Quality in Engineering. David W. Eckhoff, PhD, PE modified by Steven Bartlett, PhD, PE

Transcription

1 Quality in Engineering David W. Eckhoff, PhD, PE modified by Steven Bartlett, PhD, PE

2 To Have a Successful Project You Must Manage For Quality To Have a Successful Career, You Must Manage For Quality

3 You cannot inspect quality into the product; It is already there W. Edwards Deming

4 Topics What are quality, and quality control? Why is quality important? How do we measure quality? What causes poor quality? How do we assure quality? Project quality worksheet Questions and discussion

5 Issues We Face Keeping our clients happy (#1) Keeping our boss happy Keeping our team happy Keeping ourselves happy Keeping our families happy All Our Team Quality projects do all of the above

6 What is quality? Quality is essentially conformance to a set of defined criteria. Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution.

7 Criteria Must Be Identified and Mutually Agreed Upon By: Client Project Team Project Manager Team Leader All Project Staff Consultants Everyone!

8 Why is quality important? QUALITY = SATISFACTION and SATISFACTION = CONTINUED EMPLOYMENT Not to Mention Avoidance of Legal Action

9 What are quality specifics? Client service Determining client expectations Managing communications Managing the contract and changes Managing budget and schedule Deliverables (also are Client service items) Meeting expectations and standards

10 What is Quality Assurance? Quality Assurance (QA) is a way of preventing mistakes or defects in manufactured products and avoiding problems when delivering solutions or services to customers. ISO9000 defines quality assurance as "A part of quality management focused on providing confidence that quality requirements will be fulfilled. Quality Assurance refers to administrative and procedural activities implemented in a quality system so that requirements and goals for a product, service or activity will be fulfilled. It is the systematic measurement, comparison with a standard, monitoring of processes and an associated feedback loop that confers error prevention. This can be contrasted with quality control, which is focused on process output.

11 How do we assure quality? Everyone participates Plan for it (Plan the work) Project understanding Quality assurance plan Well described procedures and deliverables Qualified team Manage the process (Work the plan) Monthly (or more often) review of project status Projections of time and cost to complete Complete scheduled quality assurance reviews Timely communication to client

12 Quality Assurance Plan Lists the deliverables Lists the procedures (methods) to be employed Frequency and procedures for review* Assign responsibilities and authorities (accountability) Identify the time allotted for review (budget) Identify any special elements of the project that need extra attention*

13 What is Quality Control* Quality control is a process employed to ensure a certain level of quality in a product or service. It should provide for the control and verification of certain characteristics of a product or service. The basic goal of quality control is to ensure that the products, services, or processes provided meet specific requirements and are dependable, satisfactory, and fiscally sound. *

14 How do we measure quality? Goal is to have zero problems This precise quality standard requires a personal commitment to take requirements seriously (accountability). Process Specifications Establish the way things are to be done. Specific procedures General and Project Specific (written in Work Plan)

15 Consequences of poor quality? The cost of wasted effort and the fix to make things right Surveying Example Any nonconformance or rework activity is a candidate for measurement What needs correcting, and how? Loss of future work Your reputation is the most valuable asset you have

16 The Toyota Way Another Example The Toyota Way has been called "a system designed to provide the tools for people to continually improve their work. The 14 principles of The Toyota Way are organized in four sections: I) Long-Term Philosophy Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. II) The Right Process Will Produce the Right Results III) Add Value to the Organization by Developing Your People IV) Continuously Solving Root Problems Drives Organizational Learning

17 Judgment Against Toyota Uncontrolled accelerations of vehicles

18 The Reason (at least in part) BEIJING Akio Toyoda said a key reason for Toyota Motor Corp.'s quality problems was an excessive focus on market share and profits among "some people" in the company, some of his bluntest words yet in assessing the flaws that led to widespread safety recalls. Wall Street Journal, March 1, 2010

19 More Reasons Toyota must learn to trust non Japanese leaders, delegate more authority to them and decentralize decision making. Toyota still assigns a Japanese boss to mentor every American or European executive. Rapid expansion, strained engineering resources and a centralized corporate structure put stress on Toyota's corporate discipline.

20 What causes poor quality? Ref: Psomas 1. Lack of review and checking 2. Poor resource allocation 3. Re work due to technical errors 4. Poor budgeting initially e.g. an over eager salesperson 5. Multiple office division of work resulting in miscommunication 6. Poor definition of scope resulting in free work 7. Extra work done without written authorization 8. Client satisfaction issues may result in free work 9. Backcharges (from technical errors) 10. Poor project execution and/or forecasting of work remaining

21 A General Project Initiation Procedure A Short Checklist Define Your Deliverables as Agreed to by Client or Supervisor Define The Quality Standards Specify Methodology/Techniques for each Significant Step/Product Specify What will be Checked, and When and by Whom Specify Problem Resolution Methods (Avoidance is Unacceptable) Schedule Reporting Milestones Client/Supervisor Specify Effort and/or Cost Tracking Procedure Schedule Follow up Meeting with Client or Supervisor

22 HUD (2002)

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