Quality Intro

7/28/2019 Quality Intro

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INTRODUCTION OFPROJECT QUALITY MANAGEMENT

in Oil and Gas Industry

Public Lecture

Institut Sains Dan Teknologi Nasional

Jakarta

22 June 2013

Ina Khanifah Hakim ST.MT


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References

1. PMBOK Guide - 4th Edition

2. ISO 21500

3. ISO 9001 : 2008 Quality ManagementRequirements.

4. API Q1, 8th edition Specification for Quality Programfor the Petroleum, Petrochemical, and Natural GasIndustry.

5. ISO 10006 : 2003 Guideline for Quality Management

in Projects6. ISO 10005 : 2005 Quality Management System

Guideline For Quality Plans


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Quality is.

Fit For Purpose

Meeting Customer Requirements

Zero Defect Etc


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Why Quality important to ..

OWNER

a. Requirements are met

b. Defect free products

c. On-Time deliveriesd. Reliable service

CONTRACOR

a. Reduced cost

b. Improved productivity

c. Fewer problems

d. Avoids product liability

claims


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Consequences of Lack of Quality ..

OWNER

a. Requirements are not

met

b. Schedule delayc. Project cost increased

CONSTACTORa. Increased cost due to

inefficient performance

b. Reputation Suffer

c. Product liability claims


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Quality Life Cycle

Strategic Initiatives

Work Planning

for Prevention

Implement,

Plan &

Perform

Measure

Effect iveness

COQ (Project)

+

KP I

(Functional

Process)

+

Audits

+

Performance

AppraisalsEvaluate

Strengths

Weaknesses &

Risks

Determine

Action

Awareness Training - People

Change Process - ProcessLessons Learned - Project

New Materials/Equipment -

Resources

Revise

Prevention

Planning

IMS

Continuous

Improvement


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Commitment of Management

Quality is effective only when it is the intention

of Corporate Policy and Procedures

MEASURE OF

EFFECTIVENESS

POLICY IMS (INFRASTRUCTURE)

ACCOUNTABILITY QUALITY

AWARENESS

TRAINING

EXECUTIVE MANAGEMENT

COMMITMENT BY EXAMPLECOMMUNICATION

Effectiveness is a measure of the outcome of the cause


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Plan Quality

Input

1. Scope baseline

2. Stakeholder register

3. Cost performance baseline

4. Schedule baseline

5. Risk Register

6. Enterprise environmentalfactor

7. Organizational process assets

Tool and Techniques

1. Cost-benefit analysis2. Cost of quality

3. Control chart

4. Benchmarking

5. Design of experiments

6. Statistical sampling

7. Flow charting8. Proprietary qualitymanagement

9. Additional quality planningtools

Output1. Quality management plan

2. Quality metric

3. Quality checklists

4. Process improvements plan

5. Project document updates


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Project Quality Plan

1. Scope of the Plan2. Measurable Quality Objectives

3. Management Responsibilities

4. Documentation Management (including records)

5. Resources

6. Specific Requirements (project)

7. Communication8. Design development, validation and verification

9. Procurement

10. Fabrication / Construction (Production)

11. Identification and Traceability

12. Storage and Handling

13. Non Conforming Product14. Monitoring and Measurements

15. Inspection And Testing Equipment

16. Audit


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Project Quality Organization (typical)

Project QualityManager (PQM)

QA EngineerQC Supervisor /

Site QC

DisciplineInspectors

Certification

Secretary


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Quality Metric

How the Quality metric measurement drive the

improvement ?

1. Measure the efficiency and effectiveness of a

work process.2. Use to track improving or deteriorating TRENDS.

3. Use to identify where a problem lies.

4. Use to set improvement TARGETS and GOALS.


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Quality Metric measurement

KPI 4 (a) - Shop Drawing Zero Defect - Structural

(M 10)Data Source: Robin D' Cruz

0.04

0.19

0.060.14 0.12 0.07 0.05 0.04

0

1000

2000

3000

4000

5000

6000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

1.8

2.0

Sum DeliverablesSum Errors

Avg. % ErrorsTarget

Formula: No. of Drawing Errors =Avg % Error No. of Draw ings Checked

CY 05 Target 0.25%


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Perform Quality Assurance

Input

1. Project Management Plan

2. Quality Metrics3. Work performanceinformation

4. Quality Control measurements

Tool and Techniques

1. Plan quality and performquality control tools andtechniques

2. Quality audit

3. Process analysis

Output1. Organization process assetsupdates

2. Change requests

3. Project management planupdates

4. Project documents updates


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Quality Audit

Audit within the Project may be used for severalpurposes, such as :

- To monitor the implementation and effectivenessof quality plans;

- To monitor and verify conformity with specifiedrequirements;

- For surveillance of suppliers to the organization;

- To provide independent objectives assessment,when required, to meet the needs of customersor other interested parties.


