quality in construction

QUALITY IN CONSTRUCTION WORKS

DR. K.M. SONICHIEF ENGINEER, CPWD, MUMBAI

QUALITY MOST COMMONLY USED MOST DIFFICULT TO DEFINE PREDICTABLE DEGREE OF

UNIFORMITY, DEPENDABILITY, AT LOW COST SUITED TO THE MARKET (DEMING)

FITNESS FOR USE (JURAN)

23rd October 2016 2Quality in Construction Works -

Dr K M Soni

QUALITY CONFORMANCE TO

REQUIREMENTS (CROSBY) LOSS IMPARTED BY A

PRODUCT TO SOCIETY (TAGUCHI)

CORRECTING AND PREVENTING LOSS , NOT LIVING WITH LOSS (HOSHIN)


Dr K M Soni

QUALITY(ISO) Defined as “The totality of

characteristics of an entity that bears on its abil i ty to satisfy stated and implied needs”


Dr K M Soni

ENTITY Entity may be a product, process

or even an organization Construction has product as well

as process


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STATED NEEDS Stated needs may be available in

the form of specif ications, conditions or bil l of quantit ies


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IMPLIED NEEDS Not defined Sometimes not even expressed Even may be unspoken needs


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Implied Needs Implied needs are part of the

dimensions of quality. The dimensions of quality for a

product and Service


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Product Dimensions are performance,

features, reliabil i ty, conformity to specifications /standards, durabil i ty, serviceabil ity, aesthetics and perceived quality.


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Service Time and timeliness service,

completeness, consistence, courtesy, accessibil i ty and convenience, and responsiveness are the dimensions of quality for a service


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Works Thus for a construction work, the

dimensions of a product as well as a service are to be considered for a quality work. In fact, product plays a major role during construction and service dimensions play a major role during maintenance


Dr K M Soni

https://blog.codinghorror.com/the-iron-stool/23rd October 2016 15

Quality in Construction Works - Dr K M Soni

QUALITY DIFFICULT TO EXPRESS LIKE BEAUTY CUSTOMER ORIENTED


Dr K M Soni

QUALITY Is it not achievable? Quality gurus do not agree to the

statement that quality is not achievable.


Dr K M Soni

ABOUT QUALITY (CROSBY) Quality is free quality is not: luxury,

unaffordable, intangible therefore not measurable

Quality is not: originated by workers or something that originates in the quality department


Dr K M Soni

Basic tenets Quality improvement is everlasting

process Quality philosophy begin at the top QC dept. should believe in zero

defects Quality education and training should

be excellent Mgt. is patience and never ceases its

concern for quality 23rd October 2016 19


Deming About 85% of all quality problems are

caused by harmful management practices. It has also been stated that consequently, CEO intent on changing the way production workers perform – without changing the obsolete management system – wil l, at best, address only 15% of the problems.


Dr K M Soni

Juran Juran, another quality guru is of

the view that senior managers must personally take charge of leading change related to quality. If they try to delegate that, they wil l not get good results.


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Ishikawa and Taguchi According to Ishikawa, a Japanese

quality guru, bad quality, meaning wastage, had an effect not only on business creating the waste but also on its customers and on society as a whole. Another Japanese quality guru, Taguchi described quality as the loss imparted to the society from the time a product is shipped and quantif ied as “Loss function”.


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Quality eras Inspections Quality Control Quality Assurance Total Quality Management


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Inspections Do not contribute greatly

to reducing the error rate in production.

The problem is addressed after it has arisen.

Thus, even 100 % inspections wil l not mean that all the defects have been removed or rooted out.


Dr K M Soni

Quality Control “all those operational techniques and

activit ies that are used to fulf i l l requirements for quality” (ISO). Therefore, emphasis in quality control is on techniques and activit ies. Inspections, monitoring and feedback are carried out in quality control. I t has nothing to do directly with the customer‘s satisfaction. Operational techniques and monitoring also lead to “paper quality” in which the papers assure the quality with or without any consideration of the work.


Dr K M Soni

Quality Assurance “all the planned and systematic activit ies,

implemented within the organization for quality management, to provide adequate that a product or service wil l satisfy given requirements for quality.” Therefore, quality assurance is essentially a preventive activity and is therefore to be systematically planned in advance. The activity includes identif ication and planning of the checks, inspection and control of process as a part of quality control.


Dr K M Soni

Quality Assurance Quality assurance also means

establishment of a quality system which can demonstrate the requirements. Unfortunately, in many organizations, names have changed from the quality control units to quality assurance units without any change in the working or strategy or even in the atti tude of the quality personnel.


