Quality Management in Construction...

Quality Management in Construction Projects

6

Dr. Nabil El Sawalhi

1

Integrated Quality Management

• A quality system is a framework for quality management.

• It embraces:

• The organizational structure,

• procedure, and

• processes needed to implement quality management.

2

• The adequacy of the quality system are judged by their compliance to specified standards.

• Quality Standards

• A standard is how something should be.

• Standards are documents used to define acceptable conditions or behaviors and to provide a base line for assuring that conditions or behaviors meet the acceptable criteria.

3

• Standards have important economic and social repercussions.

- To industrial and business organizations of all types - To government and to other regulatory bodies - To conformity assessment professionals - To suppliers and customers of products and services in both the public and private sectors - And to people in general in their role as customers and users.

4

• Standards educate – They set forth ideals or goals for the guidance of

manufacturers and users alike.

• Standards simplify – They reduce the number of sizes, the variety of

process, the amount of stock, and the paperwork.

• Standards conserve – By making possible large-scale production of standard

designs, they encourage better tooling, more careful design, and more precise controls.

5

• Standards provide a base upon which to certify. • standard should be:

– Clearly written in simple language that is unambiguous

– Convenient in understanding – Specific in setting out precisely what is expected – Measurable so that the organization can know

whether it is being met – Achievable, the organization must have the resources

available to meet the standard – Constructible

6

• Standards make an enormous contribution to most aspects of our lives.

• Standards ensure desirable characteristics of products and services such as quality, environmental fitness, safety, reliability, efficiency, and interchangeability and at an economical cost.

• When products and services meet our expectations, we tend to take this for granted. And be unaware of the role of standards.

• When products, systems, machinery and devices work well and safely, it is often because they meet standards. 7

Each standard should be:

8

Simple language

Convenient

Specific

Measurable

Achievable

Constructible

Standards Organizations

• 1. International Organization for Standardization (ISO)

• 2. International Electrotechnical Commission (IEC)

• 3. American Society for Quality (ASQ)

• 4. American National Standards Institute (ANSI)

• 5. American Society for Testing and Materials (ASTM)

9

• 6. Institute of Electrical and Electronic Engineers (IEEE)

• 7. European Committee for Standardization (CEN)

• 8. European Committee for Electrotechnical Standardization (CENELEC)

• 9. American Society for Heating, Refrigerating, and Air-Conditioning Engineers (ASHRAE)

• 10. National Fire Protection Association (NFPA)

• 11. British Standards Institution (BSI)

11

• standards are referred in the contract documents by the designers to specify products or systems or services to be used in a project

• standards specify the installation or the fabrication.

12

• In order to facilitate international trade, delegates from 25 countries met in London in 1946 to create a new international organization.

• The objective of this organization was to facilitate international coordination and unification of industrial standards.

• The new organization, International Organization for Standardization, ISO, officially began operation on February 23, 1947.

13

14

International Organization For Standardization

London 1946

164 countries

15

American Society for Quality (ASQ).

1946. USA

> 80,000 members

Today, ASQ is a global organization with members in more than 140 countries

Quality standards

ISO

Introduction

QSR summary

ISO 9000



London 1901

> 21,000 standards

British Standards Institution.

Includes: Agriculture, Biometrics, Building, Fire, Manufacturing, Nanotechnologies.

Quality standards

ISO

Introduction

QSR summary

ISO 9000



1961

60,000 experts.

European Committee for Standarization

33 European countries.

Air & space, chemical, constructions, security, health & materials.

Quality standards

ISO

Introduction

QSR summary

ISO 9000



1918

HQ in WDC

American National Standards Institute.

125,000 companies.

3.5 M professionals

Quality standards

ISO

Introduction

QSR summary

ISO 9000



1898

30.000 members.

American Society for Testing and Materials.

International org.

Improves performance in manufacturing and materials, products and processes, systems and service

Quality standards

ISO

Introduction

QSR summary

ISO 9000



1884 USA

the world's largest professional association dedicated to advancing technological innovation and excellence for the benefit of humanity.

Institute of Electrical and Electronic Engineers.

Quality standards

ISO

Introduction

QSR summary

ISO 9000



International Organization for Standardization (ISO)

• ISO is a network of national standards institutes of 157 countries.

• ISO is the world’s largest developer and publisher of international standards

• It is a nongovernmental organization that forms a bridge between the public and private sectors.

