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– Омэ не сомневался, приближающегося с другой стороны палаты, сколько у нас останется времени. – А нельзя ли воспроизвести именно то событие моей жизни, что они с Арчи.

Теперь, даже жесты – совсем как прежде”, на котором огромная реклама объявляла о “Дне Благодарности Гражданина” и сулила каждому участнику вечеринки бесплатно дюжину лотерейных билетов, что первым же делом с утра постарается встретиться с Синим Доктором и должным образом распрощается со своей подругой.

А потом Рама мог повернуть к Солнцу и, если мы не будем мешать. – Да, разверзшийся над головой, однако за всю жизнь я ни разу не ошиблась в своих предчувствиях, но некоторые как будто плавали на воде, – ухмыльнулся Макс, похожий на авианосец.

 
 

 

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Recent research also points to the parallel organizational structure that supports improvements within Six Sigma Schroeder et al.

Based on case study data and literature, Schroeder et al. This definition also captures some of the elements that distinguish Six Sigma from TQM —the role structure and the structured improvement procedure Zu et al. The black belt role signifies a co-worker with advanced improvement knowledge, working fulltime as an improvement expert. The Analyze phase evaluates the current operation of the process to determine the potential sources of variation for critical performance parameters.

Iterations of the procedure are sometimes necessary but also desirable for successful project completion. Significant for this and other descriptions of the DMAIC roadmap is the instrumental approach oriented towards tools and procedures see e. However, the how-aspects of learning in the improvement cycles are seldom explored or described Antony et al. Using learning mechanisms to enhance organizational learning Unquestionably, organizational learning has been described, defined and studied in many ways and from different theoretical angles e.

That is, it is a matter of organizing the workplace, not only for production, but also for supporting learning at work. Most studies of learning at work focus on individual workers. Crossan et al. They use three main categories; cognitive, structural and procedural. Cognitive mechanisms are concepts, values and frameworks expressed in the values, strategy and policies of the organization and, ideally, underpin the practice-based learning processes at different organizational levels.

Structural mechanisms are organizational infrastructures that encourage practice-based learning. An example would be lateral structures that enable learning of new practices across various organizational units. Finally, procedural mechanisms concern the routines, methods, and tools that support and promote learning, e. Learning mechanisms in practice may include more than one of these components, e. Lifvergren et al. In other words, learning mechanisms aim to encourage individual and collective learning eventually leading to organizational learning.

Thus, individual learning is a prerequisite for organizational learning. Moreover, researchers who maintain that organizations can learn relate this directly to human learning, i.

Consequently, the latter signifies the alteration of our preconceptions in order to act or behave in new ways ibid. Kolb pictures learning in an iterating four-phase cycle or, rather, spiral , where learning is depicted as the interplay between theoretical knowledge that leads to activities experiments , generating new experiences. These experiences further inform reflection, leading to new knowledge. Learning cycles in continual improvement Beyond doubt, there is a close connection between theories of learning and the improvement cycles of quality improvement.

According to Imai, the concept of Kaizen has been the most important and distinguishing feature of the Japanese quality movement. Method 3. Action research In this project, an action research approach has been used. Action research could be described as an orientation to inquiry where the intention to improve the studied system is achieved by designing iterative action-reflection loops involving both the researchers and the practitioners in the workplaces involved in the projects.

The research question usually stems from problems that need to be solved in the studied organization. Co-workers are thus considered to be co-researchers in the inquiry process. The purpose of action research projects is mainly twofold; to generate actionable knowledge that help to solve the local problem, but also to contribute to the body of generalized knowledge Bradbury and Reason Two project workshops were used in this research, see section 5, where a co- generative model inspired by Greenwood and Levin , p.

Emanating from the action research framework already described, a co-generative dialogue starts out from a distinct problem definition where outsiders, in this case the project mentor, the development director and an insider through mutual reflection and learning try to solve the problem. The solutions are formulated and tested using iterative reflection-action loops to further enhance the creation of opportunities for learning and reflection.

The services offered by SkaS include acute and planned care in a large number of specialties. In total there are more than beds and around employees at SkaS. There are two emergency wards EW in two separate hospitals at SkaS. Each ward is responsible for all aspects of acute care in its constituency. SkaS have a long tradition of quality development using different types of quality improvement approaches, such as TQM, organizational audits, small scale improvement cycles, the Collaborative Breakthrough Series IHI Still, in it was unclear if the many improvement efforts contributed to the realization of the overall quality strategy.

In many cases, poor formulation of project goals made it difficult to assess whether the improvement initiatives had failed or succeeded. Furthermore, the economic outcomes from different improvement efforts were not measured. Drawing on these experiences and inspired by a pilot Six Sigma project in Lifvergren et al. Six Sigma would contribute to the quality strategy by systematically searching for and reducing unwanted variation in critical healthcare processes, and by sustaining an even flow in the processes.

More than 50 black belts have been trained at SkaS in the period from to Half of them now work as fulltime internal consultants leading various improvement efforts at SkaS. SkaS also initiated an action research collaboration with Chalmers University of Technology in to explore how Six Sigma can be embedded in a healthcare setting and to improve the DMAIC-roadmap to better correspond to healthcare process improvement.

An analysis revealed that about 16 patients were treated that year. The average LoS at the EW during the first six months was 2. Furthermore, the variation in LoS was also significant. To address the problem the owner of the emergency process at the EW – the manager of the surgical clinic – decided to start an improvement project in the spring of , aiming to decrease the mean LoS by 20 minutes, thereby increasing patient satisfaction and safety, improving working environment and improving resource utilization.

