13. međunarodni simpozij o kvaliteti „KVALITETA I DRUŠTVENA ODGOVORNOST“, Solin, 15.-16.3.2012.

THE PROCESS FOR MANAGING QUALITY CONTROL OF CONCRETE FACTORIES IN KOSOVO

PROCES UPRAVLJANJA KONTROLOM KVALITETE

PROIZVODNJE BETONA NA KOSOVU

Prof. asoc. Dr. Fisnik Kadiu Civil Engineering Faculty, Tiranë, Albania

E-mail: kadiufisnik@gmail.com

Ass. Prof. MSc. Esat Gashi E-mail: esatgashi@yahoo.com

Dr. sc. Hajdar Sadiku

Civil Engineering Faculty, Prishtinë, Kosovo E-mail: hajdarsadiku@yahoo.com

Ass. Prof. Driton R. Kryeziu

University for Business and Tech., Prishtinë, Kosovo E-mail: driton_kryeziu@yahoo.com

UDK/UDC: 005.6:691 Stručni članak/Professional paper Primljeno: 21. siječnja, 2012./Received: January 21st, 2012 Prihvaćeno: 31. siječnja, 2012./Accepted: January 31st, 2012 ABSTRACT In this paper we set out one of the problems that is common in the manufacturing process in concrete factories, both in Kosovo and further afield. This arises from a lack of technical and professional guidance which then ignores legal requirements and standards. Deficiencies are the result of an incomplete commitment to providing quality management, resource management, in conformity to product / service standards and requirements for control, analysis and measures to improve the quality of the final product. Experience has shown that the technology of concrete production as a product is not a difficult operation, but, because of the complexity of the requirements for high quality on the one hand and the heterogeneity of the properties of constituent materials on the other hand, there is now a need for a more scientific evaluation of the properties such are homogeneity/uniformity of fresh concrete production and the durability of concrete in its consistency as well. Plants for concrete production, just as with any other technological process should be looking towards the implementation of processes according to ISO 9001:2008 in order to be successful in their business,.Our work has focused on some trials with good results, which have raised the standard during the concrete production process at the factory "VËLLEZËRIT E BASHKUAR" ltd. - Prizren , Kosovo. Key words: ready mix concrete, quality management, process, method, ISO 9001:2008.

Izvor: Zbornik radova 13. međunarodnog simpozija o kvaliteti Kvaliteta i društvena odgovornost, Hrvatsko društvo menadžera kvalitete, Zagreb, Solin, 2012, str. 213-226.

1. GENERAL

Among the main challenges for successful management, producers of ready-mixed concrete are certainly shortcomings of policies on the quality and focus on customer requirements and expectations. Quality management system ISO 9001:2008 is the most used system in the world, thatswhy so many global companies, which today are leaders in their businesses performs based on ISO 9001:2008 standards.

This standard is designed in such way that is easily adapted for all companies that apply quality management systems, regardless of business activity. They differ among themselves by the work culture and specific features, but when it comes to the management system, it is one and only for different companies. ISO 9001:2008 in most cases defines the way how company implements its business, or otherwise stated ISO 9001:2008 means a management mechanism to improve business performance, which must be perceived as the most important link to be reached by a company without damaging the quality, furthermore to improve it.1 Experience has shown that application of has effect in companies or factories for the production of ready mixed concrete as well.

In this paper we will present the achievements of the company “VËLLEZËRIT E BASHKUAR” sh.p.k from Zhur of Prizren, amongst the first companies in Kosovo certified according to ISO 9001:2000

History of company “VËLLEZËRIT E BASHKUAR” sh.p.k in the field of production and delivery of concrete dates from 1972. Senior management has developed a vision of development, expansion and continuous improvement, in terms of production technology as well as in services. Simultaneously, the company to guarantee the quality of concrete has strengthened the laboratory; already accredited under ISO / IEC 17025:2005 by KAD2 and has started the procedures for certification of factory production control (FPC)3.

