PQ Management

SELECT COLLEGE
POSTGRADUATE PROGRAM
Project Quality Management
LECTURE NOTE
Emnet Negash (Associate Professor)
2024
Prepared By :Emnet N(Associate Professor) 1

Course content
• Chapter One : The Concept and Nature of
• Chapter Two: Planning Project Quality
• Chapter Three: Quality Assurance
• Chapter Four : Quality Control
• Chapter Five: Quality Improvement
Processes

Chapter 1
The Concept and Nature of


Introduction
• Project Quality Management includes the
processes & activities that determine quality
polices, objectives & responsibilities to ensure
that the project satisfies the needs for which it
is undertaken.

PQM
– Plan Quality :
• identify quality requirements and standards
• Document how to demonstrate compliance
– Perform Quality Assurance ( QA ) :
• Auditing the quality requirements
• Ensure appropriate quality standards and operational definitions
are used
– Perform Quality Control :
• Monitor and record results
• Assess performance
• Recommend necessary change

Implementation of PQM
• These processes interact with each other as
well as with the processes of other knowledge
areas
• Each process involves an effort of one or more
individual or group of individuals based on the
need of the project.
• Each process occurs at least once in every
project phase during the project life cycle.

Definitions of Quality ( External)
• Transcendent definition: Excellence
• Product-based definition: Quantities of product

attributes
• User-based definition: Fitness for intended use
• Value-based definition: Quality vs. Price
• Manufacturing-based definition: Conformance

to specifications
Quality versus Grade
• Quality & Grade are not the same..
• Quality : Degree to which a set of characteristics
fulfill requirements
• Grade : Category assigned to products or
services having the same functional use but
different technical characteristics
• While a quality level that fails to meet quality
requirements is always a problem, low grade
may not be acceptable
Precision versus Accuracy
• Precision and Accuracy are not equivalent..
• Precision : repeated measurements are
clustered and have little scatter
• Accuracy : measured value is very close to the
true value
• Precise measurements are not necessarily
accurate

• .

PQM Approach compatibility
• Compatible with ISO 9000 and 1000 series of
standard guidelines
• Proprietary approaches to quality as

recommended by Deming, Juran, and Crosby, and
others.
• Nonproprietary approaches such as TQM,

Continuous improvement approaches and others.
Nature of PQM
• Project quality management must address
both the management of the project and the
product of the project.
• Failure to meet quality requirements in either
dimension can have serious and negative
consequences for any or all of the project
stakeholders

Examples of Negative Consequences
• Meeting the customer requirement by over

working the project team may lead to
negative consequence in employee turnover
• Meeting project schedules by rushing planned
quality inspections may produce negative
consequences when errors go undetected.

Common understanding
• Customer Satisfaction :
• Conformance to requirements
• Fitness for use
• Prevention over inspection : cost of preventing mistakes is

generally less than the cost of correcting
• Continuous improvement
– (plan – do – check – act )
– TQM & Six Sigma
• Management responsibility
What Is Project Quality?
• The International Organization for Standardization
(ISO) defines quality as “the degree to which a set
of inherent characteristics fulfills requirements”
(ISO9000:2000)
• Other experts define quality based on:
– Conformance to requirements: the project’s processes
and products meet written specifications
– Fitness for use: a product can be used as it was intended
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N(Associate Professor)
What Is Project Quality Management?
• Project quality management ensures that the project will
satisfy the needs for which it was undertaken
• Processes include:
– Quality planning: identifying which quality standards are
relevant to the project and how to satisfy them
– Quality assurance: periodically 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
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Summary
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Quality Planning
• Implies the ability to anticipate situations and prepare actions
to bring about the desired outcome
• Important to prevent defects by:

