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Continuous Improvement
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The Plan-Do-Check-Act (PDCA) cycle is the basis for quality improvement, as defined by Walter Shewhart and later modified by W Edwards Deming The PDCA cycle is about creating a continuous long-term improvement cycle The details of the cycle are as follows:
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From the top of the organization (or even across companies, as they do in Japan), establish the objectives and processes necessary to deliver results in accordance with the expected output The goal is to ensure consistency in project management tools and methods Implement the new processes Everyone on the team is encouraged to look at innovative ways to improve the process flow, identify problems, and implement solutions (for example, stop to fix the problem when it occurs) Measure the new processes by collecting actual process data and compare the outcome against the expected results to verify that the target is being met
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8: Project Quality Management
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Analyze the differences to determine their cause Then make necessary adjustments to solutions and update action plans as needed Also, identify future steps to make sure the problem doesn t resurface Then you start the cycle again, thus continuing improvement
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Each PDCA step will be part of either one or more of the other PDCA steps
ISO (International Organization for Standardization)
An organization you should be familiar with that helps ensure quality is the International Organization for Standardization (ISO) Founded in 1946, ISO is an international organization composed of national standards bodies from over 75 countries for example, American National Standards Institute (ANSI) is a member of ISO ISO has defined a number of important computer standards, the most significant of which is perhaps OSI (Open Systems Interconnection), a standardized architecture for designing networks Although ISO defines itself as a nongovernmental organization, it has the ability to set standards that often become law Here are some examples of ISO standards:
ISO 9000 refers to a set of three standards (ISO 9000, ISO 9001, and ISO 9004) All three are referred to as quality management system standards For example, ISO 9004 provides a set of guidelines and is used to develop quality management systems The ISO 9000 standards apply to all kinds of organizations across many industries, including manufacturing, processing, forestry, electronics, steel, computing, legal services, financial services, accounting, banking, recycling, aerospace, and construction
The ISO 14000 family of standards addresses various aspects of environmental management The very first two standards (ISO 14001:2004 and ISO 14004:2004) deal with environmental management systems (EMS)
The other standards and guidelines in the family address specific environmental aspects, including labeling, performance evaluation, life cycle analysis, communication, and auditing
Six Sigma, Lean, and Kaizen Initiatives
Six Sigma and Lean are two quality initiatives that have emerged at higher levels of interest in government and commercial organizations These new initiatives, combined with the previous focus on Kaizen (continuous improvement), tend to add confusion to
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Q: A:
Is this a Six Sigma, Lean, or Kaizen project Which concept should I use According to the article Is This a Six Sigma, Lean, or Kaizen Project by Terence T Burton, This is a familiar question that is often [raised] by organizations In fact, it s the wrong question These concepts are nothing more than tools in your management toolbox You don t fix a watch with a hammer, and you get the same results when you deploy Six Sigma, Lean, and Kaizen incorrectly The fact is, a business problem is a business problem, and it needs to be fixed Understanding the application of these tools to various improvement opportunities is the key to success [10] With any tool, the application or use depends on the size and complexity of the project as well as the availability and affordability of the tool or model to use Before anyone can accurately answer the question of which initiative or tool to use on your specific project, you need a better understanding of the definition of each Otherwise, you run the risk of seeing each quality issue as a nail, thus limiting yourself to using only one tool (a hammer)
people trying to improve project or product quality A question that often comes up from clients and students alike is, Which concept (or initiative) should we use to improve quality on our projects
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