Quality Management Introduction

• Quality Management serves as an introduction to the concept.
• Mark Warkentin is the instructor, a Professional Engineer (P.Eng.) and a Project Management Professional (PMP).
• Warkentin is a University of Manitoba graduate in Civil Engineering (2007).
• Warkentin started at ND Lea Engineering in 2007.
• Warkentin became part of MMM Group Limited in 2009.
• Warkentin transitioned to WSP Canada Group Limited in 2016.
• Warkentin worked for the City of Winnipeg as a Streets Project Engineer until 2020.
• Warkentin graduated with a Masters Certificate in Project Management in 2014.
• Warkentin earned PMP certification in 2018.

Course Layout

• Lecture 1 introduces Quality Planning and Management.
• Assignment 1 requires a long answer on Quality Standards.
• Lecture 2 deals with how to Manage Quality
• Assignment 2 is on the Cost of Quality.
• Lecture 3 continues on Managing Quality.
• No Assignment for Lecture 3 although there is a Site Tour scheduled to WSP Testing Lab and a Guest speaker: Kelly McBride presentation.
• Lecture 4 covers Control Quality.
• Assignment 3 involves a Scatter/Ishikawa Diagram.
• Lecture 5 focuses on Control Quality.
• Assignment 4 is a group project presentation.
• Lecture 6 is on Plan Quality Management.
• There is no assignment for the sixth lecture.
• Lecture 7 is the EXAM

Class Expectations

• Class attendance is expected.
• Class participation counts toward the grade.
• Email the instructor in advance if you cannot be in class.
• Asking questions is encouraged.
• This is the instructor's tenth time teaching, but fifth time in person. Feedback appreciated.
• Assignments should be well-written, edited, and reviewed. Scoring considers Spelling and Grammar.
• Review assignments before submitting them. Consider it a quality check.
• Content repeated more than once emphasized for the final exam.

Office Hours

• Monday afternoons are reserved for Group Project time; students are welcome to work elsewhere but the teacher will be available for discussion.
• Specific times can be coordinated outside of this time slot, so email to coordinate.
• Group meetings are welcome, if a team has a question, come all together.

Industries Represented

• IT, Construction, Engineering, Manufacturing, Health, and Finance are industries that are represented in the class.

Topics - Plan Quality Management

• Lecture 1 reviews plan quality management.
• Lecture 6 goes over plan quality management topics.

Quality In Cookies

• There will be tasting and judgements of cookies.
• There will be a survey taken on "highest quality" cookies.

Understanding Quality

• A class discussion on quality will be had.
• Quality needs to be defined.
• Where quality is seen in everyday life should be explored
• How to measure quality needs to be determined.
• PDCA (Plan, Do, Check, Act) is a cyclical methodology for quality improvement.

Connections Between All Quality Processes

• Plan Quality Management establishes the Quality Management Plan and metrics, drawing from organizational process assets.
• Manage Quality uses deliverables and work performance data to create quality reports.
• Control Quality uses quality reports, quality control measurements, and work performance information to validate scope.
• Project Integration Management feeds deliverables into Manage Quality.

Plan Quality Management Definition

• Plan Quality Management identifies requirements and/or standards for the project and deliverables, and documents compliance demonstration.

Inputs to Plan Quality Management

• Project Charter, Project Management Plan, Requirements Management Plan, Risk Management Plan, Stakeholder Engagement Plan, and Scope Baseline are key inputs.
• Project documents, including the Assumption Log, Requirements Documentation, Requirements Traceability Matrix, Risk Register, and Stakeholder Register, serve as inputs.
• Enterprise Environmental Factors (EEF) and Organizational Process Assets (OPA) are also considered.

Tools and Techniques

• Expert Judgment, Data Gathering (Benchmarking, Brainstorming, Interviews), and Data Analysis are used.
• Data analysis techniques include Cost-Benefit Analysis and Cost of Quality.
• Decision Making (Multicriteria Decision Analysis) and Data Representation (Flowcharts, Logical Data Model, Matrix Diagrams, Mind Mapping) play a role.
• Test and Inspection Planning, along with Meetings, are essential tools.

Outputs of Plan Quality Management

• The Quality Management Plan and Quality Metrics are key outputs.
• Project Management Plan, Risk Management Plan, and Scope Baseline updates are important.
• Project documents updates, including Lessons Learned Register, Requirements Traceability Matrix, Risk Register, and Stakeholder Register are created.

