Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座

PROJECTMANAGEMENTFUNDAMENTALS

ProjectQualityManagementJulyProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第1頁(yè)2ModernQualityManagementcomplementsProjectManagement.Forexample,bothdisciplinesrecognizetheimportanceof:CustomersatisfactionUnderstanding,evaluating,defining,andmanagingexpectationssothatcustomerrequirementsaremet.Thisrequiresacombinationofconformancetorequirements(theprojectmustproducewhatitsaiditwouldproduce)andfitnessforuse(theproductorservicemustsatisfyrealneeds).PreventionoverinspectionThecostofpreventingmistakesisgenerallymuchlessthanthecostofcorrectingthem,asrevealedbyinspection.ManagementresponsibilitySuccessrequirestheparticipationofallmembersoftheteam,butitremainstheresponsibilityofmanagementtoprovidetheresourcesneededtosucceed.ContinuousimprovementTheplan-do-check-actcycleisthebasisforqualityimprovement(asdefinedbyShewhartandmodifiedbyDeming,intheASQHandbook.)Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第2頁(yè)3Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第3頁(yè)48.1–PLANQUALITYThePlanQualityProcessreferstoidentifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythem.ItispartofthePlanningprocessgroup.Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第4頁(yè)5PlanQualityToolsandTechniques

Cost-BenefitAnalysisNotjustacomparisonbetweentwooptions.Needtolookatthebestapproachtoachievequalityintheprojectinrelationtothemoniestocompletethework.Thestudyofthequality

receivedinproportionto

thecosttoreachthose

qualityexpectations.Qualityshouldmeet,

notexceed,customer’s

expectationsProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第5頁(yè)6PlanQualityToolsandTechniques

BenchmarkingandDOEBenchmarkingComparingtwosimilarthingstomeasurewhichoneperformsbest.Examinesprojectpracticesagainstotherprojectstomeasureperformance,andthenselectsthebestpracticesforperformanceinthecurrentprojectDesignofExperiments(DOE)Astatisticalmethod(what-ifscenarios)thathelpsidentifywhichfactorsmayinfluencespecificvariablesofaproductorprocessunderdevelopmentorinproduction.Mostoftenusedontheproductoftheprojectratherthantheprojectitself,howevercouldbeusedindeterminingthemostefficientcrewofresourcestoputonanactivity.Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第6頁(yè)7PlanQualityToolsandTechniques

CostOfQuality“…totalcostsincurredbyinvestmentinpreventingnonconformancetorequirements,appraisingtheproductorserviceforconformancetorequirements,andfailingtomeetrequirements(rework)…”Failurecosts(internalandexternal)arealsocalledcostofpoorquality.PMIemphasizesthatqualityshouldbeplannedintotheproject,notinspectedin.TheyalsoadvocatetheDemingapproach:85%ofcostsofqualityareManagementresponsibilityCostsofConformanceCostsofNonconformanceQualityTrainingReworkStudiesScrapSurveysInventorycostsValidationandauditsWarrantycostsProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第7頁(yè)8PlanQualityToolsandTechniques

OtherTools&TechniquesBrainstormingAgeneraldatagatheringandcreativitytechniquethatcanbeusedtoidentifyrisks,ideas,orsolutionstoissuesbyusingagroupofteammembersorsubject-matterexperts.Typically,abrainstormingsessionisstructuredsothateachparticipant’sideasarerecordedforlateranalysis.AffinityDiagramsTheaffinitydiagramisabusinesstoolandisoneofthe“sevenmanagementandplanningtools”andisatoolusedtoorganizeideasanddata.ThetooliscommonlyusedwithinprojectmanagementandallowslargenumbersofideastobesortedintogroupsforreviewandanalysisForceFieldAnalysisAusefultechniqueforlookingatalltheforcesforandagainstadecision.Ineffect,itisaspecializedmethodofweighingprosandcons.Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第8頁(yè)9PlanQualityToolsandTechniques

OtherTools&TechniquesNominalGroupTechniquesAdecision-makingmethodusingavotingprocessforuseamonggroupsofmanysizes.

