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1. Project Quality
Management Plan Checklist
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2. AGENDA
Agenda
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01
Agenda
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04
Agenda
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02
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05
Agenda
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03
Agenda
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06
2
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3. 3
QUALITY MANAGEMENT
ensures that an organization, product or
service is consistent. It is the ability of a
product or service to consistently meet
or exceed customers expectations.
QUALITY MANAGEMENT DEFINITION
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4. 4
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Quality Assurance
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Quality Control
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Quality Planning
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Quality Improvement
Quality
Management
FOUR MAIN COMPONENTS OF QUALITY MANAGEMENT
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5. 5
1920
1930
1940
1950
1960
1970
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Statistical Process
Control Charts
Statistical Process
Control Charts
Statistical Process
Control Charts
Statistical Process
Control Charts
Statistical Process
Control Charts
Statistical Process
Control Charts
EVOLUTION OF QUALITY MANAGEMENT
Your Company Name

6. Production Process
INSPECTION by
an inspection team
QUALITY CONTROL Usually takes
place at end of production process
Quality is seen as EVERYONE’S
Job, not just a small team of
inspectors!
Production Process
QUALITY ASSURANCE Focuses on
prevention where samples of part
finished goods are checked at different
times in production process
It’s about
PREVENTION rather
than just detection
CHECK QUALITY
6
QUALITY CONTROL Vs. QUALITY ASSURANCE
Your Company Name

7. 7
Customer-focused Organization
Leadership
Involvement Of People
Process Approach
System Approach To Management
Continual Improvement
Factual Approach To Decision Making
Mutually Beneficial Supplier Relationships
Principles Of
Quality
Management
8 PRINCIPLES OF QUALITY MANAGEMENT
Your Company Name

