This document discusses project quality management. It describes the three group members and their roles in quality planning, assurance, and control. It then provides details on the processes of plan quality management, perform quality assurance, and perform quality control. For each process, it lists the inputs, tools and techniques, and outputs involved in quality management. The tools discussed include affinity diagrams, process decision program charts, interrelationship digraphs, tree diagrams, and prioritization matrices.
The document discusses quality management in projects. It defines quality as the degree to which a product or service meets customer requirements. High quality does not necessarily mean high scope and vice versa. Quality management involves quality planning, assurance, and control. Quality planning defines metrics and processes. Quality control monitors performance against the quality baseline and initiates corrective actions when needed. Common quality tools include control charts, flow charts, and Pareto analysis to identify the most impactful issues. The goal is continuous improvement to maximize customer satisfaction.
Project Quality Management is step by step . This presentation gives us a brief explanation about quality management of each project you may think you are going to undertake.
This document outlines a quality management system (QMS) implementation plan with short and long term targets. The short term plan focuses on reviewing the current QMS, socializing the new approach, and improving the system over 3 months. The long term plan aims to strengthen the QMS method, continue improvements, and prepare for international certification over 6 months. Key targets include balancing profits, improving efficiency, fostering good culture, and gaining certification.
This document discusses quality tools and techniques. It describes various tools used to identify problems and root causes, including flow charts, run charts, control charts, check sheets, histograms, Pareto analysis, cause-and-effect diagrams, and scatter diagrams. It also covers quality improvement techniques such as benchmarking, Six Sigma, Lean manufacturing, the Deming cycle, Pokayoke, and the five S model. The purpose of the tools and techniques is to identify issues and implement solutions to improve quality.
Quality management involves three key processes: quality planning, quality assurance, and quality control. Quality planning identifies quality standards and how to meet them. Quality assurance applies quality activities to ensure all processes needed to meet requirements are employed. Quality control monitors results to determine if they comply with standards and identifies ways to eliminate unsatisfying results. These three processes work together to define quality policies and ensure a project satisfies its objectives.
1. The document discusses quality management in software development including quality assurance standards, quality design, and quality control.
2. It emphasizes establishing quality standards upfront, performing quality reviews, and using automatic software evaluation to test against standards.
3. Quality metrics are discussed as a way to measure the software product and analyze measurements, though interpreting results requires considering all circumstances as there are no universal metrics.
Quality Management Principles
Quality Management System(QMS)
Total Quality Management(TQM)
ISO
ISO 9000
PPT
Seven Quality Management Principles
Customer Focus
Leadership
Engagement of People
Process Approach
Improvement
Evidence-Based Decision Making
Relationship Management
Statement
Rationale
Key benefits
quality assurance
quality control
gmp
This document discusses project quality management. It describes the three group members and their roles in quality planning, assurance, and control. It then provides details on the processes of plan quality management, perform quality assurance, and perform quality control. For each process, it lists the inputs, tools and techniques, and outputs involved in quality management. The tools discussed include affinity diagrams, process decision program charts, interrelationship digraphs, tree diagrams, and prioritization matrices.
The document discusses quality management in projects. It defines quality as the degree to which a product or service meets customer requirements. High quality does not necessarily mean high scope and vice versa. Quality management involves quality planning, assurance, and control. Quality planning defines metrics and processes. Quality control monitors performance against the quality baseline and initiates corrective actions when needed. Common quality tools include control charts, flow charts, and Pareto analysis to identify the most impactful issues. The goal is continuous improvement to maximize customer satisfaction.
Project Quality Management is step by step . This presentation gives us a brief explanation about quality management of each project you may think you are going to undertake.
This document outlines a quality management system (QMS) implementation plan with short and long term targets. The short term plan focuses on reviewing the current QMS, socializing the new approach, and improving the system over 3 months. The long term plan aims to strengthen the QMS method, continue improvements, and prepare for international certification over 6 months. Key targets include balancing profits, improving efficiency, fostering good culture, and gaining certification.
