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Title: Project Quality Management

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Project Quality Management
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(No Transcript)
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TOTAL QUALITY MANAGEMENT

BY
Engr. Dr. Attaullah Shah
PhD (Civil Engg.) , MSc ( Str Engg.) , MBA , MA (
Eco) , MSc Envir design
BSc Civil Engg (Gold Medal) , Post Grad Dip in
computer ( Gold medal)
Project Director Allama Iqbal Open University
Islaamabad Pakisatn.
pdaiou_at_yahoo.com
pd_at_aiou.edu.pk
Cell 92-333-5729809
Tel92-51-9057212
Fax92-51-9250100

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What is quality?

All those features of a product (or services)
which are required by the customer.
In this context, quality may include a number of
Different attributes, such as
Availability- can it be delivered when I want it?
Reliability- will it work first time every time
Responsibilities- will the supplier be reasonably
flexible

Competence- do the necessary skills and knowledge
exist to perform the service?
Communication- can I contact the supplier easily
and do they speak my language?
Credibility- do they inspire confidence?
Security- are their systems and procedures
secure.

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Why is quality important?

The effectiveness of quality management
has been shown to be one of the most
important characteristics of successful
companies. In recent years quality has
become the key in determining many
organizations position in respect of their
competitive advantage. Improved quality can
increase revenue and reduce costs, since

Better quality improves the perceived image of a
product or service and makes customers more
likely to buy it.
Higher demand should result in higher sales
volume and higher profits.
Higher quality in manufacturing should result in
lower unit costs, with economies of scale in
production and selling.
Higher quality in manufacturing should result in
lower waste and defective rates, which will
reduce production cost.
The volume of customer complaints should fall,
and warranty claims should be lower. This will
reduce costs.
Better quality in production should result in
shorter processing times and less capital
equipment requirements.

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The cost of quality

A report into The effectiveness of the
corporate overhead in British business by
Develin Partners (1989), estimates that the
average cost of waste and mistakes in the UK
represents 20 of controllable corporate
overhead.
This includes the cost of ensuring and assuring
quality, as well as the loss incurred when
quality is not achieved. Quality costs can be
classified as prevention cost, appraisal cost,
internal failure cost and external failure cost.

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Quality control

Quality control is the traditional approach
concerned with ensuring that actual quality,
as measured, meets the target or
benchmark standards that have been set. It
is concerned with maintaining quality
standards, rather than improving them and
involves

Establishing quality standards for a product or
service.
Establishing procedures and processes that ought
to ensure that these quality standards are met in
a suitably high number of cases (in other words,
quality acceptance standards are established)
Monitoring actual quality
Taking control action in cases where actual
quality falls below the standard.
Procedures for inspecting and checking the
quality of bought in materials and production
output.

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QUALITY ASSURANCE

Quality assurance is the term used where a
supplier guarantees the quality of goods supplied
and allows the customer access while the goods
are being manufactured.
This is usually done through supplier quality
assurance (SQA) officers, who control the
specification of the goods supplied. Quality
assurance may

save purchasers quality control and production
costs as items can be passed unchecked straight
to production. This can give large savings in
cost and time inflow production, and can
facilitate Just- in- Time (Jit) production.
help companies to identify and remove the causes
for poor quality goods before production instead
of waiting for the end result
be particularly useful where extensive
sub-contracting work is carried out, such as in
the motor industry.

