Transcript Incident Management - Welcome to SPIN Chennai

Little Q and Big Q
Dr. DV Ramana
© 2008 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice
ABSTRACT
Quality Management has seen a major shift from “quality of
specific areas” to “quality of overall operations”
Relevance of big Q (“quality of overall operations”) is
increasing and is more appropriate measure than the Little Q
since 1980s.
Big Q was adopted to replace Little Q.
Author is going to explain in detail about the contrast and the
journey of Little q and Big Q in the session.
Adoption of Big Q grew during the 1980s, and the trend
is probably irreversible.
Those most willing to accept the concept of Big Q have
been the quality managers and the upper managers
Those most reluctant have been managers in the
technological areas and in certain staff functions
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Decade
The Quality Journey . . .
1940s
1950s
1960s
1970s
1980s
ISO 9000
Mil-I-45208 Mil-Q-9858 Mil-Std-1520
TQM
2010
Statistical Process
Methods
Juran
Lean
Manufacturing
6 Sigma
High-Performance
Work Teams
100% Mission Success
Ishikawa
Taguchi
Operational
Excellence
Error-Free
Environment
Peer Reviews
Big “Q”
Baldridge
Award
Increasing System Complexity
Continued Evolution From Little “q” to Big “Q”
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Beyond
AS 9100
Concurrent
Engineering
Process Control
Tools
100% Inspection
Deming
2000
Acquisition
Reform
Faster, Better,
Cheaper
Sample Inspection
Focus
Driving Force
1990s
What is Big “Q”?
A recognition that the quality of our procedures and products depends on
the up-front (early life cycle) design processes being lowest possible
errors
Achieving Big “Q” requires
• A holistic systems approach by each program and functional
group to seek out problems,
• Analyze causes and take effective corrective and preventive
actions throughout the entire contract life cycle
Predicting the defects in the upcoming phases and
taking necessary preventive actions.
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Creating a Big “Q” Environment
Bringing the past
to the present
Past State
•
•
•
•
Today
Bringing the future
to the present
Moving
forward
100% mission success
Mil-Q-9858A
Inspect to find defects
Sort good from the bad
Future State
•
•
•
•
•
Big “Q” focused
100% mission success
Operational excellence
Process-centric
Error-free environment
We cannot forget our past while we build the future
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Products
Contents of Little Q
• Manufacturing products
Contents of Big Q
• All products and Services whether for sale or not
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Processes
Contents of Little Q
• Process is directly related to the products
Contents of Big Q
• All process across the enterprise
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Industries
Contents of Little Q
• Manufacturing
Contents of Big Q
• All Industries
• Manufacturing
• Services
• Government
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Quality is viewed as
Contents of Little Q
• Technological problem
Contents of Big Q
• Business Problem
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Customer
Contents of Little Q
• Customer who buy the products
Contents of Big Q
• All who are effected, external and internal
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How to think about Quality
Contents of Little Q
•
Based on cultural of functional departments
Contents of Big Q
• Based on universal trilogy (Planning, Improvement and
Control)
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Quality Goals are included
Contents of Little Q
• Among production goals
Contents of Big Q
• Company business Goals,
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Improvement is directed at
Contents of Little Q
• Departmental Performance
Contents of Big Q
• Company performance
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Training
Contents of Little Q
• Focus in quality department
Contents of Big Q
• Enterprise wide Quality
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Responsibility
Contents of Little Q
• The Quality manager
Contents of Big Q
• Senior management is also responsible
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Big “Q”
Engineering
• Peer Reviews
• Subject matter expert
• Software/systems integration
Program Execution
• Product reuse
Production
• Skill Matrix
• CUT
• Testing
Quality Assurance
•Error prevention
• Solution
