• The hybrid integration of the SQuBOK supports to formulate a tailored strategy of software quality management which fits to each region
• The SQuBOK enhances the software quality management in next decade as a useful knowledge tool for global teamwork
36 Copyright © Susumu Sasabe 2012
5. Conclusion
Copyright © Susumu Sasabe 2012 37
Thank you