Quality Tool to Achieve Excellence in Construction Projects. By Dr. Abdul Razzak Rumane 2018 by Rumane

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2 Quality Tool to Achieve Excellence in Construction Projects By Dr. Abdul Razzak Rumane 2018 by Rumane

3 Topics to be Discussed 1. Overview of Quality 2. Quality Definition 3. Categories of Quality Tools 4. Construction Projects 5. Construction Quality 6. Development of Construction Project 7. Quality Tools for Construction Projects

4 Overview of Quality Quality is a universal phenomenon, which has been a matter of great concern throughout the recorded history of human kind. It was always the determination of builders and makers of the products to ensure that their products meet the customer s desire. Those were the days where products were of Customized nature.

5 Quality Definition What is Quality? Quality has different meanings to different people. American Society for Quality (ASQ) glossary defines quality as: A subjective term for which, each person has his or her own definition. In technical usage, quality can have two meanings: 1. The characteristics of a product or service that bear on its ability to satisfy stated or implied needs. 2. A product or service free of deficiencies.

6 Quality Definition It further states that it is: Based on customers perceptions of a products design and how well the design matches the original specifications. The ability of a product and service to satisfy stated or implied needs. Achieved by conforming to established requirements within an organization.

7 Categories of Quality Tools (TABLE 1) Serial Number Categories Classic Quality Tools Management and Planning Tools Process Analysis Tool Process Improvement Tools Innovation and Creative Tools Lean Tools Cost of Quality Quality Function Deployment Six Sigma Triz

8 Classic Quality Tools (TABLE 2) Sr. No. Name of Quality Tool Usage Tool 1 Cause and Effect Diagram To identify possible and effects in the process Tool 2 Check Sheet To provide record of quality. How often it occurs? Tool 3 Control Chart A device in statistical process control to determine whether the process is stable Tool 4 Flow Chart Used for graphical representation of process in sequential order Tool 5 Histogram Graphs used to display frequency of various ranges of value of a quantity Tool 6 Pareto chart Used to identify the most significant cause or problem Tool 7 Pie chart Used to show classes or group of data in proportion to the whole set of data

9 Classic Quality Tools (TABLE 2) Sr. No. Name of Quality Tool Usage Tool 8 Run chart Used to show measurement against time in a graphical manner with a reference line to show average of data Tool 9 Scatter diagram To determine whether there is a correlation between two factors Tool 10 Stratification Used to show pattern of data collected from different sources

10 Management and Planning Tools (TABLE 3) Sr. No. Name of Quality Tool Usage Tool 1 Activity Network Diagram Used when scheduling or monitoring task is lengthy or complex and has schedule constraints Tool 2 Affinity Diagram Used to organize large group of items into smaller categories that are easier to understand and deal with Tool 3 Interrelationship diagraph Used to show logical relationship between ideas, process, cause and effects Tool 4 Matrix diagram Used to analyze correlations between two or more group of information Tool 5 Prioritization matrix Used to choose one or two options which have important criteria from several options Tool 6 Process decision diagram Used to help contingency plan Tool 7 Tree diagram Used to breakdown or stratify ideas in progressively more detailed steps

11 Process Analysis Tools (TABLE 4) Sr. No. Name of Quality Tool Usage Tool 1 Benchmarking To identify best practices in the industry and improve the process or project Tool 2 Cause and Effect To identify possible cause and its effect on the process Tool 3 Cost of quality To identify hidden or indirect cost affecting the overall cost of product/project Tool 4 Critical to quality To identify quality feature or characteristics most important to the client Tool 5 Failure Mode and Effects Analysis (FMEA) To identify and classify failure according to their effects Tool 6 5 Why Analysis Used to analyze and solve the problem where the root cause is unknown

12 Process Analysis Tools (TABLE 4) Sr. No. Name of Quality Tool Usage Tool 7 5W2H The questions used to understand why the thing happens the way they do Tool 8 Process mapping/flow charting It is technique used for designing, analyzing, and communication work process

