IN THE NAME OF ALLAH, THE
BENEFICENT, THE MERCIFUL
QUALITY MANAGEMENT IN
PROJECTS
Prof. Dr. Rafiq Muhammad Choudhry
BSc(Civil-Honor), MSc(CEM), PhD(CEM), Post-Doctorate(CEM), MIE(Pak), PE
Tel: 051 90854130, Cell: 0334 5180723, Email: choudhry03@gmail.com
Head, Department of Construction Engineering and Management, NIT
School of Civil and Environmental Engineering (SCEE)
National University of Sciences and Technology (NUST)
Sector H-12, Islamabad
2
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 excellence
2. Fitness for purpose
3. 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.”
11
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
Soil Testing Lab
Soil Testing Lab
Soil Testing Lab
Soil Testing Lab
Quality Assurance (QA) and
Quality 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.”
27
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 Internal
Provided
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. Motivation
2. Management needs to improve and
innovate processes to create results
3. Optimize the system toward its aim
4. 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
• Cost vs Tender and Budget
• Quality vs Specifications
TIME
QUALITY
CONTROL
COST
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
CONSTRUCTOR
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.
2. Prevention over Inspection

Build Quality vs Inspected
Quality
• The cost of preventing
mistakes is generally much
less than the cost of
correcting
them
by
inspection
3. Management Responsibility
Success requires the
participation of all
members of the team,
but management is
responsible to provide
the
resources
to
succeed
4. Continuous Improvement
The “plan-do-checkact” cycle is the
basis for quality
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 SHEETS
Used 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-List
Sl.
No.
Check
1.
2.
6.
A Check-List
containing the
following
elements :




DOORS, WINDOWS
AND VENTILATORS
7.
FLOORING
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.
FINISHING
Observation
OK
Not
OK
3.
4.
Location and
Remarks with
Date
5.
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 CHART
A 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.
Cause and Effect Diagram (Fish Bone Diagram)
Industrial Relations
Work
Hours
Working Condition
Materials
Sickness
Strike
Storage
Costs
Salaries
Safety
Damage
Cultural
Differences
Cost Overrun
Availability
Too High
Supply
Temp
Safety
Too Low
Equipment Maintenance
Information
Supply
Design Changes
Environment
Design
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 CHARTS
Flow chart is graphical representations of the steps involved in a
process. Constructing a flow chart helps in better understanding of
the systems involved.
Process
Data
Decision
Y es
Process
Terminator
No
Process
Control
transfer
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 System
STAGE 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
control,
reactive
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
Quality
assurance,
proactive
Quality
management
system
Total quality
management
Quality award
Technical System
Technical system

Quality assurance tools and techniques are:
Quality
control,
reactive
Quality
assurance,
proactive
Quality
management
system
Work instructions
Setting inspection & testing requirements
Control plans
Finished product record review
Knowledge management
Regular Quality Audit
Automation
Supplier evaluation
Total quality
management
Quality award
Technical System

