Projectqualitymanagement项目质量管理课件

1ModernQualityManagementcomplementsProjectManagement.Forexample,bothdisciplinesrecognizetheimportanceof:CustomersatisfactionUnderstanding,evaluating,defining,andmanagingexpectationssothatcustomerrequirementsaremet.Thisrequiresacombinationofconformancetorequirements(theprojectmustproducewhatitsaiditwouldproduce)andfitnessforuse(theproductorservicemustsatisfyrealneeds).PreventionoverinspectionThecostofpreventingmistakesisgenerallymuchlessthanthecostofcorrectingthem,asrevealedbyinspection.ManagementresponsibilitySuccessrequirestheparticipationofallmembersoftheteam,butitremainstheresponsibilityofmanagementtoprovidetheresourcesneededtosucceed.ContinuousimprovementTheplan-do-check-actcycleisthebasisforqualityimprovement(asdefinedbyShewhartandmodifiedbyDeming,intheASQHandbook.)Projectqualitymanagement项目质量管理7/19/20232Projectqualitymanagement项目质量管理7/19/202338.1–PLANQUALITYThePlanQualityProcessreferstoidentifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythem.ItispartofthePlanningprocessgroup.Projectqualitymanagement项目质量管理7/19/20234PlanQualityToolsandTechniques

Cost-BenefitAnalysisNotjustacomparisonbetweentwooptions.Needtolookatthebestapproachtoachievequalityintheprojectinrelationtothemoniestocompletethework.Thestudyofthequality

receivedinproportionto

thecosttoreachthose

qualityexpectations.Qualityshouldmeet,

notexceed,customer’s

expectationsProjectqualitymanagement项目质量管理7/19/20235PlanQualityToolsandTechniques

BenchmarkingandDOEBenchmarkingComparingtwosimilarthingstomeasurewhichoneperformsbest.Examinesprojectpracticesagainstotherprojectstomeasureperformance,andthenselectsthebestpracticesforperformanceinthecurrentprojectDesignofExperiments(DOE)Astatisticalmethod(what-ifscenarios)thathelpsidentifywhichfactorsmayinfluencespecificvariablesofaproductorprocessunderdevelopmentorinproduction.Mostoftenusedontheproductoftheprojectratherthantheprojectitself,howevercouldbeusedindeterminingthemostefficientcrewofresourcestoputonanactivity.Projectqualitymanagement项目质量管理7/19/20236PlanQualityToolsandTechniques

CostOfQuality“…totalcostsincurredbyinvestmentinpreventingnonconformancetorequirements,appraisingtheproductorserviceforconformancetorequirements,andfailingtomeetrequirements(rework)…”Failurecosts(internalandexternal)arealsocalledcostofpoorquality.PMIemphasizesthatqualityshouldbeplannedintotheproject,notinspectedin.TheyalsoadvocatetheDemingapproach:85%ofcostsofqualityareManagementresponsibilityCostsofConformanceCostsofNonconformanceQualityTrainingReworkStudiesScrapSurveysInventorycostsValidationandauditsWarrantycostsProjectqualitymanagement项目质量管理7/19/20237PlanQualityToolsandTechniques

OtherTools&TechniquesBrainstormingAgeneraldatagatheringandcreativitytechniquethatcanbeusedtoidentifyrisks,ideas,orsolutionstoissuesbyusingagroupofteammembersorsubject-matterexperts.Typically,abrainstormingsessionisstructuredsothateachparticipant’sideasarerecordedforlateranalysis.AffinityDiagramsTheaffinitydiagramisabusinesstoolandisoneofthe“sevenmanagementandplanningtools”andisatoolusedtoorganizeideasanddata.ThetooliscommonlyusedwithinprojectmanagementandallowslargenumbersofideastobesortedintogroupsforreviewandanalysisForceFieldAnalysisAusefultechniqueforlookingatalltheforcesforandagainstadecision.Ineffect,itisaspecializedmethodofweighingprosandcons.Projectqualitymanagement项目质量管理7/19/20238PlanQualityToolsandTechniques

OtherTools&TechniquesNominalGroupTechniquesAdecision-makingmethodusingavotingprocessforuseamonggroupsofmanysizes.

