工程项目管理英文课件：class12-quality

Quality1ASSIGNMENTSReadChapterVI&VII–KerznerProjectManagementCaseStudy:Telestar ProblemwithPriorities2IntroductionDuringthepast30years,therehasbeenarevolutioninQuality.Customersaredemanding:HigherperformancerequirementsFasterProductDevelopmentHigherTechnologyLevelsMaterialsandProcessespushedtothelimitLowercontractorprofitmarginsFewerdefects/rejects3ChangingViewsofQualityPastQualityistheresponsibilityofthebluecollarworkersworkingonthefloor.PresentQualityiseveryone’sresponsibilityPastQualitydefectsshouldbehiddenfromthecustomerandmanagementPresent

Defectsshouldbehighlightedandbroughttothesurfaceforcorrectiveaction4ChangingViewsofQualityPastQualityproblemsleadtoblameandexcusesPresentQualityproblemsleadtocooperativesolutionsPastCorrectionstoqualityproblemsshouldbeaccomplishedwithminimumdocumentationPresentDocumentationisessentialsomistakesarenotrepeated5ChangingViewsofQualityPastIncreasedqualitywillincreasecostPresentImprovedqualitysavesmoneyandincreasesbusinessPastQualityisinternallyfocusedPresentQualityiscustomerfocusedPastDisciplinedinspectionwillyieldsustainedqualityPresentSustainedqualityisdesignedintheproduct6ChangingViewsofQualityPastQualitywillnotoccurwithoutclosesupervisionofpeoplePresentPeoplewanttoproducequalityproductsPastQualityoccursduringprojectexecutionPresentQualityoccursatprojectinitiationandmustbeplanned7DefinitionofQualityISO9000–“Thetotalityoffeatureandcharacteristicsofaproductorservicethatbearsonitsabilitytosatisfystatedorimpliedneeds.”8TheQualityMovementPriortoWWI–InspectionandSortWWItoEarly1950’s–SortingandQualityControlPrinciplesegProcesscontrolCharts1950’s–1960’s–Qualityassurancewithemphasisonavoidance“Zero-defect”programsandreliabilityEngineering9TheQualityMovementTodayQualitydefinedbythecustomerQualityislinkedtoprofitabilityQualityhasbecomeacompetitiveweaponQualityisnowanintegralpartofstrategicplanningQualityrequiresanorganization-widecommitment10MajorContributorstotheQualityMovementW.EdwardsDemingJosephM.JuranPhillipB.CrosbyTaguchi11W.EdwardsDeming

AnAmericanElectricalEngineerandStatisticianHistalkinTokyoin1950,entitled“StatisticalProductQualityAdministration”iscreditedwithbeingtheinspirationfortheJapaneseeconomicmiracleofthe1950”s,60”and70”s.Upto1980,hewasunknownintheU.S.Then,in1980,therewasatelevisionspecialhighlightinghisachievementsinJapan.12W.EdwardsDeming

In1981,FordaskedDemingtoworkwiththemtoimprovequality.Wewereintheprocessofdevelopingthe1986Taurus.By1986,Fordbecamethemostprofitablecarcompany,generatingmoreprofitthanGeneralMotorsforthefirsttimesince1920.In1986,hepublishedabook“OutofCrisis”whichoutlinedhisphilosophy.Itoffered14principles.13W.EdwardsDeming

14PRINCIPLES

1.Createconstancyofpurposetowardimprovementofproductandservice,withtheaimtobecomecompetitive,tostayinbusinessandtoprovidejobs.2.Adoptthenewphilosophy.Weareinaneweconomicage.Westernmanagementmustawakentothechallenge,mustlearntheirresponsibilities,andtakeonleadershipforchange.3.Ceasedependenceoninspectiontoachievequality.Eliminatetheneedformassiveinspectionbybuildingqualityintotheproductinthefirstplace.4.Endthepracticeofawardingbusinessonthebasisofapricetag.Instead,minimizetotalcost.Movetowardsasinglesupplierforanyoneitem,onalong-termrelationshipofloyaltyandtrust.14W.EdwardsDeming

14PRINCIPLES5.Improveconstantlyandforeverthesystemofproductionandservice,toimprovequalityandproductivity,andthusconstantlydecreasecosts.6.Institutetrainingonthejob.7.Instituteleadership(seePoint12andCh.8of"OutoftheCrisis").Theaimofsupervisionshouldbetohelppeopleandmachinesandgadgetsdoabetterjob.Supervisionofmanagementisinneedofoverhaul,aswellassupervisionofproductionworkers.8.Driveoutfear,sothateveryonemayworkeffectivelyforthecompany.(SeeCh.3of"OutoftheCrisis")15W.EdwardsDeming

