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The signi cant differences between Windows and Symbian types are as follows: Handles are effectively DWORD objects in Win32. In Symbian, RHandle is a C++ class that manages the lifetime of the handle. There is no single class in MFC that manages handles as each type of object has their own internal handle that it manages. In Symbian classes, instance variables (or member variables to use the MFC terminology) have a pre x of i, whereas in MFC the pre x is m_. In Symbian, function parameters are pre xed with a; Windows encodes the type of variable in Hungarian notation and there is nothing to indicate that it is an argument in a function call. I recommend that developers moving from Windows to Symbian C++ spend a signi cant amount of time learning these idioms to ensure reliable and standard code is produced. Unless these idioms are followed, they make the code challenging for people who are familiar with Symbian C++. The CodeScanner and LeaveScan tools provided in Carbide.c++ do extensive checking of these idioms to isolate and highlight possible coding issues and so it becomes more dif cult to isolate issues when these rules are not followed. Further information on Symbian idioms can be found in 3.

is now a prerequisite for an organization to continue to exist The stakes are higher than ever To some people, quality costs are very visible and obvious To others, the amount of an organization s quality costs is understated, and they believe that many of the quality-related costs are hidden and go unreported How does one distinguish between obvious and hidden quality costs Examples of obvious quality-related costs are rework costs, excess scrap material costs, warranty costs, and eld repair expenses These typically result from errors Error-related costs are easily measured directly from the nancial system Spending amounts for these types of expenses are recorded in the accountant s general ledger system using the chart-ofaccounts Sometimes the quality-related costs include the expenses of an entire department, such as an inspection department that arguably exists solely as being quality-related.

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However, as organizations atten and delayer and employees multitask more, it is rare that an entire department will focus exclusively on quality The hidden poor-quality costs are less obvious and are more dif cult to measure For example, a hidden cost would be those hours of a few employees time spent sorting through paperwork resulting from a billing error Although these employees do not work in a quality department that is dedicated to quality-related activities, such as inspection or rework, that portion of their workday wasted due to an error was de nitely qualityrelated These costs are not re ected in the chart-of-accounts of the accounting system That is why they are referred to as hidden costs The lack of widespread tracking of COQ in practice is surprising because the tools, methods, and technologies exist to accomplish reporting COQ.

Generalizing operators always , never , generally ; you must , one must , you mustn t are much used in the transmission of practiceAnd they are often employed to transform events into memorable events , ie they are used at the same time to code events and transform them into knowledge objects, and to highlight their salience They are therefore knowledge pointers which engender learning because in part they induce sedimentation in the memory and in part commit the hearer to rememberingThey also signal accountability : that is, they mark a point at which things are expected to happen in a certain way and at which it is possible to make mistakes or blunder a point, therefore, at which account must be given of one s actions.

A research study7 investigating the maturity of COQ revealed that the major reason for not tracking COQ was lack of management interest and support, as well as management s belief that quality costing is paperwork that does not have enough value to justify its performance In short, for them it s not worth doing Other major reasons for not tracking COQ were a lack of knowledge of how to track costs and bene ts of COQ as well as a lack of adequate accounting and computer systems Given the advances in today s data collection, data warehousing, data mining, and ABM system implementations, these reasons begin to appear as lame excuses the technology is no longer the impediment for reporting COQ that it once was in the past Providing employee teams with visibility of both obvious and hidden qualityrelated costs can be valuable for performance improvement Using COQ data,.

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