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lity managementin construction

projectQua

BSS666: LECT 10 & 11

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PROJECT QUALITY MANAGEMENT

• provides all the tools to make sure your project turns

out as planned

• harnessing everyone’s effort to achieve zero defects at

lowest cost, and zero defects means continually satisfying

customer requirements

• is viewed as a total commitment to manage a firm’s

resources to achieve the highest levels of performance in

everything in which the firm is involved.

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PROJECT QUALITY

MANAGEMENT

is a meth! "# e$s%#i$ thata'' the a(ti)ities $e(essa#* t!esi$+ !e)e', a$!im,'eme$t a ,#!%(t #se#)i(e a#e e""e(ti)e a$!e""i(ie$t -ith #es,e(t t thes*stem a$! its ,e#"#ma$(e

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T.REE MAIN COMPONENT O/

QUALITY MANAGEMENT

1) Q!"#$%

&'($'"

In construction engineering and manufacturing, quality

control and quality engineering are involved in developing

systems to ensure products or services are designed and

produced to meet or exceed customer requirements. These systems are often developed in conjunction with other

business and engineering disciplines using a cross-

functional approach.

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QUALITY MANAGEMENT

*) Q!"#$%

!++!(&

refers to planned and systematic production processes that

provide confidence in a product's suitability for its intended

purpose. It is a set of activities intended to ensure that

products goods and!or services" satisfy customerrequirements in a systematic, reliable fashion

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QUALITY MANAGEMENT

-) Q!"#$%

#/'0($

These cover product improvement,

process improvement and people

based improvement.

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!ttitude of mind

Quality

!ssurance

Quality

&ontrol

Quality of

management

process

Quality of the

product

ltimate oal

!chieving a quality

product

&urative

edicine

/reventive medicine

!chieving Quality on /rojects

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• The (mm$ e'eme$t " the %si$ess!e"i$iti$s is that the %a'it* " a,#!%(t # se#)i(e #e"e#s t the,e#(e,ti$ " the !e#ee t -hi(h the

,#!%(t # se#)i(e meets the(%stme#2s e3,e(tati$s:

• Q%a'it* has $ s,e(i"i( mea$i$ %$'ess

#e'ate! t a s,e(i"i( "%$(ti$ a$!4#5e(t

•

Q%a'it* is a ,e#(e,t%a'+ ($!iti$a' a$!sme-hat s%5e(ti)e att#i%te

Q!"#$%2

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• ISO 9000: "Degree to which a set ofinherent characteristic fulfills

requirements." The standard defines

requirement as need or expectation.

B%si$ess has t#ie! t !e"i$e %a'it* i$

a ,#!%(e#($s%me# ($te3t+ -ith the"''-i$ )a#iati$s:

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Six Sigma: "um!er of defects permillion opportunities." The metric is

tied in with a methodolog and a

management sstem.

Business has tried to define quality in a

producer-consumer context, with the

following variations:

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• #hilip $. %ros!: "%onformance to

requirements." The difficult with

this is that the requirements ma not

full represent customer

expectations& %ros! treats this as aseparate pro!lem.

Business has tried to define quality in a

producer-consumer context, with the

following variations:

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•

'oseph (. 'uran: ")itness for use.")itness is defined ! the customer.

• oria*i +ano presenting a two, dimensional model of qualit: "must,!equalit" and "attracti-e qualit." Theformer is near to the "fitness for use" andthe latter is what the customer would lo-e!ut has not et thought a!out.

Business has tried to define quality in

a producer-consumer context, with

the following variations:

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Genichi Taguchi, with two definitions:

• /niformit around a target -alue." The idea

is to lower the standard de-iation in

outcomes and to *eep the range of

outcomes to a certain num!er of standardde-iations with rare exceptions.

•

"The loss a product imposes on societafter it is shipped." This definition of qualit

is !ased on a more comprehensi-e -iew of

the production sstem.

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Ame#i(a$ S(iet* "# Q%a'it*:

• a su!ecti-e term for which each person has his or her own definition.

•In technical usage qualit can ha-etwo meanings: the characteristics of a

product or ser-ice that !ear on itsa!ilit to satisf stated or implied

needs&

• a product or ser-ice free ofdeficiencies.

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#eter Druc*er:

"1ualit in a product or

ser-ice is not what the

supplier puts in. It is whatthe customer gets out and

is willing to pa for."

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Q%a'it* C$(e,ts

• /# 7esi$

8Aestheti(s 9! !esi$ taste

8/%$(ti$a'it* 9!esi$ !es -hat it isi$te$!e! t: meet %i'!i$ (!e

#e%i#eme$ts

8Sa"et* 9sa"e "# ((%,ie#s; meet%i'!i$ (!e #e%i#eme$ts

8 Cst 9-ithi$ ('ie$t

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Q%a'it* C$(e,ts• /# C$st#%(ti$

•

=#>ma$shi, 9%a'it* "($st#%(te! -#>

• I$te#it* 9a((#!i$ t !#a-i$s

a$! s,e(i"i(ati$s

• Cm,'eti$ time i$ the ,#5e(t

a((#!i$ t ('ie$ts #e%i#eme$ts

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Quality Concepts• !ero "efects # states that there is no

tolerance for errors within the system$

The goal of all processes is to avoid

defects in the product or service

• $he &ustomer is the (e3t /erson in the /rocess 4

5ased on providing the internal organization asystem that ensures the product or service is

transferred to the ne3t person in the process in a

complete and correct manner

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Quality Concepts• %ontinuous &mprovement 'rocess # is a holistic

approach to an organi(ation that focuses on

principles while ma)ing the process

improvements

• 'rocess %apa*ility # in evaluating the processes

which will *e used to produce a system, it is

essential that the process *e capa*le of

performing the required functions to achieve the

desire outcome$

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Ma5# Cst Cate#ies " Q%a'it*

a P#e)e$ti$ Cst ? (st t ,'a$ a$! e3e(%te a,#5e(t s that it -i'' e e### "#ee@ Sme a#eas "

