IN THE NAME OF ALLAH, THE BENEFICENT, THE MERCIFUL

QUALITY MANAGEMENT IN PROJECTS

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Prof. Dr. Rafiq Muhammad ChoudhryBSc(Civil-Honor), MSc(CEM), PhD(CEM), Post-Doctorate(CEM), MIE(Pak), PE

Tel: 051 90854130, Cell: 0334 5180723, Email: [email protected]

Head, Department of Construction Engineering and Management, NITSchool of Civil and Environmental Engineering (SCEE)

National University of Sciences and Technology (NUST)Sector H-12, Islamabad

mailto:[email protected]

Presentation Outline• What is Quality?• Quality Assurance (QA)• Quality Control (QC)• Total Quality Management (TQM)• Quality Management in Projects• Quality Management Research• Conclusion

What is Quality?

• Dad and son cycle across US• Dad keeps recognizing things on

the trip• Used to be philosophy Prof.

What is Quality?

Quality … you know what it is, yet you don’t know what it is.

But some things are better than others, that is, they have more quality.. ... Robert M. Pirsig, Zen and the Art of Motorcycle Maintenance, p. 163

What is Quality?

Obviously, some things are better than others … but what’s the “betterness”? So round and round you go, spinning mental wheels..What the hell is Quality? What is it?

Robert M. Pirsig, Zen and the Art of Motorcycle Maintenance, p. 164

What is Quality?

Quality Defined A quality item is one that wears well, is well

constructed, and will last a long time. There are a variety of definitions. Three most

commonly used are:1. Achievement of excellence2. Fitness for purpose3. Conformance to requirements.

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Definition of Quality

“Quality is conformance to requirements”-- Philip Crosby, “Quality is Free” 1979

Importance of Quality

• Lower costs (less labor, rework, scrap)• Reputation• Product reliability• Market Share• International competitiveness

Quality Assurance (QA)

Quality Assurance (QA) QA is defined as “all those

planned and systematic actions necessary to provide adequate confidence that a structure, system will perform satisfactorily when in service.”

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ISO - What does it mean?

“ISO” is a word from the Greek “isos,” meaning “equal”.It’s not an abbreviation.

What is ISO certification?

Does not guarantee a quality product.No inspection of the product is involved in certification.To get certified:

– Have a written set of procedures for every activity– Have your employees always follow procedures– Pay someone to come and verify that you always follow your

written procedures• If procedures are followed, your products should be

consistently, uniformly good

ISO Family of Standards

• ISO 9001:2000 Basis for certification• ISO 9004:2000 to prepare for national quality award• ISO 10006 for project management• ISO 10007 for configuration management• ISO 10012 for measurement systems• ISO 10013 for quality documentation• ISO 10015 for training• ISO 19011 for auditing

Certification Structure

Quality Control (QC)

Quality Control (QC) Control is preventing things from

getting out of hand.

QC are those quality assurance actions which provide a means to control and measure the characteristics of a material, structure, component, or system to established requirements.

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Concrete Technology

Concrete and Steel Testing

Testing Equipment

Laboratory Testing

Timber Joint Testing Scalled Model Testing

Field Testing

Soil Testing equipment Schmidt Hammer Test

Soil Testing Equipment

Soil Testing equipment

Soil Testing Lab

Soil Testing Lab

Quality Assurance (QA) andQuality Control (QC)

QA & QC Assurance gives confidence that a

satisfactory product is supplied to the owner.

Control is part of the process of quality assurance.

A client must be aware that he/she can only get a product he is willing/able to pay for.

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Quality Management (QM)

In order to assure the owner of a good product, we must manage the design and construction processes. Quality management is the term most suitable to our purpose.

“All actions, planned and systematic, necessary to provide the owner with a satisfactory product when in service under the constraints imposed by resources.”

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Total Quality Management (TQM)

• Top management commitment• Input from customer• Involvement of workers at every level• Emphasis on design quality and process improvement• Decisions based on information instead of opinion• Continuous improvement through reducing variability

Total Quality Management (TQM)

• Team-work• Ongoing training, and can be attained by cascading

steps:- Management awareness- Strategic planning- Implementation, and- Employees training

Total Quality Management

• Continuous Improvement• Employee empowerment, quality circles• Benchmarking - best at similar activities• Quality of suppliers - Just In Time

TQM & Inspection

• Inspection does not add value• Inspectors distrusted by workers• Increase quality and reduce need for

inspectors• Have workers do own inspection

– Before – are inputs good?– During – process happening properly?– After – conforms to standards?