Data Gathering Techniques

• Benchmarking involves comparing actual or planned practices to comparable projects for identifying best practices and improvement.
• Brainstorming gathers data creatively from experts to develop the QMP.
• Interviews involve experienced project stakeholders.

Terminology

• Quality Controller inspects or tests Quality Management systems.
• Quality Assurance Personnel ensures the Quality Control team adheres to QMP standards, typically testing 10-15% of Quality Control.
• Quality Standards are governed by a Quality agency and implemented into a company or organization. Ex. ISO.
• Quality Specifications are governed by a local body or company for project implementation. Eg. City of Winnipeg Construction Specifications.
• Parameters are numerical or measurable factors that define system conditions, found within Specifications and Standards.

Types of Standards

• Standards are categorized by type, dimension, structure, equipment, quality, grade, component, performance, durability, or safety.
• Standards methods include: manufacturing, designing, drawing, using or operation of safety condition of production.
• Standards are set by method of testing, analyzing, appraising, verifying, or measuring.
• Standards are terms, abbreviations, symbols, marks, preferred numbers, or units along with design, methods of execution, or safety conditions.

Types of Specifications

• Specifications are concise requirements for materials, products or services purchased by an industry or government agency.
• Specifications are limited to a specific project or government agency.
• Standards are the most practical and appropriate current solution, agreed upon by an authority, for a recurring problem.

Parameters Breakdown

• Errors include prevention and inspection.
• Prevention keeps errors out of the process.
• Inspection keeps errors out of customer hands.
• Sampling includes attribute sampling (conforms or does not conform) and variable sampling (rated on a scale).
• Tolerances involve a specified range of acceptable results and control limits.
• Control limits identify boundaries of common variation in a statistically stable process or process performance.

Plan Quality Management

• Quality Standards are detailed in the long answer questions of the assignment.
• Instructions for how to complete can be found on Nexus.

Quality Management Plan

• A Group Project.
• The Group Project will create a Quality Management Plan.
• Instructions for how to complete can be found on Nexus.

Manage Quality Overview

• Lectures 2 and 3 involves and examines Manage Quality.

Input for Managing Quality

• Project Management Plan serves an an input to defining quality requirements and or standards for the project.
• Documents like the Assumption Log, Requirements Documentation, Requirements Traceability Matrix, Risk Register, Stakeholder Register are inputs.
• Enterprise Environmental Factors (EEF) and Organizational Process Assets (OPA) are also considered.

Inspection and Test Plans

• List activities and task inspections using the Work Breakdown Structure by indicating what is occuring.
• Include a code or reference to the Standards/Specifications being what code/reference can requirements listed in the QMP be found.
• Set the inspection criteria, defining the responsible person and their duties.
• Define Acceptance Criteria while providing the code/reference in the code is needed.
• A Checklist should be used with the Inspection Plan by the QC.

Inspection Criteria

• Surveillance involves periodic checks. For example, a security guard or embankment fill
• Execution requires QC attendance and sign-off on the Checklist in the signoff, For example, placing concrete or maintenance of machinery in a manufacturing plant.
• Witness requires QC attendance which is expected where sign off on operation happens later. For example, installing roadside signage.
• Hold Point means the QC is required to sign off and work cannot proceed without that. For example, the Installation of sewer pipe or pouring concrete.
• Review stipulates Documents to be reviewed. For example, a Cake recipe.
• Records are documents that must record information for documentation. For example, Test results.

Test Sampling

• Randomized test sampling should be applied and not selective. Meaning, Ex. Density testing on base, selection of items to be tested in a manufacturing process.

Cost of Quality (COQ)

• Cost of Quality includes both the conformance and nonconformance costs.
• Conformance costs prevent failures and include prevention and appraisal costs.
• Nonconformance costs results from failures and includes internal and external failure costs.

Prevention Costs

• Prevention costs avoid poor quality in projects, deliverables, or service.
• Prevention costs are associated with design, implementation, and maintenance of the quality management system and incurred before operations.
• Types of prevention costs are product or service requirements: Establishment of requirements: specifications for incoming materials, processes, finished products and services.
• Creation of plans for quality, reliability, operations, production, and inspection are Quality planning.
• Quality assurance provides Creation and maintenance of the quality system
• Training provides Development, preparation, and maintenance of programs
• Prevention Costs are mostly man-hours.
• Time planning is needed to be prepared for any required project.

