Quality Flashcards (1).pdf

7/29/2019 Quality Flashcards (1).pdf

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What does Project Quality Management include?

Includes all activities of the performing organizationthat determine quality policies, objectives, andresponsibilities so that the project will satisfy theneeds for which it was undertaken.

Describe 8.1 Plan Quality

Identify quality requirements and standards for theproject and product, and document how the projectwill demonstrate compliance. Plan quality isperformed in parallel with other project planningprocesses, because it may require changes to otherparts of the project plan.

What is Quality?

- Quality is defined by the customer- Quality requires an organization-wide commitment- Plan-Do-Check-Act, known as the Deming Cycle- The PMBOK Guide and PMI are compatible withthe International Standards Organization (ISO) 9000series of standards

Why Worry about Quality?

- Failure to meet quality standards in projectmanagement or the product of the project can haveserious negative consequences: Safety, Liability,Re-work, Scrap, etc.- The cost of preventing mistakes is always muchless than the cost of correcting them.- Customer satisfaction is both conformance torequirements and fitness for use.

Define Quality

The degree in which a set of inherent characteristicsfulfill requirements.

- Stated or implied needs are inputs to developingproject requirements.- Conformance to requirements or specifications

Why is Quality not synonymous with "grade"?

- Grade is a category or rank given to entitieshaving the same functional use but differenttechnical characteristics."- Example: Grades of steel, eggs, tires, etc.- The PM team is responsible for determining anddelivering the required levels of both quality andgrade.

Why is Precision and Accuracy not equivalent?

- Precision: Consistency, i.e. that repeatedmeasurements have the same value with littlescatter.- Accuracy: Correctness, i.e. that the measurementis very close to the true value.

What are the INPUTS to the process - PlanQuality?

1. Scope baseline, including the scope statement,WBS, and WBS dictionary. These documents


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should contain information about the products andthe acceptance criteria, along with technical detailsuseful for planning quality.2. Stakeholder register, which will indicatestakeholders who have an interest in or impact onquality. We should discuss quality requirements with

appropriate stakeholders.3. Cost performance baseline, which documents theaccepted time phase for measuring costperformance. The "how much"4. Schedule baseline, which documents acceptedschedule performance. The "when"5. Risk register, containing information on threatsand opportunities related to or impacting quality6. Enterprise environmental factors, includingregulations, rules, standards, and guidelinesspecific to the application area.7. Organizational process assets, including qualitypolicies, procedures, and guidelines, historical

databases, and lessons learned. Also includes thequality policy as endorsed by senior management,setting organizational direction with regards toquality. this will guide us in making trade-offdecisions. If no policy exists, the projectmanagement team should create on for the project.

What are the TOOLS AND TECHNIQUES of theprocess - Plan Quality?

1. Cost-benefit analysis2. Cost of quality3. Control charts4. Benchmarking5. Design of experiments6. Statistical sampling

7. Flowcharting8. Proprietary quality management methodologies9. Additional quality planning tools

What are the OUTPUTS of the process - PlanQuality?

1. Quality management plan2. Quality metrics3. Quality checklists4. Process improvement plan5. Project document Updates

Describe Cost-Benefit Analysis

Making trade-offs based on expense vs. value. Theprimary benefits of meeting quality requirements are

less rework, higher productivity, lower costs, andincreased stakeholder satisfaction. The primary costis the expense associated with project qualitymanagement activities. Each quality activity is

justified through this "business case" for includingthe activity.

Describe Cost of Quality This is the total cost of ALL efforts to achieve


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product/service quality, including all work to ensureconformance to requirements, and all reworkresulting from non-conformance. These are threetypes of cost involved:- Prevention- Appraisal

- Failure, both internal costs and external costs:-- Internal costs include rework and scrap-- External costs include liabilities, warranty costs,and lost business (frequently the most importantcost!)

Describe Control Charts

Graphical displays of results, over time, of aprocess:- Also use statistical probability- Used to determine if a process is "in control"- Focus is on preventing defects, not on detection orelimination

- Used to verify the impact on a process whenchanges are made

The idea is that if the process is in control, then theproduct of the process will be good.

What are the Causes of Variations on ControlCharts?

Random (common) cause:- Inherent in the system- Accounts for 85% of variation- Is management's responsibility to correct, bychanging the process to be more "robust"- Requires investigation and process change

Assignable (special) cause:- Traceable to specific source- Accounts for 15% of variation- Is management's responsibility to eliminate- Can, and generally should be, corrected quickly

What are the Control Chart Concepts?

