Project quality management 项目质量管理ppt课件.ppt

PROJECTMANAGEMENTFUNDAMENTALSProjectQualityManagement July2010 ModernQualityManagementcomplementsProjectManagement Forexample bothdisciplinesrecognizetheimportanceof 2 3 8 1 PLANQUALITY ThePlanQualityProcessreferstoidentifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythem ItispartofthePlanningprocessgroup 4 PlanQualityToolsandTechniquesCost BenefitAnalysis Notjustacomparisonbetweentwooptions Needtolookatthebestapproachtoachievequalityintheprojectinrelationtothemoniestocompletethework Thestudyofthequalityreceivedinproportiontothecosttoreachthosequalityexpectations Qualityshouldmeet notexceed customer sexpectations 5 PlanQualityToolsandTechniquesBenchmarkingandDOE BenchmarkingComparingtwosimilarthingstomeasurewhichoneperformsbest Examinesprojectpracticesagainstotherprojectstomeasureperformance andthenselectsthebestpracticesforperformanceinthecurrentprojectDesignofExperiments DOE Astatisticalmethod what ifscenarios thathelpsidentifywhichfactorsmayinfluencespecificvariablesofaproductorprocessunderdevelopmentorinproduction Mostoftenusedontheproductoftheprojectratherthantheprojectitself howevercouldbeusedindeterminingthemostefficientcrewofresourcestoputonanactivity 6 PlanQualityToolsandTechniquesCostOfQuality totalcostsincurredbyinvestmentinpreventingnonconformancetorequirements appraisingtheproductorserviceforconformancetorequirements andfailingtomeetrequirements rework Failurecosts internalandexternal arealsocalledcostofpoorquality PMIemphasizesthatqualityshouldbeplannedintotheproject notinspectedin TheyalsoadvocatetheDemingapproach 85 ofcostsofqualityareManagementresponsibility 7 PlanQualityToolsandTechniquesOtherTools Techniques BrainstormingAgeneraldatagatheringandcreativitytechniquethatcanbeusedtoidentifyrisks ideas orsolutionstoissuesbyusingagroupofteammembersorsubject matterexperts Typically abrainstormingsessionisstructuredsothateachparticipant sideasarerecordedforlateranalysis AffinityDiagramsTheaffinitydiagramisabusinesstoolandisoneofthe sevenmanagementandplanningtools andisatoolusedtoorganizeideasanddata Thetooliscommonlyusedwithinprojectmanagementandallowslargenumbersofideastobesortedintogroupsforreviewandanalysis ForceFieldAnalysisAusefultechniqueforlookingatalltheforcesforandagainstadecision Ineffect itisaspecializedmethodofweighingprosandcons 8 PlanQualityToolsandTechniquesOtherTools Techniques NominalGroupTechniquesAdecision makingmethodusingavotingprocessforuseamonggroupsofmanysizes First everymemberofthegroupgivestheirviewofthesolution withashortexplanation Then duplicatesolutionsareeliminatedfromthelistofallsolutions andthemembersproceedtorankthesolutions 1st 2nd 3rd 4th andsoon Thenumberseachsolutionreceivesaretotaled andthesolutionwiththelowest i e mostfavored totalrankingisselectedasthefinaldecision Therearevariationsonhowthistechniqueisused FlowchartsThedepictioninadiagramformatoftheinputs processactions andoutputsofoneormoreprocesseswithinasystem 9 PlanQualityOutputsQualityManagementPlan Itdescribeshowtheprojectmanagementteamwillimplementthequalitypolicy ItisacomponentoftheoverallProjectManagementPlan andwilladdressthefollowing QualityControl Monitoringworkresultstoseeiftheymeetrelevantqualitystandards Ifstandardsarenotmet PManalyzestodeterminerootcauseandthen eliminatesit QualityAssurance MapstotheOrganization squalitypolicyandistypicallyamanagerialprocess Generallyconsideredtheworkoftheapplyingthequalityplan QualityImprovement