3RD TOPIC: CONSTRUCTION

PLANNING (MONITORING) AND CONTROL

CONCEPT

• Planning is the process of quantifying the amount of time and resources, and the size of the budget for the project. The output of the project planning process is a project plan that a project manager can use to monitor and control the project team’s progress.

• Monitoring are the process involves determining what information to collect, how, when and who will collect the information, analysis the info and reporting the current progress.

• Controlling is a process of comparing the actual performance with baseline performance and discerning any deviation. This deviation must be analyzed and suggest the solution to bring the schedule back on track.

PLANNING AND CONTROLLING PROGRAMME

PROJECT PLANNING

DIRECT COST

SCHEDULE ORIENTED

(WBS)

COST ORIENTED

RESOURCES PLANNING (Resource

Scheduling)

TIME PLANNING (Project plan –

Gantt Chart & CPM

INDIRECT COST

REASONS FOR PLANNING AND CONTROLLING

• To know whether the project turn out to be good or bad• To know whether it costs more than your client thought it

should be• To know if it took too long to complete• To communicate information to people• To define the sequence of activities to make the optimum

use of resource• To persuade people to complete task before they delay

subsequent activities• To provide a framework for decision making in event of

change

PROCESS OF PLANNING AND SCHEDULING THE PROJECT

DETERMINE THE WORK ACTIVITIES

DETERMINE ACTIVITY DURATIONS

DETERMINE LOGICAL RELATIONSHIPS

DRAW THE LOGIC NETWORK

REVIEW AND ANALYSE THE SCHEDULE

IMPLEMENT THE SCHEDULE

IMPLEMENT RESOURCE ALLOCATION AND LEVELLING

MONITOR AND CONTROL THE SCHEDULE

REVISE THE DATABASE AND RECORD FEEDBACK

BACKBONE OF PLANNING

FOR SCHEDULING AND MONITORING

SCHEDULE ORIENTED PLANNING (WBS)

• WBS = is a hierarchical outline (map) that identifies the products and work elements involved in a project.

• 2 basic techniques - i. Bar chart/Gantt chart ii. Network diagrams

i. BAR CHART/GANTT CHART.

• A graphic representation of project activities shown in a time-scale bar lines with no links shown between activities.

Popescu and Charoenngam, 1995

• Named after their inventor HENRY L. GANTT in 1917.

THE ADVANTAGES OF GANTT CHART/BAR CHART

• Easy to prepared and understand by workers• Overall view for the project can be shown at

early stage of construction.• Work progress can be mark easily on chart.

Easy to understand and as controlling device.• Basic for calculating the work value versus

time and preparing cash flow.

THE DISADVANTAGES OF GANTT CHART/BAR CHART

• Linkage between the activity are invisible. No information on work flow and priority.

• No certain flow/link which connected one activity to another. Any delay will not show effect to overall project progress.

• Any changes or review on chart will not show effect to overall project progress

Examples 1 : No Activity Duration

(weeks)Immediately Preceding Activity (IPA)

1 Design 6 -2 Work below

Ground Level9 Design

3 Structure works

5 Design

4 Wall & roof 7 WBGL5 Finishes 4 Wall & Roof

GANTT CHART PROGRAMMEACTIVITY DURATION (WEEKS)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

1. DESIGN

2. WBGL

3. STRUCTURE

4. WALL/ROOF

5. FINISHES

DATA FROM CHART

1. Overall duration = 26 weeks2. Critical Path = 1,2,4,53. Float for activity 3 = 4 weeks4. Activity 3 Earliest Start = week 65. Activity 3 Earliest Finish = week 116. Activity 3 Latest Start = week 107. Activity 3 Latest Finish = week 15

Examples 2 : No Activity Duration

(weeks)Immediately Preceding Activity (IPA)

1 Design 7 -2 WBGL 7 Design

3 Structure 8 Design

4 Wall & roof 4 Structure

5 Finishes 4 WBGL. Wall & roof

6 External work 2 Finishes

GANTT CHART PROGRAMMEACTIVITY DURATION (WEEKS)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

DESIGN

WBGL

STRUCTURE

WALL/ROOF

FINISHES

EXTERNAL WORK

DATA FROM CHART

1. Overall duration = 25 weeks2. Critical Path = 1,3,4,5,63. Float for activity 2 = 1 week4. Activity 2 Earliest Start = week 75. Activity 2 Earliest Finish = week 146. Activity 2 Latest Start = week 87. Activity 2 Latest Finish = week 15

ii. NETWORK DIAGRAMS

1 4 53

2

a. ACTIVITY ON ARROW

Example 1

Example 2

13

2

4

5 6

CRITICAL PATH METHOD (CPM)

• A logical and chronological graphic representation of the activities and events composing a project.

