quality-assurance-vs-quality-control

Quality Assurance Vs. Quality Control

Quality assurance (QA) describes various procedures and activities that occur during product development. In other words, quality assurance is a way to verify that the planned quality requirements will be fulfilled as the product is manufactured or developed.

Examples include:

  • Design and prototyping.
  • Version control.
  • Configuration management.
  • Customer acceptance and feedback.
  • Specification compliance.
  • Low percentage rate of defects, and
  • Shipping that results in delivery without damage to products or packaging.
AspectQuality Assurance (QA)Quality Control (QC)
DefinitionA systematic process focused on preventing defects and ensuring that quality standards and processes are followed throughout a project or production.A process-oriented approach that involves inspecting and testing products or services to identify and correct defects before they reach the customer.
FocusFocuses on process management, continuous improvement, and adherence to established quality standards and procedures.Concentrates on product inspection, testing, and verification to identify and rectify defects.
TimingImplemented during the entire product development or service delivery lifecycle.Implemented during and after the production or service delivery process.
ObjectiveAims to prevent defects and errors from occurring in the first place, thereby reducing the likelihood of defects reaching the customer.Aims to identify defects and errors that have already occurred in the product or service, preventing them from reaching the customer.
ResponsibilityInvolves the entire team or organization, from top management to frontline employees, to ensure that quality is built into processes and products.Typically carried out by specialized QC teams or individuals responsible for inspecting and testing products.
MethodsInvolves process audits, documentation reviews, training, process improvement, and process standardization.Involves product testing, inspections, measurements, and data analysis to verify product quality.
DocumentationFocuses on creating and maintaining quality management systems, standards, and procedures documentation.Involves creating records of inspections, test results, and corrective actions taken.
Continuous ImprovementEmphasizes continuous process improvement and strives for defect prevention through process optimization.Focuses on identifying and correcting defects as they arise, with less emphasis on process improvement.
Customer ImpactAims to prevent quality issues from reaching the customer, leading to higher customer satisfaction and loyalty.Ensures that only products or services meeting quality standards are delivered to the customer, also contributing to customer satisfaction.
Cost ManagementMay require upfront investment in quality processes and training but can lead to long-term cost savings by reducing defects and rework.May involve costs associated with inspection, testing, and rework but is essential to avoid customer dissatisfaction and costly recalls.
Examples– Developing and implementing standardized procedures. – Training employees on quality processes. – Conducting regular process audits.– Inspecting manufactured products for defects. – Testing software for bugs. – Measuring product dimensions against specifications.

What is quality control?

Quality control (QC) is the inspection phase of quality assurance where the product is tested to ensure it is effective and safe to use. 

Examples of QC include:

  • Identification of product blemishes or errors.
  • Conformance with industry standards and regulations.
  • Identification of bugs to be fixed in the next iteration or before product release.
  • Acceptance sampling or quality control charts.
  • Statistical process control methods such as SPC manufacturing.
  • Total Quality Management (TQM), and
  • Lean manufacturing.

Key Similarities between Quality Assurance (QA) and Quality Control (QC):

Both are part of the quality management process: Both QA and QC are essential components of quality management and are aimed at ensuring that products or services meet the required quality standards.

Focus on improving product quality

The primary goal of both QA and QC is to improve the quality of the final product or service delivered to customers.

Based on standards and procedures

Both QA and QC rely on established standards, procedures, and best practices to ensure consistent quality.

Involve testing and inspection

Both QA and QC involve testing and inspection processes to identify and address quality issues.

Help in identifying and correcting defects

Both QA and QC activities aim to identify defects or non-compliance with standards and take corrective actions to improve quality.

The key differences between quality assurance and quality control

While quality assurance and quality control are both aspects of quality management, their focus and how they approach quality itself are fundamentally different.

To understand these differences, it can be helpful to understand how both contribute to an organization’s quality improvement endeavors. 

Here are some of the main differences between QA and QC.

Proactive vs. reactive

  • Quality assurance is proactive. It seeks to prevent errors and defects before they occur. Standard operating procedures (SOPs) based on ISO 9000 standards ensure that a safe and effective product is produced every time such processes are followed. 
  • Quality control is reactive. It tests for efficacy and safety and seeks to identify errors and defects after the product has been produced.

