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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


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)


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.


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


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)


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


Copyright © Susumu Sasabe 2012 8

Customer First (2)

Display from a customer’s viewpoint

Traditional Cast-Iron Tea pot in Northern Japan


Copyright © Susumu Sasabe 2012 Source: Sasabe and Fessler, Management Conference in Madrid, 2011

9

“Kaizen”: Continuous Improvement (1)


Kaizen: The Key To

Japan's Competitive

Success

Book written by Masaaki

Imai and published in

1986


“Kaizen”: Continuous Improvement (2)

Rolling of PDCA cycle: (Plan – Do – Check – Act)

P

D

A

C



11

“Kaizen”: Continuous Improvement (3) Japan: Repeat small improvement in a step-by-step way

Many Nose Designs of High Speed Train in Japan



12


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


Defects

(Problem)

Process Approach

A traditional tea party in Japan:

Customers enjoy a process of making tea as well as tea itself



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.




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



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



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

*



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.



Product Quality Performance improvement

(all partner companies’ performance)

２００１１９９８１９９９２０００

１０

５

０

８．５５

４．９２

６．９８

３．３８

Fiscal Year

Worst

Value

１．０００，８００．９６

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


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.



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



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



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



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



A Hybrid Integration of the SQuBOK


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)


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



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



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



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



A Model of Global Mutual Enhancement of the SQuBOK


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)


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



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


5. Conclusion


Thank you

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