As stated above the management and employees of the company are committed to a range of quality policy, as follows;

• To meet the requirements, customer needs and expectations; • To act upon shared responsibilities and procedures approved and documented; • To meet the requirements of European directives, which set the CPD 89/106/EEC4

for construction products; • Continuously work on improving the efficiency of working processes and staff

skills; • To act preventively in order to avoid nonconformities and • To recognize, implement and review the quality management policy.

2. COMPANY ORIENTATION TOWRDS THE PROCESSES

In up to date practices it can be conclude that many companies are trying through development of new organizational structures of control to increase their efficiency. This restructuring in most cases resulted only in a complex increase of the companies’ employment and low efficiency causing that such restructuring to be complicated for the company and the customer expectations. This is best explained by a classic organizational chart of a company, figure 1.

1 Driton Kryeziu and Zeneli B., "Manuali i Cilësisë - VËLLEZËRIT E BASHKUAR Sh.p.k", Prizren, 2007. 2 Kosovo Accreditation Directorate. 3 EC Certificate of Factory Production Control. 4 CPD 89/106 EEC- Construction Products Directive.

Figure 1. Classic structure of one Concrete Factory for producing ready mix concrete – The organogram

Source: Driton Kryeziu. Susuri, S. and Kryeziu D, "Management based on processes case ready concrete," Tiranë, 2009.

From this Organogram a basic question arise, what is missing? • First, the client is not part of this chart! • Second, there is no place to comment on how well products and services offered to

clients. • Third, there is no opportunity to evaluate the performance of the products

movements and services within the organization.5

It is impossible to understand and furthermore to draw conclusions for the development of services, products or production by the classical arrangements of companies by not taking into account the questions raised above. This chart shows in an "exaggerated" only a part of the company, which creates cost, without taking into consideration the fact that the customer is one that generates revenue.

During the development stages at many companies were observed gaps in to the performance improvement as a result of functional interference. So these "gaps" discovered creates adittioanl cost, to the companies which unfortunately neither identified nor addressed exactly in a classical structure of the company. Failure of consideration of these,''gaps’’ causes additional risk management costs of these issues, since all the power company will be consumed in its competitive environment within the company, by not focusing on customer services.

Company orientation towards processes, presents the optimization of the efficiency of processes, i.e the opposite of functional orientation, which is intended only to improve efficiency in completing a task in functional areas respectively relevant departments. Here lies the advantage of this type of organization.

In consideration with this system were taken suppliers and customers, because they are the first and last in the chain of processes of one product, which are the main factors of quality assessment of certain process.6

Figure 2 presents an alternative perspective using a simple process of ready mixed concrete order from the client. Functional organization already has shifted more in the background.

5 Driton Kryeziu and Zeneli B., "Manuali i Cilësisë - VËLLEZËRIT E BASHKUAR Sh.p.k", Prizren, 2007. 6 Zeneli, B. and Aliu F, "Zbatimi i sistemit të menaxhimit të cilësisë sipas standardit ISO 9001," (Udhezues Praktik), Prishtinë, 2008.

Management

Research & Development

Production and Transport

Sales and Marketing

Figure 2. Company as a unique system (customers, suppliers, information and circulation of information)

Source: Driton Kryeziu, Sefer Susuri and D. Kryeziu, "Management based on processes case ready concrete," Tiranë, 2009.

Although the orientation of the company by processes is seemingly simple changes cannot be immediate. These changes relate not only to change the organization of the company but also with the change of access to employees, suppliers and clients see, figure 3. Figure 3. Process orientation to 90 degrees change in organizational structure and employee attitudes

Source: Wiss. Wiss, Informatiker FA, Prozessorganisation, V2.0.doc.

This figure shows that in classical structures, inputs from suppliers or customers inside the company getting disrupted and output results are not conform to customer expectations. (eg Order for concrete can be delayed to the client as a consequence of lack of communication within the company) figure 3, left.