First,everymemberofthegroupgivestheirviewofthesolution,withashortexplanation.Then,duplicatesolutionsareeliminatedfromthelistofallsolutions,andthemembersproceedtorankthesolutions,1st,2nd,3rd,4th,andsoon.Thenumberseachsolutionreceivesaretotaled,andthesolutionwiththelowest(i.e.mostfavored)totalrankingisselectedasthefinaldecision.Therearevariationsonhowthistechniqueisused.FlowchartsThedepictioninadiagramformatoftheinputs,processactions,andoutputsofoneormoreprocesseswithinasystem.Projectqualitymanagement项目质量管理7/19/20239PlanQualityOutputs

QualityManagementPlanItdescribeshowtheprojectmanagementteamwillimplementthequalitypolicy.ItisacomponentoftheoverallProjectManagementPlan,andwilladdressthefollowing:QualityControl–Monitoringworkresultstoseeiftheymeetrelevantqualitystandards.Ifstandardsarenotmet,PManalyzestodeterminerootcauseandthen“eliminatesit”.QualityAssurance–MapstotheOrganization’squalitypolicyandistypicallyamanagerialprocess.Generallyconsideredtheworkoftheapplyingthequalityplan.QualityImprovement–Correctiveactionsappliedtoimprovetheproductandtheprojecttomeetthequalitystandards.Projectqualitymanagement项目质量管理7/19/202310PlanQualityOutputs

OtherOutputsQualityMetrics“AnOperationaldefinitionthatdescribes,inveryspecificterms,whatsomethingisandhowthequalitycontrolprocessmeasuresit.”(measuresareactualvalues)QualityChecklistsSimpleapproachestoensurethatworkiscompletedaccordingtothequalitypolicy.Usuallyalistofactivitiesthatwillbecheckedoffascompleted.Usuallycomponent-specific.Projectqualitymanagement项目质量管理7/19/202311PlanQualityOutputs

OtherOutputsProcessImprovementPlanSubsidiaryoftheprojectmanagementplan,it“detailsthestepsforanalyzingprocessesthatwillfacilitatetheidentificationofwasteandnon-valueaddedactivity,thusincreasingcustomervalue,suchas:Processboundaries–purpose,start,end,inputs,outputs,datarequired,owner,etc..Processconfiguration–flowchartwithinterfaces/linksProcessmetrics–tomaintaincontroloverstatusofprocessesTargetsforimprovedperformance–guidestheprocessimprovementactivities”Projectqualitymanagement项目质量管理7/19/202312PlanQualityOutputs

OtherOutputsQualityBaselineRecordsandcomparesthequalityobjectivesfortheprojectThemeasurementoftheprojectperformanceandthequalityoftheprojectobjectivesShowsthePMTwheretheprojectshouldbeimprovingProjectManagementPlan(Updates)Projectqualitymanagement项目质量管理7/19/202313Qualityvs.GradeGradeisawaytodistinguishbetweenproductswiththesamefunctionalusebutdifferenttechnicalattributes.Forexample:aGrade1bolthasacertainstrengthwhileaGrade3boltofthesamesizeisstrongerandaGrade5boltisevenstronger.TheGrade1bolt,thoughoflowgrade,canstillbeofhighquality(nodefects,ofpropersize,etc.)Projectqualitymanagement项目质量管理7/19/2023148.2–PERFORMQUALITYASSURANCEQualityAssuranceistheapplicationofplanned,systematicqualityactivitiestoensurethattheprojectwillemployallprocessesneededtomeetrequirements.Occursduringtheexecutionphaseoftheproject.Projectqualitymanagement项目质量管理7/19/2023158.2–PERFORMQUALITYASSURANCEPerformQualityAssuranceistheprocessofregularstructuredreviewstoensuretheprojectwillcomplywiththeplannedqualitystandardsProvidesanumbrellaforanotherimportantqualityactivity–continuousprocessimprovement,whichisaniterativemeansforimprovingthequalityofallprocesses.UsuallydonebymeansofQualityAudits.Agoodqualityassurancesystemwill:IdentifyobjectivesandstandardsBemultifunctionalandpreventionorientedCollectandusedataEstablishperformancemeasuresIncludeaqualityauditAQualityAuditis“astructured,independentreviewtodeterminewhetherprojectactivitiescomplywithorganizationalandprojectpolicies,processes,andprocedures.”Projectqualitymanagement项目质量管理7/19/2023168.2–PERFORMQUALITYASSURANCE

