Six Sigma seeks to solve problems within the area of quality management and optimizes processes by statistically observing business procedures. This approach establishes a well-coordinated cooperation of all participants and can meet the customer’s requirements as suitable as possible. Other crucial factors of Six Sigma are the introduction of new process solutions which capture the process itself as well as the measurement and the correction of variations.
Six Sigma is a collection of examination techniques which detect key figures and key performance indicators. Such techniques are for example the DMAIC cycle that determines benefits of current projects and improves its assets. DMAIC defines each stage of the optimization process, in which every phase applies different analyses. DMAIC is an acronym for Define, Measure, Analyze, Improve and Control.
http://www.presentationload.com/six-sigma-powerpoint-template.html
Six Sigma seeks to solve problems within the area of quality management and optimizes processes by statistically observing business procedures. This approach establishes a well-coordinated cooperation of all participants and can meet the customer’s requirements as suitable as possible. Other crucial factors of Six Sigma are the introduction of new process solutions which capture the process itself as well as the measurement and the correction of variations.
Six Sigma is a collection of examination techniques which detect key figures and key performance indicators. Such techniques are for example the DMAIC cycle that determines benefits of current projects and improves its assets. DMAIC defines each stage of the optimization process, in which every phase applies different analyses. DMAIC is an acronym for Define, Measure, Analyze, Improve and Control.
http://www.presentationload.com/six-sigma-powerpoint-template.html
The basic purpose of Improving Quality is to change the way we do things.
Emphasis is on prevention, not inspection
My message is that quality does not happen by accident – it must be planned in
Total Quality Management-A Road Map to Corporate Excellenceharikrishnanjl
Total Quality Management (TQM) is an integrated organizational approach in delighting customers (both internal and external) by meeting their expectations all the time through everyone involved within the organization working on continuous improvement improvement in all products/services/processes along with structured methodology.
The basic purpose of Improving Quality is to change the way we do things.
Emphasis is on prevention, not inspection
My message is that quality does not happen by accident – it must be planned in
Total Quality Management-A Road Map to Corporate Excellenceharikrishnanjl
Total Quality Management (TQM) is an integrated organizational approach in delighting customers (both internal and external) by meeting their expectations all the time through everyone involved within the organization working on continuous improvement improvement in all products/services/processes along with structured methodology.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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4. Sustainability Implementation & Best Practices
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2. Managing RQR
Respect – Respect Our Organization ,
Our Employees, Our Management , And
Our Customers. Determining how to
satisfy them.
Quality – Establish a higher level of
quality program “World-Class” that
would provide confidence to our
customers.
Results – Evaluating overall results.
3. Change needs Respect and Support
Management Support Staff Support Staff
Training
SDLC
4. Managing RQR
Respect Key Trends:
• Competition in the Global Workplace
• Higher Quality Standards
• Rising Customer Expectations
• Many Competitors
• Shortest Cycle Time
• Globalization of Economies
• Constant Innovation
5. Managing RQR
Respect Changing Work Force:
Minds vs. Hands
Employee Empowerment
Downsizing
New Management and Leadership Models
Work Increasingly Accomplished in Teams
6. Managing RQR
Respect the Effect of Technology:
• Paperless Environment
• Faster Collection
• Electronic Mail
• Internet and Websites
• Social Media and Mobile Apps
8. Managing RQR
Quality Management = World-Class Management:
Deliberate, Disciplined, Structured Use of
Best-Known Management Methods
Situational
Dynamic and Flexible
Constantly Improving
Global Leadership Standard
9. Managing RQR
Quality Management Principle:
Customer Focus:
• Deliberate concentration on satisfying
the needs and expectations of all your
customers
10. Managing RQR