Correctiveactionsappliedtoimprovetheproductandtheprojecttomeetthequalitystandards 10 PlanQualityOutputsOtherOutputs QualityMetrics AnOperationaldefinitionthatdescribes inveryspecificterms whatsomethingisandhowthequalitycontrolprocessmeasuresit measuresareactualvalues QualityChecklistsSimpleapproachestoensurethatworkiscompletedaccordingtothequalitypolicy Usuallyalistofactivitiesthatwillbecheckedoffascompleted Usuallycomponent specific 11 PlanQualityOutputsOtherOutputs ProcessImprovementPlanSubsidiaryoftheprojectmanagementplan it detailsthestepsforanalyzingprocessesthatwillfacilitatetheidentificationofwasteandnon valueaddedactivity thusincreasingcustomervalue suchas Processboundaries purpose start end inputs outputs datarequired owner etc Processconfiguration flowchartwithinterfaces linksProcessmetrics tomaintaincontroloverstatusofprocessesTargetsforimprovedperformance guidestheprocessimprovementactivities 12 PlanQualityOutputsOtherOutputs QualityBaselineRecordsandcomparesthequalityobjectivesfortheprojectThemeasurementoftheprojectperformanceandthequalityoftheprojectobjectivesShowsthePMTwheretheprojectshouldbeimprovingProjectManagementPlan Updates 13 Qualityvs Grade Gradeisawaytodistinguishbetweenproductswiththesamefunctionalusebutdifferenttechnicalattributes Forexample aGrade1bolthasacertainstrengthwhileaGrade3boltofthesamesizeisstrongerandaGrade5boltisevenstronger TheGrade1bolt thoughoflowgrade canstillbeofhighquality nodefects ofpropersize etc 14 8 2 PERFORMQUALITYASSURANCE QualityAssuranceistheapplicationofplanned systematicqualityactivitiestoensurethattheprojectwillemployallprocessesneededtomeetrequirements Occursduringtheexecutionphaseoftheproject 15 8 2 PERFORMQUALITYASSURANCE PerformQualityAssuranceistheprocessofregularstructuredreviewstoensuretheprojectwillcomplywiththeplannedqualitystandardsProvidesanumbrellaforanotherimportantqualityactivity continuousprocessimprovement whichisaniterativemeansforimprovingthequalityofallprocesses UsuallydonebymeansofQualityAudits Agoodqualityassurancesystemwill IdentifyobjectivesandstandardsBemultifunctionalandpreventionorientedCollectandusedataEstablishperformancemeasuresIncludeaqualityauditAQualityAuditis astructured independentreviewtodeterminewhetherprojectactivitiescomplywithorganizationalandprojectpolicies processes andprocedures 16 8 2 PERFORMQUALITYASSURANCETools Techniques Qualityauditsareindependentevaluationsofqualityperformancetoensurethat IntendedqualitywillbemetProductsaresafeandfitforuseLawsandregulationsarefollowedDatasystemsareadequateCorrectiveactionistaken ifneededImprovementopportunitiesareidentifiedQualitystandards proceduresandmethodsestablishedduringqualityplanningarereevaluatedandarestillrelevantQualityauditsmayalsoidentifythelessonslearnedonthecurrentprojecttodetermenthowtomakethingsbetterforthisprojectaswellasforotherprojectswithintheorganization 17 QUALITYIMPROVEMENTPHILOSOPHIESW EdwardDeming Heprescribed14activitiesforimplementingqualitywhichinclude CreateconstancyofpurposetowardsimprovementofproductandserviceAdoptthenewphilosophy Wecannolongerlivewithcommonlyacceptedlevelsofdelay mistakesanddefectiveworkmanshipCeasedependenceonmassinspection Instead requirestatisticalevidencethatqualityisbuiltinEndthepracticeofawardingbusinessonthebasisofpriceFindproblems Itismanagement sjobtoworkcontinuallyonthesystemInstitutemodernmethodsoftrainingonthejobInstitutemodernmethodsofsupervisionofproductionworkers