This document discusses quality tools and techniques. It describes various tools used to identify problems and root causes, including flow charts, run charts, control charts, check sheets, histograms, Pareto analysis, cause-and-effect diagrams, and scatter diagrams. It also covers quality improvement techniques such as benchmarking, Six Sigma, Lean manufacturing, the Deming cycle, Pokayoke, and the five S model. The purpose of the tools and techniques is to identify issues and implement solutions to improve quality.
Quality management involves three key processes: quality planning, quality assurance, and quality control. Quality planning identifies quality standards and how to meet them. Quality assurance applies quality activities to ensure all processes needed to meet requirements are employed. Quality control monitors results to determine if they comply with standards and identifies ways to eliminate unsatisfying results. These three processes work together to define quality policies and ensure a project satisfies its objectives.
1. The document discusses quality management in software development including quality assurance standards, quality design, and quality control.
2. It emphasizes establishing quality standards upfront, performing quality reviews, and using automatic software evaluation to test against standards.
3. Quality metrics are discussed as a way to measure the software product and analyze measurements, though interpreting results requires considering all circumstances as there are no universal metrics.
Quality Management Principles
Quality Management System(QMS)
Total Quality Management(TQM)
ISO
ISO 9000
PPT
Seven Quality Management Principles
Customer Focus
Leadership
Engagement of People
Process Approach
Improvement
Evidence-Based Decision Making
Relationship Management
Statement
Rationale
Key benefits
quality assurance
quality control
gmp
The document discusses Project Quality Management (PQM) and its importance in project management. It describes PQM as ensuring a project satisfies its intended needs through quality planning, assurance, and control. These include identifying quality standards, evaluating project performance, and monitoring results. The document also outlines tools for PQM like benefit-cost analysis, checklists, and audits. Its target audience is project officers and it recommends teaching PQM through lectures, discussions, and interactive exercises.
Slides Presentation is about the following topic:
> Cost of Quality
> Cost of Prevention
> Cost of Appraisal
> Internal Failure Cost
> External Failure Cost
> Process Improvement Model
> Plan-Do-Check-Act model
> Six Sigma DMAIC Model
> Six Sigma DMADV Model
This document discusses the key components of an effective quality management system. It begins by outlining the benefits of implementing quality management software, such as automating processes like corrective and preventive action plans. It then lists several essential components that a quality management system and software should include, such as facilitating regulatory compliance, customizable workflows, and integrating with other systems. The document also provides examples of commonly used quality management tools like check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. In closing, it emphasizes that a robust quality management system connects all departments and processes to help companies improve quality and regulatory compliance.
This document discusses chapter 8 of the Project Management Body of Knowledge (PMBOK) guide, which covers project quality management. It describes the key processes involved in quality management, including planning quality, performing quality assurance, and controlling quality. Some important aspects covered include defining quality, quality management concepts from thought leaders like Crosby, Juran and Deming, the seven basic quality tools that can be used such as flowcharts, control charts and scatter diagrams, and the inputs, tools/techniques and outputs of the key quality management processes.
This document discusses project quality management. It defines quality as meeting requirements and fitness for use. It outlines the quality revolution from inspection to prevention. It describes quality management processes like quality planning, assurance, and control. It discusses quality tools including cause-and-effect diagrams, control charts, Pareto analysis, and flow charts. It also explains Six Sigma and its DMAIC improvement methodology involving defining problems, measuring performance, analyzing causes, improving processes, and controlling gains. The document benefits of Six Sigma for organizations and individuals.
The document discusses quality management and planning. It describes the Plan-Do-Study-Act cycle for continuous improvement. The seven tools of quality control are explained, including cause-and-effect diagrams, flowcharts, control charts, scatter diagrams, Pareto analysis, and histograms. Quality Function Deployment is discussed as a tool to translate customer requirements into technical specifications. The concepts of reliability, process management, ISO standards, and reasons for TQM failures are summarized. Statistical sampling, standard deviation, Six Sigma methodology, and how Six Sigma differs from traditional quality control approaches are briefly outlined.
