Project quality management 项目质量管理

PROJECT MANAGEMENT FUNDAMENTALSJuly 2010 2 Modern complements . For example, both disciplines recognize the importance of:Customer satisfaction Understanding, evaluating, defining, and managing expectations so that customer requirements are met. This requires a combination of conformance to requirements (the project must produce what it said it would produce) and fitness for use (the product or service must satisfy real needs). Prevention over inspection The cost of preventing mistakes is generally much less than the cost of correcting them, as revealed by inspection. Management responsibility Success requires the participation of all members of the team, but it remains the responsibility of management to provide the resources needed to succeed. Continuous improvement The plan-do-check-act cycle is the basis for quality improvement (as defined by Shewhart and modified by Deming, in the ASQ Handbook.) 3 4 The Plan Quality Process refers to identifying which quality standards are relevant to the project and determining how to satisfy them. It is part of the Planning process group. 5 Not just a comparison between two options.Need to look at the best approach to achieve quality in the project in relation to the monies to complete the work.The study of the quality received in proportion tothe cost to reach those quality expectations.Quality should meet, not exceed, customers expectations 6 Comparing two similar things to measure which one performs best.Examines project practices against other projects to measure performance, and then selects the best practices for performance in the current projectA statistical method (what-if scenarios) that helps identify which factors may influence specific variables of a product or process under development or in production. Most often used on the product of the project rather than the project itself, however could be used in determining the most efficient crew of resources to put on an activity. 7 “total costs incurred by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework)”Failure costs (internal and external) are also called cost of poor quality.PMI emphasizes that quality should be planned into the project, not inspected in. They also advocate the approach:Costs of Conformance Costs of NonconformanceQuality Training Rework Studies ScrapSurveys Inventory costsValidation and audits Warranty costs 8 A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or subject-matter experts. Typically, a brainstorming session is structured so that each participants ideas are recorded for later analysis. The affinity diagram is a business tool and is one of the “seven management and planning tools” and is a tool used to organize ideas and data.The tool is commonly used within project management and allows large numbers of ideas to be sorted into groups for review and analysis A useful technique for looking at all the forces for and against a decision. In effect, it is a specialized method of weighing pros and cons. 9 A decision-making method using a voting process for use among groups of many sizes. First, every member of the group gives their view of the solution, with a short explanation. Then, duplicate solutions are eliminated from the list of all solutions, and the members proceed to rank the solutions, 1 st, 2 nd, 3 rd, 4 th, and so on. The numbers each solution receives are totaled, and the solution with the lowest (i.e. most favored) total ranking is selected as the final decision. There are variations on how this technique is used.The depiction in a diagram format of the inputs, process actions, and outputs of one or more processes within a system. 10 It describes how the project management team will implement the quality policy.It is a component of the overall Project Management Plan, and will address the following: Monitoring work results to see if they meet relevant quality standards. If standards are not met, PM analyzes to determine root cause and then “eliminates it”. Maps to the Organizations quality policy and is typically a managerial process. Generally considered the work of the applying the quality plan. Corrective actions applied to improve the product and the project to meet the quality standards. 11 “An Operational definition that describes, in very specific terms, what something is and how the quality control process measures it.” (measures are actual values) Simple approaches to ensure that work is completed according to the quality policy. Usually a list of activities that will be checked off as completed. Usually component-specific. 