– Selecting proper materials
– Training and indoctrinating people in quality
– Planning a process that ensures the appropriate outcome
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Design of Experiments
– Design of experiments is a quality planning technique
that helps identify which variables have the most
influence on the overall outcome of a process
• Computer chip designer would determine what combination of materials and
equipment will produce the most reliable chips at a reasonable cost
• Also applies to project management issues, such as cost and
schedule trade-offs
– Junior programmers cost less than senior programmers but will not produce the same
level of work in the same amount of time
• An appropriately designed experiment to compute` project costs
and durations for various combinations of staff can help determine
an optimal mix of personnel
• Involves documenting important factors that directly contribute to
meeting customer requirements
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Who’s Responsible for the
Quality of Projects?
• Project managers are ultimately responsible for quality
management on their projects
• Several organizations and references can help project
managers and their teams understand quality
– International Organization for Standardization (www.iso.org)
• When products, systems, machinery and devices work well and safely, it is often because
they meet standards. The organization responsible for many thousands of the standards
which benefit the world is ISO (derived from the Greek isos, meaning “equal”)
– IEEE – Standards Association (www.ieee.org)
• A leading, developer of industry standards in a broad-range of industries (Power and
Energy, Information Technology, Telecommunications, Transportation, Medical and
Healthcare, nanotechnology, cyber security, information assurance, and green technology)
• It is globally recognized .
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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:- generates ideas for quality improvements by
comparing specific project practices or product characteristics
to those of other projects or products within or outside the
performing organization
• A quality audit is a structured review of specific quality
management activities that help identify lessons learned that
could improve performance on current or future projects
– Performed by in-house auditors or third parties
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Quality Control
• Although one of the main goals of QC is to improve
quality, its main outcomes are:
– Acceptance decisions- are the products/services acceptable or
should they be rejected and rework is then necessary
– Rework – action taken to bring rejected items into compliance
with products specs. Can be very expensive
– Process adjustments – correct or prevent further quality
problems based on quality control measurements
( Example :purchase faster server if response time is too slow for IT service)
• There are Seven Basic Tools of Quality that help in
performing quality control

Tools & Techniques for Quality Control
• Cause-and-effect diagrams trace complaints about quality
problems back to the responsible production operations
– They help you find the root cause of a problem
– Also known as fishbone or Ishikawa diagrams
– Can also use the 5 whys technique where you repeat
the question “Why” (five is a good rule of thumb) to
peel away the layers of symptoms that can lead to
the root cause
1. Why the users can not get into the system
2. Why they keep forgetting passwords
3. Why didn’t they reset their passwords
4. Why didn’t they check the box to save their password, etc.
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Sample Cause-and-Effect Diagram

Sample Cause-and-Effect Diagram
Possible causes of staff leaving before the end of a project
They may include environment, ambition, career prospects,
satisfaction (variety, challenges, recognition), remuneration (basic pay,
benefits - car, health, pension).
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Quality Control Charts
• A control chart is a graphic display of data that illustrates the
results of a process over time
• The main use of control charts is to prevent defects, rather than to
detect or reject them
• Quality control charts allow you to determine whether a process is
in control or out of control
– When a process is in control, any variations in the results of the
process are created by random events; processes that are in control
do not need to be adjusted
– When a process is out of control, variations in the results of the
process are caused by nonrandom events; you need to identify the
causes of those nonrandom events and adjust the process to correct
or eliminate them
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The Seven Run Rule
• You can use quality control charts and the seven run
rule to look for patterns in data
• The seven run rule states that if seven data points in a
row are all below the mean, above the mean, or are all
increasing or decreasing, then the process needs to be
examined for nonrandom problems
– Example: The following slide is a control chart for the
manufacture of 12” rulers
• Upper and lower specifications are 12.10” and 11.9” – this is the
range specified as acceptable by the customer for purchase
• The controls limits of 11.91” and 12.09” mean that the
manufacturing process is designed to produce rulers within that
range
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Sample Quality Control Chart
The rule violations indicate that a calibration device may need adjustment

