Planning and Organising Two Quality Assurance and Control Presenter Tony Bosnich 2014 © Unitec New Zealand DEPARTMENT OF CONSTRUCTION
Planning and Organising Two
Quality Assurance and Control
Presenter Tony Bosnich2014
© Unitec New Zealand DEPARTMENT OF CONSTRUCTION
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT OF CONSTRUCTION
QualityLearning outcomes
1. Define quality for a part of a project and for the total PROJECT
2. Create a quality control procedure
3. Create a quality assurance process
Definition• What is Quality?• Fitness to purpose• In construction it is providing a building whichprovides an appropriate quality for the purpose forwhich it is intended• The cost of the building is also a reflection of the
expectations of quality• The time available for construction the building
also will have a bearing on the quality•
DEPARTMENT of CONSTRUCTION
• Quality is…..• what the customer wants • being “Fit for use?”(Juran)• “Conformance to Requirements” (Crosby)
• Quality is not…….• just being the most expensive• being the rarest• an act, it’s a habit (Aristotle)• an accident (Ruskin)
• The customer is the next person in the chain
Defining Quality
How do we do this?• Quality control - we have established the desired quality expected next we consider how to achieve this.
• 3 elements• To produce a building which satisfies the client• To produce a building where quality is related to price• To produce a building in which sufficient time is allowed
to obtain the desired quality
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Like most aspects of construction management quality control has to be planned.
Planning seeks ‘order ’and a QC system for a construction project reflects this sense of order
Remember time spent in planning is always recovered by ‘doing it right the first time’
Lack of planning or inadequate planning is one of the largest avoidable costs of any project
Planning for Quality
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>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
Success of competitors who take quality seriously Rising expectations of customersQuality differentiates companies from the competitionNarrowing of supplier bases by quality conscious companiesGrowing evidence that growth in market share comes from sustained quality.Cost advantagesHigh cost of catastrophic failureInspection poor substitute for right first time
Why implement Quality systems?
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Inspection 1
Quality Control 2
Quality Assurance 3
TQM 4
Development of Quality Management
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Identifying corrective actions, identify sources of non-conformance
Develop quality manual, process performance data, self-inspection, product testing, basic quality planning, use of basic statistics, paperwork control
Quality systems development, advanced quality planning, comprehensive quality manuals, use of quality costs, involvement of non-production operations, failure mode and effects analysis, SPC.
Policy deployment, involve supplier & customers, involve all operations, process management, performance measurement, teamwork, employee involvement
Approach Management Led
Scope Company Wide
Scale Everyone is responsible for Quality
Philosophy Prevention not Detection
Standard Right First Time
Control Cost of Quality
Theme On going Improvement
Basic Principles of TQM
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Defining Quality for “A successful project”
On Time On Budget To the required Quality
Completion date
Progress Milestones
Progress claims Final
Costs
Meets Building Code Overall
design
HOW?
WHY?
workmanship
In sympathy with existing style
Provides sufficient space and flow
Communication
Timely Clear
TidyTrade standard
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>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
Quality is “fitness for use” (Joseph Juran)
Quality is “conformance to requirements”(Philip B. Crosby)
Quality of a product or services is its ability to satisfy the needs and expectations of the customer
Summary
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Fishbone diagrams
Poor mark
Poor Quality management
Poor time Management
Poor cost management
Unsuccessful project
Did not achieve milestones
Did not achieve handover date
Did not agree variations
Customer needs not completely defined
Expectations of trades not met
Indoor /outdoor flow not achieved
Adjust your plan
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
Establishing the desired quality standard required by the client , local TA or your company
Decide how to achieve the required results, i.e. methods
equipment , materials, personnel.
Construct the building right first time
Correct any quality deficiencies progressively
Provide for long term quality control by establishing systems and developing a quality culture
Five stages
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Costs associated with implementing quality control systems need to be clearly identified.
Fall into three categories
Failure cost, the cost of demolishing and rebuilding,
delays to production, delays to other teams of workers.
Appraisal cost, monitoring, inspections and testing.
Prevention cost, design improvement, training, reduction of failure costs, more maintenance
Cost of quality
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Quality Assurance
• Advanced planning, recognition of costs
– Ensuring that quality is defined and documented– Planning and holding site meetings to discuss
• quality issues • monitor that Quality Control is taking place
– Optimisation of quality checking procedures
– Monthly improvement meetings
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TQM
• Project Commitment Continuous improvement, prevention based
– Project charters requiring improvement events to embedded in routine tasks
– Conducting Post Occupancy Evaluations
a) determining the needs and expectations of customers and other interested parties;
b) establishing the quality policy and quality objectives of the organization
c) determining the processes and responsibilities necessary to attain the quality objectives;
d) determining and providing the resources necessary to attain the quality objectives;
e) establishing methods to measure the effectiveness and efficiency of each process;
f) applying these measures to determine the effectiveness and efficiency of each process;
g) determining means of preventing nonconformities and eliminating their causes;
h) establishing and applying a process for continual improvement of the quality management system.
ISO 9000 Systems Approach
When evaluating quality management systems, there are four basic questions that should be asked in relationto every process being evaluated.
a) Is the process identified and appropriately defined?b) Are responsibilities assigned?c) Are the procedures implemented and maintained?d) Is the process effective in achieving the required results?
ISO 9000 2.8 Evaluating quality management systems
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
QA is the mechanism put in place to ensure that the construction process conforms to the requirement of the quality management system.
QA defines the organisation structure, tasks, and duties for this implementation
In the mid 1980s a survey of quality problems on UK
construction sites concluded the following
50% design,40% Construction,10% Product failure.
This has changed dramatically now due to better QA systems
Quality Assurance
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Misunderstanding the clients brief to develop the design.
Using out of date or incorrect design data
Misunderstanding of clients expectation of quality standards
Lack of co ordination between design consultants
Loose or inappropriate specifications
Design faults
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Construction faultsPoor workmenshipMisunderstanding requirementsLack of control and supervisionLack of planningTaking short cutsLack of resources
Improvements in quality are constant , small steps , but if pressure is released it is easy to slip back in standard
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There are many template systems on line, go on net and access samples, each project and situation is unique so will be the detailed QS and QC requirements
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