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TOTAL QUALITY MANAGEMENT (TQM)Origins,
Evolution key elements
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WHAT IS QUALITY?
Quality is fitness for use (Joseph
Juran) Quality is conformance to
requirements (Philip B. Crosby) Quality of a
product or services is its ability to satisfy the
needs and expectations of the customer
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WHAT IS QUALITY

FEDEX – PERFORMANCE TO THE STANDARD EXPECTED BY
THE CUSTOMER
GENERAL SERVICES ADMINISTRATION – MEETING THE
CUSTOMERS NEED THE FIRST TIME AND EVERY TIME
BOEING – PROVIDING CUSTOMERS WITH PRODUCTS AND
SERVICES THAT CONSISTENTLY MEET THEIR NEEDS AND
EXPECTATIONS

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WHAT IS QUALITY

US DEPARTMENT OF DEFENSE – DOING THE RIGHT THING
RIGHT THE FIRST TIME, ALWAYS STRIVING FOR
IMPROVEMENT, AND ALWAYS SATISFYING THE CUSTOMER.
QUALITY CAN BE DEFINED IN TERMS OF THE AGENT. WHO
IS THE JUDGE OF QUALITY?

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WHAT IS QUALITY

QUALITY INVOLVES MEETING OR EXCEEDING CUSTOMER
EXPECTATIONS.
QUALITY APPLIES TO PRODUCTS, SERVICES, PEOPLE,
PROCESSES, AND ENVIRONMENTS.
QUALITY IS AN EVER-CHANGING STATE (I.E., WHAT IS
CONSIDERED QUALITY TODAY MAY NOT BE GOOD ENOUGH
TO BE CONSIDERED QUALITY TOMORROW).

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SIX BASIC CONCEPTS OF TQM

1. A COMMITTED AND INVOLVED MANAGEMENT TO
PROVIDE LONG- TERM TOP-TO-BOTTOM ORGANIZATION
SUPPORT
2. AN UNWAVERING FOCUS ON THE COSTOMER, BOTH
INTERNALLY AND EXTERNALLY.
3. EFFECTIVE INVOLVEMENT AND UTILIZATION OF THE
ENTIRE WORK FORCE.

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SIX BASIC CONCEPTS OF TQM

4. CONTINUOUS IMPROVEMENT OF THE BUSINESS AND
PRODUCTION PROCESS.
5. TREATING SUPPLIERS AS PARTNERS.
6. ESTABLISH PERFORMANCE MEASURES FOR THE
PROCESSES.

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THE TOTAL QUALITY APPROACH

TOTAL QUALITY IS AN APPROACH TO DOING BUSINESS
THAT ATTEMPTS TO MAXIMIZE THE COMPETITIVENESS OF
AN ORGANIZATION THROUGH THE CONTINUAL IMPROVEMENT
OF THE QUALITY OF ITS PRODUCTS, SERVICES, PEOPLE,
PROCESSES AND ENVIRONMENTS.

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THE TOTAL QUALITY APPROACH
Customer focus
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THE TOTAL QUALITY APPROACH

CHARACTERISTICS OF THE TOTAL QUALITY
STRATEGICALLY BASED
CUSTOMER FOCUS (INTERNAL AND EXTERNAL)
OBSESSION WITH QUALITY
SCIENTIFIC APPROACH TO DECISION MAKING AND
PROBLEM SOLVING
LONG-TERM COMMITMENT

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THE TOTAL QUALITY APPROACH

TEAMWORK
CONTINUAL PROCESS IMPROVEMENT
EDUCATION AND TRAINING
FREEDOM THROUGH CONTROL
UNITY OF PURPOSE
EMPLOYEE INVOLVEMENT AND EMPOWERMENT