,#e)e$ti$ (st i$('%!e ,'a$$i$ " the s(,e+

%!et+ ,e#"#ma$(e a$! !%#ati$ t meet

(%stme# #e%i#eme$ts@ 9i T#ai$i$+ ii@ P#(ess (a,ai'ities st%!ies+ iii@

S%#)e*s " )e$!#s4s%,,'ie#s+ i)@ S%#)e*s

" s%($t#a(t#s 5) !ppraisal &ost6 cost of evaluating the processes and the output of the

process to ensure the product is error free. 7 inspection and testing of products, maintenance ad test equipment, cost to process and report

inspection data)

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5) #nternal 8ailure &ost 4 cost incurred to correct an identified defect 5eforethe customer receives the product. 7scrap and rework, inventory costs)

c) 3ternal 8ailure &ost 4 relates to all errors not detected and corrected

5efore delivery to the customer. 7warranty cost, product lia5ility)

d) easurement and $est quipment 4 capital cost of equipment used to

perform prevention and appraisal activities.

Ma5# Cst Cate#ies " Q%a'it*

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2O3 TO I(#4O56#4OD/%TI5IT7 I T26

3O4+ #8%6 TO %2I656 TOT8 1/8IT7

O #4O'6%TS

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!chieving Quality

on /rojects

#/'0#(

/'9&$#0#$%

otivation

of mployees

+etting6up of Quality

anagement +ystem

or /rocess

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+otivational Theories

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+cGregors Theory . Theory /

• The#*

Pe,'e a#e 'a* * $at%#e;!is'i>e -#> & -i'' a)i! it-he$e)e# ,ssi'e

The* m%st e (e#(e!+($t#''e! a$! th#eate$e!-ith ,%$ishme$t i$ #!e# t-#>@

The* 'a(> amiti$ a$! see>

mai$'* se(%#it*@ The* a)i! #es,$sii'it*

• The#* Y

=#> is as $at%#a' t ma$ as,'a* & #est@

Pe,'e a#e (a,a'e " se'"!i#e(ti$ t 5e(ti)es the* a#e(mmitte!@

Pe,'e -i'' e)e$ see>#es,$sii'it* i)e$ ,#,e##e-a#!s@

Ma$* ,e,'e a#e (#eati)e+i$e$i%s & imai$ati)e %tthese i$te''e(t%a' ,te$tia'itiesa#e %ti'ie! $'* ,a#tia''* i$mst #a$iati$s@

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.e#e#s T-/a(t#

The#*

Mti)at#s D G#-th

.*ie$e /a(t# D Re,'e$ishme$tNee!s

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0er(*ergs Two-1actor

Theory

Mti)at#s D G#-th

• 2atisfiers

3chievement4ecognition

4esponsi*ility

5or) itself

3dvancement

.*ie$e /a(t# D

Re,'e$ishme$t Nee!s

• "issatisfiers

5or)ing conditions

3dministrative policies

2upervision

2alary&nterpersonal 4elations

2tatus

6o* 2ecurity

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/hysiological

(eed for air, water, food,

warmth, sleep,se3 : 5asic

5odily satisfactions +afety6+ecurity

8reedom from actual danger :

need for assurance of continued

well 5eing.

;elonging6"ove6social

(eed to give : receive

attention, love : affection.

go6steem

(eed for the respect :

recognition of others

3istential, +elf6!ctualization

$he need to 5ecome all that one

is 5ecoming.

/hysiological

+afety

+ocial

go

3istential

&hronological6/sychological !ge

/otentialof+a

ti

sfacti

on

+aslows 0ierarchy

of 0uman 7eeds

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FOCUSED ON MOTIVATION,EMPLOYEE NEEDS AND

INCENTIVES

These models are used in the

construction industry

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+otivation

• The set of processes that

determine the choices people

ma)e a*out their *ehaviours• &t imparts incentives that require

a response on part of someone

else of achieve a defined goal

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+otivation

• &n *usiness, motivation is notsynonymous with salaries8

money is a means for

accommodating the economicneeds of wor)ers

otivation means an inner wholesome

desire to e3ert effort without thee3ternal stimulus money

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%ontext of +9T&3T&7G

• &t is the a*ility of indoctrinating the

personnel with a unity of purpose and

maintaining a continuing, harmonious

relationship among all people$• 3 force which encourages and promotes a

willingness of every employee to

cooperate with every mem*er of the team

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E""e(ti)e Mti)ati$ " Em,'*ee

#reate proper conditions that

cause people to do their wor$

willingness and enthusiasm

The willingness to exert high level

of effort to reach organi%ational

goals, conditioned by the effort&s

ability to satisfy some individual

need

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EMPOLYEE NEE7S MOTIATION

T.RU:

oal (etting

)mployee reward!incentives

*einforcement

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A!)a$tae " P#!%(ti)it*

Im,#)eme$t• "ecreased total cost and duration of

production

#mproved qualityrowth in market share of product

#ncreased employment and wages without

inflationary pressuresnhanced purchasing capacities among

employees, employers and customers

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;nd of 'resentation

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Q!"#$% !(!($

/'!

