CHUNNEL PROJECT OUALITY MANAGEMENT
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The Chunnel project between the UK and France required extensive quality management. Quality was a high priority given the complexity of tunneling under the English Channel. In the inception phase, the Inter-Governmental Commission mandated that the higher standard between the two countries would prevail to ensure safety. During implementation, stringent quality requirements and state-of-the-art technology helped deliver the tunnel on time despite challenges. Through an effective quality program during the closeout phase, workplace safety standards were surpassed and the tunnel performed as designed. The success of the massive Chunnel project demonstrated the importance of quality management.
CHUNNEL PROJECT OUALITY MANAGEMENT
- 1. TOPIC :- THE CHUNNEL PROJECT :- PROJECT QUALITY MANAGEMENT DARSHAN GUNDECHA KEVIN PUNNEN MILIND JAGTAP MURTAZA RAFI SWAROOP SHELKE ROHIT MORE SATEESH ERUVENTI HIMANSHU MAHALE SUBJECT :- FUNDAMENTALS OF PROJECT MANAGEMENT
- 2. • Quality defines as a product or deliverable is fit for the intended purpose; this can involve a wide range of criteria such as performance, safety, reliability, ease of handling, maintainability, logistical support, and no harmful environmental impacts. What is Quality Quality Grade The degree to which a set of inherent characteristics fulfill the requirements (ISO 9000) A category assigned to deliverables having the same functional use but different technical characteristics. (PMBOK GUIDE 6th edition) • A product can be a high grade or low grade, but a low grade product is perfectly acceptable as long as it fulfill requirements. • A low quality product is always a problem and never acceptable.
- 3. • Quality is the responsibility of blue-collar workers and direct labour employees working on the floor. • Quality defects should be hidden from the customers (and possibly management). • Quality problems lead to blame, faulty justification, and excuses. • Corrections-to-quality problems should be accomplished with minimum documentation • Quality is everyone’s responsibility, including white- collar workers, the indirect labour force, and the overhead staff. • Defects should be high-lighted and brought to the surface for corrective action. • Quality problems lead to cooperative solutions • Documentation is essential for “lessons learned” so that mistakes are not repeated. Necessity of Quality Past Present
- 4. Cost of Quality and Rework Cost of Quality Cost of Good Quality Prevention Cost Cost of training workmen Cost of preparation of specification Appraisal Cost Cost of checking Calibration and maintenance of equipments Cost of Failure External Failure Cost Repairing defective parts Cost of handling customer complaints Internal Failure Cost Wastage of Material Re-examination of rectified works
- 5. Relationship between Cost and Quality • Failure cost is high when defect is maximum • Failure cost is least when defect is minimum • For minimum defect, quality cost will be high
- 6. Awards for Good Performance In Quality Management Award name Country Rajiv Gandhi National Quality Award India Deming Prize Japan Thailand Quality Award Thailand
- 7. Methods for Quality Improvement Six Sigma :DMAIC Procedure • Define: To define customer requirement, Identify problems which affect quality. • Measure: Identify performance requirement with respect to defect characteristics. • Analyse: To analyse data and find the cause of defect. • Improve: Improvement for eliminating defects. • Control:Measure performance of new process to control quality process.
- 8. Methods for Quality Improvement PDCA Cycle • Plan: Select process for improvement • Do: Apply changes • Check : Observe Changes • Act: Implement the changes
- 9. • IGC mandated that due to differences in the standards of the two countries, the higher of the two should prevail. • Difficulty by the contractors in interpreting difference related to concrete pour. • Quality & specifications were seen. • IGC did not provide timely approval. • Thus, the extent of quality planning cannot be understated. Quality Management Inception Phase
- 10. • State-of-the-art laser & computer technology was proposed to bore and test every part of the rail system. • Each member has a responsibility for quality. • Specific requirements must be defined up-front - Quality planning - Quality assurance - Quality control • Quality management was thus successful. Quality Management Inception Phase
- 11. Quality Management Development Phase • The development phase of Chunnel, project consists of detailed planning, communication agreements and governmental approvals. • This was an important phase for the project because of it’s sheer size, complexity and breadth.
- 12. Quality Management Development Phase • IGC was formed. • Whenever a difference occurred in standards between the two countries the higher of the two standards were used. • Very little margin of error allowed for quality.
- 13. Quality Management Implementation Phase • Stringent requirement from IGC. • Latest technology was used to bore the tunnel. • High accuracy was maintained.
- 14. Quality Management Closeout Phase • The overall quality of the delivered project, as measured during closeout, was impressive. • The final tunnel was an engineering feat that was extremely complex and there were immense hurdles to success. • Despite these factors, the tunnel operated essentially as designed. • Through an effective quality and safety program, even the workplace accident rates during the project were well below the industry average.
- 15. Quality Rating • Inception Phase • Development Phase • Implementation Phase • Closeout Phase
- 16. Lesson Learned from Quality Management • Quality management” ensures superior quality products and services. • Quality management is essential for customer satisfaction which eventually leads to customer loyalty. • Quality management tools help an organization to design and create a product which the customer wants and desires. • Quality Management ensures increased revenues and higher productivity for the organization. • Quality management helps organizations to reduce waste and inventory.
- 17. Reference • Nicholas,J., Steyn, H., Project Management for Engineering Business • Harold Kerzner, Project Management: A System approach to planning, scheduling and controlling • Construction Project Management: Theory and Practice – Neeraj Kumar Jha. • Wikipedia.