Quality Assurance And Quality Control In The Analytical

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Quality Assurance And Quality Control In The Analytical

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Quality Assurance And Quality Control In The Analytical

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1.Determination of project quality requirements, implementation of quality processes and project quality improvements?
2.Based on this scenario, how would you establish quality requirements with inputs from stakeholders?
3.What quality management tools, methods, and techniques would you employ to manage your project quality plan?
4.How would you monitor and measure quality performance during and at the end of the project?
5.How would you record lesson learned and recommend improvements?


Definitions: Continuous Improvement
Continuous Improvement is an ongoing effort to improve the services and products in an organization. These efforts can be incremental or breakthrough depending on the type of improvements that is being planned. The process are constantly monitored and improved so that the efficiency, effectiveness and flexibility can be increased (Lam, O’Donnell & Robertson, 2015).
The Deming Cycle Plan
The secret to continuous improvement lies in the employees’ dedication. This basically happens when they try to improve their services, process and products by applying their faculties to look on to the matter and to check how the productivity and efficiency can be increased among the employees (Dudin et al., 2015).
Six Sigma
Six sigma is quality assessment program that aims in the improvement of the products and services. It is a data driven and follows a particular method for eliminating any sort of defects in any of the processes which include from manufacturing to transactional and also the product and services (Evans & Lindsay, 2014).
Lean basically means using fewer resources to create more value for the customers. A lean organization focuses mainly on the customer value and process to increase it continuously. The main aim is to provide perfect value to their customers through perfect value creation that ensures zero waste (Pekuri, Pekuri & Haapasalo, 2014).
Total Quality Management
Total Quality Management or TQM is proactive process that aims in describing the management approach to long term success through customer satisfaction. In Total Quality Management Process, all the members of an organization take an active part in improving the quality, services, products, processes and culture where they usually work (Dale, 2015).
Mention 3 quality standards that can apply to organizations and define them.
Quality Planning: Companies should make a detailed plan about the quality of their product and services so that they do not have to face any problem.
Quality Assurance: Companies should assure the quality of the products and services so that customers buy their product every time.
Quality Control: Companies should try to inspect all the products so that no defective products reach to the company.
Name and briefly explain 3 quality assurance tools
Check Sheet: It is a generic tool used for collecting and analyzing data and is adapted for various works.
Control Chart: Used to study how process is changed over the time.
Pareto Chart: Displays the most significant factors using the bar graph (Chopra, 2015).
Name and describe 3 quality control tools.
Flowchart: Used to determine when there are some breakdowns in work process.
Check Sheet: It is used to collect data and analyze them.
Control Charts: It is used to show the data over time to determine how the company is progressing (Konieczka & Namiesnik, 2016).
Describe 4 roles and responsibilities of quality management personnel
They act like the staff advisors and help the line managers to deal with various issues. As a counselor, they guide and pay attention to the problems and tries the level best to solve them. Works like the mediator between the management and the workers (Kontokostas, 2016).
Name briefly describe at least 3 methods/techniques that you would use for managing continuous improvements
Would act like a mediator to help the workers and to convey their problems if any to the management. Act like a counselor who would listen to the problems and solve them as soon as possible. Act like a spokesman who would represent on the behalf of all the employees if they face any prob.
Satisfactorily complete
2. First we need to identify the stakeholders from whom complete set of requirements are needed. Then it is important to identify the stakeholder needs so as to complete the work so that they are satisfied. Third is the Stakeholder requirements that s what he/she is asking to do. The last one is the collecting data from stakeholder in order to start the job.
3. Quality tools that would be used are the Check Sheet by which data will be collected and analyzed. The second is the Control Sheet which is used to check the progress over time. The last one is the Flow Chart where if any problem occurs, it will be displayed in here.
4. The first is controlling the budget to see every requirements are met also to check there is no over budget. Second is the maintenance of the quality that is to check if all the qualities have passed the TQM and after finishing how they are performing. Also, they need to check that the products and services that are being used have passed the quality test.
5. Lessons that are learned from the above are the all the companies should focus on improving the products, services and offerings so that the customers are satisfied.
Recommendations can be given is that all the products should pass quality test and should go through Total Quality Management.
Chopra, A. (2015). Software Quality Assurance Using Reusable Components.
Dale, B. (2015). Total quality management. John Wiley & Sons, Ltd.
Dudin, M.N., Frolova, E., Gryzunova, N.V. and Shuvalova, E.B., 2015. The Deming Cycle (PDCA) concept as an efficient tool for continuous quality improvement in the agribusiness.
Evans, J. R., & Lindsay, W. M. (2014). An introduction to Six Sigma and process improvement. Cengage Learning.
Konieczka, P., & Namiesnik, J. (2016). Quality assurance and quality control in the analytical chemical laboratory: a practical approach. CRC Press.
Kontokostas, D., Mader, C., Dirschl, C., Eck, K., Leuthold, M., Lehmann, J., & Hellmann, S. (2016, May). Semantically enhanced quality assurance in the jurion business use case. In International Semantic Web Conference (pp. 661-676). Springer International Publishing.
Lam, M., O’Donnell, M., & Robertson, D. (2015). Achieving employee commitment for continuous improvement initiatives. International Journal of Operations & Production Management, 35(2), 201-215.
Pekuri, A., Pekuri, L., & Haapasalo, H. (2014). Lean as a business model. In Proc. 22nd Annual Conference of the International Group for Lean Construction.

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