Quality Progress - July 2015 - (Page 63)

ONE GOOD IDEA BY JIM JOHNSTONE Agile Quality Software-development principles create more product value LAST YEAR, I researched agile software are always discovering and evolving what ideas comes from understanding custom- development for ASQ Austin Section's makes an excellent product, and they use ers' motivations and problems. Combine quality seminar. It's an approach "based existing products in new ways that you this with your employees' knowledge as a on iterative and incremental development, did not anticipate. resource for learning how to produce new where requirements and solutions evolve 3. Product lead times should be through collaboration between self-orga- short-Customer demand is perishable. nizing, cross-functional teams." The internet has created global competi- 1 products faster, cheaper and with better quality. 9. Focus on technical excellence When agile principles are properly tion for customers, and low-cost technol- and good design-Product excellence deployed, they can produce products that ogy enables more sophisticated solutions comes from an organization's culture, yield twice the value in half the develop- to customer needs. starting at the top and working its way Apply the theory of constraints (a down. People enjoy working in a quality- apply these principles to help my clients im- method for finding constraints block- first, customer-centric environment more prove their quality management systems?" ing the achievement of goals) to shorten than one focused on cost. ment time. I asked myself, "How could I development and delivery cycle times, and Agile principles retain customers.5 10. Simplicity is essential-When you start a project, ask yourself: What is the simplest way to accomplish my goal? In 2001, the Agile Manifesto was created 4. New products that meet custom- based on 12 principles. I adapted them to ers' needs are the principle measure of Value stream mapping is a good way to apply to any organization.2 progress-Your customers' needs always analyze product or process simplicity. 11. Self-organizing teams-Techni- 1. Customer satisfaction by rapid change. You must consistently introduce delivery of useful products-Customer new products to meet those needs and be cal talent can't succeed alone. Not every- satisfaction is everything. Agile develop- able to cope with the rate of change. one has leadership and organizational ers found that 80% of a product's value 5. Sustainable, rapid product de- skills. You need leaders at every level was in 20% of its features- mirroring the velopment-Analyze your organization's in your organization and training on the Pareto principle-and developers should processes using value stream or business principles of organizing teams. first focus on completing that valuable process mapping to find bottlenecks and 20% of the product.3, 4 expand their capabilities to grow business. From listening to customers talk about 6. Close, daily cooperation between 12. Adapt to changing circumstances-Anticipate how you can extend or adapt your current strategy when their problems, can you determine which business people and developers- circumstances change, and consider your ones they are trying to solve with your Developers are creative. This must be alternatives because optimization comes product? Responding quickly to custom- balanced with pragmatism for profitability from choices-one of which may be start- ers' needs provides them instant solutions and creating easily produced products. ing over. to their problems. 7. Face-to-face conversation is the Adopting agile principles helped me best form of communication-Great complete more useful work in less time failure mode and effects analysis, you customer relationships are built around and help my clients achieve their goals. QP reduce the risk of product flaws that could people, not paper. Specs are important, worsen a customer's issue. When flaws but rarely convey all the information, and are found, respond with a rapid, thorough they may contain conflicting information root-cause investigation. Customers' that requires interpretation. Your interpre- confidence in your organization can be tation may not be the same as a custom- restored though rapid corrections that are er's, so you should talk it over. By using quality tools, such as design validated by data. 2. Welcome changing requirements, even late in development-Customers 8. Projects are built around motivated individuals who should be trusted-The best source of innovative EDITOR'S NOTE The references listed in this article can be found on the One Good Idea webpage at www.qualityprogress.com. JIM JOHNSTONE is the owner of Johnstone Global Consulting Services in Austin, TX. He earned a master's degree in electrical engineering from Ohio University in Athens. A senior member, Johnstone is an ASQcertified quality engineer, auditor and Six Sigma Black Belt. July 2015 * QP 63 http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - July 2015

Up Front
LogOn
Expert Answers
Keeping Current
Mr. Pareto Head
Open to Change
Passion Project
Turning on the Light Bulb
What‘s Your Theory?
Measure for Measure
Quality in the First Person
Career Corner
Statistics Roundtable
Standards Outlook
ASQ's Continuing Education and Professional Development Directory
QP Toolbox
QP Reviews
One Good Idea
Back to Basics

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