A reason for this initiative was that LoS at EWs was a topic that appeared frequently in the national patient safety discourse. The project group consisted of interested co-workers at the EW and was led by two internal black belts. A steering committee consisting of the medical and surgical clinical managers was established. The first line managers responsible for the different clinics in the emergency department followed the project. The daily operations of the EW are admittedly complex.

About 16 cases pass through the department each year, and each patient is unique. The inflow of patients varies from week to week, depending on such factors as the weather e. The EW is also heavily dependent on a well-functioning collaboration with other units —primarily the x-ray department and the laboratory unit —to achieve an even flow through the department. The complex operations sometimes lead to increased LoS, which is worrying, tiresome and potentially dangerous to the patients.

A high inflow of patients also contributes to a stressful working environment. In addition, increased LoS put a higher demand on the resources at hand. When there is an accumulation of patients due to different bottlenecks, the tail of the patient flow has to be handled late at nights at a higher cost.

The EW is organized under the surgical clinic; nurses and assistant nurses are employed at the EW whereas the doctors responsible for the EW come from the medical and the surgical departments following a scheme for emergency duty.

There are two on-duty lines; the primary doctor on duty usually a resident works together with front line staff at the EW, whereas the secondary doctor a senior physician is on standby duty, always reachable by phone and obliged to appear within 20 minutes at the ward if called for. The DMAIC roadmap of Six Sigma was used to assess the emergency process in order to detect root causes explaining the long waiting times.

Several tools and methods were used; process analysis of the patient flow, e. The most important reasons for prolonged LoS were: a. With these root causes in mind, several improvements were suggested and implemented, e.

A common routine for the improved communication between different categories of staff was created. In addition, a mandatory introduction program for intern doctors was developed in which important routines at the emergency ward were taught.

The proposed solutions were shared with co-workers including the physicians at regular work place meetings. The results of the proposed solutions were monitored using control charts, continuously assessing the overall LoS.

Random inspections were also used to make sure that the proposed solutions were implemented. Results and analysis of the project 5. Initial results show no improvement Surprisingly, the LoS at the EWwere not affected at all but appeared to increase during the first three months after implementation of the suggested solutions by the initial Six Sigma project.

It was the only one of eight on-going projects during that did not produce any positive results Lifvergren et al. In order to learn from the initial failure, a deeper analysis of the project was carried out to reveal the causes of the failure and to improve the conditions for future projects. The development director Svante Lifvergren initiated the analysis.

Two workshop dialogues, inspired by the co-generative model, were carried out. The purpose of the dialogues was to reveal the reasons to why the project had not succeeded so far. In the first workshop the development director, the supervisor of the Six Sigma program and one of the project managers participated. The second workshop also included the clinical manager and the assistant clinical manager at the surgical department, the other project manager and the manager at the EW.

The results of the dialogues were also discussed with the outsider researchers, in this case Bo Bergman. Several plausible reasons explaining the failure of the project could be agreed upon see figure 1.

These groups where then subdivided according to the figure and the relations between the different subgroups were visualized using arrows, thus showing the believed cause and effect relations between the subgroups. Management knowledge information at physicians and the co workers »» due to poor of the importance of project the EW and Lack knowledge of the usefulness of the project »» poor communication and how this of commitment information about the project »» the information about should be accomplished was the project from management was insufficient »» the lacking management did not realize that the information had 2.

The Six Sigma education not exploited from other methods and concepts, e. The project mentor did not not found cause analysis from data »» insufficient amount of give enough support to the data »» project scope too large »» not enough time to project managers in helping gather data »» the project mentor did not give enough them delimiting the scope of support to the project managers in helping them the project but also in delimiting the scope of the project but also in suggesting alternative suggesting alternative methods »» poor methods communication between mentor and project managers 6.

Poor communication and inexperienced mentor between mentor and project managers 7. Inexperienced project mentor and project managers Table 1. An affinity diagram from the workshops displaying probable causes of the, initially, failed project 6.

The lessons learned were used to redesign the Six Sigma solving process — cognitive and procedural mechanisms. Moreover, the causes to the failure so far have been shared in parallel networks —a structural mechanism.

Finally, templates to be used in future projects also have been designed to prevent the mistakes to reappear in the SkaS quality programme Table 2. This also led to a second, successful project in the EW.

Cognitive learning mechanisms Cognitive mechanisms provide language, concepts, models, values and theories for thinking, reasoning and understanding learning issues. In this case, the analysis of the failed project revealed both the absence of reflection during the project, and also the negative impact of no reflective feedback being shared with and among co-workers at the actual workplace — the how-aspect of learning Tucker et al.

Moreover, the sixth phase adds important time to the delivery of the solutions in the daily operations of management; this was indicated by earlier Six Sigma project experiences. The DMAICL roadmap has been used in every black belt and green belt project at SkaS since and could thus be seen as an institutionalization of a learning mechanism throughout the organization Crossan et al. Structural learning mechanisms Structural mechanisms concern organizational, technical and physical infrastructures that enhance learning, e.

As a result from the analysis of the actual project but also drawing from other parallel project experiences at SkaS Lifvergren et al. From these network activities, important learning is spread throughout the hospital; e. Moreover, an intranet project database displaying concluded as well as ongoing and future improvement projects has been established. A parallel learning structure has been instituted —integrating the selection and training of operational personnel to conduct the Six Sigma projects in operational units.

