agileFor a Crystal team of fifty plus, the cross functional quality circle should have at least one representative per team. The cross functional quality circle should meet for one hour every week. For Crystal, the cross functional quality circle should be part of the team's quality management. The circle is a management group. (35/93)
2. Let Them Solve It by Giving the Cross Functional Quality Circle the Authority to Define Quality Standards and Enforce Them Across All Seven Teams So That Quality Is Not Just One Team's Responsibility but Everyone's Responsibility (36/93)
Ibuka let them solve it at Sony. The letting of them solve it meant that problems were solved fast. The solving fast of problems built Sony. You should let them solve it by giving the cross functional quality circle the authority to define quality standards and enforce them across all seven teams so that quality is not just one team's responsibility but everyone's responsibility with the same fast solving enabling letting. (37/93)
For a retail hardware SME, the authority might look like this. The Crystal coach gives the cross functional quality circle the authority. The giving of the authority to the cross functional quality circle means that the circle can define quality standards. The defining of quality standards by the circle means that the circle creates rules. The creating of rules by the circle means that the rules are agreed upon. The being agreed upon of the rules means that everyone follows them (38/93)
. The following of the rules by everyone means that quality is consistent.
The authority has three parts. Part one. Define quality standards. The defining of quality standards means that the circle creates a quality standard document. The quality standard document is a document. The document is three pages. The three pages have five sections. (39/93)
Section one. Code quality. The code quality is the quality of the code. The quality of the code means that the code has no bugs. The having of no bugs by the code means that the code is tested. The being tested of the code means that the code has unit tests. The having of unit tests by the code means that the code quality is high. (40/93)
Section two. Hardware quality. The hardware quality is the quality of the hardware. The quality of the hardware means that the hardware does not fail. The not failing of the hardware means that the hardware is tested. The being tested of the hardware means that the hardware has stress tests. The having of stress tests by the hardware means that the hardware quality is high. (41/93)
Section three. Cloud quality. The cloud quality is the quality of the cloud. The quality of the cloud means that the cloud does not go down. The not going down of the cloud means that the cloud is monitored. The being monitored of the cloud means that the cloud has alerts. The having of alerts by the cloud means that the cloud quality is high. (42/93)
Section four. Mobile quality. The mobile quality is the quality of the mobile app. The quality of the mobile app means that the mobile app does not crash. The not crashing of the mobile app means that the mobile app is tested. The being tested of the mobile app means that the mobile app has automated tests. The having of automated tests by the mobile app means that the mobile quality is high. (43/93)
Section five. Deployment quality. The deployment quality is the quality of the deployment. The quality of the deployment means that the deployment does not break. The not breaking of the deployment means that the deployment is tested. The being tested of the deployment means that the deployment has a rollback plan. The having of a rollback plan by the deployment means that the deployment quality is high. (44/93)
Part two. Enforce quality standards. The enforcing of quality standards means that the circle checks the work. The checking of the work by the circle means that the circle reviews the code and the hardware and the cloud and the mobile app and the deployment. The reviewing of the code and the hardware and the cloud and the mobile app and the deployment by the circle means that the circle finds violations. The finding of violations by the circle means that the circle reports them (45/93)
. The reporting of violations by the circle means that the violations are fixed.
