Project Quality Management - Revision history

Tkokotas at 14:09, 18 December 2018

2018-12-18T14:09:37Z

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		''Developed by Sveinn Isleifsson''

Sveinnis: /* Annotated Bibliography */

2016-09-26T13:45:42Z

Annotated Bibliography

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	:::The Quality Toolbox is a comprehensive reference to quality methods and techniques. This book is considered one of the classics, and is recommended for anyone interested in Quality Management. There are tools included for generating and organising ideas, evaluating ideas, analysing processes, determining root causes, planning, and basic data-handling and statistics. This edition liberally uses icons with each tool description to reinforce for the reader what kind of tool it is and where it is used within the improvement process<ref name=“qualitypress”>American society for quality (n.d.). ''The Quality Toolbox, Second Edition''. [online] asp.org. Available at: http://asq.org/quality-press/display-item/?item=H1224 [Accessed 20 Sep. 2016]. </ref>.		:::The Quality Toolbox is a comprehensive reference to quality methods and techniques. This book is considered one of the classics, and is recommended for anyone interested in Quality Management. There are tools included for generating and organising ideas, evaluating ideas, analysing processes, determining root causes, planning, and basic data-handling and statistics. This edition liberally uses icons with each tool description to reinforce for the reader what kind of tool it is and where it is used within the improvement process<ref name=“qualitypress”>American society for quality (n.d.). ''The Quality Toolbox, Second Edition''. [online] asp.org. Available at: http://asq.org/quality-press/display-item/?item=H1224 [Accessed 20 Sep. 2016]. </ref>.

	Juran, J. M., and Joseph A. Feo (2010), “Juran's quality handbook : the complete guide to performance excellence”, McGraw Hill, New York USA. ISBN 978-0-07162-973-7		Juran, J. M., and Joseph A. Feo (2010), “Juran's quality handbook: the complete guide to performance excellence”, McGraw Hill, New York USA. ISBN 978-0-07162-973-7
	:::Juran is one of the greatest contributors in quality management. He developed the quality trilogy, quality planning, quality improvement and quality control<ref name=“bizmanualz”>Anderson, Chris (n.d.). ''Who Are the Top Quality Gurus?''. [online] bizmanualz.com. Available at: https://www.bizmanualz.com/improve-quality/who-are-the-top-quality-gurus.html [Accessed 18 Sep. 2016]. </ref>. This book provides comprehensive coverage of quality management: fundamentals of managing for quality, the managerial role in attaining quality, implementing and deploying quality, the managerial tools, the statistical tools, the roadmap to attain quality leadership<ref name=“qualitypress1”>American society for quality (n.d.). ''Juran's Quality Handbook, Sixth Edition''. [online] asp.org. Available at: http://asq.org/quality-press/display-item/?item=P1397&utm_source=blog&utm_medium=link&utm_campaign=communications_blog_1397 [Accessed 20 Sep. 2016]. </ref>.		:::Juran is one of the greatest contributors in quality management. He developed the quality trilogy, quality planning, quality improvement and quality control<ref name=“bizmanualz”>Anderson, Chris (n.d.). ''Who Are the Top Quality Gurus?''. [online] bizmanualz.com. Available at: https://www.bizmanualz.com/improve-quality/who-are-the-top-quality-gurus.html [Accessed 18 Sep. 2016]. </ref>. This book provides comprehensive coverage of quality management: fundamentals of managing for quality, the managerial role in attaining quality, implementing and deploying quality, the managerial tools, the statistical tools, the roadmap to attain quality leadership<ref name=“qualitypress1”>American society for quality (n.d.). ''Juran's Quality Handbook, Sixth Edition''. [online] asp.org. Available at: http://asq.org/quality-press/display-item/?item=P1397&utm_source=blog&utm_medium=link&utm_campaign=communications_blog_1397 [Accessed 20 Sep. 2016]. </ref>.

Sveinnis: /* Conclusion */

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Conclusion

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	== Conclusion ==		== Conclusion ==
	Planning quality activities will ensure a high degree of project and product success, which will lead to a high return on investment for the effort invested in the project. Continuous improvement efforts are cross-functional in nature, so as long as a project has defined objectives and deliverables, there should be a project quality plan to measure the delivery and process quality. Quality improvements require active participation and approval from management. A total commitment to quality is necessary throughout an ~~organization~~ to successfully improve and manage project quality. Employees must be active participants in the quality improvement process and must feel a responsibility for quality.		Planning quality activities will ensure a high degree of project and product success, which will lead to a high return on investment for the effort invested in the project. Continuous improvement efforts are cross-functional in nature, so as long as a project has defined objectives and deliverables, there should be a project quality plan to measure the delivery and process quality. Quality improvements require active participation and approval from management. A total commitment to quality is necessary throughout an organisation to successfully improve and manage project quality. Employees must be active participants in the quality improvement process and must feel a responsibility for quality.