- Upper control limit = UCL- Lower control limit = LCL- UCL and LCL usually set at +/- 3 sigma- Mean = x ("x bar")- Process is In Control or process is Out of Control- Over controlling (Also called Type I error), refers toadjusting the process when nothing out of the

ordinary has occurred.- Under controlling (Also called a Type II error),refers to the failure to adjust the process whensomething out of the ordinary has occurred.

Describe BenchmarkingBenchmarking is comparing the process and theproduct of the project to similar situations eitherwithin the organization or to similar organizations.


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Benchmarking is used for process and productimprovement, to determine:- Which products or services to offer and whichfeatures should be included?- What processes are other groups using to achievecustomer satisfaction?

- What metrics or goals are used to measure theprocesses or products that achieve customersatisfaction?

Describe Design of Experiments

Design of Experiments is a statistical method thathelps identify which factors may influence specificvariables of a product or process underdevelopment or in production.1. Change the variables to assess differentoutcomes to determine an optimal solution2. Applied to products of a project3. Assess impacts on cost and schedule

With design of experiments, you can determine:1. Which variable has the greatest effect2. The relationship between each variable and thequality (customer-focused) specifications3. The best value for each variable to optimizequality or value.

Describe Statistical sampling

Statistical Sampling is choosing part of thepopulation of results for inspection. An examplewould be to check every tenth product. Then we usethe result to predict the quality of the totalpopulation.

It's based on probability- Small sample from a group can project what thetotal group will be like.- Reduce cost of quality control while maintaininghigh degree of confidence

Sampling is a tool that is used to indicate how muchdata to collect and how often it should be collected.This tool defines the samples to take to quantify asystem, process, issue, or problem.

What are the advantages and disadvantages ofStatistical Sampling?

Advantages

- Smaller inspection staff- Less product damage- Quicker decisions- Fewer inspection errors- Rejects dramatize problems

Disadvantages- Sampling risks- Less information


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Describe Flowcharting

Flowcharting, in which a graphical presentationrepresents a process, showing the relationshipbetween the process steps. While there are lots ofstyles of these, they all show activities, decisionpoints, and order of processing.

What are some additional quality planning tools?

- Brainstorming- Affinity diagrams, used to logically group things- Force field analysis, showing forces for andagainst change- Nominal group techniques, brainstorming for alarger group- Prioritization matrices, used to rank by importance

Describe the Quality Management Plan

The Quality Management Plan describes how theproduct management team will implement theperforming organization's quality policy. It is acomponent or subsidiary of the project management

plan. It addresses:- Quality assurance (QA)- Quality control (QC)- Continuous process improvement approaches

What elements are typically found in a QualityManagement Plan?

- Quality policy- Organizational structure- Roles and responsibilities- Regulations and standards- Processes and procedures- Inspections required- Types of testing and testers required- User training- Final acceptance critiera

Describe Quality Metrics

Quality Metrics are operational definitions thatdefine key attributes of project result, and metrics tobe applied to those attributes, along withperformance characteristics and how the attributeswill be assessed.

Operational Definition Elements:- Criterion - the standard against which to evaluate- Test - A specific procedure or process formeasuring a characteristic

- Decision - the determination as to whether the testresults show that the characteristic meets thespecified criteria.

Tolerance defines allowable variance in the metric.

Describe Quality ChecklistsQuality Checklists are used in quality control toverify that the required steps have been performed.


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Describe a Process Improvement Plan

A Process Improvement Plan, details steps foranalyzing processes to identify how to enhancevalue. Can include process boundaries,configuration, metrics, and target for improvement.

Describe the Process - 8.2 Perform QualityAssurance

- Auditing the quality requirements and results fromquality control to ensure appropriate qualitystandards and operational definitions are used.- QA support may be provided to the PM team, themanagement of the performing organization, thecustomer or sponsor, as well as other stakeholdersnot actively involved in the work of the project.- Provides an umbrella for continuous processimprovement, an iterative means for improving thequality of all processes.

What are the INPUTS of the process - PerformQuality Assurance?

1. Project management plan, including the qualitymanagement plan and process improvement plan

2. Quality metrics3. Work performance information, includingtechnical performance measures, deliverable status,schedule and budget status. Comes from Direct andManage Project Execution.4. Quality Control Measurements, from PerformQuality Control

What are the TOOLS AND TECHNIQUES of theprocess - Perform Quality Assurance?