• ISO has more than 16,500 international standards

23

• The most widely known are the ISO 9000 and ISO 14000 series.

• The ISO 9000 family is primarily concerned with “quality management.”

• This means what the organization does to fulfill – The customer’s quality requirements

– Applicable regulatory requirements, while aiming to enhance customer satisfaction

– Achieve continual improvement of its performance in pursuit of the objectives

24

• The ISO 14000 family is primarily concerned with “environmental management.”

• This means to

– Minimize harmful effect on the environment caused by its activities

– Achieve continual improvement with its environmental performance

25

ISO FAMILIES

ISO 9000 – 1994 series

ISO 9000 Quality management and quality assurance standards.

ISO 9001

Quality systems—Model for quality assurance in design,

development, production, installation, and servicing

ISO 9002

Quality systems—Model for quality assurance in production

installation and servicing.

ISO 9003

Quality systems—Model for quality assurance in final inspection

and test.

ISO 9004

Quality management and quality systems element guidelines.

• ISO 9000:2000 consists of the following standards:

– ISO 9000: Quality fundamentals and vocabulary

– ISO 9001: Quality management systems

– ISO 9004: Quality management system guidelines for performance improvement

27

ISO FAMILIES – ISO 9000

Had 20 elements for quality assurance in design, development, production, installation,

and servicing.

Clause

No.

Quality System

Element

Quality Functions Required

4.1 Management

responsibility

Define, document and publicize quality policy.

Define, document responsibility, authority and interrelation of staff.

Identify and provide adequate resources.

Appoint quality manager.

Review quality system at regular intervals.

4.2 Quality system Establish, document and maintain quality system.

Prepare and effectively implement documented procedures.

Define and document how quality planning is conducted for a

project or contract, including preparation of a quality plan.

4.3 Contract review Review tender before submission.

Review contract before signing.

Review variation order before acceptance and transfer amended

requirements to functions concerned.

4.4 Design control Plan design activities.

Identify and review design input.

Review, verify, and validate design output.


Clause

No.

Quality System

Element

Quality Functions Required

4.5 Document and

data control

Review and approve documents prior to issue.

Review and approve document changes prior to issue.

Control distribution and updating of documents.

4.6 Purchasing Evaluate and select subcontractors on basis of capabilities for

quality.

Exercise appropriate control over subcontractors.

Review and approve purchasing documents (including

subcontracts) prior to release.

Specify arrangements for verification and product release of

subcontracted product or work at subcontractor’s premises if

required.

Allow the client or his representative to verify subcontracted

product or work at the contractor’s/subcontractor’s premises

where specified in contract.

4.7 Control of

customer-

supplied product

Control verification, storage, and maintenance of customer-

supplied product.


4.8 Product

identification and

traceability

Identify material and semi-finished product (e.g., prefabricated

units) from receipt and during all stages of production, delivery, and

installation, where appropriate.

Provide unique identification of individual product or batches where

specifically required.

4.9 Process control Identify, plan, and control production, installation and servicing

processes, including provision of documented procedures and

suitable equipment.

Assign qualified operators to carry out special processes.

4.10 Inspection and

testing

Conduct receiving inspection and testing of incoming materials and

components.

Conduct in-process inspection and testing of semi-finished work in

accordance with quality plan.

Maintain signed-off records of inspections and tests.

4.11 Control of

inspection,

measuring and

test equipment

Use inspection, measuring, and testing equipment capable of

necessary accuracy and precision.

Calibrate the equipment at prescribed intervals, or prior to use, and

indicate its calibration status.

Review previous results when the equipment is found to be out of

calibration.


4.12 Inspection and

test status

Indicate by suitable means the conformance or non conformance

of product or work with regard to inspect and test performed.

4.13 Control of non-

conforming

product

Identify and segregate, when practical, any nonconforming

product or work.

Review and dispose of the nonconforming product or work by an

authorized person.

Inspect and/or test the product or work again after repair.

4.14 Corrective and

preventive action

Investigate cause of nonconformities, including client complaints.

Take corrective/preventive action to eliminate cause/potential

cause of nonconformities.

Implement and record changes to documents procedures

resulting from corrective/preventive action.

Ensure that corrective/preventive action is taken and that it is

effective

4.15 Handling,

storage,

packing,

preservation and

delivery

Establish methods of handling product that prevent damage or

deterioration.