Rather to the companies that apply the model, ,,Company's orientation towards processes'' information that enters to the company disseminated through units that are separated by processes of production/service, and outcomes are measured by performance of these units, i.e flow of information as it entered to the company/unit gets out with a certain result of this unit/company (e.g Order for concrete comes in the unit for the production of concrete and this unit should produce on time requested by the client, this order goes in the form of report only to senior managers that are not directly involved in the production) figure 3, right.

Orientation towards the processes means ,,first" product or oriented performance" should be given more value in the process of organizational structure than is given to a specific department.With other words, a more external orientation than internal.7

This model, model of the process according to ISO 9001:2008 named as "end-to-end" means a system that operates from client to client to close all string or chain of value added. This view "client to client" intends to increase the level of customer satisfaction and meaning "from the customer requirements to the satisfaction of the customer." 2.1. Managerial processes according to ,,Orientation towards processes of the Company''

Identifying the basic processes of a company, helps senior management of the company to decide at which processes must be intervened for investments, so all these processes should be:

• Clearly identified in front of client; • Not substitutable and • Not easy for imitation (copying).

In general, companies such as medium or large; their processes can be presented as in

figure 4. Figure 4. Company orientation towards the process for the concrete factories according to ISO 9001:2008

Source: Bujar Zeneli. Zeneli, B. and F. Aliu, "Zbatimi i sistemit të menaxhimit të cilësisë sipas standardit ISO 9001" (Udhezues Praktik), Prishtinë, 2008.

7 Wiss, Informatiker FA, Prozessorganisation, V2.0.doc.

Suplier

Client

Managerial Procceses

Performance processes

Suport processes

Employees involved in the process according to the model ,,Company's orientation towards processes'' must be skilled in order to perform in conformity with the requests that represents this system as illustrated in figure 5. Figure 5. Presentation of processes, sub processes and activities for a concrete order from client

Source: Driton Kryeziu, Srgrt Susuri and D. Kryeziu, "Management based on processes case ready concrete," Tiranë, 2009. 3. CLIENT COMUNICATION

Meeting customers' requirements and establishing the customers reliability depends

very much on the way of communication with them. Therefore, one of the requirements of ISO 9001:2008 point 7.2.3 is the client communication. This requirement relates to the need for assigning responsibility and authority for communication with customers. Concrete factories must consider that it is in their interest within the management team to have professionally trained people for communication.

To elaborate better this concept, we will focus on communication with customers respectively by filing a request for ready concrete as procedural and non-formal act of users of concrete.

Basic requirements for the concrete must submitted by the user based on a concrete design mix produced by the producer. Producer of concrete should take into account the order of concrete for any particular element or position of the concrete on the project prepared by the design studios and project specifications. As a rule, which must be taken into account are the requirements of concrete quality, the sampling plan, marking according to the positions of preservation-maintenance and tests. "Therefore, a manufacturing company without avoiding

the scope of its business, according to ISO 9001:2008, section 4.2.2 shall establish and maintain a quality manual, which should include the following:

• Scope of application of quality management system in detail to justify the possible exceptions;

• Documentation of procedures created for the quality management system (QMS), or references about them and

• A description of the interaction between the processes of the QMS.

Below, in general, are presented the steps to be followed from the arrival of the order for ready concrete which should be based on requirements of EN 206-1 section 7.2.3 of ISO 9001:2008, and other requirements related to quantities, transportation which must be completed by the producers towards the client.8

3.1. Taking of order for ready concrete

Receipt of order for concrete which would be used by the client is one of the most important moments that should be assessed with particular seriousness. Customer demand is often verbal, in most cases is done by phone and often associated with problems of different nature as a result of lack of adequate explanation.

To avoid problems in communication, the company “Vëllezërit e Bashkuar” prepared the Order sheet which is filled at the moment of receiving the order from the client. At this Order sheet are specified the customer, quantity & class of the concrete time of delivery etc.