• Basic component : i. Arrow : represent logical linkagesii. Node : represent activities and detail of

timeiii. No dummy activities

THE ADVANTAGES OF CPM• Show a clear linkages between all activities.

Critical/urgent activities recognized in critical path.

• Due to any delay, diagram will be reviewed and altered easily.

• Overall progress will be acknowledge and monitored easily.

THE DISADVANTAGES OF CPM• The linkages are quite difficult to

understand. Certain exercises and courses are required and usually not suitable for small & medium firms.

• Difficult to understand by site workers. Usually, be replaced by bar/Gantt chart.

• Only suitable for big/huge and complex projects.

TERMS AND DEFINITIONS• Activity = work include time & resources• event = nodes shows the beginning and ending of activities• Arrow = represent activity & direction to bigger nodes• Dummy = fake activity just to explain logic in progress• Duration = time provided for each activities• Earliest start/finish = earliest date activity can start• Latest start/finish = latest date activity can start• Total float = time adjustment for activity w/o effecting the

overall duration of the project• TF= LS – ES @ LF - EF• Critical path = continuous chain of critical activities from

the start to the end of the project. No float allowed

RULES FOR COMPILING CPM• Start and finish with a single activity• Plot activities horizontally along the paper and link

activities in logical sequence.• Determine dependency of each activity on other

activities and link as necessary• All activities should start at the earliest time

possible• Once dependencies are complete, insert the activity

duration• Examine the potential for overlap of activities, as

this will reduce overall programmed duration

RULES FOR CRITICAL PATH• A Sequence which one activity should started

right after the completion of previous activity• All activities in critical path must fully utilized

the time provided.• Must be the longest path along the process• At least one critical path per every project• All activities in this path are not subject to any

float• In case of any changes in critical path,

modification will conclude all activities.

PROPER NODE DIAGRAMNO IMPROPER PROPER

1Do not connect node from the top or bottom Connect sides only

2Should not be signed from right to left Should signed from left to right

3Do not combine relationship line Separate relationship line

4Do not intersect by flat crossing Make a ‘jump’ over the line

TYPES OF CPM

Activity @ ID5 A

ES LS

CRITICAL PATH METHOD (BASIC NETWORK PROGRAMME)

CRITICAL PATH METHOD (PRECEDENCE NETWORK )

ES

ACTIVITY

ID EF

LS D LF

BASIC NETWORK PROGRAMMEExample 1 Example 2

Activity Duration(week)

1-2 2

2-3 5

2-4 6

2-5 4

3-6 8

4-6 4

4-8 3

5-7 6

6-8 5

7-9 7

8-9 3

Activity Duration(week) IPA

A 5 -

B 9 A

C 6 A

D 3 B

E 4 B,C

F 5 D

G 7 E,F

H 6 E

I 4 G

J 2 H

K 5 I,J

L 7 K

BASIC NETWORK PROGRAMMEExample 3 Example 4

Activity Duration(week)

1-2 2

2-3 5

2-4 6

3-5 4

3-6 8

4-6 4

4-8 3

5-7 6

6-7 5

7-8 7

8-9 3

Activity Duration(week) IPA

A 2 -

B 1 A

C 3 B

D 2 B

E 4 C

F 3 C,D

G 5 E,F

H 2 E

I 4 F,G

J 4 H

K 2 I,J

L 2 K

CPM- SOLUTION• - draw AOA for guidelineExample 1:

Example 2:

1 2

5

4

3 6

7

8 9

AB

C

D

E

F G

H

I

J

K L

CPM- SOLUTION• Draw CPM (example 1)

• Cp = 1 – 2 – 3 – 6 – 8 – 9

100

222

377

4118

5106

61515

71612

82020

92323

2 5

64

8

45

3

6

7

3

CPM- SOLUTION• Draw CPM (example 2)