This document provides information about project quality management for a group project. It lists the group members and their student IDs. It then introduces project quality management and defines it as ensuring a project satisfies its objectives. It describes the main components of project quality management as quality planning, quality assurance, and quality control. For each component, it provides details on the definition, flowchart including inputs, tools and techniques, and outputs. It provides this information to explain how these three key processes work together to manage quality in a project.
Quality management ensures that an organization, product or service is consistent. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
This document provides an overview of ISO 19011 guidelines for auditing management systems. It defines an audit as a systematic, independent, and documented process for gathering objective evidence to determine if audit criteria are fulfilled. The key phases of an audit are planning, preparation, performance and review, reporting, and follow-up. Planning establishes objectives, scope, criteria and resources. Preparation includes document review and developing checklists and questionnaires. Performance involves on-site activities like opening/closing meetings, collecting evidence, and identifying findings. Reporting documents the audit process, findings, and agreed corrective actions. Follow-up verifies effectiveness and closure of non-conformities.
This document discusses types of quality management. It provides an overview of quality management goals and challenges balancing quality with project overhead costs. It then lists and describes six common quality management tools: check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Finally, it lists other related quality management topics and links to downloadable PDF resources.
This document discusses project quality management. It begins by defining what a project and its key characteristics are, such as being temporary with a defined start and end, unique, and involving people who don't usually work together. It then discusses different dimensions of quality, including product, service, people, process, and environmental quality. The document outlines the five process groups in project management and explains how quality management fits within these groups through planning, executing, monitoring and controlling, and closing quality. Finally, it provides overviews of key quality management processes, including plan quality management, manage quality, and control quality.
This document provides an overview of quality management and total quality management (TQM). It defines quality and TQM, discusses the history and implementation of TQM. It also outlines several quality management tools, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Finally, it lists additional quality management topics for further reading.
This document discusses quality management procedures for construction projects. It begins by outlining six basic procedures required by the ISO 9001 standard, but notes these are not sufficient on their own for large construction projects. Additional common procedures are then listed across areas like procurement, design, subcontracting, and handover. Quality management tools like check sheets, control charts, Pareto charts, and scatter plots are also defined. The document emphasizes keeping quality systems simple in order to ensure usability and compliance.
http://qualitymanagementsystem.com/total-quality-management/how-to-create-a-quality-management-plan/
In today’s competitive global marketplace, a company’s quality management plan can help identify gaps in customer expectations, determine where corrective action is necessary and provide a system for continuous improvement. While some departments, such as operations or production may have strict controls and inspections, others may operate “on the fly” without any documented procedures or work instructions. An integrated total management system brings all departments under the same total quality management (TQM) umbrella.
The document discusses quality management topics and provides resources on the topic. It highlights the top 5 areas that quality executives are focusing on in 2013, which are: standardization of quality processes, quality management software, creating a business process platform, quality metrics programs, and supplier quality management. It also provides descriptions of common quality management tools including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and others.
Chapter 10 of ICT Project Management based on IOE Engineering syllabus. This chapter includes topic related to quality theories, quality planning, cost of quality and more on quality management of project. Provided by Project Management Sir of KU.
The document discusses quality planning for internship experiences. It provides guidance on:
1. Analyzing previous experiences using a waterfall analysis to identify top detractors and their impact on NPS scores.
2. Setting quarterly and monthly NPS goals by factoring in the top detractors identified and the previous quarter's score.
3. Developing a quality plan to address the top 3 detractors by defining strategies, action plans, responsibilities and timelines.
The document emphasizes understanding customer feedback to identify detractors and their root causes in order to establish an effective quality planning process that improves experiences over time.
The document provides an overview of quality management concepts including definitions of quality, key quality gurus like Deming and Juran, quality tools like flow charts and control charts, approaches like TQM and Six Sigma, and the role of employees and customers in quality improvement. It discusses dimensions of quality for both manufactured products and services and how quality management impacts productivity and business success.
The document discusses quality management systems (QMS). The goal of a QMS is to improve quality and institutionalize quality activities throughout an organization. A QMS documents policies, processes, and procedures to clearly define user requirements, produce better products, ensure customer satisfaction, and manage internal processes. The objectives of a QMS are to set measurable quality outcomes and specify actions to achieve them. A QMS documentation hierarchy exists at the industry and organization levels, including standards, policies, standardized processes, and documentation of processes using the ETVX method of entry and exit criteria, tasks, verification, and exit criteria.