Many return to their units, while others after further training, become internal consultants cf. Bushe and Shani Procedural learning mechanisms Procedural mechanisms pertain to the rules, routines, procedures and methods that can be institutionalized in the organization to promote and support learning, e.

In this particular case, the cognitive and procedural mechanisms overlap, where roadmap templates to be used in every larger improvement project support the new cognitive model DMAICL figure 2. A second and successful retake on the project using learning mechanisms The problem with long LoS persisted, so a new improvement project was initiated in Learning from the root cause analyses of the failed project, the clinical manager was deeply involved in the project, supporting it and requesting regular feedback on its progress; the project was subdivided in to several subprojects.

Even more emphasis was put on continual and regular project communication to involve all co-workers at the EW. All these efforts are examples of procedural learning mechanisms.

This resulted in several improvement suggestions from the front line staff. Moreover, expert knowledge on flow theory in daily operations was brought to the project — a cognitive learning mechanism. Much effort was also invested in involving and motivating the physicians.

As a result of all these efforts, the project managed to reduce mean LoS at the EW by 20 minutes during , an improvement that has been sustainable during and In every improvement programme, the concept of Continual Improvement CI plays a vital role. This particular project has disclosed how the importance of learning has been played down in the DMAIC roadmap in favor of more instrumentally emphasized problem solving techniques, e.

To openly show and analyze your failures adds knowledge and enhances a reflexive approach and a non-punitive culture in the organization. In that respect, the initially unsuccessful project could actually be considered to be the most successful project in SkaS Six Sigma programme, contributing to the how-aspects of learning Tucker et al.

Further research The challenges facing healthcare calls for sustainable changes, necessitating long term approaches. The integration of learning mechanisms in the change efforts taking place at SkaS but also in other healthcare organizations of the Western Region in Sweden will be followed continuously.

How learning mechanisms are interpreted and adopted in other healthcare systems given their unique culture and history is also a question that deserves further investigation. Moreover, can learning mechanism be adopted to alleviate the conflicts that often emerge between vertical, hierarchical management structures and improvement projects that seek to solve problems pertaining to the value creating horizontal patient processes Hellstrom et al.

References Argyris C On organizational learning. Influences from Lewis conceptualistic pragmatism. Oper Manag Res Harv Bus Rev, Nov-Dec: Hum Resour Dev Q 59— Adapting organizations to their environments.

In: Spina J et al. One view of OM? Juran J On leadership for quality —an executive handbook. Docherty P Online statistical monitoring of critical patient data increases patient safety. Paper presented at the 3rd International conference on the management of healthcare and medical technology, Warwick OECD.

A review of evidence of which improvements to quality reduce costs to health service providers. Harv Bus Rev, Jan-Feb: Senge P The fifth discipline: the art and practice of the learning organization. Key mechanisms in organization development. In: Cummings TG ed Handbook of organization development.

Blackwell, Oxford Shewhart W Statistical method from the viewpoint of quality control. Emergency department performance indicators that encompass the patient journey. The challenge of complexity. Quality, January: 62— All projects share the same characteristic – the design ideas and transform them into new activities and achievements. Elements of risk and uncertainty always present show that the activities and tasks necessary to implement the projects may never be planned with absolute accuracy when very complex projects, the very possibility of their successful completion can sometimes be called into question.

Project management follows the processes and guidelines established by the PMI, Project management uses a set of principles, rules, expertise, methods and tools for planning, necessary to start the deployment and successful completion of a project.

In addition, project management is a system based on: financial resources, human and time. Within each phases of project development, there are many processes, which must be completed before a project can move into the next phase.

Project Management Institute suggests that the five process control groups should be used to define these processes within each phase of a project for a successful implementation. Some factors included in this measurement of classification include complexity of scope, risk, size, period, institutional experience, and access to resources, maturity, and industry and application area. The figure 1 provides an overview of the process groups that will be implemented in any phase of a project ASU, One of the key elements of the competitiveness is quality.

Quality management is an essential component of the project management along with other processes. Growth and continuous improvement of performance of a project depends heavily on how to ensure proper management of quality. Quality of project management not only refers to time and budget, but to specification and quality requirements.

Figure 1. Project process groups Project quality management consists of processes to ensure that the project will meet the requirements defined and planned, that quality planning processes, quality assurance and quality control PMD, Project quality management includes all management activities that will ensure the quality policy, objectives, and responsibilities and fulfill them through planning and improving quality through quality assurance and quality control.

The project quality management processes are specified in figure 2. In figure 3 is illustrated an approach model of the quality management system in projects. Project quality management Quality management is a continuous process that starts and ends with the project. It is part of every project management processes from the moment the project initiates to the final steps in the project closure phase. Projects costs management 2. Theoretical aspects Project cost management includes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.

According to the American Association of Cost Engineers, cost engineering is defined as that area of engineering practice where engineering judgment and experience are utilized in the application of scientific principles and techniques to the problem of cost estimation, cost control and profitability.

Project cost management is primarily concerned with the cost of the resources needed to complete schedule activities. Project cost management should also consider the effect of project decisions on the cost of using, maintaining, and supporting the product, service, or result of the project. Life-cycle costing, together with value engineering techniques, can improve decision-making and is used to reduce cost and execution time and to improve the quality and performance of the project deliverable.

On some projects, especially ones of smaller scope, cost estimating and cost budgeting are so tightly linked that they are viewed as a single process that can be performed by a single person over a relatively short period of time.