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Perform Quality Control

Input

1. Project management plan

2. Quality metrics

3. Work performancemeasurement

4. Approved change requests

5. Approved change request

6. Deliverables

7. Organizational process assets

Tool and Techniques

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. Inspections

10. Approved change requestreview

Output

1. Quality control measurements

2. Validated changes

3. Validated deliverables

4. Organizational process assetsupdates

5. Change requests

6. Project Management Planupdates

7. Project document updates


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Inspection

An Inspection is the examination of a workproduct to determine whether it confirms to

documented standard. The result of an

inspection generally include measurements and

may be conducted at all level


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The figure represents the percentage error in the Welds

performed. The graph represents the data for Structural Linear

UT welds performed and the repairs done. The measurement

is categorized as 'Product Quality'. The data collected reflects

an increase in the weld repairs for the last three months but exhibits an

overall improvement in the process.

AREAS FOR IMPROVEMENT

1. Chevron cracking in December in Pipe Mill and avoidance

of Chevron Cracking

2. Implement preventive action

SHARE BEST PRACTICE ACTION PLAN

1. Welder training program and coaching

2. Welder audit on regular basis

3. Improve WPS

4. Modify PCM to ID welder individual repair rates

5. Train Supervisors to be coaches

6. Stage development of training & Qualification protocol of

Fillet, Plate and Pipe

7. PCM for welder performance

8. Source young talent to train

9. Recognition for good performance

10. Fitters to be measured

11. Empower welder to reject fit ups

12. Welding council to improve equipment quality

13. Stress on quality control topics during toolbox talks

14. First line inspection CWI for all leadermen15. Foreman to record manhours for repair

16. Maintain 40 hrs Training Course

17. Tool box Meeting to address Technical and Method

Statement prior to work commencement

18. Consider coaching of welder by Supervisors based on

criticality of work

KPI 1(b)-Weld Repairs by Discipline

Structural Linear - UT (M 2)

Process Owner: Roy Mathew

0 . 4 1

0.54

0 . 4 60 . 4 3

0 . 3 50 . 3 2 0 . 3 2

0.530.51

0 . 4 9

0.52

0 . 3 00 . 3 3

0 . 4 0

0 . 4 6

0

10000

20000

30000

40000

50000

Jan Feb M ar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb M ar

0.0

0.2

0.4

0.6

0.8

1.0

1.2

Length Tested

Repair Lengt h

Avg . %

Ind. Std

Target

Formula: Length Rejected =Avg. % Error

Length Tested

CY 2005CY 2004

CY 05 T arget 0.3%

CAUSE & EFFECT DIAGRAM


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DESIGN VERIFICATION& DESIGN REVIEW

DEFICIENCY

Management Commitment to Quality

Quality not considered a Value and compromised

Fab Supervision intimidation of QC Personnel

Product liability Claim

Loss of $ and Reputation

OUTCOME

PMT TEAMDEDICATED STAFF

PROJECTCONTROLS

DRIVESPROJECT

PLANNING IMS SYSTEMPROCUREMENTMATERIALS MGT.

FABRICATION

CLIENT

INFLUENCE

CLIENT

INFLUENCE

CLIENT

INFLUENCE

PROJECT TIME LINE

FUNCTIONAL INPUT CONTROLLED BY FUNCTIONAL STAFF

FUNCTIONAL INPUT CONTROLLED BY FUNCTIONAL STAFF

BIDSUBMISSION

SCHEDULE

HISTOGRAM

CRITICAL PATH

MILESTONE

LEVIL 1 GUIDELINES

LEVEL 2 PROCEDURES

LEVEL 3 PLANS

PROJECT AUDITS

FREE ISSUE

PROCUREMENT PLAN

RFQ & TBE

PRICE, DELIVERY

VENDOR CAPABILITY

SUB-CONTRACTOR CAPABILITY

CONTRACT

SOW & REQUIREMENT

CRITERIA SPEC

CHANGE ORDER/MGT.

DESIGN

TBE OF ENG. EQUIPMENT &ENG. BULK MATERIAL

EFFECTIVE & TIMELYDELIVERABLES (ROS)

MARINE

ENVIRONMENT

AGENT FACILITATION &SERVICES

SITE LOGISTICS

AWARD

FEED

PROGRESS MEASUREMENT

WBS

REPORTING EXPIDITING

QC/NDT PRODUCT CONFORMITY

PROJECT QA

CORPORATE AUDITS

QUALITY PLANNING

ISO 9000

MEASUREMENT

REVIEW LESSONS LEARNED

MILESTONES

PROJECT QA

DETAIL DESIGN

MATERIAL CONTROL

4 WEEK LOOK AHEAD

HSE

PRODUCTIVITY


HSE

CARGO BARGE

SUPPORT VESSEL

LAYRATE / CYCLE TIME

DOWNTIME

LOGISTIC SCHEDULE


LOCAL WORKFORCE

DESIGN PREMISE

MGT. COMMITMENT

BARGE SELECTION PREPARATION

RISK ASSESSMENT

DEPTH & TIDES & CURRENT

CONSTRUCTION AID

WELDING PROCEDURE

WELDING PROCEDURE

END

PRODUCT

CAUSE & EFFECT DIAGRAM

PROJECT EXECUTION CORE PROCESS


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Quality Intro

Documents

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