Edwards Deming outlined 14 quality principles, which must be used concurrently in order to achieve quality. While these principles were applied to industry, influencing government, schools, and hospitals, many are also applicable to achieving software quality from an information technology perspective. The following is a brief discuss of each point, followed by a description of how a quality assurance organization might apply each:

Point 1 – Create Constancy of Purpose: Most companies tend to dwell on their immediate problems without adequate attention to the future. According to Deming, “It is easy to stay bound up in the tangled knots of the problems of today, becoming ever more and more efficient in the future, but no company without a plan for the future will stay in business.” A constancy of purpose requires: innovation, e.g., long-term planning for it, investment in research and education, and continuous improvement of products and service. To apply this point, an information technology quality assurance organization can:

1. Develop a quality assurance plan that provides a long-range quality direction

2. Require software testers to develop and maintain comprehensive test plans for each project

3. Encourage quality analysts and testers to come up with new and innovative ideas to maximize quality

4. Strive to continuously improve quality processes

Point 2 – Adopt the New Philosophy: Quality must become the new religion. According to Deming, “The cost of living depends inversely on the goods and services that a given amount of money will buy, e.g., reliable service reduces costs. Delays and mistakes raise costs.” Consumers of goods and services end up paying for delays and mistakes, which reduces their standard of living. Tolerance of acceptability levels and defects in systems is the roadblock between quality and productivity. To apply this point, an information technology quality assurance organization can:

1. Educate the information technology organization on the need and value of quality

2. Promote the quality assurance department to the same level as any other department

3. Defuse the notion that quality assurance is negative and the “watch dogs”

4. Develop a risk management plan and not accept any anomalies outside the range of acceptable risk tolerance

Point 3 – Cease Dependence on Mass Inspection: The old way of thinking is to inspect bad quality out. A better approach is that inspection should be used to see how we are doing, and not be left to the final product, when it is difficult to determine where in the process a defect took place. Quality should be built in without the dependence on mass inspections. To apply this point, an information technology quality assurance organization can:

1. Promote and interject technical reviews, walkthroughs, and inspections as nondefensive techniques for achieving quality throughout the entire development cycle

2. Instill the need for the whole organization to be quality conscious and treat it as a tangible, measurable work product deliverable

3. Require statistical evidence of information technology quality

Point 4 – End the Practice of Awarding Business on Price Tag Alone: “Two or more suppliers for the same item will multiply the evils that are necessarily inherent and bad enough with any one supplier.” A buyer will serve his company best by developing a long-term relationship of loyalty and trust with a single vendor. Rather than using standards manuals by which vendors must qualify for business, a better approach is active involvement by the supplier’s management with Deming’s Fourteen Points. To apply this point, an information technology quality assurance organization can:

1. Require software quality and test vendors to provide statistical evidence of their quality

2. Pick the best vendor for each quality assurance tool, testing tool, or service, and develop a working relationship consistent with the quality plan

Point 5 – Improve Constantly and Forever the System of Production and Service: Improvement is not a one-time effort — management is obligated to improve quality continuously. “Putting out fires is not improvement. Finding a point out of control, finding the special cause and removing it, is only putting the process back to where it was in the first place. The obligation for improvement is a ceaseless process.” To apply this point, an information technology Quality Assurance organization can:

1. Constantly improve quality assurance and testing processes

2. Don’t rely on judgment

3. Use statistical techniques such as root cause and effect analysis to uncover the sources of problems and test analysis

Point 6 – Institute Training and Retraining: Often there is little or no training and workers do not know when they have done their jobs correctly. It is very difficult to erase improper training. Deming stresses that training should not end as long as performance is not in statistical control and there is something to be gained. To apply this point, an information technology quality assurance organization can:

1. Institute modern training aids and practices

2. Encourage quality staff to constantly increase their knowledge of quality and testing techniques by attending seminars and classes

3. Reward staff for creating new seminars and special interest groups

4. Use statistical techniques to determine when training is needed and completed

Point 7 – Institute Leadership: “There is no excuse to offer for putting people on a job that they know not how to do. Most so-called ‘goofing off’ — somebody seems to be lazy, doesn’t seem to care — that person is almost always in the wrong job, or has very poor management.” It is the responsibility of management to discover the inhibitors that prevent workers from taking pride in their jobs. From an information technology point of view, development often views the job of quality to be the QA department’s responsibility. QA should be very aggressive as quality leaders and point out that quality is everyone’s responsibility. To apply this point, an information technology quality assurance organization can:

1. For example, if a developer has an excessive number of defects discovered by QA testing, take the time to train him or her on how to unit test his or her code effectively.