Part three. Update quality standards. The updating of quality standards means that the circle changes the standards. The changing of the standards by the circle means that the standards are improved. The improving of the standards means that quality is better. (46/93)
Last quarter, the authority was given to the cross functional quality circle. The giving of the authority to the cross functional quality circle meant that the circle defined quality standards. The defining of quality standards by the circle meant that the circle created a three page document. The three page document had five sections. The five sections were code quality and hardware quality and cloud quality and mobile quality and deployment quality (47/93)
. The creating of the three page document meant that everyone had standards. The having of standards by everyone meant that everyone followed them. The following of the standards by everyone meant that quality was consistent. The being consistent of quality saved the company twenty eight thousand dollars. The twenty eight thousand dollars was the cost of the inconsistent quality that would have been caused by not having quality standards. (48/93)
For a Crystal team of fifty plus, the authority should have at least three parts. The three parts should be define quality standards and enforce quality standards and update quality standards. The quality standard document should have at least five sections. For Crystal, the authority should be part of the team's quality management. The authority is a management responsibility. (49/93)
3. Create a Shared Quality Dashboard by Building a Visible Dashboard That Shows Quality Metrics from All Seven Teams in One Place So That Everyone Can See the Quality Status and No Team Can Hide Quality Issues (50/93)
Ibuka created shared spaces at Sony. The creating of shared spaces meant that everyone could see the status. The seeing of the status by everyone meant that problems were visible. The visibility of problems meant that problems were solved. The solving of problems built Sony (51/93)
. You should create a shared quality dashboard by building a visible dashboard that shows quality metrics from all seven teams in one place so that everyone can see the quality status and no team can hide quality issues with the same problem solving enabling shared space creation. (52/93)
For a retail hardware SME, the shared quality dashboard might look like this. The Crystal coach builds a shared quality dashboard. The shared quality dashboard is a screen. The screen is a monitor. The monitor is mounted on the wall. The mounting of the monitor on the wall means that everyone can see it. The seeing of the monitor by everyone means that everyone knows the quality status.
The shared quality dashboard has seven sections. Each section is a team. (53/93)
Section one. Firmware team. The firmware team section shows three metrics. Metric one. Bug count. The bug count is the number of bugs. The number of bugs is twelve. Metric two. Test coverage. The test coverage is the percentage of code tested. The percentage of code tested is seventy eight percent. Metric three. Crash rate. The crash rate is the percentage of displays that crash. The percentage of displays that crash is three point two percent. (54/93)
Section two. Hardware team. The hardware team section shows three metrics. Metric one. Failure rate. The failure rate is the percentage of displays that fail. The percentage of displays that fail is two point one percent. Metric two. Stress test pass rate. The stress test pass rate is the percentage of displays that pass stress tests. The percentage of displays that pass stress tests is ninety four percent. Metric three. Return rate (55/93)
. The return rate is the percentage of displays that are returned. The percentage of displays that are returned is four point five percent. (56/93)
Section three. Cloud team. The cloud team section shows three metrics. Metric one. Uptime. The uptime is the percentage of time the cloud is up. The percentage of time the cloud is up is ninety nine point two percent. Metric two. Response time. The response time is the time it takes for the cloud to respond. The time it takes for the cloud to respond is one hundred and forty milliseconds. Metric three. Error rate. The error rate is the percentage of requests that fail (57/93)
Section four. Mobile team. The mobile team section shows three metrics. Metric one. Crash rate. The crash rate is the percentage of mobile app sessions that crash. The percentage of mobile app sessions that crash is one point nine percent. Metric two. Test coverage. The test coverage is the percentage of code tested. The percentage of code tested is seventy two percent. Metric three. User rating. The user rating is the rating given by users (59/93)
