Customizing Quality Management Practices †Free Samples to Students

Question: Discuss about the Customizing Quality Management Practices. Answer: Introduction: Quality is the major criteria for any organisation as it determines the performance of the organisation. However, quality management is a recent term, which is done by the organisations in order to enhance its popularity and brand value, increase the work efficiency and profit and protect against threats. The report focuses on how quality management factors can be applied to a project. Project can be defined as a set of task interrelated with each other to develop precise products and distinctive services. Quality management is one of the eight main processes that constitute a project. The purpose of the project is to discuss the application of quality management in project management. There are very less number of empirical researches that can establish a relationship between quality and project management. Among those the data that has been collected from Israel is used for discussion with help of concepts of quality management. A conceptual explanation of usage of different tools for managing in project management forms a bridge between these two. This incorporates two important factors- holistic use of components of QM and area-specific application of QM theories (Barad Raz, 2000). 12 different QM components have been identified for holistic usage. Some of them are- commitment of management, benchmarking, design and supplier QM and others (Chartier et al., 2017). In accordance with the data obtained from the inter-relationship of these components some results are found, which are-product quality is affected by holistic application of these OM practices which can be proved by employee strength and customer focus, training and involvement of employee are correlated with these QM components proving people as a key element, few components are correlated with each other like commitment of management, customer focus, supplier QM , good management commitment is insufficient condition to achieve superior product quality (Marcelino-Sdaba et al., 2014). Application QM in projects is actually adapting the QM practices for specific area (Sallis, 2014). Data is gathered from several industries like machinery, electronics as well as service industries. In this case, the component leadership has direct effect on team and training, whereas operational result is influenced by information and management of supplier. The two factors have many similarities with respect to QM components. Benchmarking, training are some common components, whereas commitment of management is similar to leadership. Information component is the only exception, which is not common to both studies (Barad Raz, 2000). From the perspective of operational results, some experts who had investigated manufacturing area, emphasized on product quality, whereas other experts who had investigated logistics area emphasized cost performance of logistics, order cycle time and efficiency of transactions. Application of QM in project management: According to the survey in 1998, the association of QM practices in project management and its efficiency is clearly viewed by comparing project management outcomes with perceived contribution of practices. A project success depends on simulation, brainstorming and subcontractor management mainly and on cause and effect analyses and training programs minutely (Burke, 2013). Collection of project management practices is the result of the concept of holistic usage of QM practices and can be divided into three clusters. The largest cluster is associated with the processing core of project management. Benchmarking, process planning, customer focus are the QM practices which mainly influences this sectors whereas internal information and process control has the less impact (Sallis, 2014). The next cluster contains different background practices which involves QM components commitment of management and training. The last cluster is related to domain of solutions of problems, which is done by analysis of process control and project planning. Influence of quality management components affects performance level and operational outcomes of project management (Marcelino-Sdaba et al., 2014). Frequent plan changes, emergency meetings and ratio of invested effort to required effort are the process performance characteristics whereas customer satisfaction, product quality measures in absence of errors are operational outcomes. These outcome variables determine the quality of the project management. Performance of a project management process is improved on the basis of training (Zhang, Linderman Schroeder, 2014). The low ranked outcomes like process stability and product quality can be improved by QM components plan stability and supplier management. High ranked outcome like customer satisfaction is linked with QM components like customer focus and usage of internal information. Recommendations: Analysing various application of Quality Management factors in Project Management some recommendations can be made like- improvement of process control will improve process stability, training improvement and human resource development will enhance the quality of the project and commitment in management will improve customer focus. Conclusion: Therefore, the report concludes that from a general viewpoint, application of different Quality Management components in Project Management determines the quality of the project. Training, supplier management and benchmarking are the major important application of QM components. The outcome variables of different practices indicate the areas where improvement is required for project management. References: Barad, M., Raz, T. (2000). Contribution of quality management tools and practices to project management performance.International Journal of Quality Reliability Management,17(4/5), 571-583. Burke, R. (2013). Project management: planning and control techniques.New Jersey, USA. Chartier, L. B., Cheng, A. H., Stang, A. S., Vaillancourt, S. (2017). Quality improvement primer part 1: Preparing for a quality improvement project in the emergency department.Canadian Journal of Emergency Medicine, 1-8. Marcelino-Sdaba, S., Prez-Ezcurdia, A., Lazcano, A. M. E., Villanueva, P. (2014). Project risk management methodology for small firms.International Journal of Project Management,32(2), 327-340. Sallis, E. (2014).Total quality management in education. Routledge. Zhang, D., Linderman, K., Schroeder, R. G. (2014). Customizing quality management practices: a conceptual and measurement framework.Decision sciences,45(1), 81-114.