	==Annotated Bibliography==		==Annotated Bibliography==

Sveinnis: /* The cost of achieving good quality */

2016-09-26T13:44:37Z

The cost of achieving good quality

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	;Prevention costs		;Prevention costs
	: These are planned costs an ~~organization~~ incurs to ensure that errors are not made at any stage during the delivery process of that product or service to a customer. The delivery process may include design, development, production, and shipping. Examples of prevention costs include quality planning cost, quality administration staff costs, process control costs, market research costs, field testing costs, and preventive maintenance costs.		: These are planned costs an organisation incurs to ensure that errors are not made at any stage during the delivery process of that product or service to a customer. The delivery process may include design, development, production, and shipping. Examples of prevention costs include quality planning cost, quality administration staff costs, process control costs, market research costs, field testing costs, and preventive maintenance costs.
	;Appraisal costs		;Appraisal costs
	: These include the costs of verifying, checking, or evaluating a product or service during the delivery process. Examples of appraisal costs include receiving or incoming inspection costs, internal production audit costs, test and inspection costs, instrument maintenance costs, process measurement and control costs, supplier evaluation costs, and audit report costs.		: These include the costs of verifying, checking, or evaluating a product or service during the delivery process. Examples of appraisal costs include receiving or incoming inspection costs, internal production audit costs, test and inspection costs, instrument maintenance costs, process measurement and control costs, supplier evaluation costs, and audit report costs.

Sveinnis: /* Customer Focus */

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Customer Focus

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	==Customer Focus==		==Customer Focus==

	The primary focus of quality management is the customer. Since the ~~organization~~ depends on the customer, they should understand future needs as well as current ones. The reason is simple, customers who are happy and delighted are less likely to switch to a competitor, which eventually translates into profit <ref name=OPman>Roberta Russell (2011). ''Operations management : creating value along the supply chain’’. 7th edition, 61-99. Hoboken, N.J. Chichester. ISBN 9780470646236.</ref>. There are different approaches and techniques to achieving business excellence, to name a few; Total Quality Control, Quality Management, TQM, Process Improvement, Six Sigma, Business Process Management (BPM), Lean, Baldrige. They all have some common elements that are the keys to success. The most important element of quality is the customer. Therefore, products and services must be designed to meet customer expectations and needs for quality and try to exceed their expectations where possible<ref name=OPman>Roberta Russell (2011). ''Operations management : creating value along the supply chain’’. 7th edition, 61-99. Hoboken, N.J. Chichester. ISBN 9780470646236.</ref>. Organisations attain customer focus when all people in the organisation know what the customer requirements must be met to ensure all internal and external stakeholders are satisfied. All quality improvements should ultimately target improving the customer satisfaction. For this, the organisation can conduct surveys and feedback forums for gathering customer satisfaction and feedback information<ref name=“TP”> ''Total Quality Management (TQM)”. [online] tutorialspoint.com. Available at: https://www.tutorialspoint.com/management_concepts/total_quality_management.htm [Accessed 16 Sep. 2016].</ref>.		The primary focus of quality management is the customer. Since the organisation depends on the customer, they should understand future needs as well as current ones. The reason is simple, customers who are happy and delighted are less likely to switch to a competitor, which eventually translates into profit <ref name=OPman>Roberta Russell (2011). ''Operations management : creating value along the supply chain’’. 7th edition, 61-99. Hoboken, N.J. Chichester. ISBN 9780470646236.</ref>. There are different approaches and techniques to achieving business excellence, to name a few; Total Quality Control, Quality Management, TQM, Process Improvement, Six Sigma, Business Process Management (BPM), Lean, Baldrige. They all have some common elements that are the keys to success. The most important element of quality is the customer. Therefore, products and services must be designed to meet customer expectations and needs for quality and try to exceed their expectations where possible<ref name=OPman>Roberta Russell (2011). ''Operations management : creating value along the supply chain’’. 7th edition, 61-99. Hoboken, N.J. Chichester. ISBN 9780470646236.</ref>. Organisations attain customer focus when all people in the organisation know what the customer requirements must be met to ensure all internal and external stakeholders are satisfied. All quality improvements should ultimately target improving the customer satisfaction. For this, the organisation can conduct surveys and feedback forums for gathering customer satisfaction and feedback information<ref name=“TP”> ''Total Quality Management (TQM)”. [online] tutorialspoint.com. Available at: https://www.tutorialspoint.com/management_concepts/total_quality_management.htm [Accessed 16 Sep. 2016].</ref>.