Section five. Testing team. The testing team section shows three metrics. Metric one. Bugs found. The bugs found is the number of bugs found. The number of bugs found is forty seven. Metric two. Bugs fixed. The bugs fixed is the number of bugs fixed. The number of bugs fixed is thirty nine. Metric three. Test pass rate. The test pass rate is the percentage of tests that pass. The percentage of tests that pass is eighty seven percent. (61/93)
Section six. Design team. The design team section shows three metrics. Metric one. Usability score. The usability score is the score given by users. The score given by users is seven point eight out of ten. Metric two. Design review pass rate. The design review pass rate is the percentage of designs that pass review. The percentage of designs that pass review is ninety one percent. Metric three. Iteration count. The iteration count is the number of design iterations (62/93)
Section seven. Operations team. The operations team section shows three metrics. Metric one. Deployment success rate. The deployment success rate is the percentage of deployments that succeed. The percentage of deployments that succeed is ninety six percent. Metric two. Rollback rate. The rollback rate is the percentage of deployments that are rolled back. The percentage of deployments that are rolled back is four percent. Metric three. Time to deploy (64/93)
. The time to deploy is the time it takes to deploy. The time it takes to deploy is twenty two minutes. (65/93)
The shared quality dashboard is updated every day. The updating of the shared quality dashboard every day means that the dashboard is current. The being current of the dashboard means that everyone knows the current quality status. The knowing of the current quality status by everyone means that quality issues are visible. The visibility of quality issues means that quality issues are fixed. (66/93)
Last quarter, the shared quality dashboard was built. The building of the shared quality dashboard was a two week effort. The two week effort created a monitor. The monitor was mounted on the wall. The mounting of the monitor on the wall meant that everyone could see it. The seeing of the monitor by everyone meant that everyone knew the quality status. The knowing of the quality status by everyone meant that quality issues were visible (67/93)
. The visibility of quality issues meant that quality issues were fixed. The fixing of quality issues saved the company twenty six thousand dollars. The twenty six thousand dollars was the cost of the hidden quality issues that would have been caused by not having a shared quality dashboard. (68/93)
For a Crystal team of fifty plus, the shared quality dashboard should have at least seven sections. Each section should show at least three metrics. The shared quality dashboard should be updated every day. For Crystal, the shared quality dashboard should be part of the team's quality management. The dashboard is a management tool. (69/93)
4. Iterate by Running a Feedback Loop Every Two Weeks That Reviews the Quality Metrics and Updates the Quality Standards and the Dashboard Based on What Is Working and What Is Not So That Quality Gets Better Every Two Weeks (70/93)
Ibuka iterated at Sony. The iterating meant that Sony got better. The getting better of Sony built Sony. You should iterate by running a feedback loop every two weeks that reviews the quality metrics and updates the quality standards and the dashboard based on what is working and what is not so that quality gets better every two weeks with the same getting better enabling iteration. (71/93)
For a retail hardware SME, the feedback loop might look like this. The Crystal coach runs a feedback loop. The feedback loop is a meeting. The meeting is forty five minutes. The meeting happens every two weeks. The every two weeks meeting has three parts. (72/93)
Part one. Review quality metrics. This part is fifteen minutes. The fifteen minutes are for reviewing quality metrics. The reviewing of quality metrics means that the cross functional quality circle looks at the dashboard. The looking at the dashboard by the cross functional quality circle means that the cross functional quality circle sees the metrics (73/93)
Part two. Update quality standards. This part is fifteen minutes. The fifteen minutes are for updating quality standards. The updating of quality standards means that the cross functional quality circle changes the standards. The changing of the standards by the cross functional quality circle means that the standards are improved. The improving of the standards means that quality is better. (75/93)
Part three. Update the dashboard. This part is fifteen minutes. The fifteen minutes are for updating the dashboard. The updating of the dashboard means that the cross functional quality circle changes the dashboard. The changing of the dashboard by the cross functional quality circle means that the dashboard is improved. The improving of the dashboard means that the dashboard is more useful. (76/93)
Last quarter, the feedback loop was run six times. The six runs of the feedback loop reviewed the quality metrics six times. The reviewing of the quality metrics six times meant that four updates were made.
