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DRIVE-Fall 2014
PROGRAM/SEMESTER-MBADS (SEM 4/SEM 6) MBAFLEX/ MBAN2 (SEM 4) PGDPMN (SEM 2)
SUBJECT CODE & NAME-PM 0017 –PROJECT QUALITY MANAGEMENT
Q1. What is quality assurance? Explain the inputs , outputs and tools of quality assurance process.
(Definition of quality assurance, Description of inputs to quality assurance Description of tools and techniques used for quality assurance, Description of outputs of quality assurance)1, 3,3,3
Ans.
Quality assurance
Assurance is the process of gaining stakeholders confidence by providing evidence that the quality-related activities are being performed effectively and the planned actions will be completed to produce a product or service that will satisfy the stated quality requirements.
Q2. Write short notes on
(PDCA cycle, Quality audits)5,5
Ans.
PDCA cycle
The Plan-Do-Check-Act (PDCA) cycle is as follows:
Plan: This is the beginning point where the process will have to be selected. This process if executed correctly indicates the greatest opportunity for success, at first; it may be useful to select the process which indicates the biggest potential for the successful improvement and also maybe the “easiest” one. The team may face less difficulty while working through the model the first time, and both the team and the management will be encouraged by the success. After selecting the right process, the change should be analysed and planned.
Q3 Describe the Enterprise Project Management Model(EPM)
(Definition-2, Model which supports EPM-2, Implementation of EPM-3, Advantages of EPM-3) 10 marks
Answer.
Definition
It gives an overall view of the resources and the project management activities and brings in quality and
success of the project management i organisation. Enterprise project management operation is a strategic choice by the organisation to modify the way decisions are made, resources allocated to projects, projects are being selected, and the way projects are folded down. EPM is the dedication of the organisation to doing work through projects, where appropriate, and obtaining more benefits from projects.
Q4 Explain the project management value initiative
(General description of project management value initiative-4, six steps in the project initiative program -6) 10 marks
Answer.
Project management value initiative
The value initiative program focuses on educating the measurement team on the project management value measurement program. This helps the team to understand the program and enables them to clearly recognise the program’s goals and objectives. The organizational construct which will affect the project management value measurement program are the stakeholders, the organisational mission and strategies, the organisational structure, the key business process, the project
Q5 Briefly explains the seven forces involved in the success of quality in project management.
(Explanation of: Placing the budgetary considerations ahead of the quality-2, Placing schedule considerations ahead of quality-1, Placing political considerations ahead of quality-1, Being arrogant-1, Lack of fundamental knowledge, research or education, the principles of quality assurance-2, Pervasively believing in entitlement-2, Practicing autocratic behaviours, resulting in “enrolment”-1) 10 marks
Answer.
Placing the budgetary considerations ahead of the quality: As per this root cause category, management does not understand the fundamental concept of the cost of quality, as defined by Philip Crosby and Frank Gryna. Obtaining quality in performance and service is still viewed as an expense, rather than an indispensable element for profitability. Major decisions are made based on accounting principles that do not recognise the idea of the cost of (poor) quality.
Placing schedule considerations ahead of quality: When quality processes are in place, schedules will be met. But
Q6. UK based Sonifex has been manufacturing equipments to broadcast audio for the radio, TV, security and telecommunications for more than 40 years. A reputation for building high quality, reliable professional audio products, 100% engineering and manufactured in their UK factory and is being used in facilities all over the world has been earned by Sonifex. Sonifex is in private owned by its directors and headed by Marcus Brooke. Sonifex’s finest known products comprises of the award winning Courier portable flash-card recorder, which was chosen as the millennium product by the UK’s design council. The Red Box range of audio interfaces, that are designed for systems integrators and the lately introduced reference monitor range, a new series of rack-mount audio monitors that utilise the latest DSP (digital signal Processing) technology is also one of Sonifex’s product.
In the late 1990s, during the drift towards overseas manufacturing, the need to overhaul its complete operation if it were to maintain its status as a leading UK manufacture and to retain its expert manufacturing staff was recognised by Sonifex. Of late, the company realised that a modification needed in the way the manufacturing process was controlled so that stock control, invoicing and accounts can be incorporated. An Excel system called EFACS, allowed to do a lot of what was needed in terms of stock control and production planning. However, the system was very cumbersome and wasn’t really suited to the needs of a smaller company where one person usually has more than one task to be performed. Sonifex had its own in-house software expert that could perform a thorough inspection and take a look at the system to see how on the improvements. A new front end was created.
Sonifex was the first to invest in Dscope Series III audio analysers. In fact they were involved in helping to incorporate beta testing in the unit. A prototype was seen at a broadcast convention and the beta test was advised to perform as a must. The price was a factor- it is incredibly competitive when compared to the test equipment offered by other manufactures, but that wasn’t the only reason to be chosen. They were also convinced by its incredible feature-set and by its user friendliness, but the main deciding factor was that the system could be easily integrated into their test systems, enabling them to develop their own user interface, integrating the scope seamlessly into their own software system.
The company’s Dscope series III is an inclusive and powerful measurement system for analog and digital audio generation and analysis, consisting of digital audio carrier analysis, acoustic transducer testing and testing of sound devices. The net result of Dscope III was very a rapid diagnosis and correction of any manufacturing faults, with detailed test records being written directly into the test system, giving a complete product that was ever built. This, in turn led to far more effective component batch control of products on the manufacturing lines, and more efficient technical support of products in the field. Each and every step of the phase of the Dscope III series had to undergo a complete inspection, measurement of the devices and testing. Sonifex thus has been able to standardise on the Dscope III series for both development and testing purposes, allowing engineers to exchange results and test procedures between departments. The Dscope III analysis was a important part of the company’s performance criteria.
Sonifex’s followed automated testing process and is now an integral part of its fresh software package, which was developed in-house. By doing the right inspection, measurement and testing at the right time Sonifex has retained their manufacturing operation in UK when many of the competitors had to move overseas. In spite of all this Sonifex continued to develop quality design and manufacture the quality products in such a way that customers come expecting them.
What were the challenges faced by Sonifex’s measurement system? Describe the role of inspection, measurement and testing in building Sonifex. (Listing of challenges-4, Description of the role of inspection, measurement and testing-6) 10 marks
Answer.
Challenges faced by Sonifex
- The first challenge is to maintain its status for the need to overhaul its complete operation in the late 1990’s
- Next challenge is to retain its expert manufacturing process staff.
And also challenge to modify the manufacturing process so that stock control,
Dear students get fully solved SMU MBA Fall 2014 assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
These are just questions for reference . To check samples see our latest uploads in blog archive or search assignments .
(Prefer mailing. Call in emergency )