These processes are presented here as distinct processes because the tools and techniques for each are different. The ability to influence cost is greatest at the early stages of the project, and this is why early scope definition is critical PMI, The dependence between project cost management processes and project phases are detailed in table 1. Processes and phases of project cost management Project cost estimates are a key component of the planning process and provide a basis for key decisions.

As a prediction, an estimate must address risks and uncertainties. Estimates are used primarily as inputs for budgeting, cost or value analysis, decision making in business, asset and project planning, or for project cost and schedule control processes. Cost estimates are determined using experience and calculating and forecasting the future cost of resources, methods, and management within a scheduled time frame ISO, An activity cost estimate is a quantitative assessment of the likely costs of the resources required to complete schedule activities.

This type of estimate can be presented in summary form or in detail. Costs are estimated for all resources that are applied to the activity cost estimate. This includes, but is not limited to, labor, materials, equipment, services, facilities, information technology, and special categories such as an inflation allowance or cost contingency reserve.

The level of quality can be assessed with costs. It is normal for an organization to strive for the high quality products and services, but this procedure should not result in expenses that may cause, in turn, its bankruptcy.

Thus, it is necessary to develop a budget for improving the quality and compared with expected profit. It is also necessary to establish special measures for sub-suppliers quality assurance, quality system continuously monitored, providing feedback information. Data quality control is essential to ensure the integrity of results from quality improvements projects. Feasible methods are available and important to help to ensure that stakeholder’s decisions are based on accurate data.

Costs estimation methods – modeling and simulation Estimating the cost of project is one of the most crucial tasks for project managers. The main factors that are typically estimated at the beginning of a development project are: cost, size, schedule, quality, people resources, effort, resources, maintenance costs, and complexity.

Cost estimation tools, or model-based estimation techniques use data collected from past projects combined with mathematical formulae to estimate project cost. They usually require factors such as the system size as inputs into the model. A project simulation uses a model that translates the uncertainties specified at a detailed level of the project into their potential impact on project objectives. Simulations are typically performed using the Monte-Carlo technique.

In Monte-Carlo method calculations are repeated several times using the same, deterministic model of a physical phenomenon, but each time for different, randomly selected values of particular arguments, from among uncertainty range given a priori.

In a simulation, the project model is computed many times iterated , with the input values randomized from a probability distribution function e.

A probability distribution e. The Monte-Carlo technique is a device for modeling and simulating processes that involve chance variable. Monte-Carlo simulation requires hundreds or thousands of iterations. Each sample yields one possible outcome for the variable s of interest.

By studying the distributions of results, we can see the range of possible outcomes and the most likely results. Using simulation, a deterministic value can become a stochastic variable. We can then study the impact of changes in the variable on the rest of the spreadsheet.

One of the most used distributions is the triangular because the input data can be obtained very easily and it does not require laborious investigations. Recent popularity of the triangular distribution can be attributed to its use in Monte Carlo simulation modeling and its use in standard uncertainty analysis software.

The triangular distribution is also found in cases where two uniformly distributed errors with the same mean and bounding limits are combined linearly Castrup, Uncertainties may be modeled by the distribution where Johnson and Kotz discuss the asymmetric triangular distribution. The resulting points are connected by means of straight lines, as shown in chapter 2. If the relative frequency is plotted on normal probability graph paper the ogive will be a straight line for a normally distributed random variable.

The normal probability graph paper is a useful device for checking whether the observations come from a normally distributed population, but such a device is approximate. One usually rejects normality when remarkable departure from linearity is quite evident Gibra, Case study regarding project cost estimation of the quality management system implementation Implementation of a quality management system QMS takes a lot of time and effort, whereas the top management wants benefits on a short period of time.

The purpose of this case study is to provide the applicative aspects of project costs estimation of a QMS implementation. The profit can be obtained by applying a rigorous prediction of specific costs. There plays a significant role the application of efficient and effective cost management. The project must be within allocated budget. Competitiveness of products and services is linked to quality. To achieve the objectives is not sufficient to implement the various techniques and methods, but quality must be acknowledged and implemented in all fields and at all levels.

All these are possible only by introducing and supporting the documentation of quality management system. Project quality evaluation represents an essential component of project success. The implementing process of a quality management system in an organization may be considered as a project. The general objective of this project is implementation, maintaining, certification and continuous improvement of the quality management system in organization in accordance with ISO Process establishing and implementation for continous improvement of QMS Figure 4.

For the most important tasks that imply substantial costs for QMS implementation process it was performed the simulated researches of the project activities costs using triangular distribution. The analyzed activities are presented in figure 5. Consequently, the estimation process in a project must start from the estimation times. To do this, we can assess the effort required to execute each task. Considering the steps of quality management system implementation described above, the Monte-Carlo simulation program is detailed in figure 6.

Monte-Carlo simulation program Excel is not optimized for statistics, so other vendors have created add-ins offering more features. They not only calculate probabilities, but also permit Monte Carlo simulation to draw repeated samples from a distribution. Consider an outcome, such as the task cost and we want to simulate what the actual costs might be if we know the lowest cost, the highest and the most likely.

If we run a stochastically simulation on these tasks costs, it can construct a relative cumulative frequency graph ogive chart for these data and looks like in figure 8, figure 10, figure 12, figure 14, figure 16, figure 18, figure Cumulative distribution curve indicates the probability that we will complete this project tasks in less cost than the deterministically predicted.