Update one. The quality standards were updated. The updating of the quality standards meant that a new section was added. The new section is security quality. The adding of the new section meant that security was measured. The measuring of security meant that security was better. (77/93)
Update two. The dashboard was updated. The updating of the dashboard meant that a new metric was added. The new metric is mean time to recovery. The adding of the new metric meant that recovery time was measured. The measuring of recovery time meant that recovery time was reduced. (78/93)
Update three. The quality standards were updated again. The updating of the quality standards again meant that the crash rate threshold was lowered. The lowering of the crash rate threshold meant that the crash rate was reduced. The reducing of the crash rate meant that quality was better. (79/93)
Update four. The dashboard was updated again. The updating of the dashboard again meant that a new section was added. The new section is customer satisfaction. The adding of the new section meant that customer satisfaction was measured. The measuring of customer satisfaction meant that customer satisfaction was improved. (80/93)
The making of four updates meant that quality was better. The being better of quality saved the company twenty seven thousand dollars. The twenty seven thousand dollars was the cost of the poor quality that would have been caused by not iterating. (81/93)
For a Crystal team of fifty plus, the feedback loop should happen every two weeks. The feedback loop should have at least three parts. The feedback loop should update at least one artifact per month. For Crystal, the feedback loop should be part of the team's quality management. The feedback loop is a management activity.
## Closing on Putting the Right People in the Room Over Letting Teams Work in Isolation (82/93)
Masaru Ibuka did not build Sony by letting each team work in isolation and optimizing for their own goals and hoping that the overall product would be good and losing quality because teams did not collaborate (83/93)
. He built it by putting the right people in the room and creating a cross functional quality circle that includes one representative from each of the seven teams and meets for one hour every week to review quality issues collaboratively so that the one week effort created a group of seven people and the meeting for one hour every week meant that twenty three quality issues were caught and saved thirty one thousand dollars, letting them solve it by giving the cross functional quality cir (84/93)
cle the authority to define quality standards and enforce them across all seven teams so that quality is not just one team's responsibility but everyone's responsibility so that the authority had three parts and the quality standard document had five sections and the following of the standards by everyone meant that quality was consistent and saved twenty eight thousand dollars, creating a shared quality dashboard by building a visible dashboard that shows quality metrics from all seven (85/93)
teams in one place so that everyone can see the quality status and no team can hide quality issues so that the two week effort created a monitor mounted on the wall and the seeing of the monitor by everyone meant that quality issues were visible and saved twenty six thousand dollars, and iterating by running a feedback loop every two weeks that reviews the quality metrics and updates the quality standards and the dashboard based on what is working and what is not so that quality gets (86/93)
better every two weeks so that the six runs of the feedback loop reviewed the quality metrics six times and made four updates and saved twenty seven thousand dollars. (87/93)
For a retail hardware SME running Crystal with multiple teams of fifty plus people, balancing speed with quality in development requires the same innovation through collaboration. Put the right people in the room by creating a cross functional quality circle that includes one representative from each of the seven teams and meets for one hour every week to review quality issues collaboratively so that the group has seven people and meets every week (88/93)
. Let them solve it by giving the cross functional quality circle the authority to define quality standards and enforce them across all seven teams so that quality is not just one team's responsibility but everyone's responsibility so that the authority has three parts and the quality standard document has five sections (89/93)
. Create a shared quality dashboard by building a visible dashboard that shows quality metrics from all seven teams in one place so that everyone can see the quality status and no team can hide quality issues so that the dashboard has seven sections and each section shows three metrics (90/93)
. Iterate by running a feedback loop every two weeks that reviews the quality metrics and updates the quality standards and the dashboard based on what is working and what is not so that quality gets better every two weeks so that the feedback loop happens every two weeks and updates at least one artifact per month. (91/93)
Start by having your Crystal coach create the cross functional quality circle this week, then give the circle authority and build the shared quality dashboard and run the feedback loop every two weeks, and your seventy six employee SME stops losing one hundred and twelve thousand dollars per quarter on crashing displays because a retail hardware SME learned to balance speed with quality from a collaboration pioneer who proved that the best way to achieve both speed and quality is to (92/93)
stop letting teams work in isolation and start putting the right people in the room and letting them solve it.
#RetailHardware #AgileDevelopment #QualityManagement #CrossFunctionalTeams #InnovationThroughCollaboration #CrystalAgile #ProductQuality #TeamCollaboration #RetailTech #ContinuousImprovement (93/93)