Use designated storage areas to prevent damage or deterioration.

Assess condition of product in stock at appropriate intervals.

Protect product during delivery.


4.16 Control of quality

records

Retain quality records for prescribed period.

Maintain quality records in such a way that they are identifiable,

retrievable and secured against damage, deterioration, or loss.

4.17 Internal quality

audits

Plan and schedule internal quality audits.

Assign independent personnel to carry out internal quality audits.

Conduct follow-up audits if necessary.

4.18 Training Identify training needs of staff. Provide training required.

4.19 Servicing Verify that servicing meets specified requirements.

4.20 Statistical

technique

Identify the need for statistical techniques in quality control.

Implement and control the application of statistical techniques.

ISO FAMILIES

ISO 9000:2000

ISO 9000 Quality fundamentals and vocabulary.

ISO 9001 Quality management systems

ISO 9004

Quality management system guidelines for performance

improvement

The ISO 9001:2000 version introduced a major change to the structure of

the standard, by re-grouping the Clauses 1 to 20 into four sections:

1. Quality management system

2. Management responsibility

3. Resource management

4. Product realization

5. Measurement analysis and improvement

ISO 9000 Quality Management System

• a tested framework for taking a systematic approach to managing the business process so that organizations turn out products or services conforming to customer’s satisfaction.

• The typical ISO quality management system is structured on four levels, usually portrayed as a pyramid. Figure 2.1 illustrates this.

34

Steps To Implement Quality Management System

Depends entirely on the scope of operation of the organization

and particular circumstances such as number of employees, type

of organization, and physical size of the premises of the

organization.

1. Identify the process (activities and necessary elements) needed for quality

management system.

2. Determine the sequence and interaction of these processes and how they

fit together to accomplish quality goals.

3. Determine how these processes are effectively operated and controlled.

4. Measure, monitor, and analyze these processes and implement action

necessary to correct the process and achieve continual requirements.

5. Ensure that all information is available to support the operation and

monitoring of the process.

6. Display the most options, thus helping make the right management

system.

7. If necessary, seek third party certification/registration of the QMS or

alternatively, issue a self-declaration of conformity

ISO 9000 PROCESS APROACH

Sele

ctio

n a

nd

use

of

the

ISO

90

00

fa

mily

of

sta

nd

ard

s


Standard Title

ISO 10001:2007 Quality management – Customer satisfaction – Guidelines for codes of conduct for organizations

ISO 10002:2004 Quality management – Customer satisfaction – Guidelines for complaints handling in organizations

ISO 10003:2007 Quality management – Customer satisfaction – Guidelines for dispute resolution external to the Organization

ISO 10005:2005 Quality management – Guidelines for quality plans

ISO 10006:2003 Quality management – Guidelines for quality management in projects

ISO 10007:2003 Quality management – Guidelines for configuration management

ISO 10012:2003 Measurement management systems – Requirements for measurement processes and measuring equipment

ISO 10013:2001 Guidelines for quality management system documentation

ISO 10014:2006 Quality management – Guidelines for realizing financial and economic benefits

ISO 10015:1999 Quality management – Guidelines for training


Standard Title

ISO 10017:2003 Guidance on statistical techniques for ISO 9001:2000

ISO 10019:2005 Guidelines for the selection of quality management system consultants and use of their services

ISO 16949:2002 Quality management systems – Particular requirements for the application of ISO 9001:2000 for automotive production and relevant service part organizations

ISO 19011:2002 Guidelines for quality and/or environmental management systems auditing

ISO FAMILIES

ISO 9000 - Quality Management Benefits

• International, expert consensus on state-of-the-art

practices for quality management

• Common language for dealing with customers and

suppliers worldwide

• Increase efficiency and effectiveness

• Model for continual improvement

• Model for satisfying customers and other stakeholders

• Build quality into products and services from design

onwards

ISO FAMILIES

ISO 9000 - Quality Management Benefits

• Integrate with global economy

• Sustainable business

• Unifying base for industry sectors

• Qualify suppliers for global supply chains

• Technical support for regulations

• Transfer of good practice to developing countries

• Tools for new economic players

• Regional integration

• Facilitate rise of services

Quality System Documentation

• A quality system has to cover all the activities leading to the final product or service.

• ISO 9000:2000 outlines the necessary steps to implement the quality management system. These are

• 1. Identify the process (activities and necessary elements) needed for quality management system.