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http://microjcode.com/quality-assurance-qa/


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https://quotesgram.com/process-quality-quotes/


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TQM Whole idea of quality is to reduce

error whether human, machine, method, material or information. This error can be caused at any stage of management and workers and thus, involvement of everyone is essential in TQM.


Dr K M Soni

Concept of TQM Question is whether error can be

stopped and the answer is very simple – no as it is natural to make errors. But the errors have to be eliminated and not at later stage but right at the stage it is l ikely to occur or it has occurred by preventing it or correcting it as the case may be. It cannot be passed on to other person or process. Thus, TQM includes self inspection.


Dr K M Soni

TQM TQM means “Total” in every product, every process, every job and every person.


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https://www.linkedin.com/pulse/customer-focus-tqm-paul-weenink23rd October 2016 33


TQM TQM is also a philosophy based

on the quest for progress and continuous improvement. In Japanese, process of continuous improvement has been termed as Kaizen.


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Waste Analysis In quality improvement, waste and total cost

must reduce. Quality improvement can only result from planned management action. Importance of TQM can be understood from the statement of Crosby’s four eras of quality as organizations adopting inspections only say, “We don’t know why we have quality problems” while in TQM, they say,”We know why we don’t have quality problems”.


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https://www.pinterest.com/pin/368239707006749600/23rd October 2016 36


TQM TEAMWORK PARTICIPATORY APPROACH CUSTOMER ORIENTED ZERO DEFECTS


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http://kalyan-city.blogspot.in/2012/04/how-to-implement-total-quality.html


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TQM BELIEFS PEOPLE ARE UNTAPPED

RESOURCES PEOPLE WHO DO THE WORK

ARE IN THE BEST POSITION TO IMPROVE ORGANIZATIONAL PROCESS

CONTINUAL IMPROVEMENT


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Contd. Values drive behaviour Prevention as opposed to

detection Organization wide involvement

and commitment


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Crosby 14 steps Crosby has described fourteen step

programme to achieve quality as management commitment, quality improvement teams, quality measurement, cost of quality evaluation, quality awareness, corrective action, zero defects planning, supervisory training, zero-defects day, goal sett ing, errors cause removal, recognit ion, quality councils and ‘do it al l over again’.


Dr K M Soni

Deming’s 14 Points create constancy of purpose, adopt new

philosophy, cease dependence on mass inspections, end the practice of awarding business on the price tag only, improve constantly and forever the system of production and service, inst itute training, inst itute leadership, drive out fear, break down barriers between staff areas, eliminate slogans, exhortations, and targets for the workforce, eliminate numerical quotas, remove barriers to pride of workmanship, inst itute a vigorous program of education and training and take action to accomplish the transformation. 23rd October 2016 42


QUALITY, QUANTITY AND SPEED IS IT POSSIBLE TO ACHIEVE

ALL THREE? IT IS SAID TO OPT FOR TWO

OUT OF THREE. WHICH TWO?


Dr K M Soni

QUALITY Vs Mechanization Mechanization is defined as the use of

machines to replace manual labour or animals and can also refer to the use of powered machinery to help a human operator in some task. The use of hand operated tools is not the part of the mechanization but it is really a matter of concern that even these tools are not the part of every construction process.


Dr K M Soni

Benefits of Mechanization improvement in productivity,

quality, speed, construction technology advancement, industrial technology advancement, economy due to scale of work, employment potential etc. &


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Mechanization Mechanization helps in the quality of

product and in improving process capabil i ty to improve the process to provide a major contribution in TQM.

Mechanization thus helps in improving the quality by way of three reasons which are the basic components in civi l engineering construction i.e. labour, product (material) and process (method of construction).


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Mechanization Ultimately mechanization helps in

productivity and also brings down the cost due to reduction in poor quality costs. It ensures the dimensions of the quality and thus enhances customer satisfaction


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Continuous Improvement

TQM is not one time concept and is based on continuous improvement. Hence continuous improvement is essential in product, process, and management.

Education and training are very important for continuous improvement process.


Dr K M Soni

TQM Therefore, the management has to believe

f irst in TQM concept that the same is possible and then make sure that education and training is imparted to all their employees. Early in the process, all levels of management must be trained to implement their part of the quality improvement programme. Continuous improvement helps in customer delight i.e. the state in which customer gets more than what he expects for satisfaction.


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Personnel in civi l works Architects Engineers Contractors Accountants Clients Suppliers


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TQM TOTAL, QUALITY,

MANAGEMENT IN ALL PERSONNEL INVOLVED IN A CIVIL WORK

IS IT POSSIBLE? HOW?