Appraisal Costs

• Appraisal Costs evaluates, measures, audits, and tests projects, deliverables, or services.
• Measuring and monitoring activities related to quality are appraisal costs.
• Verification is to check incoming material, process setup, and products against specifications
• To check the quality system is functioning correctly involves conducting quality audits.
• Supplier rating is to assess and approval of suppliers of products and services and the many Testing that are actual tests.
• Costs include man-hours, testing equipment, and materials.

Internal Failure Costs

• Repairing defects discovered before the product or service is delivered to the customer.
• There is Waste by performing unnecessary work, holding of stock as a result of errors, poor organization, or communication.
• There is Scraping for defective product or material that cannot be repaired, used, or sold.
• Rework or rectification needs the Correction of defective material or errors needs Failure analysis to correct for internally caused product or service failure.

External Failure Costs

• These are incurred to remedy defects discovered by customers after transfer.
• There is Repair and servicing of both returned products and those in the field.
• Also warranty claims of failed products replaced or services re performed under a guarantee.
• Dealing directly with Complaints includes all handling work and costs and servicing customers.
• There may be returns and handling investigation of rejected and or recalled products as well as transport costs.

Cost of Quality (COQ) Assignment

• Complete the Cost of Quality Assignment by following provided instructions on Nexus.

Total Quality Management

• Customer-focused: Quality is ultimately determined by those who are buying the good.
• Total employee involvement: Everyone should be buying into the value.
• Process-centered: Focus on process thinking.
• Integrated system: Considers the entire ecosystem.
• Strategic and systematic approach: Manage the method through this lens
• Continual improvement: Everything gets better over time.
• Fact-based decision making: Data to back up choices.
• Communications: Effective communications keeps morale high.

Manage Quality Defined

• Manage Quality translates the quality management plan into executable activities, incorporating organizational policies.

Tools and Techniques for Managing Quality

• Data gathering via checklists.
• Data analysis using alternatives, document, process, root cause, and multicriteria decision analysis.
• Data representation is constructed using affinity diagrams, cause and effect diagrams, flowcharts, histograms, matrix diagrams.
• Audits will provide and Design for X will give quality improvements.

Outputs of Managing Quality

• Quality reports and test documents are produced.
• Test and evaluation documents are produced.
• Also created are change requests.
• Quality management, scope, schedule, and cost baselines are all components of managing this process and are updated.
• Project Document updates are Issue logs, lessons learned registrars.
• Also the Risk registrar.

Design for X (DfX)

• DfX uses technical guidelines applied during product design to optimize specific aspects.
• DfX can control or improves a product's final characteristics.
• Examples include: Manufacturing, Assembly, Maintenance, Cost, Logistics, Safety, Quality, Sustainability, Supply Chain and Testing.

Discussion Points for Managing Quality

• Determining when it is not OKAY to have a Quality Mangement Plan.

Quality Management

• Determine why it may not be necessary during implementing quliaty in a project.

Quality Reports

• Purpose: Update key stakeholders on the progress of Quality.
• Audience: Reports should be for the specific audience it will be distributed to and to the Client, PM, and Quality Teams.
• Timeline: Reports needs to be provided in timely intervals, set in the Plan Quality Management stated in QMP. For example. A 2-year project needs monthly reports, shorter ones need daily.
• Content: Reports can be graphical, numerical, or qualitative, for other processes/departments to take corrective actions.
• Information includes quality management issues, recommendations for process, project, and product improvements.
• There should be corrective actions recommendations (rework, defect/bugs repair, 100% inspection and more) and the summary of findings from the Control Quality process.

A QC Report

• Will entail: Monthly Report – February 2021 with a Table of Contents
• Including the Introduction, the Data Set, Chart/Graph, Analysis and Recommendation/Conclusion.
• Also include NCR's

The Basic Quality Tools

• Seven fundamental tools for quality control include: Cause and Effect Diagram, Check Sheet, Control Chart, Histogram, Pareto Chart, Scatter Diagram, and Stratification.

Cause-and-Effect Diagram Tools

• These are also called Fishbone Diagram and Ishikawa Diagram.
• It has methods, Equipment (machines), manpower, Materials and Measurement.

A Check Sheet

• This is a list of items that are described within the QMP and used to collect data.
• It needs to be used where the same person is doing the data collection and the observation can be collected repeatedly.
• Can be used for problem reporting and frequency.
• Can be used when collecting data from a production process.