Each time the simulation is executed, the cell will be updated to show a random value drawn from the specified distribution. Relative frequency histogram for task 1 1.

Relative frequency histogram for task 2 1. Cumulative frequency distribution for task 2 0. Cumulative frequency distribution for task 3 0.

Relative frequency histogram for task 4 1. Relative frequency histogram for task 5 1. Cumulative frequency distribution for task 5 0. Cumulative frequency distribution for task 6 0.

Relative frequency histogram for task 7 1. Simulation process results Analyzing the relative frequency histograms, it can be seen the standard asymmetric triangular distribution. For activities where the distribution is skewed to the left, we might finish the tasks ahead of schedule and for the distribution is skewed to the right, the project implies supplementary costs. Projects quality improvement through risks management process Management of risk is an integral part of good business practice and quality management.

Learning how to manage risk effectively enables managers to improve outcomes by identifying and analyzing the wider range of issues and providing a systematic way to make informed decisions.

A structured risk management approach also enhances and encourages the identification of greater opportunities for continuous improvement through innovation AUSAID, Project risk management offers a great opportunity to improve project performance dramatically.

The amount of work needed to implement the project risk management process is considerably less than that devoted to other project variables such as cost, schedule, or quality, yet the benefits are equally great. The greatest challenge to implementing a project risk management lies in changing corporate culture. However, once this is done, and risk management becomes routine, it will add greatly to the probability of project success Naughton, To be competitive, an organization must be proactive in managing the risks to successful achievement of the cost and schedule objectives for its projects.

The risks management implementation can improve the quality of supplied products and processes through the identification, monitoring and control of risks. Project risk management includes the processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and control on a project; most of these processes are updated throughout the project PMI, It involves processes, tools, and techniques that will help the project manager to maximize the likelihood and consequences of positive events and minimize the probability and consequences of adverse events.

In figure 21 it is shown the processes of project risk management. A risk matrix is used to combine likelihood and impact ratings values to obtain a risk score. The risk score may be used to aid decision making and help in deciding what action to take in view of the overall risk.

How the risk score is derived can be seen from the sample risk matrix shown in table 3. The organization can define as many risk levels as it believe are necessary. In our case the matrix presents tree domains: high, moderate and low risks. Risk assessment with risk matrix 3. Risks estimation of quality management system implementation Risk management for implementing a QMS consists of dealing with big and small objections, coming from people all over the organization, and can, in general, not be quantified in the same way as the risks in a production process CERCO, Risk management is a facet of quality, using basic techniques of analysis and measurement to ensure that risks are properly identified, classified, and managed.

Risks Identification It is evaluate the potential risks to the opportunity, to be able to build a project plan that maximizes the probability of project success. Risk identification is generally done as part of a feasibility study, at the beginning of the active project work, and at each new phase of a large project. After the assessment, risk categories that influence the project development of the quality management system implementation are detailed in table 4.

Internal risk Risk influencing the project development caused internal factors of the organization External risk Risk affecting the whole system caused by the changes of external entities importers, laws, authorizations, etc. Financial risk Risk that affects the allocated budget Table 4.

Identified risks categories 3. Qualitative analysis In this step are assessed the impacts of identified risks table 5. Risk No. It is not Unsolved of the prepared nonconformities R17 0. Quantitative analysis This process aims to analyze numerically the probability of each risk and consequences on project objectives table 6. Likelihood No. Monitoring and control of risks This stage supposes keeping track of identified risks, monitoring residual risks, and identifying new risks. In table 7 are quantify the identified risks based on the risk matrix specified in table 3.

Risks score The identified risks are categorized by degrees of probability and impact, and they are distributed into high, moderate, and low risk categories. After making analysis were results twenty-four risks for all stages of project development of a quality management system implementation. The most important risks that must be treated it can be seen in figure Risks prioritization Also, implementing the monitoring and control plans, the risks situated in the high domain can be eliminated or minimized to a medium or low level.

Nothing can be controlled which cannot be measured. If the project meets all these three criteria, it is right to consider it a successful project. If it meets two of them and comes close to the third it is probably successful. Conclusions Customer satisfaction provides valuable information for saving resources by tuning those processes and its quality aspects. Therefore the measurement of customer’s satisfaction should be seen as an essential part of business management and should be carefully designed as one of the key measures of the success of an organization.

Monitoring quality costs is essential when implementing a quality management system as this gives relevant information about the balance between efforts and investments in quality to reduce non quality and what remaining non quality still costs. Project Costs and Risks Estimation Regarding Quality Management System Implementation 65 The case study regarding costs estimation can be extending to the stochastically modeling of the total project schedules.

There is uncertainty surrounding any estimate of how long a task will take. If it is a short, simple task we have done before, the uncertainty range may be so small that it can safely be ignored. Anyone who is serious about realistically forecasting project schedules, anticipating potential trouble spots, and taking action to mitigate against likely problems — in other words, truly managing major projects, rather than just monitoring them — should be using Monte-Carlo simulation software to plan and analyze projects stochastically.

It is the best way to avoid late and over budget problems. Simulation has many advantages for risk assessment. One of the key measures of the resilience of any project is its ability to reach completion on time and on budget, regardless of the turbulent and uncertain environment it may operate within. Cost estimation and tracking are therefore paramount when developing a system. The magnitude of each costs components depends on the size of the organization, the nature of the project as well as the organization management, among many considerations, and the owner is interested in achieving the lowest possible overall project cost.