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=h* %a'it* ma$aeme$tF

• The implementation of qualitymanagement and the guidelinesare designed to encourage and

assist: –< the management of projects and

contracts *y all customers and

service providers to consistentlyachieve the required outcomes8 – < a 5etter customer service approach 5y service providers=

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=h* %a'it* ma$aeme$tF

–< continual improvement in the deliveryof project and contract outcomes8 and

–

< a consistent approach 5y agencies inspecifying, and service providers in providing>implementing, Qualityanagement +ystems, Quality

anagement /lans 7including design plans), and #nspection and $est /lans, andin monitoring their implementation.

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Quality +anagement %omplements

'roject +anagement

QM & PM th #e($ie the

im,#ta$(e " "%# 9 asi(,#i$(i,'es:

= C%stme# satis"a(ti$= P#e)e$ti$ )e# i$s,e(ti$

= Ma$aeme$t #es,$sii'it*

= C$ti$%%s im,#)eme$t

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1@ C%stme#

Satis"a(ti$

>nderstanding, evaluating, defining,

and managing expectations so that

customer requirements are met:

•%onformance to requirements• 1itness for use

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• The (st " ,#e)e$ti$ mista>es ise$e#a''* m%(h 'ess tha$ the (st "(##e(ti$ them+ as #e)ea'e! *i$s,e(ti$4assessme$t

;uild quality in vs #nspect quality in

?$ 'revention over

&nspection

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H Ma$aeme$t Res,$sii'it*

S%((ess #e%i#esthe ,a#ti(i,ati$

" a'' meme#s "the team+ %tma$aeme$t is#es,$si'e t

,#)i!e the#es%#(es ts%((ee!@

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The @plan-do-chec)-actAcycle is the *asis for

quality improvement$

Quality improvementinitiatives can improve

the quality of project

management as well as

the quality of the

product$

$ %ontinuous &mprovement

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Quality /lan 7/"!()

1. #nputs

1.1 Quality #mprovement

1.*. Quality /olicy

1.- /roject 9escription

1.?. +tandard egulation

*. $ools and $echniques

*.1. ;enefit>&ost analysis

*.* ;enchmarking

*.- 8lowcharting

-. 'utputs

-.1 Quality gt /lan

-.* 'perational 9efinitions -.- &hecklist

-.? Quality ;assline

-.@. Quality &hecklist

-.A. /roject anagement /lan

7pdate)

Quality !ssurance 79')

1. #nputs


1.*. esults of Quality

&ontroleasurement

1.- 'perational

9efinitions


*.1. Quality /lanning

*.* $ools and $echniques

*.- Quality !udits

-. 'utputs

-.1 Quality #mprovement

Quality &ontrol 7&B&C)

1. #nputs

1.1 Dork esults

1.*. Quality gt /lan

1.- 'perational 9efinition

1.?. &hecklist


*.1. #nspection

*.* +even (ew Quality

&ontrol $ools

*.- 'ther Quality ngt $ools

and $echniques

-. 'utputs -.1 Quality #mprovement

-.* !cceptance 9ecision

-.- ework

-.? &ompleted &hecklist

-.@. /rocess !djustments

Quality #mprovement 7!&$)

1. #nputs


/hilosophy and

/rinciples*. $ools and $echniques

*.1. +uggestion +cheme

*.*. @+

*.- Dork +implification

*.?. Quality &ontrol &ircle

*.@. #+' EFFF

-. 'utputs

-.1 #mproved Quality

+tandard

%972T4>%T&97 '496;%T Q>3C&T/ +373G;+;7T

%972T4>%T&97 Q>3C&T/ 'C377&7G

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%972T4>%T&97 Q>3C&T/ 'C377&7G

&7'>T2 '49%;22 9>T'>T

DE enterpriseenvironmental

factors

?E

organi(ational

process assets

FE project scope

statement

E project

managementplan

DE cost *enefitanalysis

?E *enchmar)ing

FE design of

experimentsE cost of quality

E quality control

tools and

techniques

DE requestedchanges

?E recommended

corrective actions

FE organi(ationalprocess assets

HupdatesE

E project

management plan

HupdatesE

';4194+ Q>3C&T/ 322>437%;

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';4194+ Q>3C&T/ 322>437%;

&7'>T2 T99C2IT;%07&Q>;2

9>T'>T

DE quality management

plan

?E quality metrices

FE process

improvement plan

E wor) performance

information

E approved change

request

JE quality control

measurements

KE implemented change

request

LE implemented

corrective actions

ME implemented defect

repair

DNE implemented

preventive actions

DE quality planning tools

and techniques

?E quality audits

FE process analysis

E quality control tools and

techniques

DE requested changes?E recommended corrective

actions

FE organi(ational process

assets HupdatesE

E project management

plan HupdatesE

';4194+ Q>3C&T/ %97T49C

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';4194+ Q>3C&T/ %97T49C

&7'>T2 T99C2IT;%07&Q>;2

9>T'>T

DE quality management

plan

?E quality metrices

FE quality chec)lists

E organi(ational

process assests

E wor) performance

information

JE approved change

requests

KE delivera*les

DE cause and effect

diagram

?E control charts

FE flowcharting

E pareto chart

E scatted diagram

JE statistical sampling

KE histogram

LE inspection

ME defect repair review

DE quality controlmeasurements

?E validated defect repair

FE quality *aseline

E recommended quality

actions

E recommendedpreventive actions

JE requested changes

KE recommended defect

repair

LE validated delivera*les

ME organi(ational processassets

DNE project management

plan

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Plan-Do-Check-ActCycle

9'

