Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009 ASSIGNMENT – EMQM5103 1 MAY SEMESTER 2009 PROJECT RISK MANAGEMENT – EMQM5103 ASSIGNMENT LECTURER DR HARIKRISHNAN KANTHEN STUDENT ANAS BIN ALAM FAIZLI
30
Embed
Anas Alam Faizli, Master of Proj Mgmt: Assignment Project Quality Management, EMQM5103
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
1
MAY SEMESTER 2009 PROJECT RISK MANAGEMENT – EMQM5103
ASSIGNMENT
LECTURER
DR HARIKRISHNAN KANTHEN
STUDENT ANAS BIN ALAM FAIZLI
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
Worker6 IIIIIII IIIIIIIII IIIIIIIII IIIIIIIII I IIIIIIIII I IIIIIIIII III
Figure B.1 Using checksheet to get Results of a Red Bead Experiment
From the check sheet we translated the data collected into table below:
Name Mon Tue Wed Thu Fri Total Average
Worker1 17 6 7 6 5 41 8.2
Worker2 8 7 10 8 11 44 8.8
Worker3 9 9 14 16 12 60 12
Worker4 10 16 8 11 9 54 10.8
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
15
Worker5 10 10 10 7 8 45 9
Worker6 7 20 11 11 13 62 12.4
Total 61 68 60 59 58 306 61.2
Average 10.2 11.3 10.0 9.8 9.7 10.2
Figure B.2 Results of a Red Bead Experiment
This data will be our basis of discussion. Furthermore this data has been proven
to be independent as Beads R Us is not aware that they are being assessed.
Provided if they have that knowledge, perhaps Beads R Us will try to tamper with
the results. Any employee that is employed with Beads R Us will probably go
through and get this result too. Having six employees provided better variation
and strength to the data that is represented.
Understanding the data
The check sheet could only be used as a tool to collect data. Further analyzing
tools are required to understand the data which will bring more understanding to
the problem. Now, we wanted to see how the six workers do using graphs which
are one of Ishikawa’s basic tools. The graph will assist us to organize,
summarize and display the data. It is still the same data; there was no variation
or changes made to the number. The same data is transferred to a graphical
form to illustrate and give faster understanding of the data. Using the graphs,
defect trending can be seen and can also be compared with other sources of
data. We can see the difference performance made by the six workers
throughout the five working days period.
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
16
Figure B.3 Bar graph showing the results of the bead experiment
Figure B.4 Line graph showing the results of the red bead experiments
From this two graphs, it can be seen that on different days, there will be different
worker having the highest or lowest defect and it varies from one day to another.
There is no significant worker that is producing defects which is showing
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
17
irregularities. However it is not fair also to blame a worker with high defect on a
day when on another day he could have performed with the lowest number of
defects. A good example is to refer to worker 6 where he registered 20 defects
on Tuesday but only have 7 defects on Monday. He did not improve from
Monday to Tuesday but instead was getting worse on his second day. Refer to
figure B.4.
Figure B.5 A cummulative line graph showing the red beads experiment
To study the performance of the six workers, a cummulative line graph has been
prepared. Their performance from Monday is summed up and is carried
throughout to Friday. We can see their performance from Figure B.5.
Adding up all the cummulative red beads defect by day from Monday to Friday,
we will be able to see how Worker 6 have the highest number of defects followed
by worker 4, worker 3, worker 5, worker 2 and finally worker 1 registering the
lowest number of defects. The variation from the best worker and the highest
worker is 19 beads which is an average of 4 beads a day. There is still a room of
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
18
improvement if all workers performed like worker 1 the number of average
defects will surely go down and improve the quality benchmark all together.
Histograms Histogram is a type of bar graph that deals with data that exist in a continous
range from a low number to a high number. From the histogram we can see the
distribution of the defects. The steps taken to develop the histogram is select
measures, collect data, prepare frequency table (as figure below), design the
histogram, draw and interpret the data.
Range Frequency
1 to 5 1
6 to 10 18
11 to 15 7
16 to 20 4
Figure B.6 Frequency distribution of the red beads experiment
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
19
The class width that is chosen for this histogram is five. From this histogram, a
glance can tell that the worker registered the highest count of 6 to 10 defects in a
day with 18 frequencies of occurence. If we can minimize the number of defects
that is outside this normal range, the number of average defects will go below 10
improving against the current average of 10.2
Scatter Diagrams
Figure B.7 Scatter Diagram showing the defect distribution throughout the week
Scatter diagram is used to identify the relationship between two existing variables,
and in this case – the worker and the days worked which is Monday to Friday.
However looking at the scatter diagram above there is no apparent relationship
between the two. What can be suggested is that relatively worker 1, 6 and 4 was
doing great every day except for one day. Worker 2, 3 and 5 on another hand
does not offer big variance between the days worked.
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
20
The data shows that the worker’s variation is within acceptable results and that
the problems are not coming from the worker. This is true as per Dr. Deming
which was quoted as saying that 94 percent of the problems come from the
system rather than the worker.
