Do you know about - What Is ability in the business World? Aka "You Can't Add a Pound of ability to a Process"
Iso Claim Search! Again, for I know. Ready to share new things that are useful. You and your friends.Let me start this article with a quote from one of my beloved books I read many years ago:
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"Quality, value, creates the subjects and objects in the world. The facts do not exist until value has created them. If your values are rigid, you can't honestly learn new facts... If you're plagued with value rigidity, you can fail to see the real acknowledge even when it's staring you right in the face because you can't see the new answer's importance."
Robert Pirsig
Zen and the Art of bicycle Maintenance
An Inquiry into Values
Quality in Business
Is it just me or do you find that potential in customer delight is just not at the top of the list in many organizations today? Whenever I mention to a friend a question I've had trying to fix a billing question with an society they all the time come up with a more serious question they've had. Maybe that's human nature and habitancy just production conversation; maybe not.
Throughout my vocation I've been complicated in developing and teaching how to build potential data Systems and lately how the same concepts apply to human systems and management. The good news is there's now an accepted movement towards potential conscious management where we recognize that we should advent "zero defect" systems using such things as continuous enterprise correction and bug-free software development.
As far as the data Systems development profession is involved it has ultimately evolved to a point where we can now build potential systems that have zero defects (i.e., no bugs) that do not deteriorate during output and modification (i.e. They can last as long as the enterprise they support). That's a good thing because data Systems are becoming more complex. Lives are dependent on them in such areas as curative systems and air traffic operate systems and business is very dependent on them. Bad systems can bring down an society and put many habitancy out of work.
Quality in Systems
The bad news is judging by the number of defects in systems and products there aren't many systems development "professionals" around and the vast majority of systems in output today don't even come close to zero defects. The phrase "computer system bug" is a recognized base phrase. Even my wife knows what a computer "bug" is, and she can't read a line of computer code.
Many data systems suffer from private bugs that cause them to fail often and are so difficult to modify that even the habitancy who built them expect them to blow up and have short output lives.
It's not uncommon to have computer systems last as minuscule as 2-3 years even though the enterprise they preserve hasn't changed (notice I say the enterprise hasn't changed - but the technology may well have). So many existing computer systems were not built for flexibility and maintainability. In fact, systems professionals at many fellowships are familiar with the monolithic, difficult-to-change computer system that "bites back" whenever they endeavor to make a convert to it.
Information Systems developers who are accustomed to this kind of system and don't know a good way to make systems, will generally tend to generate new systems in the same style thus perpetuating the same undesirable system characteristics. I believe data Systems developers should not make an society be at the mercy of technology, allowing it to dictate the lifetime characteristics of enterprise systems. I should also point out that by hand systems that preserve a enterprise tend to have an equal number of reasons for obsolescence and also suffer from unnecessary defects.
A Working Definition of Quality
Having been complicated in teaching engineering disciplines for systems development for decades, I've often pondered what potential honestly is. It's all the time seemed to me to be an ethereal concept, a feeling maybe.
For many years I felt that potential was "attention to detail." But that didn't seem to ring true when I found myself in my personal life building something in my stable like a set of shelves and honestly putting them together with some blocks and a join of boards. I knew that even though I hadn't paid too much attentiveness to detail, I was quite satisfied with the resultant shelves. The result honestly served my needs and I felt satisfied with the product.
One of the books I read that was fairly principal to me in this area of potential was "Zen and the Art of bicycle Maintenance" by Robert Pirsig (I started this article with a quote from that book). I found it consuming that in one of the chapters of the book, Pirsig concept that the separation of art from engineering was an "archaeological wrong turn" and quite unnatural. That seemed to satisfy my inner feelings that there was some sort of "pride" that went into my work which had more affinity with art than it did with an engineering discipline. However, this feeling wasn't an easy thing to teach in my seminars. It's quite difficult to instill a "feeling of quality" into one's student.