Q!"#$% !++!(&

/"!(

Q!"#$% /"!(

&B&C

Q!"#$% &'($'"

!&$

Q!"#$% #/'0($

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+uality lanning identify which quality standards are relevant to the project and

determining how to satisfy them

1. #nput

• Quality #mprovement

• Quality /olicy

• /roject 9escription

• +tandard egulation


• ;enefit>&ost !nalysis

• ;enchmarking

• 8lowcharting

-. 'utputs

• Quality anagement /lan

• 'perational 9efinitionsG

• &hecklist

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%97">%T&7G 259T 373C/2&2

'496;%T 'C377&7G 2T43T;G/

• 5hat 2T4;7GT02 do we haveO 0ow can we ta)e advantage of

themO

• 5hat 5;3P7;22;2 do we haveO 0ow can we minimi(e the impact

of theseO

• 5hat 9''94T>7&T&;2 are thereO 0ow can we capitali(e on them

• 5hat T04;3T2 might prevent us from getting thereO Hconsider

technical o*stacles, competitive responses, values of people within

your organi(ation, and so onE

259T 373C/2&2

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259T 373C/2&2

2 t r e n g t h s

T h r e a t s

9 p p o

r t u n i t i e s

5 e a ) n

e s s e s

;xternal

&nternal

F t E l

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Factors Examples

Internal

Strengths Abilities, core competencies, capabilities

resources, weakness of the competition,

or the opposing sources

Weaknesses Critical parts of the organiation to

strengthen or hi!e from competitors"

Failures, !efeats, loses an! inability to

match up with the !ynamic situation

External

#pportunities $ossibilities%benefits of what can be !one

an! where effecti&eness is possible

'hreats 'he pitfalls an! the !angers, the

&ariations an! exceptions possible,

changes in business en&ironment, $ES'

forces (political, economic, social,technological)

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• /# e)e#* sta('e

i!e$ti"ie!+ -hat (a$ -e !t )e#(me # et a#%$!themF

9This he',s *% !e)e',

($ti$e$(* ,'a$s

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Osta('es a#e thse"#iht"%' thi$s *%

see -he$ *% ta>e*%# e*es "" *%#a'

2enr )ord

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S• There are seven aspects of an

organi(ation that need to harmoni(e

with each other, to point in the same

direction li)e the needless of seven

compasses

• &f each aspect supports the others

then the organi(ation can *e said to *e

@organi(edA

S

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S

2)ills

2hared

alues

2taff

2tyle

2tructure

2ystems2trategy

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+uality ssurance - evaluating overall project performance on a regular basis to

provide confidence that the project will satisfy the relevant quality standards

1. #nput

• Quality anagement /lan

• esults of quality control measurement

• 'perational 9efinitions


• Quality /lanning 7$ools and $echniques)

• Quality !udits

-. 'utputs

• Quality #mprovements

+uality #ontrol - monitoring specific project results to determine if they comply with the

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+uality #ontrol monitoring specific project results to determine if they comply with the

relevant quality standards and identify ways to eliminate causes of unsatisfactory

performance

1. #nput

• Dorks results

• Quality ngt /lan

• 'perational 9efinition

• &hecklist


• #nspection

• +even (ew Quality &ontrol $ools

7/areto !nalysis, 9ata 4$a5les, &ause6ffect !nalysis, $rend !nalysis

Bistograms, +catter 9iagrams, &ontrol &harts) and other anagement $ools

and $echniques

-. 'utputs

• Quality #mprovements

• !cceptance 9ecisions

• ework

• &ompleted &hecklist

• /rocess !djustments

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+uality Improvement - includes ta$ing action to increase the effectiveness and efficiency

of the project maintaining and improving the current standard

1. #nput

• Quality #mprovement /hilosophy and /rinciples


• +uggestion +cheme

• @’s 7+ort, +ystematize, +weep, +anitize, +elf69iscipline)

• Dork +implification 7Dork easurement : Dork +tudy)

• Quality &ircle

• #+' EFFF 7Quality anagement +ystem +tandards)

-. 'utput

• #mproved Quality +tandard

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&onstruction /roject Quality anagement must address 5oth the management of

the project and the product of the project. 8ailure to meet quality requirements in

either dimension can have serious negative consequence for any or all of the

project stakeholders

Dhy Quality !ssurance2

Dhy Quality &ontrol2

"o & 0ave 3 Quality 3ssurance

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"o & 0ave 3 Quality 3ssurance

'rogramO

• O"te$ times the ,h#ase %a'it*

ass%#a$(e is mis%se! a$! mis

%$!e#st!

• T a)i! a$* ($"%si$+ the

"''-i$ ta'e (a$ e %ti'ie! as at' t assess i" *% ha)e a %a'it*

ass%#a$(e ,##am@

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7O I .AE A QUALITY

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7O I .AE A QUALITY

ASSURANCE PROGRAMF

I/ NO =AS ANS=ERE7 TO

ANY O/ T.E ABOEQUESTIONS+ YOU 7O NOT

.AE AN E//ECTIE

QUALITY ASSURANCEPROGRAM

Dh Q lit ! 2

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A good quality assurance system in theconstruction will:

• Identify objectives and standards

• Be multifunctional and preventionoriented

• Plan for collection and use data in acycle of continuous improvement

• Plan for the establishment of andmaintenance of performance measure

Dhy Quality !ssurance2

5hat &s Quality 3ssuranceO

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5hat &s Quality 3ssuranceO

• Quality assurance is a*out *eing @in

controlA of all major areas of your

*usiness H@)ey processesAE so that you

can assure quality$

;eing Hin controlI also reduces variation,

which improves quality.