8. Students
Internship
FocusIndustry
Work
Unpaid
Center
Career
Interns
Services
Professional Industry
Companies
Option
Way
Get
FullTime
Part Time
Also
Job
Interested
Summer
customer
Internships
Many
Excellent
Job
Determine
Also
Looking
Help
Around
Latter
Training
Looking
Help
Students
Students
Internship
Excellent
Excellent
Get
Get
Get
Get
Get
Way
Way
Center
Center
Center
Get
Unpaid
Career
Career
Career
Training
Training
Summer
Summer
Part Time
Part Time
Part Time
Way
Latter
Latter
Latter
Looking
Looking
Looking
Professional
Professional
Way
Way
Interns
Companies
Companies
Companies
Determine
Industry
Industry
Industry
Industry Experience
Experience
Also
Also
Also
Also
Summer
Summer
Summer
Summer
Interns
Interns
Interns
Services
Services
Services Looking
Looking
Internships
Students
Students
Students
ManyMany
Option
Option
Option
Option
Option Option
Option
Option
Way
Way
Also
Also
Also
Interns
Latter
Internship
Excellent
Where Possible, They Should Aim
To Exceed Customer Expectations.
This Standard Relates To Customer
Needs And Customer Service.
A Business Should Understand
Their Customers And Seek To Meet
Their Requirements.
8
CUSTOMER FOCUS
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9. Marking customer needs and the needs of
other stakeholders understood throughout
the organisation.
Ensuring that relevant goals and targets
are directly linked to customer needs and
expectations.
Improving the performance of the
organisation to meet customer needs.
Ensuring the people have the knowledge
and skills requires to satisfy the
organization's customer.
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
9
BENEFITS OF CUSTOMER FOCUS
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10. A business should have clear
objectives and employees
should be actively involved in
achieving this.
This standard relates to the
direction of the organization.
10
LEADERSHIP
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11. 11
Establishing and communicating a clear
vision of the organisation’ s future.
Translating the vision of the organisation
into measurable goals and targets.
Empowered and involved people achieve
the organization's objectives.
Having an empowered, motivated, well
informed and stable workforce.
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
BENEFITS OF LEADERSHIP
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12. 12
This principle recognizes that an
organization is nothing without its
staff.
That their abilities should be
used to full effect for business
success.
INVOLVEMENT OF PEOPLE
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13. 13
People effectively contributing to
improvement of the policy and strategies
of the organization.
People sharing ownership of the
organization's goals.
People being involved in appropriate
decisions and process improvements.
People being more satisfied with their jobs
and being active involved in their personal
growth and development for the
organization's benefit.
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
BENEFITS OF INVOLVEMENT OF PEOPLE
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14. 14
02
03
04
01
Process
Approach
The process approach relates to
efficiency and the understanding
that appropriate processes will
speed up activities.
PROCESS APPROACH
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15. For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
Beneficial
Applications Of
The Principle
Include
Utilizing defines processes throughout the
organization will lead to more predictable results
better use of resources shorter cycle times and
lower costs.
Understanding the capability of processes enables
the creation of challenging goals and targets.
Adopting the process approach for all operation
results in lower costs prevention of errors control of
variation shorter cycle times and more predictable
outputs.
15
BENEFITS OF PROCESS APPROACH
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16. “Identifying, understanding and
managing interrelated processes
as a system contributes to the
organization's effectiveness and
efficiency in achieving its
objectives.” This means that
multiple processes are managed
together as a system which
should lead to greater efficiency.
16
SYSTEM APPROACH TO MANAGEMENT
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17. The creation of comprehensive and
challenging plans that link functional and
process inputs.
The goals and targets of individual
processes are aligned with the
organization's key objective.
A broader overview of the effectiveness of
processes which leads to understanding
the causes of problems and timely
improvement action.
Provides a better understanding of roles
and responsibilities for achieving common
objectives thereby reducing cross
functional barriers and improving.
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
17
BENEFITS OF SYSTEM APPROACH TO MANAGEMENT
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18. 18
01
02
This principle is very straight
forward: continual
improvement should be an
active business objective.
CONTINUAL IMPROVEMENT
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19. Strategies based on relevant data and
information are more realistic and more
likely to be achieved.
Using relevant comparative data and
information to set realistic and challenging
goals and target.
Data and information are the basis for
understanding both process and system
performance to guide improvements and
prevent future problems.
Analysing data and information from
sources such as people surveys
suggestion and focus groups to guide the
formulation of human resource policies.
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
19
BENEFITS OF CONTINUAL IMPROVEMENT
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20. 20
A logical approach, based on data
and analysis, is good business
sense. Unfortunately, in a fact paced
workplace, decisions can often be
made rashly, without proper thought.
The efficiency that will have been
imbued in the organization after the
implementation of prior principles will
allow decisions to be made with
clarity.
FACTUAL APPROACH TO DECISION MAKING
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21. Creating and achieving more competitive
business plan through the integration of
continual improvement with strategic and
business planning.
Setting realistic and challenging
improvement goals and providing the
resources to achieve them.
Involving people in the organization in the
continual improvement of processes.
Providing all people the organization with
the tools, opportunities and
encouragement to improve products
processes and systems.
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
21
BENEFITS OF FACTUAL APPROACH TO DECISION MAKING
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22. 22
MUTUALLY BENEFICIAL SUPPLIER RELATIONS
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23. Strategies based on relevant data and
information are more realistic and more
likely to be achieved.
Using relevant comparative data and
information to set realistic and challenging
goals and target.
Data and information are the basis for
understanding both process and system
performance to guide improvements and
prevent future problems.
Analysing data and information from
sources such as people surveys
suggestion and focus groups to guide the
formulation of human resource policies.
For Policy And Strategy Formulation
For Goal And Target Setting
For Operation Management
For Human Resource Management
Beneficial
Applications Of
The Principle
Include
23
BENEFITS OF MUTUALLY BENEFICIAL SUPPLIER RELATIONS
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24. 24
01
02
03
04
05
06
07
08
Performance
Quality
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Reliability
Quality
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Conformance
Quality
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Aesthetics
Quality
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Features
Quality
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Durability
Quality
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Serviceability
Quality
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Perceived
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DIMENSIONS OF QUALITY
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25. A quality product will perform as expected by the
user and as specified by the manufacturer. If
products do not do as buyers expect, users will be
disappointed and frustrated. Worse still poor
performing products get negative reviews and lose
sales and reputation.
Features are additional characteristics that enhance
the appeal of the product or service to the user. What
additional benefits will be added to the product? Will
they be they tangible or non-tangible benefits. For
example this could be after sales service, or
guarantees. Some features will be present in all
products but other features will only be found in
"quality" products. For example all cars have wheels,
steering wheel, gears, windows and seats but only
some cars have heated seats, assisted parking and
Bluetooth.
FEATURES
PERFORMANCE
25
THE DIMENSIONS: PERFORMANCE AND FEATURES
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26. The product consistent? Will it perform well over its
expected lifetime and perform consistently? Many
brands have developed trust with customers
because of their reputation for reliability.
Durability measures the length of a product’s life.
When the product can be repaired, estimating
durability is more complicated. The item will be used
until it is no longer economical to operate it.
Technically, durability can be defined as the amount
of use one gets from a product before it deteriorates.
DURABILITY
RELIABILITY
26
THE DIMENSIONS: RELIABILITY AND DURABILITY
