Specification & Quality System

8/3/2019 Specification & Quality System

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SPECIFICATION&

QUALITY SYSTEM

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Satya Narayan ShahB.Sc. In Mechanical Engineering (India)

MS in Manufacturing Engineering & Management (UK)Email: [email protected]

[email protected]

Specification

The act of specifying, a detailed,

,especially a statement prescribing

materials, dimensions, and qualityof work for something to be built,installed, or manufactured.

SpecificationSpecifications are a part of contract

documents limiting and describing the risks

and responsibilities.

It is the document where the level of intended

.

It is clear and concise description of materials

and workmanship.

If required the specifications are attached withproper drawings and other related documents

They should be non-discriminatory.3

SpecificationPurposes

Specifications help to avoid lengthy description in the Bill ofQuantities.

They guide Bidders about the clients intended qualityrequirements and to arrive them at fair price.

Formation of contractual obligations as to what exactly theclients want.

Help the supervisors and commissioning and testing team.

It guides to achieve the required total quality andperformance of the end product.

It helps the Contractor/ Supplier to workout the rates andprices for bidding the contract.

It helps the Engineer/ Employer to monitor and control thequality of end product. 4

SpecificationPurposes

It provides as basis for the quality assurance andquality management.

It provides as basis for establishment of necessarylaboratory for quality check.

It provides basis for dialogue between the

quality of materials and works. It may also become a basis for disputes between the

Contractor and the Engineer. It is basis for the Engineer to approve or reject

materials or worksClear specifications will result in less Claims,

Disputes and Litigation problems 5

Specification

Thats why, thespecifications are to be

experiencedprofessional.

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HOWSPECIFICATIONS AFFECTPROCUREMENTPROCESS

EFFECTON: POORLY WRITTEN: WELLWRITTEN:NUMBEROFBI DD ERS Over ly broadorrestrictive Complete,clearconcise

specifications. specifications.

Deterpotentialbidders. AttractMANYANDIncreasecosts. QUALIFIEDbidders.Decreasechanceofdesiredresults.

EVALUATION Easily misinterpreted. SHARPSPECIFICP RO CE SS /P RO TE ST S O pe ntochallengeand CRITERIA

protestbyunsuccessful Easiertoevaluate. bidders. Minimizespossibilityof

protests.

BIDDERRISK Unreasonablere qui reme nt s Rea son ab lerequirementshigherriskandhighercosts. lowerassumptionofrisk

bybidders.TYPEOFCO NT RA CT U nc er ta inamountofeffort Welldefinedeffortleads

leadstocostreimbursement toafirmfixedpricecontract. contract.

ADMINISTRATIONOF Unclearinaccurates pe ci fi ca ti on s We lldefinedspecificationsCONTRACT leadtomanagement problems. leadtomorecontroland

easieradministration. 7

Preparation of Specification Language: Simple and clear, same tense

Brief: as brief as possible. Standard articles code

books specified by references, no need ofexplanation.

Fairness: fair to all parties.

Clear Requirement: Express requirement clearly

No repetition: Repetition of information should beavoided.

Unnecessary text: Inapplicable text should not beincluded.

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Preparation of Specification (contd) Inclusions: Inclusion of proper paragraphs for specification

of materials, Major Components, Installations, Tests andCommissioning, After sales service, Guarantee/Warranty.

Standard Size: Commercial sizes should be specified as faras possible.

Brand/Model: Any particular brand or model should not bespec e as ar as poss e. t s quote , opt ons anchoice should be given.

Use of standard specifications reduces the chances ofambiguity and also makes easier for preparation ofspecification.

If the standard specification does not cover the requirement,

in such cases specific specifications has to be prepared.9

Preparation of Specification

Example VehicleType Sedan, Hatchback,

General - Seating capacity, Engine Power,C.C etc.

Transmission 4 speed, 5 speed

Steering Manual, power

Options AC, Non AC,

Warranty - Period to be covered

SpecCar

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Spec

BIV

Specification to berequired to describe the

desired performance,an no o re uce

competition.

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QUALITY

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The common element of the businessdefinitions is that the quality of a productor service refers to the perception of thedegree to which the product or servicemeets the customer's expectations:

QUALITY?

