KZN MBA MEMBERS YEAR END FUNCTION DURBAN, 13 NOVEMBER 2014 MANAGING QUALITY AND HEALTH AND SAFETY (H&S) IN THE BUILT ENVIRONMENT

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1 KZN MBA MEMBERS YEAR END FUNCTION DURBAN, 13 NOVEMBER 2014 MANAGING QUALITY AND HEALTH AND SAFETY (H&S) IN THE BUILT ENVIRONMENT PROFESSOR JOHN SMALLWOOD PROFESSOR AND HEAD, DEPARTMENT OF CONSTRUCTION MANAGEMENT, AND PROGRAMME DIRECTOR, MSc (BUILT ENVIRONMENT)

2 Why is construction so backward? So long as construction remains a backward industry, safety within it will be backward. So long as off-site manufacturing remains a footnight to general building, a lot of accidents are bound to happen in the hurly-burly rush to get on-site work completed on time. (p. 43) (Woudhysen and Abley, 2004) 2

3 Absolutes of quality Reality (Crosby, 1984): Definition: Conformance to requirements Performance standard: Zero defect System: Prevention Measurement: Price (Cost) of non-conformance Conventional wisdom (Crosby, 1984): Definition: Goodness or excellence Performance standard: Quality levels System: Appraisal Measurement: Indexes or process levels

4 Absolutes of H&S Definition: Conformance to requirements Performance standard: Zero deviations System: Prevention Measurement: Cost of accidents (COA)

5 Failure of management versus Accident (1) Chapter 8: Planning Failures 5

6 Failure of management versus Accident (2) A different kind of coincidence, a confluence of events that shakes us up. Can see and feel a significance in the randomness. Like pure chance, or just a coincidence. However, Jung refers to it as synchronicity. (p. 3) 6

7 Injaka Bridge collapse (1) Injaka Bridge collapse, Mpumalanga, July, 1998 (Travers, 1998) 7

8 Injaka Bridge collapse (2) Causes (Department of Labour, 2002): The slide path was not under the webs The placing of the sliding pads between the deck and temporary bearings was not as specified Insufficient reinforcement in the deck section, especially the bottom slab The failure to fully appreciate the implications of the early cracks The acceptance and approval of a launching nose which was substantially less stiff than that prescribed in the project specification The deviation from the project specification regarding the automatic pier deflection monitoring at pier 2 The deviation from the project specification regarding the height tolerances of the temporary bearings on pier 3 The use of design and construction personnel, at decisionmaking level, without appropriate qualification and experience in incremental launched bridges

9 Injaka Bridge collapse (3) No independent design reviews were conducted of either the temporary or permanent works Contributory causes (Department of Labour, 2002): The lack of experience on the part of design personnel in incremental launching techniques resulted in poor communications between the parties to clarify understandings and interpretations regarding the slide path position The lack of clear instructions in the project specification and clear indications on the consulting engineers design drawings as to the position of the sliding path, resulted in incorrect interpretations being made

10 Pretoria North shopping centre collapse Pretoria North Shopping Centre slab collapse, October, 1996 (Davis, 1996) 10

11 Coega Bridge collapse (1) Coega Bridge collapse, Port Elizabeth, November, 2003 (Markman, 2003) 11

12 Coega Bridge collapse (2) Coega Bridge collapse, Port Elizabeth, November, 2003 (Markman, 2003) 12

13 Coega Bridge collapse (3) Coega Bridge collapse, Port Elizabeth, November, 2003 (Markman, 2003)

14 See the end at the beginning (1) Chapter 8: Planning Failures 14

15 See the end at the beginning (2) Stellenbosch Collapse (Anonymous, June 2008)

16 See the end at the beginning (3) Stellenbosch Collapse (Anonymous, June 2008)

17 See the end at the beginning (4) Stellenbosch Collapse (Anonymous, June 2008)

18 See the end at the beginning (5) 18

19 See the end at the beginning (6) 19

20 See the end at the beginning (7) Chapter 9, Think like a freak addresses the Challenger space shuttle (1986): Cold weather might damage the rubber O-rings that kept hot gases from escaping the shuttle boosters Morton Thiokol s senior engineer and others recommended the launch be postponed over ruled by NASA Knowledgeable people forecast the exact cause of failure Levitt and Dubner advocate premortems as opposed to postmortems i.e. learn how you might fail without failing Premortem: Gather those involved and imagine that the project or an activity failed and require them to record the exact reasons for failure 20