Application of this communication method with customers is a requirement of ISO 9001:2008, section 7.2.1., 7.2.2 also requirement of 7.2.3 EN 206-1, paragraphs 6 and 7, where among other things, clients gives most important information to producers of concrete. Various companies prefer or apply diverse forms of these records to make possible a more detailed description of the requirements for ready concrete. Main elements to be recorded in order sheet are summarized as following:

• Name of client or entity he represents; • The quantity of concrete, in m3; • Compressive strength class, N/mm2; • Exposure classes (see Clause 11 for the abbreviated format); • The maximum diameter of aggregate granules, mm; type and quantity of used

admixture; • Class of consistency etc.

During communication with customers, among other things the producer must inform

the concrete user about the extent of the health risks that may threaten workers during the concreting. Having in consideration this fact, company “Vëllezërit e Bashkuar” in Order sheet of concrete, as is shown in Figure 7, placed the sign that adequate care should show the user the concrete at the time concreting. In accordance with the request made by the user of concrete and in full compliance with EN 206-1, the concrete producer and the user must also agree for:

• Delivery date, time and rate; • Time for delivering the ready mixed concrete at the site; • The transportation and special methods, if required during concreting; • Restrictions truck mixers, e.g. mixing drum volume, tonnage, or the maximum

allowable load; 8 Sefer Susuri and Driton Kryeziu, "Menaxhimi bazuar në procese për prodhimin e betonit të gatshëm," Tiranë, 2009.

• Price for 1 m3 of concrete,9 • Control of the transport document of concrete and the respective frequency; • The type of quality control (A or B), the sampling frequency control etc.

3.2. Delivery of ready concrete to the customer

During production of ready mixed concrete, its transportation and delivery on time for concreting, the producer shall forward the order sheet of shipment for each load of concrete, printed in three copies. Two copies are given to the mixer driver who at the time of arrival at the construction site is obliged to fulfil the remaining parts of the form in the presence of site representative (delivery time, value and consistency - Slump test temperature of the concrete, etc.). Representative of the concrete producer (most of the time driver) and the site representative after the cosignatory of the order sheet receive each one copy. The driver when returns to the concrete factory, complete the remaining part of the order sheet e.g. time of return, and any problems occurred during the way back to the factory in the third copy and gives the third copy to the shipment department closing one shipment.

Order sheet may have only the logo of the concrete producer or seal and other records that are required according to EN 206-1 in section 7.3 4. MANAGEMENT AND OPTIMISATION OF TECHNOLOGICAL PROCESSES Is there a need for additional sampling report for quality control?

From the moment of supply with raw materials for concrete production, to placement of concrete, there are several processes, which we know as the so-called technological processes. Within these processes there are also sub-processes, which are more than necessary for the successful realization of production, transportation and placement of concrete. For application of all these technological processes it is required trained staff on theoretical and practical aspect.

In order to avoid additional reports, other forms of concrete samples for quality control and to avoid possible errors during sampling. The Company “Vëllezërit e Bashkuar” left additional space in the order sheet form where can be placed such data’s.

As stated above the order sheet usually is filled by the mixer driver who at the same time is the representative of the concrete producer. At the cases when the transportation of the concrete is done by third party all the steps must be followed as well by the third party as well. Regarding the quality control at the delivery of the ready concrete the following tests must be considered:

• The Concrete consistency; • Concrete temperature before the concreting; • Air content of fresh concrete; • Concrete samples for other laboratory tests.

Figure 6. is shown an example when the driver who is trained for sample taking is taking samples at the delivery of the ready concrete on the site.

9 EN 206-1, Concrete- Part 1: Specification, performance, production and conformity, KSA.

Figure 6. Samples making at the delivery

Source: Sefer Susuri. Photo from the Company Archive files “Vëllezërit e Bashkuar”sh.p.k.

This working method where on the site missing authorized person to take samples, is one of the advantages in reducing of sub-technological processes, avoiding possible delays, example of completed order sheet of one concrete shipment from the drivers in cooperation with site representative is given below, figure 7.10

Figure 7. Order sheet of concrete filled by drivers in cooperation with site representative

Source: Sefer Susuri, Order Sheet prepared by the driver of the Company ,,Vëllezërit e Bashkuar”sh.p.k.