Identifying Customers
Understand Who Your Customers Are:
• Internal
• Intermediate
• External
• End users
Segment Your Customer Population By—
• Size
• Service or product provided
• Job function
11. Managing RQR
Best Project Manager Practices:
Customer Focus
Link Organizational and Project Purposes to
Customer Needs
Involve the Customer in Project Planning and
Decision Making
Establish Routine and Meaningful Dialogue
With Customers
Establish Methods to Build Customer
Feedback into Project Management
Processes
12. Managing RQR
Quality Program Goals:
• Fitness for Use
-- Describes the Product or Service When It Is
Provided to the Customer
• Fitness for Purpose
-- Product or Service Meet Its Intended Purpose In All
Respects
• Customer Satisfaction
-- Describes the Customer’s Feelings About a Product
or Service
• Conformance to Requirements
-- Describes Condition of Product or Service in
Relation to Customer’s Requirements
13. Managing RQR
Quality Concepts:
• Zero Defects
• The Customer is the Next Person in the Process
• Do the Right Thing Right the First Time
• Continuous Improvement Process
• Process Capability
14. Managing RQR
Less fire fighting, resulting in more time for innovation
and creativity
Increased customer satisfaction
More efficient project management
Higher productivity
Lower costs
Higher project team morale
Proven Benefits of Quality for Global
Project Managers:
15. Managing RQR
Characteristics of Manufactured Product
Quality the Nine “ilities”)
Producibility
Usability
Reliability (mean-time between failures (MTBF)
Maintainability (mean-time to repair (MTTR)
Availability (MTBF, MTTR)
Operability
Flexibility
Social Acceptability
Affordability
16. Managing RQR
Characteristics of Service Product Quality:
Responsiveness
Competence
Access
Courtesy
Communication
Credibility
Security
Knowledge of the Customer
Tangibles
Reliability
17. Managing RQR
Project Quality Management:
• The Process of Ensuring that a Project Fully
Meets the Needs and Expectations of its
Customers (Internal and External)
18. Managing RQR
Absolutes of Quality Management:
Quality Means Conformance to Requirements
Problems Are Functional in Nature
There Is No Optimum Level of Defects
Cost of Quality Is the Only Useful Measurement
Zero Defects Is the Only Performance Standard
19. Managing RQR
Common Features:
Cause of Poor Quality Stems from the Management
and the System Rather than the Workers
Inspection Is Not the Answer to Quality Improvement
Involvement of and Leadership by Top Management
is Essential
Quality Programs Require Organization-Wide Effort
and Long-Term Commitment
Commitment to Training
Quality Must Come First
20. Managing Quality
Quality Management Principle:
Commitment to World-Class Quality
• Making Quality a Major Focus of All Activity
and Effort
• Everyone Becomes Involved With Quality
Throughout the Organization
• Quality Is Constantly Pursued on All Projects
Through Effective and Efficient Methods of
Execution
21. Managing RQR
Characteristics of a Quality
Organization:
Customer Focus
Compelling Motivation Toward Quality
Recognizing Work As Related Processes
Freedom Through Process Control
Company Vision
Looking for Faults in Systems
Teamwork
Continued Education and Training
22. Managing RQR
Best Practices for Project Managers
Committed to World-Class Quality:
Focus on Quality Before Cost or Production
Lead by Making Quality Improvement a High-Priority Activity for
Yourself and Your Team
Recognize That Everyone on the Team Has a Responsibility for
Quality
View Problems As Opportunities
Constantly Examine the Value to the Customer of Project
Management Policies, Practices, and Procedures
Encourage Innovative Thinking and New Ideas
Practice Systems-Centered Project Management
23. Managing RQR
The 85/15 Rule:
At least 85% of Problems Can Be Corrected
by Changing the Systems and Less than 15%
Are Under a Worker’s Control
Systems Are Largely Determined by
Management
Poor System Performance Impedes Individual
Performance
24. Improve
Quality
Costs, mistakes,
delays, and snags
decrease; better
use of time and
materials
Market share
improves with
better quality and
lower prices
Productivity
improves
Likelihood of
staying in business
improves
Ability to provide
jobs and more jobs
increases
Managing RQR
Results of Quality Improvement:
25. Managing RQR
Techniques for Measuring Customer
Expectations:
Customer Research
Surveys
Audits
Focus Groups
Quality Function Deployment
Employee Exchange Programs
Joint Problem Solving
Customer Service Data Analysis
Point of Delivery Feedback
28. Managing RQR
Your Role:
Organizations Cannot Change Themselves!
