between people, agents, and organizations. QA leader with a strong focus on human–system interaction and organizational quality culture. Experienced in leading QA teams, developing talent, and driving both technical and cultural transformation. Currently pursuing the concept of "Quality as System Relationship" and exploring ways to bring it into practice. Translator of "LEADING QUALITY" (2023). ʻEducation and Certificationʼ • MBA, GLOBIS University, Tokyo, Japan (2022) • ISTQB® (JSTQB®) Certified Advanced Level Test Manager (2018) Masanori Kawarada from
of quality. @mkwrd Philip B. Crosby, 1979 William E. Deming, 1950 Gerald M. Weinberg, 1994 James Martin, 1994 Joseph M. Juran, 1998 Robert L. Glass, 1998 Roger S. Pressman, 2005 Kaoru Ishikawa, 1981 Noriaki Kano, 1984 Yoshinori Iizuka, 2009 ISO 9000:2015 ISO/IEC 25000:2014 IEC 60300-1 Ed. 3.0:2014 JIS Z 8115:2019 What is Quality? (1) Definitions by many great minds
subjective; it's determined by whoever is using the product at the time. Quality is relative; it changes over time. What is Quality? (3) Subjective and Relative
Improve: • Test the Products / Code • Learn Customer FB • Customize to better UX What is Quality? (4) 3 Dimensions of Quality Process Product People Actions to Improve: • Make Development Process Better • Get Stakeholders on the Same Page • Collaborate with Other Departments Actions to Improve: • Training and Learning • Team Building • Hiring and Evaluation Quality Engineering Human Resource Management, Organization Development
I'd like to focus on "Who". @mkwrd What is Quality? (5) Golden Circle +α and Quality Why How What Value Service Quality How-to Who Product Quality Process Quality People Quality
value is still decided by people. @mkwrd From What/How-to to Who What How-to Who Product Quality Process Quality People Quality • AI changes "What/How-to" drastically. • But, the problem is "Who" creates the quality. • With or without AI, People have to decide what to be delivered.
of Value, Especially with AI • AI can generate, optimize, and automate many tasks. • But AI doesn’t decide why something matters. • Value depends on what we do in daily. ‣ shared understanding ‣ clarity of intent ‣ trust • With these foundation, we can decide how AI is used and what outcomes should be create.
People Quality Visible • AI reflects how teams communicate and collaborate. • Misalignment, unclear intent, and lack of trust become more visible. • AI scales actions — so People Quality directly shapes outcomes. • Good People Quality → AI becomes an accelerator. • Poor People Quality → AI becomes a risk multiplier.
System Relationship • Traditional QA focuses on product and process. ‣ Many practitioners know people matter, but it’s often treated as a side topic. ‣ The word "People" includes "relationship", which is not defined clearly. • But outcomes are shaped by how people, AI, and organizations interact. ‣ "System" means People, AI, and Organization in this slide. ‣ Misalignment in any part of the system affects quality. • To understand quality in the age of AI, we must shift from artifacts to relationships.
effect of their relationship. @mkwrd People × AI × Organization • People ‣ intent, collaboration, trust, clarity • AI ‣ speed, automation, amplification, pattern discovery • Organization ‣ incentives, structure, governance, culture Quality emerges from their alignment — or decline from their misalignment.
work together. @mkwrd When Relationships Break / When They Align When Relationships Break • Unclear Ownership • Low Trust • Conflicting Incentives • AI used without shared intent When Relationships Align • Shared Goals • Transparent Communication • Supportive Culture • AI used with clear purpose ->Quality becomes fragile. ->Quality becomes resilient.
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