21 Investec Office Complex scaffolding collapse Investec Office Complex scaffolding collapse, Sandton, August, 1997 (Prinsloo, 1997) 21

22 Doing it right Customer warning and temporary taping in preparation for painting of post, Sea World, San Diego (Smallwood, 1998) 22

23 Macro construction environment Construction quality is subject to a macro environment: Figure 1: Construction H&S / Productivity / Quality the macro environment (Smallwood, 2000) 23

24 Challenges relative to construction Neanderlithic little pieces of burnt clay glued together Project phases: project initiation and briefing concept and feasibility design development tender documentation and procurement construction documentation and management project close out Separation of design and construction Industry structure Fragmented contributions Focus on cost and time Client driven industry Procurement competitive tendering No barriers to entry De-skilling Poor culture

25 Pre-Biblical perspectives Code of Hammurabi Earliest known written legal code, composed about 1780 BC by Hammurabi, the ruler of Bablyon The text was excavated in 1901; it was carved on an eight foot high stone monolith (stele) The harsh system of punishment expressed in this text prefigures the concept of 'an eye for an eye The Code lays out the basis of both criminal and civil law, and defines procedures for commerce and trade This text was redacted for years, and is considered the predecessor of Jewish and Islamic legal systems alike 229 If a builder build a house for some one, and does not construct it properly, and the house which he built fall in and kill its owner, then that builder shall be put to death.

26 Integrating design and construction ito quality (1) Figure 2: Elevation of masonry Bridge over the Tweed at Coldstream, 1866 (Irwin and Sibbald, 1983) 26

27 Integrating design and construction ito quality (2) Figure 3: Centering for masonry Bridge over the Tweed at Coldstream, 1866 (Irwin and Sibbald, 1983) 27

28 Integrating design and construction ito quality (3) Bloukrans Bridge (p. 11, Concrete Beton, 1983) 28

29 Integrating design and construction ito quality (4) Bloukrans Bridge (Inside Front, Concrete Beton, 1983) 29

30 Integrating design and construction ito quality (5) Bloukrans Bridge (Outside Back, Concrete Beton, 1983) 30

31 Integrating design and construction ito quality (6) Bloukrans bridge project (Steele, 1983): notable for the close cooperation and team effort which were achieved by the consultant and contractor, and encouragement given by the client. consulting engineers had clearly indicated in their design how the task should be tackled and worked closely with the contractors in converting the drawings they had supplied to reality 31

32 The role of religion (1) According to Sadeq and Ahmad, authors of Quality Management Islamic Perspectives (1996): Islam seeks to unify the schism between ethics and economics through, among other, the avoidance of undue waste and accountability Tawhid, among other: implies accountability in the after life; requires justice and equity, and requires accountability to the public In accordance with Islam, work is an Ibadab, a deed of spiritual value; therefore Allah must approve actions and behaviour

33 Do not know Strongly disagree Disagree Neutral Agree Strongly agree The role of religion (2) Extent to which the belief in and practice of a religion e.g. Buddhism, Christianity, Hindusim, Islam, Judaism, positively affects a person s approach to H&S, labour productivity, and quality Smallwood (2000): Response (%) Parameter Mean Score H&S Labour productivity Quality Table 1: Extent to which GCs agree with the religious statement relative to H&S, labour productivity, and quality

34 Quality Improvement 14 Steps of quality improvement are (Crosby, 1984): Management commitment Quality improvement team Quality measurement Calculating the cost of quality Quality awareness Corrective action Zero defects planning Education and training Zero defects day Setting goals Error-cause removal Recognition Quality councils Do it over again