2. Improve supervision, which is the responsibility of management

3. Allow the project leader to have more time to help people on the job

4. Use statistical methods to indicate where there are faults

Point 8 – Drive Out Fear: There is often no incentive for problem solving. Suggesting new ideas is too risky. People are afraid of losing their raises, promotions, or jobs. “Fear takes a horrible toll. Fear is all around, robbing people of their pride, hurting them, robbing them of a chance to contribute to the company. It is unbelievable what happens when you unloose fear.” A common problem is the fear of inspections. To apply this point, an information technology quality assurance organization can:

1. Promote the idea that quality is goodness and should be rewarded, and promote any new ideas to improve quality

2. Prior to a structured walkthrough, inspection, or JAD session, QA should make sure everyone understands the ground rules and promote an “egoless” environment

3. Periodically schedule a “Quality Day” in which quality improvement ideas are openly shared

Point 9 – Break Down Barriers Between Staff Areas: There are numerous problems when departments have different goals and do not work as a team to solve problems, set policies, or define new directions. “People can work superbly in their respective departments, but if their goals are in conflict, they can ruin the company. It is better to have teamwork, working for the company.” To apply this point, an information technology quality assurance organization can:

1. Quality assurance and other departments (particularly development) need to work closely together; QA should be viewed as the “good guys” trying to make the software products the best in the world

2. Quality assurance should point out that a defect discovered before production is one that won’t be discovered by the users

Point 10 – Eliminate Slogans, Exhortations, and Targets for the Workforce: “Slogans never helped anybody do a good job. They generate frustration and resentment.” Slogans such as “Zero Defects” or “Do it Right the First Time” are fine on the surface. The problem is that they are viewed as signals that management does not understand employees’ problems, or care. There is a common practice of setting goals without describing how they are going to be accomplished. To apply this point, an information technology quality assurance organization can:

1. Encourage management to avoid the use of slogans

2. Rather than generate slogans, the QA organization should develop and document quality standards, procedures, and processes which the rest of the organization can use to help them to maximize quality

Point 11 – Eliminate Numerical Goals: “Quotas or other work standards, such as measured day work or rates, impede quality perhaps more than any other single working condition. As work standards are generally used, they guarantee inefficiency and high costs.” A proper work standard would define what is and is not acceptable in terms of quality. To apply this point, an information technology quality assurance organization can:

1. Look not just at the numbers but look carefully at the quality standards

2. Avoid formally publicizing defects rates by individual or department

3. Work with the development organization to define quality standards and procedures to improve quality

4. When there are specific quality issues, the QA and Development manager need to address them informally

Point 12 – Remove Barriers to Pride of Workmanship: People are regarded as a commodity, to be used as needed. If not needed, they are returned to the market. Managers cope with many problems but tend to shy away from people problems. They often form “Quality Control Circles,” but this is often a way for a manager to pretend to be doing something about a problem. Management seldom invests employees with any authority, nor does it act upon their recommendations. To apply this point, an information technology quality assurance organization can:

1. Instill an image that quality is their deliverable and is a very valuable commodity

2. Delegate responsibility to the staff to seek out quality and do whatever it takes to accomplish it

Point 13 – Institute a Vigorous Program of Education and Retraining: People must acquire new knowledge and skills. Education and retraining is an investment in people, which is required for long-term planning. Education and training must fit people into new jobs and responsibilities. To apply this point, an information technology quality assurance organization can:

1. Encourage quality staff to constantly increase their knowledge of quality and testing techniques by attending seminars and classes

2. Reward staff for creating new seminars and special interest groups

3. Retrain individuals in new quality skills

Point 14 – Take Action to Accomplish the Transformation: Top management needs to push these thirteen points. Every employee, including managers, should acquire a precise idea of how to improve quality continually, but the initiative must come from top management. With this point Dr. Edwards Deming gave the Plan, Do, Check, Act Process that is commonly known as Deming Cycle. I’ll explain PDCA in my next post.

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