In my quest for a definition of potential I was lucky to come across a book called "Quality Is Free" by Philip Crosby which summed up something that I could honestly recognize with, define and teach. That something was that potential is plainly "conformance to requirements." If a product satisfies our requirements we believe it to be a potential product. This means it has the principal level of potential we want - it's that simple.
Quality as Conformance to Requirements
What I reconsider to be potential in a product or aid is the consistent delight of my requirements. The requirements and their delight must both be measurable. Based on what I've just said, here's my definition of potential - building on Crosby's definition.
Quality is recognized in a product or aid when it satisfies both the ethical and measurable requirements of the requester. It is accomplished with pride of ownership on the part of everyone complicated in satisfying those requirements.
This definition solved why I felt comfortable after having built a set of shelves that I knew hadn't had too much attentiveness to information paid to them. The shelves satisfied what I was trying to perform and was something that would satisfy my requirements for a storehouse place. (Notice that I was the requester, not my wife - identifying the real customer is important.)
Identifying the Customer
Although I do still believe that there's something to do with art as well as engineering that's brought together to form pride in ones work, that just might have something to do with my acquired internal value systems. However, I hope we can all agree that potential is "conformance to requirements", especially when you look on requirements as having many dissimilar aspects.
What I mean by that is we can have requirements for the system to build a system or product. That's my definition of a systems development methodology - a system to build Systems. So we should have requirements for the methodology we result as well as requirements for the system or product that results from it. In other words, you can have potential built into the practices and the step-by-step procedures for building a house as well as for the resultant house that's produced from using that methodology.
Obviously the requirements for a methodology convert depending on the product being produced; for example, the methodology for building a skyscraper is dissimilar from one for building a log cabin. It follows that we can also have requirements for each performance or phase within a methodology; for the analysis, design, and implementation activities. So we have enterprise requester requirements in analysis, system designer requirements in the solution, and implementer requirements for the implemented system/product. Having measureable requirements is at the heart of any profession.
By building in the principal potential in each one of these activities, we can furnish a system (human or computer) that has potential - at least the level of potential staggering by a customer.
Now having said all that, maybe an society that utilizes poor or "good-enough" systems plainly expects and accepts that level of quality. I guess that's fine if that's a stated goal in their mission or charter.
Some History of the potential Movement
There were a few pioneers that I'd like to mention in the evolution of attaining potential in processes and systems.
In 1930 a Professor Shewart working at Bell Laboratories identified that most of the problems resulting from a system were in the system itself and not in its implementation. He recognized that we could portion a process that produced some product or aid by focusing on the process' inputs and outputs. The areas of his study were the tasks and functions that took place in the office environment. One of his ideas was to use those measurements of the input into and the output from a process to eliminate the variations in the potential of a final product that came out of that process. This advent was called Process operate and its goal was to ensure an accepted range of potential in some accomplished product.
Then, an private by the name of Dr. W. Edwards Deming advocated the system of potential control/management in output to put over the idea that we should eliminate after-the-fact inspections and improve the potential of the process itself. Deming introduced the concept of being aware of the customer as the person who ultimately had to be satisfied with the results of a process. He also recognized the potential added value to a product or service. His advent therefore extended the ideas of Process operate to include the customer who up to that point was an entity totally external to the society that produced the product or service.
He questioned the value of after-the-fact inspections because he realized that the only thing you can do if an inspector finds a bad product is to throw the product away. Deming was a revolutionary when he said that we shouldn't furnish the bad product in the first place. Many habitancy attribute Deming with the turnaround in product potential in Japan in the late 1940s and 1950s.
Dr. Deming and someone else person by the name of Dr. Joseph M. Juran looked at the system of statistical operate of potential and process built-in quality. They introduced some of the basic graphical models that we now approximately take for granted as a means of representing processes.
Both Deming and Juran were given medals by the Emperor of Japan for their work. An award was created, called the Deming Prize, which is still sought today by fellowships looking to be connected with potential products and services.