35 The Quality Vaccine 5 Categories of ingredients (Crosby, 1984): Integrity Systems Communications Operations Policies

36 Quality Management Systems (QMSs) (1) A QMS should address the following: Management responsibilities Contract reviews Document use and changes relative to the quality system Suppliers and co-contractors, regarding quality Material / service identification and traceability during all stages of construction Construction procurement control procedures Inspection and testing Inspection, measuring and test equipment with respect to calibration Ability to determine inspection and test status of all materials and elements Controls which prevent non-conforming material / elements being installed or processed Corrective action procedures which include investigations and analysis Quality records which verify the achievement of quality standards and the effectiveness of the system

37 Quality Management Systems (QMSs) (2) Quality audits which verify the effectiveness of the quality system Training of personnel who will perform the activities that effect quality during construction

38 ISO Quality related Standards Four standards in the Quality family ( ISO 9001: sets out the requirements of a QMS: Implemented by > 1 million organisations in > 170 countries < 10 / cidb registered GB and CE Grade 5 to 9 contractors are ISO 9000 accredited (cidb, 2011) ISO 9000: covers the basic concepts and language ISO 9004: focuses on how to make a QMS more efficient and effective ISO 19011: sets out guidance on internal and external audits of QMSs

39 Status in terms of quality (1) cidb (2014): Quality of work delivered: Overall, clients were satisfied with the quality of completed work at handover on 90% of the projects surveyed in 2013, and were neutral or dissatisfied on 10% Resolution of defects: Clients were satisfied with the resolution of defective work during the construction period on 86% of the projects surveyed in 2013, and were neutral or dissatisfied on 14% Level of defects : Around 92% of projects surveyed in 2013 were apparently defect free or had few defects at practical completion / handover and 8% of facilities had some defects or major defects Quality of tender documents and specifications: Contractors rated the quality of tender documents and specifications of clients as satisfactory on 78% of the projects surveyed in 2013, and were neutral or dissatisfied on 22%

40 Status in terms of quality (2) Adjudication of tenders : The results of the 2013 survey show that quality (or functionality) was not taken into account in the adjudication of tenders on 15% of projects

41 cidb Research (1)

42 cidb Research (2) The research findings reported on in Tables 2 to 20 emanate from the empirical surveys conducted relative to the cidb report CONSTRUCTION QUALITY IN SOUTH AFRICA: A client perspective ( The findings are the unexpurgated version i.e. complete Stakeholders surveyed included: clients; project managers; designers; cidb Grade 2-4 contractors; cidb Grade 5-9 contractors; employer associations, and tertiary built environment educators Mean score (MS): : 1.00: Strongly disagree / Not important / Very poor / Minor extent / Minor contribution 5.00: Strongly agree / Very important / Very good / Major extent / Major contribution

43 Definition Definitions of quality Client Design -er PM Mean Score Grade 2-4 Grade 5-9 Assoc. Doing things right in every part and level of the organisation Excellence Conformance to requirements Best practice Durability Conformance to customer requirements Customer satisfaction Table 2: Extent of agreement with definitions of quality (cidb, 2011) Tert BE Edu. Mean Rank

44 Importance of parameters (1) Mean Score Parameter Client Designer PM Grade Grade Assoc. Mean Rank Quality Cost Time Health and safety (H&S) Environment Table 3: Importance of parameters to respondents organisations (cidb, 2011)

45 Importance of parameters (2) Parameter Client Design -er Mean Score PM Grade 5-9 Assoc. Mean Cost Time Quality Health and safety (H&S) Environment Rank Table 4: Importance of parameters to built environment practitioners and stakeholders (cidb, 2011)

46 Importance of parameters (3) Mean Score Practitioner / Stakeholder Client Design PM Grade Assoc. Mean Rank -er 5-9 Architects Civil Engineering designers Mechanical Engineering designers Structural Engineering designers Project managers Electrical Engineering designers Quantity surveyors Grade 5-9 contractors Materials manufacturers Trade contractors Grade 2-4 contractors Labour only contractors Table 5: Importance of quality to built environment practitioners and stakeholders (cidb, 2011)