First,everymemberofthegroupgivestheirviewofthesolution,withashortexplanation.Then,duplicatesolutionsareeliminatedfromthelistofallsolutions,andthemembersproceedtorankthesolutions,1st,2nd,3rd,4th,andsoon.Thenumberseachsolutionreceivesaretotaled,andthesolutionwiththelowest(i.e.mostfavored)totalrankingisselectedasthefinaldecision.Therearevariationsonhowthistechniqueisused.FlowchartsThedepictioninadiagramformatoftheinputs,processactions,andoutputsofoneormoreprocesseswithinasystem.Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第9頁(yè)10PlanQualityOutputs

QualityManagementPlanItdescribeshowtheprojectmanagementteamwillimplementthequalitypolicy.ItisacomponentoftheoverallProjectManagementPlan,andwilladdressthefollowing:QualityControl–Monitoringworkresultstoseeiftheymeetrelevantqualitystandards.Ifstandardsarenotmet,PManalyzestodeterminerootcauseandthen“eliminatesit”.QualityAssurance–MapstotheOrganization’squalitypolicyandistypicallyamanagerialprocess.Generallyconsideredtheworkoftheapplyingthequalityplan.QualityImprovement–Correctiveactionsappliedtoimprovetheproductandtheprojecttomeetthequalitystandards.Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第10頁(yè)11PlanQualityOutputs

OtherOutputsQualityMetrics“AnOperationaldefinitionthatdescribes,inveryspecificterms,whatsomethingisandhowthequalitycontrolprocessmeasuresit.”(measuresareactualvalues)QualityChecklistsSimpleapproachestoensurethatworkiscompletedaccordingtothequalitypolicy.Usuallyalistofactivitiesthatwillbecheckedoffascompleted.Usuallycomponent-specific.Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第11頁(yè)12PlanQualityOutputs

OtherOutputsProcessImprovementPlanSubsidiaryoftheprojectmanagementplan,it“detailsthestepsforanalyzingprocessesthatwillfacilitatetheidentificationofwasteandnon-valueaddedactivity,thusincreasingcustomervalue,suchas:Processboundaries–purpose,start,end,inputs,outputs,datarequired,owner,etc..Processconfiguration–flowchartwithinterfaces/linksProcessmetrics–tomaintaincontroloverstatusofprocessesTargetsforimprovedperformance–guidestheprocessimprovementactivities”P(pán)rojectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第12頁(yè)13PlanQualityOutputs

OtherOutputsQualityBaselineRecordsandcomparesthequalityobjectivesfortheprojectThemeasurementoftheprojectperformanceandthequalityoftheprojectobjectivesShowsthePMTwheretheprojectshouldbeimprovingProjectManagementPlan(Updates)Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第13頁(yè)14Qualityvs.GradeGradeisawaytodistinguishbetweenproductswiththesamefunctionalusebutdifferenttechnicalattributes.Forexample:aGrade1bolthasacertainstrengthwhileaGrade3boltofthesamesizeisstrongerandaGrade5boltisevenstronger.TheGrade1bolt,thoughoflowgrade,canstillbeofhighquality(nodefects,ofpropersize,etc.)Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第14頁(yè)158.2–PERFORMQUALITYASSURANCEQualityAssuranceistheapplicationofplanned,systematicqualityactivitiestoensurethattheprojectwillemployallprocessesneededtomeetrequirements.Occursduringtheexecutionphaseoftheproject.Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第15頁(yè)168.2–PERFORMQUALITYASSURANCEPerformQualityAssuranceistheprocessofregularstructuredreviewstoensuretheprojectwillcomplywiththeplannedqualitystandardsProvidesanumbrellaforanotherimportantqualityactivity–continuousprocessimprovement,whichisaniterativemeansforimprovingthequalityofallprocesses.UsuallydonebymeansofQualityAudits.Agoodqualityassurancesystemwill:IdentifyobjectivesandstandardsBemultifunctionalandpreventionorientedCollectandusedataEstablishperformancemeasuresIncludeaqualityauditAQualityAuditis“astructured,independentreviewtodeterminewhetherprojectactivitiescomplywithorganizationalandprojectpolicies,processes,andprocedures.”P(pán)rojectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第16頁(yè)178.2–PERFORMQUALITYASSURANCE