Managing software quality in an organization lecture 3Abdul Basit
A quality management system (QMS) describes processes that ensure and demonstrate the quality of products and services. It emphasizes procedures, continual improvement, meeting requirements, and ensuring quality through effective employee training, process standardization, and documentation. A successful QMS analyzes records to prevent errors and requires that processes, operations, and monitoring are defined and effective.
The document discusses Project Quality Management (PQM) and its importance in project management. It describes PQM as ensuring a project satisfies its intended needs through quality planning, assurance, and control. These include identifying quality standards, evaluating project performance, and monitoring results. The document also outlines tools for PQM like benefit-cost analysis, checklists, and audits. Its target audience is project officers and it recommends teaching PQM through lectures, discussions, and interactive exercises.
Slides Presentation is about the following topic:
> Cost of Quality
> Cost of Prevention
> Cost of Appraisal
> Internal Failure Cost
> External Failure Cost
> Process Improvement Model
> Plan-Do-Check-Act model
> Six Sigma DMAIC Model
> Six Sigma DMADV Model
This document discusses the key components of an effective quality management system. It begins by outlining the benefits of implementing quality management software, such as automating processes like corrective and preventive action plans. It then lists several essential components that a quality management system and software should include, such as facilitating regulatory compliance, customizable workflows, and integrating with other systems. The document also provides examples of commonly used quality management tools like check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. In closing, it emphasizes that a robust quality management system connects all departments and processes to help companies improve quality and regulatory compliance.
This document discusses chapter 8 of the Project Management Body of Knowledge (PMBOK) guide, which covers project quality management. It describes the key processes involved in quality management, including planning quality, performing quality assurance, and controlling quality. Some important aspects covered include defining quality, quality management concepts from thought leaders like Crosby, Juran and Deming, the seven basic quality tools that can be used such as flowcharts, control charts and scatter diagrams, and the inputs, tools/techniques and outputs of the key quality management processes.
This document discusses project quality management. It defines quality as meeting requirements and fitness for use. It outlines the quality revolution from inspection to prevention. It describes quality management processes like quality planning, assurance, and control. It discusses quality tools including cause-and-effect diagrams, control charts, Pareto analysis, and flow charts. It also explains Six Sigma and its DMAIC improvement methodology involving defining problems, measuring performance, analyzing causes, improving processes, and controlling gains. The document benefits of Six Sigma for organizations and individuals.
The document discusses quality management and planning. It describes the Plan-Do-Study-Act cycle for continuous improvement. The seven tools of quality control are explained, including cause-and-effect diagrams, flowcharts, control charts, scatter diagrams, Pareto analysis, and histograms. Quality Function Deployment is discussed as a tool to translate customer requirements into technical specifications. The concepts of reliability, process management, ISO standards, and reasons for TQM failures are summarized. Statistical sampling, standard deviation, Six Sigma methodology, and how Six Sigma differs from traditional quality control approaches are briefly outlined.
This document provides information about project quality management for a group project. It lists the group members and their student IDs. It then introduces project quality management and defines it as ensuring a project satisfies its objectives. It describes the main components of project quality management as quality planning, quality assurance, and quality control. For each component, it provides details on the definition, flowchart including inputs, tools and techniques, and outputs. It provides this information to explain how these three key processes work together to manage quality in a project.
Quality management ensures that an organization, product or service is consistent. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
This document provides an overview of ISO 19011 guidelines for auditing management systems. It defines an audit as a systematic, independent, and documented process for gathering objective evidence to determine if audit criteria are fulfilled. The key phases of an audit are planning, preparation, performance and review, reporting, and follow-up. Planning establishes objectives, scope, criteria and resources. Preparation includes document review and developing checklists and questionnaires. Performance involves on-site activities like opening/closing meetings, collecting evidence, and identifying findings. Reporting documents the audit process, findings, and agreed corrective actions. Follow-up verifies effectiveness and closure of non-conformities.