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Evolution of Quality Management
Salvage, sorting, grading, blending, corrective
actions, identify sources of non-conformance
Inspection
Develop quality manual, process performance data,
self-inspection, product testing, basic quality
planning, use of basic statistics, paperwork
control.
Quality Control
Quality systems development, advanced quality
planning, comprehensive quality manuals, use of
quality costs, involvement of non-production
operations, failure mode and effects analysis,
SPC.
Quality Assurance
Policy deployment, involve supplier customers,
involve all operations, process management,
performance measurement, teamwork, employee
involvement.
TQM
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Demings view of a production as a system
Consumer Research
Design redesign
Receipt test of materials
Suppliers, materials equipment
Production, assembly, inspection
Distribution
Consumers
Test of processes, machines, methods, cost
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Demings Chain Reaction
Improve Quality
Provide jobs and more jobs
Cost decreases because of less rework, fewer
mistakes, fewer delays, snags, better use of
machine time and materials
Stay in business
Productivity improves
Capture the market with better quality and lower
price
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The Deming Cycle or PDCA Cycle
PLAN
Plan a change to the process. Predict the effect
this change will have and plan how the effects
will be measured
DO
ACT
Adopt the change as a permanent modification to
the process, or abandon it.
Implement the change on a small scale and measure
the effects
CHECK
Study the results to learn what effect the change
had, if any.
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W. Edwards Demings 14 Points
1)
Create constancy of purpose towards improvement
of product and services. Adopt the new
philosophy. We can no longer live with commonly
accepted levels of delays, mistakes, defective
workmanship. Cease dependence on mass inspection.
Require, instead, statistical evidence that
quality is built in. End the practice of awarding
business on the basis of price tag.
2)
3)
4)
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W. Edwards Demings 14 Points
5)
Find problems. It is managements job to work
continually on the system. Institute modern
methods of training on the job. Institute modern
methods of supervision of production workers. The
responsibility of foremen must be changed from
numbers to quality. Drive out fear that everyone
may work effectively for the company.
6)
7)
8)
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W. Edwards Demings 14 Points
9)
Break down barriers between departments. Eliminate
numerical goals, posters and slogans for the
workforce asking for new levels of productivity
without providing methods. Eliminate work
standards that prescribe numerical quotas. Remove
barriers that stand between the hourly worker and
his right to pride of workmanship.
10)
11)
12)
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W. Edwards Demings 14 Points
Institute a vigorous programme of education and
retraining. Create a structure in top management
that will push everyday on the above 13 points.
13)
14)
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Demings System of Profound Knowledge
Knowledge about variation
Appreciation for system
Theory about knowledge
Knowledge of psychology
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Joseph M. Juran and the Cost Of Quality
2 types of costs Unavoidable Costs preventing
defects (inspection, sampling, sorting,
QC) Avoidable Costs defects and product failures
(scrapped materials, labour for re-work,
complaint processing, losses from unhappy
customers
Gold in the Mine
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What is TQM?
Concern for employee involvement and development
Management by Fact
Constant drive for continuous improvement and
learning.
Organisation response ability
Passion to deliver customer value / excellence
Result Focus
Partnership perspective (internal / external)
Actions not just words (implementation)
Process Management
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LEARNING AND TQM
Learning
Process Improvement
Quality Improvement
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BASIC PRINCIPLES OF TQM
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FOUR KEY PRINCIPLES

Measure quality so you can affect it

Focus on a moving customer

Involve every employee

Think long term – Act short term

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THE CASE FOR QUALITY
1 Success of competitors who take quality
seriously
2 Rising expectations of
customers 3 Quality differentiates companies
from the competition 4 Narrowing of
supplier bases by quality conscious
companies .
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THE CASE FOR QUALITY
5 Growing evidence that growth in market
share comes from sustained quality. 6 Cost
advantages 7 High cost of catastrophic
failure 8 Inspection poor substitute for right
first time
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TQM IN CONSTRUCTION INDUSTRY

IMPLEMENTATION OF TQM RESULTED IN IMPROVED
CUSTOMER SATISFACTION, REDUCED CYCLE TIMES,
DOCUMENTED COST SAVINGS, AND MORE SATISFIED AND
PRODUCTIVE WORK FORCES.
A TQM PROCESS IMPLEMENTED BY TEXAS INSTRUMENT
(USA) HAS FOLLOWING OUTCOMES

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THE TQM IN CONSTRUCTION INDUSTRY

REWORK REDUCED FROM 11 TO LESS THAN 1 OF
PROJECT
IMPROVED SAFTY AND HEALTH
REDUCED WORKERS COMPENSATION INSURANCE, AND
COMPLETION ON SCHEDULE.