Tools&TechniquesQualityauditsareindependentevaluationsofqualityperformancetoensurethat:IntendedqualitywillbemetProductsaresafeandfitforuseLawsandregulationsarefollowedDatasystemsareadequateCorrectiveactionistaken,ifneededImprovementopportunitiesareidentifiedQualitystandards,proceduresandmethodsestablishedduringqualityplanningarereevaluatedandarestillrelevantQualityauditsmayalsoidentifythelessonslearnedonthecurrentprojecttodetermenthowtomakethingsbetterforthisprojectaswellasforotherprojectswithintheorganizationProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第17頁(yè)18QUALITYIMPROVEMENTPHILOSOPHIES

W.EdwardDemingHeprescribed14activitiesforimplementingqualitywhichinclude:CreateconstancyofpurposetowardsimprovementofproductandserviceAdoptthenewphilosophy.Wecannolongerlivewithcommonlyacceptedlevelsofdelay,mistakesanddefectiveworkmanshipCeasedependenceonmassinspection.Instead,requirestatisticalevidencethatqualityisbuiltinEndthepracticeofawardingbusinessonthebasisofpriceFindproblems.Itismanagement’sjobtoworkcontinuallyonthesystemInstitutemodernmethodsoftrainingonthejobInstitutemodernmethodsofsupervisionofproductionworkers,theresponsibilityofforemenmustbechangedfromnumberstoqualityDriveoutfear,sothateveryonemayworkeffectivelyforthecompanyBreakdownbarriersbetweendepartmentsEliminatenumericalgoals,postersandslogansfortheworkforceaskingfornewlevelsofproductivitywithoutprovidingmethodsEliminateworkstandardsthatprescribenumericalquotasRemovebarriersthatstandbetweenthehourlyworkerandtheirrighttoprideofworkmanshipInstituteavigorousprogrammeofeducationandretrainingCreateastructureintopmanagementthatwillpushontheabovepointseverydayProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第18頁(yè)19QUALITYIMPROVEMENTPHILOSOPHIES

W.EdwardDeming/WalterA.Shewhart4-stepcycle:Plan,Do,Check,Act(PDCA)PlanwhatisneededDoitCheckthatitworksActtocorrectanyproblemsorimproveperformancePDCAcycle,knownasDemingcycle,hasactuallybeendevelopedbyacolleagueofDeming,WalterA.Shewhart.Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第19頁(yè)20QUALITYIMPROVEMENTPHILOSOPHIES

PhilipB.CrosbyHeisknownforthetwoconceptsof:“QualityisFree”“ZeroDefects”Additionally,hestressed4AbsolutesofQuality:QualityisconformancetorequirementsThesystemofqualityispreventionTheperformancestandardiszerodefectsThemeasureofqualityisthepriceofnonconformanceProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第20頁(yè)21QUALITYIMPROVEMENTPHILOSOPHIES

PhilipB.CrosbyHealsohad14stepstoimprovingquality:ManagementiscommittedtoaformalizedqualitypolicyFormamanagementlevelqualityimprovementteam(QIT)withresponsibilityforqualityimprovementprocessplanningandadministrationDeterminewherecurrentandpotentialqualityproblemslieEvaluatethecostofqualityandexplainitsuseasamanagementtooltomeasurewasteRaisequalityawarenessandpersonalconcernforqualityamongstallemployeesTakecorrectiveactions,usingestablishedformalsystemstoremovetherootcausesofproblemsEstablishazerodefectscommitteeandprogramTrainallemployeesinqualityimprovementHoldaZeroDefectsDaytobroadcastthechangeandasamanagementrecommitmentandemployeecommitmentEncourageindividualsandgroupstosetimprovementgoalsEncourageemployeestocommunicatetomanagementanyobstaclestheyfaceinattainingtheirimprovementgoalsGiveformalrecognitiontoallparticipantsEstablishqualitycouncilsforqualitymanagementinformationsharingDoitalloveragain–formanewqualityimprovementteamProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第21頁(yè)22QUALITYIMPROVEMENTPHILOSOPHIES