H&ontrolI and Hvariation reductionI is

accomplished using various methods.

Q>3C&T/ 322>437%; ' " % 3

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Q>3C&T/ 322>437%; '-"-%-3

%/%C; 94 ";+&7G %/%C;

'lan: "ocumentedprocesses via

quality procedures

. quality plans

"o: 5or)systematically

*y

following your

procedures$

%hec): erify with

quality audits . *y

documenting

7on-conformances

3ct: 3ct upon the

results*y implementing

%3'3 . conducting

+anagement

4eviews$

Quality 3ssurance have a little value if the

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• 7(%me$t C$t#': Toensure employees have the correctprocedures and the procedures are properly

maintained$

• A%!its: To verify quality procedures are*eing followed$

$


systematic methods were not properly

managed that includes:


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• N$($"#ma$(e T#a(>i$: T m$it# a$!

t#a(> %a'it* iss%es t e$s%#e that !e"e(ts a#e

>e,t "#m *%# (%stme#

• CAPA 9(##e(ti)e a(ti$ a$! ,#e)e$tati)e

a(ti$: T (##e(t "'a-e! ,#(esses 9i@e@

%a'it* ,#(e!%#es -he$ !ete(te! )ia a%!itsa$! $$($"#ma$(e t#a(>i$ t ,#e)e$t

!e"e(ts "#m #e((%##i$@


systematic methods were not properly

managed that includes:


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• +anagement 4eview: 4eviewing

quality system data HperformanceE

Hquality metricsE to determine if thequality system is wor)ing and if it is

not, ta)ing the appropriate action to

improve the system$


systematic methods were not properly managed

that includes:

N%me#i(a' 7ata

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N%me#i(a' 7ata

&ontrol and variation reduction is esta5lished

5y statistically evaluating the process capa5ility

and then controlling the process via process

control charts using +/& 7statistical process

control).

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• %ontrol and variation is alsoreduced *y instituting systematic

methods Hi$e$ quality proceduresE$

• This is also referred to as

@systemati(ingA, @standardi(ingA, or@procedurali(ingA your )ey *usiness

processes$

7on-7umerical "ata

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%onstruction &ndustry 7eeds

• T e e""e(ti)e+ a %a'it* ass%#a$(e,##am !esi$e! "# ($st#%(ti$m%st e st#eam'i$e!+ %se#"#ie$!'*+

$t )e#'*%#!e$sme+ a$! ea#e!"# the i$te$!e! a%!ie$(e@

• I$ a!!iti$+ it m%st st#i>e the #iht

a'a$(e et-ee$ a!!e! (st a$!a!!e! )a'%e@

C$st#%(ti$ I$!%st#*

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C$st#%(ti$ I$!%st#*

Nee!s

nfortunately, the only quality assuranceHstandardI that is currently availa5le to theconstruction industry is the H#+' EFFFI

quality system, which is well known due tohigh levels of pu5licity

$his standard has for the most part 5eencompletely ignored 5y the constructionindustry in the .+. as only ?* constructioncompanies are certified.

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• T e e""e(ti)e+ a %a'it* ass%#a$(e,##am !esi$e! "# ($st#%(ti$ m%ste st#eam'i$e!+ %se#"#ie$!'*+ $t )e#'*%#!e$sme+ a$! ea#e! "# the i$te$!e!

a%!ie$(e@

• I$ a!!iti$+ it m%st st#i>e the #iht a'a$(e

et-ee$ a!!e! (st a$! a!!e! )a'%e@

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nfortunately, the only quality assuranceHstandardI that is currently availa5le to theconstruction industry is the H#+' EFFFI quality

system, which is well known due to high levels of pu5licity

$his standard has for the most part 5eencompletely ignored 5y the construction industry inthe .+. as only ?* construction companies arecertified.

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%onstruction %ontractor Quality

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%onstruction %ontractor Quality

2ystem 3udit %hec)list

• "ue to the lac) of a *asic construction qualityassurance program for the construction industry, aconstruction contractor, quality system auditchec)list was developed to assess a constructioncontractorRs quality system$

• The chec)list was developed utili(ing the followingsteps:

•

DE >sing the &29 MNNN: DMM standard as a guide$• ?E 2tripping those elements from the standard thatare not essential to construction$

• FE 3dding quality elements that are unique to

construction$

%orporate %onstruction Quality

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3ssurance 'rogram

• "ue to a lac) of a standard qualityassurance program that meets the needsof the construction industry, a *ac)-to-*asics and streamlined construction qualityassurance program was developed$

• The goal was to develop a system thatcaptured the essence of quality assurance,including:

• 3ssuring quality$


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3ssurance 'rogram

• 3dding value$• >tili(ing a ris)-*ased approach Hto minimi(e the

cost of a quality systemE$• 4educing the cost of quality Hand increasing

profitE$• 'roviding the tools required to successfully:

– o Get the jo* done right the first time$ – o To find . correct defects *efore your

customer finds them$ – o 'revent defects from re-occurring$

Why Quality Control*

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y Q y

It is a process of diagnosis and cure. As the facility is erectedand commissioned it is checked against the specication toensure that it is of the required standard! and any varianceare eliminated. "he activities by which this is done must be#a$ planned! #b$ tested! # c$ recorded and! #d$ analysed.