People Change Organizations
Each Person Is a Change Creator
If Your Organization Needs Change, You
Have the Opportunity to Lead the Change
Process
Consider Each Topic Discussed in Terms of
How You Can Use it to Produce Change in
the Sphere You Influence
29. Managing RQR
Deadly Assumptions:
We Know What Our Customers Want
Quality Is Not important to Our Customers’ Buying Decisions
Financial Analysts and Markets Are the Key Audience
Creative Accounting and Portfolio Management Are Ways to
Success
Increased Quality Means Increased Cost
Innovative Leaps Are the Best Route to a Strategic Lead
Workers Are Paid to Do, Not to Think
Senior Management’s Job Is Strategy, Not Operations and
Implementation
Success Is Good; Failure Is Bad
If It’s Not Broken, Don’t Fix It
30. Managing RQR
Cost of Quality
Cost of Quality is the Total Price to Achieve
Product or Service Quality. This Includes
All Work to Build a Product or Service That
Conforms to the Requirements as Well as
All Work Resulting from Nonconformance
to the Requirements.
31. Managing RQR
Cost of Quality Trends
Projects Are Not Measuring the Cost of
Nonconformance Activities
Additional 20% of Total Cost Results from
Lack of Quality Procedures
Goal of Between 3 – 5% of Total Value
Cost of Quality Program
32. Managing RQR
Cost of Conformance
Planning
Training
Process Control
Field Testing
Product Design Validation
Process Validation
Test & Evaluation
Quality Audits
Maintenance and Calibration
Others?
Cost of Nonconformance
Scrap
Rework
Expediting
Additional Material
Warranty Repairs or Service
Complaint Handling
Liability Judgments
Product Recalls
Product Corrective Actions
Proactive vs. Reactive
33. Managing RQR
Quality Management Principle:
Process Orientation
• Deliberately Aligning Thought, Interest,
and Action in the Direction of Processes
Rather Than Functions
34. Work As a Process:
A process is an activity(s) that transforms input into output
Managing Quality
39. Managing RQR
Best Practices: Process Orientation
Whenever feasible, structure project activities around
processes rather than functions
Encourage teamwork, communication, and
cooperation across functional lines
Collocate project team, if possible
Spend time with suppliers and customers
Stop relying on mass inspection
Establish project management process measures,
and measure and correct processes as they operate
40. ISO 9000
• Set of Standards for Quality Management Systems
• More than 90 countries have adopted ISO 9000 as national
standards
•According to ISO, the new ISO 9000 2000 standards are based
on eight quality management principles
41. Quality Management Principles:
#1 Focus on your Customers
Organizations rely on customers.
Therefore:
Organizations must understand
customer needs.
Organizations must meet or exceed
customer requirements.
42. Quality Management Principles:
#2 Provide Leadership
Organizations rely on leaders.
Therefore:
Leaders must establish a unity of
purpose and set the direction the
organization should take.
Leaders must create an environment that
encourages people to achieve the
organization's objectives.
43. Quality Management Principles:
#3 Involve your People
Organizations rely on people.
Therefore:
Organizations must encourage the
involvement of people at all levels.
Organizations must help people to
develop and use their abilities.
44. Quality Management Principles:
#4 Use a Process Approach
Organizations are more efficient and
effective when they use a process
approach. Therefore:
Organizations must use a process
approach to manage activities and
related resources.
45. Quality Management Principles:
#5 Take a Systems Approach
Organizations are more efficient and
effective when they use a systems
approach. Therefore:
Organizations must identify interrelated
processes and treat them as a system.
Organizations must use a systems
approach to manage their interrelated
processes.
46. Quality Management Principles:
#6 Encourage Continual Improvement
Organizations are more efficient and
effective when they continually try to
improve. Therefore:
Organizations must make a permanent
commitment to continually improve their
overall performance.
47. Quality Management Principles:
#7 Get the Facts before you Decide
Organizations perform better when
their decisions are based on facts.
Therefore:
Organizations must base decisions on
the analysis of factual information and
data.
48. Quality Management Principles:
#8 Work with your Suppliers
Organizations depend on their
suppliers to help them create value.
Therefore:
Organizations must maintain a mutually
beneficial relationship with their
suppliers.