Quality has no specific meaning unlessrelated to a specific function and/or object

Quality is a perceptual, conditional andsomewhat subjective attribute

Quality Concepts

For Design

*Aesthetics (good design taste)

*Functionality (design does what it is

intended to: meet building code

requirements)

*Safety (safe for occupiers; meet building

code requirements)

* Cost (within clients budget)

Quality ConceptsFor Construction

Workmanship (quality of

constructed work)

Integrity (according to drawings

and specifications)

Completion time in the project

according to clients requirements

Quality ConceptsZero Defects states that there is no

tolerance for errors within the system.

The goal of all processes is to avoid

e ects n t e pro uct or serv ce

The Customer is the Next Person in the Process

based on providing the internal organization a

system that ensures the product or service is

transferred to the next person in the process in acomplete and correct manner

Quality Concepts Continuous Improvement Process is a holistic

approach to an organization that focuses on

principles while making the process improvements

Process Capability in evaluating the processes

which will be used to produce a system, it is

essential that the process be capable of performing

the required functions to achieve the desire

outcome.

The definitionsAmerican National Standards Institute/InternationalOrganization for Standardization/American Societyfor Quality (ANSI/ISO/ASQ) A8402-1994.

QualityThe totality of

bear on its ability to satisfystated and implied needs.

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The definitionsQuality assurance (QA)

Planned and systematic activities implementedwithin the quality system and demonstrated as

needed To provide adequate confidence that an entity will

fulfi ll re uirements for ualit ..

There are both internal and external purposes forquality assurance.

Internal quality assurance, within an organization,provides confidence to management.

External quality assurance, in contractual or othersituations, provides confidence to the owner or others(such as building code officials or government agencies).19

The definitionsQuality control (QC): Operational techniques and

activities;

to fulfill the requirements for quality.

for monitoring the process and eliminating causes ofunsatisfactory performances at all stages to result ineconomic effectiveness.

Quality plan:

Activities to establish the objectives and requirementsfor quality. It usually is project specific and makesreference to the quality manual.

Quality policy:

A statement of an organizations objectives andcommitment to quality. 20

The definitionsQuality system:

The organizational structure, responsibilities,procedures, processes, and resources needed toassure that an organizations quality objectives aremet.

Consists of the owners internal policies andprocedures for contracting, the (project) qualityplan, and the quality manuals.

Quality manual:

A document that states company policy and

describes the quality system of an organization.21

PROJECT QUALITY

MANAGEMENT

is viewed as a total commitment to manage a

firms resources to achieve the highest levels of

performance in everything in which the firm is

involved.

prov es a t e too s to ma e sure your

project turns out as planned

harnessing everyones effort to achieve zero

defects at lowest cost, and zero defects means

continually satisfying customer requirements

PROJECT QUALITYMANAGEMENT

is a method for ensuring that all theactivities necessary to design, developand implement a product or service

are effective and efficient with respecto e sys em an s per ormance

Why quality management? The management of projects and contracts by all

customers and service providers to consistentlyachieve the required outcomes;

A better customer service approach by serviceproviders;

Continual im rovement in the deliver of ro ect andcontract outcomes; and

A consistent approach by agencies in specifying,and service providers in providing/implementing,Quality Management Systems, Quality ManagementPlans (including design plans), and Inspection andTest Plans, and in monitoring their implementation.

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THREE MAIN COMPONENTS OFQUALITY MANAGEMENT

1) QUALITYCONTROL

In construction and manufacturingindustries, quality control and quality

en ineerin are involvedin develo in

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.

Why Quality Control?

It is a process of diagnosis and cure. As the

facility is erected and commissioned it ischecked against the specification to ensure that

it is of the required standard, and any variance

are eliminated. The 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

Quality Control - making sure things are done according to the

plans, specifications, and permit requirements.

monitoring specific project results to determine if they comply

with the relevant quality standards and identify ways to

eliminate causes of unsatisfactory performance

1. Input

Works results

u al it Mn t Pla n

3. Outputs

Quality Improvements

Acce tance Decisions

Operational Definition

Checklist2. Tools and Techniques

Inspection

Seven New Quality Control Tools

(Pareto Analysis, Data Tables, Cause-Effect Analysis, Trend Analysis

Histograms, Scatter Diagrams, Control Charts) and other Management

Tools and Techniques

Rework

Completed Checklist

Process Adjustments

Basic Quality Control Tool: Cause and Effect Diagram

(Fish Bone Diagram)