	==Managing project quality==		==Managing project quality==

Sveinnis: /* Why is quality important? */

2016-09-26T13:43:47Z

Why is quality important?

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	===Why is quality important?===		===Why is quality important?===

	Achieving quality is a demanding task. It requires active participation from all levels within the organisation, understanding of the principles of quality, and engaging employees in the ~~neccessary~~ activities to implement quality. Improving quality will benefit organisations increasing sales and reducing costs, both of which can increase profitability. Furthermore, improved quality allows costs to drop as the company increase productivity and lower rework, scrap and warranty costs<ref name=OpSustain>Jay Heizer (2014). ''Operations management : sustainability and supply chain management’’. 11th edition, 241-270. Essex. ISBN 0273787071.</ref>. When these things are done well, the project will more often than not, satisfy its customers and obtain a competitive advantage.		Achieving quality is a demanding task. It requires active participation from all levels within the organisation, understanding of the principles of quality, and engaging employees in the necessary activities to implement quality. Improving quality will benefit organisations increasing sales and reducing costs, both of which can increase profitability. Furthermore, improved quality allows costs to drop as the company increase productivity and lower rework, scrap and warranty costs<ref name=OpSustain>Jay Heizer (2014). ''Operations management : sustainability and supply chain management’’. 11th edition, 241-270. Essex. ISBN 0273787071.</ref>. When these things are done well, the project will more often than not, satisfy its customers and obtain a competitive advantage.

	[[File:QIP.PNG\|300px\|thumb\|right\|Ways Quality Improves Profitability<ref name=OpSustain>Jay Heizer (2014). ''Operations management : sustainability and supply chain management’’. 11th edition, 241-270. Essex. ISBN 0273787071.</ref>.]]		[[File:QIP.PNG\|300px\|thumb\|right\|Ways Quality Improves Profitability<ref name=OpSustain>Jay Heizer (2014). ''Operations management : sustainability and supply chain management’’. 11th edition, 241-270. Essex. ISBN 0273787071.</ref>.]]
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	*Improved customer loyalty		*Improved customer loyalty
	*Enhanced repeat business		*Enhanced repeat business
	*Enhanced reputation of the ~~organization~~		*Enhanced reputation of the organisation
	*Expand customer base		*Expand customer base
	*Increased revenue and market share		*Increased revenue and market share

Sveinnis: /* Annotated Bibliography */

2016-09-26T13:42:43Z

Annotated Bibliography

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	Juran, J. M., and Joseph A. Feo (2010), “Juran's quality handbook : the complete guide to performance excellence”, McGraw Hill, New York USA. ISBN 978-0-07162-973-7		Juran, J. M., and Joseph A. Feo (2010), “Juran's quality handbook : the complete guide to performance excellence”, McGraw Hill, New York USA. ISBN 978-0-07162-973-7
	:::Juran is one of the greatest contributors ~~for quality and~~ quality management. He developed the quality trilogy, quality planning, quality improvement and quality control<ref name=“bizmanualz”>Anderson, Chris (n.d.). ''Who Are the Top Quality Gurus?''. [online] bizmanualz.com. Available at: https://www.bizmanualz.com/improve-quality/who-are-the-top-quality-gurus.html [Accessed 18 Sep. 2016]. </ref>. This book provides comprehensive coverage of quality management: fundamentals of managing for quality, the managerial role in attaining quality, implementing and deploying quality, the managerial tools, the statistical tools, the roadmap to attain quality leadership<ref name=“qualitypress1”>American society for quality (n.d.). ''Juran's Quality Handbook, Sixth Edition''. [online] asp.org. Available at: http://asq.org/quality-press/display-item/?item=P1397&utm_source=blog&utm_medium=link&utm_campaign=communications_blog_1397 [Accessed 20 Sep. 2016]. </ref>.		:::Juran is one of the greatest contributors in quality management. He developed the quality trilogy, quality planning, quality improvement and quality control<ref name=“bizmanualz”>Anderson, Chris (n.d.). ''Who Are the Top Quality Gurus?''. [online] bizmanualz.com. Available at: https://www.bizmanualz.com/improve-quality/who-are-the-top-quality-gurus.html [Accessed 18 Sep. 2016]. </ref>. This book provides comprehensive coverage of quality management: fundamentals of managing for quality, the managerial role in attaining quality, implementing and deploying quality, the managerial tools, the statistical tools, the roadmap to attain quality leadership<ref name=“qualitypress1”>American society for quality (n.d.). ''Juran's Quality Handbook, Sixth Edition''. [online] asp.org. Available at: http://asq.org/quality-press/display-item/?item=P1397&utm_source=blog&utm_medium=link&utm_campaign=communications_blog_1397 [Accessed 20 Sep. 2016]. </ref>.

