1. Quality management review template
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I. Contents of quality management review template
==================
Achieving quality takes planning and hard work, but once achieved it's something you can be
proud of and others will appreciate. Our Quality Management Plan Template will get you off on
the right track. Project Managers will envy you, Sponsors will give you a knowing nod,
customers and stakeholders will praise you - if your projects deliver quality products. By starting
out with a plan to manage quality, and the fortitude to practice good quality management
throughout the project, delivering exceptional quality will come naturally.
Introduction
The Quality Management Plan is an integral part of any project management plan. The purpose
of the Quality Management Plan is to describe how quality will be managed throughout the
lifecycle of the project. It also includes the processes and procedures for ensuring quality
planning, assurance, and control are all conducted. All stakeholders should be familiar with how
quality will be planned, assured, and controlled.
The Quality Management Plan for the Loose Tube Fiber Cable (LTFC) project will establish the
activities, processes, and procedures for ensuring a quality product upon the conclusion of the
project. The purpose of this plan is to:
 Ensure quality is planned
 Define how quality will be managed
 Define quality assurance activities
 Define quality control activities
 Define acceptable quality standards

2. Quality Management Approach
This section of the Quality Management Plan describes the approach the organization will use
for managing quality throughout the project’s life cycle. Quality must always be planned into a
project in order to prevent unnecessary rework, waste, cost, and time. Quality should also be
considered from both a product and process perspective. The organization may already have a
standardized approach to quality, however, whether it is standard or not, the approach must be
defined and communicated to all project stakeholders.
The quality management approach for the LTFC project will ensure quality is planned for both
the product and processes. In order to be successful, this project will meet its quality objectives
by utilizing an integrated quality approach to define quality standards, measure quality and
continuously improve quality.
Product quality for the LTFC project will be defined by the company’s current standards and
criteria for its fiber optic cable family. The focus is on the project’s deliverable and the standards
and criteria being used will ensure the product meets established quality standards and customer
satisfaction.
Process quality for the LTFC project will focus on the processes by which the project deliverable
will be manufactured. Establishing process quality standards will ensure that all activities
conform to an organizational standard which results in the successful delivery of the product.
The project team will work with the Quality Group to define and document all organizational
and project specific quality standards for both product and processes. All quality documentation
will become part of the LTFC Project Plan and will be transitioned to operations upon the
successful completion of the project.
Metrics will be established and used to measure quality throughout the project life cycle for the
product and processes. The Quality Group Manager will be responsible for working with the
project team to define these metrics, conduct measurements, and analyze results. These product
and process measurements will be used as one criterion in determining the success of the project
and must be reviewed by the project sponsor. Metrics will include:
 Schedule
 Resources
 Cost
 Process performance
o Manufacturing line utilization
o Material waste
 Product performance
o Attenuation
o Tensile strength
 Customer Satisfaction (as a result of field trials)
Quality improvements will be identified by any member of the project team or quality group.
Each recommendation will be reviewed to determine the cost versus benefit of implementing the
improvement and how the improvement will impact the product or processes. If an improvement
is implemented the project manager will update all project documentation to include the
improvement and the quality manager will update the organizational documentation the
improvement affects.

3. Quality Requirements/Standards
This part of the Quality Management Plan should describe how the project team and/or quality
group will identify and document the quality requirements and standards. Additionally, there
should also be an explanation of how the project will demonstrate compliance with those
identified quality standards. The quality standards and requirements should include both the
product and processes.
Product Quality:
The product quality standards and requirements will be determined by the project team and
quality group. These standards will primarily be based on the company’s documented standards
for all fiber optic cables. There may be product-specific quality standards identified that are not
currently part of the documented organizational standards. In this case, the quality group will
review these newly identified standards and incorporate them into organizational documentation
if approved. The project team will also document any newly identified quality standards into the
LTFC project plan and ensure communication with all stakeholders.
As trial products are measured at pre-determined intervals, we will know that the product is
compliant with quality standards once we achieve ten consecutive trial runs resulting of cable
which is 100% within acceptable quality control margins.
Process Quality:
The process quality standards and requirements will be determined by the project team and
quality group. Many of these standards will be based on existing company process standards.
However, it is anticipated that there will be several unique steps in the manufacturing of the
LTFC product which will require new quality standards. The LTFC project team will work with
the quality group to establish acceptable standards and document these standards for
incorporation into both organizational process documents as well as the LTFC project plan.
These standards will be communicated to all project stakeholders.
As trial products are created, the process metrics will be measured and analyzed to determine the
quality of the process. Once the LTFC product meets quality compliance and all process metrics
fall within acceptable quality assurance margins, we will achieve process compliance for the
LTFC project.
Quality Assurance
Here the Quality Management Plan should explain how you will define and document the
process for auditing the quality requirements and results from quality control measurements in
order to ensure that quality standards and operational definitions are used. This section should
also document the actual quality assurance metrics used for this project.
The quality assurance of the LTFC Project focuses on the processes used in the manufacturing of
the LTFC product. In order to ensure quality, an iterative quality process will be used throughout
the project life cycle. This iterative process includes measuring process metrics, analyzing
process data, and continuously improving the processes.
The LTFC Project Manager and the project team will perform assessments at planned intervals
throughout the project to ensure all processes are being correctly implemented and executed. Key
performance metrics for the manufacturing of the LTFC product include polyethylene (PE)
waste, fiber waste, and time per cable run for each phase of cable creation (buffering, stranding,
and jacketing). The established project tolerances for these metrics are the organizational