This document discusses types of quality management. It provides an overview of quality management goals and challenges balancing quality with project overhead costs. It then lists and describes six common quality management tools: check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Finally, it lists other related quality management topics and links to downloadable PDF resources.
This document discusses project quality management. It begins by defining what a project and its key characteristics are, such as being temporary with a defined start and end, unique, and involving people who don't usually work together. It then discusses different dimensions of quality, including product, service, people, process, and environmental quality. The document outlines the five process groups in project management and explains how quality management fits within these groups through planning, executing, monitoring and controlling, and closing quality. Finally, it provides overviews of key quality management processes, including plan quality management, manage quality, and control quality.
This document provides an overview of quality management and total quality management (TQM). It defines quality and TQM, discusses the history and implementation of TQM. It also outlines several quality management tools, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Finally, it lists additional quality management topics for further reading.
This document discusses quality management procedures for construction projects. It begins by outlining six basic procedures required by the ISO 9001 standard, but notes these are not sufficient on their own for large construction projects. Additional common procedures are then listed across areas like procurement, design, subcontracting, and handover. Quality management tools like check sheets, control charts, Pareto charts, and scatter plots are also defined. The document emphasizes keeping quality systems simple in order to ensure usability and compliance.
http://qualitymanagementsystem.com/total-quality-management/how-to-create-a-quality-management-plan/
In today’s competitive global marketplace, a company’s quality management plan can help identify gaps in customer expectations, determine where corrective action is necessary and provide a system for continuous improvement. While some departments, such as operations or production may have strict controls and inspections, others may operate “on the fly” without any documented procedures or work instructions. An integrated total management system brings all departments under the same total quality management (TQM) umbrella.
The document discusses quality management topics and provides resources on the topic. It highlights the top 5 areas that quality executives are focusing on in 2013, which are: standardization of quality processes, quality management software, creating a business process platform, quality metrics programs, and supplier quality management. It also provides descriptions of common quality management tools including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and others.
Chapter 10 of ICT Project Management based on IOE Engineering syllabus. This chapter includes topic related to quality theories, quality planning, cost of quality and more on quality management of project. Provided by Project Management Sir of KU.
The document discusses quality planning for internship experiences. It provides guidance on:
1. Analyzing previous experiences using a waterfall analysis to identify top detractors and their impact on NPS scores.
2. Setting quarterly and monthly NPS goals by factoring in the top detractors identified and the previous quarter's score.
3. Developing a quality plan to address the top 3 detractors by defining strategies, action plans, responsibilities and timelines.
The document emphasizes understanding customer feedback to identify detractors and their root causes in order to establish an effective quality planning process that improves experiences over time.
The document provides an overview of quality management concepts including definitions of quality, key quality gurus like Deming and Juran, quality tools like flow charts and control charts, approaches like TQM and Six Sigma, and the role of employees and customers in quality improvement. It discusses dimensions of quality for both manufactured products and services and how quality management impacts productivity and business success.
The document discusses quality management systems (QMS). The goal of a QMS is to improve quality and institutionalize quality activities throughout an organization. A QMS documents policies, processes, and procedures to clearly define user requirements, produce better products, ensure customer satisfaction, and manage internal processes. The objectives of a QMS are to set measurable quality outcomes and specify actions to achieve them. A QMS documentation hierarchy exists at the industry and organization levels, including standards, policies, standardized processes, and documentation of processes using the ETVX method of entry and exit criteria, tasks, verification, and exit criteria.
Managing software quality in an organization lecture 3Abdul Basit
A quality management system (QMS) describes processes that ensure and demonstrate the quality of products and services. It emphasizes procedures, continual improvement, meeting requirements, and ensuring quality through effective employee training, process standardization, and documentation. A successful QMS analyzes records to prevent errors and requires that processes, operations, and monitoring are defined and effective.