Planned: quality control consumes resources, and so

activities must be planned so that those resources are

allowed for in the projects estimated and are available

to conduct the tests at the right time

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Tested: it must be known that the method of checking the

specification will highlight variances

Recorded: the results must be recorded to provide a

historical record for planning future projects, and to be able

to analyse trends

Analysed: the results must be analysed to determine the

cause of any variance so it can be eliminated and the

analysis of trends can indicate potential problems before

they occur

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• Q%a'it* C$t#'

• Q%a'it* Ass%#a$(e• Q%a'it* Ma$aeme$t

• Ke# 7e"e(ts

• 7 the Riht Thi$ Riht the

/i#st Time

• C$st#%(ti$ Im,#)eme$tP#(ess

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! "anagement by #bjectives

• "anagement by $%ception

• "anagement by &alking

! 'ost Analysis

! Personnel($quipment Allocation

! Participative "anagement($mployee

)nvolvement

O'iati$s a$! #es,$sii'ities " ma$aeme$t

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O'iati$s a$! #es,$sii'ities " ma$aeme$t

E!-a#! 7emi$

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=@ E!-a#!s 7emi$ ? 1 Pi$ts

• HLE "rive out fear

• HME Brea) down *arriers *etween• departments• HDNE ;liminate slogans and targets• HDDE ;liminate wor) standards• HD?E4emove the *arriers that ro* employees• of their right to pride in wor)manship• HDFE &nstitute programs of education and• self-improvement• HDE 'ut every*ody to wor) to accomplish

• the transformation

+asic Quality Control 'ool Cause an! Effect -iagram

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(Fish +one -iagram)

/ro5lem

+tatement

achine anethod

anagement nvironment aterial

;asic Quality &ontrol $oolJ &ause and ffect 9iagram

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/ro5lem

+tatement

78ish ;one 9iagram)

achine

Dork

&utter

$oo +low

+peed

$oo 8ast

ethod

Drong

+equence

an

/oor

$raining

;ad !ttitude

anagement

/oor

+upervision

/oor

/lanning

nvironment

$oo Bigh

$emp

$oo "ow

aterial

aterial

9amage

#ncorrect aterial

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%ontrol %harts

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%ontrol %harts

• C$t#' (ha#ts "# )a#ia'e !ata a#e %se! i$ ,ai#s@ The t,(ha#t m$it#s the a)e#ae+ # the (e$te#i$ " the!ist#i%ti$ " !ata "#m the ,#(ess@ The ttm (ha#t

m$it#s the #a$e+ # the -i!th " the !ist#i%ti$@ I" *%#!ata -e#e shts i$ ta#et ,#a(ti(e+ the a)e#ae is -he#e theshts a#e ('%ste#i$+ a$! the #a$e is h- tiht'* the* a#e('%ste#e!@ C$t#' (ha#ts "# att#i%te !ata a#e %se! si$'*@

$he control chart is a graph used to study how a process changes overtime. 9ata are plotted in time order. ! control chart always has acentral line for the average, an upper line for the upper control limitand a lower line for the lower control limit. $hese lines are determinedfrom historical data. ;y comparing current data to these lines, you candraw conclusions a5out whether the process variation is consistent 7in

control) or is unpredicta5le 7out of control, affected 5y special causesof variation).

5hen to use a %ontrol %hart

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5hen to use a %ontrol %hart

•=he$ ($t#''i$ $i$ ,#(esses * "i$!i$a$! (##e(ti$ ,#'ems as the* ((%#@

• =he$ ,#e!i(ti$ the e3,e(te! #a$e " %t(mes"#m a ,#(ess@

• =he$ !ete#mi$i$ -hethe# a ,#(ess is sta'e 9i$

statisti(a' ($t#'@• =he$ a$a'*i$ ,atte#$s " ,#(ess )a#iati$"#m s,e(ia' (a%ses 9$$#%ti$e e)e$ts #(mm$ (a%ses 9%i't i$t the ,#(ess@

• =he$ !ete#mi$i$ -hethe# *%# %a'it*

im,#)eme$t ,#5e(t sh%'! aim t ,#e)e$ts,e(i"i( ,#'ems # t ma>e "%$!ame$ta'(ha$es t the ,#(ess

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Im,# i$ Q a'it

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Im,#)i$ Q%a'it*•

/%#Ste, A,,#a(h t Q%a'it* Im,#)eme$t$

DE ;arly Q& efforts assumed that improvements could*e readily attained *y adding new or more things,such as new machines, procedures, training, or

supplies

?E &t was *elieved that simply adding more resourcesor inputs would improve quality

FE 'eople wor)ing to improve quality learned thatincreasing resources does not always ensure theirefficient use and, consequently, may not lead toimprovements in quality$

/%# Ste, A,,#a(h t

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, ,,

Q%a'it* Im,#)eme$t

DE Step one: Identif S "etermine what to improve

;< Step two: nal=e S >nderstand the pro*lem

>< Step three: De-elop S 0ypothesi(e a*out what

changes will improve the pro*lem and develop

solution strategy *ased on these changes

?< Step four: Test and implement S Test the

hypothesi(ed solution

1 I!e$ti"

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1 I!e$ti"*

•The goal of the first step, identify , is todetermine what to improve$

• This may involve a pro*lem that needs a

solution, an opportunity for improvement thatrequires definition, or a process or systemthat needs to *e improved$ ;xamples ofpro*lems or processes that are commonly

identified include low coverage, inadequatecounseling, lac) of drugs, lost la* reports,and excessive waiting time$

1 I!e$ti"*

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1 I!e$ti"*

• This first step involves recogni(ing anopportunity for improvement and then settinga goal to improve it$ Quality improvementstarts *y as)ing these questions:

• 5hat is the pro*lemO• 0ow do you )now that it is a pro*lemO• 0ow frequently does it occur, or how long has

it existedO• 5hat are the effects of this pro*lemO• 0ow will we )now when it is resolvedO

How Project Quality Management can

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j Q y gbe Applied More Efectively?

