in 150 words summarize and rephrase this article, and write one sentence the most takeaway and one-sentence criticism from this article (Quality Management) Introduction Quality Management (QM) is a key element of Project Management. It is a simple concept. It involves carrying out a project through its four phases (concept, development, execution, and finish) with zero deviations from the project specifications. The environment necessary to support this effort must focus on quality policies, plans, procedures, programs and specifications. This report identifies the key components that should be used to manage quality throughout the life of a project. The Quality Management Function is the process of ensuring that all aspects of a project and its results fully meet the needs and expectations of the project's client, participants and shareholders both internal (relating to the project's system of development), and external (relating to the project's performance or service). The primary components of the quality management function are: Overall Quality Philosophy - The involvement of all project participants in ensuring that project goals, requirements and performance standards are in compliance with the expectations of both the client and the project team. Quality Assurance - The managerial processes that determine the organization, design, objectives and resources, and that provide the project team, client and shareholders with performance standards and feedback on the project's performance. Quality Control - The technical processes that examine, analyze and report the project's progress and conformance with performance requirements (see Figure B1 for the total QM Function Chart). We feel that the QM Function Chart can be used to educate potential project managers because it identifies quality characteristics that managers need to focus on throughout the life of a project. In order to fully understand these characteristics, a unified perspective on the process of QM is presented in the following section. The management of quality in industry has changed during the last decade In the past, quality management centered on the inspection of a product after it was built, with little involvement from the builders. The emphasis was on catching defects after the fact. For example, the manufacturing industry one decade ago averaged a production reject rate of 20 to 30 thousand rejects per million. The emphasis today has changed to the conscious planning of the policies and procedures designed to determine and control project specifications with the individuals involved in online production. With this shift in emphasis, the same manufacturing industry averages 20 to 50 rejects per million.

We have come to realize that the definition of quality is simply conformance to requirements/specifications. Thus, quality should not be confused with excellence, luxury, prestige, gold-plating, or other terms that describe results in qualifying degrees. There can be waste involved in producing a product or service that exceeds requirements just as surely as in producing a product that falls short of requirements. This definition of quality is the essential concept on which quality management operates.

The ultimate responsibility for quality rests with the line organization. Therefore, QM depends on a team comprised of quality resource people and line personnel responsible for the actual production. This team approach requires an Overall Quality Philosophy to carry out the two main quality responsibilities Assurance and Control. Some essential steps in process of quality management are:

Ownership of Quality Responsibility - The individual employee performing a given task has the ultimate responsibility for the conformance of results to the requirements/specifications. When the individual is provided the essential tools, skills, knowledge and opportunities, he/she is encouraged to develop a sense of personal pride and commitment in the product's internal and external quality. This concept is called ownership.

Self-Inspection - The individual performing a given task also performs measurements to ensure that conformance is continually achieved. This provides immediate feedback, which permits adjustment of the process in the production of zero defects.

Zero Defects - The objective of quality management, which has been proven to be an attainable objective through the use of statistical process control, is to eliminate deviations from specifications.

Statistical Process Control - Statistical Process Control is the application of formal statistical sampling and control procedures that permit very accurate monitoring of the process by which a task is performed, thereby ensuring that the product will be in conformance with specifications. The objective of Statistical Process Control is to determine whether a repetitive activity or series of activities is predictable, and then to enhance the ability to manage that activity in a stable environment.

Statistical Decision Making - Statistical Decision Making is the utilization of formal statistical concepts and techniques to decide on alternative choices, particularly during the execution and finishing phases of the project. Practical examples of these techniques include sampling theory, central tendency (mean or average), variability (standard deviation), process control charts, Pareto analysis (ABC analysis), multivariate analysis, design of experiments, hypothesis testing, fishbone diagrams, cause/effect analysis, failure mode/effect analysis, etc.

Statistical Sampling - The collection of data from less than 100% of the elements in a population, from which inferences can be made and actions taken, is called Statistical Sampling. It has been proven that in most instances, the inferences from statistical sampling can be as accurate as comparable inferences from 100% inspection. Sampling is done in a planned, systematic way, or it can be done so that each sample is chosen independent of any other sample (random selection).

Cost of Quality - The term applies to the costs required to achieve quality management, i.e., costs necessary for ensuring conformance to specifications. It also refers to the costs incurred as a result of non-conformance, which are generally subdivided into internal (those costs incurred before the product leaves the producing organization) and external (those costs incurred after the product leaves the producing organization).

Cost of Quality (Management's Responsibility) - At least 85% of the costs of quality are the direct responsibility of management (W. Edwards Deming, et al.). Management must provide the employees with the necessary Overall Quality Philosophy, Quality Assurance and Quality Control systems to maximize product quality while minimizing or eliminating product defects. [10]