theresponsibilityofforemenmustbechangedfromnumberstoqualityDriveoutfear sothateveryonemayworkeffectivelyforthecompanyBreakdownbarriersbetweendepartmentsEliminatenumericalgoals postersandslogansfortheworkforceaskingfornewlevelsofproductivitywithoutprovidingmethodsEliminateworkstandardsthatprescribenumericalquotasRemovebarriersthatstandbetweenthehourlyworkerandtheirrighttoprideofworkmanshipInstituteavigorousprogrammeofeducationandretrainingCreateastructureintopmanagementthatwillpushontheabovepointseveryday 18 QUALITYIMPROVEMENTPHILOSOPHIESW EdwardDeming WalterA Shewhart 4 stepcycle Plan Do Check Act PDCA PlanwhatisneededDoitCheckthatitworksActtocorrectanyproblemsorimproveperformance PDCAcycle knownasDemingcycle hasactuallybeendevelopedbyacolleagueofDeming WalterA Shewhart 19 QUALITYIMPROVEMENTPHILOSOPHIESPhilipB Crosby Heisknownforthetwoconceptsof QualityisFree ZeroDefects Additionally hestressed4AbsolutesofQuality QualityisconformancetorequirementsThesystemofqualityispreventionTheperformancestandardiszerodefectsThemeasureofqualityisthepriceofnonconformance 20 QUALITYIMPROVEMENTPHILOSOPHIESPhilipB Crosby Healsohad14stepstoimprovingquality ManagementiscommittedtoaformalizedqualitypolicyFormamanagementlevelqualityimprovementteam QIT withresponsibilityforqualityimprovementprocessplanningandadministrationDeterminewherecurrentandpotentialqualityproblemslieEvaluatethecostofqualityandexplainitsuseasamanagementtooltomeasurewasteRaisequalityawarenessandpersonalconcernforqualityamongstallemployeesTakecorrectiveactions usingestablishedformalsystemstoremovetherootcausesofproblemsEstablishazerodefectscommitteeandprogramTrainallemployeesinqualityimprovementHoldaZeroDefectsDaytobroadcastthechangeandasamanagementrecommitmentandemployeecommitmentEncourageindividualsandgroupstosetimprovementgoalsEncourageemployeestocommunicatetomanagementanyobstaclestheyfaceinattainingtheirimprovementgoalsGiveformalrecognitiontoallparticipantsEstablishqualitycouncilsforqualitymanagementinformationsharingDoitalloveragain formanewqualityimprovementteam 21 QUALITYIMPROVEMENTPHILOSOPHIESJosephM Juran Developedthe fitness for use conceptofqualitywhichemphasizesthatthemeasureofhighqualityisachievedbyensuringthattheproductmeetstheexpectationsofthestakeholdersandcustomers His10stepsare BuildawarenessoftheneedandopportunityforimprovementSetgoalsforimprovementOrganizetoreachthegoalsProvidetrainingCarryoutprojectstosolveproblemsReportprogressGiverecognitionCommunicateresultsKeepscoreofimprovementsachievedMaintainmomentum 22 QUALITYIMPROVEMENTPHILOSOPHIESJosephM Juran Juranestablishedtheso calledJuranTrilogyforimprovingquality Plan attitudebreakthrough identifyvitalfewnewprojectsImprove knowledgebreakthrough conductanalysis institutechangeControl overcomeresistance institutecontrols QUALITYCONTROL QUALITYPLANNING QUALITYIMPROVEMENT ParetoAnalysis LessonsLearned Project by Project HoldingtheGains Breakthrough 23 QUALITYIMPROVEMENTPHILOSOPHIESJosephM Juran 24 QUALITYIMPROVEMENTPHILOSOPHIESArmandV Feigenbaum HeoriginatedtheTotalQualityControl whichhedefinedas Aneffectivesystemforintegratingqualitydevelopment qualitymaintenanceandqualityimprovementeffortsofthevariousgroupswithinanorganization soastoenableproductionandserviceatthemosteconomicallevelsthatallowfullcustomersatisfaction Dr Feigenbaum s3basicstepsare QualityleadershipModernqualitytechnologyOrganizationalcommitment 25 QUALITYIMPROVEMENTPHILOSOPHIESDr KaoruIshikawa Heiswellknownforhistotalqualityperspective companywidequalitycontrol