Run Chart
• A run chart displays the history and pattern of variation of a
process over time
• It is a line chart that shows data points plotted in the order in
which they occur
• Can be used to perform trend analysis to forecast future
outcomes based on historical patterns e.g., of defects
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Scatter Diagram
• A scatter diagram helps to show if there is a
relationship between two variables
• The closer data points are to a diagonal line,
the more closely the two variables are related
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Histograms
• A histogram is a bar graph of a distribution of
variables
• Each bar represents an attribute or
characteristic of a problem or situation, and
the height of the bar represents its frequency
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•
Pareto Charts
A Pareto chart is a histogram that can help you identify and
prioritize problem areas
– The variables are ordered by frequency of occurrence to help identify the
key contributors that account for most quality problems (hopefully
following the 80-20 rule)
• Pareto analysis is also called the 80-20 rule, meaning that 80
percent of problems are often due to 20 percent of the causes
• In the following chart, Log-in Problems account for about 55% of
the complaints and together with System lock-ups accounts for
about 80%
– Fixing these two problems can greatly reduce the volume of complaints
– Small problems should be investigated before addressing them in case the
user is in error
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Pareto Charts

• Flowcharts are
Flowcharts
graphic displays of
the logic and flow of
processes that help
you analyze how
problems occur and
how processes can
be improved
• They show activities,
decision points, and
the order of how
information is
processed
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Statistical Sampling
• Statistical sampling involves choosing part of a population of
interest for inspection
– This is needed when the population is too large be to be completely
sampled
• The size of a sample depends on how representative you want
the sample to be
• Sample size formula:
Sample size = .25 X (certainty factor/acceptable error) 2
Desired Certainty Sample
certainty factor size
95% 1.960 384
90% 1.645 68
80% 1.281 10
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Six Sigma
• Six Sigma is a comprehensive and flexible system for achieving,
sustaining, and maximizing business success.
• Six Sigma is uniquely driven by close understanding of customer
needs, disciplined use of facts, data, and statistical analysis, and
diligent attention to managing, improving, and reinventing
business processes.
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Basic Information on Six Sigma
• The target for perfection is the achievement of no
more than 3.4 defects per million opportunities
• The principles can apply to a wide variety of

processes – design and production of a product
• Six Sigma projects normally follow a five-phase

improvement process called DMAIC
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DMAIC
• DMAIC is a systematic, closed-loop process for continued
improvement that is scientific and fact based
– Define: Define the problem/opportunity, process, and customer
requirements.
Tool used include project charter, requirements, Voice of the Customer
data.
– Measure: Define measures (in terms of defects per million), then collect,
compile, and display data
– Analyze: Scrutinize process details to find improvement opportunities;
seeks root cause of problems
– Improve: Generate solutions and ideas for improving the problem; pilot
test the solution
– Control: Track and verify the stability of the improvements and the
predictability of the solution
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How Is Six Sigma Quality Control Unique?
• It requires an organization-wide commitment at all levels.
• Often huge training investments but pay off in higher quality
goods and services at lower costs
• Training follows the “Belt” system as in a karate class
• Six Sigma organizations have the ability and willingness to adopt
contrary objectives: reducing errors and getting things done
faster; creative and rational; focus on the big picture and minute
details; make customers happy and make a lot of money
• It is an operating philosophy that is customer-focused and strives
to drive out waste, raise levels of quality, and improve financial
performance at breakthrough levels
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Six Sigma and Project Management
Joseph M. Juran stated,
• “All improvement takes place project by project, and in no other
way”*
• It’s important to select projects carefully and apply higher quality
where it makes sense.
• Minimizing defects
• Six Sigma projects must focus on a quality problem or gap between
the current and desired performance,
• It helps to clearly understood problem, the solution will be
predetermined and an optimal solution will be apparent
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Six Sigma Projects Use Project Management
• The training for Six Sigma includes many project management
concepts, tools, and techniques
• For example, Six Sigma projects often use business cases, project
charters, schedules, budgets, and so on
• Six Sigma projects are done in teams
• The project manager is often called the team leader, and the
sponsor is called the champion
• Six Sigma projects are projects that focus on supporting the Six
Sigma philosophy by being customer-focused and striving to drive
out waste, raise levels of quality and improve financial
performance at breakthrough levels
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Six Sigma and Statistics
• The term sigma means standard deviation
• Standard deviation measures how much variation exists in a
distribution of data
• Standard deviation is a key factor in determining the acceptable
number of defective units found in a population.
– A small s.d. means the data clusters closely around the
middle of a distribution and there is little variability in the
data.
• Six Sigma projects strive for no more than 3.4 defects per million
opportunities, yet this number is confusing to many statisticians
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Six Sigma Uses a Conversion Table
• Using a normal curve, if a process is at six sigma, there would be
no more than two defective units per billion produced
• Six Sigma uses a scoring system that accounts for time, an
important factor in determining process variations
– Yield represents the number of units handled correctly through
the process steps
– A defect is any instance where the product or service fails to
meet customer requirements
• Because most products or services have multiple customer
requirements, there can be several opportunities to have a defect
• Ex: a company is trying to reduce errors on their bills. There could be
several errors – misspelled name, wrong address, calculation error, etc.
Instead of measuring the number of defects per billing statement, Six
Sigma measures the number of defects based on the number of
opportunities
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Normal Distribution and Standard Deviation