A Control Chart

• This graph is used to study how a process changes over time and to determine the stability of a process.
• The Average, Upper and Lower limit is what is tracked.
• Implement when controlling ongoing processes by finding and correcting problems as they occur/
• Use to predict the expected range of outcomes from a process/
• Use to determine whether a process is stable (in statistical control)/
• Use it to analyze patterns from routine or non routine events from standard or built in process.
• Use it to determines if your quality improvement projects should prevent or seek systemic process changes.

Histogram

• Frequency distribution shows the values within a data set.
• Use when the data are numerical and the distribution shape is important.
• Use when its critical if customer requirements are being met and showing if a process is working correctly.
• This is used during communicating with others what is happening.

Pareto Chart

• Bar graph indicating frequency and cost.
• Useful for determining critical factors and communicating.

Scatter Diagrams

• Graphs data pairs, like dependent and independent variable on X and Y axis.
• Used to identify root causes

Stratification

• sorting data into distinct groups
• Useful when data are from shift worker and from different suppliers.

Control Quality

• Lecture 4 discusses Control Quality as well as Lecture 5 looks back.

Control Quality Defined

• It monitors the process of executing the quality management to assess performance.
• The data is then used to make sure its complete and correctly meets the customer expectations.

How to Control For Quality

• A project needs a Project Management Plan, Quality Management Plan, and Project Documents.
• It will need to analyze Lessons learned registrar and Quality Metrics. Also use tests.
• Must approve change requests to ensure correctness by tracking work performance data, using good technology and Organizational process assets.

What is Needed to Manage Control Quality

• Data gathering happens with: checklists, check sheets, statistical sampling, questionnaires and surveys.
• Then analyze the Performance Reviews, root cause analysis, and apply to an Inspection.
• The inspection will provide the ability to Test and provide product evaluations.
• Show representation by designing Cause-and-effect diagrams, use Control charts, and Histograms.
• Use Scatter diagrams for tracking and communicate to make meetings.

Controlling Outputs

• Apply Quality Control Measurements and Verified deliverables.
• Maintain excellent work performance information and apply that to requested changes. - The updated processes will lead to Project management plan updates. The Plan will need a Quality Management change, and all changed documents.
• These changes will also effect issue logs, learned registrars and updated Tests and evaluations documents.

Checklists Info

• Needs table with items and #s to provide Requirements with Standard Paramters.
• Has to have a checkbox for sign off by Quality assurance and Supervisor.
• There should be space to add comments and remarks.

People Must Sign Off

• Must have someone acknowledge they know an item being inspected and what the inspection is related to.

People In A Team

• People can be valued for experience or learning but the value depends on the product. Some things knowledge will outweight experience and vice versa.

Non-Conformance Discussion

• A non-conformance is not a failure to complete a requirement. It can be something like a customer request, or a regulatory body. When there is a failure, someone needs to correct it to by handling the circumstances.
• The Non-conformance issue is documented and record for reporting.

Info in Non-Conformance Reports

• The project provides Information (Name, number).
• The location that had the report. What standard had the deviation?
• Who is responsible?
• What is the proposed disposition?
• What kind of action (with signer).
• What is the preventative action for a different sign off?
• What if follow up is needed

More Info

• Actions will depend on the case.
• Redo could get rid of object.
• Leave as is for small issues, alter design or engineer.

Preventing Deviation

• Preventive action should be implemented.
• Preventative actions may need time.

What to Inspect?

• Inspect the Ishikawa Diagram.

Quality Discussion

• Show a movie of monster garage. Then see the work with project management. What kind of testing should happen and how should the project work?

Quality Ego

• What kind of testing and if it works depend on what is inspected.

Six Sigma

• Improves capability, reduces variation and improves processes.

Six Sigma Techniques

• Six S is a framework technique. They can be in Manufacturing, industrial and information sections.
  • Can't be used for construction but can be for process.

Defining Six Sigma

• DMAIC improves an existing business process. It defines the project with goals.
• Has measures.
• Analyzes investigate factors of what factors came.
• Improve is doing things better, setting up failsafes and process capability.
• Control the future.

What to Do

• Identify a customer or design, then analyze design by setting up runs.

Lean

• Lean looks at waste while 6 is for reduction.
• To be safe you need Six Sigma and belt training.
• Heavy in statistics.

Questions

• Should people be able to test themselves. Is is good.

Close Out

• Ask them what closeout is and if they can think of example.

Considerations

• Present to customers.