Tools&TechniquesQualityauditsareindependentevaluationsofqualityperformancetoensurethat:IntendedqualitywillbemetProductsaresafeandfitforuseLawsandregulationsarefollowedDatasystemsareadequateCorrectiveactionistaken,ifneededImprovementopportunitiesareidentifiedQualitystandards,proceduresandmethodsestablishedduringqualityplanningarereevaluatedandarestillrelevantQualityauditsmayalsoidentifythelessonslearnedonthecurrentprojecttodetermenthowtomakethingsbetterforthisprojectaswellasforotherprojectswithintheorganizationProjectqualitymanagement项目质量管理7/19/202317QUALITYIMPROVEMENTPHILOSOPHIES

W.EdwardDemingHeprescribed14activitiesforimplementingqualitywhichinclude:CreateconstancyofpurposetowardsimprovementofproductandserviceAdoptthenewphilosophy.Wecannolongerlivewithcommonlyacceptedlevelsofdelay,mistakesanddefectiveworkmanshipCeasedependenceonmassinspection.Instead,requirestatisticalevidencethatqualityisbuiltinEndthepracticeofawardingbusinessonthebasisofpriceFindproblems.Itismanagement’sjobtoworkcontinuallyonthesystemInstitutemodernmethodsoftrainingonthejobInstitutemodernmethodsofsupervisionofproductionworkers,theresponsibilityofforemenmustbechangedfromnumberstoqualityDriveoutfear,sothateveryonemayworkeffectivelyforthecompanyBreakdownbarriersbetweendepartmentsEliminatenumericalgoals,postersandslogansfortheworkforceaskingfornewlevelsofproductivitywithoutprovidingmethodsEliminateworkstandardsthatprescribenumericalquotasRemovebarriersthatstandbetweenthehourlyworkerandtheirrighttoprideofworkmanshipInstituteavigorousprogrammeofeducationandretrainingCreateastructureintopmanagementthatwillpushontheabovepointseverydayProjectqualitymanagement项目质量管理7/19/202318QUALITYIMPROVEMENTPHILOSOPHIES

W.EdwardDeming/WalterA.Shewhart4-stepcycle:Plan,Do,Check,Act(PDCA)PlanwhatisneededDoitCheckthatitworksActtocorrectanyproblemsorimproveperformancePDCAcycle,knownasDemingcycle,hasactuallybeendevelopedbyacolleagueofDeming,WalterA.Shewhart.Projectqualitymanagement项目质量管理7/19/202319QUALITYIMPROVEMENTPHILOSOPHIES

PhilipB.CrosbyHeisknownforthetwoconceptsof:“QualityisFree”“ZeroDefects”Additionally,hestressed4AbsolutesofQuality:QualityisconformancetorequirementsThesystemofqualityispreventionTheperformancestandardiszerodefectsThemeasureofqualityisthepriceofnonconformanceProjectqualitymanagement项目质量管理7/19/202320QUALITYIMPROVEMENTPHILOSOPHIES

PhilipB.CrosbyHealsohad14stepstoimprovingquality:ManagementiscommittedtoaformalizedqualitypolicyFormamanagementlevelqualityimprovementteam(QIT)withresponsibilityforqualityimprovementprocessplanningandadministrationDeterminewherecurrentandpotentialqualityproblemslieEvaluatethecostofqualityandexplainitsuseasamanagementtooltomeasurewasteRaisequalityawarenessandpersonalconcernforqualityamongstallemployeesTakecorrectiveactions,usingestablishedformalsystemstoremovetherootcausesofproblemsEstablishazerodefectscommitteeandprogramTrainallemployeesinqualityimprovementHoldaZeroDefectsDaytobroadcastthechangeandasamanagementrecommitmentandemployeecommitmentEncourageindividualsandgroupstosetimprovementgoalsEncourageemployeestocommunicatetomanagementanyobstaclestheyfaceinattainingtheirimprovementgoalsGiveformalrecognitiontoallparticipantsEstablishqualitycouncilsforqualitymanagementinformationsharingDoitalloveragain–formanewqualityimprovementteamProjectqualitymanagement项目质量管理7/19/202321QUALITYIMPROVEMENTPHILOSOPHIES

