1. Project Quality Management
Quality Theories

2. Evolution of Quality Management
Nayyer Kazmi

3. 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
Nayyer Kazmi

4. 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
Nayyer Kazmi

5. 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
Nayyer Kazmi

6. 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 analysis and control
Nayyer Kazmi

7. W. Edwards Deming:
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
Nayyer Kazmi

8. 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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9. Plan-Do-Check-Act Cycle
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10. 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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11. 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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12. 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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13. 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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14. 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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15. 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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16. Cake Baking Experiment
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17. Factors and Levels for a Pound Cake Experiment
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18. Taguchi Experiment Flow Diagram
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19. Quality Gurus
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20. 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
Nayyer Kazmi

21. 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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22. Defining Quality – 5 Ways
Conformance to specifications
Does product/service meet targets and tolerances defined by designers?
Fitness for use
Evaluates performance for intended use
Value for price paid
Evaluation of usefulness vs. price paid
Support services
Quality of support after sale
Psychological
Ambiance, prestige, friendly staff
Nayyer Kazmi

23. Changing Views of Quality
PAST
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 be
accomplished 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
Nayyer Kazmi

24. 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
Nayyer Kazmi

25. Cost of Quality – 4 Categories
Source: Operations Management – An Integrated Approach Fourth Edition by Reid and Sanders
Early detection/prevention is less costly
(Maybe by a factor of 10)
Nayyer Kazmi