Normal Distribution and Standard Deviation
Specification Range % of Defective units

(in +/- Sigmas) population per billion
within range
1 68.27 317,300,000
2 95.45 45,400,000
3 99.73 2,700,000
4 99.9937 63,000
5 99.999943 57
6 99.9999998 2
46
Prepared By :Emnet N(Associate Professor)
Chapter 8 - Project Quality Management
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Sigma Conversion Table
Sigma Yield Defects per
Million
Opportunities
1 31.0% 690,000
2 69.2% 308,000
3 93.3% 66,800
4 99.4% 6,210
5 99.97% 230
6 99.99966% 3.4

Six 9s of Quality
• Six 9s of quality is a measure of quality control equal to 1 fault in
1 million opportunities
• In the telecommunications industry, it means 99.9999 percent

service availability or 30 seconds of down time a year
• This level of quality has also been stated as the target goal for the
number of errors in a communications circuit, system failures, or
errors in lines of code
• To achieve six 9s of quality requires continual testing to find and

eliminate errors or enough redundancy and back-up equipment
to reduce the overall system failure to that low a level
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Chapter 2
Planning Project Quality

Quality planning
• Quality Planning involves identifying with quality
standards
• It is a key facilitating process during the Project
planning Process
• In modern quality management quality is planned in

and not inspected in
• Prior to the development of ISO 9000 series, quality
planning concepts were widely discussed as part of
quality assurance.

Quality Planning Flowchart

Quality Planning Inputs
Scope Baseline
• Scope statement: contain details of technical issues
and other concerns
• WBS: identifies deliverables, work packages and control
accounts used to measure project performance
• WBS Dictionary: defines technical information for WBS
elements

2) Stakeholder Register
• Identifies stakeholders with a particular
interest in, or impact on, quality
3) Cost performance Baseline
• Documents the accepted time phase used to
measure cost performance
4) Schedule Baseline
Documents the accepted schedule performance
measures including start and finish dates

5) Risk register
– Threats and opportunities
6) Enterprise Environmental Factors
– Governmental agency regulations
– Rules, standards & guidelines
– working / operating conditions

7) Organizational process assets

– Organizational quality polices, procedures &
guidelines
– Historical databases
– Lessons learned from previous projects
– Quality policy

Tools and Techniques for Quality Planning
1) Cost / Benefit analysis

• The planning process must consider benefit/cost tradeoffs
• The Primary Cost: Is the expanses associated with PQM
activities
• The Primary Benefit: Is less work, higher productivity, lower
costs, and increased stakeholder satisfaction
Note: it is elementary that the benefit should outweigh the cost

• 2) Cost of Quality ( COQ )

• 3) Control charts
• To determine whether or not a process is
stable or has predictable performance.

4) Benchmarking
• Benchmarking involves comparing actual or planned
project practices to those of other projects to
generate ideas to:
1- Generate ideas for improvement
2- provide a standard for measurement of performance
Note: other projects compared may be within the same

organization or out side and may be within the same
application area or in another

5) Design of Experiments DOE
• Aims to define variables that have most influence on

the overall outcome
• Commonly applicable to the product of the project
issues.
• Used in project management issues such as cost and
schedule tradeoffs to allow for optima solutions.