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QUALITY IN (T,Q,M) ARCHITECTS ENGINEERS CONSULTANTS CONTRACTORS QUALITY MANAGERS SUPPLIERS


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ACCIDENTS ARE CAUSED BY UNSAFE ACT: ATTRIBUTED TO

INDIVIDUAL UNSAFE CONDITIONS:

ATTRIBUTED TO ENGINEERING – ENGINEERS/MANAGEMENT RESPONSIBILITY


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SAFETY AND QUALITY COMPLEMENTARY SAFE STRUCTURE SAFE MATERIALS SAFE CONSTRUCTION SAFE ENVIRONMENT


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APPROACH TOWARDS SAFETY SWAMP : SAFETY WITHOUT

ANY MANAGEMENT PROCESS (16%)

NORM : THE NATURALLY OCCURING REACTIVE MANAGEMENT – RELUCTANT COMPLIERS (77%)

WORLD CLASS: WHERE MOST ARE READY TO COMPLY (7%)


Dr K M Soni

SAFETY COST DIRECT COST

MEDICAL CARE COMPENSATION LOSS OF PROPERTY/EQUIPMENT REPLACEMENT COST

INDIRECT COST LOSS OF PRODUCTION COST OF TIME SPENT ON

INVESTIGATION COST OF TIME SPENT WITH

REGULATORY AUTHORITIES23rd October 2016 56Quality in Construction Works -

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CONTRACT AND QUALITY QUALITY IN CONTRACT

DOCUMENT SAFETY IN CONTRACT

DOCUMENT NOTHING COMES FREE” – PAY

FOR IT, ULTIMATELY IT MAY BE REWARDING


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QUALITY IS NOT ABSOLUTE SPECIFICATIONS THAT CONCERNS ONLY TO

WORKERS OR ENGINEERS


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QUALITY IS RELATIVE TERM THAT SATISFIES CUSTOMER NEEDS STARTS FROM TOP PLAN, DO, CHECK, ACT CYCLE FUNCTION OF DURABILITY, SAFETY,

CONTRACT DOCUMENT, HRD, MECHANIZATION

RELATED TO QUANTITY AND SPEED


Dr K M Soni

QUALITY CANNOT BE ACHIEVED ONLY THROUGH INSPECTIONS/QC/QA WITHOUT CONTRACTOR’

INVOLVEMENT STIPULATION OF MEN, MATERIAL,

METHODS, SAFETY, AND OTHER FACTORS AFFECT QUALITY IN CONTRACT DOCUMENT

ACCEPTANCE OF LOWEST BID IF BELOW MR

HIGH WASTAGE23rd October 2016 60Quality in Construction Works -

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QUALITY CAN BE ACHIVED THROUGH T – TOTAL INVOLVEMENT Q – QUALITY/CONTINUOUS

IMPROVEMENT OF SERVICE TO CUSTOMERS, PERSONNEL AND SYSTEM

M – MANAGEMENT : MANAGING THE RESOURCES WITH ZERO WASTAGE


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THEREFORE, QUALITY IS AN OUTCOME OF A TEAMWORK


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QUALITY ASSURANCE IN CPWD HAS A MINMUM QA PLAN FOR

ALL THE WORKS ABOVE THE TENDERING LIMITS OF CLASS V CONTRACTORS


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BASIC PARAMETERS Lot size, number of required tests and

frequency of testing defined Machinery and T & P required to be

deployed by the contractor at site with a time schedule for their availabil i ty.

Testing equipments to be arranged by the contractor along with requirement of sett ing up field laboratory.


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Contd. Acceptance criterion for various items

of work, materials, workmanship and process indicating the codes, specif ications and standards applicable.

Shuttering schedule showing the quantity of shuttering to be brought at site either in one lot or at different stages of work as per the requirements of the work.


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Contd. Responsibil i ty of the contractor to

maintain all the registers of tests carried out at site or in outside laboratories.

Method of taking samples in presence of departmental engineers.

Cost of samples and tests to be borne.


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Contd. Witnessing of tests to be carried

out in f ield lab. Submission of copy of the test

registers before making payments to the contractor.

Procedure of maintenance of Material at Site (MAS) Register.


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Responsibil i ty Field engineers Overall responsibil i ty with

Superintending Engineer


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Quality management teams AT CIRCLE LEVEL AT REGIONAL LEVEL AT CENTRAL LEVEL


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EMPHASIS ON MATERIALS PROCESS


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quality in construction

Engineering