JosephM.JuranDevelopedthe“fitness-for-use”conceptofqualitywhichemphasizesthatthemeasureofhighqualityisachievedbyensuringthattheproductmeetstheexpectationsofthestakeholdersandcustomers.His10stepsare:BuildawarenessoftheneedandopportunityforimprovementSetgoalsforimprovementOrganizetoreachthegoalsProvidetrainingCarryoutprojectstosolveproblemsReportprogressGiverecognitionCommunicateresultsKeepscoreofimprovementsachievedMaintainmomentumProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第22頁(yè)23QUALITYIMPROVEMENTPHILOSOPHIES

JosephM.JuranJuranestablishedtheso-calledJuranTrilogyforimprovingquality:Plan:attitudebreakthrough,identifyvitalfewnewprojectsImprove:knowledgebreakthrough,conductanalysis,institutechangeControl:overcomeresistance,institutecontrolsQUALITYCONTROLQUALITYPLANNINGQUALITYIMPROVEMENTParetoAnalysis,LessonsLearnedProject-by-ProjectHoldingtheGainsBreakthroughProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第23頁(yè)24QUALITYIMPROVEMENTPHILOSOPHIES

JosephM.JuranQUALITYPLANNINGQUALITYCONTROLTIMEOPERATIONSPercentagedefecctiveQUALITYIMPROVEMENTNEWZONEOFQUALITYCONTROLORIGINALZONEOFQUALITYCONTROLCHRONICWASTE(possibleimprovements)SPORADICSPIKE020400LESSONSLEARNEDProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第24頁(yè)25QUALITYIMPROVEMENTPHILOSOPHIES

ArmandV.FeigenbaumHeoriginatedtheTotalQualityControl,whichhedefinedas:“Aneffectivesystemforintegratingqualitydevelopment,qualitymaintenanceandqualityimprovementeffortsofthevariousgroupswithinanorganization,soastoenableproductionandserviceatthemosteconomicallevelsthatallowfullcustomersatisfaction”.Dr.Feigenbaum’s3basicstepsare:QualityleadershipModernqualitytechnologyOrganizationalcommitmentProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第25頁(yè)26QUALITYIMPROVEMENTPHILOSOPHIES

Dr.KaoruIshikawaHeiswellknownforhistotalqualityperspective,companywidequalitycontrol,hisattentiontothehumansideofquality,theIshikawadiagramandtheassemblyanduseofthe“sevenbasictoolsofquality”:Paretoanalysiswhicharethemainproblems?Causeandeffectdiagramswhatcausestheproblems?Stratificationhowisthedatamadeup?Checksheetshowoftenitoccursorisdone?Histogramswhatdooverallvariationslooklike?Scatterchartswhataretherelationshipsbetweenfactors?Processcontrolchartswhichvariationstocontrolandhow?Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第26頁(yè)27QUALITYIMPROVEMENTPHILOSOPHIES

Dr.GenichiTaguchiHehasintroducedtheextensiveuseofDesignofExperiments(DOE)inquality.DOEisastatisticalmethod(what-ifscenarios)thathelpsidentifywhichfactorsmayinfluencespecificvariablesofaproductorprocessunderdevelopmentorinproduction.Mostoftenusedontheproductoftheprojectratherthantheprojectitself,howevercouldbeusedindeterminingthemostefficientcrewofresourcestoputonanactivity.Qualityandreliabilityaredevelopedoff-line,duringtheproductdesignphase.Infactheconsideredbettertodesignarobustproduct,insensitivetovariationinthemanufacturingprocess,ratherthancontrollingvariationsduringmanufacturing.The3stagesoftheTaguchimethodologyare:SystemDesignParameterDesignToleranceDesignProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第27頁(yè)28QUALITYIMPROVEMENTPHILOSOPHIES

ShigeoShingoHeiswellknownfor:Just-in-Timemanufacturing,SingleMinuteExchangeofDie(SMED)systemPoka-Yoke(mistakeproofing)system.

InPokaYoke,defectsareexamined,theproductionsystemstoppedandimmediatefeedbackgivensothattherootcausesoftheproblemmaybeidentifiedandpreventedfromoccurringagain.PokaYokearesupposedtopreventerrorsfrombecomingdefectsInordertoavoidmakingmistakesorforgetsomething,theuseofchecklistsisfostered.TheidealproductionsystemshouldhaveZeroqualitycontrol.Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第28頁(yè)298.3–PERFORMQUALITYCONTROLProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第29頁(yè)308.3–PERFORMQUALITYCONTROLThisprocessinvolvesmeasurementoftheprocessorperformanceusingqualitycontroltools;anddeterminewhethertheycomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryresults.