10 Driton Kryeziu and Zeneli B., "Manuali i Cilësisë - VËLLEZËRIT E BASHKUAR Sh.p.k", Prizren, 2007.

5. RECOMANDATIONS:

• Continuous improvement of performance for concrete factories must be the permanent target;

• By allocating additional funds and other resources needed and all managed as a one process, concrete factories will enhance product quality, reliability to their customers directly;

• Concrete producers to apply and be certified according to ISO 9001:2008; • Concrete producers, transporters and users of concrete must to be aware that fresh

concrete and fresh concrete elements, impair the health specialists, so the companies dealing with fresh concrete should have a proper plan for labour protection measures;

• The concrete factories must implement the management of traceable document record and continuously improve the quality management system;

• Producers of concrete should begin the process of certification of Factory Production Control, as a legal requirement, which affects the quality improvement of concrete;

• All producers of concrete, to apply standard EN 206-1. Sažetak:

PROCES UPRAVLJANJA KONTROLOM KVALITETE PROIZVODNJE BETONA NA KOSOVU

U ovom je radu predstavljen jedan od čestih problema u procesu proizvodnje u tvornicama betona, kako na Kosovu tako i šire. Problem je u nedostatku tehničkog i stručnog vodstva koje ujedno zanemaruje pravne zahtjeve i standarde. Nedostaci su posljedica nepotpune predanosti u provođenju upravljanja kvalitetom i resursima u skladu sa standardima proizvoda/usluge i zahtjevima za kontrolu, analizu i mjerenja radi poboljšanja kvalitete konačnoga proizvoda. Iskustvo je pokazalo da tehnologija proizvodnje betona kao proizvoda nije složen proces, ali zbog složenosti zahtjeva za visokom kvalitetom s jedne i heterogenosti svojstava sastojaka s druge strane, ukazala se potreba je za znanstvenu procjenu karakteristika kao što su homogenost ujednačenost proizvodnje svježeg betona kao i trajnost betona u konzistentnom stanju. Postrojenja za proizvodnju betona kao i bilo koji drugi tehnološki procesi, trebali bi biti upravljani prema normi ISO 9001:2008 kako bi bili uspješni. Rad se odnosi na iskustva i pokuse s dobrim rezultatima koji su unaprijedili proces proizvodnje betona u tvornici "VËLLEZËRIT E BASHKUAR"doo. - Prizren, Kosovo. Ključne riječi: gotov beton, upravljane kvalitetom, process, metoda, ISO 9001:2008. 6. REFERENCES

1. DGQ, "Aplikimi i sistemeve të menaxhimit të cilësisë", Frankfurt, 2007. 2. EN 206-1, Concrete- Part 1: Specification, performance, production and conformity, KSA. 3. Hammer, M., Kompania e drejtuar drejt procesit, Munich, 1999. 4. Kryeziu, D. and B. Zeneli, "Manuali i Cilësisë - VËLLEZËRIT E BASHKUAR Sh.p.k", Prizren

2007. 5. QSRMC, Quality and product conformity, Regulations, (incorporating the requirements of: Bs EN

206-1:2000, BS 8500-1:2006,BS 8500-2:2006 and BS EN ISO 9001: 2000), July, 2007. 6. S SH, ISO 9000:2004, S SH ISO 9001:2004 and S SH ISO 9004:2004, Tiranë, 2004.

7. Susuri, S. and D. Kryeziu, "Menaxhimi bazuar në procese për prodhimin e betonit të gatshëm," Tiranë, 2009.

8. Twitty C., W. Jr., P.E, "Quality Management System For Ready Mixed Concrete Companies," 2008.

9. Wiss, Informatiker FA, Prozessorganisation, V2.0.doc. 10. Zeneli, B. and F. Aliu, "Zbatimi i sistemit të menaxhimit të cilësisë sipas standardit ISO 9001"

(Udhezues Praktik), Prishtinë, 2008.