TQM QUALITY COSTS: GOOD, BAD, UGLY

Good Prevention Costs associated with prevention activities, such as planning, training, design, and analysis.

Bad Detection Costs associated with inspection, such as inspection of work, auditing, verifying, checking, and final.

Ugly Quality not Provided

Internal Failure

Rework and repair prior to delivery.

External Failure

Repair, replace, refund after delivery.

Lost Opportunity

Lost revenue resulting from customers purchasing from your competitors

W. Edwards Deming

• Statistics professor, specializing in acceptance sampling

• Went to Japan after WW II• Helped Japanese focus on and improve

quality• System (not employees) is cause of

poor quality• Fourteen Points

Deming’s Paradigms

1. Motivation2. Management needs to improve and

innovate processes to create results3. Optimize the system toward its aim4. Cooperation is better than competition

Joseph Juran

• Went to Japan in 1951• Quality begins by knowing what customers

want• 80% of defects are controllable

– Quality Planning– Quality control– Quality improvement

Philip B. Crosby

• In 1960s “Quality is Free”• Management must be firmly behind

any quality plans • Do it right the first time

Quality Competitions

Malcolm Baldridge Quality Award (U.S.)• Awarded to 3 companies each year• Named for Secretary of Commerce killed

in rodeo accident (1987)

Deming Prize (Japan)• Named after noted quality expert• Established in 1950

Malcolm Baldrige

• 1981-87 Secty. of Commerce. – Proponent of quality management as key to US

economic survival– Helped draft early version of quality act– Resolved technology transfer differences with

China and India

THREE ELEMENTS TO BE CONTROLLED IN A CONSTRUCTION PROJECT

• Progress vs Time

CONTROL

TIME

• Cost vs Tender and Budget

COST

• Quality vs Specifications

QUALITY

OW

NE

R

DE

SIGN

ER

CONSTRUCTOR

Stakeholders

“Quality is the cement holding the owner, the designer, and constructor together in stable pattern where each supports the other in producing the successful project”

Quality

What are the causes of deterioration in Quality?

• Quality of design

– Lower quality design results in lower quality construction and increased variation orders, resulting in increased cost of the project.

• Other contributing factors:-

– Corruption

– Incompetent Contractors

– Poor Project Management

– Lack of Resources for Quality Management

Construction Industry Needs• Quality “standard” that is currently available to the

construction industry is the “ISO 9000” quality system.

• This standard has for the most part been generally ignored by the construction industry in Pakistan.

• The cost of preventing mistakes is generally much less than the cost of correcting them by inspection

Build Quality vs Inspected Quality

2. Prevention over Inspection

3. Management Responsibility

Success requires the participation of all members of the team, but management is responsible to provide the resources to succeed

The “plan-do-check-act” cycle is the basis for quality improvement.

4. Continuous Improvement

THREE MAIN COMPONENTS OF QUALITY MANAGEMENT

1) QUALITY CONTROL

2) QUALITY ASSURANCE

3) QUALITY IMPROVEMENT

Tools for Quality Management

Check Sheets

Pareto Charts

Cause & Effect Diagrams

Flowcharts

Histograms

Scatter Diagram

Control Charts

CHECK SHEETSUsed to keep a record of the number and type of discontinuities over a specified period of time or within a certain batch of product.

Check-ListSl. No. Check

Observation Location and Remarks with

DateOK Not

OK

1. 2. 3. 4. 5.

6.

7.

JOINERY (DOORS, WINDOWS AND VENTILATORS) That seasoned wood free from any type of defect has

been used. That all the doors and windows are made according to

specifications. That all the pre-stressed steel and reinforcement are of

approved quality and are made as per drawing. That all the door, windows and ventilators and their

fittings are of good quality and functioning properly

FLOORING Floor base is well compacted in three stages with water.

Floor laying is divided by glass/ stone/metal strip.

That there are no cracks between wall and floor.

That there are no settlement/ depressions.

That there are no visible cracks on the top side.

That the skirting is finished properly and is free from cracks.

That there are no stains or colour variations in the finish.

That finish of the surface has been checked for e.g. level, slope, alignment of joins, surface finish etc.

Curing is done as per schedule.