1. Plan Quality and Perform Quality Control toolsand techniques2. Quality audits3. Process analysis

What are the OUTPUTS of the process - PerformQuality Assurance?

1. Organizational process assets updates includingquality standards2. Change requests, which go to Perform IntegratedChange Control, to change plans to implementimprovements3. Project management plan updates, including thequality management plan, the schedulemanagement plan, and the cost management plan4. Project document updates, including quality auditreports, training plans, and process documentation.

Describe Quality Audits

Structured independent review to determine

whether project activities comply with organizationaland project policies, processes, and procedures:

Objectives are to:- Identify all good/best practices being implemented- Identifies all gaps/shortcomings- Share the good practices implemented in similarprojects


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- Proactively offer assistance to improveimplementation of processes- Highlight contributions of each audit in the lessonslearned repository

Describe Process Analysis

Process Analysis follows the steps outlined in theProcess Improvement Plan to identify neededimprovements from an organizational and technicalstandpoint.- Examines problems experienced, constraintsexperienced, non-value-added activities- Includes root cause analysis to determine theunderlying causes that led to a problem/situation,and create preventive actions for similar problems.

Describe the process - Perform Quality Control

Monitoring and recording results of quality activitiesto assess performance and recommend necessarychanges.

- Should be performed throughout the project- Quality standards include project processes andproduct goals- Project results include deliverables and projectmanagement results, such as cost and scheduleperformance- Can include taking action to eliminate causes ofunsatisfactory project performance

PM team should have working knowledge ofstatistical quality control, especially sampling andprobability to help evaluate QC outputs.

What is the difference between Prevention andInspection?

- Prevention is keeping errors out of a process- Inspection is keeping errors away from customers

What is the difference between Attribute Samplingand Variables Sampling?

- Attribute sampling is when the result conforms ordoesn't conform.- Variables Sampling is when the result is rated oncontinuous scale that measures degree ofconformity

What is the difference between Special Causesand Common Causes?

- Special Causes are unusual events- Common (Random) causes are normal processvariation

What is the difference between Tolerances andControl Limits?

- Tolerance is when the result is acceptable if it fallswithin a range- Control Limits is when the process is in control ifresults falls within the limits

What are the INPUTS of the process - Perform 1. Project management plan, including quality


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Quality Control? management plan2. Quality metrics3. Quality checklists4. Work performance measurements, planned vs.actual measures of technical, schedule, and budgetperformance

5. Approved change requests6. Deliverables7. Organizational process assets, including qualitystandards, guidelines, and procedures

What are the TOOLS AND TECHNIQUES of theprocess - Perform Quality Control?

1. Cause and effect diagrams2. Control Charts3. Flowcharting4. Histogram5. Pareto Chart6. Run Chart7. Scatter Diagram

8. Statistical Sampling9. Inspection10. Approved change request review

What are the OUTPUTS of the process - PerformQuality Control?

1. Quality Control Measurements2. Validated changes3. Validated deliverables4. Organizational process assets updates5. Change requests6. Project management plan updates7. Project document updates

Describe a Cause and Effect Diagram

AKA Fishbone or Ishikawa Diagram- Identifies possible causes of problems- Breaks problem down for analysis

The six primary categories of defect causes are:1. Machinery (equipment)2. Materials3. Methods (processes or procedures)4. Measurements5. Environment6. People

Describe a Histogram a Pareto Chart

A histogram is a bar chart, ordered by frequency of

occurrence, that shows how many results weregenerated by type or category of identified cause. APareto chart reflects the Pareto principle.- Rank ordering used to guide corrective action- Take action to fix the problems that cause thegreatest number of defects first.- Use to analyze counts that are in categories.


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What is the Pareto's Principle?

Pareto's principle is based on the unequaldistribution of things in the universe. It is the law ofthe "significant few versus the trivial many." Thesignificant few things will generally make up 80% ofthe whole,which the trivial many will make up about20%.

Describe a Run Chart

A Run chart is:- Based on historical results over time- Uses mathematical techniques to predict futureoutcomes based on past results- Used to monitor technical, cost and scheduleperformance

What are Dr. W. Edwards Deming's 14 Points forManagement?