• Stakeholder meetings
• N/C reduction initiatives
• Deliverables
100%
Mission
Success
Human Resources
• Skill certifications
• Knowledge management & transfer
Finance & Operations
Big “Q”
• Engineering processes
• Process discipline
Defect prevention through out the life cycle
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Little “q”
• Inspection of hardware
• Sorting
• Acceptance
• Test
Big “Q” Spectrum of Opportunities
Diagnosing cross-phase and multi-functional misalignment
for quality Improvements
Research
Concept
Refinement
Systems
Development
& Demo
Engineering
Design &
Release
Production,
Integration
& Test
Deployment
Quality improvements throughout life cycle
• Cross-Functional Reviews
• All functions participate continuously
• Force “Up-Stream” Improvements
• Converge on Big “Q” improvements via design team
Technology evolution and increased complexity demand
Big “Q” improvements
A Fishbone Approach to Big “Q”
Mission Success
Engineering
Production
Peer Review
Internal
Operations
Review
Corrective
Action Board
Approved
Quality
Processes
Mission
Success
Business
Goals
SEPG
SMR/PMR Reviews
Quality Manager
Failure
Review
team
Lessons Learned
Insight/
Oversight
Process
CMDB
Review
Verification
& Board
Assessment
Continuous Process
Improvement
Finance &
Business
Operations
Operations Product
Assurance Review
Capital Equipment
Senior Management
Review Team
Early Warning
Metrics
Internal
Audit
Big “Q” Drives
Disciplined Innovation
&
Operational Excellence
Mentoring
Financial
Reviews
Employee Skills
Training
Corrective actions
Change Request
GIDEP
Error Prevention
Council
Financial Reviews
Knowledge
Transfer
Internal
operation
Reviews
Certifications
Qualifications
Future Work Force
Full Spectrum Leadership
Maintenance
and Support
Finance
Human Resources
Functional cause & effects analysis performed
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Enterprise Big “Q” Focus Areas
• Peer reviews
• Subcontract management
• Defect Prevention
• Non-conformance reduction initiatives
• Product reuse analysis
• End-to-end specialty engineering
• Software and systems integration
• Enhanced applications and procurement
• Test management methodologies
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Little Q has to do with the problems of production and the tactical tools that
lead to control and improvement
Big Q was Juran’s way of describing quality in a management setting: more
strategic, more comprehensive and system wide —in other words,
quality management.
Little Q and Big Q, are complementary.
You need both to make quality real, to make quality stick.
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What Can You Do?
Continue on the “Journey”
• Continuous improvement in quality & cost
• Take time to strategically plan to achieve competitive
advantage in your Deliverables/Solution
Adopt “Big Q” Thinking
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Big Q was adopted to replace Little Q
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Abide by
Dr. Joseph M. Juran, noted author
and “father” of modern day Quality
Management, passed away on
February 28th, 2008, from natural
causes. He was 103 years old, and
was physically and mentally active
until his death. http://juran.com/
Dr. Joseph M. Juran, 'Father of
Quality' remembered
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Conferral
Continuing the “Journey” of Joseph Juran Quality initiatives , Quality
Professionals are naming new concept i.e. Really Big Q
Really Big Q is beyond the Quality control and Quality management.
Really Big Q
Quality at the level of entire social systems
(issues like Global warming, business ethics,
sustainable economics , the ecology and reciprocity
are addressed)
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Some References
• An Ethical Theory for the Advancement of Professionalism in Software
Engineering, Nicole Radziwill,National Radio Astronomy Observatory.
• Google search Engine: Search on “Little Q and Big Q
• Inaugural Remarks of incoming ASQ Present Roberts M.Saco
• (as Prepared Delivery at the ASQ Annual Banquet,Houston, Texas May 6 2008).
• Juran’s Quality Handbook,Fifth Edition,Jospeh M. Juran, A. Blanton Godfrey
• RAISING THE BAR:ACHIEVING SUBCONTRACT EXCELLENCE March 2008
---Gary Bartmann, Vice President, Subcontract Management & Procurement.
• The Certified Manager Handbook, second Edition Edited by duke Okes and
Russel T. Westcott
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