A Check-List containing the following elements :

DOORS, WINDOWS DOORS, WINDOWS AND VENTILATORSAND VENTILATORS

FLOORING FLOORING

FINISHINGFINISHING

Wilfredo Pareto 1848-1923• Italian Economist• “80/20” rule: 80% of the wealth is

controlled by 20% of the people Cours d'économie politique (1896-7)

• 80/20 rule believed to apply much more widely

PARETO CHARTA graphical representation ranking discontinuities from the most to least significant. Used to help brainstorm what discontinuities, if worked upon first, would be the most likely to produce the greatest improvement in quality.

Cost Overrun

Cause and Effect Diagram (Fish Bone Diagram)

Industrial Relations

Work Hours

Sickness

Salaries

Cultural Differences

Working Condition

Strike

Safety

Materials

Storage Costs

Damage

Equipment Maintenance

Availability

Supply

Safety

Environment

Too High

Temp

Too Low

Design

Information Supply

Design Changes

Benefits of Cause and Effect Diagram

Outlines relationship Note what samples need to be taken Guide for discussion Causes are actively sought and results written on diagram Appropriate data collected - no time wasted Shows level of technology

FLOW CHARTSFlow chart is graphical representations of the steps involved in a process. Constructing a flow chart helps in better understanding of the systems involved.

Process

DecisionData

Process

Process

Terminator

Yes

No

Controltransfer

Control Charts

The control chart is a graph used to study how a process changes over time. Data is plotted in time order. A control chart always has a central line for the average, an upper line for the upper control limit and a lower line for the lower control limit. These lines are determined from historical data. By comparing current data to these lines, you can draw conclusions about whether the process variation is consistent (in control) or is unpredictable (out of control, affected by special causes of variation)

When to use a Control Chart• When controlling ongoing processes by finding and

correcting problems as they occur. • When determining whether a process is stable (in

statistical control).

• When analyzing patterns of process variation from special causes (non-routine events) or common causes (built into the process).

PROBLEM SOLVING STEPS WITH QUALITY CONTROL TOOLS

Result of Good Quality

• Produces quality designs.• Quality designs produce quality projects.• Quality projects have fewer variation

orders during construction.• Fewer variation orders result in lower

construction costs.• Quality designs and lower construction

costs result in lower life-cycle costs.

• Quality is in the Owner’s best interest.

Result of Poor Quality

• High maintenance costs.

• Projects fail, e.g., road pavements collapse.

• Cost and time overruns.

• Disputes and litigation.

• Contractor defaults and does not complete the project.

Developing and implementing a quality system

• Definitions (BS 4778)– Quality system– Quality Manual– Quality procedures– Quality plan– Quality audit

Developing a Quality SystemSTAGE 1 – • Chief executive of the firm should commit to quality

assurance by declaring quality policy e.g. ‘Towards total customer satisfaction’

• Make formal statement of the objectives e.g. ‘ To achieve ISO certification in 18 months’

• Organize management structure and define responsibilities

Developing a Quality System (Cont’)STAGE 2 –• Preparation of quality manual and quality procedures i.e.

quality system

STAGE 3 – • Apply quality procedures to specific contracts when the quality

system is completed and approved internally.

• Staff should be familiar with quality assurance and understand their roles but training is required.

Developing a Quality System (Cont’)STAGE 4 –• Prepare quality plans and additional quality

procedures for specific contracts.

STAGE 5 –• Apply quality plans to specific contracts. Training may

be necessary.

STAGE 6 –• Internal and external audit of quality system; review

periodically all quality manuals and procedures.

RESEARCH -QUALITY MANAGEMENT

The quality of civil structure depends on the quality of workmanship as well the quality of materials used in it.

Naeem & Ali (2005) reported 60% of block masonry buildings were demolished by the earth quake.

What was the reason?The low quality of masonry blocks

Development phases of quality management

Paliska (2007) presented a flow chart on how the quality management developed in the history.