Quality management involves three main processes:
1. Plan Quality Management determines quality requirements and standards and how the project will meet them.
2. Perform Quality Assurance audits work to ensure standards are followed and identifies improvements.
3. Control Quality measures work against standards and checks for variances, validating deliverables meet requirements.
The document defines quality management and describes several prominent quality management approaches. It defines quality as meeting customer needs and discusses goals of quality programs like fitness for use and customer satisfaction. It then outlines common quality management processes like quality planning, assurance, and control. It proceeds to explain approaches like Deming, Juran, Crosby, Total Quality Management, Six Sigma and ISO 9000, emphasizing their views of quality and key principles. Finally, it discusses commonalities between approaches and important quality concepts.
The document defines quality management and describes several key quality management processes and approaches. It discusses definitions of quality from Deming, Juran, Crosby, and ISO standards. It outlines common elements of total quality management, six sigma, and ISO 9000. Key points of quality management include a focus on customer satisfaction, continuous improvement, prevention of defects, and taking a systematic approach.
The document defines quality management and its key processes. It discusses various quality management approaches including those proposed by Deming, Juran, Crosby, total quality management, six sigma, and ISO 9000. It covers quality concepts like zero defects and continuous improvement. It also discusses factors that influence quality like reliability and maintainability. Quality costs like cost of conformance and nonconformance are explained. The role of people in ensuring project quality through reviews, audits, and statistical analysis is highlighted.
The document discusses project quality management. It defines project quality management as continually measuring quality and taking corrective action until desired quality is achieved. This helps control costs, establish standards, and lower risks of failure. Effective quality management depends on planning, assurance, and control processes. Planning identifies quality goals and standards. Assurance provides evidence activities meet expectations. Control identifies and corrects problems to ensure standards compliance. Tools like matrices and diagrams can aid the three processes. Quality management software allows tracking quality aspects in one place. Techniques like total quality management, Six Sigma, and ISO certification aim to deliver high quality products and services.
This document discusses software process improvement. It begins by explaining the objectives of software process improvement which are to explain principles, factors influencing quality and productivity, developing process models, and process capability assessment. It then defines a software development process and software process improvement. The key stages of process improvement are described as process measurement, analysis, and change. Examples of process improvement results are provided. Models for process improvement like the CMM, CMMI, and ISO 9001 are outlined. The CMMI staged model and components are explained in detail. The document concludes with some afterthoughts on software process improvement challenges.
SQA (Software Quality Assurance) involves planned and systematic activities to ensure quality of software products and processes. This includes establishing standards and procedures for development, continuous monitoring of products and processes, and conducting audits. Key SQA activities include product evaluation to ensure adherence to standards, process monitoring to ensure procedures are followed correctly, and product audits to thoroughly review products and processes. The SQA plan documents the quality assurance approach and controls quality throughout the project.
The document outlines the core elements of a quality management system (QMS), including quality policy and objectives, quality manual, organizational structure and responsibilities, data management, processes, customer satisfaction, continuous improvement, quality instruments, and document control and management. It provides details on each element, emphasizing the importance of establishing standardized processes, monitoring customer satisfaction, continual improvement, and effective document management.
Total Quality Management (TQM) is a management approach focused on customer satisfaction through continuous process improvement involving all employees. The document discusses the history and key concepts of TQM, including defining quality, total quality, ISO standards, the PDCA cycle, TQM principles and implementation challenges. It also provides examples of how TQM has improved efficiency in healthcare organizations. Overall, the document provides a comprehensive overview of the TQM approach for quality management.
Pearl Confectionery (Pvt.) Ltd is providing training on quality management systems. The training covers fundamentals of quality management including roles of auditors and auditees, the PDCA cycle, and the 8 principles of quality. It also covers ISO 9001:2008 requirements including the standard's structure and clauses. The training includes sessions on internal quality audits. Attendees must pass a test with 60% to complete the training.
The document defines key terms related to quality management systems including quality management system (QMS), quality, ISO 9000 standards, and documentation requirements. It explains that a QMS uses a process approach and PDCA cycle to direct an organization towards achieving quality objectives and enhancing customer satisfaction. It also outlines the basic components and benefits of establishing a QMS.