• 6) Statistical Sampling
• Choosing part of a population of interest for
inspection
• Sample frequency and sizes should be
determined during the plan quality process

7) Flowcharting
• The flowcharting techniques in quality management
generally include
- cause and effect diagram
- System or process flow charts
• Flowcharting can help in anticipating probable

quality problems and thus helps to develop
approaches for dealing with them

8) Quality Management Methodologies

Six Sigma, Lean Six Sigma, Quality Function
Deployment, CMMI, etc

9) Additional Quality Planning Tools

• Brainstorming
• Affinity diagrams
• Nominal group techniques
• Matrix diagrams
• Prioritization matrices
• Force field analysis

Outputs from Quality Planning
1) Quality Management Plan
• The Quality Plan should address:
- Quality Control of the project
- Quality Assurance
- Quality Improvement of the project
Note: the project quality plan can be highly detailed

or broadly framed based on the needs of the
project

2) Quality Metrics
– On-time performance, budget control, defect
frequency, failure rate, availability, reliability
and test coverage
3) Quality checklists
– A structured tool used to verify that a set of
required steps or requirements have been
performed

4) Process Improvement Plan
– Process boundaries
– Process configurations
– Process metrics
– Targets for improved performance
5) Project Document Updates
– Stakeholder register
– Responsibility Assignment Matrix

Chapter 3
QUALITY ASSURANCE

Quality Assurance
• Process of auditing the quality requirements and
the results from quality control measurements to
ensure appropriate quality standards and
operational definitions are used
• Continuous process improvement reduces waste
and eliminates activities that do not add value.

Quality Assurance Flowchart

Inputs To Quality Assurance
• 1) Project management plan
– Quality management plan : how quality assurance
will be performed
– Process improvement plan : steps for analyzing
processes to identify activities which enhance
their value
• 2) Quality Metrics:- description of the attributes of
the project

Inputs To Quality Assurance
• 3) Work Performance Information
– Technical performance measures
– Project deliverables status
– Schedule progress
– Costs incurred
• 4) Quality Control Measurements
– To analyze the quality standards and processes of
the performing organizations

Tools and Techniques For Quality Assurance
1) Plan quality and Perform Quality Control Tools & Techniques
2) Quality Audits
– Identify all the good/best practices being implemented
– Identify all the gaps/shortcomings
– Share the good practices introduced or implemented
– Proactively offer assistance in a positive manner
– Highlight contributions of each audit in the lessons learned

Tools and Techniques For Quality Assurance
• 3) Process analysis
– Examines problems experienced, constraints
experienced and non-value-added activities
– Includes root cause analysis to develop the
required preventive actions

Outputs From Quality Assurance
1) Organizational Process Assets Updates
2) Change requests
– To increase effectiveness and/or efficiency of the policies, processes
and procedures
• 3) Project Management Plan Updates
– Quality management plan
– Schedule management plan
– Cost management plan
• 4) Project Document Updates
– Quality audits reports
– Training plans
– Process documentation

Chapter 4

Quality Control
The process of monitoring and recording results of executing
the quality activities to assess performance and recommend
necessary change
Quality control is often performed by a quality control
department
The project management team should have a working
knowledge of statistical quality control especially sampling and
probability to help evaluate and control outputs.

Quality Control
• The project management should be aware of the following
among other subjects:
- Prevention ( keeping errors out of the process)
- Inspection (keeping errors out of the customers hand )
- Attribute sampling (for conformity of results)
- Variable sampling (where the results are rated on a continuous
scale that measures the degree of conformity or non conformity
- Tolerances ( specified range of acceptable results )
- Control limits ( thresholds, which can indicate whether the process is
out of control )

Quality Control Flowchart

Inputs To Quality Control
1) Project Management Plan
2) Quality Metrics
3) Quality Checklists
4) Work performance measurements
– Planned vs. actual technical performance
– Planned vs. actual schedule performance
– Planned vs. actual cost performance