	Deming, W E. (2013), “The essential Deming : leadership principles from the father of quality”, McGraw-Hill, New York USA. ISBN 978-0-07179-022-2		Deming, W E. (2013), “The essential Deming : leadership principles from the father of quality”, McGraw-Hill, New York USA. ISBN 978-0-07179-022-2

Sveinnis: /* Conclusion */

2016-09-26T13:40:39Z

Conclusion

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	== Conclusion ==		== Conclusion ==
	Planning quality activities will ensure a high degree of project and product success, which will lead to a high return on investment for the effort invested in the project. Continuous improvement efforts are cross-functional in nature, so as long as a project has defined objectives and deliverables, there should be a project quality plan to measure the delivery and process quality. Quality improvements require active participation and approval from management. A total commitment to quality is necessary throughout an organization ~~for it~~ to ~~be successful in improving~~ and ~~managing~~ project quality. Employees must be active participants in the quality improvement process and must feel a responsibility for quality.		Planning quality activities will ensure a high degree of project and product success, which will lead to a high return on investment for the effort invested in the project. Continuous improvement efforts are cross-functional in nature, so as long as a project has defined objectives and deliverables, there should be a project quality plan to measure the delivery and process quality. Quality improvements require active participation and approval from management. A total commitment to quality is necessary throughout an organization to successfully improve and manage project quality. Employees must be active participants in the quality improvement process and must feel a responsibility for quality.

	==Annotated Bibliography==		==Annotated Bibliography==

Sveinnis: /* The cost of poor quality */

2016-09-26T13:35:35Z

The cost of poor quality

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	Failure costs can be further subdivided into two groups: internal and external failures<ref name=MPC>Timothy Kloppenborg (2002). '' Managing project quality’’. Vienna, Va. ISBN 978-1567261417.</ref>.		Failure costs can be further subdivided into two groups: internal and external failures<ref name=MPC>Timothy Kloppenborg (2002). '' Managing project quality’’. Vienna, Va. ISBN 978-1567261417.</ref>.
	;Internal failures		;Internal failures
	: Internal failures include all costs resulting from the failure found before the product or service reaches the customer. Example ~~include~~ scrap and rework costs, downgrading costs, repair costs, and corrective action costs from nonconforming product or service.		: Internal failures include all costs resulting from the failure found before the product or service reaches the customer. Example of internal failure includes, scrap and rework costs, downgrading costs, repair costs, and corrective action costs from nonconforming product or service.
	;External failure		;External failure
	: External failure occur when the customer finds the failure. External failure costs do not include any of the customer´s personal costs. Examples of these failure costs include warranty claim costs, customer complaint costs, product liability costs, recall costs, shipping costs, and customer follow-up costs.		: External failure occur when the customer finds the failure. External failure costs do not include any of the customer´s personal costs. Examples of these failure costs include warranty claim costs, customer complaint costs, product liability costs, recall costs, shipping costs, and customer follow-up costs.

Sveinnis: /* The cost of poor quality */

2016-09-26T13:34:39Z

The cost of poor quality

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	Failure costs can be further subdivided into two groups: internal and external failures<ref name=MPC>Timothy Kloppenborg (2002). '' Managing project quality’’. Vienna, Va. ISBN 978-1567261417.</ref>.		Failure costs can be further subdivided into two groups: internal and external failures<ref name=MPC>Timothy Kloppenborg (2002). '' Managing project quality’’. Vienna, Va. ISBN 978-1567261417.</ref>.
	;Internal failures		;Internal failures
	: Internal failures include all costs resulting from the failure found before the product or service ~~reach~~ the customer. Example include scrap and rework costs, downgrading costs, repair costs, and corrective action costs from nonconforming product or service.		: Internal failures include all costs resulting from the failure found before the product or service reaches the customer. Example include scrap and rework costs, downgrading costs, repair costs, and corrective action costs from nonconforming product or service.
	;External failure		;External failure
	: External failure occur when the customer finds the failure. External failure costs do not include any of the customer´s personal costs. Examples of these failure costs include warranty claim costs, customer complaint costs, product liability costs, recall costs, shipping costs, and customer follow-up costs.		: External failure occur when the customer finds the failure. External failure costs do not include any of the customer´s personal costs. Examples of these failure costs include warranty claim costs, customer complaint costs, product liability costs, recall costs, shipping costs, and customer follow-up costs.