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IS QUALITY A SOUND INVESTMENT?
Year Company Stock Growth (Oct
94) 1988 Motorola 373.0 1988 Westing
house (CNFD) – 49.6 1989 Xerox
(BPS) 75.9 1990 General Motors
1.6 1990 Federal Express
10.6 1990 IBM (IBM Rochester) –
34.9 1991 Selectron
526.9 1992 ATT (UCS)
32.2 1992 ATT (TSBU)
32.2 1992 Texas Instruments (DSE)
106.8 1993 Zyta
8.4 1994 Eastman Chemical
18.5 Total Stock Value 23016 (91.8
growth) Standard Poor 500 Stock value 15911
(32.6 growth) Source US Dept. of Commerce
Study 1995
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Project Quality management

Project Quality Management processes include all
the activities of the performing organization
that determine quality policies, objectives, and
responsibilities so that the project will satisfy
the needs for which it was undertaken.
It implements the quality management system
through the policy, procedures, and processes of
quality planning, quality assurance, and quality
control, with continuous process improvement
activities conducted throughout, as appropriate.

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Project Quality Management processes

Quality Planning identifying which quality
standards are relevant to the project and
determining how to satisfy them.
Perform Quality Assurance applying the planned,
systematic quality activities to ensure that the
project employs all processes needed to meet
requirements.
8.3 Perform Quality Control monitoring specific
project results to determine whether they comply
with relevant quality standards and identifying
ways to
eliminate causes of unsatisfactory performance

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Project Management and TQM

Modern quality management complements project
management. For example, both disciplines
recognize the importance of
Customer satisfaction. Understanding, evaluating,
defining, and managing expectations so that
customer requirements are met. This requires a
combination of conformance to requirements (the
project must produce what it said it would
produce) and fitness for use (the product or
service must satisfy real needs).
Prevention over inspection. The cost of
preventing mistakes is generally much less than
the cost of correcting them, as revealed by
inspection.
Management responsibility. Success requires the
participation of all members of the team, but it
remains the responsibility of management to
provide the resources needed to succeed.
Continuous improvement. The plan-do-check-act
cycle is the basis for quality improvement

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Quality Planning Tools and Techniques

Cost-Benefit Analysis Quality planning must
consider cost-benefits tradeoffs. The primary
benefit of meeting quality requirements is less
rework, which means higher productivity, lower
costs, and increased stakeholder satisfaction.
Benchmarking involves comparing actual or planned
project practices to those of other projects to
generate ideas for improvement and to provide a
basis by which to measure performance.
Design of Experiments (DOE) is a statistical
method that helps identify which factors may
influence specific variables of a product or
process under development or in production.
Cost of Quality (COQ) are the total costs
incurred by investment in preventing
nonconformance to requirements, appraising the
product or service for conformance to
requirements, and failing to meet requirements
(rework).

Additional Quality Planning Tools
Other quality planning tools are also often used
to help better define the situation and help plan
effective quality management activities.

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Quality Planning Outputs

Quality Management Plan describes how the project
management team will implement the performing
organizations quality policy. The quality
management plan provides input to the overall
project management plan and must address quality
control (QC), quality assurance (QA),and
continuous process improvement for the project.
Quality Metrics A metric is an operational
definition that describes, in very specific
terms, what something is and how the quality
control process measures it. A measurement is an
actual value.
Quality Checklists A checklist is a structured
tool, usually component-specific, used to verify
that a set of required steps has been performed.
Checklists may be simple or complex.
Quality Baseline The quality baseline records the
quality objectives of the project.
Project Management Plan (Updates) The project
management plan will be updated through the
inclusion of a subsidiary quality management plan

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Perform Quality Assurance

Quality assurance (QA) is the application of
planned, systematic quality activities to ensure
that the project will employ all processes needed
to meet requirements.
Continuous process improvement provides an
iterative means for improving the quality of all
processes.
Continuous process improvement reduces waste and
non-value-added activities, which allows
processes to operate at increased levels of
efficiency and effectiveness.