JosephM.JuranDevelopedthe“fitness-for-use”conceptofqualitywhichemphasizesthatthemeasureofhighqualityisachievedbyensuringthattheproductmeetstheexpectationsofthestakeholdersandcustomers.His10stepsare:BuildawarenessoftheneedandopportunityforimprovementSetgoalsforimprovementOrganizetoreachthegoalsProvidetrainingCarryoutprojectstosolveproblemsReportprogressGiverecognitionCommunicateresultsKeepscoreofimprovementsachievedMaintainmomentumProjectqualitymanagement项目质量管理7/19/202322QUALITYIMPROVEMENTPHILOSOPHIES

JosephM.JuranJuranestablishedtheso-calledJuranTrilogyforimprovingquality:Plan:attitudebreakthrough,identifyvitalfewnewprojectsImprove:knowledgebreakthrough,conductanalysis,institutechangeControl:overcomeresistance,institutecontrolsQUALITYCONTROLQUALITYPLANNINGQUALITYIMPROVEMENTParetoAnalysis,LessonsLearnedProject-by-ProjectHoldingtheGainsBreakthroughProjectqualitymanagement项目质量管理7/19/202323QUALITYIMPROVEMENTPHILOSOPHIES

JosephM.JuranQUALITYPLANNINGQUALITYCONTROLTIMEOPERATIONSPercentagedefecctiveQUALITYIMPROVEMENTNEWZONEOFQUALITYCONTROLORIGINALZONEOFQUALITYCONTROLCHRONICWASTE(possibleimprovements)SPORADICSPIKE020400LESSONSLEARNEDProjectqualitymanagement项目质量管理7/19/202324QUALITYIMPROVEMENTPHILOSOPHIES

ArmandV.FeigenbaumHeoriginatedtheTotalQualityControl,whichhedefinedas:“Aneffectivesystemforintegratingqualitydevelopment,qualitymaintenanceandqualityimprovementeffortsofthevariousgroupswithinanorganization,soastoenableproductionandserviceatthemosteconomicallevelsthatallowfullcustomersatisfaction”.Dr.Feigenbaum’s3basicstepsare:QualityleadershipModernqualitytechnologyOrganizationalcommitmentProjectqualitymanagement项目质量管理7/19/202325QUALITYIMPROVEMENTPHILOSOPHIES

Dr.KaoruIshikawaHeiswellknownforhistotalqualityperspective,companywidequalitycontrol,hisattentiontothehumansideofquality,theIshikawadiagramandtheassemblyanduseofthe“sevenbasictoolsofquality”:Paretoanalysiswhicharethemainproblems?Causeandeffectdiagramswhatcausestheproblems?Stratificationhowisthedatamadeup?Checksheetshowoftenitoccursorisdone?Histogramswhatdooverallvariationslooklike?Scatterchartswhataretherelationshipsbetweenfactors?Processcontrolchartswhichvariationstocontrolandhow?Projectqualitymanagement项目质量管理7/19/202326QUALITYIMPROVEMENTPHILOSOPHIES

Dr.GenichiTaguchiHehasintroducedtheextensiveuseofDesignofExperiments(DOE)inquality.DOEisastatisticalmethod(what-ifscenarios)thathelpsidentifywhichfactorsmayinfluencespecificvariablesofaproductorprocessunderdevelopmentorinproduction.Mostoftenusedontheproductoftheprojectratherthantheprojectitself,howevercouldbeusedindeterminingthemostefficientcrewofresourcestoputonanactivity.Qualityandreliabilityaredevelopedoff-line,duringtheproductdesignphase.Infactheconsideredbettertodesignarobustproduct,insensitivetovariationinthemanufacturingprocess,ratherthancontrollingvariationsduringmanufacturing.The3stagesoftheTaguchimethodologyare:SystemDesignParameterDesignToleranceDesignProjectqualitymanagement项目质量管理7/19/202327QUALITYIMPROVEMENTPHILOSOPHIES

ShigeoShingoHeiswellknownfor:Just-in-Timemanufacturing,SingleMinuteExchangeofDie(SMED)systemPoka-Yoke(mistakeproofing)system.