In the 80s we saw the idea of "Quality Circles" as put send by Professor Ishikawa. This idea centered on a process where teams would carry on themselves and introduce continuous improvements in potential on their own (and not be managed by a hierarchical system). The idea here was that the best habitancy to come up with potential suggestions were the habitancy who were doing the work.
Of procedure there are many other approaches for obtaining potential such as Six Sigma which again looks at process improvement, and the International society for Standardization, Iso recommending standards for enterprise and government worldwide.
In the United States the Us government issues the Malcolm Baldrige potential Award which recognizes performance excellence in both public and private organizations.
The Deming Prize and Baldrige Award (and others) are aimed at recognizing the introduction and ongoing correction of potential in organizations.
Unfortunately, it's rather difficult for a computer agenda to improve itself once it's been written and installed in a system. A output computer system typically keeps the same level of potential for its life cycle as it had on day-one of its factory (or its potential could even deteriorate due to poor system maintenance and modification practices).
An implemented computer agenda has no feelings (not yet anyway). It doesn't care about satisfying customer needs, but a human being that requested it and advanced it should. The basic idea here is that as a human being in an organization, you should no longer look upon the procedure that is put in place today as cast in concrete. In fact, the focus of an society should be on the question: "Do our systems efficiently satisfy our customer's needs?" And, when one doesn't, we need to enduringly convert that system and/or its private processes.
From an implementation point of view this involves everyone. It involves the habitancy who show the way the customer interaction, the habitancy inside the system who may never see a customer (but who nevertheless are satisfying the customer's needs), the data systems and the habitancy who are the leaders and facilitators helping/facilitating the systems.
My own modest contributions to the evolution of ensuring potential in response to a customer's need in an society are the introduction of enterprise Event partitioning in the 1980s (which I now see reflected in the concepts of Event Stream Processing, Use Cases, Services, and Event Driven Architecture etc.). As well as the need to focus on six aspects of an organizations reaction to those customer Events: the Source, the Stimulus, the Processing, the Memory theResponse and the Recipient. I have also advocated for many years the creation of "seamless" enterprise systems as a response to customer needs along these enterprise Event lines (e.g. Ignoring customary departmental or other organizational boundaries).
Quality is Free
The ironic thing about this conference on potential is captured in the title of Philip Crosby's book, "Quality Is Free." You see, honestly producing a potential product ends up being cheaper than not producing a potential product. By the time you include customer delight (i.e. Not losing customers), the cost of discarding a poor product and all of the costs of installing inspections and testing mechanisms in systems, and, of course, the costs of fixing problems in development and "putting out fires" in output and recalls after a product is sold, then a non-quality product honestly exceeds the cost of building potential into a product or system.
So I would even go further than Philip Crosby's statement that "Quality is Free" and claim that potential saves you money in development and makes you money in customer satisfaction.
In my own profession I see way too many data system developers believe in testing errors out instead of not putting them in in the first place. Testing often just brings to light the presence of a poor development process. If an error is found when testing something it means there are probably more errors to be found.
In my technical workshop seminars I would set up an practice where teams would endeavor to find errors in someone else team's deliverable. I all the time liked it when a deliverable, after being reviewed by four other teams resulted in the criticism "We can't find whatever wrong with this". There wasn't a repaymen for looking errors there was a repaymen for the team that produced the error-free deliverable.
Now there's a realistic phrase "You don't know what you don't know". I bring this up here because I'm not saying that we can eliminate all errors and defects in systems or products, however the errors that get straight through will be unknown errors, not ones that we can predict in advance. In other words the methodology should eliminate all known errors from production their way into a product. And of procedure the unknown error now becomes a known error that is used to improve the methodology.
So build potential into the methodology which will result in potential in the accomplished product.
I believe there's a mind-set that goes with quality. You settle the level of potential you want for your organization's systems and products - because your customers honestly will.
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