Quality management procedures

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I. Contents of quality management procedures

Purpose
The purpose of the Quality Management Procedure is to:

To define the projects quality requirements and responsibilities.

To describe how the quality of the project will be managed and what is required to
achieve this.

Quality Requirements
Quality Objectives
The following quality objectives will have to be fulfilled by the project.
Project related quality objectives:

The project will be completed according to the approved schedule as defined within the PMP
and any approved Change Requests.

The project will be conducted according to any and all associated contracts between Flinders
University and third party suppliers.

All project deliverables, including documents, code, test results, implemented systems and
hardware will be presented to the relevant project stakeholders for review and approval
according to approved delivery schedule.

The relevant project stakeholders will review deliverables in a timely manner allowing
updates and final approval within the approved delivery schedule.
Product related quality objectives:

The project stakeholder review is intended to ensure that the project deliverables meet all
approved specifications.

Procedure Requirements
The following table defines the Project Management procedures and deliverables that will be
used in the running of the project. Collectively these processes and procedures form the basis of
the quality plan that will be used on the project.
The Project Manager is responsible for ensuring that all relevant the project management
deliverables listed in the table below are created and applied for the project.

Procedure / Deliverable
Name
Project Management
Plan

Procedure Description
To capture the essence of the project in terms of project
profile, conditions, and planning and success criteria of
the project.
To clearly state the project scope boundaries for the
solution to be delivered (what is included, what is
excluded), and the related responsibilities.
Also includes:

Scope Management Plan

Communication
Management Procedure
Procurement
Management Procedure
Assignment Descriptions

Task Effort Tracking

Risk and Issue

Management Procedure

Project Risk Assessment

Project Financial Report

Business Case
Identification of Stakeholders
Communication Plan
Deliverable Review and Acceptance Procedure
Work Break Down Structure
Project Organisation Structure and definition of
Roles and Responsibilities
Release Plan
Deliverable Review and Approval Process
To manage the scope of the project throughout its
lifecycle
To define the communication activities, roles and
responsibilities, frequency etc that are to occur
throughout the project.
To define the process in which procurement is
undertaken for the project. The procurement plan is
contained within the PMP.
To define the assignment for each individual on the
project Team.
To evaluate the success of a resource's assignment.
To serve as a reference for individual performance
assessment
To serve as a mechanism to record actual effort
spent on project tasks and for estimating effort
remaining to complete tasks.
To support project tracking of delivery schedule
and cost
To specify who will be responsible for managing
the project's risks and issues.
To specify the project's risk and issue management
process.
To specify the parameters to be used when
evaluating and classifying the project's risks and
issues
To rate the project in terms of pre-defined categories.
To record and track the financial performance of the
project.

Procedure / Deliverable
Name
Work Break Down
Structure
Key Decision Log
Change Requests
Change Request Register
Risks and Issues

Risk and Issue Register

Defect Management
Defect Register
Status Report

Work Schedule

Project Completion
Report
Human Resource Plan

Development Process

Implementation Plan

Procedure Description
Refer PMP
To record and centralise key decisions
To formally document changes the project.
To provide information to facilitate stakeholders
making a decision regarding a change request
To formally document and keep track of a
requested change to the project.
To describe project risks, and document the
analysis and decisions taken on them.
To describe project issues, and what was done, is
being done, and will be done about to resolve them.
To track the project risks and issues.
To record, assign severity, assess and analyse, assign to
resources, record resolution and track defects found
throughout the testing process of a project.
To formally document and keep track of defects raised
throughout a project.
To provide an overall status on project performance
based on pre-established performance indicators, at
a pre-established frequency.
To facilitate the project control and decisionmaking processes
To organize and assign work items in accordance
with the selected release strategy identified in the
Master Plan
To establish the project schedule baseline and
progress tracking items
To communicate responsibilities for identified
deliverables
To evaluate the project with regard to its initial
success parameters.
To provide feedback to the client, stakeholders, and
members of the project team
To list the responsibilities of each resource within
the project team.
To describe when and how human resources will be
brought on and taken off the project team.
To identify the competency required for each
identified role.
To establish and communicate the activities that
will take place to develop the expected competence
from team members
To define the process to be followed to produce the
project deliverables. This process identified the quality
reviews actions that are to be undertaken and who
undertakes these reviews.
This process is defined within the PMP.
To plan production implementation and postimplementation activities.
To describe and quantify resources required to
implement the system.
To describe and quantify resources and that will
use, operate, support, and maintain the system once
implemented
This process is defined within the PMP.