." Customer/First Attitu!e

0" 'eamwork 1 Cooperation

2" Internal Customer Support

3" 4ong 'erm Impro&ements are +etter 'han Quick Fixes

5" Facts an! -ata are +etter 'han 6unches an! 7uesses

8" Worry About Solutions" -on9t Concentrate on Fin!ing Fault:" 'otal In&ol&ement is the ;ey

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)* '#+*TR'T)#+ *'-$./$ )"P#RTA+T T# ATTA)+ PR#.'T)0)T1 )+'#+*TR'T)#+2

I=$#?'A@CE #F QA4I'B $?#EC' $4A@@I@7 A@-

SC6E-4I@7 I@ C#@S'?C'I#@

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SC6E-4I@7 I@ C#@S'?C'I#@

PROJECT

MANAGEMENT

CYCLE

*'-$./)+3

4we are concerned with the

timing

aspects, that is, how much

duration to be allocated in

the activity

$roDect Sche!uling

a Time $stimates

b Timing 'alculationsc 5ob *cheduling

$he o5jectives of the /roject Quality anagement is defined as an

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$he o5jectives of the /roject Quality anagement is defined as an

attempt to make the most efficient and effective use of the

resourcesJ

K oney K anpower

K achine>quipment K ethods

K aterials

/roper utilization of resources will result a higher productivity,

improve performance and customer satisfaction

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$?#EC'

QA4I'B

=A@A7E=E@'

&'+$

Quality$ime

Case St%!*

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The >tility 9perations organi(ation of the construction company

received a new heavy equipments$ &t is the latest technology and

will replace its twenty five H?E year oldmodel$ &t uses computeri(ed controls vs manual in the old system$

There has *een very little turnover in the utility staff over the last FN

year and most operators are not familiar with computeri(ed

applications$ +anagements expectations are that the new system

will *e more efficient, come on line quic)er than the old system andlast longer$ The team has *een as)ed to write a procedure and

develop training to

ensure the expectations are met$

Question: Ho ou!d you "##!y t$e t$%ee ste#s of &u"!ity'"n"(e'ent)

# Quality 'lanning

# 'erform Quality 3ssurance

# 'erform Quality %ontrol

T

Qu

T

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QualityIGrade

ual ity

T r a i n i n g Q u a l i f i c a t i o n

' r o c e

d u r e

% o m p l e x

i t y

I=$#?'A@CE #F QA4I'B $?#EC' $4A@@I@7 A@-

SC6E-4I@7 I@ C#@S'?C'I#@

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PROJECT

MANAGEMENT

CYCLE

P/A++)+3

*'-$./)+3

'#+TR#/

I=$#?'A@CE #F QA4I'B $?#EC' $4A@@I@7 A@-

SC6E-4I@7 I@ C#@S'?C'I#@

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SC6E-4I@7 I@ C#@S'?C'I#@

PROJECT

MANAGEMENT

CYCLE

P/A++)+3we determine /0T is tobe done in accomplishing a

project"

/roject /lanninga. 1bjectives

b. #ontent of project

c. rrow 2iagram 3etwor$ 2iagram"

#/'$!(& '8 Q!"#$% /'L&$ /"!((#( !(9

+&B9"#( #( &'(+$&$#'(

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PROJECT

MANAGEMENT

CYCLE

#13T*14

7we are concerned for providingtimely follow-up

information a convenient and

effective form"

/roject &ontrol

a. 5ollow-up

b. 6pdating

c. *eporting

I=$#?'A@CE #F QA4I'B $?#EC' $4A@@I@7 A@-

SC6E-4I@7 I@ C#@S'?C'I#@

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PROJECT

MANAGEMENT

CYCLE

P/A++)+3

4we determine &-AT has to

be done in accomplishing a

project6

*'-$./)+3

4we are concerned

with the timing

aspects, that is,

how much6

'#+TR#/ (we are concerned for providing

timely follow7up

information a convenient and

effective form6

MONITORING PROCEDURES AND

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'ime

Completion

CONTROL OF WORK PROGRESS

/lanned

!ctual

!&$#'( Q#9

&ontrol &ycle

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&ontrol &ycle

ather 8acts :

9ata

!nalysis of 9ata

and /rogress

/redict likely outcome of

current course of project

$ake corrective

action and re6 plan

ather

8acts :

9ata

$ake

corrective

action and

l

&'($'" #(8'!$#'( /'0#9+ ! ;!+#+ 8'

!(!($ 9+#'(+, !(9 $B 8'""'D#(

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!nalysis of

9ata and

/rogress

/redict likely

outcome of current

course of project

re6plan

Q#(+ +B'"9 ; +!$#+8#9 ;% !(

88&$#0 &'($'" +%+$J

• #t should draw immediate attention to significant deviations from what is

planned

•

true and meaningful comparisons must 5e possi5le

• the information should indicate what corrective action is necessary, and 5y

whom the action should 5e taken

• key areas of control must 5e chosen with care, so that the results of controlare worth the time and effort

$B "($+ $' ;

&'($'""9 #( !