47 Rating of practitioners / stakeholders in terms of performance relative to quality Practitioner / Stakeholder Client Design -er Mean Score PM Grade 5-9 Assoc. Mean Structural engineering designers Civil engineering designers Project managers Mechanical engineering designers Architects Electrical engineering designers Materials manufacturers Quantity surveyors Grade 5-9 contractors Grade 2-4 contractors Trade contractors Labour only contractors Rank Table 6: Rating of built environment practitioners / stakeholders in terms of their performance relative to quality (cidb, 2011)

48 Rating of South African construction quality Mean Score Client Design PM Grade Grade Assoc. Mean -er Table 7: Rating of South African construction quality (cidb, 2011)

49 Rating of South African construction quality Mean Score Sector Client Design PM Grade Grade Assoc. Mean Rank -er Upper-income residential Industrial residential Commercial Infrastructure Middle-income residential Low-income residential Table 8: Rating of South African construction quality (cidb, 2011)

50 Importance of interventions / systems relative to the achievement of quality Mean Score Intervention / System Client Design PM Grade Assoc. Mean Rank -er 5-9 Total quality management Quality management system Quality control Quality improvement Quality assurance Table 9: Importance of interventions / systems relative to the achievement of quality (cidb, 2011)

51 Importance of interventions / systems relative to the achievement of quality (1) Driver Client Design -er Mean Score PM Grade 5-9 Mean Management commitment and involvement Customer expectations Recorded outcomes and achievements i.t.o. quality Benchmarking Desirable results Work improvement teams Quality circles Recorded outcomes and achievements i.t.o. reward systems / incentives Recorded outcomes and achievements i.t.o. training Rank Table 10: Importance of interventions / systems relative to the achievement of quality (Part A) (cidb, 2011)

52 Importance of interventions / systems relative to the achievement of quality (2) Mean Score Driver Client Designer PM Grade Mean Rank 5-9 Data and information Recorded outcomes and achievements i.t.o. procurement of equipment and material Allocation, use and control of operational resources Levels of output or productivity Profitability Mission statement, vision and values Short-term view Recorded outcomes and achievements i.t.o. volume / output Innovation and creativity Probable outcomes Table 10: Importance of interventions / systems relative to the achievement of quality (Part B) (cidb, 2011)

53 Prevalence of documented QMSs (1) Category Yes (%) Client 42.9 Designers 37.5 PM 33.3 Grade 2-4 contractors 50.0 Grade 5-9 contractors 68.2 Mean 46.4 Table 11: Prevalence of documented QMSs in respondents organisations (cidb, 2011) Category Yes (%) Client 16.7 Designers 0.0 PM 40.0 Grade 5-9 contractors 35.0 Mean 23.0 Table 12: Prevalence of ISO 9000 certification in organisations that have documented QMSs (cidb, 2011)

54 Prevalence of documented QMSs (2) Category Yes (%) Client 8.3 Designers 0.0 PM 0.0 Grade 5-9 contractors 37.5 Mean 11.5 Table 13: If not ISO 9000 certified does your organisation intend to pursue ISO 9000 certification? (cidb, 2011)

55 Achieving quality on projects (1) Practice / System Client Design -er Mean Score PM Grade 5-9 Mean Inspections / Visual checks Coordination meetings Client briefing Samples / References Checklists Close out report Tests Value management Constructability reviews Documented Quality Management System Rank Table 14: Extent to which practices / systems are used to achieve quality on projects (cidb, 2011)

56 Achieving quality on projects (2) Mean Score Perspective / Practice / Situation Client Design PM Grade Assoc. Mean Rank -er 5-9 Management commitment (Project) Management commitment (Top) Constructability of design Experienced project supervision (project manager) Appropriate details Management commitment (Middle) Appropriate specifications Thorough understanding of quality Conformance to standards Adequate supervision Appropriate design fee Adequate planning in general Adequate project manager skills Adequate project duration Appropriate selection of design team Table 15: Extent to which perspectives / practices / situations contribute to the achievement of quality in respondents organisations relative to projects, and on projects (Part A) (cidb, 2011)