==================

III. Quality management tools

1. Check sheet
The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
read by observing the location and number of marks on
the sheet.
Check sheets typically employ a heading that answers the
Five Ws:

2. Control chart

Who filled out the check sheet

What was collected (what each check represents,
an identifying batch or lot number)
Where the collection took place (facility, room,
apparatus)
When the collection took place (hour, shift, day of
the week)
Why the data were collected

Control charts, also known as Shewhart charts

(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
In addition, data from the process can be used to
predict the future performance of the process. If
the chart indicates that the monitored process is
not in control, analysis of the chart can help
determine the sources of variation, as this will
result in degraded process performance.[1] A
process that is stable but operating outside of
desired (specification) limits (e.g., scrap rates
may be in statistical control but above desired
limits) needs to be improved through a deliberate
effort to understand the causes of current
performance and fundamentally improve the
process.
The control chart is one of the seven basic tools of
quality control.[3] Typically control charts are
used for time-series data, though they can be used
for data that have logical comparability (i.e. you
want to compare samples that were taken all at
the same time, or the performance of different
individuals), however the type of chart used to do
this requires consideration.

3. Pareto chart

A Pareto chart, named after Vilfredo Pareto, is a type

of chart that contains both bars and a line graph, where
individual values are represented in descending order
by bars, and the cumulative total is represented by the
line.
The left vertical axis is the frequency of occurrence,
but it can alternatively represent cost or another
important unit of measure. The right vertical axis is
the cumulative percentage of the total number of
occurrences, total cost, or total of the particular unit of
measure. Because the reasons are in decreasing order,
the cumulative function is a concave function. To take
the example above, in order to lower the amount of
late arrivals by 78%, it is sufficient to solve the first
three issues.
The purpose of the Pareto chart is to highlight the
most important among a (typically large) set of
factors. In quality control, it often represents the most
common sources of defects, the highest occurring type
of defect, or the most frequent reasons for customer
complaints, and so on. Wilkinson (2006) devised an
algorithm for producing statistically based acceptance
limits (similar to confidence intervals) for each bar in
the Pareto chart.

4. Scatter plot Method

A scatter plot, scatterplot, or scattergraph is a type of

mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data.
The data is displayed as a collection of points, each
having the value of one variable determining the position
on the horizontal axis and the value of the other variable
determining the position on the vertical axis.[2] This kind
of plot is also called a scatter chart, scattergram, scatter
diagram,[3] or scatter graph.
A scatter plot is used when a variable exists that is under
the control of the experimenter. If a parameter exists that
is systematically incremented and/or decremented by the
other, it is called the control parameter or independent
variable and is customarily plotted along the horizontal
axis. The measured or dependent variable is customarily
plotted along the vertical axis. If no dependent variable
exists, either type of variable can be plotted on either axis
and a scatter plot will illustrate only the degree of
correlation (not causation) between two variables.
A scatter plot can suggest various kinds of correlations
between variables with a certain confidence interval. For
example, weight and height, weight would be on x axis
and height would be on the y axis. Correlations may be
positive (rising), negative (falling), or null (uncorrelated).
If the pattern of dots slopes from lower left to upper right,
it suggests a positive correlation between the variables
being studied. If the pattern of dots slopes from upper left
to lower right, it suggests a negative correlation. A line of
best fit (alternatively called 'trendline') can be drawn in
order to study the correlation between the variables. An
equation for the correlation between the variables can be
determined by established best-fit procedures. For a linear
correlation, the best-fit procedure is known as linear
regression and is guaranteed to generate a correct solution
in a finite time. No universal best-fit procedure is
guaranteed to generate a correct solution for arbitrary
relationships. A scatter plot is also very useful when we
wish to see how two comparable data sets agree with each

other. In this case, an identity line, i.e., a y=x line, or an

1:1 line, is often drawn as a reference. The more the two
data sets agree, the more the scatters tend to concentrate in
the vicinity of the identity line; if the two data sets are
numerically identical, the scatters fall on the identity line
exactly.

5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific event.
[1][2] Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify potential
factors causing an overall effect. Each cause or reason for
imperfection is a source of variation. Causes are usually
grouped into major categories to identify these sources of
variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates

6. Histogram method

A histogram is a graphical representation of the

distribution of data. It is an estimate of the probability
distribution of a continuous variable (quantitative
variable) and was first introduced by Karl Pearson.[1] To
construct a histogram, the first step is to "bin" the range of
values -- that is, divide the entire range of values into a
series of small intervals -- and then count how many
values fall into each interval. A rectangle is drawn with
height proportional to the count and width equal to the bin
size, so that rectangles abut each other. A histogram may
also be normalized displaying relative frequencies. It then
shows the proportion of cases that fall into each of several
categories, with the sum of the heights equaling 1. The
bins are usually specified as consecutive, non-overlapping
intervals of a variable. The bins (intervals) must be
adjacent, and usually equal size.[2] The rectangles of a
histogram are drawn so that they touch each other to
indicate that the original variable is continuous.[3]

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