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Quality without Heroics
Jason Yip, jcyip@thoughtworks.com
Kristan Vingrys, kvingrys@thoughtworks.com

© ThoughtWorks 2008
Questions
•! Is it so uncommon for things to work that when they
finally do, you break out in celebration?
•! Do you frequ...
Why should I care?
•! Quality can reduce costs.
–! “When people and organizations focus primarily on quality, defined
by t...
What is Quality?

© ThoughtWorks
http://www.flickr.com/photos/kb35/349762358/ 2008
“Quality is a customer determination, not an
engineer's determination, not a marketing
determination, or a general managem...
Where are you on the Quality curve?

© ThoughtWorks 2008
Haven’t I heard all this before?

© ThoughtWorks 2008
In 1912, Frederick Winslow Taylor is
brought before a House of
Representatives Special Committee to
discuss the moral impl...
The 4 main principles of the Taylor system
1.! Scientific task design
–! ‘develop a science for each element of a man's wo...
“The new way is to teach and
help your men as you would
a brother; try to teach him
the best way and show him
the easiest ...
“I can say, without the
slightest hesitation, that the
science of handling pig-iron
is so great that the man who
is ... ph...
“We will win, and you will lose. You cannot do anything
because your failure is an internal disease. Your
companies are ba...
In 1950, the Union
of Japanese
Scientists and
Engineers invites
Dr. William
Edwards Deming
to lecture in
Japan.

© Thought...
Quality =

Results of work
Total costs

© ThoughtWorks 2008
Quality =

Results of work
Total costs
Focus on

Taking staff for granted

Not minimising waste

Ignoring unnecessary rewo...
Quality =

Results of work

Focus on

Total costs

Engage Staff

Minimise waste
Amplify Learning

Costs

Quality

Effectiv...
Plan Do Check Act

© ThoughtWorks 2008
Dr. Kaoru
Ishikawa was
active in the
integration
and expansion
of these
concepts into
actual practice

© ThoughtWorks 2008
Quality is too important to leave in the
hands of specialists

© ThoughtWorks 2008
How do we encourage an
atmosphere of problem-solving?

© ThoughtWorks 2008
http://www.flickr.com/photos/sloth_rider/392367...
The Ishikawa or Fishbone diagram

© ThoughtWorks 2008
Quality Circles

© ThoughtWorks 2008
Quality Circles are about developing a
problem-solving culture, not just the
specific results

© ThoughtWorks 2008
Shigeo Shingo
was most well
known for his
writings about
the Toyota
Production
System
Statistical methods detect errors too late
in the process

© ThoughtWorks 2008
Instead, identify underlying causes to
produce preventative measures

© ThoughtWorks 2008
Mistake-proofing or poka yoke

© ThoughtWorks 2008
Jidoka – Automation with a human touch

© ThoughtWorks 2008
Summary of things that work
1.! Quality is a customer determination
2.! Problem solving should be systematic and iterative...
Quality Lesson

Applied Today

•! Quality is a customer
determination

•! Contextual Inquiry
•! Onsite Customer
•! Accepta...
Quality Lesson

Applied Today

•! Problem solving should
be systematic and
iterative -> continuous
improvement

•! Daily S...
Quality Lesson

Applied Today

•! Mistake proof with good
engineering and process
improvement

•! Develop deep technical
e...
Quality Lesson

Applied Today

•! Quality is too important to
leave in the hands of
specialists - quality
experts on one s...
Quality Lesson

Applied Today

•! Stop-the-line when
problems are detected
rather than wait for end
of line inspection

•!...
Summary
•! There is no silver bullet.
•! Some practices are ways to help achieve a concept, but
they are not the only way....
© ThoughtWorks 2008
http://www.flickr.com/photos/daquellamanera/68812531/
“There is no substitute for knowledge.”
– W. Edwards Deming

© ThoughtWorks 2008
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Quality Without Heroics

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Transcript of "Quality Without Heroics"