Inputs To Quality Control
• 5) Approved change requests
• 6) Deliverables
• 7) Organizational process assets
– Quality standards & polices
– Standards & work guidelines
– Issue and defect reporting procedures and
communication polices

Tools and Techniques for Quality Control
1) Cause & Effect Diagram* ( Fishbone Diagram )

2) Control Charts
• Illustrates how a process behaves over time and when a
process is subject to special cause variation, resulting in out-
of-control condition
• Control charts are most often used to monitor repetitive
activity in production but can also be used to monitor cost
and schedule variances

3) Flowcharting
4) Histogram

5) Pareto Diagram
• A Pareto diagram is a histogram ordered by frequency of
occurrence which shows how many results were generated
by what category or identified cause

6) Run Chart
• Shows trends in a process over time, variation over time, or
declines or improvements in a process over time
• Trend analysis is often used to monitor:
– Technical performance
– Cost & schedule performance

7) Scatter diagram
8) Statistical Sampling

9) Inspection
Examination of a work product to determine
whether it confirms to documented standards
• 10) Approved change requests review

Outputs for Quality Control
• Quality Control Measurements
Documented results of quality control activities in
the format specified during quality planning.
• Validated changes , where the inspected items will

either be accepted or rejected and those rejected
may be reworked
• Validated deliverables

• Organizational Process Assets Updates
– Completed checklists
– Lessons learned
• Change requests
– A change request should initiated in accordance
with the defined perform integrated change
control

• Project Management Plan Updates
– Quality management plan updates
– Process improvement plan updates
• Project document updates

• Completed Checklists, which become a part of
a project record when they are used
• Process Adjustments, which involves
immediate corrective or preventive action as a
result of quality control measurements.
• In some cases the adjustment may need to be
handled according to procedures for overall
change control.

Chapter 5
Quality Improvement Processes

Basic Concept
• Quality Improvement Processes
– come in many shapes and sizes
– go by many different names
– are marketed by many different sources
• With a common goal…
• To improve and assure the safety, quality, and
cost efficiency of the organizations

Common Quality Improvement Processes
• Model for Improvement
– Rapid Cycle Quality Improvement
• PDSA
• Human Factors
• Lean Methodology
– 5S
• Failure Modes and Effects Analysis

Exercise
• Let’s make the perfect peanut butter and jelly

sandwich!

Learning
• Do we all define the process in the same way?

• Did we assume steps without spelling them
out?
• Did we all address the problem in the same
way, or were there variations in our
processes?

Rapid Cycle Process Improvement
• A process improvement approach to evaluate

change
• This model allows for integration of new and
existing systems.
• This model promotes small scale rapid cycle
change over short periods of time.

The PDSA Cycle for Learning and
Improvement
Act Plan
- What changes - Objective
are to be - Questions and
made? predictions (W hy?)
- Plan to carry out
- Next cycle? the cycle
(who, what, where, when)
Study Do
- Complete the analysis - Carry out the plan
of the data - Document problems
- Compare data to and unexpected
predictions observations
- Summarize what - Begin analysis
was learned of the data

What Do We Mean by Rapid Cycle
Improvement?
• Let’s PLAN The Perfect Peanut Butter and Jelly

Sandwich!!!!
• What do we want to improve?
• What change should we test?
• What is our anticipated outcome?
• Theorize

Improvement?
• Let’s DO The Perfect PB & J Sandwich!!!
• Put the theory into practice
• Map the new plan
• Carry out the change on a small scale or pilot
basis
• Evaluate change with qualitative and
quantitative data

Improvement?
• Let’s STUDY The Perfect PB & J Sandwich!!!

• Evaluate and determine the degree of success.
• Determine what, if any, modifications are
required.