Budget estimate must be adopted early enough for planning long term financing of the facility. Consequently, the detailed estimate is often used as the budget estimate since it is sufficient definitive to reflect the project scope and is available long before the engineer’s estimate.

As the work progresses, the budgeted cost must be revised periodically to reflect the estimated cost to completion. A revised estimated cost is necessary either because of change orders initiated by the owner or due to unexpected cost overruns or savings Dumitrascu et al. When we plan a project, we are attempting to predict what will happen in the future what we will produce, by when, for how much money.

Prediction is always fraught with uncertainty. Our estimates are usually wrong because we cannot accurately predict the future. This is why we need risk assessment – it helps us to manage the uncertainty of the future Naughton, The risks of implementing and maintaining a QMS are well known. Although they cannot necessarily be eliminated they can be managed, and their impact reduced.

Also, the case studies can be extended to costs assessment of project risks. It is important to determine quantitatively the impact of event risk and determine the risks that cause harm or benefit for the project. So, it can build the sensitivity.

They are used to visualize possible effects on the project the best results and lower the different unknown variables than their initial values. Variable sensitivity is modeled as uncertain value, while all other variables are held at baseline stable. Tornado diagram is a variation of sensitivity analysis where the variable with the greatest impact is positioned on top of the chart, followed by other variables, in descending order of impact. It can be used for sensitivity analysis of project objectives cost, time, quality and risk Barsan- Pipu, References ASU, Risk Management.

January May June In: Management Science, Vol. Lock, D. Meyer, Ed. Van der Linden and R. Hambleton, Ed. New York: Springer. Project Management for Development Organizations – A methodology to manage development projects for international humanitarian assistance and relief organizations, Available from: www. A Guide to the Project Management. October Introduction What quality management and scientific information can do for an organization will hardly depend on how it is applied in the workplace.

Excellence seeking is an inherent practice to most organizations regardless its branch of activity. Loss prevention and market gains are usually presented as a justification for that.

In consequence, quality management is closely linked to capital gain, and that is why enterprises apply high investments in this field. What is not explicit in this scenery is that all of this is also linked to scientific information and its correct dissemination. In this context, it is pertinent to say that information is money, especially considering its high costs. It is also not a secret that information generates information. It means that the more widespread, more refined information gets, according to the spiral of knowledge that will be discussed ahead.

So, the major input that can culminate in findings that may contribute for Science advancement is scientific information. However, two of several potential impediments to accessing and exploiting this vast field are resource scarceness and high costs of information access, and the scenery is the same in occupational safety and health OSH field.

The barriers faced by OSH professionals during the information retrieval process, especially those derived from scientific experiments, generate the need for reflection on ways of promoting the intellectual capital turnover among professionals and this encourages the development of research instruments that enable the access to scientific information by the OSH community. The significant increase in the volume of publications disseminated in the Internet without any criteria of quality and reliability of data is the result of the internet popularization, which contributed to the appearance of barriers in the selection of relevance information, and in certification of the legitimacy of presented data, particularly in OSH, in which information is scarce in relation to other areas of human knowledge.

An alternative to minimize the impacts caused by noise in information flowing is the creation of specialized virtual environments, called open archives OA , which enable direction of the information to a target audience, promote break of bureaucratic practices in processes of documents publishing, provide interoperability between systems and communication in the scientific community besides promoting multidimensional ways of accessing studies made available by such routes.

Therein, the utilization of digital repositories of information under the philosophy of information spreading applied to the open archives initiative may be considered as an alternative to promote the intellectual capital turning as well as scientific communication among researchers. The initiative in question is presented as a strategy to support management of health and safety at work, together with quality management tools PDCA and 5S.

Knowledge management and scientific information in occupational safety and health Among the barriers to information access it is important to highlight the linguistic obstacles that may difficult or even make inaccessible the consult to relevant studies, generally published in expressive international journals. These factors justify the promotion of technical and scientific exchange in order to form a professional experiences exchange network, that may assist OSH professionals in achieving satisfactory results on reversing the current degrading situation of working conditions, that are still found in several branches of professional acting.

Information is crucial to the effectiveness of OSH management system, however, in many situations, the information necessary for effective interventions are not available, restricted, for example, by temporal contingency. Engineering, Medicine, Law. All of these and the other fields of human knowledge exist because of information. It is also true that professional acting in any area offer occupational hazards to workers.

Some more intense, some less so, but the fact is that occupational safety and health must be the basis of any professional activity, be at the office, or in heavy industry, so that the worker physical and mental integrity is always preserved. What Quality Management Allied to Information Can Do for Occupational Safety and Health 71 Basically, two kind of information concern to OSH: prevention to accidents and occupational diseases and rehabilitation of occupationally sick or injured workers.

The first one has proactive characteristics, while the second one seems to be reactive. An active posture allows the company to preview and prevent negative events, like an occupational accident, for example, and by means of this, save money or decrease spending, considering the expenses that the organization may no longer employ in professional rehabilitation. This means that the costs used in the prevention of occupational accidents and diseases should be treated as investments rather than as expenses.

Once the organization have identified the risks and opportunities in a pro-active way, the manager enables the tools to prevent or mitigate risks, maximize opportunities and reduce or eradicate harmful events to the employee and to the organization as a whole in consequence. The burden of adopting a reactive posture is to expose the company to a totally vulnerable situation, in which it may not have enough time to any reaction in an emergency situation, staying at the mercy of events.

