12 Managing Conformance Steel doesn t always fit

12 : Managing Conformance Steel doesn’t always fit and there are many reasons for it. A detailer can goof. The shop can goof. Even worse, Murphy can goof, and when I say Murphy, I mean an accumulation of tolerances, all added, like eighty-six basic steel tolerances, plus shop tolerances, plus the field tolerances. When they all add up to a misfit, then we have to address it. But we have troubleshooters on each job and they resolve them Gene Miller, Mosher Steel © Graham M Winch Riding the Project Life-cycle 1

Managing Conformance • the principles of conformance management systems – the quality model – QUENSH systems • creating a culture of improvement – quality awards and self-assessment • standardisation and pre-assembly • conformance management in a project environment © Graham M Winch Riding the Project Life-cycle 2

The Principles of Conformance Management • • inspection quality control quality assurance approaches to quality management – empowerment<>blame orientation – reactive <> proactive © Graham M Winch Riding the Project Life-cycle 3

Conformance Management empowerment total quality management quality assurance quality control inspection blame orientated © Graham M Winch reactive proactive 4

What is Conformance to Quality? • the notion of tolerance • acceptable quality level – sampling approach • zero defects – “quality is free” - Crosby • the quality loss function • process capability • reliability engineering © Graham M Winch Riding the Project Life-cycle 5

Quality Loss Function and Zero Defects Approaches to Conformance quality loss function © Graham M Winch Riding the Project Life-cycle zero defects 6

Process Capability © Graham M Winch Riding the Project Life-cycle 7

Reliability Engineering • failure mode and effects analysis – – probability of occurrence probability of detection severity of impact the Risk Priority Number • the reliability profile – design life set in relation to life-cycle cost analysis © Graham M Winch Riding the Project Life-cycle 8

design life commissioning The Reliability Profile total risk of failure due to wear out risk of failure due to nonconformance externally induced failures time © Graham M Winch Riding the Project Life-cycle 9

Inspection • “conformity evaluation by observation and judgement accompanied as appropriate by measurement, testing or gauging” • the audit approach • sampling • requires dedicated resources © Graham M Winch Riding the Project Life-cycle 10

Quality Control • “the part of quality management focused on fulfilling quality requirements” • the 7 QC tools – Ishikawa • • process maps cause and effect diagrams data logging statistical process control © Graham M Winch Riding the Project Life-cycle 11

Pareto Diagram : The Causes of Defects © Graham M Winch Riding the Project Life-cycle 12

Ishikawa Diagram: The Causes of Accidents © Graham M Winch 13

Quality Assurance • “the part of quality management focused on providing confidence that quality requirements will be fulfilled” • quality management systems – first party – second party – third party (ISO 9001 -2000) • • • quality policy and the project quality plan QA certification arrangements the Glaxo project QA plan BS 8800 ISO 14001 © Graham M Winch Riding the Project Life-cycle 14

The UK’s QA Certification Arrangements Department of Trade and Industry British Standards Institute policy and standards UK Accreditation Service accreditation Certification Body assessment and surveillance application for certification Firm © Graham M Winch 15

Creating a Culture of Improvement • the limitations of inspection, QA and QC – first order control loops – operationally orientated • TQM as a project philosophy – the culture of the project - its values – safety culture • creating a culture of improvement • quality awards and self-assessment © Graham M Winch Riding the Project Life-cycle 16

Generating a Culture of Improvement • “the part of quality management focused on increasing the ability to fulfil quality requirements” • empower those doing the work • training is crucial for success • organisational learning is the aim • align incentives with desired performance • senior management commitment is essential © Graham M Winch Riding the Project Life-cycle 17

Quality Awards and Self-Assessment • the EFQM model – Baldridge in US • • framework for developing a vision develop understanding of the business enter for the European Quality Awards diagnostic tool to enable – benchmarking – self-assessment © Graham M Winch Riding the Project Life-cycle 18

Standardisation and Pre-assembly • standardisation – standard components and modules – economies of scale • pre-assembly – pre-fabrication and sub-assemblies – controlling the working environment • mass customisation – combining the two – volumetric modules © Graham M Winch Riding the Project Life-cycle 19

Quality Management in a Project Environment • issues – incremental cycles of improvement – repeated sampling – equity in investment and return • applications – sampling is at the component/ sub-assembly level – standardisation across projects – measuring process capability • empowering the workforce © Graham M Winch Riding the Project Life-cycle 20