Technical system
Quality improvement tools & techniques
Quality
control,
reactive
Quality
assurance,
proactive
Quality
management
system
Total quality
management
Continuous
improvement, if QMS
edited continuously
Customer feedback
Bench marking
Employee suggestion scheme
Improvement teams
Corporate social responsibility
lean
SWOT analysis
Quality function deployment
Business process reengineering
Plan-do-check-act cycle (kaizen)
Six sigma
Balance score card
Supplier development
Quality award
Managerial System
Managerial system
• Managerial system includes factors of quality management
Managerial System
Eight famous critical factors (kanapathy (2008)
1.Top management support
2. Quality information availability
3. Quality information usage
4. Employee training
5. Employee involvement
6. Product/process design
7. Supplier quality
8. Customer orientation
Research methodology
Questionnaire Design:
Selection of materials
Selection
: sections:
Preliminary
Study about quality
The Sample
questionnaire
includes four
1. The
Personal
information
Board
of investment Govt.study
of Pakistan reported 29 cement
management
2. companies
Company information
operating in Pakistan in 2007.
3. These
Quality29
awareness
companies was taken as target population
This section includes the questions on the basic terminology (i.e., QC, QA, etc.)
Data
collection:
being implied
in quality management. Responses are taken on three scale, yes,
At
least
two
responses
were Literature
taken from each company,Quality
one from
or don’t know
Critical factors ofno,
quality
management tools
top quality
control managers and
one from middle line quality
4. Quality
application
management
& techniques
review
Within
thismanagement.
section there are three subsections
control
a. Quality documentation
This section contains the questions about quality documentation (i.e. Quality
Data
Analysis:
face – face
policy, ISO certification, etc.). The responses are taken on threeSmall
pointsample
scale, yes,
Analysis
of know
data collected is done
for
Datathrough Statistical Packageinterviews
No,
or Don’t
Questionnaire
design
Microsoft excel (2007).
collection
b.Social
QualitySciences
tools and (SPSS-16)
techniques &
Sample selection, face-face
Frequency
statistics
was
used
phase
The qualitydistribution
tools & techniques
are
enlisted
in for
threeinterpreting
groups , toolsresults.
& techniques
interviews, phone calls
used in quality control phase, tools & techniques used in quality assurance phase
Refine questionnaire
and tools& techniques used in quality improvement phase. The responses are
taken to prioritize first four tools & techniques from each category in the
sequence
sometime used, rarely Critical
used. factors of quality
Data used,
analysis
Quality management
tools, &always used, very often
c. Questions on critical factors of quality
techniques
management
phasemanagement.
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.
Conclusions &
Recommendations
Analysis and Results
Analysis and Results
Experience of respondents in the industry
Analysis and Results
Qualification of respondents
Results for Awareness about Quality management
Basic quality management terms awareness
120%
100%
80%
60%
Yes
No
40%
Don't know
20%
0%
The most
Quality control is The international Quality assurance Quality control is Quality control
appreciated
subpart of quality
quality
focuses on
different from
focuses on
technique is Total
assurance
management
prevention of
quality assurance detection of errors
Quality
system is ISO 9000
errors
Management
series
Results of Quality Management Practices
weighted average % usage
Quality control techniques
30%
25%
20%
15%
10%
5%
0%
Quality control tools and techniques
Results of Quality Management Practices
weighted average % usage
Quality assurance techniques
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
Quality assurance tools and techniques
Results of Quality Management Practices
weighted average % usage
Quality improvement techniques
35%
30%
25%
20%
15%
10%
5%
0%
Quality improvement tools and techniques
Critical factors of Quality Management
Eight famous critical factors of quality management
120%
100%
80%
60%
Series1
40%
20%
0%
Top
management
support
Employee
training
Quality
information
availability
Customer
orientation
Quality
information
useage
Process &
product
design
Employee
involvement
Supplier
quality
Implementation of Quality Management Standards
Key factors for total quality management implementation
90%
80%
70%
60%
50%
40%
Series1
30%
20%
10%
0%
ISO Practices or Failure Modes
Internal &
Benchmarking
Statistical
their Equivalent
& Effect
External
Process Control
Analysis (FMEA) Communication
(SPC)
networks
Quality
Function
Dployment
(QFD)
Experimental or
Taguchui
Methods
Implementation of Quality Management Standards
Level of quality implementation of cement industry
100
%
100
%
100
%
<50
%
Quality
management
element
ofQuality
TQM=
ISO&&
9001
certification=
80%
Use of QC
QAtools
Department
=Quality
40% =Key
Critical
factors
of
QM =
Quality
QA
tools
techniques
QC Departmentof=respondents,
system
=
100%
of
management
control,
assurance,
37%
of
implementation
techniquesof100%
=respondents
100%
of
but
QCremaining
48%
of
implementation
of
respondents
system
reactive
proactive
100% of respondents respondents
in
process
respondents
Dept. is responsible
Total quality
management
Cement
industry
Quality award
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.
Concluding Remarks
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.
“I told you to use quality based solutions to build this bridge”
Project Manager
Thank You