• Cp = A – B – D – F – G – I – K – L

A00

B55

C125

D1414

E1814

F1717

H2518

G2222

I29295

5

6

9

64

5

3

2

7

4L3838

J3124

K33339

4

5

CPM- RESULT TABULATION ID D (W) ES EF LS LF TF CP

1 2 0 2 0 2 0 /

2 6 2 8 2 8 0 /

3 8 7 15 7 15 0 /

4 4 8 12 11 15 3 X

5 6 6 12 10 16 4 X

6 5 15 20 15 20 0 /

7 7 12 19 16 23 4 X

8 3 20 23 20 23 0 /

9 0 23 23 23 23 0 /

Example 1:ID D (W) ES EF LS LF TF CP

A 5 0 5 0 5 0 /

B 9 5 14 5 14 0 /

C 6 5 11 12 18 7 X

D 3 14 17 14 17 0 /

E 4 14 18 18 22 4 X

F 5 17 22 17 22 0 /

G 7 22 29 22 29 0 /

H 6 18 24 25 31 7 X

I 4 29 33 29 33 0 /

J 2 24 26 31 33 7 X

K 5 33 38 33 38 0 /

L 7 38 45 38 45 0 /

Example 2:

CPM- CONVERT TO CHART Example 1:

1D DURATION (WEEKS)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

1-2.

2-3.

2-4.

2-5.

3-6.

4-6.

4-8.

5-7.

6-8.

7-9.

8-9.

CPM- CONVERT TO CHART Example 2:

1D DURATION (WEEKS)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45

A

B

C

D

E

F

G

H

I

J

K

L

PRECEDENCE NETWORK PROGRAMMEExample 1 Example 2

ID Duration (week)

IPA LABOUR

A 4 - 5

B 6 A 8

C 3 B 4

D 4 B 5

E 2 D 4

F 3 C,E 4

G 1 D,F 2

H 4 G 6

ID Duration(week)

IPA LABOUR

A 2 - 3

B 2 A 6

C 3 B 5

D 5 B 4

E 1 C, D 6

F 3 D 2

G 4 E,F 5

H 2 G 4

I 2 F,H 6

PRECEDENCE NETWORK PROGRAMMEExample 3 Example 4

ID Duration (week)

IPA LABOUR

A 2 - 2

B 3 A 3

C 4 A 4

D 2 C 2

E 5 B,C 5

F 3 D 3

G 4 E,F 2

H 2 G 4

I 2 G 2

J 3 H,I 3

Activity Duration(week)

IPA LABOUR

A 3 - 2

B 3 A 3

C 3 B 3

D 5 C 2

E 2 B,C 4

F 4 D,E 2

G 6 D,F 3

H 2 G 3

I 3 F,H 2

J 4 I,H 3

K 2 J 4

PRECEDENCE NETWORK- SOLUTION• - draw AOA for guidelineExample 1:

Example 2:

A B

D

C F

E G H

A B

C

D

E

F

GH

I

PRECEDENCE NETWORK• EXAMPLE 1

• EXAMPLE 2

0 A 4

0 4 4

4 B 10

4 6 10

10 C 13

13 3 16

10 D 14

10 4 14

14 E 16

14 2 16

16 F 19

16 3 1919 G 20

19 1 20

20 H 24

20 4 24

0 A 2

0 2 2

2 B 4

2 2 4

4 C 7

4 3 74 D 9

4 5 9

9 E 10

11 1 12

9 F 12

9 3 12

12 G 16

12 4 16

16 H 18

16 2 18

18 I 20

18 2 20

PRECEDENCE- RESULT TABULATION ID D (W) ES EF LS LF TF CP

A 4 0 4 0 4 0 /

B 6 4 10 4 10 0 /

C 3 10 13 13 16 3 X

D 4 10 14 10 14 0 /

E 2 14 16 14 16 0 /

F 3 16 19 16 19 0 /

G 1 19 20 19 20 0 /

H 4 20 24 20 24 0 /

Example 1:ID D (W) ES EF LS LF TF CP

A 2 0 2 0 2 0 /

B 2 2 4 2 4 0 /

C 3 4 7 4 7 0 /

D 5 4 9 4 9 0 /

E 1 9 10 11 12 2 X

F 3 9 12 9 12 0 /

G 4 12 16 12 16 0 /

H 2 16 18 16 18 0 /

I 2 18 20 18 20 0 /

Example 2:

CHART & RESOURCES PROFILES (EX1)1D DURATION (WEEKS)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

A

5

B 8

C 4

D 5

E 4

F 4

G 1

H 6

WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24RESOURCES 5 5 5 5 8 8 8 8 8 8 9 9 9 5 4 4 4 4 4 1 6 6 6 6

CHART & RESOURCES PROFILES (EX2)1D DURATION (WEEKS)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

A

3

B 6

C 5

D 4

E 6

F 2

G 5

H 4

I 6

WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20RESOURCES 3 3 6 6 9 9 9 4 4 8 2 2 5 5 5 5 4 4 6 6

S-CURVE (COST AND TIME CONTROL)

• Basic element in EARNED VALUE(EV) technique • Typical S-curve plotted comparing budget and

actual costs.• S-curves examine the progress of the project and

forecast expenditure in terms of man hours or money. This is compared with the actual expenditure as the project progresses or the value of the work done.

• All project regardless their size are plotted against the same parameters and characteristic curve can be more readily seen.

S-CURVE (COST AND TIME CONTROL)

• TERMS AND DEFINITIONS

NO. TERM DEFINITION

1 EARNED VALUE ANALYSIS (EVA)

Compares the value of work done with the value of work that should

2BUDGETED COST OF WORK SCHEDULE (BCWS)

Is the value of work that should have been done at given time. This take the work planned to have been done and budget for each task, indicating the portion of the budget planned to have been used.

3BUDGETED COST OF WORK PERFORMED (BCWP)

Is the value of work done at a point of time. This takes the work that has been done and the budget for each task, indicating what portion of the budget ought to have used to achieve it.

4ACTUAL COST OF WORK PERFORMED (ACWP)

Is the actual cost of the work done

S-CURVE

100%

90%

Start 50% 80%Time Finish

V

alue

of W

ork

BCWS – Budgeted cost of work scheduled

BCWP – Budgeted cost of work performed

ACWP – Actual cost of work performed

S-CURVE• S-curve has three significant variables that

need analyzing, time, money and the ‘S’ shape (known as the route)

• Since the ‘S’ shape or route has been foxed, then only two variable left to be analyzed.

• The route is as much as a target as the final cost. If the movement month to month is compared then the trend can be derived.

S-CURVE- Determination of cost & Schedule variance

BCWS

Schedule variance

Cost variance

Budget at completion

Estimete at completion

TIME

COST

ACWP

BCWP

EARNED VALUE ANALYSIS TECHNIQUE• PRODUCTIVITY – the ratio between output &

input and provides a measure of efficiency.• SCHEDULE VARIANCE (SV) = the value of work

done minus the work that should have done• = BCWP – BCWS (-ve value = behind schedule)

• COST VARIANCE (CV) = budgeted cost of work done to date minus actual cost of the work done to date

• = BCWP – ACWP (-ve value =budget overrun)

S-CURVE EXERSICESExample 1

Activity Duration (week) COST ESTIMATE (RM)

1-2 2 32,000.00

1-3 6 42,000.00

2-4 4 38,000.00

2-5 5 45,000.00

3-5 3 30,000.00

4-6 2 26,000.00

5-6 3 18,000.00

S-CURVE -SOLUTIONCALCULATE THE AVERAGE COST PER WEEK

Activity Duration (week)

COST ESTIMATE (RM) AVERAGE C OST PER WEEK (RM)

1-2 2 32,000.00 16,000.00

1-3 6 42,000.00 7,000.00

2-4 4 38,000.00 9,500.00

2-5 5 45,000.00 9,000.00

3-5 3 30,000.00 10,000.00

4-6 2 26,000.00 13,000.00

5-6 3 18,000.00 6,000.00

CONVERT TO CHART

1DDURATION (WEEKS)

1 2 3 4 5 6 7 8 9 10 11 12

1-2.

16K 16K

1-3.