13 Process Improvement Tools (TABLE 5) Sr. No. Name of Quality Tool Usage Tool 1 Root cause analysis To identify root causes that caused the problems to occur Tool 2 PDCA cycle Used to plan for improvement followed by putting into action Tool 3 SIPOC analysis Used to identify supplier-input-processoutput-customer relationship Tool 4 Six Sigma DMAIC Used as analytic tool for improvement Tool 5 Failure Mode and Effects Analysis (FMEA) To identify and classify failures according to effect and prevent or reduce failure Tool 6 Statistical process control Used to study how the process changes over a time

14 Innovation and Creative Tools (TABLE 6) Sr. No. Name of Quality Tool Usage Tool 1 Brainstorming Used to generate multiple ideas Tool 2 Delphi technique Used to get ideas from select group of people Tool 3 5W2H The questions used to understand why the things happen the way they do Tool 4 Mind mapping Use to create a visual representation of many issues that can help get more understanding of the situation Tool 5 Nominal group technique Used to enhance brainstorming by ranking the most useful ideas Tool 6 Six Sigma DMADV Used primarily for invention and innovation of modified or new product, services, or process Tool 7 Triz Used to provide systematic methods and tools for analysis and innovative problem solving

15 Lean Tools (TABLE 7) Sr. No. Name of Quality Tool Usage Tool 1 Cellular design A self contained unit dedicated to perform all the operational requirements to accomplish sequential processing Tool 2 Concurrent engineering It is used for product cycle reduction time. It is systematic approach for creating a product design that simultaneously consider all elements of product life cycle Tool 3 5-S Used to eliminate waste that results from improper organization of work area Tool 4 Just in time (JIT) Used to improve inventory levels, improve cash flow and reduce space requirements for storage of material Tool 5 Kanban Used to signal that more material is required to be ordered. It is used to eliminate waste from inventory

16 Lean Tools (TABLE 7) Sr. No. Name of Quality Tool Usage Tool 6 Kaizan Used to continually eliminating waste from manufacturing process by combining collective talent of company Tool 7 Mistake proofing Used to eliminate opportunity for error by detecting the potential source of error Tool 8 Out sourcing It is contracting out certain works, processes, services to specialists in the disciplined area Tool 9 Poka-Yoke Used to detect abnormality or error and fix or correct the error and take action to prevent the error Tool 10 Single minute exchange of die (SMED) Used to reduce setup time for exchange over to new process Tool 11 Value stream mapping Used to establish flow of material or information and eliminating waste and adding value

17 Lean Tools (TABLE 7) Sr. No. Name of Quality Tool Usage Tool 12 Visual Management It addresses both visual display and control. It exposes waste elimination/prevention Tool 13 Waste reduction It focuses on reducing waste

18 Construction Project What is Construction Project? Construction is translating Owner s goals and objectives, by the contractor, to build the facility as stipulated in the contract documents, plans, specifications within budget and on schedule. Construction projects are custom oriented and custom design having specific requirements set by the customer/owner to be completed within finite duration and assigned budget. No two projects are alike.

19 Construction Projects Building and Commercial, traditional A/E type of construction projects accounts for an estimated 25% of the annual construction volume. Building construction is labor intensive endeavor. Every construction project has some elements that are unique. No two construction or R & D projects are alike. Though it is clear that projects are usually more routine, than research and development projects, some degree of customization is a characteristic of the projects.

20 Construction Projects Construction projects comprised of a cross section of many different participants. These participants are both influence and depend on each other in addition to other players involved in the construction process. These participants are both influenced by and depend on each other in addition to others players involved in the construction process.

21 Construction Project The quality management of manufactured products is performed by the manufacturer s own team and has control over all the activities of the product life cycle, whereas construction projects have diversity of interaction and relationship between owners, architects/engineers, and contractors. Therefore, the construction projects have become more complex and technical and extensive efforts are required to reduce rework and costs associated with time, materials, and engineering.

22 Construction Project This can be brought about by applying various quality procedures and principles at different phases and stages of construction projects to conveniently manage the projects through each activity and improve the control and planning of the construction project. Figure QCP.1 illustrates Traditional Construction Project Organization. Owner/Client has direct relationship (line of authority) with contractor and design consultant whereas design consultant and contractor have functional relationship.

