Quality Without Heroics
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Quality Without Heroics

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Quality Without Heroics Quality Without Heroics Presentation Transcript

  • 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 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
  • 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
  • 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 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
  • 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 implications of his new task management system. © ThoughtWorks 2008
  • 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
  • “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
  • “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
  • “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
  • In 1950, the Union of Japanese Scientists and Engineers invites Dr. William Edwards Deming to lecture in Japan. © ThoughtWorks 2008
  • 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 rework Costs Quality Not rapidly resolving disputes Not noticing lack of improvement © ThoughtWorks 2008
  • Quality = Results of work Focus on Total costs Engage Staff Minimise waste Amplify Learning Costs Quality Effective conflict resolution Continuous improvement © ThoughtWorks 2008
  • 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/392367929/
  • 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 -> 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
  • 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
  • Quality Lesson Applied Today •! Problem solving should be systematic and iterative -> continuous improvement •! Daily Stand Up •! Retrospectives © ThoughtWorks 2008
  • 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
  • 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
  • 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
  • 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
  • © ThoughtWorks 2008 http://www.flickr.com/photos/daquellamanera/68812531/
  • “There is no substitute for knowledge.” – W. Edwards Deming © ThoughtWorks 2008