Your project management team is struggling with quality. What are the best tools to help them succeed?

QMS can help to set policies and procedures, enhancing organization and minimizing errors. My advice is to assess the maturity of the organizational culture for tye team, ensure clarity of project scope & goals,deliverables, milestones, Communication,Requirements...etc Clarity in these elements aids in measurement and commitment to quality??

Also, it can improve the quality of the internal and external communication by defining the communication rules, channels and responsibilities. The quality of the communication can be crucial to the success of a project.

To me,QMS like other systems formed based on five main components in closed control systems . First one is a control plan that works like set point,second one is standard lab that works like calibrated sensor third one is execution team that works like actuator the fourth one is true communication system that works like wires between all components and the main one is analyzer that works like a cpu or PID controller.so if all these components define correctly then QMS work more efficient.

When a project team is struggling with quality, it is often not because there is no QMS in place (that is, policies and procedures, but also QC, QA / auditing, an issue management process), but because there is often a lack of shared values, attitudes and behaviour within the organisation / team, in other words there are weaknesses in the organisational quality culture. When you focus on the QMS but you do not focus on the implicit elements of a quality culture (values, attitude, behaviour), it will be difficult to improve. There are a number of important quality culture indicators, but if you want to start somewhere: focus on 1) trust and transparency (we can learn from mistakes) and 2) help the team to establish critical thinking skills.

O Sistema de Gest?o da Qualidade (SGQ) oferece uma série de benefícios, incluindo a melhoria da qualidade dos produtos e servi?os, o aumento da satisfa??o do cliente, redu??o de custos operacionais, maior eficiência nos processos, melhoria da comunica??o e colabora??o interna, cumprimento de requisitos legais e regulamentares, aumento da competitividade no mercado, melhoria da imagem da organiza??o perante clientes e partes interessadas, maior capacidade de inova??o e adapta??o às mudan?as e o estabelecimento de uma cultura organizacional focada na qualidade e na melhoria contínua. O SGQ bem implementado contribui um ambiente de sintonia entre o time, onde a retroalimenta??o se torna uma cultura com grandes resultados.

Right now we are facing the same issue, In modular construction the business model is Manufacturing (Off-site) and Installation (On-site). Project management team facing several hurdles and quality issues are one of them, addressing quality issues are crucial for project progress but it is toughest task for Project managers, quality team involves at monitoring phase and list out the issues and find out the root causes. Firstly define the scope /origin of defect either from factory or site then developing Corrective Actions and Preventive Actions for each problem. The core tools for quality planning are RCA, CAPA and 5Why Analysis etc.

Las auditorias de Calidad son fundamentales para conocer realmente dónde están nuestros puntos débiles y poder corregir y mejorar en consecuencia. Nos ayuda para no caer solo en nuestro punto de vista y pensar que todo está bien y ordenado. Es muy importante asimilar el concepto de que una auditoria bien ejecutada, no busca generar problemas, sino que busca reflejar la realidad de la gestión para no caer en una anarquía interna.

In my experience, a product development requirements list is a good start. Having an outline on detailed requirements, most specially on quality requirements will help them map out what do they need to fulfill to meet the customer's requirements. APQP is usually a good start or in other companies they have a Product Development Procedure that outlines everything from "soup to nuts". By the way, effective gate review is also crucial, it doesn't matter how good the list of requirements are if you have a crappy gate review

Quality as an activity should never be separated. The project must meet the requirements of the key stakeholders for which the project manager is responsible. If these requirements are "outsourced" to the quality team, the project team will unfortunately assume that they are not responsible for quality, but that the quality team is. So, to put it simply, whoever does the delivery will also ensure quality through QA and QC methods.

Quality is behaviour, we need to ensure we instill the culture of quality in the resources as well as senior management. There are a few things that have helped me set up Quality Management Structure for my projects: - Identify the team, makers and checkers - Set up CTQ in alignment with client/End user - Clearly define the Measurement mechanism, set up calibration session between checkers as well as with associates. - Set up a structured feedback mechanism e.g Sandwich method - Ensure right sampling strategy (Random/Stratified etc..) - Ensure CA/PA usage, corrective and preventive action - Use Visual management like check list, warnings - Introduce Risk and Reward based on quality - Conduct RCA on and work on the root cause basis 5 why

Quality Control Tools: These help measure and maintain the quality of the project's deliverables. Examples include: 1) Control Charts: These are used to monitor the quality of the components in the project. 2) Check Sheets: These are used to collect data in a structured and organized manner to facilitate further analysis and action. 3) Pareto Charts: These help you prioritize the problems or defects that have the most significant impact on quality. 4) Cause and Effect Diagrams (Fishbone Diagrams): These help identify the root causes of defects in the project.

En toda etapa de desarrollo del sistema de calidad aplica la metodología PDCA. Es la mejor y más didáctica práctica. Planificar(Plan) Desarrollar/Hacer(Do) Controlar(Check) Mejorar(Act)

One great tool that can help project management team ensure quality and prevent re-occurance of quality issues is Fish Bone diagram. using it effectively needs a robust training all team members.

When allocating and concentrating resources in the intended areas, I always find that FMEA, Pareto, and BowTie are helpful. Organizations should have a reporting culture that includes looking into, reducing, or eliminating hazards as necessary using the predetermined matrix or criteria.

PARETO chart one of the most important tools using for quality control as the output of the analysis indicating the 20% of causes which leading to 80% of issues, problem and defects so by setting an effective corrective plan to solve the cause you will definitely get the required results of problem solving

As the quality is built during requirements, design and development phases, the quality processes including audits should focus on these activities more. I have seen that there is focus on identifying defects and preventing slippages rather than improving earlier activities. Usage of tools should be encouraged during these phases to detect gaps upfront. Also the communication needs to be strengthened to clear out any doubts rather than accepting or creating assumptions. Trainings should be conducted on how to accept deliverables from earlier phase going to next phase. Be brave to accept a no-go from one phase to other if all exit criterias are not met.

I feel project planning and involvement of stakeholders are key to success. We should implement QMS and flow down all requirements to the team. Evaluate the team for their understanding and make culture to follow Quality requirements. Weekly rhythm of review and internal Audit can be used for validating performance and finding an opportunity for improvement. In short we need to use the PDCA cycle. Plan- Do- check - Act

A simple tool such as functional assessment checklists or self-assessment checklists would be beneficial to Project Management Team to self-assure that all the requirements are met prior to moving to the next stage of the business process.

The question as written cannot be answered, as we have no context. “Quality Problem” - what does that mean? What is the problem measured against i.e what does “good” look like? Who is accountable/responsible for the area that is reporting the problem (I bet it’s not the Quality dept!) Having a problem that the quality dept can help resolve is one thing - but that doesn’t make it a quality problem. Start by getting the ownership correctly identified ??

Education and common sense ! Project management decisions cannot be in a vacuum specially when quality is a factor. Any PM with no clear understanding of quality implications must partner with a quality sme.