23 Traditional Construction Project Organization (FIGURE 1) Owner/Client Project Manager In house staff Speciality Consultant Design Professional Design Team Leader Design Disciplines Design Sub consultants Constructor Construction Manager/ Superintendant Sub contractors Suppliers/Vendors

24 Construction Project Construction projects are executed based on predetermined set of goals and objectives. Under traditional construction projects, the owner heads the team, designating as a project manager. The project manager is a person / member of the owner s staff or independently hired person/firm who has overall or principal responsibility for the management of the project as a whole.

25 Construction Projects Every project has elements that are unique. It is always the owner s desire that his project should be unique and better. To a great extent, each project has to be designed and built to serve a specified need. Construction projects have involvement of many participants comprising Owner, Designer, Contractor and many other professionals from construction related industries. Each of these participants is involved to implement quality in construction projects.

26 Construction Quality What is Construction Quality? The definition of quality for construction projects is different to that of manufacturing or services industries as the product is not repetitive, but unique piece of work with specific requirements. Quality in construction project is not only the quality of product and equipment used in the construction of facility, it is the total management approach to complete the facility.

27 Construction Quality Quality of construction depends mainly upon the control of construction, which is the primary responsibility of contractor. Quality in manufacturing passes through series of processes. Material and labor are input through a series of process out of which a product is obtained. The output is monitored by inspection and testing at various stages of production.

28 Construction Quality Any nonconforming product identified is either repaired, reworked or scrapped and proper steps are taken to eliminate problem causes. Statistical process control methods are used to reduce the variability and to increase the efficiency of process. In construction projects, the scenario is not the same. If any thing goes wrong, the nonconforming work is very difficult to rectify and remedial action are sometimes not possible.

29 Construction Quality Quality of construction is more difficult to define. First of all, the product is usually not a repetitive unit but a unique piece of work with specific characteristics. Secondly, the needs to be satisfied include not only those of client but also the expectations of the community into which the completed building will integrate. The construction delivery time and cost of project are also important characteristics of quality.

30 Construction Quality Based on above quality of construction projects can be defined as: Construction Project quality is fulfillment of owner s needs as per defined scope of works within a specified schedule and budget to satisfy owner s/user s requirements.

31 Construction Quality The phenomenon of these three components can be called as Construction Quality Trilogy and is illustrated in Figure QCP.2 OR Construction Quality. These are; 1. Defined scope 2. Schedule 3. Budget

32 Construction Project Trilogy (Construction Quality) (FIGURE 2) Defined Scope QUALITY Budget Schedule

33 Development of Construction Projects Construction project development has three major elements. These are; Study Design Construction As the project develops, more information and specifications are developed.

34 Quality Tools for Construction Projects There are several types of tools, techniques, methods, in practice, which are used as quality improvement tools and have variety of applications in manufacturing and process industry. However all of these tools are not used in construction projects due to the nature of construction projects which are customized and non repetitive.

35 Applicable Tools (Study Stage) Study Stage Some of the Tools which are useful for application during Study Stage are as follows; Innovation and Creative Tools 5W2H (TABLE 8) Brainstorming (FIGURE 3) Delphi Techniques (FIGURE 4)

36 5W2H (FTABLE 8) Serial Number 5W2H Related Analyzing Questions 1 Why New project 2 What What advantage it will have over other similar projects 3 Who Who will be the customer for this project 4 Where Where can we find market for the project 5 When When the project will be ready for use 6 How many How many such projects are in the market 7 How much How much market share we will have by this project

37 Brainstorming (FIGURE 3) Identify Team Members Select Team Members Define the Problem or Issue to Team Members Circulate Problem Statement (Facilitator) Explain Brainstorming Rules ( Facilitator) No criticism Free Flow of Ideas Freewheel Thinking Large Quantity of Ideas Variety of Ideas Checklist or Any other technique On White Board or Flip Chart General Ideas (Team Members) Implement Idea(s) Select Idea(s) Evaluate Ideas Modify Ideas Record Ideas Highest Score Point Scale Criteria

38 Delphi Technique (FIGURE 4) Identify/Select Subject Matter Identify Team Members having Expertise/Kno wledge of the Subject Select Team Members/ Panel of Experts Circulate Questions to Team Members Response from Team Members Proceed with the Idea(s)/Solution Accept Idea(s) Summarize Response Proceed with the Idea(s)/ Solution Accept Idea(s) YES Check for Consen sus Re-circulate Feedback/ Answers to Team YE S NO Check for Conse nsus NO Iteration