System vs. parts

  • Quality assurance utilizes control systems comprised of methods and procedures to protect quality standards. For example, a QA system may dictate that inputs such as auditing and raw material batch sampling are consistently safe and effective.
  • Quality control measures parts (and the outputs) of the system. They may also be used to measure parts involved in creating the final product such as raw materials from a supplier.

Process vs. product

  • Quality assurance prevents quality problems and is thus process and action-oriented. Processes include documentation, audits, employee training, and change control.
  • Quality control tests for quality problems and is thus product and customer-oriented. Procedures include batch inspection, lab testing, software testing, and validation testing.

Entire team vs. dedicated personnel

  • Quality assurance activities concern the entire team because they cover all aspects of product development. Whilst quality management systems are the domain of the leadership and quality team, the activities themselves stipulate training, review, and documentation standards for the broader workforce.
  • Quality control is more limited in scope and as a result, is the domain of certain, specialized staff within the organization. These individuals follow SOPs for quality control and documentation that are based on standardized testing and process validation procedures.

Key takeaways:

  • Quality assurance (QA) describes various procedures and activities that occur during product development. Quality control (QC) is the inspection phase of quality assurance where the product is tested to ensure it is effective and safe to use.
  • While quality assurance and quality control are both aspects of quality management, their focus and how they approach quality itself are fundamentally different.
  • Some of the key differences between QA and QC include proactivity vs. reactivity, system vs. parts, process vs. product, and entire team vs. dedicated personnel.

Case Studies

Quality Assurance (QA) Examples:

  • Software Development:
    • Before coding begins, the development team defines a coding standard that all developers should adhere to. This ensures consistency in code.
    • Regular training sessions for the development team on the latest best practices in coding and software design.
  • Automotive Industry:
    • Implementing standardized procedures for assembling parts to ensure each car is built to the same quality standards.
    • Regularly reviewing and updating the assembly process to incorporate the latest technological advancements and improve efficiency.
  • Pharmaceuticals:
    • Establishing standard procedures for drug manufacturing to ensure each batch maintains the same level of quality and efficacy.
    • Conducting regular audits of the manufacturing process to ensure compliance with both internal and external standards.
  • Food Production:
    • Setting up standardized recipes and cooking procedures in a restaurant to ensure that dishes are consistent in taste and presentation.
    • Regularly reviewing and updating sanitary and storage procedures to ensure food safety.

Quality Control (QC) Examples:

  • Software Development:
    • Code reviews where another developer checks the written code for errors or inefficiencies.
    • Running automated tests to identify bugs or issues in the software.
  • Automotive Industry:
    • Visual inspection of cars coming off the assembly line for any defects or issues.
    • Randomly testing vehicles for safety and performance to ensure they meet established standards.
  • Pharmaceuticals:
    • Taking samples from each batch of drugs produced and testing them in labs to ensure they meet the required efficacy and safety standards.
    • Checking the packaging and labeling of drugs to ensure they provide the correct information and are tamper-proof.
  • Food Production:
    • Taste-testing dishes in a restaurant before they are served to customers to ensure they meet the desired taste and presentation standards.
    • Physically inspecting food items like fruits, vegetables, and meats upon delivery to ensure they meet quality and freshness standards.

Key highlights:

  • Quality Assurance (QA):
    • Focuses on the processes during product development.
    • It’s proactive, aiming to prevent errors and defects.
    • Covers aspects like design, prototyping, and version control.
    • Involves the entire team and is action-oriented.
    • Emphasizes on system-wide standards and procedures.
  • Quality Control (QC):
    • Refers to the inspection phase where products are tested.
    • It’s reactive, identifying and rectifying defects after production.
    • Examples include detecting product blemishes and ensuring conformance with standards.
    • Is more limited in scope and often handled by specialized staff.
    • Focuses on specific product checks and validations.
  • Common Ground:
    • Both QA and QC are integral components of quality management.
    • Aim to ensure products or services meet required quality standards.
    • Rely on established procedures and standards.
    • Both processes aim to identify and correct defects to enhance quality.
  • Differences:
    • While QA is about ensuring the right processes are in place, QC focuses on checking the final product against standards.
    • QA is preventive, whereas QC is corrective.
    • QA involves the entire team and focuses on the process, while QC is product-focused and often managed by specialized personnel.
ContextQuality Assurance (QA)Quality Control (QC)
Software DevelopmentQA focuses on process improvement and ensuring that software development processes adhere to standards and best practices. QA includes activities like code reviews, process audits, and quality management system implementation.QC involves activities that verify and validate the output of the software development process. Examples include unit testing, integration testing, and regression testing.
ManufacturingQA in manufacturing involves setting quality standards, designing processes to meet these standards, and monitoring production processes to prevent defects. It ensures that products meet quality requirements from the start.QC in manufacturing verifies the quality of finished products. Examples include inspecting products for defects, conducting product testing, and sampling to ensure conformity.
ConstructionQA in construction focuses on planning and design to ensure that the construction project meets quality standards. It involves quality planning, inspections, and continuous improvement of construction processes.QC in construction includes on-site inspections, testing materials and workmanship, and measuring finished components to verify that they meet quality specifications.
HealthcareQA in healthcare involves developing and implementing processes and protocols to ensure patient safety, regulatory compliance, and quality care delivery. It includes performance monitoring, incident reporting, and policy development.QC in healthcare includes activities such as medical tests, patient examinations, and audits to check the quality and accuracy of medical diagnoses, treatments, and services.
AerospaceQA in aerospace ensures that design, manufacturing, and maintenance processes meet stringent safety and quality standards. It involves documentation, risk management, and compliance audits to prevent issues.QC in aerospace involves inspecting aircraft components, conducting non-destructive testing, and performing final checks on aircraft to verify that they meet design and safety specifications.
Food IndustryQA in the food industry involves establishing food safety standards, hygiene protocols, and quality management systems to ensure the safety and quality of food products. It includes supplier audits and traceability measures.QC in the food industry includes product testing, sensory evaluation, and inspections to check for foodborne pathogens, contaminants, and adherence to quality specifications.
Automotive ManufacturingQA in automotive manufacturing focuses on process optimization, standardization, and defect prevention. It includes process control, statistical process control (SPC), and continuous improvement efforts.QC in automotive manufacturing involves inspecting individual car components, conducting end-of-line testing, and quality checks to ensure that vehicles meet performance and safety standards.
PharmaceuticalsQA in pharmaceuticals involves establishing good manufacturing practices (GMP), quality systems, and quality risk management to ensure the safety and efficacy of drugs. It includes batch record review and validation processes.QC in pharmaceuticals includes laboratory testing of drug samples, quality inspections of packaging, and quality control checks at various stages of drug manufacturing to verify compliance with specifications.
Textile IndustryQA in the textile industry encompasses quality planning, process control, and adherence to textile standards to ensure that textile products meet durability and safety requirements.QC in the textile industry includes fabric testing, visual inspections, and measuring fabric characteristics to confirm that the textile products meet design and quality standards.
RetailQA in retail includes developing and implementing quality standards for products, supply chain management, and customer service to ensure a consistent and high-quality shopping experience.QC in retail involves inspecting product deliveries, conducting inventory audits, and assessing product quality in stores to identify and rectify any defects or issues.
Related Frameworks, Models, ConceptsDescriptionWhen to Apply
Quality Assurance (QA)– A systematic process of determining whether a product or service meets specified requirements. QA is process-oriented and focuses on defect prevention, ensuring the quality of the process used to create the final product.– Essential in the initial phases of product development and throughout the production cycle to prevent defects and ensure quality standards are met.
Quality Control (QC)– A product-oriented process that checks the quality of finished products to identify defects after the product is developed and before it goes into the market. QC is a reactive process aimed at identifying and fixing defects in finished products.– Used at the end of a production process and before product delivery to ensure the final output meets the required specifications and quality standards.
Total Quality Management (TQM)– A company-wide philosophy that focuses on continuously improving the quality of all processes, products, and services by involving all employees from upper management to assembly line workers.– Implemented in businesses aiming for long-term success through customer satisfaction and where quality improvement is a continuous goal across all departments.
Six Sigma– A set of techniques and tools for process improvement. Developed by Motorola, Six Sigma aims to improve the quality of output by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.– Applied in industries where reducing errors and increasing efficiencies are crucial, such as manufacturing, finance, and healthcare.
ISO 9001– Part of the ISO 9000 series, ISO 9001 is a set of standards that helps organizations ensure they meet customer and other stakeholder needs within statutory and regulatory requirements related to a product or service.– Used by organizations needing to demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements.
Lean Manufacturing– A systematic method for waste minimization within a manufacturing system without sacrificing productivity. Lean also takes into account waste created through overburden and waste created through unevenness in workloads.– Utilized in manufacturing processes to improve efficiency, reduce waste, and increase productivity.
Continuous Improvement (Kaizen)– A long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality.– Employed in all types of organizations for ongoing process improvement, enhancing competitiveness and efficiency incrementally.
Statistical Process Control (SPC)– A method of quality control which employs statistical methods to monitor and control a process. This helps ensure the process operates at its full potential to produce conforming product.– Used in production processes to monitor quality and maintain processes to fixed targets, ensuring consistent outputs.
Failure Mode and Effects Analysis (FMEA)– A step-by-step approach for identifying all possible failures in a design, a manufacturing or assembly process, or a product or service.– Critical in the design phase of a product or process as a preventive action to identify possible failures and prevent them by correcting the processes.
Quality Management System (QMS)– A formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives. A QMS helps coordinate and direct an organization’s activities to meet customer and regulatory requirements and improve its effectiveness and efficiency on a continuous basis.– Implemented in organizations to enhance their ability to consistently meet customer requirements and improve the overall quality and efficiency of the business.

