Quality Management in Construction Projects 6. Dr. Nabil El Sawalhi

Transcription

1 Quality Management in Construction Projects 6 Dr. Nabil El Sawalhi 1

2 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. 2

3 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. 3

4 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. 4

5 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. 5

6 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 6

7 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

8 Each standard should be: Simple language Constructible Convenient Achievable Specific Measurable 8

9 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) 9

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11 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) 11

12 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. 12

13 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,

14 International Organization For Standardization London countries 14

15 American Society for Quality (ASQ) USA > 80,000 members Today, ASQ is a global organization with members in more than 140 countries 15

16 Introduction Quality standards Standards Organizations ISO QSR summary ISO 9000 Standards Organizations British Standards Institution. London 1901 > 21,000 standards Includes: Agriculture, Biometrics, Building, Fire, Manufacturing, Nanotechnologies.

17 Introduction Quality standards Standards Organizations ISO QSR summary ISO 9000 Standards Organizations European Committee for Standarization ,000 experts. 33 European countries. Air & space, chemical, constructions, security, health & materials.

18 Introduction Quality standards Standards Organizations ISO Standards Organizations American National Standards Institute HQ in WDC 125,000 companies. QSR summary 3.5 M professionals ISO 9000

19 Introduction Quality standards Standards Organizations ISO Standards Organizations American Society for Testing and Materials members. International org. QSR summary ISO 9000 Improves performance in manufacturing and materials, products and processes, systems and service

20 Introduction Quality standards Standards Organizations ISO QSR summary Standards Organizations Institute of Electrical and Electronic Engineers USA the world's largest professional association dedicated to advancing technological innovation and excellence for the benefit of humanity. ISO 9000

21 Introduction Standards Organizations Quality standards Standards Organizations ISO QSR summary ISO 9000

22 Introduction Standards Organizations Quality standards Standards Organizations ISO QSR summary ISO 9000

23 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 23

24 The most widely known are the ISO 9000 and ISO 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 24

25 The ISO 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 25

26 ISO series ISO FAMILIES ISO 9000 Quality management and quality assurance standards. ISO 9001 ISO 9002 ISO 9003 ISO 9004 Quality systems Model for quality assurance in design, development, production, installation, and servicing Quality systems Model for quality assurance in production installation and servicing. Quality systems Model for quality assurance in final inspection and test. Quality management and quality systems element guidelines.

27 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 27

28 ISO FAMILIES ISO 9000 Had 20 elements for quality assurance in design, development, production, installation, and servicing. Clause Quality System No. Element 4.1 Management responsibility Quality Functions Required 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.

29 ISO FAMILIES ISO 9000 Clause Quality System No. Element 4.5 Document and data control Quality Functions Required 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 customersupplied product Control verification, storage, and maintenance of customersupplied product.

30 ISO FAMILIES ISO 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 Inspection and testing 4.11 Control of inspection, measuring and test equipment 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. 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.

31 ISO FAMILIES ISO Inspection and test status 4.13 Control of nonconforming product 4.14 Corrective and preventive action 4.15 Handling, storage, packing, preservation and delivery Indicate by suitable means the conformance or non conformance of product or work with regard to inspect and test performed. 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. 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 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.

32 ISO FAMILIES ISO Control of quality records 4.17 Internal quality audits 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. Plan and schedule internal quality audits. Assign independent personnel to carry out internal quality audits. Conduct follow-up audits if necessary Training Identify training needs of staff. Provide training required Servicing Verify that servicing meets specified requirements Statistical technique Identify the need for statistical techniques in quality control. Implement and control the application of statistical techniques.

33 ISO 9000:2000 ISO 9000 ISO 9001 ISO 9004 ISO FAMILIES Quality fundamentals and vocabulary. Quality management systems 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

34 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. 34

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36 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

37 Selection and use of the ISO 9000 family of standards ISO 9000 PROCESS APROACH

38 Selection and use of the ISO 9000 family of standards ISO 9000 PROCESS APROACH

39 ISO 9000 PROCESS APROACH Standard ISO 10001:2007 ISO 10002:2004 ISO 10003:2007 ISO 10005:2005 ISO 10006:2003 ISO 10007:2003 ISO 10012:2003 ISO 10013:2001 ISO 10014:2006 ISO 10015:1999 Title Quality management Customer satisfaction Guidelines for codes of conduct for organizations Quality management Customer satisfaction Guidelines for complaints handling in organizations Quality management Customer satisfaction Guidelines for dispute resolution external to the Organization Quality management Guidelines for quality plans Quality management Guidelines for quality management in projects Quality management Guidelines for configuration management Measurement management systems Requirements for measurement processes and measuring equipment Guidelines for quality management system documentation Quality management Guidelines for realizing financial and economic benefits Quality management Guidelines for training

40 ISO 9000 PROCESS APROACH Standard Title ISO 10017:2003 Guidance on statistical techniques for ISO 9001:2000 ISO 10019:2005 ISO 16949:2002 ISO 19011:2002 Guidelines for the selection of quality management system consultants and use of their services Quality management systems Particular requirements for the application of ISO 9001:2000 for automotive production and relevant service part organizations Guidelines for quality and/or environmental management systems auditing

41 ISO FAMILIES ISO 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

42 ISO FAMILIES ISO 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

43 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. 43

44 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. 44

45 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. 45

46 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 46

47 ISO Environmental Management System ISO is a series of international standards that have been developed to incorporate environmental aspects into business operations and product standards. ISO is a specific standard in the series for a management system that incorporates a set of interrelated elements designed to minimize harmful effects 47

48 on the environment due to the activities performed by an organization, and to achieve continual improvement of its environmental performance 48

49 Benefits of ISO 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 49

50 Occupational Health and Safety Assessment Series (OHSAS) 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 50

51 Decreased costs due to personal injury and production downtime Reduced worker compensation insurance costs Ease of managing safety risks Enhanced employee safety awareness 51

52 GENIRIC STANDARDS ISO 9000, ISO and OHSAS 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.

53 Other ISOs ISO Food Safety Management Systems to ensure that food is safe at the time of human consumption ISO Information Security Management ISO Systems Supply Chain Security Management Systems, to help combat threats to safe and smooth flow of international trade. ISO 3166 Country codes ISO Social responsibility ISO Energy management ISO Risk management ISO Information security management ISO Occupational health and safety

54 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 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 system without having it certified. The organization can implement them for the internal benefits without spending money on a certification programme.

55 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).

56 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

57 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.

58 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.

59 ISO SURVEY-2014 Standard number of certificates in 2014 number of certificates in 2013 ISO ISO ISO ISO/IEC ISO ISO/TS ISO ISO TOTAL

60 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

61 INTEGRATED QUALITY MANAGEMENT An IQMS is developed by merging recommendations and specifications from ISO 9000 ISO 14000, OHSAS together with other contract documents.

62 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

63 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

64 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.

65 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

66 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

67 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

68 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

69 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.