39 Applicable Tools (Design Stage) Design Stage Some of the Tools which are useful for application during Design Stage are as follows; Innovative and Creative Tools DMADV (FIGURE 5) Process Improvement PDCA (FIGURE 6) Lean Tools Mistake Proofing (TABLE 9)

40 Fundamental Objectives of DMADV (FIGURE 5) 1 Define What is important? 2 Measure What is needed? 3 Analyze How we fulfill? 4 Design How we build it? 5 Verify How do we know it will work? Define the project goals and customer deliverables Measure and determine customer needs and specifications Analyze process options and prioritize based on capabilities to satisfy customer requirements Design detailed process (es) capable of satisfying customer requirements Verify design performance capability

41 PDCA during Design(FIGURE 6) (Implement Comments) Implement Review comments (if any) Take Corrective Action(if required) OR Release Documents for Bid/Construction ACT PLAN (Establish Scope) Establish Owner s Requirements Establish Standards, Codes Establish Project Schedule Establish Project Budget (Review) Compliance to Client Needs/Requirements Check for Project Schedule Check for Project Budget Check for Conflict with Other Trades Compliance to Regulatory Requirements, Standards, Codes Check for Constructability Check for Environmental Compatibility CHECK DO (Develop Design) Develop Design Drawings Develop Specifications Coordinate with Other Trades Prepare Contract Documents

42 Mistake Proofing (TABLE 9) Serial Number Items Points to be Considered to Avoid Mistakes 1 Information 1. Terms of Reference (TOR) 2. Client s preferred requirements matrix 3. Data collection 4. Regulatory requirements 5. Codes and Standards 6. Historical Data 7. Organizational requirements

43 Mistake Proofing (TABLE 9)-Contd Serial Number Items Points to be Considered to Avoid Mistakes 2 Mismanagement 1. Compare production with actual requirements 2. Interdisciplinary coordination 3. Application of different codes and Standards 4. Drawing size of different trades/specialist consultant (s) 3 Omission 1. Review and check design with TOR 2. Review and check design with client requirements 3. Review and check design with Regulatory requirements

44 Mistake Proofing (TABLE 9)-Contd Serial Number Items Points to be Considered to Avoid Mistakes 3 Omission 4. Review and check design with Codes and Standards 5. Check for all required documents 4 Selection 1. Qualified team members 2. Available material 3. Installation method

45 Applicable Tools (Construction Stage) Construction Stage Some of the Tools which are useful for application during Construction Stage are as follows; Management and Planning Tool Networking Arrow Diagram (FIGURE 7) Process Analysis Tool Root Cause Analysis Diagram (FIGURE 8) Process Improvement Tool PDCA (FIGURE 9) Classic Quality Tools Process for Checklist (FIGURE 10)

46 Networking Arrow Diagram (FIGURE 7) A B C D Excavatio n Compaction Waterproofin g E Formwor k F Installation of Utilities Reinforcement H G Concrete Casting

47 Root Cause Analysis for Bad Concrete (FIGURE 8) Manpower Method Environment Incompetent Labour Improper Pouring Temperature Improper Supervision Insufficient Curing Non-continuity in Casting Weather Dusty, Rainy Vibrator Pump Mixer Machine Cement Aggregate Water Admixtures Design Mix Material Calibration Measurement BAD CONCRETE

48 PDCA during Execution (FIGURE 9) Corrective Action Prevent Defect from Re occurrence Prepare Shop Drawings Submit Materials Get Shop Drawings Approved Get Materials Approved ACT PLAN Check for All Non Conformities Check Work Executed as per Approved Shop Drawings Check Approved Material Installed Check Functionality of Installed Works/Systems CHECK DO Follow Approved Shop Drawings Use Approved Materials Follow Method Statement Follow Manufacturer s Recommendations

49 Process for Checklist (FIGURE 10) Approved shop drawing/ Approved composite drawing Approved Material Preparation of Related Works Inspection by Consultant Not Approved Site Coordination Quality Check by Contractor Submit Checklist Functional Relationship Proceed Next Activity Approved

50 THANK YOU THANK YOU For YOUR PATIENCE Dr. Abdul Razzak Rumane