31
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2013

ISO 10006 Guidelines for quality management of projects (introduction)

Di Gianluca Gaggioli pubblicato giovedì 31 gennaio 2013 in Misurazione analisi e miglioramento |

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The UNI ISO 10006 is to be considered an implementation of ISO 9004, it is intended to provide guidance on how to manage the process of quality projects.

This legislation has the ambition to ensure that organizations that will use it properly do not deviate from what has already been covered by the ISO 9000.

Initial distinction that is soon to encounter is the distinction between “processes of the project” and “product of the project”

“Excellence is not identified with a specific outcome. It belongs, rather, the spirit of an organization is a process that never ends. “M. Lawrence

“When a product is manufactured by people who are important to their work, it will inevitably be a high quality product” Pehr G. Gyllenhammer

A deficiency in ‘one and the other issues will look at all levels of the organization, the quality aimed at achieving the objectives is the responsibility of senior management, to which end required commitment and dedication to the pursuit of objectives by stimulating all levels of the organization.

This is not unthinkable that is ruled by chaos, generated by a careful management and planning put in place in a systematic way, this attitude will ensure that guides the entire organization to customer satisfaction and the quality policy of the organization, there is expressed in “clear letters of fire,” which all must tend excellent.

Project management should be carefully evaluated all possible risk factors and uncertainties that may adversely affect the achievement of objectives, by monitoring the process in terms of cost, effort, resources, results and planned results and possible changes to be introduced the process in order to achieve and the specification of the project in terms of costs and benefits.

“In life there are risks that we can not afford to take and there are risks that we can not afford not to run.” Peter F. Druker

The projects can be developed in multiple phases antranno to identify the different aspects of the project, planning, monitoring, implementation, and risks can be identified as different phases of the project.

To pay particular attention to is the fact that a project is in this standard is unpacked into two parts: the project management processes and processes that have as their purpose the development work ino everything you need to product concerning the project.

There are eight constituent elements, which identify the quality management in processes for the realization of projects and are:

customer orientation;

leadership;

involvement of resources;

process approach;

systemic approach to management;

continuous improvement;

determinations based on facts;

mutually beneficial relationships with suppliers

“If you work just for money will never do it ever but if you like your job and you’re willing to always put the customer first, then you will be successful” Ray Krock

The system of quality management of the project should always be well documented and be part of the Quality Plan (ISO 10005), the reference design, the quality, in the plane defined ways time and resources necessary to carry out the project and the achievement of objectives defined by senior management, there are certain situations where the same customer agrees contractual requirements which must be given in terms of quality.

At the risk of becoming boring I must point out that for the realization of these goals, there must be a commitment and an increasing involvement of the top management of the organization, in order to create the maintenance and improvement of the quality culture of the organization according to the successful implementation of any project.

“Where is the quality? In the office of the Directorate “William Edwards Deming

Quality planning becomes a strategic goal for the organization and should be kept under constant quality both in terms of the processes in terms of the correct products in order to achieve the objectives of the project, the purpose of this increasingly important customer satisfaction.

Organizations depend on their customers and should be able to anticipate Ognio can request their present and future striving always to go beyond expectations.

“Quality is meeting the customer’s needs and exceed their own expectations by continuing to improve” William Edwards Deming

The objectives of the project should be documented and recorded in order to be measured and if necessary improved to an overall improvement in terms of time cost and quality of the project in the most extensive possible.

Certain becomes for the achievement of strong leadership where it must derive the orientation of the organization and makes healthy resources fully committed to the objectives.

The indication that the resource should always be clear are the following:

Targets set by quality policy for the specific project.

Allocation of personnel and infrastructure for the proper achievement of the objectives defined in the project.

Taking behavior as a result of a careful analysis of the data in order to improve the management of the project, planning also possible preventive and corrective actions.

Last but not least through PROXY, effective tool for motivation of the resources allocated to the project to improve processes and products related to the process.

“It may seem strange, great leaders gain authority delegating” James B. Stockdale

In future publications we will examine in more detail the indications of this valuable rule.

“Planning is an empirical science based on theorems inaccurate developing approximate algorithms built on assumptions summary. People who practice attempt to concretize the abstract through the impossible. To schedule is not necessary to be crazy, but the fact of it helps. “Henry L.Gantt

L'autore: Gianluca Gaggioli

Gianluca Gaggioli: coniugato, con tre figli tutti nati a breve distanza, non si sa come trovi anche il tempo di "dilettarsi" sulle tematiche di qualità e management. Rail Strategist - Rail Fire Fighting - da oltre quindici anni lavora nel ambito ferroviario e medicale nel ruolo di "Assicurazione Qualità e dei Sistemi per la Gestione della Qualità". Competenze specifiche: Gestione della Qualità Secondo le Normative EN ISO 9001, EN ISO 14001, BS 18001, COCS 30.5/DT Trenitalia, Schemes Entities in Charge of Maintenance (ECM), ISO 31000, SGSL, OT24, MOG, EN ISO 13485, IRIS (International Railway Industry Standard), Six Sigma, Kaizen, Auditor Sistemi Qualità Certificato 19011 1a / 2a Parte (Audit interni e fornitori) e Abilitazione Formatore RSPP ASPP, dal 2008 attività di consulenza aziendale in materia di Sicurezza sul Lavoro; DVR, POS, DUVRI, Progettazione piani per la sicurezza (organizzazione e gestione corsi lavoratori); da Giugno 2011 Editor in Chief di Organizzazione Qualità. .

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Questo articolo è stato pubblicato giovedì 31 gennaio 2013 da Gianluca Gaggioli il giovedì, gennaio 31, 2013 alle 07:45 ed appartiene alla categoria Misurazione analisi e miglioramento. Puoi seguire i commenti a questo articolo attraverso i feed RSS 2.0. Lascia un commento!

 

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