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Pito Sumarno
PMBOK p. 183-187
PMBOK p. 187-190
PMBOK p. 190-198
PMBOK p. 179
Pito Sumarno
Overview
PROJECT QUALITY MANAGEMENT
1 Inputs
.1. Enterprise environmental factors
.2. Organizational process assets
.3. Project scope statement
.4. Project management plan
2 Tools and Technniques
.1. Cost benefit analysis
.2. Benchmarking
.3. Design of experiments
.4. Cost of quality (COQ)
.5. Additional quality planning tools
3 Outputs
.1. Quality management plan
.2. Quality matrics
.3. Quality checklists
.4. Process improvement plan
.5. Quality baseline
.6. Project management plan (updates)
1 Inputs
.1. Quality management plan
.2. Quality matrics
.3. Process improvement plan
.4. Work performance information
.5. Approved change requests
.6. Quality control measurements
.7. Implemented change requests
.8. Implemented corrective actions
.9. Implemented defect repair
10.Implemented preventive actions
2 Tools and Technniques
.1. Quality planning tools and techniques
.2. Quality audits
.3. Process analysis
.4. Quality control tools and techniques
3 Outputs
.1. Requested changes
.2. Recommended corrective actions
.3. Organizational process assets (updates)
.4. Project management plan (updates)
1 Inputs
.1. Quality management plan
.2. Quality matrics
.3. Quality checklists
.4. Organizational process assets
.5. Work performance information
.6. Approved change requests
.7. Deliverables
2 Tools and Technniques
.1. Cause and effect diagram
.2. Control charts
.3. Flowcharting
.4. Histogram
.5. Pareto chart
.6. Run chart
.7. Scatter diagram
.8. Statistical sampling
.9. Inspection
10. Defect repair review
3 Outputs
.1. Quality control measurements
.2. Validated defect repair
.3. Quality baseline (update)
.4. Recommended corrective actions
.5. Recommended preventive actions
.6. Requested changes
.7. Recommended defect repair
.8. Organizational process assets (updates)
.9. Validated deliverables
10. Project management plan (updates)
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(PMBOK Guide p. 182)
Pito Sumarno
Enterprise
Environmental Factors
Gavernmental Standards,
Rules & Guidelines
Commercial database
Organizational
Process Assets
Scope Definition
5.2
(3.2.2.3)
Implemented Change Requests
Implemented Corrective Actions
Implemented Defect Repair
Implemented Preventive Actions
Work performance Information
Quality
Planning
8.1
(3.2.2.12)
Perform Quality
Assurance
8.2 (3.2.3.2)
Close Project
4.7
(3.2.5.1)
Deliverables
Requested Changes
Recommended Corrective Actions
Project Management Plan (updates)
Aproved Change requests
Develop Project
Management Plan
4.3
(3.2.2.1)
Perform
Quality
Control 7.3
(3.2.4.7)
Pito Sumarno
Integrated Change
Control
4.6
(3.2.4.2)
Quality Concepts
ZERO DEFECTS
No Tolerance for errors within the system (six-sigma goal)
THE CUSTOMER IS THE NEXT PERSON IN THE PROSESS
Conformance to requirements & customer satisfaction
DO THE RIGHT THING RIGHT THE FIRST TIME
Do it once in complete & correct manner
CONTINOUS IMPROVEMENT PROCESS
Plan Do Check Act
PROCESS CAPABILITY
Capable of performing the required functions to achieve the desire outcome
Pito Sumarno
Quality Concepts
Sig Sigma
Six Sigma is a quantitative statistical measurement meaning fewer than
four defects per million apportunities. Performing at the Six Sigma level
means that products and processes satisfy the customer 99.99966% of the
Lower
time
Upper
Specification
Specification
Limit
Six Sigme include :
Limit
Measure of Quality
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Process of continuous improvement : DMAIC (improve existing process and
product) and DFSS (New design process & product)
Enabler for culture change.
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Quality Concepts
Balanced Scorecard
Alignmeent of the program/initiative into strategy, including alignment of programs
measurement
4 perspective : financial. Customer, internal business process, learning & growth.
ISO 9000
A framework of standard requirement that should be complied, and implemented
Close related to standard procedur
Just in Time (Strategi stok material) yaitu sumberdaya yang diperlukan sudah harus
siap pada saat diperlukan, namun untuk menghemat penggunaan dana , stok tidak perly
berlebihan, tetapi cukup menjamin tidak terganggunya proses produksi.
To decrease the amount of inventory, then decrease the investment and cost of
inventory;
Continues Improvement/Kaizen
Quality of process improves in small increments on a continuous basis.
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Quality Concepts
Gold Plating
Extras services to customer (extra functionality, higher quality component, extra
sow). It is not recommended because no value added, better spend the time to
monitor the project conform to requirement.
Marginal Analysis
Optimal qulity is reached at the point where the incremental revenue from
improvement equal the increment cost to secure it.
Other Terms
Mutually exclusive
Statistical independence
The probability of one event occuring does not affect the probability of another event
occuring
Probability
Expressed in percent
Normal distribution
Standard Deviation
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Quality vs Grade
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Cost of Quality
The total costs incurred by investment in preventing nonconformance to
requirements, appraising the product or service for conformance to
requirement (rework)
Failure cost are often categorized into internal and external. Failure cost
are also called cost of poor quality
There are three types of costs that are incurred; Prevention costs,
appraisal costs, and failure costs
Prevention cost
Appraisal cost
Internal failure cost
External failure cost
Measurement and test equipment
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Cost of Defect/Nonconformance
Scrap
Rework
Repair
Replacement
Loss of future business
Legal issues
Risk to life
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Savings
rework
Rework
Inspection
prevention
Prevention
prevention
Before
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After
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1. Interprise environmental
factors
1.Quality Management
Plan
2. Quality Metrics
2. Banchmarking
2. Organizational process
assets
3. Project scope statement
3. Quality Checklist
3. Design of Experiments
4. Cost of Quality (CoQ)
4. Process Improvement
plan
5. Quality Baseline
INPUTS
OUTPUTS
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INPUTS
Inputs
1. Interprise environmental factors
2. Organizational process assets
3. Project scope statement
4. Project Management Plan
4. Project Management
Plan (4.3 p.88)
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2. Benchmarking (p.185)
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 performanc.