There are no significant variants between the workers performance themselves.
Their performance goes up and down from Monday to Friday and there is no
signal that shows if they continue to work for another five days, they can improve
and the number of defects will go down.
In the following topic, the report will try to map out the process of bead making in
Beads R Us and try to find ways and measures that can improve it.
Understanding the Process Flowchart A flowchart identifies the sequence of events in a process. It shows how the
process flows from the start to the end.
A flowchart enables an organization to find ways to improve the process. The
beads making process in Beads R Us is a straight forward process. The worker
dip the paddle until it is fully covered with the coating, and then it shakes the
paddle until all the beads rolled off. After that two inspectors and one chief
inspector will count the number of the defect and collect the defect data.
Refer Figure B.8 to see the flowchart for the production of the beads
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
21
Figure B.8 Flowchart showing the Red Beads Process
The management seems to believe that the problem lies on the worker but with
such a straight forward process it seems hard to see if the worker can produce a
resulting improvement. Prof Robert Merton stated that "a false definition of the
situation will invoke new behavior which will make the false perception comes
true" which is true in this case.
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
22
Analyzing Project Process Causes and Effect Diagrams As the name implores it is a tool to see what causes the problem and what the
effects of it are. You will be able to see graphically below and will understand
why it is sometimes called a “fishbone” diagram because of its shape and
sometimes is called “an Ishikawa diagram” honoring its developer Dr Kaoru
Ishikawa. This is used to identify, explore and show all possible causes of a
problem.
The cause and effect diagram was created using the four common categories for
manufacturing industry, i.e – methods, manpower, materials and machinery.
Causes which are relevant to a certain categories will be grouped with its
categories, i.e – bad communication is grouped under Methods.
Figure B.9 Cause and Effect diagram illustrating the Red Bead Results
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
23
The six willing workers at Beads R Us share the details of the causes and root
problems of the defects which if addressed will improve the defect rate at Beads
R Us. This are the shortcomings identified for Beads R Us.
Causes of problems: 1. Training is not good. New hires are not given any training. Beads R Us did
not take any responsibility to train the new hires at all. They are just placed at
the production line and are expected to follow their colleagues.
2. Communication is not good. Workers are not allowed to talk to each other.
The management feels that it is a waste of good money if the worker is talking
instead of working.
3. Management is not good. All credits are taken by the manager, instead if
something goes wrong all the blame goes to the employees.
4. Leadership is not good. Management are never seen on the floor shop,
they seldom come only to threaten punishment in hoping to push production.
5. Working environment is not good. Production floor is full with threatening
posters and the workers do not understand the message and how to
implement the slogans.
6. Quotas are unreasonable. The numbers assigned by the management as
target is not realistic and is unachievable. The management again threaten
workers with punishment.
7. Rewards are inconsistent and inequitable. Awards can be given to a
worker when there is a better or equivalent performing worker and is not
consistent. The same worker can end up with a reward and is being
punished the next day.
However the problem is not with the worker but is with the process, supported
more with the list below:
1. There was no evidence that any worker was better than another.
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
24
2. Managers must not rush to blame employees.
3. Penalties bring negativity to the employees.
4. There is no need for two inspectors as they are merely counting the obvious
defects and is not helping the process
5. A clear instruction is required
6. Intimidation creates fear which does nothing to improve a process.
7. Praise will encourage a person to perform the process as they have learned
to perform it. It will not improve a process.
8. Banners and slogan used is threatening and is not helping the process
9. Incentives will not improve a process and have a short effect on employee
morale.
10. The process has natural variation. Every day the result is different.
11. The process has to be able to adapt to customer’s requirement.
Having understood the causes of the problems which are not the worker but the process and the system, the next step is to solve the problem. Even if the
management decided to change the entire fleet of its workers, Beads R Us will
find that the defect rate will still be the same as it has been proven by the quality
tools during the understanding data and process step.
Solving Problems Brainstorming A brainstorming is a quality tools used to solve problems. The six willing workers
and the project team including the inspectors gathered and throw out all the
ideas. There are few rules in brainstorming which is needed to be followed in
order to ensure divergent thinking is achieved and creativity is ensured. There
are no wrong ideas and all ideas are welcomed. No judgment shall be made to
any ideas. The team goes on and lists the ideas as below:
1. Listen to employees
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
25
2. Establish procedures and guidelines
3. Improve management skills
4. Make reward fair
5. Develop training plan
6. Inspectors are not required. The workers already know how to check defect
beads.
7. Remove the reward and punishment system
8. Improve the process of beads making – new machine or coating materials
9. Institute training on the job versus monitoring how colleague works
10. Adopt and institute leadership from the management by example
11. Drive out fear from the workers
12. Break down barriers between staff areas - management
13. Eliminate slogans and unachievable targets for the work force.
14. Eliminate numerical quotas for the work force and numerical goals for
management.