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Perform Quality Assurance Inputs, Tools
Techniques, and Outputs
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Perform Quality Assurance Tools and Techniques

Quality Planning Tools and Techniques
The quality planning tools and technique.
Quality Audits
A quality audit is a structured, independent
review to determine whether project activities
comply with organizational and project policies,
processes, and procedures.
The objective of a quality audit is to identify
inefficient and ineffective policies, processes,
and procedures in use on the project.
Quality audits may be scheduled or at random, and
may be carried out by properly trained in-house
auditors or by third parties, external to the
performing organization.

Process Analysis
Process analysis follows the steps outlined in
the process improvement plan to identify needed
improvements from an organizational and technical
standpoint.

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Perform Quality Assurance Outputs

Requested Changes
Quality improvement includes taking action to
increase the effectiveness and efficiency of the
policies, processes, and procedures of the
performing organization, which should provide
added benefits to the stakeholders of all
projects.
Recommended Corrective Actions
Quality improvement includes recommending actions
to increase the effectiveness and efficiency of
the performing organization.
Organizational Process Assets (Updates)
Updated quality standards provide validation of
the effectiveness and efficiency of the
performing organizations quality standards and
processes to meet requirements.
Project Management Plan (Updates)

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Perform Quality Control

Performing quality control (QC) involves
monitoring specific project results to determine
whether they comply with relevant quality
standards and identifying ways to eliminate
causes of unsatisfactory results.
Quality standards include project processes and
product goals.
QC is often performed by a quality control
department or similarly titled organizational
unit.
The project management team should have a working
knowledge of statistical quality control,
especially sampling and probability, to help
evaluate QC outputs.

Among other subjects, the team may find it useful
to know the differences between the following
pairs of terms
Prevention (keeping errors out of the process)
and inspection (keeping errors out of the hands
of the customer).
Attribute sampling (the result conforms, or it
does not) and variables sampling (the result is
rated on a continuous scale that measures the
degree of conformity).
Special causes (unusual events) and common causes
(normal process variation).
Common causes are also called random causes.
Tolerances (the result is acceptable if it falls
within the range specified by the tolerance) and
control limits (the process is in control if the
result falls within the control limits).

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Perform Quality Control Inputs, Tools
Techniques, and Outputs
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Perform Quality Control Tools and Techniques

Cause and Effect Diagram
Cause and effect diagrams, also called Ishikawa
diagrams or fishbone diagrams, illustrate how
various factors might be linked to potential
problems or effects.

Control Charts
A control chart’s purpose is to determine whether
or not a process is stable or has predictable
performance.
Control charts may serve as a data gathering tool
to show when a process is subject to special
cause variation, which creates an out-of-control
condition.
Control charts also illustrate how a process
behaves over time
When a process is outside acceptable limits, the
process should be adjusted.
The upper control limit and lower control limit
are usually set at /- 3 sigma (i.e., standard
deviation).
Control charts can be used for both project and
product life cycle processes. An example of
project use of control charts is determining
whether cost variances or schedule variances are
outside of acceptable limits (for example, /- 10
percent).

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Flowcharting
Flowcharting helps to analyze how problems occur.
A flowchart is a graphical representation of a
process. There are many styles, but all process
flowcharts show activities, decision points, and
the order of processing.
Flowcharts show how various elements of a system
interrelate.
What and where quality problems might occur and,
thus, can help develop approaches for dealing
with them.

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Histogram
A histogram is a bar chart showing a distribution
of variables. Each column represents an attribute
or characteristic of a problem/situation.
The height of each column represents the relative
frequency of the characteristic. This tool helps
identify the cause of problems in a process by
the shape and width of the distribution.

Run Chart
A run chart shows the history and pattern of
variation. A run chart is a line graph that shows
data points plotted in the order in which they
occur.
Run charts show trends in a process over time,
variation over time, or declines or improvements
in a process over time.
Trend analysis is performed using run charts.
Trend analysis involves using mathematical
techniques to forecast future outcomes based on
historical results. Trend analysis is often used
to monitor
Technical performance. How many errors or defects
have been identified, how many remain
uncorrected?
ost and schedule performance. How many
activities per period were completed with
significant variances?

