Improving automation delivery project quality with quality gate project model
Hujanen, Henriikka (2016)
2016
Ympäristö- ja energiatekniikan koulutusohjelma
Luonnontieteiden tiedekunta - Faculty of Natural Sciences
This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Hyväksymispäivämäärä
2016-06-08
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:tty-201605254136
https://urn.fi/URN:NBN:fi:tty-201605254136
Tiivistelmä
In Valmet Automation, a strong need for improvement of project quality and reduction of quality costs has been acknowledged. As a solution, in this study a new quality gate model for automation delivery projects is created. With systematic quality checkpoints defined in the project execution model, the target is to improve the project as well as product quality in the project deliveries of the target company. The model presents a more standardized way of project execution with suitable Lean project management principles applied in the model.
The study is conducted with a constructive research approach. In the theoretical background, project management as well as the most common project success factors were discussed. Also, the relationship between time, cost and quality factors in projects are reviewed and the basics of Lean thinking presented as well as the principles of Lean project management.
Before constructing the actual model, an extensive interview study with more than 40 interviewees was conducted in order to understand the current state of project execution as well as the biggest problems related to project quality. An important part of the construction process was a pilot trial, as the model was tested in six different pilot projects. With the feedback gathered form the pilot trial the final version of the quality gate model was defined.
The quality gate model constructed in this study will be implemented globally to the project deliveries of Valmet Automation in the autumn 2016. According to the feedback gathered from the pilot trial, the model is seen well suitable for practice and is seen to have potential to improve the project quality in the target company. One of the biggest differences compared to the current project quality assurance model is the strong focus on the in-house phases of the project. In the model, Lean principles of project management are applied and most of the quality assurance activities are conducted before the on-site phase in order to recognize the defects earlier and minimize the quality costs generated. In addition, two entirely new quality checkpoints were added to the project quality assurance due to challenges observed during the current state analysis.
The study is conducted with a constructive research approach. In the theoretical background, project management as well as the most common project success factors were discussed. Also, the relationship between time, cost and quality factors in projects are reviewed and the basics of Lean thinking presented as well as the principles of Lean project management.
Before constructing the actual model, an extensive interview study with more than 40 interviewees was conducted in order to understand the current state of project execution as well as the biggest problems related to project quality. An important part of the construction process was a pilot trial, as the model was tested in six different pilot projects. With the feedback gathered form the pilot trial the final version of the quality gate model was defined.
The quality gate model constructed in this study will be implemented globally to the project deliveries of Valmet Automation in the autumn 2016. According to the feedback gathered from the pilot trial, the model is seen well suitable for practice and is seen to have potential to improve the project quality in the target company. One of the biggest differences compared to the current project quality assurance model is the strong focus on the in-house phases of the project. In the model, Lean principles of project management are applied and most of the quality assurance activities are conducted before the on-site phase in order to recognize the defects earlier and minimize the quality costs generated. In addition, two entirely new quality checkpoints were added to the project quality assurance due to challenges observed during the current state analysis.