Project Quality

Management
Quality Theories

Evolution of Quality
Management

Nayyer Kazmi

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
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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
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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

W. Edwards Deming: 1927 1940

Demings 14 points for management
Use of statistics and sampling
methods
Influenced by Shewharts
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
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W. Edwards Deming: 1927 1940

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

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
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new process

Plan-Do-Check-Act Cycle

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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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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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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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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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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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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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Cake Baking Experiment

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Factors and Levels for a

Pound Cake Experiment

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Taguchi Experiment Flow

Diagram

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Quality Gurus

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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
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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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Defining Quality 5 Ways

1. Conformance to specifications
Does product/service meet targets and
tolerances defined by designers?
2. Fitness for use
Evaluates performance for intended use
3. Value for price paid
Evaluation of usefulness vs. price paid
4. Support services
Quality of support after sale
5. Psychological
Ambiance, prestige, friendly staff
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Changing Views of Quality

PAST

PRESENT

Quality is the responsibility of bluecollar 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

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execution

Quality occurs at project initiation

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and must be planned for within the

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
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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

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