Scatter Diagram
A scatter diagram shows the pattern of
relationship between two variables.
This tool allows the quality team to study and
identify the possible relationship between
changes observed in two variables. Dependent
variables versus independent variables are
plotted.
The closer the points are to a diagonal line, the
more closely they are related.
Statistical Sampling
Statistical sampling involves choosing part of a
population of interest for inspection (for
example, selecting ten engineering drawings at
random from a list of seventy five).
Appropriate sampling can often reduce the cost of
quality control. There is a substantial body of
knowledge on statistical sampling in some
application areas, it may be necessary for the
project management team to be familiar with a
variety of sampling techniques.

Inspection
An inspection is the examination of a work
product to determine whether it conforms to
standards.
Generally, the results of an inspection include
measurements.
Inspections can be conducted at any level. For
example, the results of a single activity can be
inspected, or the final product of the project
can be inspected. Inspections are also called
reviews, peer reviews, audits, and walkthroughs.
In some application areas, these terms have
narrow and specific meanings. Inspections are
also used to validate defect repairs.

Defect Repair Review
Defect repair review is an action taken by the
quality control department or similarly titled
organization to ensure that product defects are
repaired and brought into compliance with
requirements or specifications.

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Perform Quality Control Outputs

Quality control measurements represent the
results of QC activities that are fed back to QA.
Validated Defect Repair
The repaired items are re inspected and will be
either accepted or rejected before notification
of the decision is provided
Quality Baseline (Updates)
Recommended Corrective Actions
Recommended Preventive Actions
Requested Changes
Recommended Defect Repair
Organization Process Assets (Updates)
Completed checklists.
Lessons learned documentation
Validated Deliverables
Project Management Plan (Updates)

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Quality is a Journey, not a Destination

