Yarmouk University

Hijjawi Faculty For Engineering Tech

Project Management
and
Quality Control

Dr. Abdel-Karim Al-Tamimi

altamimi@yu.edu.jo
Fall 2012
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Lecture Overview
Introduction to Quality Control and
Management
Quality Throughout History
The Development of Quality Management
Defining Quality
Quality for the Customer

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Quality Throughout History

Quality is synonym to durability (Sphinx, Egypt)
There are four levels at which we determine
quality:
Universal
Cultural
Social
Personal

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Quality Throughout History

Understand the customer sense of quality is
hard

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Quality in Art and Engineering

There is two aspect of quality (aesthetic and
functionality)

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Quality Before Business

Standardization in law and medicine
External Standards
Internal Standards

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Ancient Quality: Maintaining, But

Rarely Improving
There was no standard way of making
improvements happen
Lasting principles lead to similar methods to
achieve good results, but the best application of
those principles changes in different situations

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The Development of Quality

Management
The two most essential ideas at the
core of quality management are:
Standardization
Empiricism , Mathematics, and
Scientific Method

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Standardization
Standard: a defined, observable measurable
target, goal, or requirement to which we try to
confirm
Standardization: is the process of finding out
if we are conforming to the standard and then
correcting what we do, so that we conform
more closely to the standard

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Standardization
To standardize something, we have to:
Understand the standard
Have a way of comparing the thing or process to the
standard
Know how much variation from the standard is
acceptable
Take action when items do not meet the standard
throw them away or fix them, and perhaps fix the
process that created them
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Empiricism , Mathematics, and

Scientific Method
Steps of a scientific method:
Observe something in nature or reality
Create a hypothesis: a statement of a possible reason
why the observed event happens
Design a test, that will give observable results that
can be interpreted to evaluate the hypothesis
Perform the test and record the results
Evaluate the results of the test. If a test confirms a
hypothesis, then it moves towards being a theory,
which is simply an accepted hypothesis
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Quality and Standardization Cases

Smeaton and the Eddystone lighthouse
Industrial Standardization in the 1800s

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Industry Standards
1800 mid 1800s
Define part
specifications
1871 1914
and what is an
acceptable
Introduce
tolerance
feedback system,
governance, and
regulation

Late 1800s
Introduced
inspection:
reworking or
discarding

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Scientific
Management
13

Scientific Management
Scientific management is the direct predecessor
of all of quality management

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Scientific Management
First. Find, say, 10 or 15 different men (preferably in as many separate
establishments and different parts of the country) who are especially
skillful in doing the particular work to be analyzed
Second. Study the exact series of elementary operations or motions
that each of these men uses in doing the work that is being
investigated, as well as the implements each man uses
Third. Study with a stopwatch the time required to make each of these
elementary movements and then select the quickest way of doing each
element of the work
Fourth. Eliminate all false movements, slow movements, and useless
movements.
Fifth. After doing away with all unnecessary movements, collect into
one series the quickest and best movements as well as the best
implements

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Scientific Management
Use observation, measurement, and experiments to
improve work processes as well as engineering
practices.
Set standards from experiments, then manage the
work to bring everyone to the level of the standard
Management has a key responsibility to work with
the workers, guiding with the knowledge provided
by science, but doing it in a way that results in
cooperation
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Scientific Management
PDCA (Plan, Do, Check, Act) [allows iterations]
Plan. Establish the objectives and processes necessary to
deliver results in accordance with customer requirements
and the organization's policies
Do. Implement the processes
Check. Monitor and measure processes and product
against policies, objectives, and requirements for the
product and report the results
Act. Take actions to continually improve process
performance
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Barriers to Adopt Quality

Management in North America
The need for quality management was ignored
till 1970s (international competition)

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Applying Science to Business

The R&D Function
Operation Research

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Defining Quality
Quality definition pulls together ideas from four
disciplines :
Philosophy,
Economics,
Marketing,
Operations Management,

