Harambee University College

Faculty of Business & Economics

Post Graduate Program
(Fitche Campus)

Course Name: Project Total Quality

Management

By: Dereje Muleta(MBA & BA in Management)

love.muleta@gmail.com
Dereje Muleta(BA.MBA) 2020
 CHAPTER 1

Unit 1 : The Foundations of Total Quality Management

 1.1. Components of quality
• Quality planning: identifying which quality standards
are relevant to the project and how to satisfy them.
• Quality assurance: evaluating overall project
performance to ensure the project will satisfy the
relevant quality standards
• Quality control: monitoring specific project results to
ensure that they comply with the relevant quality
standards while identifying ways to improve overall
quality.
• Quality Improvement: after completing the quality
control process, you need to thoroughly review your
findings and come up with a way to improve your
methods going forward.
 Quality Planning
• It is important to design in quality and communicate
important factors that directly contribute to meeting
the customer’s requirements

• Design of experiments helps identify which variables

have the most influence on the overall outcome of a
process

• Many scope aspects of IT projects affect quality like

functionality, features, system outputs, performance,
reliability, and maintainability

4
 Quality Assurance
• Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project.

• Another goal of quality assurance is continuous quality

improvement.

• Benchmarking can be used to generate ideas for

quality improvements.

• Quality audits help identify lessons learned that can

improve performance on current or future projects.

5
 Quality Control

• The main outputs of quality control are

– acceptance decisions
– rework
– process adjustments
• Some tools and techniques include
– Pareto analysis
– statistical sampling
– Six Sigma
– quality control charts

6
 Quality Improvement
• Finally, after completing the quality control process, you need
to thoroughly review your findings and come up with a way to
improve your methods going forward.
• Quality control management is fruitless if you are not willing
to make changes when they are necessary.

• The desire for continual improvement is the goal for every

successful company.
• So, gather all your data, re-evaluate both the processes and the
product always keeping compliance in mind and then begin
the quality control management process again.
 1.2. The total quality management approach
Quality means different to different people. There are five ways of
looking at quality definitions
I. Transcendent Definition:
"Quality is neither mind nor matter, but a third entity independent of
the two…even through Quality cannot be defined, you know what
it is."
II. Product-Based Definition:
"Quality refers to the amounts of the unpriced attributes contained in
each unit of the priced attribute."
III. User-Based Definition:
"Quality is fitness for use." (J.M. Juran, ed., Quality Control
Handbook, p2).
IV. Manufacturing-Based Definition:
"Quality [means] conformance to requirements." "Quality is the
degree to which a specific product conforms to a design or
specification."
V. Value-Based Definition:
"Quality means best for certain customer conditions. These
conditions are (a) the actual use and (b) the selling price of the
product."
 Total Quality Management (TQM)
In trying to define TQM is it is well worth considering the
relevance and meaning of the three words in it's title.:
•Total - The responsibility for achieving Quality rests with
everyone a business no matter what their function. It recognizes the
necessity to develop processes across the business, that together
lead to the reliable delivery of exact, agreed customer
requirements. This will achieve the most competitive cost position
and a higher return on investment.
•Quality - The prime task of any business is to understand the
needs of the customer, then deliver the product or service at the
agreed time, place and price, on every occasion. This will retain
current customers, assist in acquiring new ones and lead to a
subsequent increase in market share.
•Management -Top management lead the drive to achieve quality
for customers, by communicating the business vision and values to
all employees; ensuring the right business processes are in place;
introducing and maintaining a continuous improvement culture.
 1.3. Innovation, design and improvement
• Design is defined as: ‘the way in which
something has been planned and made,
including what it looks like and Almost all
areas of all organizations have design aspects
inherent within them.

• Products, services and processes are designed

both to add value to customers and to generate
profit.
 cont.
• Design can be used to
– Gain and hold on to competitive edge
– Save time and effort,
– Deliver innovation,
– Stimulate and motivate staff,
– Simplify complex tasks, delight clients and
stakeholders, dishearten competitors, achieve
impact in a crowded market and justify a premium
price.
 cont.

