Project Quality Management: Tile Inc. Case Study (Research Paper Sample)

Project Quality Management: Tile Inc. Case Study
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Project Quality Management: Tile Inc. Case Study
1.0 Project Overview
Project Target: This project concerns a firm known as MarketRF, a marketing company that plans to help another company, Tile Inc. a ceramic tiles producing company to increase its sales from the current 0.9 million pieces/year to 1.5 million pieces/year.
Project Team:
1 Chime Joseph (Project Manager): Managing the activities of the team and ensuring that activities meant to achieve the project’s goals are well set in place.
2 Clinton Cling (Marketing Officer): Using theoretical and practical marketing concepts and technology for instance, social media, AI, and TV advertisements to promote ceramic tiles to the current target market of Tile Inc.
3 Bill Fredrick: Director of Communications: Is expected to work closely with the Marketing officer, in the sense that upon the latter finding deals with agencies or individuals, the Director of Communication is expected to provide formal communication about product options, product costs, and delivery options.
Completion Window: September 7th 2021 to 7th February, 2021.
Cost Estimates: $ 75000 (Project team service costs).
1 Description of the organization’s quality policies
The quality objectives of MarketRF include:
1. To ensure that customers get their order delivered in time, preferably 30 minutes before the time they expect the delivery.
2. To guarantee that 100% of all tiles ordered by customers get to them without any breakages.
3. To give customers professional advice upon contacting MarketRF so that customers are able to order the exact type of tiles that they need for their premise and to achieve proper installation.
The level of quality acceptable by Tile. Inc. customers are in tandem with MarketRF’s quality policies set for this project, that is:
1. To experience no delays following their placement of orders
2. To receive all tiles in the conditions that they expect them, that is, without any breakage
3. To get the exact type of tiles that suit their needs and to have the tiles professionally installed to guarantee durability.
Chime Joseph, the project manager, has the following roles and responsibilities necessary in executing quality policies set for the project:
1 Ensuring that the channel of communication between customers and the project team through the director of communications is consistent and uninterrupted. This would ensure that orders are clearly recorded and can therefore, easily be tracked for timely delivery.
2 To liaise with the Tile Inc. management in implementing an effective quality management system on the company’s production chain, to ensure that only tiles without defects are packaged for sale.
3 To liaise with Tile Inc.’s logistic services in ensuring that orders recorded by the director of communication are delivered in time according to deadlines indicated in the system.
4 To ensure that the director of communications has the necessary communication skills and professional capacity to communicate with and advice clients accordingly. This can be achieved by liaising with MarketRF’s management to provide resources for training for instance if the director of communication needs it. Training is in line with Juran’s principles of quality improvement that underpins training an important aspect that reduced the probability of skill execution (Chand, 2021). The project manager can also ensure that MarketRF provides translation services for the director of services as some customers might not speak the same language as the director of communications.
An acceptance statement for project champions and stakeholders: Trade between Tile Inc. and its customers can only be considered as satisfactory if the orders are delivered in a timely manner, if all tiles delivered to customers have zero percent defects, and if clients have been professionally and appropriately advised.
1.3 Description of the quality control procedures:
Activities and techniques that ensure quality objectives are being met.
1. The elimination of defective tiles from the production process used by Tile Inc. and the packaging of tiles with 0% defects ready for distribution
2. Careful and proper transportation of tiles to destination to avoid transportation-related damages.
3. Timely response to all orders by Tile. Inc. logistics services, as forwarded by the director of communication
4. Professional advising of customers that reach out to the director or communications
The processes and procedures that ensure quality output throughout the project life cycle.
1 Professional advice
2 Quality checks
3 Efficient transportation
4 Effective communication channel between Tile Inc. staff, project team, and customers.
According to Drob (2013) the elements of a quality control system is that it should, specify what to control, include project quality documentation, comply by the quality standards that result in the most efficient correction action taken, and finally be able to establish a measurement methodology. These are all characteristic of the quality control system adopted by MarketRF for this project as it specifies what to control (time, physical state of tiles, and the knowledge of customers regarding the products they intend to buy), has been documented in this study, developed strategies that would assist in utmost corrective action (internal cost-reject of defective tiles before packaging), and detailed all the processes required to achieve the highlighted quality control systems (roles and responsibilities of project manager).
1.4 Description of the quality assurance procedures:
The quality assurance procedures related to this project, ensure that time and cost processes are integrated as timely delivery of tiles ensures that no orders are rejected on ground of delay, a move that would mean the company has lost on resources deployed for delivery. The quality assurance procedures also recognizes regulatory and legal prerequisites are observed, especially in line with business ethics that requires customers to receive the value for the money they have paid (Blanchard, 2019). By delivering tiles that have 0% defects, customer expectations are met by Tile Inc. and customers are left feeling like they have not lost on an investment. Based on the alignment of MarketRF quality policies and the levels of quality that are expected by Tile Inc. customers, it is also evident that the quality system used by MarketRF ensures that project results, product, or processes have met the necessary quality levels. The project manager, working in liaison with Tile Inc. staff (management and logistics department), as well as the director of communications, and MarketRF’s management, as highlighted earlier, is responsible for the establishment of any administrative procedures and processes to ensure adherence to requirements of stakeholders (customers). In this case, Tile Inc. is also considered as a stakeholder by MarketRF project team and the quality policy applied by the team increase its probability of achieving the set goal of sales improvement from the current 0.9 million pieces/year to 1.5 million pieces/year.
1 Description of the continuous process improvement procedures:
In liaison with Tile Inc. management, the project manager would develop a process map that clearly shows the process inputs and outputs for every stage of production, placing quality checks where necessary. These checks are important preventive costs that assist in the reduction of production of tiles with defects, benefiting both the company and the customer. According to Kerzner (2017), Plan-Do-Check-Act (PDCA) cycle, refers to a continuous loop of planning, doing, checking (or studying), and acting, that makes risk or error reduction easier in project management, as it helps in the simulation of the real process. At the start of the project therefore, the project manager will develop a PDCA cycle, analysis all the processes and activities from start to finish and examining all possible case scenarios. The project manage would then be in a position to solve problems, giving an opportunity at high quality even before the whole system is put up together or the project commences.
Part of the preventive costs incurred by MarketRF project team would be root-cause analysis that would ensure that mistakes noticed during the marketing project are not replicated in future projects, by being able to establish why these problems can up even in the first place. The MarketRF project team currently relies on DMAIC quality management that involves five elements, Define, measure, analyze, improve, and control. It intends to apply the same in this marketing project, ensuring that it is able to define quality problems during project execution, establish their magnitude, assess their origin, improve quality system checks on future problems like this, and eventually come up with a procedure or process t