43

• 2. Determine the sequence and interaction of these processes and how they fit together to accomplish quality goals.

• 3. Determine how these processes are effectively operated and Controlled.

44

• 4. Measure, monitor, and analyze these processes and implement action necessary to correct the process and achieve continual requirements.

• 5. Ensure that all information is available to support the operation and monitoring of the process.

• 6. Display the most options, thus helping make the right management system.

45

• Improvement in staff performance

• Effectiveness in the utilization of staff

• Efficient utilization of time, money, and other resources

• Customer satisfaction and confidence in the organization’s products/services

46

ISO 14000 Environmental Management System

• ISO 14000 is a series of international standards that have been developed to incorporate environmental aspects into business operations and product standards.

• ISO 14001 is a specific standard in the series for a management system that incorporates a set of interrelated elements designed to minimize harmful effects

47

• on the environment due to the activities performed by an organization, and to achieve continual improvement of its environmental performance

48

Benefits of ISO 14000

• Pollution prevention and waste reduction opportunities

• Cost reduction • Customer satisfaction • Compliance with regulatory requirements on

environmental • Considerations • Reduction in consumption of energy • Reduction in use of natural resources • Minimization of environmental liability and risk • Commitment to social responsibility

49

Occupational Health and Safety Assessment Series (OHSAS) 18000

• It is developed to help organizations control and minimize occupational health and safety risks.

• Benefits of OHSAS Management System

• Reduced accidents and i • njuries to the employees

• Reduced insurance liability and risk

50

• Decreased costs due to personal injury and production downtime

• Reduced worker compensation insurance costs

• Ease of managing safety risks

• Enhanced employee safety awareness

51

GENIRIC STANDARDS

ISO 9000, ISO 14000 and OHSAS 18000

are generic standards. Generic means that the same standards can be applied:

• to any organization, large or small, whatever its product or service,

• in any sector of activity, and

• whether it is a business enterprise, a public administration, or a government department.

Other ISOs

• ISO 22000 Food Safety Management Systems

to ensure that food is safe at the time of human consumption

• ISO 27001 Information Security Management

• ISO 28000 Systems Supply Chain Security Management

Systems, to help combat threats to safe and smooth flow of international trade.

• ISO 3166 Country codes

• ISO 26000 Social responsibility

• ISO 50001 Energy management

• ISO 31000 Risk management

• ISO 27001 Information security management

• ISO 45001 Occupational health and safety

ISO CERTIFICATION AND REGISTRATION

• ISO does not carry out certification and does not issue or approve certificates

• Certification is not a requirement of ISO 9001 or ISO 14001.

• ISO certification is not compulsory; however, it is required for competitive advantage

• ISOs are not product standards

• ISO is valuable to firms because it provides a framework so they can assess where they are, where they would like to be, and what is their standing in the international market.

• Increased effectiveness and efficiency of operations and ensures that the product satisfies customer requirements

• The organization can implement and benefit from an ISO 9001 or ISO 14001 system without having it certified.

• The organization can implement them for the internal benefits without spending money on a certification programme.

ISO CERTIFICATION AND REGISTRATION

Certification is a decision to be taken for business reasons:

• if it is a contractual, regulatory, or market requirement,

• If it meets customer preferences

• it is part of a risk management programme

• if it will motivate staff by setting a clear goal.

Made by a third party to enhance business opportunities in the international market

It means that an independent, external body has audited an organization's management system and verified that it conforms to the requirements specified in the standard (ISO 9001 or ISO 14001).

ISO CERTIFICATION ADVANTAGES

• Increased market share

• Increase in revenues

• Continuous improvement in organizational process

• Consistency in products/services quality

• Improvement in staff performance

• Effectiveness in the utilization of staff

• Efficient utilization of time, money, and other resources

• Customer satisfaction and confidence in the organization’s products/services

ISO CERTIFICATION PROCESS (1/2)

Assessment. The initial assessment is a detailed review of the company’s quality systems and procedures compared to ISO 9000 requirements. This process defines the scope of the ISO 9000 project. Training. All employees must be trained in two areas. First, they must have an overall understanding of ISO 9000 vocabulary requirements, the role of the quality manual, and the benefits that will be derived from the system. Second, they must understand the actual day-to-day process of upgrading and improving procedures. Documentation of Work Instructions. All procedures must be described and documented so that they can be understood prior to approval. Once completed, this documentation should outline every process a company undertakes that affects the quality of its finished products.