Quality control, reactive

Quality assurance, proactive

Quality management system

Total quality management

Quality award

The quality management divided into two categories

I. Technical system Technical system includes the tools and techniques used for managing the quality.

II. Managerial system Managerial system includes the QM factors and for those company management is responsible (Evans and lindsay 1999)

Technical System

Technical System Effective implementation of quality

management is not possible without tools & techniques (Ahmed et al. 2002)

These tools & techniques are:

a). Quality control b). Quality assurance c). Quality improvement

Technical System

Technical system Quality control tools & techniques are:





Quality award

Visual inspection

Descriptive statistics

Control charts

Statistical process control

Acceptance sampling

Date driven inventory system

Software packages

Pareto charts

Histograms

Scatter charts

Check sheets

Graphs

Technical System

Technical system

Quality assurance tools and techniques are:





Quality award

Work instructions

Setting inspection & testing requirements

Control plans

Finished product record review

Knowledge management

Regular Quality Audit

Automation

Supplier evaluation

Technical System

Technical system Quality improvement tools & techniques





Quality award

Customer feedback Bench markingEmployee suggestion schemeImprovement teamsCorporate social responsibilityleanSWOT analysisQuality function deployment Business process reengineeringPlan-do-check-act cycle (kaizen)Six sigmaBalance score card Supplier development

Continuous improvement, if QMS edited continuously

Managerial System

Managerial system

• Managerial system includes factors of quality management

Managerial System

Eight famous critical factors (kanapathy (2008) 1.Top management support2. Quality information availability3. Quality information usage4. Employee training5. Employee involvement6. Product/process design7. Supplier quality8. Customer orientation

Research methodology

Preliminary study

Preliminary study

Selection of materials Study about quality management

Literature review

Literature review

Critical factors of quality management

Quality management tools & techniques

Data collection

phase

Data collection

phase

Small sample face – face interviewsQuestionnaire design

Refine questionnaire

Sample selection, face-face interviews, phone calls

Data analysis phase

Data analysis phase

Quality management tools & techniques

Critical factors of quality management

Conclusions & Recommendations

Conclusions & Recommendations

Questionnaire Design:The questionnaire includes four sections:1.Personal information2.Company information3.Quality awareness This section includes the questions on the basic terminology (i.e., QC, QA, etc.) being implied in quality management. Responses are taken on three scale, yes, no, or don’t know4. Quality application Within this section there are three subsections a. Quality documentation This section contains the questions about quality documentation (i.e. Quality policy, ISO certification, etc.). The responses are taken on three point scale, yes, No, or Don’t know b. Quality tools and techniques The quality tools & techniques are enlisted in three groups , tools & techniques used in quality control phase, tools & techniques used in quality assurance phase and tools& techniques used in quality improvement phase. The responses are taken to prioritize first four tools & techniques from each category in the sequence , always used, very often used, sometime used, rarely used. c. Questions on critical factors of quality management. The questions on 8 famous critical factors as give by the Kanapthy (2008) are included in this subsection and responses are taken on 5 point likert scale, Strongly disagree to strongly agree.

Sample Selection:The Board of investment Govt. of Pakistan reported 29 cement companies operating in Pakistan in 2007.These 29 companies was taken as target populationData collection:At least two responses were taken from each company, one from top quality control managers and one from middle line quality control management.

Data Analysis:Analysis of data collected is done through Statistical Package for Social Sciences (SPSS-16) & Microsoft excel (2007).Frequency distribution statistics was used for interpreting results.

Analysis and Results


Experience of respondents in the industry


Qualification of respondents

Results for Awareness about Quality management

Basic quality management terms awareness

Results of Quality Management Practices

Quality control techniques


Quality assurance techniques


Quality improvement techniques

Critical factors of Quality Management

Eight famous critical factors of quality management

Implementation of Quality Management Standards

Key factors for total quality management implementation

Implementation of Quality Management Standards

Level of quality implementation of cement industry





Quality award

100%

<50%

Cement industry

100%

100%

Use of QC tools & techniques = 100% of

respondents

QC Department = 100% of respondents

QA tools & techniques = 100% of respondents

QA Department = 40% of respondents but QC

Dept. is responsible

Quality management system = 100% of

respondents

ISO 9001 certification= 80% of respondents, remaining

in process

Critical factors of QM = 48% of implementation

Key element of TQM= 37% of implementation

Concluding Remarks

Results indicate that the quality managers are well aware with the new terminologies (i.e. ISO 9001, TQM) of the quality management in comparison to the terminologies (i.e. Quality control, Quality assurance).

Eighty percent (80%) respondents think that ISO practices are essential for TQM implementation. It showed trust on ISO practices that it can improve the processes leading to TQM.

The Pakistan standard and quality control authority

is responsible to keep an eye and is striving for

implementation of quality management.

The study recommended that employees may be

trained for in quality management.

Concluding Remarks

“I told you to use quality based solutions to build this bridge”

Project Manager

Thank You

IN THE NAME OF ALLAH, THE BENEFICENT, THE MERCIFUL

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