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Essay / Research Paper Abstract
A 12 page paper discussing software engineering in terms of Total Quality Management (TQM). The paper includes a brief history of TQM as well as discussion of the Deming, Juran and Crosby models, and then places software engineering within that framework. A primary feature of software engineering quality, then, is the service of assisting customers to identify all aspects of their requirements for any new product, particularly in those areas that they have not considered because they are not technically proficient in designing and producing new systems. Quality results from meeting customer expectations, which may be difficult to identify. Appropriate antidotes can be found in the Deming model of quality. Bibliography lists 11 sources.
Page Count:
12 pages (~225 words per page)
File: CC6_KS-ITqualControl.rtf
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Unformatted sample text from the term paper:
Management (TQM) was born of an effort to increase quality while simultaneously reducing costs. It originally was developed in a manufacturing context, but once "discovered" in the US in
the 1980s, it quickly spread to include all aspects of business, regardless of sector. No longer were only manufacturers able to apply its principles; all other types of concerns could
use them as well. We have TQM initiatives in services, education, health care - and software engineering. TQM is not a single
concept or process, and there is not only one "right" way to approach it. Rather, several models have developed over the years. The best known and most widely
used are the Deming, Juran and Baldrige models. Most organizations employing the concepts of TQM use a combination of these and other models, depending on their business sectors and
their internal cultures. The Deming Model It was the Deming model that first gained widespread attention in the US in the 1980s when
all of American manufacturing believed that the Japanese had a "secret" of manufacturing that they had developed. Rather, statistician Walter Shewhart had published in 1931 a work describing the
benefits of bringing manufacturing under statistical control and the mechanisms for achieving that control. He and his prot?g? Deming transformed a war-time production plant in the time they spent
there during World War II, demonstrating in real-world terms that it was indeed to increase quality, increase efficiency while simultaneously reducing costs. This is the essence of the Deming
model, and it is one that is most often associated with manufacturing settings. A democratic, yet authoritative approach is essential for the successful
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