Read Also: Scrum, Kanban, Scrumban, Agile.

Connected Agile & Lean Frameworks

AIOps

aiops
AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.

AgileSHIFT

AgileSHIFT
AgileSHIFT is a framework that prepares individuals for transformational change by creating a culture of agility.

Agile Methodology

agile-methodology
Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.

Agile Program Management

agile-program-management
Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.

Agile Project Management

agile-project-management
Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.

Agile Modeling

agile-modeling
Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.

Agile Business Analysis

agile-business-analysis
Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.

Agile Leadership

agile-leadership
Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Andon System

andon-system
The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).

Bimodal Portfolio Management

bimodal-portfolio-management
Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.

Business Innovation Matrix

business-innovation
Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.

Business Model Innovation

business-model-innovation
Business model innovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.

Constructive Disruption

constructive-disruption
A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.

Continuous Innovation

continuous-innovation
That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.

Design Sprint

design-sprint
A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.

Design Thinking

design-thinking
Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.

DevOps

devops-engineering
DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.

Dual Track Agile

dual-track-agile
Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.

eXtreme Programming

extreme-programming
eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.

Feature-Driven Development

feature-driven-development
Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.

Gemba Walk

gemba-walk
A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.

GIST Planning

gist-planning
GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.

ICE Scoring

ice-scoring-model
The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.

Innovation Funnel

innovation-funnel
An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.

Innovation Matrix

types-of-innovation
According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).

Innovation Theory

innovation-theory
The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.

Lean vs. Agile

lean-methodology-vs-agile
The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.

Lean Startup

startup-company
A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.

Minimum Viable Product

minimum-viable-product
As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.

Leaner MVP

leaner-mvp
A leaner MVP is the evolution of the MPV approach. Where the market risk is validated before anything else

Kanban

kanban
Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.

Jidoka

jidoka
Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.

PDCA Cycle

pdca-cycle
The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.

Rational Unified Process

rational-unified-process
Rational unified process (RUP) is an agile software development methodology that breaks the project life cycle down into four distinct phases.

Rapid Application Development

rapid-application-development
RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.

Retrospective Analysis

retrospective-analysis
Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.

Scaled Agile

scaled-agile-lean-development
Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.

SMED

smed
The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.

Spotify Model

spotify-model
The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.

Test-Driven Development

test-driven-development
As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.

Timeboxing

timeboxing
Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.

Scrum

what-is-scrum
Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.

Scrumban

scrumban
Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.

Scrum Anti-Patterns

scrum-anti-patterns
Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).

Scrum At Scale

scrum-at-scale
Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.

Six Sigma

six-sigma
Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.

Stretch Objectives

stretch-objectives
Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.

Toyota Production System

toyota-production-system
The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.

Total Quality Management

total-quality-management
The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.

Waterfall

waterfall-model
The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework. 

Read Also: Continuous InnovationAgile MethodologyLean StartupBusiness Model InnovationProject Management.

Read Next: Agile Methodology, Lean Methodology, Agile Project Management, Scrum, Kanban, Six Sigma.

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