12 Process Improvement PlanSubsidiary of the project management plan, it “details the steps for analyzing processes that will facilitate the identification of waste and non-value added activity, thus increasing customer value, such as:Process boundaries purpose, start, end, inputs, outputs, data required, owner, etc.Process configuration flowchart with interfaces/linksProcess metrics to maintain control over status of processesTargets for improved performance guides the process improvement activities” 13 Quality BaselineRecords and compares the quality objectives for the projectThe measurement of the project performance and the quality of the project objectivesShows the PMT where the project should be improvingProject Management Plan (Updates) 14 Grade is a way to distinguish between products with the same functional use but different technical attributes. For example:a Grade 1 bolt has a certain strength while a Grade 3 bolt of the same size is stronger and a Grade 5 bolt is even stronger. The Grade 1 bolt, though of low grade, can still be of high quality (no defects, of proper size, etc.) 15 Quality Assurance is the application of planned, systematic quality activities to ensure that the project will employ all processes needed to meet requirements.Occurs during the execution phase of the project. 16 Perform Quality Assurance is the process of regular structured reviews to ensure the project will comply with the planned quality standardsProvides an umbrella for another important quality activity continuous process improvement, which is an iterative means for improving the quality of all processes.Usually done by means of .A good quality assurance system will:Identify objectives and standardsBe multifunctional and prevention orientedCollect and use data Establish performance measuresInclude a quality audit 17 are independent evaluations of quality performance to ensure that:Intended quality will be metProducts are safe and fit for useLaws and regulations are followedData systems are adequateCorrective action is taken, if neededImprovement opportunities are identifiedQuality standards, procedures and methods established during quality planning are reevaluated and are still relevantQuality audits may also identify the lessons learned on the current project to determent how to make things better for this project as well as for other projects within the organization 18 He prescribed 1 4 activities for implementing quality which include:Create constancy of purpose towards improvement of product and serviceAdopt the new philosophy. We can no longer live with commonly accepted levels of delay, mistakes and defective workmanshipCease dependence on mass inspection. Instead, require statistical evidence that quality is built inEnd the practice of awarding business on the basis of priceFind problems. It is managements job to work continually on the systemInstitute modern methods of training on the jobInstitute modern methods of supervision of production workers, the responsibility of foremen must be changed from numbers to quality Drive out fear, so that everyone may work effectively for the companyBreak down barriers between departmentsEliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity without providing methodsEliminate work standards that prescribe numerical quotasRemove barriers that stand between the hourly worker and their right to pride of workmanshipInstitute a vigorous programme of education and retrainingCreate a structure in top management that will push on the above points every day 19 4 -step cycle: what is needed it that it works to correct any problems or improve performance PDCA cycle, known as Deming cycle, has actually been developed by a colleague of Deming, Walter A. Shewhart. 20 He is known for the two concepts of:Additionally, he stressed : 21 He also had 1 4 steps to improving quality:Management is committed to a formalized quality policyForm a management level quality improvement team (QIT) with responsibility for quality improvement process planning and administrationDetermine where current and potential quality problems lieEvaluate the cost of quality and explain its use as a management tool to measure wasteRaise quality awareness and personal concern for quality amongst all employeesTake corrective actions, using established formal systems to remove the root causes of problemsEstablish a zero defects committee and programTrain all employees in quality improvement Hold a Zero Defects Day to broadcast the change and as a management recommitment and employee commitmentEncourage individuals and groups to set improvement goalsEncourage employees to communicate to management any obstacles they face in attaining their improvement goalsGive formal recognition to all participantsEstablish quality councils for quality management information sharingDo it all over again form a new quality improvement team 22 Developed the concept of quality which emphasizes that the measure of high quality is achieved by ensuring that the product meets the expectations of the stakeholders and customers.His 1 0 steps are:Build awareness of the need and opportunity for improvementSet goals for improvementOrganize to reach the goalsProvide trainingCarry out projects to solve problemsReport