PROJECT QUALITY MANAGEMENT. Definitions of Quality User-Based: What consumer says it is Manufacturing-Based: Degree to which a product conforms to.

PROJECT QUALITY MANAGEMENT

Definitions of Quality

User-Based: What consumer says it is Manufacturing-Based: Degree to which

a product conforms to design specification

Product-Based: Level of measurable product characteristic

What Is Project Quality Management?

The International Organization for Standardization (ISO) defines quality as the totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs

Other experts define quality based on conformance to requirements: meeting

written specifications fitness for use: ensuring a product can be

used as it was intended

Project Quality Management Processes

Quality planning: identifying which quality standards are relevant to the project and how to satisfy them

Quality assurance: evaluating overall project performance to ensure the project will satisfy the relevant quality standards

Quality control: monitoring specific project results to ensure that they comply with the relevant quality standards while identifying ways to improve overall quality

Modern Quality Management Modern quality management

requires customer satisfaction prefers prevention to inspection recognizes management responsibility for

quality Noteworthy quality experts include

Deming, Juran, Crosby, Ishikawa, Taguchi, and Feigenbaum

Quality Experts

Deming was famous for his work in rebuilding Japan and his 14 points

Juran wrote the Quality Control Handbook and 10 steps to quality improvement

Crosby wrote Quality is Free and suggested that organizations strive for zero defects

Ishikawa developed the concept of quality circles and using fishbone diagrams

Taguchi developed methods for optimizing the process of engineering experimentation

Feigenbaum developed the concept of total quality control

Deming’s Fourteen Points

Create consistency of purpose Lead to promote change Build quality into the products Build long term relationships Continuously improve product, quality,

and service Start training Emphasize leadership

Deming’s Points - continued

Drive out fear Break down barriers between

departments Stop haranguing workers Support, help, improve Remove barriers to pride in work Institute a vigorous program of

education and self-improvement Put everybody in the company to work

on the transformation

Sample Fishbone or Ishikawa Diagram

PowerPoint presentation to accompany Heizer/Render – Principles of Operations Management, 5e, and Operations Management, 7e

© 2004 by Prentice Hall, Inc. , Upper Saddle River, N.J. 07458

6-10

Used to find problem sources/solutions Other names

Fish-bone diagram, Ishikawa diagram Steps

Identify problem to correct Draw main causes for problem as ‘bones’ Ask ‘What could have caused problems in

these areas?’ Repeat for each sub-area.

Cause and Effect Diagram

Too many defects

Too many defects

Problem

Cause and Effect Diagram Example

Method Manpower

Material Machinery

Too many defects

Too many defects

Main Cause

Main Cause

Cause and Effect Diagram Example

Method Manpower

Material Machinery

DrillDrillDrillDrillOvertimeOvertimeOvertimeOvertime

SteelSteelSteelSteel

WoodWoodWoodWood

LatheLatheLatheLathe

Too many defects

Too many defects

Sub-Cause

Cause and Effect Diagram Example

Method Manpower

Material Machinery

DrillDrillDrillDrillOvertimeOvertimeOvertimeOvertime

SteelSteelSteelSteel

WoodWoodWoodWood

LatheLatheLatheLathe

Too many defects

Too many defects

TiredTiredTiredTired

OldOldOldOld

SlowSlowSlowSlow

Cause and Effect Diagram Example

Fishbone Chart - Problems with Airline Customer Service

Malcolm Baldrige Award andISO 9000

The Malcolm Baldrige Quality Award was started in 1987 to recognize companies with world-class quality

ISO 9000 provides minimum requirements for an organization to meet their quality certification standards

1.0 Leadership (125 points) 2.0 Strategic Planning (85 points) 3.0 Customer and Market Focus (85

points) 4.0 Information and Analysis (85 points) 5.0 Human Resource Focus (85 Points) 6.0 Process Management (85 points) 7.0 Business/Project Results (450 points)

Malcolm Baldrige National Quality Award

International Standard Organization (ISO) ISO is a series of standards that outline the

requirements for quality management system ISO 9000 - set of guidelines for the selection

use of standard, which relate to quality assurance

ISO 9001 - pertain to companies involved including in the design, development, production, installation, and servicing of products or services

ISO 9002 - similar to ISO 9001 excludes companies involved in design and development

• ISO 9003 - pertains to companies involved in final inspection and test for distribution and value added contractors

ISO 9004 - employed as a guideline for the application of the elements of the Quality Management System.

Quality Planning

It is important to design in quality and communicate important factors that directly contribute to meeting the customer’s requirements

Design of experiments helps identify which variable have the most influence on the overall outcome of a process

Many scope aspects of IT projects affect quality like functionality, features, system outputs, performance, reliability, and maintainability

Quality Assurance

Quality assurance includes all the activities related to satisfying the relevant quality standards for a project

Another goal of quality assurance is continuous quality improvement

Benchmarking can be used to generate ideas for quality improvements

Quality audits help identify lessons learned that can improve performance on current or future projects

Benchmarking

Selecting best practices to use as a standard for performance

Determine what to benchmark Form a benchmark team Identify benchmarking partners Collect and analyze benchmarking

information Take action to match or exceed the

benchmark

Quality Control

The main outputs of quality control are acceptance decisions rework process adjustments

Some tools and techniques include pareto analysis statistical sampling quality control charts testing

Pareto Analysis

Pareto analysis involves identifying the vital few contributors that account for the most quality problems in a system

Also called the 80-20 rule, meaning that 80% of problems are often due to 20% of the causes

Pareto diagrams are histograms that help identify and prioritize problem areas

Sample Pareto Diagram

Uses statistics & control charts to tell when to adjust process

Developed by Shewhart in 1920’s Involves

Creating standards (upper & lower limits) Measuring sample output (e.g. mean wgt.) Taking corrective action (if necessary)

Done while product is being produced

Statistical Process Control (SPC)

Produce GoodProvide Service

Stop Process

Yes

NoAssign.

Causes?Take Sample

Inspect Sample

Find Out WhyCreate

Control Chart

Start

Statistical Process Control Steps

Process Control Chart

Plot of Sample Data Over Time

0

20

40

60

80

1 5 9 13 17 21

Time

Sa

mp

le V

alu

e

SampleValueUCL

Average

LCL

PowerPoint presentation to accompany Heizer/Render – Principles of Operations Management, 5e, and Operations Management, 7e

© 2004 by Prentice Hall, Inc. , Upper Saddle River, N.J. 07458

6-28

Patterns to Look for in Control Charts

Involves examining items to see if an item is defective

Detect a defective product Does not correct deficiencies in process

or product Issues

When to inspect Where in process to inspect

Inspection

When and Where to Inspect

At your facility upon receipt of goods from the supplier

Before costly or irreversible processes During the step-by-step activity processes When activity is complete Before delivery from your facility At the point of customer contact

Sample Quality Control Chart

Testing

Many professionals think of testing as a stage that comes near the end of project development

Testing should be done during almost every phase of the project development life cycle

Improving Project Quality

Several suggestions for improving quality for projects include Leadership that promotes quality Understanding the cost of quality Focusing on organizational influences and

workplace factors that affect quality Following maturity models to improve

quality

Leadership

It is most important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen below.” (Juran, 1945)

A large percentage of quality problems are associated with management, not technical issues

Cost of Quality

The cost of quality is the cost of conformance or delivering

products that meet requirements and fitness for use

the cost of nonconformance or taking responsibility for failures or not meeting quality expectations

Costs of Quality

Prevention costs - reducing the potential for defects

Appraisal costs - evaluating products Internal failure - of producing defective

parts or service External costs - occur after delivery