14PRINCIPLES9.Breakdownbarriersbetweendepartments.Peopleinresearch,design,sales,andproductionmustworkasateam,inordertoforeseeproblemsofproductionandusagethatmaybeencounteredwiththeproductorservice.10.Eliminateslogans,exhortations,andtargetsfortheworkforceaskingforzerodefectsandnewlevelsofproductivity.Suchexhortationsonlycreateadversarialrelationships,asthebulkofthecausesoflowqualityandlowproductivitybelongtothesystemandthusliebeyondthepoweroftheworkforce.Eliminateworkstandards(quotas)onthefactoryfloor.Substitutewithleadership.Eliminatemanagementbyobjective.Eliminatemanagementbynumbersandnumericalgoals.Insteadsubstitutewithleadership.11.Removebarriersthatrobthehourlyworkerofhisrighttoprideofworkmanship.Theresponsibilityofsupervisorsmustbechangedfromsheernumberstoquality.16W.EdwardsDeming

14PRINCIPLES12.Removebarriersthatrobpeopleinmanagementandinengineeringoftheirrighttoprideofworkmanship.Thismeans,

interalia,abolishmentoftheannualormeritratingandof

managementbyobjectives

(SeeCh.3of"OutoftheCrisis").13.Instituteavigorousprogramofeducationandself-improvement.14.Puteverybodyinthecompanytoworktoaccomplishthetransformation.Thetransformationiseverybody'sjob.17W.EdwardsDemingVIDEO18MajorContributorstotheQualityMovementDemingPostulated85%ofthequalityproblemsrequiredmanagementactionProcesseshadtobeplacedunderstatisticalcontroltoverifyrepeatability(SPC)TheultimategoaliscontinuousimprovementIssuesweredividedintocommoncauseandspecial(assignable)causes.19ExamplesCommonCause(NotAssignable)PoordesignPoormaintenanceWearandtearLackofstandardprocedures.SpecialcausesOperatorfallsasleepBadrawmaterialComputercrashBrokenpart20DemingCycleofImprovementCHECKACTPLANDO21JosephJuranRomanianbornAmericanEngineerLikeDeming,hewenttoJapanintheearly1950’stoteachquality.WhileDemingfocusedonSPC,JuranfocusedonManagingquality.Diesin2008attheageof103.22JosephJuran

QualityTrilogyQualityPlanningIdentifywhoarethecustomers.Determinetheneedsofthosecustomers.Translatethoseneedsintoourlanguage.Developaproductthatcanrespondtothoseneeds.Optimizetheproductfeaturessoastomeetourneedsandcustomerneeds.23JosephJuran

QualityTrilogyQualityImprovementDevelopaprocesswhichisabletoproducetheproduct.Optimizetheprocess.QualityControlProvethattheprocesscanproducetheproductunderoperatingconditionswithminimalinspection.TransfertheprocesstoOperations.24MajorContributorstotheQualityMovementJuranDevelopedhis10stepstoqualityimprovementStressedManufacturing’sviewofqualityisadherencetospecificationswhilethecustomer’sviewis“fitnessforuse”.Definedfiveattributesof“fitnessforuse”25JosephJuran

TenStepstoImprovementBuildawarenessoftheneedandopportunityforimprovementSetgoalsforimprovementOrganizetoreachthegoalsProvidetrainingCarryoutprojectstosolveproblemsReportprogressGiverecognitionCommunicateresultsKeepscoreofimprovementsachievedMaintainmomentumbymakingannualimprovementpartoftheregularsystemsandprocessesofthecompany26Attributesof“Fitnessofuse”QualityofdesignQualityofconformance–maintainspecs.Availability–reliabilitySafetyFielduse27PhillipCrosbyBusinessmanandauthoronquality.Mostnotablebook,“QualityisFree”28MajorContributorstotheQualityMovementCrosbyDeveloped14stepstoqualityimprovementDefinedthe“FourAbsolutesofQualityConformancetorequirementsQualitycomesfrompreventionTheperformancestandardis“zerodefects”Measuredbythecostofnonconformance29TaguchiDesignofExperimentsQualityshouldbedesignedintotheproductnotinspectedintoit.Qualityisbestachievedbyminimizingthedeviationfromatarget.Theproductisdesignedtobeimmunetouncontrollableenvironmentalfactors.Thecostofqualityshouldbemeasuredasafunctionofdeviationfromthestandard30TaguchiDesignofExperimentsQualityimprovementsstartatthebeginningofdesign.Noamountofinspectioncanputqualitybackinaproduct.Defineatargetforacriticalpropertyanddesignmanufacturingtechniquestoachieveit.Captureallthecostsscrap,inspection,returns,warranty,servicecallsandreplacement.31TaguchiExperimentFlowDiagramBRAINSTORMINGWHATAREWEAFTER?