Problem

Statement

Machine ManMethod

Management Environment Material

Problem

Basic Quality Control Tool: Cause and Effect Diagram

(Fish Bone Diagram)

Machine

Work

Cutter

Too Slow

Speed

Too Fast

Method

Wrong

Sequence

Man

Poor

Training

Bad Attitude

Statement

Management

Poor

Supervision

Poor

Planning

Environment

Too High

Temp

Too Low

Material

Material

Damage

Incorrect Material

Control Cycle

Gather Facts

& Data

Take

Analysis of

Data and

ProgressPredict likely

outcome of current

course of project

corrective

action and

re-plan


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Gather

Facts &

Data

Analysis of

Dataand

Progress

Predict likely

outcomeof

current course of

project

Take

corrective

actionand

re-plan

CONTROL INFORMATION PROVIDES A BASIS FOR

MANAGEMENT DECISIONS, AND THE FOLLOWING

REQUIREMENS SHOULD BE SATISFIED BY AN

EFFECTIVE CONTROL SYSTEM:

It should draw immediate attention to significantdeviations from what is planned

trueand meanin ful com arisons mustbe ossible

the information should indicate what corrective action

is necessary, and by whom the action should be taken

key areas of control must be chosen with care, so that

the results of control are worth the time and effort

THREE ELEMENTS TO BE

CONTROLLED IN A

CONSTRUCTION PROJECT

Progress vs Time

CONTROL

TIME

ost vs en er or u get

COST

Quality vs Specification

QUALITY

QUALITY CONTROL

Quality control in a construction project should aim at satisfying the

clients stated needs and requirements. QC must be exercised during

all stages of a project

BRIEFING

STAGE

COMMISSIONING

STAGE

DESIGNING

STAGE

TENDERING

STAGECONST.

STAGE

OVERALL CONTROL

DECISION MAKING

inspection Special test


2) QUALITY

ASSURANCE

Refers to planned and systematic

production processes that provide

con idence in a roduct's suitabilit

for its intended purpose. It is a set of

activities intended to ensure that

products (goods and/or services)

satisfy customer requirements in a

systematic, reliable fashion

A good quality assurance system in the

construction will:

Identify objectives and standards

Why Quality Assurance?

Be multifunctional and prevention

oriented

Plan for collection and use data in a

cycle of continuous improvement

Plan for the establishment of and

maintenance of performance measure

What Is Quality Assurance?

Quality assurance is about being in

control of all major areas of your business

(key processes) so that you can assure

.

Being in control also reduces variation,

which improves quality.

Control and variation reduction is

accomplished using various methods.


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Quality Assurance - evaluating overall project performance on a

regular basis to provide confidence that the project will

satisfy the relevant quality standards

1. Input

Quality Management Plan

Results of quality control measurement

Operational Definitions

2. Tools and Techniques

Quality Planning (Tools and Techniques)

Quality Audits

3. Outputs

Quality Improvements

QUALITY ASSURANCE = P-D-C-ACYCLE OR DEMING CYCLE

Plan:Documented

processes viaquality procedures& quality plans

Do: WorkAct: Act upon theresults

systematicallybyfollowing yourprocedures.

Check: Verify withquality audits & bydocumentingNon-conformances

by implementingCAPA & conductingManagement

Reviews.

Document Control: To ensure

Quality Assurance have a little value if

the systematic methods were notproperly managed that includes:

emp oyees ave e correc proce ures an e

procedures are properly maintained.

Audits: To verify quality procedures arebeing followed.

.

Non-conformance Tracking: To monitor and

track quality issues to ensure that defects are

Quality Assurance have a little value ifthe systematic methods were not

properly managed that includes:

CAPA (corrective action and preventative

action): To correct flawed processes (i.e.

qualityprocedures) when detected via audits

and non-conformance tracking to preventdefects from reoccurring.

Management Review: Reviewing

quality system data (performance)

Quality Assurance have a little value if thesystematic methods were not properly

managed that includes:

qua ty metr cs to eterm ne t e

quality system is working and if it is

not, taking the appropriate action to

improve the system.


3) QUALITY

IMPROVEMENT

These cover product

improvement, process

mprovement an

people based

improvement.