57 Achieving quality on projects (3) Perspective / Practice / Situation Client Design -er Mean Score PM Grade 5-9 Assoc. Mean Holistic understanding of the role of quality Appropriate rates paid to consultants Wish to improve work processes Focus on assurance to achieve quality Optimum quality assurance Adequate work organisation Commitment to certification Adequate resources Limited variations Completion of paper work Consideration for health and safety Table 15: Extent to which perspectives / practices / situations contribute to the achievement of quality in respondents organisations relative to projects, and on projects (Part B) (cidb, 2011) Rank (construction) Adequate quality training Reporting on non-conformances Adequate generic training Optimum weather

58 Achieving quality on projects (4) Mean Score Perspective / Practice / Situation Client Design PM Grade Assoc. Mean Rank -er 5-9 Management commitment (all stakeholders) Training in quality Specification (Appropriate) Quality prequalification Organisation culture Education in quality Contractor project quality plans Worker participation Goal setting Contractor Quality Management Systems Details (Appropriate) Optimum project duration Measurement - Outcome e.g. cost of rework Design (Appropriate) Standard operating procedures (SOPs) Table 16: Extent to which perspectives / practices / situations could improve or contribute to an improvement in quality in South African construction (Part A) (cidb, 2011)

59 Achieving quality on projects (5) Mean Score Perspective / Practice / Situation Client Design PM Grade Assoc. Mean Rank -er 5-9 Benchmarking Measurement - Performance e.g. percentage of workers trained in quality Quality improvement processes Client actions Designer Quality Management Systems Integration of design and construction Contract documentation Safe work procedures (SWPs) Reengineering Contractor ISO 9000 series certification Partnering Quality circles / forums Designer ISO 9000 series certification Union prioritisation Table 16: Extent to which perspectives / practices / situations could improve or contribute to an improvement in quality in South African construction (Part B) (cidb, 2011)

60 Barriers to achieving quality on projects (1) Mean Score Intervention / Situation Client Design PM Grade Grade Assoc. Mean Rank -er Poor site management Lack of contractor quality expertise Corruption Inadequate resourcing by contractors Lack of understanding of quality Level of subcontracting Focus on cost by contractors Inadequate information Inadequate skills quality training Focus on time by contractors Lack of insight relative to the role of quality Lack of minimum requirement to contract Detail Lack of worker participation Focus on cost by clients Table 17: Extent to which interventions / situations are a barrier to achieving quality on projects (Part A) (cidb, 2011)

61 Barriers to achieving quality on projects (2) Mean Score Intervention / Situation Client Design PM Grade Grade Assoc. Mean Rank - er Poor constructability Inappropriate project durations Focus on time by clients Lack of design team management commitment Lack of construction management commitment Lack of quality improvement processes Inadequate generic skills training Lack of pre-qualification on quality Inadequate production skills Specification Lack of QMSs in construction Inadequate quality related tertiary education (Construction manager) Inadequate quality related tertiary education (Project manager) Table 17: Extent to which interventions / situations are a barrier to achieving quality on projects (Part B) (cidb, 2011)

62 Barriers to achieving quality on projects (3) Mean Score Intervention / Situation Client Design PM Grade Grade Assoc. Mean Rank -er Lack of designer quality expertise Reliance on inspections Ineffective contractor registration Cyclical industry Lack of QMSs in design Inadequate quality related tertiary education (Engineer) Design Variations Focus on quality control Inadequate quality related tertiary education (Architect) Contract documentation Competitive tendering Archaic processes (design and constr) Separation of design and construction Inadequate quality related tertiary education (Quantity surveyor) Lack of partnering Table 17: Extent to which interventions / situations are a barrier to achieving quality on projects (Part C) (cidb, 2011)

63 Quality related measures used Yes (%) Measure Client Design PM Grade Grade Mean -er No. of defects No. of test failures Cost of rework Table 18: Quality related measures respondents organisations undertake / request (cidb, 2011) Rework constitutes (cidb 5-9 Contractors) (cidb, 2011): 6% of Project cost 9.9% of Project value Previous study - rework constitutes 13% of project value according to GCs (Rwelamila & Smallwood, 1996; Republic of South Africa, 1999)

64 Knowledge of quality Client Design -er PM Mean Score Grade Grade Assoc. Mean Table 19: Respondents self rating of their knowledge of quality (cidb, 2011)

65 Sources of quality knowledge Mean Scores Source Client Design PM Grade Assoc. Mean Rank -er 5-9 Experience In-house training University / University of Technology / College education Post-graduate qualifications External training Practice notes Workshops Short courses Magazine articles CPD seminars / workshops Journal papers Conference papers Table 20: Degree of contribution of sources of knowledge to respondents quality knowledge (cidb, 2011)

66 Designing for quality (1) Plank and hollow-block composite slab, Plettenberg Bay (Hamp-Adams, 1994)

67 Designing for quality (2) Pre-cast pre-stressed hollow core slab section (SA Builder Bouer, 2004a)

68 Designing for quality (3) Pre-cast pre-stressed hollow core slab section (SA Builder Bouer, 2004b)

69 Designing for quality (4) Precast concrete stair flights, Port Elizabeth (Smallwood)

70 Designing for quality (5) Precast concrete stair flights, Port Elizabeth (Smallwood)

71 H&S research findings 1 (1) Exploratory study Preventing accidents in construction 2013 Master Builders South Africa (MBSA) National H&S Competition award winners Definitions: U: Unsure 1: Least important 2: Less than important 3: Important 4: More than important 5: Very important Mean score (MS) between : > 3.00: More than important as opposed to less than important 71

72 H&S research findings 1 (2) Response (%) Action / Belief / Intervention / Practice / State Least. Very MS Rank U Adequate financial provision for H&S = H&S education = H&S training = Risk management = Construction hazard identification and risk assessments = Core competencies e.g. values, aptitude, and integrity Construction Management competencies (knowledge & 7 skills) A mission of continual improvement = H&S management system = Consciousness and mindfulness (see definitions below 8= table) Respect for people = People are our most important resource = A goal of zero incidents = A vision of a fatality, injury, and disease-free work place Quality management = Quality Management System = A goal of zero deviations = Designing for construction H&S = H&S is a value not a priority Table 21A : Importance of actions / beliefs / interventions / practices / states in terms of achieving optimum construction H&S (MS = ) (Smallwood, 2014a) 72

73 H&S research findings 1 (3) Response (%) Action / Belief / Intervention / Practice / State Least. Very MS Rank U Pre-contract planning = Conformance to requirements = The belief All accidents are preventable = Design hazard identification and risk assessments = Client H&S requirements Planning, organising, leading, controlling, and 25= coordinating Strategies, systems, procedures, and protocol = Design and construction method statements Tertiary education (all built environment) that includes construction H&S Integration of design and construction H&S specifications Pre-tender planning Appropriate conditions of contract Appropriate procurement system Constructability Client focus Project duration The belief Accidents are failures of management Table 21B : Importance of actions / beliefs / interventions / practices / states in terms of achieving optimum construction H&S (MS = ) (Smallwood, 2014a) 73

74 H&S research findings 2 (1) Exploratory study Optimising the Elements of a Construction Health and Safety (H&S) Programme and Audit System 2013 and 2014 Kwazulu-Natal Master Builders Association (KZNMBA) and the Master Builders Association Western Cape (MBAWC), and the 2013 East Cape Master Builders Association (ECMBA) competition award winners Definitions: U: Unsure 1: Not important 2: Less than important 3: Important 4: More than important 5: Very important 74

75 H&S research findings 2 (2) Mean score (MS) between : > 3.00: More than important as opposed to less than important Definitions: U: Unsure DN: Did not 1: Minor extent 2: Near minor extent 3: Some extent 4: Near major extent 5: Major extent Mean score (MS) between : > 2.50: Major as opposed to a minor extent 75

76 H&S research findings 2 (3) Response (%) Aspect Not... Very MS Rank U Hazard identification and risk assessment = Risk management = Administration and legal requirements Physical aspects = Worker participation = H&S education = H&S training = Construction H&S management competencies = Supervision Management Construction management competencies Table 22: Degree of importance of aspects of an H&S programme in terms of achieving optimum H&S in respondents organisations (MS: ) (Smallwood, 2014b)..

77 H&S research findings 2 (4) Response (%) Aspect / Intervention / Stakeholder Minor Major MS Rank U DN H&S Coordinator / Manager = H&S Officer = Hazard identification and risk assessment = H&S induction = H&S training = Toolbox talks = H&S management system (H&SMS) = H&S education = Focus on H&S = H&S awareness = H&S culture (refer to * below the table) = H&S Representatives = Safe work procedures (SWPs) = Feedback on H&S performance = Construction Regulations = Participation in H&S competitions = Participation in H&S star gradings = H&S measurement Table 23A: Extent to which aspects / interventions / stakeholders contributed to respondents organisations achieving an H&S competition award (MS: ) (Smallwood, 2014b)..

78 H&S research findings 2 (5) Response (%) Aspect / Intervention / Stakeholder Minor Major MS Rank U DN Allocation of financial resources to H&S = H&S inspections = H&S rules = H&S notice board = H&S legislation (OH&S Act & COID Act) = H&S plans First line supervision H&S policy Site management H&S goal setting Management commitment to H&S = H&S meetings = Integration of H&S into all activities / tasks Management involvement in H&S = Quality management system (QMS) = Recognition of H&S performance Management accountability for H&S Worker participation Table 23B: Extent to which aspects / interventions / stakeholders contributed to respondents organisations achieving an H&S competition award (MS: ) (Smallwood, 2014b).

79 H&S research findings 2 (6) Response (%) Aspect / Intervention / Stakeholder Minor Major MS Rank U DN H&S specification Client Incident investigation H&S disciplinary procedure Medical surveillance Project manager H&S message / theme for the month or week Client appointed H&S Agent H&S incentives Partnering (refer to ** below the table) Improvement process e.g. Total Quality Management (TQM) H&S Consultant H&S newsletter H&S suggestion box Designers Unions Table 23C: Extent to which aspects / interventions / stakeholders contributed to respondents organisations achieving an H&S competition award (MS: ) (Smallwood, 2014b).

80 Preventing Accidents in Construction (1) Fatalities, injuries, disease, and inadequate H&S, noncompliance included, will continue to occur till such time that the following are a feature of, and / or optimised in the South African construction industry (Smallwood, 2014c): Realisation that Failure of management versus Accident Realisation that construction is not inherently dangerous Risk management Respect for people and People are our most important resource Optimum H&S culture Optimum status for H&S H&S is a value not a priority Planning The six stages of projects address construction H&S Realisation that construction is a Science, Art, and a Profession

81 Preventing Accidents in Construction (2) Sound Construction Management Sound core and surface competencies Integration of design and construction Quality and Quality Management Systems Health and Safety Management Systems (H&SMSs) Realisation that H&S is a profit centre Elimination / Mitigation of excusitis Consciousness and mindfulness

82 Conclusions (1) There is not a uniform understanding of quality (definition) Cost and time are more important than the other parameters The importance of quality varies according to the role stakeholders play The pre-occupation with cost and time marginalises quality This pre-occupation affects contractors quality related performance (rating) South African construction quality can be substantially improved (overall rating) Quality performance is influenced by the sector in which construction is undertaken and the contributors An improvement process is important in terms of achieving quality (TQM)

83 Conclusions (2) A range of interventions / systems are important relative to the achievement of quality An informal approach is adopted relative to the achievement of quality (prevalence of documented QMSs) A range of perspectives / practices / situations contribute to the achievement of quality management commitment is critical! A range of perspectives / practices / situations could improve or contribute to an improvement in quality management commitment is critical A range of interventions / situations are a barrier to achieving quality poor site management! The level of quality knowledge is inadequate The sources of quality knowledge are predominantly informal