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Figuring Out What Customers Want

The customer doesnt know, and no one can decide for the
customer
Each person has unique preferences, but we try to build one
product that will satisfy many people
It takes time and money to work with the customer to define
quality. It takes many types of expertise and analysis to work
with the customer to define quality
Customers react to experience, not just to products
Customers are complicated
The real final value of the product is often not perceived
before, or even soon after, the time of purchase
Influencing customer desires through branding and marketing
is an alternative to finding out what the customer really wants
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Talents of Quality Managements

We need people skills to elicit customer
requirements and manage the team to deliver to
those requirements
We need skills with data and information to
form customer requirements into a technical
specification and to plan the work
We need physical skills with things to actually
make our products and services and deliver
them
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Quality Management Process

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Requirements Elicitation
Requirements elicitation is a dialog
Final results of the requirements elicitations:
A solution
A capability
Functionality or feature
The product or service

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Conformation to Specifications
Conformance to Precise and Imprecise
Specifications
Controlling Changes to the Specification
Customer Specifications, Stakeholder
Specifications, and Standards

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Managing Errors

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Error on The Human Side

Want everyone on the team to care about quality

Want everyone to have the necessary skills
Quality is a team effort
Error is part of being human
Who do you want to find the error?
Would you rather have the team find it, so you can
fix it?
OR would you rather have the customer find it?

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Error on The Technical Side

This includes both the design used to check the
error and the checking process
In inspection, we examine every instance of the
product
In statistical quality control (QC), we examine a
sample and then apply statistics

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Making Quality Real

First, we defined what product or service will add value for
the business. Used requirements elicitation to solve the problem
of finding out what customers want (source of most errors)
If we have a good requirements specification, then we can
plan how to create something to meet the specification, do the
work, check it with inspection and QC, and act to correct
errors, and prevent repetition of errors (PDCA)
Some companies have pursued and achieved quality
consistently for many years. The trick is to set up systems that
allow in very little error, and then eliminate the error that
remains
The purpose of this is to satisfy the customers wants and
needs
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Quality for the Customer

Quality for the customer can viewed from three
perspectives:
The customer perspective
Customer quality from business perspective
Customer quality from the technical perspective

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Quality in Customer Service

Really good customer service responds to a
mistake with a full apology, corrective action,
and sometimes an additional gift
It is not unusual that, sometimes, making and
correcting a mistake wins us a loyal customer

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Defining Quality for Consumers

We need to address the following issues:
Identifying customer groups
Describing each customer group
Defining the customer requirements specifications

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Business Customers
How does our product or service improve the
customers bottom line?
What roles or job titles define the decision
makers in the selection of this product or
service?
What are the key factors in the decision? If
there is direct competition, what would make us
better? If there is not, how can we demonstrate
to our customers the value of what we do?
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The Customer/Quality Divorce

Chip that lasts 15 years (expensive) , outdated
after 2-3 years
Local transit company wants to keep their buses
on schedule (quality in time scheduling). But it
is impossible for the bus drivers to keep their
timetables if they have to stop for passengers

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The Customer/Quality Divorce

The root causes of these problems:
Internal managers and workers have no connections
with the customer
Companies dont promote an empowered culture with
customer focus
Companies dont use enough common sense and
process mapping
Quality improvement begins by reducing cost, but
ultimately offers more by improving value
We are doing a great job, but nobody knows it
We improved, but so did everyone else
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The Voice of the Customer

The voice of the customer is an approach that developed in the
early 1990s in North America
Do we really know what the customer wants? Or do we
need to find a way to gather or check customer
requirements?
Do we know if this issue really matters to the customer?
Lets make sure before we fix what isnt broken
Do we really know the customers view and issues on the
problem were working on? Or, are we doing the customers
thinking for them, instead of listening to them?

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Resources
Chapters 1-4 from S. Kemp, Quality Management
Demystified", 1st Edition. ISBN: 0071449086

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Questions

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