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&'($'""9 #( !

&'(+$&$#'( /'L&$

• /rogress vs $ime

&'($'"

$#

• &ost vs $ender or ;udget

&'+$

• Quality vs +pecification

Q!"#$%

Q>3C&T/ +373G;+;7T 2/2T;+

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3 Quality +anagement 2ystem provides a structure, including

documentation and processes, which ena*les the delivery of products

and services to *e controlled and managed to consistently meet the

specified requirements$

The extent and detail of the documentation and processes included in a

service providerRs Quality +anagement 2ystem would *e determined to

suit the products, services, practices and characteristics of the service

provider, its customersR requirements, and the needs of its personnel and

its own service providers$

;sta*lishing and implementing a Quality +anagement 2ystem involves:

< &dentifying the areas and assessing the associated level Hli)elihood and

impactE of ris) of products

and services not conforming with the specified requirements8

< developing processes, generally documented as plans and procedures,

to manage the ris)s8< identifying and providing resources and allocating responsi*ilities to

suit the plans and procedures8

< implementing the plans and procedures8

< monitoring, auditing and improving the implementation of plans and

procedures8 and

< regularly reviewing and improving the Quality +anagement 2ystem$

Q>3C&T/ +373G;+;7T 2/2T;+

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3 Quality +anagement 2ystem provides a structure, including

documentation and processes, which ena*les the delivery of products

and services to *e controlled and managed to consistently meet thespecified requirements$

The extent and detail of the documentation and processes included in a

service providerRs Quality +anagement 2ystem would *e determined to

suit the products, services, practices and characteristics of the service

provider, its customersR requirements, and the needs of its personnel and

its own service providers$;sta*lishing and implementing a Quality +anagement 2ystem involves:

< &dentifying the areas and assessing the associated level Hli)elihood and

impactE of ris) of products

and services not conforming with the specified requirements8

< developing processes, generally documented as plans and procedures,

to manage the ris)s8< identifying and providing resources and allocating responsi*ilities to

suit the plans and procedures8

< implementing the plans and procedures8

< monitoring, auditing and improving the implementation of plans and

procedures8 and

< regularly reviewing and improving the Quality +anagement 2ystem$

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•

7e)e',i$ a Q%a'it* Ma$aeme$t S*stem• The scope and extent of documentation in a service providerUs Quality +anagement 2ystem will• depend on the products and services delivered *y the service provider and the particular

customer • requirements, including those of the agencies with which they wish to wor)$• 2ervice providers must allocate resources, including personnel with sufficient )nowledge, s)ills

and• experience in quality management, and have corporate procedures for developing, implementing

and• maintaining their Quality +anagement 2ystem, Quality +anagement 'lans, and &nspection and

Test• 'lans, as applica*le, and to monitor their effective implementation with contracts$• 2ervice providers that purchase or su*contract products andIor services would ensure each

customerRs• quality requirements are reflected in the applica*le purchase or su*contract documents$• @1@ A!!#essi$ ae$(* #e%i#eme$ts• 2ervice providers interested in tendering for agency contracts must address the applica*le

agency

$# &'($'"

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•/lanned &ompletion 9ates for each +tage or /hase

• &ontractor’s responsi5ility is to prepare a 2)TI4)2

/1*7 43 which meets the requirements of the

contract

• esponsi5ility of the eneral &ontractor to

coordinate the work of his su5contractors, suppliers

and other stakeholders of the project

#mportant +teps $hat De (eed $o 9o 7/roject

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ngineer) #n &ontrolling $he /rogress 'f $he

/roject

sta5lish H$!$+I

or #"+$'(+I

!s each $arget vent

'ccurs,

#ompare ctual vs

Targeted

erformanceI

!sses the ffect of

/8'!(& $'9!$ '( 8$

/'++#f necessary, 6/"!(

so as to achieve 'riginal

$argets or to come as

near as possi5le toachieve them

equest !ppropriate

!ction from those

directly responsi5lefor the various

activities

. ! $ , ) # !" ') , &

! + $

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//'L&$;9$ , + $

# . ! $ ,

/ ) # & , , + & ! " ! $ # ' (

#! " +

& ' + $

8 ' )

! ''9 !#9 $' C/ $B &'+$ 8'&!+$ / $' 9!$ #+ ! H&'+$

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! ''9 !#9 $' C/ $B &'+$ 8'&!+$ / $' 9!$ #+ ! &'+$

9#!%I 8' !&B !&&'($

$hese diaries should include such information asJ

• cost checks prepared during the designing stage

• contracts with consultants, contractors, suppliers

and other organizations

• variations orders, and variations foreseen

• e3pected cost changes due to distur5ances in the

planned progress of the works

M&ontrol &urves

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$ime

&ompletion

• +6&urve relate to the value of D'C done, not to cash payments

• &ontractors are paid /#'9#&!""%, usually monthly, in a

way related to the value of the D'C &'/"$9

• &ash 8low may 5e derived from the value of +6&urve

Q!"#$% &'($'"

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Quality control in a construction project should aim at satisfying the client’s

stated needs and requirements. Q& must 5e e3ercised during all stages of a project

;#8#(

+$!

&'#++#'(#(

+$!

9+#(#(

+$!

$(9#(

+$!&'(+$.

+$!

'0!"" &'($'"

9+#'( !C#(

/ ) , Q ! " # 8 #

& ! $ # ' ( ' 8

# ( & '

lect 10 & 11

Documents