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Quality Improvement - includes taking action to increase the

effectiveness and efficiency of the project maintaining and

improving the current standard

1. Input

Quality Improvement Philosophy and Principles


5s (Sort, Systematize, Sweep, Sanitize, Self-Discipline)

Work Simplification (Work Measurement & Work Study)

Quality Circle

ISO 9000 (Quality Management System Standards)

3. Output

Improved Quality Standard

The plan-do-check-act cycle is the basis

for qualityimprovement.

Continuous Improvement

Quality improvementinitiatives can improvethe quality of projectmanagement as wellas the quality of theproduct.

PlanPlan--DoDo--CheckCheck--Act CycleAct Cycle

PLAN

QUALITY PLAN

QUALITY ASSURANCE

CHECK

QUALITY CONTROL

A

QUALITY IMPROVEMENT

Quality Plan (PLAN)

1. Inputs

1.1 Quality Improvement

1.2. Quality Policy

1.3 Project Description

14 StandardRe ulation

Quality Assurance (DO)

1. Inputs

1.1 Quality

Improvement

1.2. Results of Quality

Quality Control (CHECK)

1. Inputs

1.1 Work Results

1.2. Quality Mgt Plan

1.3 Operational Definition

Quality Improvement (ACT)

1. Inputs


Philosophy and

Principles

CONSTRUCTION PROJECT QUALITYMANAGEMENT

. .


2.1. Benefit/Cost analysis

2.2 Benchmarking

2.3 Flowcharting

3. Outputs

3.1 Quality Mgt Plan

3.2 Operational Definitions

3.3 Checklist

3.4 Quality Bassline

3.5. Quality Checklist

3.6. Project Management Plan

(Update)

Control

Measurement

1.3 Operational

Definitions


2.1. Quality Planning

2.2 Tools and Techniques

2.3 Quality Audits

3. Outputs

3.1 Quality

Improvement

1.4. Checklist


2.1.Inspection

2.2 Seven New Quality

Control Tools

2.3 Other Quality Mngt

Tools and Techniques

3. Outputs


3.2 Acceptance Decision

3.3 Rework

3.4 Completed Checklist

3.5. Process Adjustments


2.1. Suggestion Scheme

2.2. 5S

2.3 Work Simplification

2.4. Quality Control Circle

2.5. ISO 9000

3. Outputs

3.1 Improved Quality

Standard

Four Step Approach toQuality Improvement

1) Step one: Identify > Determine what to improve

2) Step two: Analyze > Understand the problem

3) Step three: Develop > H othesize about whatchanges will improve the problem and develop

solution strategy based on these changes

4) Step four: Test and implement > Test the

hypothesized solution

TYPICAL CONCRETE QUALITY CONTROLPLAN

Nameof theProject :

Contractor: (Name)/(Address)

Personnel: QC Officer, Technicians: (Name & Company)

A. LABORATORY(Give description of the laboratory floor size and theequipment therein).

Materials and Inspection (List the source of all materials to be used in themanufacture of the concrete).

Mix D esi ns

Concrete Plant

Material Sampling Frequency and Testing (Note: Refer to Concrete QualityControl Responsibilities)

Testing-(All tests will be performed in accordance with the following ASTMspecifications)

Mix Production

Estab lish (Equipment made and model)

Reporting of Test Results

Control Charts48


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Non-conformance

This photo shows a

water line crossingunder a sewer line.This arrangementviolates healthcodes because asewer leak couldcontaminate thewater line below.

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Non-conformance

Due to improper

form work adeformed

performed

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Nonconformance

Location:GateforDistributaries

Conditionfound:Weldingworkisofverylowquality

IMPROPER WELDS

Nonconformance

Location:ExtensionofCanalandDistributaries

Conditionfound:Thereinforcementbars

ave een e uncovered

Exposedreinforcement bars

Nonconformance


Conditionfound:Formworksandcastinghave

een oun e owdesignstandard,honeycombformation.

Honeycombformation

Nonconformance


Conditionfound:Formworksandcastinghavebeenfoundbelowdesignstandard,honeycomb

.

ProposedDisposition:plastertheroughsurfacestosmoothenthem.Unevencastingshouldbechiseledtomakeittotheproperlevel. Uneven and damaged

sections due toimproper formworks


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Specification & Quality System

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