The document defines key terms related to quality management systems including quality management system (QMS), quality, ISO 9000 standards, and documentation requirements. It explains that a QMS is a management system that directs and controls an organization regarding quality. It establishes quality policies, objectives, planning, control, assurance and improvement. ISO 9001 provides requirements for implementing a QMS to consistently meet customer needs and requirements. Effective documentation is important for training, communication, process control and continual improvement.
Quality control is an important part of quality management that aims to identify errors and ensure products and services meet requirements. Key aspects of quality control include inspection at receiving, in-process, and final stages to check for defects. Tools like gauges and measuring equipment are used to inspect for conformance to specifications. For services, important quality characteristics are identified and measured through checklists and data collection. Approaches like HACCP focus on preventing hazards rather than final inspection. Project quality management involves quality planning, assurance, and control activities to satisfy quality standards. Overall, quality control aims to eliminate errors and improve processes.
The document discusses software process improvement. It explains process factors that influence quality and productivity, developing process models, and the CMMI process improvement framework. The CMMI model assesses process capability on a scale from 1 to 6. It includes process areas like requirements management and project planning. Process improvement involves analyzing current processes, defining metrics to measure goals, and making changes to improve.
Juran's Trilogy outlines an improvement cycle meant to reduce costs from poor quality. It involves three steps: quality planning, quality control, and quality improvement. Quality planning establishes goals and processes to meet customer needs. Quality control evaluates performance, compares it to goals, and addresses differences found. Quality improvement seeks breakthroughs in performance through organized beneficial change.
This presentation gives a bried overview of the various parts & purpose of the ISO 9001:2015 QMS.
It revolves around the PDCA Cycle and useful in Manufacture & construction Industry.
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By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
2. Quality
• It is Essential characteristic.
• Quality is customer satisfaction
• Quality is Fitness for Use
• Feature that satisfy the user requirements
• Without quality we can’t survive.
• High quality means high accuracy, compliance with applicable standards, and high customer
satisfaction
3. Quality Management System?(QMS)
• QMS is implement an organization’s chosen quality strategy by focusing on areas that are
critical to successfully achieving quality objectives, providing high-quality products
and services, and satisfying customers. OR
• A quality management system (QMS) is a collection of business processes focused on
consistently meeting customer requirements and enhancing their satisfaction.
• collection of business processes
• consistently meeting customer
• Enhancing customer satisfaction.
• Organizational goals
• policies, processes
4. Goals and object of (QMS)
• quality objectives are then planned to achieve these quality goals
• QMS Provides guidance , techniques, and mechanisms needed to plan .
• quality assurance, quality engineering, quality improvement, and
verification(check quality on every phase by software tester) and validation.
• “quality objectives are set to specify what specific actions will be taken,
within a given time period , to achieve a measurable quality outcome”
5. Continue.......
• These organizational-level quality objectives should be propagated down into lower-level
division, team, and individual objectives and into process, project, and
product(remember sequence Process projectproduct) objectives that support
them.
• process(set of activities) provides a framework for project planning, organizing,
monitoring, and controlling a project . A project is a temporary struggle that is undertaken
to create a unique product or service.
Quality achieved in small no of groups of large organization(remember verification)
• Communication with individual will increase the quality in products and will satisfy the
user expectation
6. Quality Management system documentation
• This QMS system define the organization’s strategy and tactics for achieving
its quality objectives.
• Depend upon the frame work of one and more industry standards or
models.
• Provide the guidance and Help the organization share the good practice
• Help the organization from wasting time by “reinventing the
wheel”(means waste a great deal of time or effort in creating something
that already exists.)
8. Quality Policies At the organizational level
Upper-level management usually establishes quality policies to communicate the
intententions of the QMS and its objectives.
Policies are applied to
• Define the direction and principles
• Making decisions and performing Activities
• Qualities policies are applied to achieve its goal and quality of
products
9. Standardized Processes
• Processes are set of activities we perform to achieve our task.
• Standardized processes define the mechanics of what is required
to implement the QMS activities at the organizational level.
• A process is a definable, repeatable, measurable sequence of tasks
used to produce a quality product
• describe and communicate about usually best works.