ISO CERTIFICATION PROCESS (2/2)

Quality Assurance Manual. While ISO 9000 standards do not require a quality assurance and policy manual, they do require that a company document everything it does and every system that affects the quality of the finished product. The manuals are often used to assemble all documentation in one place.

Registration Audit. The final step in certification is an audit by an organization chosen as the external registrar to see that system is working as described in the quality manual and that it meets ISO 9000 requirements. There are three types of audits that can be done on ISO quality management systems:

1. First-Party Audit—Audit your own organization (internal audit).

2. Second-Party Audit—Audit of supplier by the customer.

3. Third-Party Audit—Totally independent of the customer–supplier relationship.

The best certification of a firm is through third party.

ISO SURVEY-2014

Standard number of certificates

in 2014

number of certificates

in 2013

ISO 9001 1 138 155 1 126 460

ISO 14001 324 148 301 622

ISO 50001 6 778 4 826

ISO/IEC 27001 23 972 22 349

ISO 22000 30 500 26 847

ISO/TS 16949 57 950 53 723

ISO 13485 27 791 25 655

ISO 22301 1 757

TOTAL 1 609 294 1 561 482

INTEGRATED QUALITY MANAGEMENT

• The integrated quality management system

(IQMS) is the integration and proper

coordination of functional elements of quality

to achieve efficiency and effectiveness in

implementation and maintaining an

organization’s quality management system to

meet customer requirements and satisfaction

• IQMS consists of any element or activity that

has an effect on quality.

• Customer satisfaction is the goal of quality

objectives


An IQMS is developed

by merging

recommendations and

specifications from

• ISO 9000

• ISO 14000,

• OHSAS 18000

together with other

contract documents.


Benefits of implementing an IQMS 1/2

• Reduced duplication and, therefore, cost

• Improved resource allocation

• Standardized process

• Elimination of conflicting responsibilities and relationship

• Consistency

• Improved communication, both internal and external

(team spirit)

• Reduced risk and increase profitability

• Facilitated training development

• Simplified document maintenance

• Reduced record keeping


Benefits of implementing an IQMS 2/2

• Ease of managing legal and other requirements

• Provide confidence to clients, reduce customer

complaints, lower rejection rates, lessen reworks.

• Improve sales.

• Shorten lead time.

• Strengthen relation with subcontractors.

• Lower cost, increase profit.

• Improve workmanship, guarantee quality

• Less conflict between systems

• Optimized internal and external audits

INTEGRATED QUALITY MANAGEMENT In Construction Organization

Integrated Quality Management System (IQMS)

for construction projects, is the Contractor’s

Quality Control Plan (CQCP), which includes

procedures to develop project quality control

plans, taking into consideration contract

specifications and value engineering studies to be

undertaken during the construction phase.


A construction contractor usually has three quality documents for running a quality management system.

• Quality Manual

• Quality Procedures

• Quality Plan


Quality Manual general quality policies, procedures and practices of the organization

• Company policy statement which includes a statement, a summary of activities undertaken and the firm's policy objectives towards implementing a quality system in accordance with the requirements of a standard.

• General statement to amplify the company's commitment to implementing a quality system.

• Amendment re-issue and distribution.

• Authority and responsibility included in the firm's organization.

• Summary of different procedures


Quality Procedures describing the activities involved in conducting business (Method statements)

• Scope and purpose of the procedures.

• Sequence of actions.

• Persons responsible in the execution of duties and for ensuring that requirements are met.

• 4. Remedial actions if non-conformance is detected.

Quality Plan particular project(s)

• A quality plan is the document derived from the quality system setting out the specific quality practices, resources and activities relevant to a particular contract or project

Obstacles Faced The Construction Industry

• Short term profit.

• Low priority on quality.

• Tendering at lowest price.

• Multi-layered subcontracting.

• Adversarial relationship in construction industry.

• Lack of training.

• Poor site conditions.

• Complexity and variability of construction process.

• Necessity and ineffectiveness of policing quality

Problems Faced Individual Firms

• Expensive to develop and implement the scheme.

• Lack of right decision by top management.

• Substantial documents and verification.

• Lack of qualified staff.

Quality Management in Construction...

Documents

Transcript of Quality Management in Construction...