hisattentiontothehumansideofquality theIshikawadiagramandtheassemblyanduseofthe sevenbasictoolsofquality 26 QUALITYIMPROVEMENTPHILOSOPHIESDr GenichiTaguchi HehasintroducedtheextensiveuseofDesignofExperiments DOE inquality DOEisastatisticalmethod what ifscenarios thathelpsidentifywhichfactorsmayinfluencespecificvariablesofaproductorprocessunderdevelopmentorinproduction Mostoftenusedontheproductoftheprojectratherthantheprojectitself howevercouldbeusedindeterminingthemostefficientcrewofresourcestoputonanactivity Qualityandreliabilityaredevelopedoff line duringtheproductdesignphase Infactheconsideredbettertodesignarobustproduct insensitivetovariationinthemanufacturingprocess ratherthancontrollingvariationsduringmanufacturing The3stagesoftheTaguchimethodologyare SystemDesignParameterDesignToleranceDesign 27 QUALITYIMPROVEMENTPHILOSOPHIESShigeoShingo Heiswellknownfor Just in Timemanufacturing SingleMinuteExchangeofDie SMED systemPoka Yoke mistakeproofing system InPokaYoke defectsareexamined theproductionsystemstoppedandimmediatefeedbackgivensothattherootcausesoftheproblemmaybeidentifiedandpreventedfromoccurringagain PokaYokearesupposedtopreventerrorsfrombecomingdefectsInordertoavoidmakingmistakesorforgetsomething theuseofchecklistsisfostered TheidealproductionsystemshouldhaveZeroqualitycontrol 28 8 3 PERFORMQUALITYCONTROL 29 8 3 PERFORMQUALITYCONTROL Thisprocessinvolvesmeasurementoftheprocessorperformanceusingqualitycontroltools anddeterminewhethertheycomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryresults PerformQualityControlispartoftheMonitoringandControllingProcessGroup Agoodqualitycontrolsystemwill SelectwhattocontrolSetstandardsEstablishmeasurementmethodsCompareactualstostandardsActwhenstandardsarenotmet 30 8 3 PERFORMQUALITYCONTROL Theprojectteamshoulddothefollowingtoensurecompetencyinqualitycontrol Conductstatisticalqualitycontrolmeasures suchassamplingandprobabilityInspecttheproducttokeeperrorsawayfromthecustomerPerformattributesamplingtomeasureconformancetoqualityonaper unitbasis ConductvariablesamplingtomeasurethedegreeofconformanceStudyspecialcausestodetermineanomaliestoqualityResearchrandomcausestodetermineexpectedvariancesofqualityCheckthetolerancerangetodetermineiftheresultsarewithinorwithoutanacceptablelevelofqualityObservecontrollimitstodetermineiftheresultsareinoroutofqualitycontrol 31 8 3 PERFORMQUALITYCONTROLQualityControlGlossary Prevention keepingerrorsoutoftheprocessInspection keepingerrorsoutofthehandsofthecustomerAttributesampling theresultconforms oritdoesnotVariablessampling theresultisratedonacontinuousscalethatmeasuresthedegreeofconformitySpecialcauses unusualeventsCommoncauses alsocalledRandomcauses normalprocessvariationTolerances theresultisacceptableifitfallswithintherangespecifiedbythetoleranceControllimits theprocessisincontroliftheresultfallswithinthecontrollimit 32 STATISTICALPROCESSCONTROL SPCisatoolusedtomanageprocesses Itisalsousedasameanforreducingthevariabilityinproducts deliveries materials equipment attitudesandprocesses whicharethecauseofmostqualityproblems SPCwillfocusesonwhetheraprocessis incontrol stableandexhibitingonlyrandomvariation or outofcontrol andneedingattention Italsogiveswarningsondecliningperformance andcansupportwithlong termdefectreduction detectionofspecialorassignablecauses decreaseorremovalofcausesofvariationandachievementofaclosestpossiblelevelofdesiredperformance InSPC data numbers arethebasisfordecisionsandactions