Project managers can go a long way in reducing knee-jerk reactions with their projects when they differentiate between common and special cause variation. The control chart will do this for you. The control chart is an extremely powerful tool that should be used in the monitoring process to determine if processes are in control. When special causes are identified, root-cause analysis is the correct response using cause and effect diagrams discussed under quality assurance.
When only common cause variation is present, yet results are not where they need to be, perhaps a design of experiment will help determine how to shift the process in the right direction. If a process measure is in control, that is it only has common cause variation, yet the results are not good enough, this indicates the process must be changed or improved.
Asking people to explain differences in data between the control limits is not only frustrating but a waste of time. A better approach is to recognize the current process is not capable focus on improving the process.
The best way to improve processes is through a process improvement project team. Understanding variation makes decision making much easier. Investigate special causes, reduce variation, and decide if the process is capable.
If it the process is not capable, instead of reacting, form a process improvement project team to study the process and shift the process in the right direction. Process monitoring is an integral part of quality control. The quality tools used in this process can assist project managers in numerous ways including: differentiating between normal noise in the process and something unusual, communicating effectively with easy to understand graphical analysis, and making better and less emotional decisions based on sound data and facts.
Projects are almost always emotional endeavors for more than just a few stakeholders. To take that emotion out of decision making and to communicate more effectively with top management, it is essential to incorporate quality processes into every project. To successfully improve results over the long term, project managers must develop a continuous improvement mind-set.
This can be done by becoming familiar with and utilizing the various quality tools and techniques on every project. Project managers who take the time to establish good project metrics, analyze the processes affected by the project, and understand the concept of variation should improve the effectiveness of the management of their projects significantly. ASQ Statistics Division. Milwaukee, Wisconsin: American Society for Quality. Campanella, J.
Deming, W. George, L. Kaplan, S. Project Management Institute. Rever, W. Article Quality Management 1 November By Wilkinson, Amy Life-or-death decisions sometimes hang on whether doctors and nurses have safe, secure and swift access to patient records. Article Quality Management , Telecommunications 1 November By Wilkinson, Amy High-speed internet access can be a game-changer for developing countries.
And in Sri Lanka, the need was critical. Decades of bitter civil war left the island nation lagging far behind other parts…. After measuring three…. Learning Library. Quality is as relative a concept as is beauty: What one individual considers a product of high quality, another could view as one of lower value. Because of this, the process of managing project quality demands that project managers develop a clear understanding of their client's quality perspective.
This paper examines tools and techniques that project managers can use to practice the three aspects of project quality management--planning, assurance, and control. It also identifies each aspect's key activities, its primary challenges, and its business significance. Abstract Project quality management is a vital aspect of any project, yet it is often misunderstood or improperly applied.
Introduction For most people, crunching numbers, dealing with data, and making charts is simply not too much fun. Exhibit 4 — Value-Added Analysis. Exhibit 5 — The Simple Tools. This material has been reproduced with the permission of the copyright owner.
Unauthorized reproduction of this material is strictly prohibited. For permission to reproduce this material, please contact PMI or any listed author. At the beginning of the project, requirements are determined with the stakeholders. These requirements become the foundation for the work of the project. Quality is not about giving the customer extras, which are often based on possibly erroneous perceptions of what you believe the customer wants. These extras add time, possibly costs, and other impacts to a project, but do not always result in increased customer satisfaction.
My GK. Checkout Cart Loading Create an Account Forgot Your Password? Access MyGK. The various concepts are evaluated on how well they satisfy each criteria in the left column, using the QFD symbols. These weighted factors are then added for each column. The preferred concept will have the highest total.
Product Design Process cont. A product concept is thus selected A. The product concept is represented with block diagrams or design layout. The subsystem, assembly, or part deployment matrix is then prepared. The product requirements or technical characteristics are translated into critical subsystems, assembly or parts as well as their features from the selected concept. Relationships are established between product requirements or technical characteristics and the critical subsystem, assembly or part characteristics.
Importance rating are calculated and the target values for each critical subsystem, assembly or part characteristics are established. Product Design Matrix Fault Mode and Effect Analysis What is FMEA? How does it Work? Limitations of RPN RPN is not a perfect representation of the risk associated with a failure mode and associated cause.
Brainstorming potential failure modes 3. Assign an occurrence rating for each failure mode 6. Calculate the RPN 8. Prioritise the FMs for action 9. Take action to eliminate or reduce the high-risk FMs FMEA Worksheet Prioritising Failure Modes for Action After having calculated the RPNs, the FMs can be prioritised by ranking them in order from the highest risk priority number to the smallest.
Understanding the fundamentals and procedure of FMEAs 2. Preparation steps for each FMEA project 3. Applying lessons leaned and quality objectives 4. Providing excellent facilitation 5. Preparation Steps 1. Determine the scope of the FMEA project 2. Make the scope visible and get consensus on boundaries 3. Assemble the right FMEA team 4. Establish ground rules and assumptions 5. Gather information 6. Prepare for the FMEA meetings Gogo Essam Nov.
VaraidzoMukopa Mar. KomalBalhara1 Dec. Chandan Vichoray Sep. MohammadZahoor2 Feb.
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