1. Create consistency of purpose.2. Adopt the new philosophy..3. Cease dependence on inspection to achievequality.

4. End the practice of awarding business on thebasis of price tag.5. Improve constantly and forever the system ofproduction and service, to improve quality andproductivity, and thus constantly decrease costs.6. Institute training on the job.7. Institute leadership8. Drive out fear, so that everyone may workeffectively for the company.9. Break down barriers between departments10. Eliminate slogans, exhortations, and targets forthe work force asking for zero defects.11. Eliminate work standards (quotas) on the factory

floor. Eliminate management by objective. Eliminatemanagement by numbers, numerical goals.Substitute leadership.12. Remove barriers that rob workers andmanagement of their right to pride of workmanship.13. Institute a vigorous program of education andself-improvement.14. Put everybody in the company to work tonaccomplish the transformation.

What is Dr. W. Edwards Deming's 85/15 Rule?

Deming believed that every worker has nearlyunlimited potential if placed in an environment thatadequately supports, educates, and nurtures

senses of pride and responsibility.

He stated that the majority, 85 percent, of a worker'seffectiveness is determined by his environment andonly minimally by his own skill. Today it is popularlyknown as the 85/15 Rule.

What Dr. W. Edwards Deming's Plan Do Check Plan > Do > Check > Act


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Act Process?After Act go back to Plan in a continuous loop

PLAN: Establish the objectives and processesnecessary to deliver results in accordance with theexpected output (the target or goals). By making the

expected output the focus, it differs from othertechniques in that the completeness and accuracyof the specification is also part of the improvement.

DO: Implement the new processes, often on a smallscale if possible, to test possible effects. It isimportant to collect data for charting and analysisfor the following "CHECK" step.

CHECK: Measure the new processes and comparethe results (collected in "DO" above) against theexpected results (targets or goals from the "PLAN")to ascertain any differences. Charting data can

make this much easier to see trends in order toconvert the collected data into information.Information is what you need for the next step"ACT".

ACT: Analyze the differences to determine theircause. Each will be part of either one or more of theP-D-C-A steps. Determine where to apply changesthat will include improvement. When a pass throughthese four steps does not result in the need toimprove, refine the scope to which PDCA is applieduntil there is a plan that involves improvement.

Describe Joseph M. Juran's Quality Trilogy.

Quality Planning- Identify who are the customers.- Determine the needs of those customers.- Translate those needs into our language.- Develop a product that can respond to thoseneeds.- Optimize the product features so as to meet ourneeds and customer needs

Quality Improvement- Develop a process which is able to produce theproduct- Optimize the process

Quality Control- Prove that the process can produce the productunder operating conditions with minimal inspection- Transfer the process to Operations

Describe Phillip Crosby's Four Absolutes of QualityManagement

1. Quality is defined as conformance torequirements, not as 'goodness' or 'elegance'


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2. The system for causing quality is prevention, notappraisal.3. The performance standard must be Zero Defects,not "that's close enough"4. The measurement of quality is the Price of Non-conformance, not indices.

Describe Kaoru Ishikawa's Six Steps

Ishikawa expanded Deming's four steps into six:1. (Plan) Determine goals and targets2. (Plan) Determine methods of reaching goals3. (Do) Engage in education and training4. (Do) Implement work5. (Check) Check the effects of implementation6. (Act) Take appropriate action

Describe The Taguchi Method

- The Lost Function - Taguchi devised an equationto quantify the decline of a customer's perceivedvalue of a product as its quality declines

- Orthogonal Arrays and Linear Graphs - Whenevaluating a production process, Analysis willundoubtedly identify outside factors or noise whichcause deviations from mean.- Robustness - Some noise factors can beidentified, isolated and even eliminated but otherscannot. For instance it is too difficult to predict andprepare for any possible weather condition.

What is Total Quality Management (TQM)?

- TQM is NOT a Program

TQM is not something else we do, it is the way wedo what we do. TQM's mission is how we do it andhow we do it better.

- Continuous Improvement

An attitude of continuous improvement must prevail.The search for and exploitation of small incrementalimprovements must become the norm. Theacceptance of small wins must become part of ourframework. Improve constantly and forever thesystem of production and service to improve qualityand productivity and, thus, constantly decreasecosts (Deming point 5)

What are the elements of Total QualityManagement (TQM)?

