Project_quality_management_项目质量管理

1、1会计学Project_quality_management_项目质项目质量管理量管理2Customer satisfactionUnderstanding, evaluating, defining, and managing expectations so that customer requirements are met. This requires a combination of conformance to requirements (the project must produce what it said it would produce) and fitness for u

2、se (the product or service must satisfy real needs). Prevention over inspectionThe cost of preventing mistakes is generally much less than the cost of correcting them, as revealed by inspection. Management responsibilitySuccess requires the participation of all members of the team, but it remains th

3、e responsibility of management to provide the resources needed to succeed. Continuous improvementThe plan-do-check-act cycle is the basis for quality improvement (as defined by Shewhart and modified by Deming, in the ASQ Handbook.)345expectations67responsibilityCosts of ConformanceCosts of Nonconfor

4、manceQuality TrainingReworkStudiesScrapSurveysInventory costsValidation and auditsWarranty costs8The affinity diagram is a business tool and is one of the “seven management and planning tools” and is a tool used to organize ideas and data.The tool is commonly used within project management and allow

5、s large numbers of ideas to be sorted into groups for review and analysis A useful technique for looking at all the forces for and against a decision. In effect, it is a specialized method of weighing pros and cons.9The depiction in a diagram format of the inputs, process actions, and outputs of one

6、 or more processes within a system.10improve the product and the project to meet the quality standards.11Simple approaches to ensure that work is completed according to the quality policy. Usually a list of activities that will be checked off as completed. Usually component-specific.121314151617nQua

7、lity audits may also identify the lessons learned on the current project to determent how to make things better for this project as well as for other projects within the organization1819PDCA cycle, known as Deming cycle, has actually been developed by a colleague of Deming, Walter A. Shewhart.20nThe

8、 performance standard is zero defectsnThe measure of quality is the price of nonconformance2122nReport progressnGive recognitionnCommunicate resultsnKeep score of improvements achievednMaintain momentum23QUALITY CONTROLQUALITY CONTROLQUALITY CONTROLQUALITY PLANNINGQUALITY PLANNINGQUALITY PLANNINGQUA

9、LITY IMPROVEMENTQUALITY IMPROVEMENTQUALITY IMPROVEMENT24Percentage defecctiveNEW ZONE OF QUALITY CONTROLORIGINAL ZONE OF QUALITY CONTROLCHRONIC WASTE(possible improvements)SPORADIC SPIKE020400LESSONS LEARNEDLESSONS LEARNEDLESSONS LEARNED2526which are the main problems?what causes the problems?how is

10、 the data made up?how often it occurs or is done?what do overall variations look like?what are the relationships between factors?which variations to control and how?27during the product design phase. In fact he considered better to design a robust product, insensitive to variation in the manufacturi

11、ng process, rather than controlling variations during manufacturing.nThe 3 stages of the Taguchi methodology are:nSystem DesignnParameter DesignnTolerance Design28becoming defectsnIn order to avoid making mistakes or forget something, the use of checklists is fostered.nThe ideal production system sh

12、ould have Zero quality control.2930nSelect what to controlnSet standardsnEstablish measurement methodsnCompare actuals to standardsnAct when standards are not met31Conduct variable sampling to measure the degree of conformanceStudy special causes to determine anomalies to qualityResearch random caus

13、es to determine expected variances of qualityCheck the tolerance range to determine if the results are within or without an acceptable level of qualityObserve control limits to determine if the results are in or out of quality control32nCommon causes (also called Random causes): normal process varia

14、tion nTolerances: the result is acceptable if it falls within the range specified by the tolerancenControl limits: the process is in control if the result falls within the control limit33assignable causes, decrease or removal of causes of variation and achievement of a closest possible level of desi

15、red performance.In SPC, data (numbers) are the basis for decisions and actions, and a thorough and reliable data recording system is fundamental. Furthemore, a set of tools to analyse and interpret the data is required. One of this tools is represented by .34nIn short, control charts:nMonitor proces

16、s variation over timenDifferentiate between special cause and common cause variationnAssess effectiveness of changesnCommunicate process performance35ValuePercent Correct+/ 1 sigma68.26 percent +/ 2 sigma 95.46 percent +/ 3 sigma 99.73 percent +/ 6 sigma 99.99 percent3637UCLLCLAvg.UCLLCLAvg.UCLLCLAv

17、g.UCLLCLAvg.38nCommunicate information to the teamnAssist in decision making3940TARGETTARGETTARGETHITSMISSESMISSES4142Small amount of variationLarge amount of variation434445LSLLSLUSLUSLUSL: Upper Specification LimitLSL: Lower Specification LimitWITHIN LIMITSOUT OF SPECS46Two peaksIsolated islandunu

18、sual condition in materials and processesdata of two or more different origins are included such as products produced by two different machines, operators, shifts, etc.)47nwhich postulates that n80% of the trouble comes from 20% of the problems48nIn short, Pareto Charts:nBreaks big problem into smal

19、ler piecesnIdentifies most significant factorsnShows where to focus effortsnAllows better use of limited resources49Vertical bar chart presenting defects in order of decreasing occurrence.Helps identify the vital few defects (the 20% that are typically causing 80% of the problem.)“Things that matter

20、 most must never be at the mercy of things that matter least.”Johann GoetheType of Furniture Returns - Store #11 months salesChairsCouchesFine DiningSetsLamps BedsDressers605040302010 0100%80%50%10%505152opportunitiesnDepict customer-supplier relationships5354nnFacilitate finding out root causesnPro

21、mote team involvementnUse an methodical, easy-to-read formatnPoint out possible causes of variationnImprove process knowledgenIdentify areas for data collection55EFFECTCAUSE ACAUSE CCAUSE BCAUSE D56HIGH FUEL CONSUMPTIONEQUIPMENTPEOPLEMATERIALSMAIN CATEGORIESMAIN CATEGORIES57HIGH FUEL CONSUMPTIONEQUIPMENTPEOPLEMATERIALSTires are not inflated correctlyCarburator needs set-upUse wrong gearDrive too fastPoor maintenanceUse wrong fuelUse wrong oil58PEOPLEUse wrong gearDrive too fastPoor maintenanceCant hear engineHearing problemKeep stereo too loud59nRecord data for further analysisnProvide histo