progressGive recognitionCommunicate results Keep score of improvements achievedMaintain momentum 23 Juran established the so-called for improving quality:Plan: attitude breakthrough, identify vital few new projectsImprove: knowledge breakthrough, conduct analysis, institute changeControl: overcome resistance, institute controls QUALITY CONTROLQUALITY PLANNING QUALITY IMPROVEMENT 24 Percentage defecctive NEW ZONE OF QUALITY CONTROLORIGINAL ZONE OF QUALITY CONTROLCHRONIC WASTE(possible improvements)SPORADIC SPIKE02 04 0 0 LESSONS LEARNED 25 He originated the , which he defined as:“An effective system for integrating quality development, quality maintenance and quality improvement efforts of the various groups within an organization, so as to enable production and service at the most economical levels that allow full customer satisfaction”.Dr. Feigenbaums 3 basic steps are: 26 He is well known for his total quality perspective, company wide quality control, his attention to the human side of quality, the Ishikawa diagram and the assembly and use of the “ ”:which are the main problems?what causes the problems?how is the data made up?how often it occurs or is done?what do overall variations look like? what are the relationships between factors?which variations to control and how? 27 He has introduced the extensive use of in quality.DOE is a statistical method (what-if scenarios) that helps identify which factors may influence specific variables of a product or process under development or in production. Most often used on the product of the project rather than the project itself, however could be used in determining the most efficient crew of resources to put on an activity. Quality and reliability are developed off-line, during the product design phase. In fact he considered better to design a robust product, insensitive to variation in the manufacturing process, rather than controlling variations during manufacturing.The 3 stages of the Taguchi methodology are: 28 He is well known for: In Poka Yoke, defects are examined, the production system stopped and immediate feedback given so that the root causes of the problem may be identified and prevented from occurring again. Poka Yoke are supposed to prevent from becoming In order to avoid making mistakes or forget something, the use of checklists is fostered.The ideal production system should have Zero quality control. 29 30 This process involves Perform Quality Control is part of the Monitoring and Controlling Process Group. A good quality control system will:Select what to controlSet standardsEstablish measurement methods Compare actuals to standardsAct when standards are not met 31 The project team should do the following to ensure competency in quality control:Conduct statistical quality control measures, such as sampling and probabilityInspect the product to keep errors away from the customerPerform attribute sampling to measure conformance to quality on a per-unit basisConduct variable sampling to measure the degree of conformanceStudy special causes to determine anomalies to qualityResearch random causes to determine expected variances of qualityCheck the tolerance range to determine if the results are within or without an acceptable level of quality Observe control limits to determine if the results are in or out of quality control 32 : keeping errors out of the process: keeping errors out of the hands of the customer: the result conforms, or it does not : the result is rated on a continuous scale that measures the degree of conformity: unusual events (also called Random causes): normal process variation : the result is acceptable if it falls within the range specified by the tolerance : the process is in control if the result falls within the control limit 33 SPC is a tool used to manage processes. It is also used as a mean for reducing the variability in products, deliveries, materials, equipment, attitudes and processes, which are the cause of most quality problems. SPC will focuses on whether a process is “ ” stable and exhibiting only random variation, or “ ” and needing attention. It also gives warnings on declining performance, and can support with long-term defect reduction, detection of special or assignable causes, decrease or removal of causes of variation and achievement of a closest possible level of desired performance.In SPC, data (numbers) are the basis for decisions and actions, and a thorough and reliable data recording system is fundamental. Furthemore, a set of tools to analyse and interpret the data is required. One of this tools is represented by . 