7K 7K 7K 7K 7K 7K

2-4. 9.5K 9.5K 9.5K 9.5K

2-5. 9K 9K 9K 9K 9K

3-5. 10K 10K 10K

4-6. 13K 13K

5-6. 6K 6K 6K

COST/WEEK 23,000 23,000 25,500 25,500 25,500 25,500 32,000 23,000 10,000 6,000 6,000 6,000

CUMULATIVE 23,000 46,000 71,500 97,000 122,500 148,000 180,000 203,000 213,000 219,000 225,000 231,000

PLOTTING THE S-CURVE

COST

240,000 220,000 200,000 180,000 160,000 140,000 120,000 100,000

80,000 60,000 40,000 20,000

1 2 3 4 5 6 7 8 9 10 11 12 WEEK

S-CURVE EXERSICESExample 2

Activity Duration (week) COST ESTIMATE (RM)

1-2 2 25,000.00

2-3 5 35,000.00

2-4 6 18,000.00

2-5 4 36,000.00

3-6 8 40,000.00

4-6 4 20,000.00

4-8 3 22,500.00

5-7 6 15,000.00

6-8 5 26,000.00

7-9 7 59,500.00

8-9 3 12,000.00

S-CURVE -SOLUTIONExample 1

Activity Duration (week)

COST ESTIMATE (RM) AVERAGE C OST PER WEEK (RM)

1-2 2 25,000.00 12,500.00

2-3 5 35,000.00 7,000.00

2-4 6 18,000.00 3,000.00

2-5 4 36,000.00 9,000.00

3-6 8 40,000.00 5,000.00

4-6 4 20,000.00 5,000.00

4-8 3 22,500.00 7,500.00

5-7 6 15,000.00 2,500.00

6-8 5 26,000.00 5,200.00

7-9 7 59,500.00 8,500.00

8-9 3 12,000.00 4,000.00

EXERSICE 2-S-CURVEExample 1 Example 2

ID Duration (week)

IPA COST (RM)

A 4 - 50,000

B 6 A 36,000

C 3 B 42,000

D 4 B 58,000

E 2 D 24,000

F 3 C,E 21,600

G 1 D,F 12,000

H 4 G 32,000

ID Duration(week)

IPA COST (RM)

A 2 - 28,000

B 2 A 32,000

C 3 B 39,000

D 5 B 37,500

E 1 C, D 11,500

F 3 D 45,000

G 4 E,F 40,000

H 2 G 20,500

I 2 F,H 16,000

SOLUTION- CALCULATE COST PER WEEKExample 1

ID Duration (week)

IPA COST (RM) COST PER WEEK (RM)

A 4 - 50,000 12,500

B 6 A 36,000 6,000

C 3 B 42,000 14,000

D 4 B 58,000 14,500

E 2 D 24,000 12,000

F 3 C,E 21,600 7,200

G 1 D,F 12,000 12,000

H 4 G 32,000 8,000

GANTT CHART

1D DURATION (WEEKS)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

A 12.5K

12.5K

12.5K

12.5K

B 6K 6K 6K 6K 6K 6K

C 14K 14K 14K

D 14.5K14.5K14.5K14.5K

E 12K 12K

F 7.2K 7.2K 7.2K

G 12K

H 8K 8K 8K 8K

COST 12.5K

12.5K

12.5K

12.5K 6K 6K 6K 6K 6K 6K 28.5

K28.5

K28.5

K14.5

K 12K 12K 7.2K 7.2K 7.2K 12K 8K 8K 8K 8K

CUMULATIVE 12.5 25 37.5 50 56 62 68 74 80 86 114.5 143 171.5 186 198 210 217.2224.4231.6243.6251.6259.6267.6275.6

S-CURVE SOLUTIONS

COST

280,000

260,000

240,000

220,000

200,000

180,000

160,000

140,000

120,000

100,000

80,000

60,000

40,000

20,000

0

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 WEEK

KAWALAN MUTU• DEFINISI :- Gabungan ciri-ciri bahan.

Pemasangannya dan upaya kerja ditapak yang menentukan sejauhmana mutu kerja yang telah siap dapat memberi kepuasan kepada pelanggan

• Terbahagi kpd 2 aspek :-• i. Mutu Rekabentuk• Ii. Mutu Binaan

KAWALAN MUTU• MUTU REKABENTUK:- Merekabentuk dengan

mengambilkira isu-isu pemasangan, boleh bina dan keperluan utk mengkoordinasi rekabentuk keseluruhan (struktur, perkhidmatan, kemasan, perabot) sebagai satu produk

• MUTU BINAAN :- Pembinaan mesti menepati kehendak rekabentuk bagi mengelakkan mutu pembinaan berkurangan. Kakitangan pembinaan mestilah ada kemahiran, prihatin dan berpengetahuan teknikal.

KAWALAN MUTUAspek-aspek kawalan mutu :

i. Perancanganii. Pengetahuan teknikaliii. Sumberiv. Komunikasiv. Kemahiran.