InPokaYoke,defectsareexamined,theproductionsystemstoppedandimmediatefeedbackgivensothattherootcausesoftheproblemmaybeidentifiedandpreventedfromoccurringagain.PokaYokearesupposedtopreventerrorsfrombecomingdefectsInordertoavoidmakingmistakesorforgetsomething,theuseofchecklistsisfostered.TheidealproductionsystemshouldhaveZeroqualitycontrol.Projectqualitymanagement项目质量管理7/19/2023288.3–PERFORMQUALITYCONTROLProjectqualitymanagement项目质量管理7/19/2023298.3–PERFORMQUALITYCONTROLThisprocessinvolvesmeasurementoftheprocessorperformanceusingqualitycontroltools;anddeterminewhethertheycomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryresults.

PerformQualityControlispartoftheMonitoringandControllingProcessGroup.Agoodqualitycontrolsystemwill:SelectwhattocontrolSetstandardsEstablishmeasurementmethodsCompareactualstostandardsActwhenstandardsarenotmetProjectqualitymanagement项目质量管理7/19/2023308.3–PERFORMQUALITYCONTROLTheprojectteamshoulddothefollowingtoensurecompetencyinqualitycontrol:Conductstatisticalqualitycontrolmeasures,suchassamplingandprobabilityInspecttheproducttokeeperrorsawayfromthecustomerPerformattributesamplingtomeasureconformancetoqualityonaper-unitbasisConductvariablesamplingtomeasurethedegreeofconformanceStudyspecialcausestodetermineanomaliestoqualityResearchrandomcausestodetermineexpectedvariancesofqualityCheckthetolerancerangetodetermineiftheresultsarewithinorwithoutanacceptablelevelofqualityObservecontrollimitstodetermineiftheresultsareinoroutofqualitycontrolProjectqualitymanagement项目质量管理7/19/2023318.3–PERFORMQUALITYCONTROL

QualityControlGlossaryPrevention:keepingerrorsoutoftheprocessInspection:keepingerrorsoutofthehandsofthecustomerAttributesampling:theresultconforms,oritdoesnotVariablessampling:theresultisratedonacontinuousscalethatmeasuresthedegreeofconformitySpecialcauses:unusualeventsCommoncauses(alsocalledRandomcauses):normalprocessvariationTolerances:theresultisacceptableifitfallswithintherangespecifiedbythetoleranceControllimits:theprocessisincontroliftheresultfallswithinthecontrollimitProjectqualitymanagement项目质量管理7/19/202332STATISTICALPROCESSCONTROLSPCisatoolusedtomanageprocesses.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.Projectqualitymanagement项目质量管理7/19/202333CONTROLCHARTSAcontrolchartisastatisticaltoolusedtodiscriminatebetweenvariationinaprocessresultingfromcommoncausesorfromspecialcauses.Itisagraphicexhibitrepresentinghowstableaprocessisovertime.Controllimitsarethelimitsofvariationthatastatisticallycontrolledprocessshouldberespect.Controllimitsaresetat+/-3standarddeviations(3sigma)fromthecenterline.Controllimitsmustnotbeconfusedwithspecificationlimits,whichcorrespondtothedesiredprocessperformance.Inshort,controlcharts:MonitorprocessvariationovertimeDifferentiatebetweenspecialcauseandcommoncausevariationAssesseffectivenessofchangesCommunicateprocessperformanceProjectqualitymanagement项目质量管理7/19/202334CONTROLCHARTSValuePercentCorrect+/−1sigma68.26percent+/−2sigma95.46percent+/−3sigma99.73percent+/−6sigma99.99percentProjectqualitymanagement项目质量管理7/19/202335CONTROLCHARTSTIMEProjectqualitymanagement项目质量管理7/19/202336CONTROLCHARTS:RULEOFSEVENUCLLCLAvg.UCLLCLAvg.UCLLCLAvg.UCLLCLAvg.TIMETIMETIMETIMEProjectqualitymanagement项目质量管理7/19/202337HISTOGRAMSAHistogramisaverticalbarchartthatshowsthedistributionofadataset.AHistogramdoesnotrepresentprocessperformanceovertime.Shouldwecompareittoacontrolchart,thelatterwouldbelikeamovie,whiletheformerwouldbelikeasnapshot.Inshort,histograms:SummarizelargedatasetsgraphicallyComparemeasurementstospecificationsCommunicateinformationtotheteamAssistindecisionmakingProjectqualitymanagement项目质量管理7/19/202338HISTOGRAMsampleAnalyzingnumberofshotsatacertaindistancefromatarget:Projectqualitymanagement项目质量管理7/19/202339HISTOGRAMsampleTARGETHITSMISSESMISSESProjectqualitymanagement项目质量管理7/19/202340HISTOGRAMSProjectqualitymanagement项目质量管理7/19/202341HISTOGRAMSTARGETTARGETSmallamountofvariationLargeamountofvariationProjectqualitymanagement项目质量管理7/19/202342HISTOGRAMSTARGETTARGETProjectqualitymanagement项目质量管理7/19/202343HISTOGRAMSTARGETTARGETProjectqualitymanagement项目质量管理7/19/202344HISTOGRAMSTARGETTARGETLSLLSLUSLUSLUSL:UpperSpecificationLimitLSL:LowerSpecificationLimitWITHINLIMITSOUTOFSPECSProjectqualitymanagement项目质量管理7/19/202345HISTOGRAMSTwopeaksIsolatedislandunusualconditioninmaterialsandprocessesdataoftwoormoredifferentoriginsareincludedsuchasproductsproducedbytwodifferentmachines,operators,shifts,etc.)Projectqualitymanagement项目质量管理7/19/202346PARETOCHARTAParetoChartis“aseriesofbarswhoseheightsreflectthefrequencyorimpactofproblems.Thebarsarearrangedindescendingorderofheightfromlefttoright.Thismeansthecategoriesrepresentedbythetallbarsontheleftarerelativelymoresignificantthanthoseontheright”.ThechartgetsitsnamefromtheParetoPrinciple,whichpostulatesthat80%ofthetroublecomesfrom20%oftheproblems