- Constancy of Purpose- Not a Cookbook- Know Who Our Customer Is and What OurProduct/Service Is- Vision- Values- Why Change is Required- How to Deal with Change


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- Cost of Quality- Customer Focus and Satisfaction

What are the goals of Total Quality Management(TQM)?

- Reduce cost through quality improvement- Measure quality: loss must be measured as a

system-wide cost on a life cycle basis (i.e., loss tosociety), not as just the internal costs of non-conformance or defect detection at the time ofshipment.- Optimize internal and external costs to minimizeloss to society.- Measure quality as deviations from target value,not specification limits or tolerances.- Realize that quality decreases continuously as aquadratic function as process output varies fromtarget, versus the step function mentality thatimplies that all parts within specification are equallyas good.

- Communicate quality loss in terms of monetaryunits.- Design quality into products and services- Design products and processes to be insensitiveto uncontrolled variation (robustness) at the lowestpossible cost.- Focus on improving the desired productcharacteristic (signal), regardless of the level ofuncontrolled variation (noise), to guide design.- Use statistical methods throughout the product lifecycle for quality improvement, especially early in thedesign process when the leverage is the greatest.- Lower barriers that inhibit the use of statisticalmethods by providing simplified techniques that can

be quickly taught and applied.- Combine engineering methods with statisticalmethods as part of providing simplified techniquesthat can be quickly taught and easily applied by all.

Describe ISO 9000

ISO 9000 is primarily concerned with "QualityManagement". In the everyday context, like"beauty", everyone may have his or her idea of what"quality" is. But, in the ISO 9000 context, thestandardized definition of quality refers to all thosefeatures of a product (or service) which are requiredby the customer.- "Quality management" means what theorganization does to ensure that its products orservices satisfy the customer's quality requirementsand comply with any regulations applicable to thoseproducts or services.

What are known as the Seven Basic Tools ofQuality?

1. Cause and Effect Diagram2. Control Charts3. Flowcharting


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4. Histogram5. Pareto Chart6. Run Chart7. Scatter Diagram

What are the KAIZEN 10 Forms of Muda (Waste)?

1. Waste of over producing (Making more justbecause the material is available, a machine isavailable as we have an operator)2. Waste of time (Waiting, batch and queuementality)3. Waste from transporting (Moving materials with aforklift numerous times)4. Waste of over processing (Too complex processor a process that has to be done several times to becorrect).5. Waste of inventory (WIP)6. Waste from excess motion of operators andworkers (Lack of good ergonomics)

7. Waste from scrap and rework. (Rework negatesany possibility of profit on most reworked items)8. Human under-utilization9. Improper use of computers10. Working to the wrong metrics

What is MTBF?Mean Time Between Failures (MTBF) = 1/(sum ofall the part failure rates)

What is MTTF?Mean Time To Failure (MTTF) is the mean timeexpected until the first failure of a piece ofequipment

What is MTTR?Mean Time To Repair (MTTR) is the total amount oftime spent performing all corrective maintenancerepairs divided by the total number of those repairs.

What is Failure Rate?

Failure Rate is the number of failures experiencedor expected for a device divided by the totalequipment operating time. For constant failure rateitems, i.e., exponentially distributed failures, thefailure rate is the numerical inverse of the meantime between failures (MTBF).

What is Availability?

Availability is the Probability that a system isoperational when called upon to perform itsfunction. The numerical value of availability isexpressed as a probability from 0 to 1. Availabilitycalculations take into account both the failures andthe repairs of the system

- Component: (MTBF-MTTR)/MTBF- System: (Availability1 * Availability2 * ...


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Availabilityn)

What is Reliability?

Reliability is the ability of an item to perform arequired function under stated conditions for astated period of time. The numerical value of

reliability is expressed as a probability from 0 to 1and is also sometimes known as the probability ofmission success. Reliability is the probability,assuming the system was operating at time zero,that it continues to operation until time t.

What should you remember about QualityAssurance?

Quality Assurance is an EXECUTING process. Itoccurs before the fact, and is about process.

What should you remember about Quality Control?

Quality Control is a CONTROLLING process thatinvolves monitoring specific project results todetermine whether they comply with relevant quality

standards and identifying ways to eliminate causesof unsatisfactory results. It looks back at theproduct.

What should you remember about ScopeVerification?

Scope Verification is a CONTROLLING process thatis primarily concerned with acceptance of thedeliverables, and is a Scope Management process,not a Quality Management Process.

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