  1. 1. Quality without Heroics Jason Yip, jcyip@thoughtworks.com Kristan Vingrys, kvingrys@thoughtworks.com © ThoughtWorks 2008
  2. 2. Questions •! Is it so uncommon for things to work that when they finally do, you break out in celebration? •! Do you frequently burn the midnight oil and rely on heroic efforts to get a system into production? •! If we had a distribution of your customer experiences, where would zero raised defects lie? A worthy goal? Or is it even within the realm of possibility? © ThoughtWorks 2008
  3. 3. Why should I care? •! Quality can reduce costs. –! “When people and organizations focus primarily on quality, defined by the following ratio quality tends to increase and costs fall over time.” W. Edwards Deming’s philosophy •! Your customers are publicly praising the quality of your product or service. Complete fantasy? •! What can you do right now to apply these concepts to the software development context that don't require any more resources then you currently have. © ThoughtWorks 2008
  4. 4. What is Quality? © ThoughtWorks http://www.flickr.com/photos/kb35/349762358/ 2008
  5. 5. “Quality is a customer determination, not an engineer's determination, not a marketing determination, or a general management determination. It is based upon the customer's actual experience with the product or service, measured against his/her requirements - stated or unstated, conscious or merely sensed - and always represents a moving target.” -- Armand V. Feigenbaum
  6. 6. Where are you on the Quality curve? © ThoughtWorks 2008
  7. 7. Haven’t I heard all this before? © ThoughtWorks 2008
  8. 8. In 1912, Frederick Winslow Taylor is brought before a House of Representatives Special Committee to discuss the moral implications of his new task management system. © ThoughtWorks 2008
  9. 9. The 4 main principles of the Taylor system 1.! Scientific task design –! ‘develop a science for each element of a man's work, which replaces the old rule of thumb method‘ 2.! Scientific selection •! 'scientifically select and then train, teach and develop the workman, whereas in the past he chose his own work and trained himself as best he could'. 3.! Management-worker co-operation •! ‘heartily co-operate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed'. 4.! Equal division of work –! 'There is a an almost equal division of the work and the responsibility between the management and the workmen. The management take over all the work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the men.' © ThoughtWorks 2008
  10. 10. “The new way is to teach and help your men as you would a brother; try to teach him the best way and show him the easiest way to do his work.” -- Frederick Winslow Taylor
  11. 11. “I can say, without the slightest hesitation, that the science of handling pig-iron is so great that the man who is ... physically able to handle pig-iron and is sufficiently phlegmatic and stupid to choose this for his occupation is rarely able to comprehend the science of handling pig-iron.” -- Frederick Winslow Taylor
  12. 12. “We will win, and you will lose. You cannot do anything because your failure is an internal disease. Your companies are based on Taylor’s principles. Worse, your heads are Taylorized, too. You firmly believe that sound management means executives on the one side and workers on the other, on the one side men who think and on the other side men who only work.” -- Konusuke Matsushita
  13. 13. In 1950, the Union of Japanese Scientists and Engineers invites Dr. William Edwards Deming to lecture in Japan. © ThoughtWorks 2008
  14. 14. Quality = Results of work Total costs © ThoughtWorks 2008
  15. 15. Quality = Results of work Total costs Focus on Taking staff for granted Not minimising waste Ignoring unnecessary rework Costs Quality Not rapidly resolving disputes Not noticing lack of improvement © ThoughtWorks 2008
  16. 16. Quality = Results of work Focus on Total costs Engage Staff Minimise waste Amplify Learning Costs Quality Effective conflict resolution Continuous improvement © ThoughtWorks 2008
  17. 17. Plan Do Check Act © ThoughtWorks 2008
  18. 18. Dr. Kaoru Ishikawa was active in the integration and expansion of these concepts into actual practice © ThoughtWorks 2008
  19. 19. Quality is too important to leave in the hands of specialists © ThoughtWorks 2008
  20. 20. How do we encourage an atmosphere of problem-solving? © ThoughtWorks 2008 http://www.flickr.com/photos/sloth_rider/392367929/
  21. 21. The Ishikawa or Fishbone diagram © ThoughtWorks 2008
  22. 22. Quality Circles © ThoughtWorks 2008
  23. 23. Quality Circles are about developing a problem-solving culture, not just the specific results © ThoughtWorks 2008
  24. 24. Shigeo Shingo was most well known for his writings about the Toyota Production System
  25. 25. Statistical methods detect errors too late in the process © ThoughtWorks 2008
  26. 26. Instead, identify underlying causes to produce preventative measures © ThoughtWorks 2008
  27. 27. Mistake-proofing or poka yoke © ThoughtWorks 2008
  28. 28. Jidoka – Automation with a human touch © ThoughtWorks 2008
  29. 29. Summary of things that work 1.! Quality is a customer determination 2.! Problem solving should be systematic and iterative -> continuous improvement 3.! Quality is too important to leave in the hands of specialists – quality experts on one side and workers on the other side doesn’t work 4.! Mistake-proof with good engineering and process improvement 5.! Stop-the-line when problems are detected rather than wait for end of line inspection © ThoughtWorks 2008
  30. 30. Quality Lesson Applied Today •! Quality is a customer determination •! Contextual Inquiry •! Onsite Customer •! Acceptance Driven Development •! Frequent and regular showcases •! Iterative user testing © ThoughtWorks 2008
  31. 31. Quality Lesson Applied Today •! Problem solving should be systematic and iterative -> continuous improvement •! Daily Stand Up •! Retrospectives © ThoughtWorks 2008
  32. 32. Quality Lesson Applied Today •! Mistake proof with good engineering and process improvement •! Develop deep technical expertise •! Go beyond “How can this be tested?” to “How can I design this such that this type of problem can’t occur?” © ThoughtWorks 2008
  33. 33. Quality Lesson Applied Today •! Quality is too important to leave in the hands of specialists - quality experts on one side and workers on the other side doesn’t work •! Enable all team members to test •! Requirements as tests © ThoughtWorks 2008
  34. 34. Quality Lesson Applied Today •! Stop-the-line when problems are detected rather than wait for end of line inspection •! Continuous integration and testing •! Build pipelines © ThoughtWorks 2008
  35. 35. Summary •! There is no silver bullet. •! Some practices are ways to help achieve a concept, but they are not the only way. •! Just implementing the practice without embracing the concept will not improve quality. © ThoughtWorks 2008
  36. 36. © ThoughtWorks 2008 http://www.flickr.com/photos/daquellamanera/68812531/
  37. 37. “There is no substitute for knowledge.” – W. Edwards Deming © ThoughtWorks 2008
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