50. Managing RQR
Quality Management Principle:
Continuous Process Improvement
Using Objective Measurement and Data to
Continuously and Simultaneously Improve
Quality, Cost, and Delivery
An Ongoing Process of Transition From an
Organization’s Traditional Management
Culture to World-Class Management Culture
51. Managing RQR
Continuous Process Improvement
Steps:
Define and Standardize the Processes
Assess Process Performance
Improve Processes: (Plan Do Check Act)
Measure Progress (e.g. Metrics)
53. Managing RQR
Measure Results:
Develop Operational Definitions; That Is, State Very
Specifically What Quality Is and How It Will Be
Measured for This Project
Use a Family of Measures
Quality (From the Customer’s Perspective)
Timeliness (Cycle Time, Throughput, Schedule)
Cost (Efficiency or Productivity)
Involve Entire Team in Developing Measures
Measure Results, Not Activities
Use Judgment to Interpret Measurement Results
54. Managing RQR
Some Project Results:
Number of Deliverables On Time
Number of Trouble Calls Per Week, Month, and so on
Estimated and Budgeted Costs vs. Actuals
Proposals Submitted vs. Proposals Won
Bid Hours vs. Actual Hours
Number of Milestones Completed
Number of Projects with Risk and Safety Plans
Time Spent Fixing Errors (Yours or Others)
Wait Time
Percent of Time on Value-Added Tasks
Number and/or Cost of Contract Modifications
Prototype Failures
Others?
56. Managing RQR
You Are on the Best Course If You . .
Demand to see data before making decisions
(act on fact)
Use basic statistical tools to investigate
problems and to gather and analyze data
Dig for root causes of problems
Seek permanent solutions rather than relying
on quick fixes
57. Managing RQR
You May Be in Trouble If You . . .
Insist you do not need data because your
intelligence and experience are enough to tell
you what the problems and solutions are
Take wild stabs at supposed solutions:
jumping to conclusions, using too many
inferences and assumptions, shooting from
the hip
Act hastily: “Ready, fire, aim!”
58. Managing RQR
A Consistent Process
A consistent process is one that,
because of a lack of special causes,
enables us to predict process
performance
60. Managing RQR
An Inconsistent Process
An inconsistent process is one that
varies because of special causes
acting on the process
61. Managing RQR
An Inconsistent Process
On the basis of the above process, how can we expect the
process to perform on Friday?
62. Managing RQR
Voice of the Customer and Process
Voice of the customer
Customer requirements
Necessary conditions for customer satisfaction
Translated into product or service performance characteristics
Voice of the process
Statistical data
Translates process behavior information
Relevant to customer requirements
Basis for management action
65. Managing RQR
Causes of Variation in Systems
Common causes (inherent in the system)
Always present
Random
Predictable
Regular part of the "as currently constituted"
system
Improvement can be achieved only by
improving the process
66. Managing RQR
Examples
Tolerance of parts
Ambient temperature range
Variability of input
Poor training
Poor materials
Poor equipment
67. Managing RQR
Best Quality Management Practices for
Understanding Data
Trust no one who cannot, or will not, provide
the context for figures
Stop reporting comparisons between pairs of
values except as part of a broader
comparison
Start using graphs to present current values
in context
69. Managing RQR
(Definitions)
Quality Planning – Identifying which
standards are relevant to the project
and determining how to satisfy them.
Quality Assurance – Evaluating overall
project performance on a regular basis
to provide confidence that the project
will satisfy the relevant quality
standards.
70. Managing RQR
(Definitions)
Quality Control – Monitoring specific
project results to determine if they comply
with relevant quality standards and identifying
ways to eliminate causes of unsatisfactory
performance.
71. Managing RQR
Quality Philosophy
and Planning
Quality Control
(Technical)
Quality Assurance
(Managerial)
Project Quality Management
•Quality is ultimately the project manager’s responsibility,
but it requires all team members’ participation.
72. Managing Quality
Quality Planning Process
Inputs:
•Quality Policy
•Scope Statement
•Product Descript.
•Stds. and Regs.
Tools/Techniques:
•Cost/Benefit Anal.
•Benchmarking
•Flowcharting
•Design of Experiment
Outputs:
•Quality Mgt. Plan
•Operational Defs.
•Checklists
73. Managing Quality
Tools/Techniques:
•Quality Planning
Tools & Techniques
•Quality Audits
Outputs:
•Quality Improvement
Inputs:
•Quality Mgt. Plan
•Results of Quality
Control Measurements
•Operational
Definitions
Quality Assurance Process
74. Managing Quality
Quality Control Process
Inputs:
•Work Results
•Quality Mgt. Plan
•Operational Defs.
•Checklists
Tools/Techniques:
•Inspection
•Control Charts
•Pareto Diagrams
•Statistical Sampling
•Flowcharting, etc.
Outputs:
•Quality Improvement
•Acceptance Decisions
•Rework
•Completed Checklists
•Process Adjustments