a decade of performing process improvement, rework for our organization’s software development projects was dramatically reduced from approximately 75 percent of the total effort to a very low value of 3 percent. When the percentage was high, rework was easily identified; for a small amount of quality assurance (QA) effort, a large quantity of rework was generated. As our production process improved, it became increasingly more difficult to identify defects. With rework now at 3 percent, we began to examine the economics of further improvement and the possibility of reducing the QA effort. Economically, the concept arises o
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