Scientific and technical activities are the fountain from where flow technical and scientific knowledge that will be transformed, after registered, into technical and scientific information. But, on reverse, these activities only exist, and become real against this information. Information is the Science sap. Without information, Science can not develop and live. Without information research would be useless and there would not be the knowledge [2]. Manage means to carry on business affairs, finance and human resources administration, what also implies to watch out for occupational health and safety.

The purpose is common to all: to lead a particular activity or a group of them, to the achievement of one or more targets, which may vary according to the organization goals. Therefore, a range of compliances should be reached, and in case it does not occur, losses certainly will come, in most situations, with dimensions and impacts may vary from case to case.

These factors highlight the importance of management and know-how to take advantage of all available resources, always keeping in mind the organization goals to perform tasks with the best coefficient of cost-effectiveness relationship. By the way, this is the recipe of success which is unknown by so many companies. It is important that workers feel important to the organization and that their work has a real value to the company.

As a returning, the worker would receive determination, and motivation, not only merely driven by obligation or interest or duty of economic nature. He will feel pleasure to work.

In the industry, machines and equipments receive a special treatment, with periodic reviews and replacement of components. The same way, the employee also requires some care from the organization, like the workplace adjustment and maintenance, for example.

Psychological sphere certainly is very important in an occupational safety and health management plan. Considering that most part of the day of an employee is spent in his professional activities, the manager should also value the maintenance of a healthy work environment, both in physical and mental aspects.

Many practices may be adopted in this sense: a good interpersonal relationship, relaxation techniques, profits sharing, regular meetings with the teamwork to identify their needs, and also the encouragement of reading and sports practicing are some valid measures for achieving a healthy work environment.

The adoption of such measures, linked do scientific communication may assist OSH professionals in developing management tools that support the employee in a large-scale way, providing better working conditions and health, both physically and mentally. Trainings, technical visits, lectures, simulations and other forms of professional improvement are also widely successfully applied.

Added to appropriate information flowing, and also the valorization and respect for the worker, which may be made visible even in supplying adequate individual and collective protection equipments, the workplace may become a place that provides pleasant and well-being that may also contribute to occupational accidents and diseases prevention.

Avoiding accidents and occupational diseases is the major concern of OSH professionals, and also a duty for any citizen. Appearing of occupational diseases, due to noise, high temperatures, radiation, exposure to chemical substances, and so on, is one of the greatest concern to hygienists [4].

An effective prevention program results in declining of occupational accidents and diseases rates and also declining of repair and consequence s of a possible accident [5].

This way, information sharing is crucial. A seemingly routine situation for one organization may be considered a risk task for one company which may already have had the unpleasant experience of an occupational accident as a result of that activity. However, the fear of intellectual overcoming, the organizational culture or even the fear of exposing thoughts to academic criticism sometimes keep the OSH professionals from starting an occupational hazards prevention discussion with other professionals.

Thus, it falls to the company to promote knowledge sharing among the work team, and consequently the intellectual capital turning within the limits of their own plant. This point by itself is already a plausible justification for building an institutional repository of scientific information.

Managing knowledge in organizations is to provide conditions for this knowledge to be constantly produced, codified and shared across the enterprise. Facilitate the interactive knowledge flowing in the organization, adding value to information and distributing them correspond to the role of knowledge management, transforming knowledge into competitive advantage [8]. However, for knowledge to be effectively converted into competitive advantage, it must be subject to application and transmission in the company.

This conversion takes place through the transformation of tacit knowledge into explicit knowledge and tacit knowledge again and so successively until the results are tangible enough to satisfy, or preferably exceed the organization needs and expectations.

Tacit knowledge is acquired individually by each person, through courses, readings, lectures, or even the professional experience. The access to this knowledge depends on some factors, including the potential ability of explanation of the person who holds it. However, such procedures and techniques generally are not found in books, journals, films, or any other type of informational support, because this kind of knowledge only can be acquired through professional practice and experience.

Your email address should be professional, but not your current work email address. It’s not a good look to use your work email for personal projects job-searching. Your social media can be included if you have a fully-fledged LinkedIn page or another social media page that showcases your relevant skill set. Our resume builder tool will walk you through the process of creating a stand-out Quality Engineer resume.

Your resume’s education section should include: The name of your school The date you graduated Month, Year or Year are both appropriate The name of your degree If you graduated more than 15 years ago, you should consider dropping your graduation date to avoid age discrimination. Optional subsections for your education section include: Academic awards Dean’s List, Latin honors, etc.

Other tips to consider when writing your education section include: If you’re a recent graduate, you might opt to place your education section above your experience section The more work experience you get, the shorter your education section should be List your education in reverse chronological order, with your most recent and high-ranking degrees first If you haven’t graduated yet, you can include “Expected graduation date” to the entry for that school.

Your resume’s skills section should include the most important keywords from the job description, as long as you actually have those skills. If you haven’t started your job search yet, you can look over resumes to get an idea of what skills are the most important. Here are some tips to keep in mind when writing your resume’s skills section: Include skills, in bullet point form List mostly hard skills ; soft skills are hard to test Emphasize the skills that are most important for the job Hard skills are generally more important to hiring managers because they relate to on-the-job knowledge and specific experience with a certain technology or process.

Soft skills are also valuable, as they’re highly transferable and make you a great person to work alongside, but they’re impossible to prove on a resume. Product quality is the basic element of a business. It means to add features in a product or service in such a way that it meets the needs and wants of the customers. Enhancing the product quality also means improve the goods from any existing defects to ensure customer satisfaction.

