Project Quality Management Week 2

Project Quality Management

• The subject matter is Project Management Body of Knowledge (PMBOK)
• Plan Quality Management (PMBOK 8.1)
• Perform Quality Assurance(PMBOK 8.2)
• Control Quality (PMBOK 8.4)

Introductory Quotation

• Waste is defined as anything beyond the minimum requirements that is an essential part of adding value to product
• Shoichiro Toyoda, President of Toyota

Types of Waste

• Overproduction
• Waiting
• Transportation
• Inefficient processing
• Inventory
• Unnecessary motion
• Product defects

Total Quality Management (TQM)

• TQM focuses on understanding and meeting customer expectations
• Fact-based decision making utilizes data and analysis instead of intuition or assumptions
• TQM involves employees in achieving goals and making decisions
• Continuous Improvement involves constantly evaluating and improving products, services, and procedures
• Leadership creates an environment where staff can work together to achieve organizational goals
• A strategic and systematic approach identifies, understands, and manages processes as a system
• Communication maintains morale, motivates employees, and reduces errors

The Evolution of Continuous Improvement

• There are three main types of improvement: Corrective, Preventive, and Continuous

Continuous Improvement

• It is a never-ending process that covers people, equipment, suppliers, materials, and procedures
• The basis of the philosophy is that every aspect of an operation can be improved
• The ultimate goal is perfection, which is never achieved but always sought

Methodologies of Continuous Improvement

• 5S developed in Japan in the 1950s
• Just-In-Time (JIT) developed by Toyota Production System from the 1950s-1970s
• Jidoka developed by Toyota Production System in the 1970s
• Kaizen popularized globally in the 1980s
• Lean is a Western adaptation of Toyota Production System in the 1980s-1990s
• Six Sigma developed by Motorola and GE in the 1980s-1990s

Continuous Improvement Cycle

• Plan: Define the improvement you want to make, based on study, observation, and calculation
• Do: Take actions, make changes, modifications, and update the procedure
• Check: Assess the results and implications of the improvement, using measurements and statistics when possible
• Act: Respond to observations and make any modifications or further improvements necessary

5S: The Foundation of Lean

• Sort (Seiri) involves identifying and removing unnecessary items from the workspace
• Set in Order (Seiton) involves organizing remaining items for easy access and visibility
• Shine (Seiso) is cleaning and maintaining the workspace to ensure a safe and productive environment
• Standardize (Seiketsu) is establishing procedures and guidelines to maintain order and consistency
• Sustain (Shitsuke) is developing habits and practices to uphold the 5S principles over time

Just-in-Time (JIT) Manufacturing

• Minimizing waste by eliminating unnecessary storage and reduces inventory holding costs
• Optimize flow by materials arriving just as they are needed, reducing lead times
• Encourages a culture of continuous improvement by identifying and addressing bottlenecks and inefficiencies

Jidoka: Automation with a Human Touch

• Automation with a Safety Net: Machines stop automatically if an error occurs
• Human Intervention: A human operator is alerted and can address the issue
• Employee Empowerment: A proactive approach to problem-solving and encourages employee involvement in quality control

Kaizen

• Involves continuous improvement in action
• It identifies problems and observes daily operations and identify areas for improvement
• It brainstorms solutions for creative and practical ideas to address the issues
• Implement solutions by testing and implementing the solutions in a controlled environment
• Evaluate results by measuring the impact of the changes and refine the process further

Lean Principles

• Maximizing Customer Value
• Value: Focus on activities that create value for the customer
• Value Stream: Identify all the steps involved in delivering value to the customer
• Flow: Optimize the flow of value by eliminating waste and bottlenecks
• Pull: Produce only what is needed, when it is needed, to avoid excess inventory
• Perfection: Continuously strive for improvement by identifying and eliminating waste

Six Sigma

• Define: Identify the problem or process to be improved
• Measure: Collect data and analyze the current performance of the process
• Analyze: Identify the root causes of the problem or variation
• Improve: Develop and implement solutions to eliminate or reduce the root causes
• Control: Implement measures to sustain the improvements and prevent future issues

Improving Projects' Quality through Lessons Learned

• Lessons learned are about harvesting feedback from previous experience before it is forgotten to have continuous improvement
• Project management that occurs during project closure

Lessons Learned Process

• Source: Rowe, S. F. & Sikes, S. (2006). Lessons learned: taking it to the next level

Case Study

• Brisbane 2032 Olympic Opening Ceremony

Brisbane 2032 Olympic Opening Ceremony

• Venue: Brisbane Olympic Stadium
• Audience: 60,000 spectators (local and international), live-streamed to millions globally
• Performances: Opening speeches, cultural performances, fireworks, and the official torch lighting ceremony
• Sustainability: aligns with the "Climate Positive Olympics" vision, prioritizing eco-friendly practices
• Duration: 4 hours
• Budget: AUD 30 million

Project: F&B work package

• Database records past Olympic Opening ceremonies or similar events Recent organizer memories include;
  • Wet weather
  • Running out of food
  • Over-crowding and big queues
  • Proximity of toilets and washing facilities

Expand the themes into detailed experience stories

• What happened? Describe the issue in detail
• Why did it happen? Identify root causes
• What was the impact? Explain the consequences for attendees and stakeholders

Tutorial Activity: Apply PDCA cycle

• For each issue
  • Plan: Identify actions to address the root causes
  • Do: Describe how you will implement the planned actions
  • Check: Define how success will be measured
  • Act: Recommend further improvements based on lessons learned

Tutorial Activity: Analyze how the proposed solutions impact the overall quality of the Olympic Opening Ceremony

• How will the solutions improve the visitor experience?
• What are the potential trade-offs or risks of implementing these solutions?
• How can feedback from the event be captured and incorporated into future planning?