DESIGNOFEXPERIMENTSEXPERIMENT1ANALYSISOFTESTRESULTSRUNCONFIRMATIONTESTWITHOPTIMUMCONDITIONSEXPERIMENT2……EXPERIMENTX32ISOInternationalStandardOrganizationHeadquarteredinSwitzerland163membercountries.33ISO9000ISO9000–RoadmapfortheotherstandardsISO9001–contractordemonstratescapabilitytodesignandproduceISO9002–qualityassuranceinproductionISO9003–qualityassuranceinfinalinspectionISO9004–guidelinestodevelopaqualitysystemISO14000–structureformanagingenvironmentalimpact34QualityManagementTheProjectManagerisresponsibleforQualityManagement.Kirzneridentifiessixconcepts.QualitypolicyQualityobjectivesQualityassuranceQualitycontrolQualityauditQualityprogramplan35QualityPolicyThequalitypolicyshouldstatethequalityobjectives,thelevelofqualityacceptabletotheorganizationandtheresponsibilityoftheorganization’smembersforexecutingthepolicyandensuringquality.ImplementationoftheQualityPolicyistheresponsibilityofTopManagementwhomust“walkthewalk”aswellas“talkthetalk”36QualityObjectivesMustbeobtainableDefinespecificgoalsBeunderstandableStatespecificdeadlines37QualityAssurancesFormalactivitiesandprocessesthatattempttoensurethattheproductsandservicesmeetthequalitylevel.ThePMBOKreferstothisactivityasthe“management”sectionofqualitymanagement.38QualityAssurancesAgoodassurancesystemwill:IdentifyobjectivesandstandardsBemultifunctionalandpreventionorientedPlanforcollectionanduseofdatainacycleofcontinuousimprovementPlanfortheestablishmentandmaintenanceofperformancemeasuresIncludequalityaudits.39QualityControlThisisthetechnicalaspectofqualitymanagement.SelectwhattocontrolSetstandardsthatprovidethebasisfordecisionsEstablishmeasurementmethodsCompareresultstothestandard40QualityControlActtobringnonconformingprocessesandmaterialsbacktothestandard.MonitorandcalibratemeasuringdevicesIncludedetaileddocumentationofallprocesses41QualityAuditThequalityauditisanindependentevaluationperformedbyqualifiedpersonnelthatensuresthattheprojectisconformingtotheproject’squalityrequirementsandfollowingestablishedproceduresandpolicies.42QualityPlanThequalityplaniscreatedbytheProjectManagerandTeam.Theprojectisbrokendownintospecificqualityactions.ThisallowstheProjectmanagertodemonstratetothecustomerandmanagement,thereisaroadmaptodeliveraqualityproductandmeetthecustomer’sneeds.43QualityPlanIntrductionQualityManagementApproachQualityRequirements/StandardsQualityAssuranceQualityControlQualityControlMeasurements44QualityPlanIntroductionThepurposeoftheQualityManagementPlanistodescribehowqualitywillbemanagedthroughoutthelifecycleoftheproject.Italsoincludestheprocessesandproceduresforensuringqualityplanning,assurance,andcontrolareallconducted.Allstakeholdersshouldbefamiliarwithhowqualitywillbeplanned,assured,andcontrolled.45QualityPlanQualityManagementApproachThissectiondescribestheapproachtheorganizationwilluseformanagingqualitythroughouttheproject’slifecycle.Qualitymustalwaysbeplannedintoaprojectinordertopreventunnecessaryrework,waste,cost,andtime.Qualityshouldalsobeconsideredfrombothaproductandprocessperspective.Theorganizationmayalreadyhaveastandardizedapproachtoquality,however,whetheritisstandardornot,theapproachmustbedefinedandcommunicatedtoallprojectstakeholders.46QualityPlanQualityRequirements/StandardsThissectionshoulddescribehowtheprojectteamand/orqualitygroupwillidentifyanddocumentthequalityrequirementsandstandards.Additionally,thereshouldalsobeanexplanationofhowtheprojectwilldemonstratecompliancewiththoseidentifiedqualitystandards.Thequalitystandardsandrequirementsshouldincludeboththeproductandprocesses.47QualityPlanQualityAssuranceThissectionshouldexplainhowyouwilldefineanddocumenttheprocessforauditingthequalityrequirementsandresultsfromqualitycontrolmeasurementsinordertoensurethatqualitystandardsandoperationaldefinitionsareused.Thissectionshouldalsodocumenttheactualqualityassurancemetricsusedforthisproject.