34 A control chart is a statistical tool used to discriminate between variation in a process resulting from or from . It is a graphic exhibit representing how stable a process is over time. are the limits of variation that a statistically controlled process should be respect. Control limits are set at +/- 3 standard deviations (3 sigma) from the centerline.Control limits must not be confused with , which correspond to the desired process performance.In short, control charts:Monitor process variation over timeDifferentiate between special cause and common cause variation Assess effectiveness of changesCommunicate process performance 35 Value Percent Correct+/ 1 sigma 6 8 .2 6 percent +/ 2 sigma 9 5 .4 6 percent +/ 3 sigma 9 9 .7 3 percent +/ 6 sigma 9 9 .9 9 percent 36 37 UCLLCLAvg. UCLLCLAvg. UCLLCLAvg. UCLLCLAvg. 38 A Histogram is a vertical bar chart that shows the distribution of a data set. A Histogram does not represent process performance over time. Should we compare it to a control chart, the latter would be like a movie, while the former would be like a snapshot.In short, histograms:Summarize large data sets graphicallyCompare measurements to specificationsCommunicate information to the teamAssist in decision making 39 Analyzing number of shots at a certain distance from a target: 40TARGET HITS MISSESMISSES 41 42 Small amount of variationLarge amount of variation 43 44 45LSL LSLUSL USLUSL: Upper Specification LimitLSL: Lower Specification Limit WITHIN LIMITS OUT OF SPECS 46 Two peaks Isolated islandunusual condition in materials and processesdata of two or more different origins are included such as products produced by two different machines, operators, shifts, etc.) 47 A Pareto Chart is The chart gets its name from the Pareto Principle, which postulates that 48 Pareto Charts help breaking big problems down to issues with a more manageable size and indentifying the ones who are more relevant.We consider than the “ ”, i.e. the problems to be addressed in the first place and the “ ”, i.e. the ones who are not contributing much. In the process of continuous improvement, some of the trivial many could become vital few, once we have addressed and improved the original vital many.In short, Pareto Charts:Breaks big problem into smaller piecesIdentifies most significant factorsShows where to focus efforts Allows better use of limited resources 49 Vertical bar chart presenting defects in order of decreasing occurrence.Helps identify the vital few defects (the 2 0 % that are typically causing 8 0 % of the problem.)“Things that matter most must never be at the mercy of things that matter least.” Johann Goethe Type of Furniture Returns - Store #11 months sales Chairs Couches Fine Dining Sets Lamps Beds Dressers 6 05 04 03 02 01 0 0 1 0 0 %8 0 %5 0 % 1 0 % 50 51 52 A , aka , is a diagram that uses graphic symbols to depict the nature and flow of the steps in a process.During an improvement stage, it helps understanding how the current process works.In short, flowcharts:Promote process understandingProvide tool for trainingIdentify problem areas and improvement opportunitiesDepict customer-supplier relationships 53 54 A is a helps recognize, sort, and exhibit possible causes of a specific problem or quality characteristic. It graphically illustrates the relationship between a given outcome and all the factors that influence the outcome. This type of diagram is sometimes called an “ because it was invented by Kaoru Ishikawa, or a because of the way it looks.In short, cause-and-effect diagrams:Facilitate finding out root causesPromote team involvementUse an methodical, easy-to-read formatPoint out possible causes of variation Improve process knowledgeIdentify areas for data collection 55 EFFECTCAUSE A CAUSE CCAUSE B CAUSE D 56 HIGH FUEL CONSUMPTIONEQUIPMENTPEOPLE MATERIALS MAIN CATEGORIESMAIN CATEGORIES 57 HIGH FUEL CONSUMPTIONEQUIPMENTPEOPLE MATERIALSTires are not inflated correctlyCarburator needs set-up Use wrong gearDrive too fast Poor maintenance Use wrong fuelUse wrong oil 58PEOPLE Use wrong gearDrive too fast Poor maintenance Cant hear engine Hearing problemKeep stereo too loud 59 Data are frequently collected using structured forms designed to collect and organize data in a systematic way. Each check sheet is used for collecting and recording data referred to a specific process, therefore, it can be designed in a customized way, suitable for the particular process and data set.In short, check sheets:Record data for further analysisProvide historical recordIntroduce Data Collection methods 60 TABULAR FORMAT 61X XX XLOCATION FORMAT 62 A Scatter Diagram is a graphical way of representing how two variables are correlated, i.e. how one variable changes with respect to another. The variables are plotted on axes at right angles to each other and the scatter in the points gives a measure of confidence in any correlation shown. 63 64When one increases, the other increases 65When one increases, the other decreases 66Relationship fluctuates between positive and negative correlation 67Just because there appears to be a relationship between variables, it is not necessarily a cause-and-effect relationship!Avoiding Pitfalls:Get a large sample 2 0 to 2 5 data pointsInvolve people who understand the process 68