PerformQualityControlispartoftheMonitoringandControllingProcessGroup.Agoodqualitycontrolsystemwill:SelectwhattocontrolSetstandardsEstablishmeasurementmethodsCompareactualstostandardsActwhenstandardsarenotmetProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第30頁(yè)318.3–PERFORMQUALITYCONTROLTheprojectteamshoulddothefollowingtoensurecompetencyinqualitycontrol:Conductstatisticalqualitycontrolmeasures,suchassamplingandprobabilityInspecttheproducttokeeperrorsawayfromthecustomerPerformattributesamplingtomeasureconformancetoqualityonaper-unitbasisConductvariablesamplingtomeasurethedegreeofconformanceStudyspecialcausestodetermineanomaliestoqualityResearchrandomcausestodetermineexpectedvariancesofqualityCheckthetolerancerangetodetermineiftheresultsarewithinorwithoutanacceptablelevelofqualityObservecontrollimitstodetermineiftheresultsareinoroutofqualitycontrolProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第31頁(yè)328.3–PERFORMQUALITYCONTROL

QualityControlGlossaryPrevention:keepingerrorsoutoftheprocessInspection:keepingerrorsoutofthehandsofthecustomerAttributesampling:theresultconforms,oritdoesnotVariablessampling:theresultisratedonacontinuousscalethatmeasuresthedegreeofconformitySpecialcauses:unusualeventsCommoncauses(alsocalledRandomcauses):normalprocessvariationTolerances:theresultisacceptableifitfallswithintherangespecifiedbythetoleranceControllimits:theprocessisincontroliftheresultfallswithinthecontrollimitProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第32頁(yè)33STATISTICALPROCESSCONTROLSPCisatoolusedtomanageprocesses.Itisalsousedasameanforreducingthevariabilityinproducts,deliveries,materials,equipment,attitudesandprocesses,whicharethecauseofmostqualityproblems.SPCwillfocusesonwhetheraprocessis“incontrol”–stableandexhibitingonlyrandomvariation,or“outofcontrol”andneedingattention.Italsogiveswarningsondecliningperformance,andcansupportwithlong-termdefectreduction,detectionofspecialorassignablecauses,decreaseorremovalofcausesofvariationandachievementofaclosestpossiblelevelofdesiredperformance.InSPC,data(numbers)arethebasisfordecisionsandactions,andathoroughandreliabledatarecordingsystemisfundamental.Furthemore,asetoftoolstoanalyseandinterpretthedataisrequired.OneofthistoolsisrepresentedbyCONTROLCHARTS.Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第33頁(yè)34CONTROLCHARTSAcontrolchartisastatisticaltoolusedtodiscriminatebetweenvariationinaprocessresultingfromcommoncausesorfromspecialcauses.Itisagraphicexhibitrepresentinghowstableaprocessisovertime.Controllimitsarethelimitsofvariationthatastatisticallycontrolledprocessshouldberespect.Controllimitsaresetat+/-3standarddeviations(3sigma)fromthecenterline.Controllimitsmustnotbeconfusedwithspecificationlimits,whichcorrespondtothedesiredprocessperformance.Inshort,controlcharts:MonitorprocessvariationovertimeDifferentiatebetweenspecialcauseandcommoncausevariationAssesseffectivenessofchangesCommunicateprocessperformanceProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第34頁(yè)35CONTROLCHARTSValuePercentCorrect+/?1sigma68.26percent+/?2sigma95.46percent+/?3sigma99.73percent+/?6sigma99.99percentProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第35頁(yè)36CONTROLCHARTSTIMEProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第36頁(yè)37CONTROLCHARTS:RULEOFSEVENUCLLCLAvg.UCLLCLAvg.UCLLCLAvg.UCLLCLAvg.TIMETIMETIMETIMEProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第37頁(yè)38HISTOGRAMSAHistogramisaverticalbarchartthatshowsthedistributionofadataset.AHistogramdoesnotrepresentprocessperformanceovertime.Shouldwecompareittoacontrolchart,thelatterwouldbelikeamovie,whiletheformerwouldbelikeasnapshot.Inshort,histograms:SummarizelargedatasetsgraphicallyComparemeasurementstospecificationsCommunicateinformationtotheteamAssistindecisionmakingProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第38頁(yè)39HISTOGRAMsampleAnalyzingnumberofshotsatacertaindistancefromatarget:Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第39頁(yè)40HISTOGRAMsampleTARGETHITSMISSESMISSESProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第40頁(yè)41HISTOGRAMSProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第41頁(yè)42HISTOGRAMSTARGETTARGETSmallamountofvariationLargeamountofvariationProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第42頁(yè)43HISTOGRAMSTARGETTARGETProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第43頁(yè)44HISTOGRAMSTARGETTARGETProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第44頁(yè)45HISTOGRAMSTARGETTARGETLSLLSLUSLUSLUSL:UpperSpecificationLimitLSL:LowerSpecificationLimitWITHINLIMITSOUTOFSPECSProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第45頁(yè)46HISTOGRAMSTwopeaksIsolatedislandunusualconditioninmaterialsandprocessesdataoftwoormoredifferentoriginsareincludedsuchasproductsproducedbytwodifferentmachines,operators,shifts,etc.)Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第46頁(yè)47PARETOCHARTAParetoChartis“aseriesofbarswhoseheightsreflectthefrequencyorimpactofproblems.Thebarsarearrangedindescendingorderofheightfromlefttoright.Thismeansthecategoriesrepresentedbythetallbarsontheleftarerelativelymoresignificantthanthoseontheright”.ThechartgetsitsnamefromtheParetoPrinciple,whichpostulatesthat80%ofthetroublecomesfrom20%oftheproblems

Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第47頁(yè)48PARETOCHARTParetoChartshelpbreakingbigproblemsdowntoissueswithamoremanageablesizeandindentifyingtheoneswhoaremorerelevant.Weconsiderthanthe“VitalFew”,i.e.theproblemstobeaddressedinthefirstplaceandthe“TrivialMany”,i.e.theoneswhoarenotcontributingmuch.Intheprocessofcontinuousimprovement,someofthetrivialmanycouldbecomevitalfew,oncewehaveaddressedandimprovedtheoriginalvitalmany.Inshort,ParetoCharts:BreaksbigproblemintosmallerpiecesIdentifiesmostsignificantfactorsShowswheretofocuseffortsAllowsbetteruseoflimitedresourcesProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第48頁(yè)49PARETOCHARTVerticalbarchartpresentingdefectsinorderofdecreasingoccurrence.Helpsidentifythe‘vitalfew’defects(the20%thataretypicallycausing80%oftheproblem.)“Thingsthatmattermostmustneverbeatthemercyofthingsthatmatterleast.”JohannGoetheTypeofFurnitureReturns-Store#11month’ssalesChairsCouchesFineDiningSetsLamps

BedsDressers6050403020100100%80%50%10%Projectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第49頁(yè)50PARETOCHARTExampleProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第50頁(yè)51PARETOCHARTExampleProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第51頁(yè)52FLOWCHARTSAFlowchart,akaFlowDiagram,isadiagramthatusesgraphicsymbolstodepictthenatureandflowofthestepsinaprocess.Duringanimprovementstage,ithelpsunderstandinghowthecurrentprocessworks.Inshort,flowcharts:PromoteprocessunderstandingProvidetoolfortrainingIdentifyproblemareasandimprovementopportunitiesDepictcustomer-supplierrelationshipsProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第52頁(yè)53FLOWCHARTsampleProjectqualitymanagement項(xiàng)目質(zhì)量管理專家講座第53頁(yè)54CAUSE-AND-EFFECTDIAGRAMSACause-and-EffectDiagramisahelpsrecognize,sort,andexhibitpossiblecausesofaspecificproblemorqualitycharacteristic.Itgraphicallyillustratestherelationshipbetweenagivenoutcomeandallthefactorsthatinfluencetheoutcome.Thistypeofdiagramissometimescalledan"Ishikawadiagram“becauseitwasinventedbyKaoruIshikawa,ora"fishbonediagram"becauseofthewayitlooks.Inshort,c