• Innovation, Design and Improvement Design

is a multifaceted activity which covers many
aspects of an organization.
All businesses need to update their products,
processes and services.
Innovation entails both invention and design, and
continuous improvement of existing products,
services and processes. embodying novel ideas,
discoveries and advanced technologies,
In many organizations innovation is predominantly
either technology-led or marketing-led,
 cont.

 Leading product/service innovations are

market-led, not marketing-led.

 Everything in or from an organization results

from design decisions.

 Design in an on-going activity, dynamic not

static, a verb not a noun – design is a process
 1.4. Product quality characteristics and
service quality characteristics
• Quality characteristics relate to the attributes,
measures and methods attached to that
particular product or service.

• Functionality is the degree, by which

equipment performs its intended function, this
is important especially for clinical equipment,
that the operation should be behave as
expected.
 cont.
• Performance, its how well a product or service performs the
beneficiaries intended use. A water system should be designed
to support extreme conditions and require little maintenance to
reduce the cost to the community and increase its
sustainability.

• Reliability, it’s the ability of the service or product to perform

as intended under normal conditions without unacceptable
failures. Material used for blood testing should be able to
provide the information in a consistent and dependable manner
that will help identify critical diseases. The trust of the
beneficiaries depend on the quality of the tests.
 cont.
• Relevance, it’s the characteristic of how a product or service
meets the actual needs of the beneficiaries, it should be
pertinent, applicable, and appropriate to its intended use or
application.

• Timeliness, how the product or service is delivered in time to

solve the problems when its needed and not after, this is a
crucial characteristic for health and emergency relief work.

• Suitability, defines the fitness of its use, it appropriateness

and correctness, the agriculture equipment must be designed to
operate on the soul conditions the beneficiaries will use it on.
 cont.
• Completeness, the quality that the service is complete and
includes all the entire scope of services. Training sessions
should be complete and include all the material needed to
build a desired skill or knowledge.

• Consistency, services are delivered in the same way for every

beneficiary. Clinical tests need to be done using the same
procedure for every patient.

• Quality characteristics are not limited to the material,

equipment or service delivered to the beneficiaries, but also
applies to the material, equipment and services the project
staff uses to deliver the project outputs.
 cont.
• products and Services that meet or exceed customer
expectations result in customer satisfaction. Quality is
the expected product/service being realized.

• Before a customer makes a purchase (exchanges

money for a product/service) he or she does a mental
calculation: “Is the worth of the product/service
(as I perceive and expect) equal to the money that
I am about to exchange?”
 1.5. Quality parameters and specific
dimensions of quality
• The project parameters
 Time,
Cost,
Quantity and
• constitute the most important parameters.
• It is vital, right from the start of your project
planning, to try to define the way in which each
of these will affect your project.
 Time

• Project deadline is bound to be one of your most

important parameters.

• What is the finish time and why?

• There may be a relationship between the budget

and the deadline, in that you may have to work
within a particular financial year or account to a
funder for money spent over a particular period.
 Cost
• Ensuring that the budget is not overspent and that
income (if appropriate) is raised according to plan.
• How much income you must raise to fund the project, if
any?
• How much you can spend and on what?
• How much income the project is intended to generate?
• Must you raise the income before you start to spend or
not?
 Quantity
• Some projects have no quantity parameters at all; others are
very focused on quantity. For example, if the project aim is
to design a brochure informing people about services, then
the quantity of brochures produced is not one of the most
important parameters.
• You need to produce enough for your needs, but the main
factors to be monitored will be the quality of the
information given, its appropriateness to the audience,
the cost involved and the print deadline if any.

• However, in the example of employment training for young

people, quantity is a key factor. Funders and other
stakeholders will have set clear standards for the number of
young people receiving the training and the numbers
successfully placed in work.
 Quality dimensions
• Performance: main characteristics of the product or
services.
• Features: extra characteristics
• Reliability: consistency of performance
• Conformance: how well a project corresponds to the
customer's expectation
• Durability: the useful life of the product or service
• Serviceability: handling of complaints or checking on
customer satisfaction.
• Aesthetics: appearance, feel, smell, taste
• Perceived Quality - indirect evaluation of quality (e.g.
reputation)
END OF CHAPTER 1