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27. Serviceability refers to the promptness, courtesy,
proficiency and ease in repair when the product
breaks down and is sent for repairs.
Aesthetic aspect of a product is comparatively
subjective in nature and refers to its impact on the
human senses such as how it looks, feels, sounds,
tastes and so on, depending upon the type of
product. Automobile companies make sure that in
addition to functional quality, the automobiles are
also.
AESTHETICS
SERVICEABILITY
27
THE DIMENSIONS: SERVICEABILITY AND AESTHETICS
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28. It is the degree to which the product conforms to pre-
established specifications. All quality products are
expected to precisely meet the set standards.
An equally important dimension of quality is the
perception of the quality of the product in the mind of
the consumer. Honda cars, Sony Walkman and
Rolex watches are perceived to be high quality items
by the consumers.
PERCEIVED QUALITY
CONFORMANCE
28
THE DIMENSIONS: CONFORMANCE AND PERCEIVED QUALITY
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29. 29
• World Of Mouth
• Personal Needs
• Post Experience
Expected Service Perceived Service
Service
Delivery(including Per-
and Post Contacts)
External Communication
To Customers
Translation Of
Perceptions Into Service
Quality Specifications
Management
Perceptions Of
Consumer Expectations
PROVIDER
CUSTOMER
Gap 1 Gap 5Gap 4
Gap 3
Gap 2
SERVICE GAP MODEL
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30. GAP 1
Is the distance between what customers expect and what managers
think they expect - clearly survey research is a key way to narrow this
gap.
GAP 2
Is Between Management Perception And The Actual Specification Of The
Customer Experience - Managers Need To Make Sure The Organization Is
Defining The Level Of Service They Believe Is Needed.
GAP 3
Is from the experience specification to the delivery of the experience - managers need
to audit the customer experience that their organization currently delivers in order to
make sure it lives up to the spec.
GAP 4
Is the gap between the delivery of the customer experience and what is communicated to customers - all
too often organizations exaggerate what will be provided to customers, or discuss the best case rather than
the likely case, raising customer expectations and harming customer perceptions.
GAP 5
Is the gap between a customer's perception of the experience and the customer's expectation of the service -
customers' expectations have been shaped by word of mouth, their personal needs and their own past
experiences. Routine transactional surveys after delivering the customer experience are important for an
organization to measure customer perceptions of service.
30THE FIVE GAPS THAT ORGANIZATIONS SHOULD MEASURE MANAGE AND MINIMIZE
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31. 31
Design
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Service
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Ease Of Use
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Conforms To Design
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01 0302 04
DETERMINANTS OF QUALITY
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32. 02
01
04
03
Service
Quality
Customer Expectation
Often Change
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Different Customers Have
Different Expectations
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Each Customer Contact
Is A “ Moment Of Truth”
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Fail-safing Must Be
Designed Into The System
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32
CHALLENGES WITH SERVICE QUALITY
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33. 33
Loss Of Business
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Liability
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Costs (Rework, Scrap,
Warranty Cost, Etc.)
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Productivity (Rework, Defective
Output That Must Be Scrapped)
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The
Consequences
Of Poor
Quality
02
01
04
03
CONSEQUENCES OF POOR QUALITY
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34. 01
05
04
03
06
07
08
RESPONSIBILITY
FOR
QUALITY
Top Management
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Quality Assurance
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Packaging And Shipping
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Marketing And Sales
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Customer Service
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Production / Operations
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Procurement
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Design
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34
RESPONSIBILITY FOR QUALITY
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35. Total Cost
Of Quality
Cost Of Good
Quality
Cost Of Poor
Quality
Prevention
Appraisal
Internal Failure
External Failure
35
COST FOR QUALITY
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36. 36
External failure
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Internal Failure
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Prevention
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Appraisal
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01
02 03
04
Quality Improvement
COST FOR QUALITY GRAPH
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37. 37
Substandard
Service
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Poor
Designs
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Defective
Products
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Substandard Parts And
Materials In The Boxes.
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SUBSTANDARD
01
0203
04
ETHICS AND QUALITY
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38. 38
ADDITIONAL
SLIDES
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39. 39
Vision
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Goal
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Mission
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OUR VISION
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40. 40
OUR TEAM
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ANITA CLARK
Manager
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JENNY PARKER
Graphic Designer
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CAROL SMITH
CEO
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ROBIN SMITH
Director
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JOHE SMITH
Director-sales
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MARRY FINDER
Web Designer
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41. 41
ABOUT US
TOM PARKER
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Manager
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Graphic Designer
ANITA CARTERJOHN SMITH
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CEO
MARY SMITH
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Director
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42. 42
01
02
0304
05
TEXT HERE
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OUR GOAL
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43
COMPARISON
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44. 44
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50%
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70%
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90%
FINANCIAL
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45
QUOTES
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46
DASHBOARD
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47. 47
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LOCATION
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20182017 2019 2020 2021
48
TIMELINE
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49. 49
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POST IT
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50. 50
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PUZZLE
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51
TARGET
Your Company Name

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52
CIRCULAR
Your Company Name

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53
VENN
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Production
Attitude EffortLow High
High
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54
MATRIX
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55
SILHOUETTES
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56
SWIMLANES
Your Company Name

57. 57
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BULB FOR IDEA
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58. 58
01
02
03
04
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MAGNIFYING GLASS
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59. 59
2017 2018 2019 2020 2021
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BAR GRAPH
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60. 60
TEXT HERE
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Text
Here
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Here
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Here
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Here
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Here
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Here
Text
Here
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Here
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Here
FUNNEL
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61. 61
THANK
YOU
Address
# street number, city, state
Contact Numbers:
08785644562
Email Address:
emailaddress@123.com
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