Projectqualitymanagement项目质量管理7/19/202347PARETOCHARTParetoChartshelpbreakingbigproblemsdowntoissueswithamoremanageablesizeandindentifyingtheoneswhoaremorerelevant.Weconsiderthanthe“VitalFew”,i.e.theproblemstobeaddressedinthefirstplaceandthe“TrivialMany”,i.e.theoneswhoarenotcontributingmuch.Intheprocessofcontinuousimprovement,someofthetrivialmanycouldbecomevitalfew,oncewehaveaddressedandimprovedtheoriginalvitalmany.Inshort,ParetoCharts:BreaksbigproblemintosmallerpiecesIdentifiesmostsignificantfactorsShowswheretofocuseffortsAllowsbetteruseoflimitedresourcesProjectqualitymanagement项目质量管理7/19/202348PARETOCHARTVerticalbarchartpresentingdefectsinorderofdecreasingoccurrence.Helpsidentifythe‘vitalfew’defects(the20%thataretypicallycausing80%oftheproblem.)“Thingsthatmattermostmustneverbeatthemercyofthingsthatmatterleast.”JohannGoetheTypeofFurnitureReturns-Store#11month’ssalesChairsCouchesFineDiningSetsLamps

BedsDressers6050403020100100%80%50%10%Projectqualitymanagement项目质量管理7/19/202349PARETOCHARTExampleProjectqualitymanagement项目质量管理7/19/202350PARETOCHARTExampleProjectqualitymanagement项目质量管理7/19/202351FLOWCHARTSAFlowchart,akaFlowDiagram,isadiagramthatusesgraphicsymbolstodepictthenatureandflowofthestepsinaprocess.Duringanimprovementstage,ithelpsunderstandinghowthecurrentprocessworks.Inshort,flowcharts:PromoteprocessunderstandingProvidetoolfortrainingIdentifyproblemareasandimprovementopportunitiesDepictcustomer-supplierrelationshipsProjectqualitymanagement项目质量管理7/19/202352FLOWCHARTsampleProjectqualitymanagement项目质量管理7/19/202353CAUSE-AND-EFFECTDIAGRAMSACause-and-EffectDiagramisahelpsrecognize,sort,andexhibitpossiblecausesofaspecificproblemorqualitycharacteristic.Itgraphicallyillustratestherelationshipbetweenagivenoutcomeandallthefactorsthatinfluencetheoutcome.Thistypeofdiagramissometimescalledan"Ishikawadiagram“becauseitwasinventedbyKaoruIshikawa,ora"fishbonediagram"becauseofthewayitlooks.Inshort,cause-and-effectdiagrams:FacilitatefindingoutrootcausesPromo