quality management in construction...
TRANSCRIPT
Quality Management in Construction Projects
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Dr. Nabil El Sawalhi
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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.
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• 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.
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• 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.
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• 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.
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• 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
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• 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:
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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)
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• 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)
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• 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.
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• 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.
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International Organization For Standardization
London 1946
164 countries
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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
Standards Organizations
Standards Organizations
London 1901
> 21,000 standards
British Standards Institution.
Includes: Agriculture, Biometrics, Building, Fire, Manufacturing, Nanotechnologies.
Quality standards
ISO
Introduction
QSR summary
ISO 9000
Standards Organizations
Standards Organizations
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
Standards Organizations
Standards Organizations
1918
HQ in WDC
American National Standards Institute.
125,000 companies.
3.5 M professionals
Quality standards
ISO
Introduction
QSR summary
ISO 9000
Standards Organizations
Standards Organizations
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
Standards Organizations
Standards Organizations
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
Standards Organizations
Standards Organizations
Quality standards
ISO
Introduction
QSR summary
ISO 9000
Standards Organizations
Standards Organizations
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
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• 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
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• 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
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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
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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.
ISO FAMILIES – ISO 9000
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.
ISO FAMILIES – ISO 9000
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.
ISO FAMILIES – ISO 9000
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.
ISO FAMILIES – ISO 9000
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.
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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
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ISO 9000 PROCESS APROACH
Sele
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ISO
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ISO 9000 PROCESS APROACH
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
ISO 9000 PROCESS APROACH
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.
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• 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.
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• 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.
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• 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
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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
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• on the environment due to the activities performed by an organization, and to achieve continual improvement of its environmental performance
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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
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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
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• Decreased costs due to personal injury and production downtime
• Reduced worker compensation insurance costs
• Ease of managing safety risks
• Enhanced employee safety awareness
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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
INTEGRATED QUALITY MANAGEMENT
An IQMS is developed
by merging
recommendations and
specifications from
• ISO 9000
• ISO 14000,
• OHSAS 18000
together with other
contract documents.
INTEGRATED QUALITY MANAGEMENT
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
INTEGRATED QUALITY MANAGEMENT
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.
INTEGRATED QUALITY MANAGEMENT In Construction Organization
A construction contractor usually has three quality documents for running a quality management system.
• Quality Manual
• Quality Procedures
• Quality Plan
INTEGRATED QUALITY MANAGEMENT In Construction Organization
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
INTEGRATED QUALITY MANAGEMENT In Construction Organization
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.