4. standards for all other cable products. The table below provides the key quality assurance metrics
for the LTFC Project.
Process Action Acceptable Process Standards Process
Phase
Assessment
Interval
Filter Tube
Buffering
- < 20 feet fiber waste per tube
- < 0.5 lbs PR waste per tube
- < 8 minutes per linear km of buffer
tube
Buffering Daily or per run
Filter Tube
Stranding
- < 10 feet of waste per stranded core
- < 12 minutes per linear km of stranded
core
Stranding Daily or per run
Core Jacketing - < 15 feet of waste per jacketed cable
- < 3 lbs PE waste per cable
- < 12 minutes per linear km of jacketed
cable
Jacketing Daily or per run
The quality manager will provide day to day quality management and conduct process audits on
a weekly basis, monitor process performance metrics, and assure all processes comply with
project and organizational standards. If discrepancies are found, the quality manager will meet
with the Project Manager and review the identified discrepancies.
The Project Manager will schedule regularly occurring project, management, and document
reviews. In these reviews, an agenda item will include a review of project processes, any
discrepancies and/or audit findings from the quality manager, and a discussion on process
improvement initiatives.
Process improvement is another aspect of quality assurance. Quality assurance reviews, findings,
and assessments should always result in some form of process improvement and, as a result,
product improvement. All process improvement efforts must be documented, implemented, and
communicated to all stakeholders as changes are made.
Quality Control
In this section the Quality Management Plan describes how you will define and document the
process for monitoring and recording the results of executing the quality activities to assess
performance and recommend necessary changes. Quality control applies to the project’s product
as opposed to its processes. It should include what the acceptable standards and/or performance
are for the product and how these measurements will be conducted.
The quality control of the LTFC project focuses primarily on the LTFC product and the
acceptable standards and performance. The quality performance standards for the LTFC Project
are in accordance with the organizational standards of performance of all fiber optic cable
products. However, there are several project-specific quality standards which were established
specifically for the LTFC Product. All trial cables which are produced will be submitted to the

5. characterization group for standard loose tube cable performance testing. Additionally, all
physical measurements will conducted on each produced cable to ensure compliance with
established quality standards. The table below illustrates all performance and physical quality
standards for the LTFC Product:
Product Physical/Performance
Standards
Quality Assessment
Activities
Assessment
Intervals
6-36 fiber loose
tube cable
0.75” +/- 0.01” diameter
> 300 N/m2 Tensile Strength
< 5% attenuation at 625nm
wavelength
Lab and field testing Per produced cable
length
42-188 fiber loose
tube cable
1.5” +/- 0.01” diameter
> 450 N/m2 Tensile strength
< 5% attenuation at 625nm
wavelength
Lab and field testing Per produced cable
length
194-288 fiber loose
tube cable
2.25” +/- 0.001” diameter
> 600 N/m2 Tensile strength
< 5% attenuation at 625nm
wavelength
Lab and field testing Per produced cable
length
The project team will perform all physical measurements on their trial cables. The
characterization group will perform attenuation testing and will provide the results back to the
project team within 3 business days after the test sample is submitted. The quality group will
ensure all physical and performance standards are met for each trial cable, perform audits, and
assist the project team with creating or updating all documentation related to product quality.
The Project Manager will schedule regularly occurring project, management, and document
reviews. In these reviews, an agenda item will include a review of products, any discrepancies
and/or audit findings from the quality manager, and a discussion on product improvement
initiatives.
It is imperative to the success of the project that all of the established physical and performance
standards are met. By doing so, the LTFC Project Team will ensure that the product achieves the
high level of customer satisfaction anticipated and that future operational cable production will
be in line with budget and resource allocations.
Quality Control Measurements
This section of the Quality Management Plan should contain a sample or useable table/log to be
used in taking quality measurements and comparing them against standards/requirements. These
forms may be found in many different styles or formats. The most important aspect of this log is
to provide documentation of the findings in the Quality Management Plan. If actual
measurements do not meet the standards or requirements then some action must be taken. This

6. may be done in regularly scheduled project status meetings or as necessary throughout the
project lifecycle.
All LTFC Project products and processes must be measured and fall within the established
standards and tolerances. The below logs will be used by the project and quality teams in
conducting these measurements and will be maintained for use as supporting documentation for
the project’s acceptance.
==================
III. Quality management tools
1. Check sheet
The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
read by observing the location and number of marks on
the sheet.
Check sheets typically employ a heading that answers the
Five Ws:
 Who filled out the check sheet
 What was collected (what each check represents,
an identifying batch or lot number)
 Where the collection took place (facility, room,
apparatus)
 When the collection took place (hour, shift, day
of the week)
 Why the data were collected
2. Control chart

7. Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
In addition, data from the process can be used to
predict the future performance of the process. If
the chart indicates that the monitored process is
not in control, analysis of the chart can help
determine the sources of variation, as this will
result in degraded process performance.[1] A
process that is stable but operating outside of
desired (specification) limits (e.g., scrap rates
may be in statistical control but above desired
limits) needs to be improved through a deliberate
effort to understand the causes of current
performance and fundamentally improve the
process.
The control chart is one of the seven basic tools of
quality control.[3] Typically control charts are
used for time-series data, though they can be used
for data that have logical comparability (i.e. you
want to compare samples that were taken all at
the same time, or the performance of different
individuals), however the type of chart used to do
this requires consideration.
3. Pareto chart

8. A Pareto chart, named after Vilfredo Pareto, is a type
of chart that contains both bars and a line graph, where
individual values are represented in descending order
by bars, and the cumulative total is represented by the
line.
The left vertical axis is the frequency of occurrence,
but it can alternatively represent cost or another
important unit of measure. The right vertical axis is
the cumulative percentage of the total number of
occurrences, total cost, or total of the particular unit of
measure. Because the reasons are in decreasing order,
the cumulative function is a concave function. To take
the example above, in order to lower the amount of
late arrivals by 78%, it is sufficient to solve the first
three issues.
The purpose of the Pareto chart is to highlight the
most important among a (typically large) set of
factors. In quality control, it often represents the most
common sources of defects, the highest occurring type
of defect, or the most frequent reasons for customer
complaints, and so on. Wilkinson (2006) devised an
algorithm for producing statistically based acceptance
limits (similar to confidence intervals) for each bar in
the Pareto chart.
4. Scatter plot Method
A scatter plot, scatterplot, or scattergraph is a type of
mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data.
The data is displayed as a collection of points, each
having the value of one variable determining the position
on the horizontal axis and the value of the other variable
determining the position on the vertical axis.[2] This kind
of plot is also called a scatter chart, scattergram, scatter
diagram,[3] or scatter graph.
A scatter plot is used when a variable exists that is under
the control of the experimenter. If a parameter exists that

9. is systematically incremented and/or decremented by the
other, it is called the control parameter or independent
variable and is customarily plotted along the horizontal
axis. The measured or dependent variable is customarily
plotted along the vertical axis. If no dependent variable
exists, either type of variable can be plotted on either axis
and a scatter plot will illustrate only the degree of
correlation (not causation) between two variables.
A scatter plot can suggest various kinds of correlations
between variables with a certain confidence interval. For
example, weight and height, weight would be on x axis
and height would be on the y axis. Correlations may be
positive (rising), negative (falling), or null (uncorrelated).
If the pattern of dots slopes from lower left to upper right,
it suggests a positive correlation between the variables
being studied. If the pattern of dots slopes from upper left
to lower right, it suggests a negative correlation. A line of
best fit (alternatively called 'trendline') can be drawn in
order to study the correlation between the variables. An
equation for the correlation between the variables can be
determined by established best-fit procedures. For a linear
correlation, the best-fit procedure is known as linear
regression and is guaranteed to generate a correct solution
in a finite time. No universal best-fit procedure is
guaranteed to generate a correct solution for arbitrary
relationships. A scatter plot is also very useful when we
wish to see how two comparable data sets agree with each
other. In this case, an identity line, i.e., a y=x line, or an
1:1 line, is often drawn as a reference. The more the two
data sets agree, the more the scatters tend to concentrate in
the vicinity of the identity line; if the two data sets are
numerically identical, the scatters fall on the identity line
exactly.

10. 5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific
event.[1][2] Common uses of the Ishikawa diagram are
product design and quality defect prevention, to identify
potential factors causing an overall effect. Each cause or
reason for imperfection is a source of variation. Causes
are usually grouped into major categories to identify these
sources of variation. The categories typically include
 People: Anyone involved with the process
 Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
 Machines: Any equipment, computers, tools, etc.
required to accomplish the job
 Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
 Measurements: Data generated from the process
that are used to evaluate its quality
 Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method

11. A histogram is a graphical representation of the
distribution of data. It is an estimate of the probability
distribution of a continuous variable (quantitative
variable) and was first introduced by Karl Pearson.[1] To
construct a histogram, the first step is to "bin" the range of
values -- that is, divide the entire range of values into a
series of small intervals -- and then count how many
values fall into each interval. A rectangle is drawn with
height proportional to the count and width equal to the bin
size, so that rectangles abut each other. A histogram may
also be normalized displaying relative frequencies. It then
shows the proportion of cases that fall into each of several
categories, with the sum of the heights equaling 1. The
bins are usually specified as consecutive, non-overlapping
intervals of a variable. The bins (intervals) must be
adjacent, and usually equal size.[2] The rectangles of a
histogram are drawn so that they touch each other to
indicate that the original variable is continuous.[3]
III. Other topics related to Quality management review template (pdf
download)
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