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| Stage 1 | Stage 2 | Stage 3 | Stage 4 | ||
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A. Primary Focus of Supervisors |
Sorting products to prevent shipping “too many” defects to customers. |
Fixing problems by changing only specific procedures that are "broken." (Corrective Action) |
Allocating resources to keep known problems from happening again. (Preventive Action). |
Predicting possible profit-making opportunities with systematic analysis of every step of a big picture. |
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B. Teamwork Among Departments |
Adversarial "toss it over the wall" -- "That's not my department's problem." |
Ad hoc problem solving by groups of individual initiatives. No demand for a common, coordinated approach. |
Teams formally chartered to meet regularly to investigate problems and take action to overcome weaknesses within a limited period of time. |
Teams benchmark others and take advantage of market opportunities by extending strengths and restructuring the organization. |
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C. Basis of Motivation |
Fear : "I can hurt you more than you can harm me." |
Negotiation : "I'll help you only if you helped me." |
Gain Sharing / Gratitude : "We'll all get more if we work together." |
Challenge : "We'll better use our potential if we're more creative." |
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D. Waste and Scrap (Cost of Quality) |
Unmeasured. ("It's probably so bad, I don't want to know.") |
Some of the most visible costs measured just to judge short-term efforts. (So they may not be believed or widely used.) |
Most tangible costs analyzed for root causes operating within a network of interrelated processes. |
Intangible costs considered in relation to quality, speed, satisfaction, and other factors impacting the organization's overall objectives and strategies. |
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E. Use of Statistical Tools |
Simple charts to judge how well individual managers controlled expenses. |
Projections from Trend Charts helps department managers to more accurately budget for possible future scenarios. |
Control Charts used by special teams to guide improvement projects. Special variations are separated from common causes. Actuals are analyzed to improve estimates. |
Statistics and charts are created by front-line workers as part of an organization-wide program to better learn from well-coordinated experiments for improvement. |
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F. Customer focus |
"The only person I need to please is my boss. So I don't know and don't care about any other stakeholder." |
Some customer input is sought because "Those whose work I impact internally are also my customers." |
Reasons for customer satisfaction and dissatisfaction analyzed by special teams result in specific action commitments to address issues brought up and tracked. |
Unexpected ways to delight customers are spontaneously initiated by front-line workers. |
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G. Approach to Training and Development |
Not Applicable . "We pay people for the training and experience they already have, so the company should not also pay for extras." |
Sporadic. Training objectives not defined or seem relevant. Impact of training not measured. Training events are only attended when there's no work to do. |
The same instructions is given to everyone in hopes of getting some to adopt the one right way to do a job right." Individuals may be tested to certify their knowledge and skills. |
Individual learning plans ensure cross-training so people know what customers want and what others do. This enables people to help each other achieve common objectives individuals cannot achieve alone. |
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H. Assumptions about People and Management |
"People are inter-changeable pairs of hands." "The best workers do as they are told." |
"The manager should be the best (most expert) worker." "If you want it done right, you have to do it yourself." |
"Good workers have lots of suggestions because they are trained and encouraged to think." "The best managers are good at process improvement - planning, inspection, training, coaching, facilitating groups, etc." |
"Defined responsibilities, schedules, and workflows make sure that each and every worker Is trained and supported. "The best leaders are coaches of flexible self-directed work teams." |
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| Work Product (Artifact) | Before Development | During Development | After Development |
|---|---|---|---|
| A. Project Plan (Proposal) | Review plan for completeness and reasonableness of estimates | Confirm delivery of milestone deliverables | Confirm completion and archival of working papers |
| B. Customer Requirements | Review req. for compliance with company and industry standards | Report on status of test coverage against requirements | Confirm customer sign-off |
| C. Service Level Agreements | Review reasonable of commitments | Establish baseline metrics | Monitor and report actual performance |
| D. Technical Design | Review for testability | Utilize testability features during testing | Report on testability |
| E. Training Plans | Identify individual training needs and offerings | Confirm training occurence and effectiveness | Measure payback from training |
| F. Admin. & User Guidance Manuals/Help pages | Identify | Confirm sync with product | Update historical metrics |
| G. Inspections | Verify risk identification & mitigation | Monitor risk management | Update metrics to improve payback |
| H. Product Distribution | Specify product distribution and installability organizational standards | Verify installability and conformance to requirements | Ensure backups are organized and recoverable |
| I. Product Performance | Establish performance test bed. | Review reasonableness of estimates & commitments. | Prove production readiness on test servers |
| J. Bug reports | Identify fixes needed | Regression Test fixes | Forward to future planning |
| K. Suggestions | Request them | Document them | Report on adoption rate |
| L. Stakeholder Satisfaction Surveys | Define questions and expectations | Collect contact info. | Conduct survey. Analyze and report results |
| M. Post Implementation Review | Schedule it | Document possible issues for discussion | Conduct, Facilitate, Report results |
| N. Portfolio of Projects (Programs) | Identify potential follow-on projects | Prepare for follow-on work | Start follow-on work |
Note: Requirements and Developerment management (not testers) ensure that follow-up occurs.
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Quality Management
People do not create defects, processes do.
—W. Edwards Deming
Identify whether each activity below is QC, QA, Audit, or Supervision:
