TQM i.e. (Total Quality Management) Construction Projects

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1 TQM i.e. (Total Quality Management) In Construction Projects

2 Concepts of i) KAIZEN i. e Continuous Improvement ii) ZERO DEFECTS i. e. Perfection in what ever we do

3 Total quality management is a managerial philosophy Involving all the members of an organization in continuously improving The process of how work is done

4 Thus TQM focuses on the quality of management systems as against Management of quality Why?

5 Need for TQM Construction Experts and Project managers have brought out several deficiencies in the quality of Construction Projects These include

6 Incorrect or/and inadequate specifications at tender stage. Poor Inadequate management of design. Improper supervision. Lack of communication at various levels. Unclear delineation of responsibility. Lack of Training in quality management. Blocked understanding of relationships amongst various components and inputs to the construction process and of these with the total project. so on so forth

7 Necessity In competitiveness report prepared by world Economic forum, Geneva, covering the Indian Corporate sector, India ranks 38 th out of 41 countries for Total Quality Management

8 Customer satisfaction Commitment Motivation Training & Benchmarking are the 5 pillars of the TQM process.

9 TQM ENCOMPASSES i) Preplanning stage. ii) Planning stage. iii) Design stage iv) Procurement stage v) Construction stage vi) Finishing stage. vii) Operation & maintenance It mobilizes technical, managerial, organizational and manpower aspects. Benefits include

10 1) Increased company performance as regards i) People satisfaction. ii) Customer satisfaction. iii) Impact on society as a whole. iv) Business results 2) Delegation of authority and responsibility. 3) Development of a corporate culture. 4) Continuous Improvement.

11 An International survey shows how TQM helped in increasing benefits to companies 1. Improved Planning & Control 90%. 2. Improved Customer Service 81%. 3. Improved Productivity 79%. 4. Increased ability to tender for contracts 69%.

12 5. Integrity of system maintained by objective approval-- 66%. 6. Gaining a marketing advantage 64%. 7. Increase in market shares 50%. 8. Reduction in costs 48%. 9. Increase in exports 33%.

13 Quality Management Principles Principle 1 Customer focus. Principle 2 Leadership. Principle 3 Involvement of people. Principle 4 Process approach. Principle 5 System approach. Principle 6 Continual improvement. Principle 7 Factual approach to decision making. Principle 8 Mutually beneficial supplier relationships.

14 6 SIGMA CONCEPT % WITHOUT DEFECTS DPMO SIGMA LEVEL ,90, ,08, , ,

15 The Plan-Do-Check-Act Cycle

16 TQM Beliefs Presented here are universal total quality management beliefs. Owner/customer satisfaction is the measure of quality. Everyone has owners/customers; everyone is an owner/customer. Quality improvement must be continuous. Analyzing the processes used to create products and services is key to quality improvement. Measurement, a skilled use of analytical tools, and employee involvement are critical sources of quality improvement ideas and innovations. Sustained total quality management is not possible without active, visible, consistent, and enabling leadership by managers at all levels. If we do not continuously improve the quality of products and services that we provide our owners/customers, someone else will.

17 Quality principles that successful TQM companies recognize People will produce quality goods and services when the meaning of quality is expressed daily in their relations with their work, colleagues, and organization. Inspection of the process is as important as inspection of the product. Quality improvement can be achieved by the workers closest to the process. Each system with certain degree of complexity has a probability of variation, which can be understood by scientific methods. Workers work in the system to improve the system; managers work on the system to improve the system. Total quality management is a strategic choice made by top management, and must be consistently translated into guideline provided to the whole organization.

18 Envision what you desire to be as an organization, but start working from where you actually are. Studies have indicated that people like working on a qualitymanaged jobsite especially due to the cleaner site and safer place to work. Accept the responsibility for quality, Establish datums for measurement. Use the principle of get it right, the first time, every time. Understand that quality is a journey, not a destination. It consists of steps that form a process that is continuous. The goal of management is to create a culture of quality across the entire project site, get the job done right, the first time, every time.

19 How does a construction firm begin implementing the process? Start setting goals, and start meeting the goals you have set. Management indicate complete commitment to continuous Improvement (CI) Identify stages & Establish methods, Responsibility assigning Set the datum Pre-Plan Regard each project as part of a cycle. Each worker regards himself as a quality inspector of his or her task.

20 Steps in implementing TQM Obtain CEO Commitment, Educate Upper-Level Management Outline the Vision Statement, Mission Statement & Guiding Principles Prepare a Flow Diagram of Company Processes Focus on the Owner/Customer (External) & Surveys. Consider the Employee as an Internal Owner/Customer. Provide a Quality Training Programme Establish Quality Improvement Teams. Implement process improvements.

21 Objectives of TQM Strategic Objectives (long-term) Strategic or long-term quality objectives are set by top management and are the guiding principles, which explicitly state the commitment towards its company's customers and shareholder, the environment, its production and the management of the business. These objectives are typically set every 3 to 5 years. Examples might include:

22 Achieving certification. Achieving customer satisfaction. Adapting the company s systems to account for the integration of Health and Safety and Environmental system. Facilitating the implementation of management by objectives. Increasing employee awareness of quality issues through training (ultimately the provider of competitive advantages).

23 Integrating suppliers and subcontractors into the company s quality system (sub-tier partnering). Becoming a good construction partner to clients (top-tier partnering). Launching quality projects to increase the company s commercial standing, with definable targets such as increasing quality of billing (i. e. command pricing), increasing exports and increasing the success rate for winning work on competitive tender.

24 Operational objectives (Short and Medium Term) These are dealt with more at the site or project level and include: Creating structured processes by codifying the entire process of management and all procedures within the company (e.g. check lists for submitting quotations, pre-bidding, hand-over checks, contract assessments, weekly mandatory meetings and personnel interaction) and by following the Deming cycle Plan, Do, Check, Act, (PDCA).

25 Implementing weekly, monthly and annual matrices for the follow-up of quality indicators such as number of audits carried out, number of work accidents, and number of corrective actions. The development of Improvement activities in each department. Working on the improvement of a process in each project. Reducing the number of defects created or the time spent in rectifying defects; increasing the systemization of processes.

26 Tightening construction standards and implementing better control of the subcontractors workmanship. Achieving a better quality of workmanship on site; achieving procedural efficiency in the office by reducing the number of errors. Delivering work on time; achieving a defined level of customer satisfaction after completion.

27 Concepts Of Quality Circle The right way of introducing Quality Circle is as a part of TQM. QCFI suggest the following methods. 1. Conduct a survey of the organizations. 2. Discuss the findings with the top management. 3. Conduct special program to executives. 4. Select executives from various departments for special intensive training program. 5. Training has to be done with best faculty members available on the subject.

28 6. After training with the help of trained executives, form Quality Improvement Team among senior management for solving major organization problems. 7. Conduct awareness program to all workers on QC concept by the trainers through co-ordination department. 8. Co-ordination department maintains a register of workers who have voluntarily agreed to form Quality Circles. 9. Formation of Quality Circle, and training them.

29 The Roles of Various Levels in the Organization Improving QC Management? Top management comprises of the Chairman, Managing Director, Functional Directors and other Directors on the Board. It lays down policy incorporating Quality Circles as an integral part of TQC function. Organizes systematic documentation. Arranges management presentation. Organizes various training program, including exposure program for workers.

30 Arranges presentation of case studies in sister units. Publishes periodicals. Organizes six monthly, annual conventions, develops, facilitators for the programs. Arranges periodical surveys. And helps in deputing people for seminar, convention, outside convention, presentation etc.

31 Prototype TQM Model One of the corner stones of the TQM philosophy is the use of this core group known as Quality Improvement Teams (QIT s) to analyze and recommend improvements to a process, which enjoys representations from all the departments of the organization. It would be responsible for nurturing the idea of TQM in the Organization, finding the remedies of the problems, and transforming ideas and suggestions from management or from feed back from customers into realities.

32 For Example a QIT Could Consist of 1. Management Representative. 2. Financial Adviser. 3. Legal Adviser. 4. Architect. 5. RCC Consultant. 6. Quality In Charge. 7. Project Manager. 8. Site Engineer. 9. HRD Personal.

33 Inter Relationship Diagram

34 Components of TQM Programs a. Bench Marking Current State: Start by studying and documenting current status, e.g., relative to industry as a whole, or relative to key competitors, to have basis for evaluating effects of TQM. b. Formal Change-Management System: Not very common, but can help to identify pending changes and see where there can be opportunities to improve. c. Strong Emphasis on Planning: Change can be managed with similar tools and procedures as those used to manage projects, with goals, milestones, budgets, etc.

35 d. Training: Both general (e.g., improving literacy, safety) and for job skills. Do not take OJT skills of existing employees for granted (e.g., Paver operators). Technical skills, administrative skill, and leadership skills. e. Formal Communication and Feedback System: Centralized (e.g., suggestion review committee). Need quick feedback of whether or not suggestions can/will be implemented, and why if not used. Need means for further study and improvement of ideas needing further development.

36 f. Rewards and Recognition: Smaller awards to many better than big awards to a few. Can be material (e.g., cash) and or in the form of recognition (e.g., announcement, newsletter picture). Celebrations.

37 g. Formal Measurement and Evaluation Procedures: Be able to compare progress against past benchmarks and goals. E.g. measures: cost saving, reduction in errors. h. Creating Champions: Can t be appointed, but corporate environment encourages them to step forward and take responsibility for getting ideas implemented.

38 i. Documentation: Capture failures as well as well as successes, to build corporate knowledge base. Documented failures can minimize repetition of errors; documented successes can be disseminated and implemented elsewhere in company. j. Team Work Building and retention of better workers.

39 Benefits Example of Such Areas Are:- Raw material control due to quality over inward material and incoming stage inspection. Supplier performance improvement due to more objective selection process and regular performance evaluation and feedback. Reduced waste and rework due to (1) better training and resulting competence, (2) well defined work procedures. (3) timely cause of any failure and corrective actions taken to prevent future occurrence.

40 Re-education in customer complaints and internal non-conformances due to participation of all concerned and focused attention on the elimination of the causes of complaints or nonconformances. Optimized degree of inspection and testing to avoid too less or too much of sampling/quality plans and by using fool proof working methods. Better instructions, record keeping and approval checks.

41 Improved training of employees resulting in a learning organizational atmosphere. Housekeeping improves through participation by all and by taking up small projects in all parts of the organization to improve cleanliness and orderliness. It is the underlying belief that only those who can keep the workplace clean, can produce quality. Accuracy of instruments is ensured due to mandatory calibration plans. The measurements become more reliable and reproducible. Proper identification of products consumables, tools etc.

42 Quality Management System Structure

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