project quality management
Post on 15-Dec-2015
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Quality Management – Historical Perspective
• Prior to World War I– Inspection– Sorting out the good items from the bad– Problem identification
• World War I to 1950– Quality Control principles were emerging– Statistical and mathematical techniques– Sampling tables– Process control charts
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Quality Management – Historical Perspective
• 1950 – 1960– Quality control evolved into Quality Assurance– Problem avoidance rather than problem detection– Cost of Quality– Zero Defect– Reliability engineering– Total Quality Control
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Quality Management – Historical Perspective
• Prior to the recession of 1979 – 1982– Ford, GM and Chrysler were competitors rather
than Japanese• Prior to the recession of 1989 – 1994– High-tech engineering companies never fully
recognized• Need for shortening product time• Relationship between project management, total
quality management and concurrent engineering
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W. Edwards Deming: 1927 - 1940• Deming’s 14 points for management• Use of statistics and sampling methods• Influenced by Shewhart’s Plan/Do/Check/Act• Deming Cycle for Improvement• 85% of quality problems require management
initiatives and 15% controlled by the workers• Quality of raw materials, purchasing policies
and procedures responsibility of management• Processes to be placed under statistical
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W. Edwards Deming: 1927 - 1940
• Continuous refinement of processes rather than quotas
• Common cause variations inherited in processes – poor lots of raw material, poor product design, work conditions, equipment
• Special or assignable causes of variations – lack of knowledge by workers, workers trained in the use of statistical process control charts
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PDSA Details• Plan– Evaluate current process– Collect procedures, data, identify
problems– Develop an improvement plan,
performance objectives• Do– Implement the plan – trial basis
• Study– Collect data and evaluate against
objectives• Act– Communicate the results from trial– If successful, implement new
process
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Dr. Joseph M Juran - 1954
• 10 Steps to quality Improvement (1958)• Juran Trilogy : – Quality Improvement– Quality Planning– Quality Control
• Manufacturer's view of quality - adherence to specifications
• Customer view of quality – “Fitness for Use”
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Dr. Joseph M Juran - 1954
• Five attributes of “Fitness for Use”– Quality of Design– Quality of conformance– Availability– Safety– Field Use
• Cost of Quality
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Dr. Joseph M Juran - 1954• Legal implications of quality– Criminal liability– Civil liability– Appropriate corporate actions– warranties
• Grades of Quality– Structural– Sensory– Time-oriented– Commercial– ethical
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Phillip B. Crosby
• 14 steps to quality improvement• Conformance to requirements• Quality comes from prevention• Performance standard “zero defects”• Quality is measured by the cost of
nonconformance
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Genichi Taguchi – after world war II• Optimize the process of engineering
experimentation• Design of experiment• Quality designed into the product and not
inspected into it• Quality - minimizing deviation from the target
and immune to uncontrollable environmental factors
• Cost of quality – function of deviation from the standard
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Genichi Taguchi – after world war II
• Parameter design approach – Low cost or cost solution may be achieved by
adjusting the levels and controlling the variation of other factors
– Cost savings realized far exceed the cost of additional experiments needed to reduce variations
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Strategic Quality Management
• Quality is defined by the customer• Quality is linked with profitability on both the
market and cost sides• Quality has become a competitive weapon• Quality is now an integral part of strategic
planning process• Quality requires an organization-wide
commitment
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Critical Factors that can affect quality is market expectations
• Salability : the balance between quality and cost
• Produceability• Social acceptability• Operability• Availability• Reliability • Maintainability
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Defining Quality – 5 Ways
1. Conformance to specifications Does product/service meet targets and
tolerances defined by designers?2. Fitness for use
Evaluates performance for intended use3. Value for price paid
Evaluation of usefulness vs. price paid4. Support services
Quality of support after sale5. Psychological
Ambiance, prestige, friendly staff
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Changing Views of QualityPAST PRESENT
Quality is the responsibility of blue-collar workers and direct labor employees working on the floor
Quality is everyone's responsibility, including white collar workers, the indirect labor force, and the overhead staff
Quality defects should be hidden from the customers (and possibly management)
Defects should be highlighted and brought to the surface for corrective action
Quality problems lead to blame, faulty justification, and excuses
Quality problems lead to cooperative solutions
Corrections-to-quality problems should beaccomplished with minimum documentation
Documentation is essential for "lessons learned" so that mistakes are not repeated
Increased quality will increase project costs Improved quality saves money and increases business
Quality is internally focused Quality is customer focused
Quality occurs during project execution Quality occurs at project initiation and must be planned for within the project
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Manufacturing Quality vs. Service Quality
• Manufacturing quality focuses on tangible product features– Conformance, performance, reliability, features
• Service organizations produce intangible products that must be experienced– Quality often defined by perceptional factors like
courtesy, friendliness, promptness, waiting time, consistency
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