Pillars of quality-TQM

1. 4 PILLARS OF QUALITY IN PROJECT.
PREPARE BY: SWAPNIL PATEL

2. Components of The House of Total Quality
The roof : management, social, technical, educational
subsystems;
The pillars of quality : (1)customer satisfaction,
(2)continuous improvement,(3) speaking with facts,
(4)respect for people;
The foundations : strategy management, process
management, project management, and performance
management;
The cornerstones : strategic planning, process
planning, project planning, and performance
planning;

3. 1ST PILLAR: Stakeholder Satisfaction (customer satisfaction)
• Identify all stakeholders
External stakeholders –customers, suppliers, the public
Internal stakeholders –shareholders and workers at all levels
Determine relevant quality standards
• Prioritize among the stakeholders
• Understand the prioritized stakeholders’ requirements.
• Develop standards to ensure the requirements are met.
• Make tradeoff decisions.

4. 2ND PILLAR: Process Management(continuous
improvement)
•To effectively manage project processes, project
managers need to understand, control, and
improve them
•Process Understanding with a SIPOC Model
•Process Improvement with a PDCA Model

5. Process Understanding with a SIPOC Model
• All work flows from suppliers, through the project, to customers
• Use a supplier-input-process-output-customer (SIPOC) model to
envision this flow
• Think backward from the project’s customer
• Determine if the process is capable of creating project deliverables
• Design quality into the processes.

6. Process Improvement with a PDCA Model
• Processes can be improved in a continuous or breakthrough fashion
• Slow and steady improvement is a good foundation
• Substantial improvement requires a breakthrough
• Models exist to guide the improvement process
• Models may be based on the plan-do-check-act (PDCA) improvement cycle
• Some sources say that Walter Shewhart is considered the grandfather of TQM that was
further popularized by Deming.
• Shewhart developed statistical tools to examine when a corrective action must be
applied to a process.
• He invented control chart techniques (control charts are a tool and technique of the
Perform Quality Control process) and was also the inventor of the Plan-Do-Check-Act
cycle

7. 3RD PILLAR: Fact-Based Management(speaking with
facts)
1. Understanding variation
• Common cause vs. special cause
• Something unusual is happening
2. Deciding what to measure
• Avoid not measuring anything
• Avoid measuring many things just to be sure
• A milestone schedule with acceptance criteria can provide useful
measures
• Lessons learned from previous projects
• Agree on what measures, when, and under what circumstances

8. 3RD PILLAR: Fact-Based Management(speaking with
facts) Cont….
3. Working correctly with data
• Data are representations of facts using a measurement process
• The person closest to the situation should collect the data
• Ensure data are complete, accurate, timely
• Turn raw data into information useful to decision makers
4. Using the resulting information appropriately
• Encourage truth and transparency in communications
• Use information to challenge opinions and decisions

9. 4TH PILLAR: Empowered Performance
(respect for people)
• Have capable and willing workers at every level/function within a
company
• Corporate leaders develop the organizational culture
• Project sponsors and managers develop the project culture
• Recognize individuality
• Capitalize on individual strengths
• Emphasize individual responsibilities
• Use appropriate collaboration

10. Summary of Core Concepts