Session Objectives

Session Objectives

PROJECT QUALITY MANAGEMENT Ir. AGUNG NUGROHO, M.Kom Teknik Elektro FT UNDIP OVERVIEW Project Management Knowledge Area 1. 2. 3. 4. 5. 6.

7. 8. 9. Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resources Management Project Communication Management Project Procurement Management Project Risk Management OVERVIEW

How to Achieve Project Success? By balancing stakeholders competing demands for : Cost Time Scope Quality PROJECT QUALITY MANAGEMENT Processes include all the activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken

PROJECT QUALITY MANAGEMENT PROJECT QUALITY MANAGEMENT 1. Quality Planning Identifying which quality standards are relevant to the project and determining how to satisfy them 2. Perform Quality Assurance Applying the planned, systematic quality activities to ensure that the project employs all processes needed to meet requirements 3. Perform Quality Control Monitoring specific project results to determine

whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance PROJECT QUALITY MANAGEMENT 1. Quality Planning 3. Perform Quality Control 2. Perform Quality PROCESS FLOW DIAGRAM GOAL OF QUALITY PROGRAM Fitness for use

Product/service produced must satisfy real needs Costumer satisfaction Product/service meet customers expectations Conformance to the requirements The project must produce what it said it would produce QUALITY CONCEPTS Zero Defects No tolerance for errors within the system The Customer Is The Next Person In The Process Conformance to requirements & customer satisfaction Do The Right Thing Right The First Time

Do it once in complete & correct manner Continuous Improvement Plan Do Check Action Process Capability Capable of performing the required functions to achieve the desire outcome QUALITY VS GRADE QUALITY is the degree to which a set of inherent characteristic fulfill requirements GRADE is a category assigned to products or services having the same functional use but different technical characteristics LOW QUALITY is always problem, LOW

GRADE is not necessary a problem QUALITY PLANNING COST OF QUALITY The total costs that incurred by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirement (rework) Failure cost are often categorized into internal and external. Failure cost are also called cost of poor quality There are three types of costs that are incurred: Prevention costs, Appraisal Costs, and Failure

Costs What is the Major Cost of Quality Prevention cost Appraisal cost Internal failure cost External failure cost Measurement and test equipment.

COST OF QUALITY BEFORE AND AFTER QUALITY INITIATIVE % OF TURNOVER savings rework rework inspection prevention Before inspection

prevention After PROJECT QUALITY PLAN Should address, but not limited to : - Project Management Methods - Roles & Responsibilities - Deliverables & Milestones - Standards for Monitoring & Control Purposes - Process Reviews - Major Checkpoints - Inspection & Acceptance Criteria QUALITY TEAM FOR A PROJECT

SENIOR MANAGEMENT CLIENT REGULATORY AUTHORITIES PROJECT MANAGER VENDOR/SUPPLIER PROJECT STAFF

SUBCONTRACTOR PERFORM QUALITY ASSURANCE QUALITY ASSURANCE VS QUALITY CONTROL Quality Assurance only check whether its comply with the PROCESS, regardless result, etc. Quality Control comply with RESULT ! PERFORM QUALITY CONTROL

Statistical Quality Control Method used to measure variability in a product for evaluation and corrective actions. When the product exceeds the bounds of acceptability based on statistical inference the product can be rejected with reasonable assurance that it does not meet requirements. Normal Distribution Curve Major systems which used in Statistical Quality Control Process Control Charts Acceptance Sampling

Control Chart UCL = X LCL 68.26% 95.46% 99.73% Control Chart (in control)

UCL = X

LCL

Control Chart (Out-of-Control)

UCL = X LCL Control Chart (Hugging Control Limit) UCL = X LCL

Control Chart (Trend) UCL = X LCL Control Chart (Cycle) UCL = X

LCL Control Chart (Run) UCL = X LCL Rule of Seven When any 7 consecutive reading on a chart are either above or below the median, but are still within the upper and lower control limits, the process is out of

control. When a process is out of control, management should be notified and is responsible to identify the cause and initiate corrective action. The Tools of Modern Quality Management The tools of modern quality management relate to problem solving through uniform processes that provide information which leads to recognizing process changes and correcting them.

Pareto diagrams Cause and effect diagrams (fishbone diagram) Histogram Scatter diagrams Graphs Check sheets Check Lists PARETO DIAGRAM Is a histogram, ordered by frequency of occurrence,

that shows how many results were generated by type or category of identified cause Rank ordering is used to guide corrective action Paretos Law : relatively small number of causes will typically procedure a long majority of the problems or defects (80/20) 50 40 20 25 0

0 Others 60 75 40 50 20 25 0 0

% of Composition 80 Axle Caulking Case Wobble 75 Pressure 80

Wobble BEFORE IMPROVEMENT Noise (%) No. of Defective Cases 100 Improper Rotation

60 % of Composition ( CASES ) Others Axle Caulking Case Wobble Pressure

Wobble Noise Improper Rotation No. of Defective Cases PARETO DIAGRAM SAMPLE ( CASES ) AFTER IMPROVEMENT

100 100 OVERALL EFFECT (%) 100 CAUSE AND EFFECT DIAGRAM (ISHIKAWA DIAGRAM/FISH BONE DIAGRAM) TIME ENERGY

MACHINE METHOD MEASUREMENT PERSONNEL MATERIAL ENVIRONMENT CAUSE ALWAYS ASK:

MAJOR DEFECT USE : Random Method Systematic Method Process Analysis Method EFFECT WHO? What? Where? When? Why? How? MACHINE METHOD

MATERIAL TIME MEASUREMENT PERSONNEL ENVIRONMENT ENERGY CORRECTIVE ACTION

USE : Solution Analysis Method CAUSE AND EFFECT DIAGRAM SAMPLE Reason Phone Not Answered Machinery Audix Exists Materials LAN Directory Not Updated

Audix Directory Wrong Extension in Book Line Busy At Lunch Call Comes Before/ After Hours

Phone Not Answer Away from Desk Business Call At Meeting Re-direct issues Taking on Other Line Personal Call People

Zero Out Not Established Method Support Staff Has Audix CONTROL CHART SAMPLE PROCESS FLOW CHART SAMPLE Thank You

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