84 Conclusions (3) H&S is a business of construction issue and then a project issue Risks, but they can be managed mitigated or eliminated Construction is not inherently dangerous strategies, systems, procedures, and protocol All accidents are preventable Accidents = Failure of management (all stakeholders) Reengineer the built environment and construction Adopt systems thinking to address H&S complexity H&S is a profit centre not a cost Optimum H&S culture - H&S is a value not a priority Integrate H&S into all six project stages plus use and deconstruction stages Design for H&S Committed and involved clients

85 Conclusions (4) Competent project managers, designers, quantity surveyors / cost engineers, and construction managers QMSs H&S management systems Integrated multi-stakeholder project H&S plans Inclusive tertiary built environment education (construction H&S)

86 Links _Reps_Other/Construction_Quality_in_SA_Client_Perspecti ve_2010_06_29_final.pdf newsletter/documents/africannewsletter3_2013.pdf

87 References (1) Construction Industry Development Board (cidb) CONSTRUCTION QUALITY IN SOUTH AFRICA: A client perspective. Pretoria: cidb. Construction Industry Development Board (cidb) The cidb Construction Industry Indicators: Summary Results Pretoria: cidb. Crosby, P.B Quality without tears. The art of hassle free management. New York: McGraw-Hill Book Company. Davis, C Pretoria Beeld. 18 October, p.1. Department of Labour Section 32 Investigation Report into the Injaka Bridge Collapse of 6 July Pretoria. Gerstein, M. and Ellsberg, M Flirting with Disaster Why Accidents are Rarely Accidental. New York: Sterling Publishing Co., Inc.

88 References (2) Hopcke, R.H There are No Accidents Synchronicity and the Stories of our Lives. London: Macmillan. Irwin, A.W. and Sibbald, W.I Falsework A Handbook of Design and Practice. London: Granada Technical Books. ISO ISO Quality management, [online]. Geneva: ISO. Available from [Accessed 12 March 2014] Levitt, S.D. and Dubner, S.J Think Like a Freak. New York: HarperCollins Publishers. Markman, I The Herald, 14 November, p.10. Prinsloo, K Beeld, 27 August, p.3. Reason, J A Life in Error From Little Slips to Big Disasters. Farnham, Surrey: Ashgate Publishing Limited.

89 References (3) Republic of South Africa Government Gazette No White paper: Creating an Enabling Environment for Reconstruction, Growth and Development in the Construction Industry. Pretoria. Rwelamila, P.D. and Smallwood, J.J The need for the implementation of quality management systems in South African construction. In: Proceedings of the 1996 CIB W89 Beijing International Conference Construction Modernization and Education, Beijing, October 1996, CDfile:///D1/papers/ /061/p061.htm. SA Builder Bouer. 2004a. Cover story. Echo marks 20 years of achievement. SA Builder Bouer, Nov / Dec, pp SA Builder Bouer. 2004b. Cover story. Concrete flooring excellence. SA Builder Bouer, Nov / Dec, p. 46.

90 References (4) Sadeq, A.M. and Ahmad, A.K. (eds.) Quality Management Islamic Perspectives. Kuala Lumpur: Leeds Publications. Smallwood, J.J A Study of the Relationship between Occupational Health and Safety, Labour Productivity and Quality in the South African Construction Industry, Unpublished PhD (Construction Management) Thesis. Department of Construction Management, University of Port Elizabeth, Port Elizabeth. Smallwood, J.J. 2014a. Preventing Accidents in Construction. Unpublished research findings. Smallwood, J.J. 2014b. Feedback Report on a Study Optimising the Elements of a Construction Health and Safety (H&S) Programme and Audit System. Unpublished Report. Port Elizabeth: Nelson Mandela Metropolitan University.

91 References (5) Smallwood, J.J. 2014c. Preventing Accidents in Construction, ccidents_article.pdf (requested by the Council for the Built Environment) Steele, D Bloukrans Bridge. Concrete Beton, Nr , pp Travers, R Lowvelder, 10 July, p.1. Woudhuysen, J. and Abley, I Why is construction so backward? Chichester. Sussex: Wiley-Academy.