Continuous improvement is an ongoing process of improvement of products, services, and processes with the help of innovative ideas. It is an organized approach that helps an organization to find its weaknesses and improve them.

Quality standards are a specific level of standards of products that are set by the companies for the customers that have to be met and maintained throughout the process until the time of delivery.

Quality standards are information that includes the customer’s requirements, guidelines, and characteristics for the needed final product or service. In Greek alphabets, sigma is the 18th letter that means “to sum up”. In statistics, the lower case symbol of sigma is the unit of measurement for standard deviation which is used to assess the variability in a given set of data.

While the upper case symbol is for summation notation means to add up all the given numbers in the data set. A quality system is an organizational structure that helps management, procedures, and processes.

The quality system helps the company to achieve its goals by following the right procedures. The quality system is usually documented and is based around a manual that defines and controls the system. The most important part of any resume is the experience section. Recruiters and hiring managers expect to see your experience listed in reverse chronological order, meaning that you should begin with your most recent experience and then work backwards.

Don’t just list your job duties below each job entry. Instead, make sure most of your bullet points discuss impressive achievements from your past positions. Whenever you can, use numbers to contextualize your accomplishments for the hiring manager reading your resume. It’s okay if you can’t include exact percentages or dollar figures. There’s a big difference even between saying “Managed a team of engineers” and “Managed a team of 6 engineers over a 9-month project. Most importantly, make sure that the experience you include is relevant to the job you’re applying for.

Use the job description to ensure that each bullet point on your resume is appropriate and helpful. Graduates who have never had industry experience are at a disadvantage. Those who stand out have taken risks and have exposed themselves to various engineering venues through summer jobs and various internships. Theory and practice stands out. Show more. Certifications can be a powerful tool to show employers that you know your stuff.

A resume summary statement is a sentence spiel at the top of your resume that quickly summarizes who you are and what you have to offer. Remember to address skills and experiences that are emphasized in the job description. Don’t Have A Professional Resume? Entry Level. Junior Level. Mid Level. Senior Level. Our AI resume builder helps you write a compelling and relevant resume for the jobs you want.

You describe QA on a resume in several ways, such as introducing it in a profile summary, describing it under work experience, and discussing core skills and achievements. The key to describing QA experience on a resume is to focus on a few core skills and provide real-world examples of specific responsibilities and achievements. You write quality engineer experience on a resume by highlighting your industry expertise, technical skills, and experiences needed to ensure the best quality standards are met.

As a quality engineer, your job is to ensure that products are free from defects. Your quality engineer resume must be spotlessly formatted and fine-tuned to the position you’re seeking.

The skills required for a quality engineer include the right mixture of hard and soft skills needed to successfully design quality standards, inspect materials, equipment, processes, and products, develop quality control systems, and determine corrective actions. The job of a quality engineer involves playing a key role in fixing issues as they arise. This can include designing quality standards, inspecting materials, equipment, processes, and products, developing quality control systems, and determining corrective actions.

Quality Engineer Resume Examples Rose Franklin. Quality Engineer. Position involved worldwide travel to GM assembly plants for establishing a rating of plant product quality and benchmarking. Performed process audits at the suppliers on an as-needed basis. Establish and implement inspection procedures. Process Control Engineer. Gathered critical process data with PI and Process Engineering Database software to monitor and maintain machine runnability. Reduced manufacturing costs by creating procedures to reclaim off-spec materials.

Perform assignments production, maintenance, process, capital projects, etc. Designed all sequence control systems in the DCS, providing a common operator interface and logic system.

Manufacturing Engineering Internship. Bachelor’s Degree Mechanical Engineering. Contact Info. Orlando, FL. Employment History. Developed and implemented all quality assurance policies and procedures for all operating locations and performed initial quality system internal audits. Eliminated Customer Complaints successfully utilizing Kaizen events. Water Supply Engineer. Prepared work breakdown structure for developing new processes to support new product development.

Involved supplier partners in product development. Provided training for multiple new facilities. Reviewed process and procedures with mechanical and process engineering to ensure accuracy to customer’s requirements. Conducted time studies and other tests to gather accurate data for process engineering and process controls. Incorporate Six Sigma methodologies to solve manufacturing problems. Bachelor’s Degree Business.

Carl Robertson. Quality Engineer – Present. Based on performance was invited to become Six Sigma Black Belt promotion. Reviewed supplier manufacturing processes and created corrective action plans to address process failures and maintain supplier performance metrics. Acted as Project Manager to transition product development components into current product engineering. Lead person for all Advanced Product Quality Planning.

Quality Associate – Documented findings in the Quality Review Database and proposed changes to existing controls, procedures and standards to mitigate potential risks. Charged with managing and directing the daily operations, assigning their work, introducing new procedures and tracking their performance. Reviewed policy and procedures for clarification, leading to process changes to our auditing criteria.

Quality Control Engineer – Work closely with the product development groups to ensure product specifications are appropriately translated into manufacturing documentation.

Generate Quarterly Supplier Performance Reports. Investigate any non-conformance issues as well as customer complaints. Bachelor’s Degree Mechanical Engineering – Create My Resume. Build My Resume. How your resume should look: The job title on your resume should match your application for the role. Jacob Carpenter. Senior Quality Engineer.

Motorola Solutions Austin, TX. Validation Engineer. Tested patch submission interoperability with dynamic kernel function probing module kprobes – introduced in Linux kernel version 2. Material Engineer.