Improvement?
Let’s ACT ON The Perfect PB & J Sandwich!!!
Adopt
by testing on a larger scale in a new cycle
Adapt
based on lessons learned from the test
Abandon
By trying something different

The PDSA Cycle
for Learning and Improvement
Act Plan
- What changes - Objective
are to be - Questions and
made? predictions (W hy?)
- Plan to carry out
- Next cycle? the cycle
(who, what, where, when)
Study Do
- Complete the analysis - Carry out the plan
of the data - Document problems
- Compare data to and unexpected
predictions observations
- Summarize what - Begin analysis
was learned of the data

Repeated Use of the Cycle
Changes That
Result in
AP Improvement
TA S D
DA DS
P A
A
S P
D
AP
S D
Hunches
Theories
Ideas
PDSA
• It may take several PDSA cycles and several
months to get your process manageable.

Use the PDSA Cycle for:
1. Testing or adapting a change
2. Implementing an improvement
3. Spreading the improvements to the rest of

your organization

PDSA Cycles Must Be:
• Active
– Quickly plan and make process changes
• Iterative
– Cycle after cycle
• Learning
– Take time to study effects of your actions

Human Factors
Human Factors is about how features of our

tools, tasks, and work environments
continually influence what we do and how
we do it.

In Other Words…
• Human Factors is about how the design of

things impacts how well we do any task.
– Design of our workplace
– Design of the tools we use
– Design of processes (how we do things
around here)

Human Factors and the Model for Improvement
What are we trying to accomplish?
How do we know that a change is an

improvement?
Human factors can
help answer this What changes can we make that result in an
question! improvement?
Act Plan
Study Do

Lean Methodology
• It’s all about:
– Waste and Value
– Always challenging processes to
• Produce better outcomes for customers
• Create more value with less wasted time, effort, and
resources
• Speed delivery while reducing cost
• Lay less burden on the people doing the work.

5S
• 5S is a philosophy and a way of organizing and
managing the workspace.
• The key impacts of 5S is upon workplace morale and
efficiency.
– By ensuring everything has a place and everything is
in its place then time is not wasted looking for
things and it can be made immediately obvious
when something is missing.
• The real power of this methodology is in deciding what
should be kept and where and how it should be stored

5S
Seiri Seiton Seiso Seiketsu

Shitsuke
Sort Set In Order Shine Standards Sustain
Based on Japanese words that begin with ‘S’, the 5S Philosophy

focuses on effective work place organization and standardized
work procedures.
5S simplifies your work environment, reduces waste and non-value

activity while improving quality efficiency and safety.
Failure Mode Analysis
Failure Modes and Effects Analysis (FMEA) is a

systematic, proactive method for evaluating
a process to identify where and how it
might fail, and to assess the relative impact
of different failures in order to identify the
parts of the process that are most in need
of change.

Failure Mode Analysis
Continued
FMEA includes review of the following:
Steps in the process

• Failure modes (What could go wrong?)
• Failure causes (Why would the failure happen?)
• Failure effects (What would be the consequences of
each failure?)

The end
Thank you for your Attention!

PQ Management

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Prepared By :Emnet N(Associate Professor) 1

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The Concept and Nature of

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• Transcendent definition: Excellence

• Product-based definition: Quantities of product

• User-based definition: Fitness for intended use

• Value-based definition: Quality vs. Price

• Manufacturing-based definition: Conformance

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• Proprietary approaches to quality as

• Nonproprietary approaches such as TQM,

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• Meeting the customer requirement by over

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• Prevention over inspection : cost of preventing mistakes is

• Important to prevent defects by:

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• The principles can apply to a wide variety of

• Six Sigma projects normally follow a five-phase

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Specification Range % of Defective units

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• In the telecommunications industry, it means 99.9999 percent

• To achieve six 9s of quality requires continual testing to find and

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• In modern quality management quality is planned in

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7) Organizational process assets

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1) Cost / Benefit analysis

Note: it is elementary that the benefit should outweigh the cost

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• 2) Cost of Quality ( COQ )

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Note: other projects compared may be within the same

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5) Design of Experiments DOE

• Aims to define variables that have most influence on

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• Flowcharting can help in anticipating probable

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8) Quality Management Methodologies

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9) Additional Quality Planning Tools

• Nominal group techniques

• Force field analysis