1. Project Quality Management

2. 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
Once you have introduced these definitions of quality, ask students to provide example of products that use them.

3. 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

4. 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

5. 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

6. 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

7. 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
One point to make here is that this list represents a recent expression of Demings 14 points - the list is still evolving.
Students may notice that many of these fourteen points seem to be simply common sense. If they raise this issue - ask them to consider jobs they have held. Were these points emphasized or implemented by their employers? If not, why not? This part of the discussion can be used to raise again the issue that proper approaches to quality are not “programs,” with limited involvement and finite duration, but rather philosophies which must become ingrained throughout the organization.

8. 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

9. Sample Fishbone or Ishikawa Diagram

10. Cause and Effect Diagram
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.
This slide introduces the Cause and Effect Diagram. The next several slide show the development of a simple example.
If time is available, it would be helpful to ask students to develop their own examples.
© 2004 by Prentice Hall, Inc. , Upper Saddle River, N.J
PowerPoint presentation to accompany Heizer/Render – Principles of Operations Management, 5e, and Operations Management, 7e

11. Cause and Effect Diagram Example
Too many defects
Problem

12. Cause and Effect Diagram Example
Method
Manpower
Main Cause
Too many defects
Material
Machinery
Main Cause

13. Cause and Effect Diagram Example
Method
Manpower
Drill
Overtime
Too many defects
Wood
Steel
Lathe
Material
Machinery
Sub-Cause

14. Cause and Effect Diagram Example
Method
Manpower
Tired
Old
Slow
Drill
Overtime
Steel
Wood
Lathe
Too many defects
Material
Machinery

15. Fishbone Chart - Problems with Airline Customer Service
This slide illustrates a Cause and Effect Chart for a practical problem.

16. Malcolm Baldrige Award and ISO 9000
The Malcolm Baldrige Quality Award was started in to recognize companies with world-class quality
ISO 9000 provides minimum requirements for an organization to meet their quality certification standards

17. Malcolm Baldrige National Quality Award
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) 4

18. International Standard Organization (ISO)
ISO is a series of standards that outline the requirements for quality management system
ISO set of guidelines for the selection use of standard, which relate to quality assurance
ISO pertain to companies involved including in the design, development, production, installation, and servicing of products or services
ISO similar to ISO 9001 excludes companies involved in design and development
ISO pertains to companies involved in final inspection and test for distribution and value added contractors
ISO employed as a guideline for the application of the elements of the Quality Management System.

19. 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

20. 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

21. 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
Ask student to identify firms which they believe could serve as benchmarks. If students are unable to identify any firms - ask them to identify a college or university whose registration system or housing selection system could serve as a benchmark. Most students have enough knowledge of, or friends at,other colleges and universities so as to be able to respond to this question.

22. 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

23. Pareto Analysis
Pareto analysis involves identifying the vital few contributors that account for the most quality problems in a system
Also called the 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

24. Sample Pareto Diagram

25. Statistical Process Control (SPC)
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
This slide introduces the process of Statistical Process Control. Slides illustrating the mechanics will be found in the presentation for supplement 6S.
At some point, you may wish to illustrate or discuss the connection between Statistical Process Control and the Target and Conformance-based quality control discussed earlier.

26. Statistical Process Control Steps
Produce Good
Start
Provide Service No
Assign.
Take Sample
Causes?
Yes
Inspect Sample
Stop Process
Create
Find Out Why
Control Chart

27. Process Control Chart

28. Patterns to Look for in Control Charts
This chart enables you to discuss some of the information which can be obtained from the Process Control Charts.
© 2004 by Prentice Hall, Inc. , Upper Saddle River, N.J
PowerPoint presentation to accompany Heizer/Render – Principles of Operations Management, 5e, and Operations Management, 7e

29. Inspection 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
This slide introduces the concept of inspection.
At this point, one should probably stress the role of inspection in the overall quality control process. Some students seem to have the notion that inspection is quality control.

30. 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
This slide can be used to frame a discussion about when to inspect. If your students have documented an actual production process from a local business, one of these documented processes can serve as an example.

31. Sample Quality Control Chart

32. 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

33. 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

34. 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

35. 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

36. 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