quality improvement in our projects

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Topic of Presentation: QUALITY IMPROVEMENT IN OUR PROJECTS/WORKS

Name of Presenter, Mr. Obi Jude Ifeanyi (PMP, QMS, OCA) 08094323633January 10, 2017

2QUALITY IMPROVEMENT IN OUR PROJECTS/WORKS

Quality is the “the degree to which a set of inherent characteristics fulfill requirements.”

The basic purpose of Improving Quality is to change the way we do things

• Many viewed quality as “fitness for use” • Fitness is defined by the customer

• Philip B. Crosby: "Conformance to requirements

• Emphasis is on prevention, not inspection• Zero Defects is a management tool aimed at the reduction of defects

through prevention. It is directed at motivating people to prevent mistakes by developing a constant, conscious desire to do their job right the first time

https://en.wikipedia.org/wiki/Philip_B._Crosby


• My message is that quality does not happen by accident – it must be planned in

• The Deming Cycle.• Plan-Do-Check-Act is about making small improvements, and

measuring how much benefit they make before you change your process to include them.

• Total quality control is all about doing the right things right, first time.It is a complete focus on the management of people and process to guarantee customer satisfaction at all times.


• The Project Management Triangle


Have you ever had the delightful experience of dealing with an

unhappy customer? If you have, then you know it’s not an easy or exciting task

The best way for a company to achieve its goals is to satisfy customer needs

Quality can be defined as meeting and exceeding customer expectations by fully satisfying customer need and requirements in all respects.


Common Mistakes

We focus on the product instead of the process

We look at “grade instead of quality”

The results are:

Many “Corrective Actions”

Gold plating and Scope Creep

Lost of Confidence and businesses

How can we correct these mistakes ?


Quality Management System

QMS is a system for creating products and services that conform to customer requirements.

Good practice

The most critical factor of a good QMS is management support and total company buy-in,”

Bad practice

“Another important QMS factor that is often overlooked is the idea of internal auditing.


DOCUMENTATION AND ENFORCEMENT


• Quality policyQuality Policy reflects the organization's commitment to Quality.

• A quality policy can also act as a mission statement.

• Quality ObjectiveTo achieve this commitment the organization sets the Quality Objectives.

Example: % of on time deliveries; % of internal scrap; % defects

• Quality Manualdocumentation which outlines organizations' quality system and how they

ought to operate.


• ProceduresProcedures determine a series of steps, actions or methods that are followed according to a consistent and repetitive approach in

order to achieve a desired result

10 activities to improve quality in your project ?


1Establish Goals or Goal Setting

Establish productivity and quality goals and tie them to incentives. Goals can help your workers stay focused, which can increase speed or eliminate errors. Goals should be specific and measurable, such as increasing worker production by five units per day while maintaining a 98-percent quality standard.

Incentives for reaching the goals could include money, time off or recognition.

The basic purpose of Improving Quality is to change the way we do things


2Communication

• Communication is most effective person-to-person, face-to-face. Therefore, regular meetings that focus on problems and improvements in and around your departments are the keystone of this action.

• Successful communication requires candid talk, willingness to listen as well as speak, and concentration on the clear exchange of information. It is helpful to use the "language" and terminology of Improving Quality in your day-to-day discussions.

• Always adapt horizontal way of communicating


3Commitment

• Commitment is the core or hub of Improving Quality. A Commitment is a personal pledge of action. Management must make it clear where they stand on quality. Management and staff must demonstrate commitment. It will change the way you do your job; therefore, it is a commitment you must make personally and individually. Commitment will ensure participation and support improvement.


4Improve Training

• Poor training may be the cause of substandard quality of your products and can also adversely affect production time. Investing in proper training for new hires can eliminate costly mistakes and ensure that the work is done right the first time. This can also reduce the need for quality control procedures and improve the overall speed of your production process. Consider designating one person as a trainer, preferably someone with experience and expertise in your production process.


5Improvement Teams

• Commitment is personal and individual, but nobody works completely alone. Your jobs and skills interlock in ways that make you mutually dependent. For that reason, working in teams is important to Improving Quality.

• Different kinds of teams are needed, each with different capabilities. Some are permanent; others are temporary; Management Team for policy and guidance; Quality Councils in each area for planning; Quality Improvement Teams for implementing and monitoring; and Corrective Action Teams for identifying root causes of problems and implementing preventive solutions.


6Empower Workers

• Your workers are the ones who are immersed in your production processes on a daily basis, so empower them to develop ideas for improvement. Let your workers detail their work activities and perform an analysis. Once they take a closer look at how they spend their time, they can recommend ways to perform a process faster and eliminate waste.


7Implement Gradual Changes and Eliminate

Valueless Processes• If you need to make changes in your production processes, implement

them gradually, such as changing one aspect of the process at a time. Rapid wholesale changes may frustrate your employees or cause them to fear that they won't be able to adapt. An abrupt change can also significantly reduce productivity because of the effect of the "learning curve."

• One-third to two-thirds of employee tasks may be unnecessary or add little or no value. Some workers may perform overlapping or repetitive tasks, which decreases overall productivity. Analyze your work processes to eliminate needless tasks like redoing, re-entering or re-testing.


8Cost of Quality

• The cost of avoiding mistakes is always much less than the cost of correcting them.

• Doing work wrong, doing it over, checking for errors, and preventing errors all have costs attached to them. These are large costs, and they rob you of the time and resources you need - never mind you’re diminishing bottom-line.

• The cost of quality action requires that you set up procedures to measure the cost errors add to our work, as a basis for identifying problems, understanding the requirements and setting priorities for removing those problems.

• This step is not used for individual performance reviews or to compare one team to another. Focusing on the real cost of errors is a positive tool that enables each team to gauge its own improvement.


• Identify and analyse the cause(s) of errors in your individual jobs and create your own preventive processes;

• For problems that involve others, report the problem and ask that a Corrective Action Team be formed.

• Join Corrective Action Teams and be willing and active members. • Record the analysis process, decisions, and changes that are

implemented, in order to document the results


9Measure, Display & Review

• Measuring is a primary technique for Improving Quality. If you don't measure it, you cannot manage it. It helps individuals and teams reduce the rate of errors, making everybody work more effective for each other. In most organizations you can't work on everything at once. Measuring the rate of errors for two or three of your operations is the best way to concentrate your efforts.

• Display and review of what you measure is just as important as what you measure. Everyone must understand exactly what is being measured, so that you are all talking the same language and pulling in the same direction - and so that progress in reducing errors is readily visible to everyone in the organization or group. Trends must be identified and reviewed and actions taken to ensure pre-determined performance standard; "close the gap" process


10Keeping Good Records

• No matter how small or large the project size, it is critical that the project documents be generated and compiled in a comprehensive approach

• An efficient and customized project file system should be established

• Find a win-win solution• Smart companies view customer complaints as an opportunity to

discover unmet needs and use that information to improve upon their operations or find a new competitive advantage

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• Thank you

QUALITY IMPROVEMENT IN OUR PROJECTS/WORKS

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quality improvement in our projects

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