Project Quality Management(No Transcript)TOTAL QUALITY MANAGEMENTWhat is quality?Why is quality important?The cost of qualityQuality controlQUALITY ASSURANCETOTAL QUALITY MANAGEMENT (TQM)Origins,Evolution key elementsWHAT IS QUALITY?Quality is fitness for use (JosephJuran) Quality is conformance torequirements (Philip B. Crosby) Quality of aproduct or services is its ability to satisfy theneeds and expectations of the customerWHAT IS QUALITYWHAT IS QUALITYWHAT IS QUALITYSIX BASIC CONCEPTS OF TQMSIX BASIC CONCEPTS OF TQMTHE TOTAL QUALITY APPROACHTHE TOTAL QUALITY APPROACHCustomer focusTHE TOTAL QUALITY APPROACHTHE TOTAL QUALITY APPROACHEvolution of Quality ManagementSalvage, sorting, grading, blending, correctiveactions, identify sources of non-conformanceInspectionDevelop quality manual, process performance data,self-inspection, product testing, basic qualityplanning, use of basic statistics, paperworkcontrol.Quality ControlQuality systems development, advanced qualityplanning, comprehensive quality manuals, use ofquality costs, involvement of non-productionoperations, failure mode and effects analysis,SPC.Quality AssurancePolicy deployment, involve supplier customers,involve all operations, process management,performance measurement, teamwork, employeeinvolvement.TQMDemings view of a production as a systemConsumer ResearchDesign redesignReceipt test of materialsSuppliers, materials equipmentProduction, assembly, inspectionDistributionConsumersTest of processes, machines, methods, costDemings Chain ReactionImprove QualityProvide jobs and more jobsCost decreases because of less rework, fewermistakes, fewer delays, snags, better use ofmachine time and materialsStay in businessProductivity improvesCapture the market with better quality and lowerpriceThe Deming Cycle or PDCA CyclePLANPlan a change to the process. Predict the effectthis change will have and plan how the effectswill be measuredDOACTAdopt the change as a permanent modification tothe process, or abandon it.Implement the change on a small scale and measurethe effectsCHECKStudy the results to learn what effect the changehad, if any.W. Edwards Demings 14 Points1)Create constancy of purpose towards improvementof product and services. Adopt the newphilosophy. We can no longer live with commonlyaccepted levels of delays, mistakes, defectiveworkmanship. Cease dependence on mass inspection.Require, instead, statistical evidence thatquality is built in. End the practice of awardingbusiness on the basis of price tag.2)3)4)W. Edwards Demings 14 Points5)Find problems. It is managements job to workcontinually on the system. Institute modernmethods of training on the job. Institute modernmethods of supervision of production workers. Theresponsibility of foremen must be changed fromnumbers to quality. Drive out fear that everyonemay work effectively for the company.6)7)8)W. Edwards Demings 14 Points9)Break down barriers between departments. Eliminatenumerical goals, posters and slogans for theworkforce asking for new levels of productivitywithout providing methods. Eliminate workstandards that prescribe numerical quotas. Removebarriers that stand between the hourly worker andhis right to pride of workmanship.10)11)12)W. Edwards Demings 14 PointsInstitute a vigorous programme of education andretraining. Create a structure in top managementthat will push everyday on the above 13 points.13)14)Demings System of Profound KnowledgeKnowledge about variationAppreciation for systemTheory about knowledgeKnowledge of psychologyJoseph M. Juran and the Cost Of Quality2 types of costs Unavoidable Costs preventingdefects (inspection, sampling, sorting,QC) Avoidable Costs defects and product failures(scrapped materials, labour for re-work,complaint processing, losses from unhappycustomersGold in the MineWhat is TQM?Concern for employee involvement and developmentManagement by FactConstant drive for continuous improvement andlearning.Organisation response abilityPassion to deliver customer value / excellenceResult FocusPartnership perspective (internal / external)Actions not just words (implementation)Process ManagementLEARNING AND TQMLearningProcess ImprovementQuality ImprovementBASIC PRINCIPLES OF TQMFOUR KEY PRINCIPLESTHE CASE FOR QUALITY1 Success of competitors who take qualityseriously2 Rising expectations ofcustomers 3 Quality differentiates companiesfrom the competition 4 Narrowing ofsupplier bases by quality consciouscompanies .THE CASE FOR QUALITY5 Growing evidence that growth in marketshare comes from sustained quality. 6 Costadvantages 7 High cost of catastrophicfailure 8 Inspection poor substitute for rightfirst timeTQM IN CONSTRUCTION INDUSTRYTHE TQM IN CONSTRUCTION INDUSTRYIS QUALITY A SOUND INVESTMENT?Year Company Stock Growth (Oct94) 1988 Motorola 373.0 1988 Westinghouse (CNFD) – 49.6 1989 Xerox(BPS) 75.9 1990 General Motors1.6 1990 Federal Express10.6 1990 IBM (IBM Rochester) -34.9 1991 Selectron526.9 1992 ATT (UCS)32.2 1992 ATT (TSBU)32.2 1992 Texas Instruments (DSE)106.8 1993 Zyta8.4 1994 Eastman Chemical18.5 Total Stock Value 23016 (91.8growth) Standard Poor 500 Stock value 15911(32.6 growth) Source US Dept. of CommerceStudy 1995Project Quality management(No Transcript)Project Quality Management processesProject Management and TQMQuality Planning Tools and TechniquesQuality Planning OutputsPerform Quality AssurancePerform Quality Assurance Inputs, ToolsTechniques, and OutputsPerform Quality Assurance Tools and TechniquesPerform Quality Assurance OutputsPerform Quality ControlPerform Quality Control Inputs, ToolsTechniques, and OutputsPerform Quality Control Tools and Techniques(No Transcript)(No Transcript)Perform Quality Control OutputsQuality is a Journey, not a Destination

PPT – Project Quality Management PowerPoint presentation | free to download – id: 59984d-OGEwO