10. Continue...
• Ensure that important steps in the processes aren’t forgotten
• Organization can repeat its successes and stop repeating actions of that
processes that lead to problems
• Eliminate the need to “reinvent the wheel” with each new
project while providing a foundation for tailoring(fitted) the processes
to the specific needs of that project
11. Continue...
• Standardized software processes are necessary for training, management
review, and tools support.
• Documents are mapped by using ETVX (Entry criteria, Tasks, Verification
steps, eXit criteria) method.
12. Methods for mapping processes
• The entry criteria are specific, measurable conditions that must be met before
the process can be started
• The tasks are the individual steps or activities that must be performed to
implement the process and create the resulting product
• Verification steps describe the mechanisms used to ensure that the tasks are
performed
• Exit =measurable conditions that must be met before the process can be
completed.
13. Process flow diagram
• This diagram help to understand the process by showing the relationship
between the various tasks, verification steps, and deliverables and by showing
who (what role) is responsible for each task or verification step.
14.
15.
16. • Pointers to the detailed work instructions that describe how to accompli
sh the task or verification steps.
• Additional descriptions of specific responsibilities. For example, “the Test
Manager is responsible for conducting periodic test status reviews
with the review participants including Testers, the Test Lead, the Work Prod
uct Owners, and Configuration Management.
*
Required levels of expertise (or pointers to the descriptions of required
levels of expertise) that must be possessed by those responsible for the task or verification
step. For example, “Testers must be proficient on the XYZ testing tools set and the use of
the ABC simulator.”
17. • Pointers to standardized templates for creating the outputs
of the task or verification step. For example, document, report, or
meeting agenda templates.
• Other resources, for example, tools or hardware, that should
be used in the task or verification ste
18. standardized Work Instructions
• Standardized processes define the “what to do” requirements, but the “how
to do it” should be left to the lower-level standardized work instructions.
Project-level Quality Plans
Quality plans define the specifics of how a project intends to implement the
organization’s QMS in order to meet the quality goals and objectives of the
organization and of that project
19. Project-specific or tailored Processes
• While the standardized processes define what “usually works best,” they
don’t always match the exact needs of a specific project (program or
product). One way of handling this situation is to tailor the standardized
processes. Tailoring a process alters or adapts that process to a specific end
and allows standardized
• processes to be implemented appropriately for the needs of the project.
Tailoring may also elaborate the process description to provide additional
details so that project personnel can perform the resulting defined process.
20. Project-specific or tailored Work Instructions
• As with process documentation, based on the needs of the project (program
or product), there may be a need to tailor standard, organizational-level work
instructions.
22. Team Members
• Muhammad Nouman (BSEF16E001)
• Muhammad Waqas Naseer (BSEF16E016)
• Hassan Naeem (BSEF16E032)
Editor's Notes
QMS is a collection of business processes focused on consistently meeting customer requirements and enhancing their satisfaction. ... It is expressed as the organizational goals and aspirations, policies, processes, documented information and resources needed to implement and maintain it.
quality engineering: Discipline that deals with the analysis of a manufacturing system at all stages, to improve the quality of the production process ...
Individual can be stakeholder ,customer and client etc who is involved with the system.
process provides a framework for project planning, organizing, monitoring, and controlling a project . A project is a temporary struggle that is undertaken to create a unique product or service.
sharing best practices is an excellent way to improve the performance and productivity of an organization. Sharing best practices can help organizations fill knowledge gaps, improve efficiency, encourage leadership
A document, such as a quality manual, is typically used to document the quality policies
Upper-level management usually establishes quality policies to communicate the intent of the QMS and its objectives.
Standardized processes define to unify the procedures in organizations that use different practices to do the same process.
Tailored :(of clothes) smart, fitted, and well cut.
“reinvent the wheel” means waste a great deal of time or effort in creating something that already exists.
The SEI (2006) expands on the ETVX method and states that “a defined process clearly states the purpose, inputs, entry criteria, activities, roles, measures, verification steps, outputs, and exit criteria.
Examples of entry and exit criteria include: • Other processes or activities that must be satisfactorily completed • Plans or documents that must be in place or must be updated