15. Institute a vigorous program of education and self improvement for everyone.
16. Put everybody in the company to work to accomplish the transformation.
17. Change the chief executive officer of Beads R Us
18. Move to another factory closer to the majority of the workers
19. Change industry to another manufacturing line with less defects
Affinity Diagrams The list that has been developed by the brainstorming now needs to be
categorized and put into better purposes. This is where an affinity diagram came
into the picture. It will make more sense of the brainstorming results. Refer the
affinity diagram below which is the final product of the steps involves in the
affinity process. The affinity has categorized all the solutions to eliminate
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
26
shortcomings into three categories, i.e – leadership/management, technical
performance and training.
Figure B.10 Affinity Diagram: Final product for the Red Bead Experiment
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
27
Nominal Group Technique and Multivoting What good if there are too many solutions and problem solving measures
needed to be undertaken but we do not which is the priority? Nominal group
technique and multivoting does just that. It was introduced in 1971 at the
University of Wisconsin. In short, the technique is that everyone in the team
voted for prioritization of the problems and then it is calculated and the list will be
ranked based on priority. The project team casted their vote and came out with
the results below:
Priorities Total
Improve the process – new machine / new coatings 4,4,4,1,1 14 Improve Leadership 2,2,3,2,1,1 11 Eliminate numerical quotas for workers/mgmt 4,4,2,1 11 Improve management skills 4,3,2 9 Establish procedures and guidelines 3,3,2 8 Put everybody working together 3,2,2 7 Develop training plan 3,2,1 7 Inspectors not required 4,1,1 6 Remove reward and punishment system 1,1,1,3,3 5 Adopt and institute leadership 2,1,1,1 5 Break down barriers between staff 1,1,1 3 Eliminate slogans and unachievable target 1 1 Institute training on the job 1 1 Institute education and improvement program 1 1 Drive out fear from the workers 1 1
Figure B.11 Nominal Group Technique and MultiVoting for Red Bead Experiment
From the Red Bead experiment, the project team has analyzed, identify the
shortcomings and proposed solution. Figure B.11 listed the solutions that can be
taken in a priority order. The top ten of the proposed solution is further
elaborated below:
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
28
1. Improve the process – new machine / new coatings type
The graphical charts which were earlier represented proved that the workers
plays minimal role and is helpless in effecting the number of red beads (defects).
According to Dr Deming, common causes are controlled by the management
(85%) and the causes (15%) are controlled by the workers. The management
needs to change the system and the process to enable the workers to work
efficiently.
2. Improve leadership It is a relative complaint that the leadership in Beads R Us needs further
improvement. With a clear guideline from the management the workers will be
able to focus and this will also institute the feeling of belonging to the company
and thus increase productivity.
3. Eliminate numerical quota for workers and management Comments and appraisal which is not beneficial to the worker should be stopped.
Furthermore the quotas that are set by the top management are not and have
never been achieved in Beads R Us. A target should follow S.M.A.R.T concept
which are Spesific, Measurable, Achievable, Realistic and is Time Based.
4. Improve Management Skills
The management is the one who setup the system and the process. The
management has to themselves find a method and ways to reduce the number of
defect producing the beads. Solely blaming the workers will just not work. A
good management skill will allow the management to capitalize a joint effort with
the workers to get the most optimum results.
5. Ebstablish procedures and guidelines A good set of procedures will serve as a guideline and instill quality assurance in
Beads R Us. Having this the training and quality inspection or monitoring could
also be done according to the process and system in a more efficient manner.
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
29
6. Put everybody working together. The management should be able to solicit the employee’s input. In order to
achieve this spirit of team work is required. Top management has to find a way
to get everybody working together toward a common vision and objective
7. Develop training plan A training plan will assist the employees to train new hires and provide the
accommodating facilities to ensure continuous training in Beads R Us. This will
also invite participation from the workers as it will be seen as a further benefit
from Beads R Us.
8. Inspectors not required
Having two inspectors to count the number of red beads does not seem to serve
any purpose. The workers can count it themselves. Instead of having a quality
control Beads R Us ends up pacifying the workers and demoralizing the workers.
9. Institute training on the job. Good charts and process map at manufacturing floor can assist the supervisors
to educate the employees on the go. Everybody can become a supervisor and
teacher. Employees with the experience will be able to off hands show the way
to new hires or even existing hires every day. Every day is a learning process for
everybody and the working place will feel more fun and motivate the workers.
10. Drive out fear. Management has to stop punishing and threatening the workers for the red
beads defects whereas the blame should be placed on the process and the
system. The intimidation does not do anything and has no significant result.
The quality tool that was used in this report was pivotal to ensure the
understanding of the existing system in Beads R Us. This has enabled fact
based analysis and decisions that will ensure the delivery of quality products and
services in Beads R Us.
Name: Anas Alam Faizli Student ID No. CGS 00385017 Centre of Graduate Studies MPM Intake: January 2009
ASSIGNMENT – EMQM5103
30
REFERENCE
1. Kenneth H. Rose, PMP (2005) Project Quality Management: Why,
What and How, J. Ross Publishing, Inc 2. Mary Welton (1986) The Deming Management Method
3. Philip B Crosby (1984) Quality Without Tears, McGraw-Hill Book Company