48QualityPlanQualityControlThissectiondescribeshowyouwilldefineanddocumenttheprocessformonitoringandrecordingtheresultsofexecutingthequalityactivitiestoassessperformanceandrecommendnecessarychanges.Qualitycontrolappliestotheproject’sproductasopposedtoitsprocesses.Itshouldincludewhattheacceptablestandardsand/orperformancearefortheproductandhowthesemeasurementswillbeconducted.49QualityPlanQualityControlMeasurementsThissectionshouldcontainasampleoruseabletable/logtobeusedintakingqualitymeasurementsandcomparingthemagainststandards/requirements.Theseformsmaybefoundinmanydifferentstylesorformats.Themostimportantaspectofthislogistoprovidedocumentationofthefindings.Ifactualmeasurementsdonotmeetthestandardsorrequirementsthensomeactionmustbetaken.Thismaybedoneinregularlyscheduledprojectstatusmeetingsorasnecessarythroughouttheprojectlifecycle.50QualityPlanWhatparametersorcharacteristicsareimportanttothecustomersdefinitionofqualityforyourproductorservice?Howwilltheybemeasured?Whatvaluesmustyouachieve?Whatistheobjective?Whatstepswillyoutaketodelivertheselevels?Qualitycontrol51CostofQualityKerznerdefinesCostofQualityasthesumof“CostofConformance”and“CostofNonconformance”Conformancecostsincludetraining,verification,validation,testing,maintenance,calibrationandaudits.Nonconformancecostsincludescrap,rework,warrantyrepairs,recallsandcomplaintmanagement.52TotalQualityCost100806040200CURRENTFUTUREEXTERNALFAILUREINTERNALFAILUREAPPRAISALPREVENTIONSAVINGS53MinimizingtheCostofQuality54QualityToolsCAUSE&EFFECTANALYSISPARETOANALYSISDATATABLESTRENDANALYSISHISTOGRAMSCONTROLCHARTSSCATTERDIAGRAMSIDENTIFICATIONANALYSIS55DATATABLESProvidesasystematicmethodforcollectinganddisplayingdataGenerallygeneratedfromautomatedmediaCantaketheformofachecklist56CauseandEffectAnalysisCAUSEEFFECTMACHINEMETHODMATERIALMEASUREMENTPERSONNELENVIRONMENTPROBLEMSTATEMENT57CauseandEffectAnalysisIdentifytheproblemSelectinterdisciplinarybrainstormingteamDrawproblemboxandprimearrowSpecifymajorcategoriesIdentifydefectcausesIdentifycorrectiveactions58HISTOGRAMAgraphicalrepresentationofdataasafrequencydistribution.Displayshowthecumulativedatalookstoday.Usefulinunderstandingtherelativefrequenciesandhowthosedataaredistributed.59Histogram60ParetoAnalysisTheParetoanalysischartdisplaysthemostfrequentoccurrencesforanygivendatasetinrankorder.Paretochartsareconceptuallyrelatedto“Pareto’sLaw”whichsaysarelativelysmallnumberofcauses(“vitalfew”)willtypicallyproducealargemajorityoftheproblems.61ScatterDiagramsOrganizesdatausingtwovariables,anindependentanddependentvariable.TheindependentvariableisplottedontheX-axisandthedependentvariableontheY-axis.Theresultsmayormaynotdemonstrateacorrelationbetweenthetwovariables.62TrendAnalysisTrendanalysisisastatisticalmethodfordeterminingtheequationthatbestfitsthedatainthescatterplot.Trendanalysiscanidentifytheoptimaloperatingconditionsandallowyoutoforecastchangesinthedependentvariablevalueaswechangetheinputorindependentvariable.63STATISTICALPROCESSCONTROL

SPCAllbusinessactivitiescanbedescribedasspecificprocesseswithknowntolerancesandmeasurablevariances.Themeasurementofthesevariancesprovidethebasisofcontinuousimprovement.64ControlChartsBasedonanormaldistribution65ControlChartsẌ=centerlineormeanofthechartσ=sigmaorstandarddeviationTheupperandlowercontrollimits(UCLandLCL)areusually3σfromthemean99.73%ofalldatalieswithin+/-3σControlchartsallowyoudetermineiftheprocessvariabilityandaveragearestable.66ControlChartsCommoncausevariability–Thesourceofrandomvariation.Itcanonlybechangedbymanagementtochangetheprocess.Specialcausevariability–Thevariationcanbecontrolledat