andathoroughandreliabledatarecordingsystemisfundamental Furthemore asetoftoolstoanalyseandinterpretthedataisrequired OneofthistoolsisrepresentedbyCONTROLCHARTS 33 CONTROLCHARTS Acontrolchartisastatisticaltoolusedtodiscriminatebetweenvariationinaprocessresultingfromcommoncausesorfromspecialcauses Itisagraphicexhibitrepresentinghowstableaprocessisovertime Controllimitsarethelimitsofvariationthatastatisticallycontrolledprocessshouldberespect Controllimitsaresetat 3standarddeviations 3sigma fromthecenterline Controllimitsmustnotbeconfusedwithspecificationlimits whichcorrespondtothedesiredprocessperformance Inshort controlcharts MonitorprocessvariationovertimeDifferentiatebetweenspecialcauseandcommoncausevariationAssesseffectivenessofchangesCommunicateprocessperformance 34 CONTROLCHARTS 35 CONTROLCHARTS 36 CONTROLCHARTS RULEOFSEVEN 37 HISTOGRAMS AHistogramisaverticalbarchartthatshowsthedistributionofadataset AHistogramdoesnotrepresentprocessperformanceovertime Shouldwecompareittoacontrolchart thelatterwouldbelikeamovie whiletheformerwouldbelikeasnapshot Inshort histograms SummarizelargedatasetsgraphicallyComparemeasurementstospecificationsCommunicateinformationtotheteamAssistindecisionmaking 38 HISTOGRAMsample Analyzingnumberofshotsatacertaindistancefromatarget 39 HISTOGRAMsample TARGET HITS MISSES MISSES 40 HISTOGRAMS 41 HISTOGRAMS Smallamountofvariation Largeamountofvariation 42 HISTOGRAMS 43 HISTOGRAMS 44 HISTOGRAMS LSL LSL USL USL USL UpperSpecificationLimit LSL LowerSpecificationLimit WITHINLIMITS OUTOFSPECS 45 HISTOGRAMS Twopeaks Isolatedisland unusualconditioninmaterialsandprocesses dataoftwoormoredifferentoriginsareincludedsuchasproductsproducedbytwodifferentmachines operators shifts etc 46 PARETOCHART AParetoChartis aseriesofbarswhoseheightsreflectthefrequencyorimpactofproblems Thebarsarearrangedindescendingorderofheightfromlefttoright Thismeansthecategoriesrepresentedbythetallbarsontheleftarerelativelymoresignificantthanthoseontheright ThechartgetsitsnamefromtheParetoPrinciple whichpostulatesthat80 ofthetroublecomesfrom20 oftheproblems 47 PARETOCHART ParetoChartshelpbreakingbigproblemsdowntoissueswithamoremanageablesizeandindentifyingtheoneswhoaremorerelevant Weconsiderthanthe VitalFew i e theproblemstobeaddressedinthefirstplaceandthe TrivialMany i e theoneswhoarenotcontributingmuch Intheprocessofcontinuousimprovement someofthetrivialmanycouldbecomevitalfew oncewehaveaddressedandimprovedtheoriginalvitalmany Inshort ParetoCharts BreaksbigproblemintosmallerpiecesIdentifiesmostsignificantfactorsShowswheretofocuseffortsAllowsbetteruseoflimitedresources 48 PARETOCHART Verticalbarchartpresentingdefectsinorderofdecreasingoccurrence Helpsidentifythe vitalfew defects the20 thataretypicallycausing80 oftheproblem Thingsthatmattermostmustneverbeatthemercyofthingsthatmatterleast JohannGoethe 49 PARETOCHARTExample 50 PARETOCHARTExample 51 FLOWCHARTS AFlowchart akaFlowDiagram isadiagramthatusesgraphicsymbolstodepictthenatureandflowofthestepsinaprocess Duringanimprovementstage ithelpsunderstandinghowthecurrentprocessworks Inshort flowcharts PromoteprocessunderstandingProvidetoolfortrainingIdentifyproblemareasandimprovementopportunitiesDepictcustomer supplierrelationships 52 FLOWCHARTsample 53 CAUSE AND EFFECTDIAGRAMS ACause and EffectDiagramisahelpsrecognize sort andexhibitpossiblecausesofaspecificproblemorqualitycharacteristic Itgraphicallyillustratestherelationshipbetweenagivenoutcomeandallthefactorsthatinfl