(p.185)
5. Additional Quality
Planning Tools (p.186)
Other quality planning tools
used to help better define the
situation and help plan
effective quality management
activities: (brainstorming,
affinity diagrams, force field
analysis, nominal group
techniques, matrix diagrams,
flowcharts, and prioritization
matrices.
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3. Quality Cheklists
(p.187)
OUTPUTS
Outputs
1.Quality Management Plan
2. Quality Metrics
3. Quality Checklist
4. Process Improvement plan
5. Quality Baseline
6. Project Management Plan
(updates)
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INPUTS
3. Process Analysis
4. Quality Control Tools and
Techniques
1.Requested Changes
2. Recommended
Corrective Action
3. Organizational Process
Assets (updates)
4. Project Management
Plan (updates)
OUTPUTS
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Inputs
1.Quality Management Plan
2.Quality Metrics
3. Process Improvement Plan
4. Work Performance Information
6. Approve Change Request
7. Quality Control Measurement
8. Implemented Change Request
9. Implemented Defect Repair
10. Implemented Preventive Action
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Outputs
1.Requested Changes
2. Recommended Corrective
Actions
3. Organizational Process Assets
(updates)
4. Project Management Plan
(updates)
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INPUTS
1. Quality Control
measurement
2.Validated Deffect Repair
3. Quality Baseline
(updates)
4. Recommended
Corrective Actions
5. Recommended
Preventive Actions
6. Requested Changes
7. Recommended Deffect
Repair
8. Organizational Process
Assets (updates)
9. Validated Deliverables
10. Project Management
Plan (updates)
OUTPUTS
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(4.4.1.4) include
modifications such as revised work methods and schedule.
7. Deliverables (4.4.3.1)
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2. Control Charts
3. Flowcharting
4. Histogram
5. Pareto Chart
6. Run Chart
7. Scatter Diagram
8. Statistical Sampling
9. Inspection
10. Defect Repair Review
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SENIOR
MANAGEMENT
REGULATORY
AUTHORITIES
PROJECT
MANAGER
VENDOR/
SUPPLIER
PROJECT STAFF
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SUB
CONTRACTOR
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Ishikawa Diagram
(Cause and Effect analysis)
TIME
MACHINE
METHOD
MAJOR
DEFECT
MATERIAL
USE :
Random Method
ENERGY
MEASUREMENT
PERSONNEL
ENVIRONMENT
Systematic Method
Process Analysis Method
POTENTIAL CAUSE
EFFECT
MACHINE
METHOD
MATERIAL
TIME
CORRECTIVE
ACTION
USE :
Solution Analysis
Method
MEASUREMENT
PERSONNEL
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ENVIRONMENT
ENERGY
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Audix
Material
LAN Directory
not Updated
Directory
Wrong
extension
in book
Line busy
At lunch
Away from
desk
At meeting
Business
Call
Talking on
other line
Call comes
before/after
hours
Phone Not
Answered
Zero out not established
Re-direct issues
Suport Staff has Audix
People
Personal
call
Method
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Control Chart
UCL
_
X
68.26% 95.46%
99.73%
LCL
=
X
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_
X
LCL
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_
X
LCL
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_
X
LCL
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_
X
LCL
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_
X
LCL
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Process Flowchart
Project
Request
Compliance
copy
Develop
Artwork
No
Vendors
makeProofs
No
Artwork out
for proofs
Change control
for specs
Artwork
Approved
Yes
No
Package
Yes
Development
review/approval
Yes
QA review/
Approval
Approved Proof
Back to vendor
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Specs signed
(package & QA
Order
Material
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100%
25%
Other
Case Wobbles
10
Axle Caulking
50%
Pressure
20
Wobble
75%
Noise
30
Improper Rotation
Kumulative percentage
Car Problems
Pareto Chart : concept of 80/20 rule : 80% of cost of defects is caused by 20 % of the problems.
Pito Sumarno
Concertrated on the problem s where the most benefit will result (in limited effort consideration)
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_
X
LCL
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Scatter Diagram
Diagram yang menunjukkan plot data antara dua variabel yang saling
berhubungan. Sumbu X : variabel untuk membuat ramalan; Sumbu Y :
variabel untuk diramalkan.
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Scatter Diagram
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Rule of Seven
is a rule of thumb or heuristic (7 contoh ambil 1 rusak 6)
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Acceptance Sampling
To determine whether or not the lot conform to
the specification or standards necessary to support
the overall project requirements.
Because 100 percent inspection is time
consuming and expensive and stiil may not
guarantee zero defects.
Factors must be determined prior to performing
acceptance sampling;
Sample size
Limits of defects that will cause rejection
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Quality Responsibility
Decision as to the type and amount of work to be accomplished in
any project organization is the responsibility of management,
while performing it is the responsibility of the team member.
The primary responsibility for quality rest with the management in a
company.
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OUTPUTS
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OUTPUTS
9. Validated Deliverables
a goal of quality control is to determine the correcness of
deliverables. The results of the execution quality control processes
are validfated deliverables
49
RIGHT
RIGHT
Right-Wrong
Right-Right
WRONG
Wrong-Wrong
Wrong-Right
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Thank you
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