KAWALAN MUTU• Spesifikasi : satu set dokumen bertulis

berkaitan kehendak bahan, mutu kerja dan upaya kerja.

• Menjelaskan secara bertulis perkara yang tidak dijelaskan pada lukisan seperti kualiti dan cara penyambungan bahan.

• Sesetengan kontrak perlukan spesifikasi sebagai syarat kontrak.

• Penting sebagai pengukur mutu kerja

KAWALAN MUTU• 3 KATEGORI SPESIFIKASI

i. Spesifikasi bahan – jenis bahan yang diperlukan, kualiti dan ciri-ciri

ii. Spesifikasi upaya kerja – kualiti buruh, had toleren dan kehendak keselamatan.

iii. Spesifikasi prestasi – perkara berkaitan keupayaan seperti kapasiti loji mekanikal atau elektrikal.

KAWALAN MUTU• KANDUNGAN SPESIFIKASI :-4 unsur asas dalam penulisan spesifikasi:i. Tahu apa yang dikehendaki, nyatakan dengan jelas dan

tanpa keraguan.ii. Menyatakan dengan jelas. Bahasa yang mudah difahami

oleh semua orangiii. Kaedah kerjaiv. Penentuan bahanPerkataan teknikal digunakan jika perlu. Spesifikasi yang tidak jelas implisit akan menimbulkan pertelingkahan dan biasanya pengertian kontraktor akan diberi keutamaan

KAWALAN MUTU• Spesifikasi Piawai• Cth : spesifikasi piawai utk kerja-kerja binaan

bangunan oleh JKR sebagai panduan pembinaan.

• Digunapakai utk semua jenis pembinaan kecuali yg dinyatakan secara spesifik

• Kelebihan dari segi keseragaman kualiti dan upaya kerja

• Tapi terdapat terlalu banyak item yg tidak releven.

KAWALAN MUTU• Kawalan mutu di tapak• Tapak – tempat aktiviti pembinaan berlaku• 2 pihak utama : • i. Kontraktor – bertanggungjawab

menghasilkan binaan• Pegawai penguasa/wakil majikan –

bertanggungjawab memastikan kerja kontraktor menepati spesifikasi.

KAWALAN MUTU• Senarai Semak –kaedah/ cara perlaksanaan

kerja yang mengikut spesifikasi.

• Contoh senarai semak kerja konkrit:- periksa bancuhan konkrit berasakan bancuhan dan

rekabentuk yang diluluskan- Periksan peralatan ujian sebelum digunakan.- Sediakan kiub ujian, awet & uji ikut spesifikasi- Lakukan ujian runtuh, bulking pasir pada batu baur

dan kawal nisbah air simen

KAWALAN MUTU• Contoh senarai semak kerja konkrit (samb):- Konkrit tidak boleh dijatuhkan dari kedudukan

tinggi dan ke atas tetulang.- Konkrit mesti digetar semasa dituang dan penggetar

tidak boleh kena tetulang atau kotak bentuk.- Konkrit yang telah mengalami set permulaan tidak

boleh dibancuh semula dan mesti dibuang.- Setelah konkrit mengalami set akhir, ia hendaklah

diawet dengan melembapkan permukaan terbuka.

KAWALAN MUTU• UJIAN – bagi memastikan bahan/struktur

menepati spesifikasi yang ditetapkan

• 3 kelas ujian dalam Kejuruteraan Awami. Ujian Kesesuaian ii. Ujian Prestasiiii. Ujian Kefungsian

KAWALAN MUTUUjian Kesesuaian- ujian atas bahan/komponen bagi pastikan ia

boleh digunakan seperti yang ditetapkan- Dilakukan di tapak atau makmal- 2 kaedah ujian kesesuaian bagi bahani. Bahan yang dihasilkan pengeluar dan diuji dikilang

(persampelan) dan diberi pengesahan piawaian sirim bagi mengesahkan mutu bahan tersebut. Cth :pintu tahan kebakaran/simen

ii. Bahan yang perlu diuji ditapak seperti konkrit.

KAWALAN MUTUUjian Prestasi- Dilakukan di tapak atau makmal- Untuk kawal mutu bahan yang tidak boleh

dilakukan dengan ujian kesesuaian- Ujian kiub, ujian beban & sambungan paipUjian Kefungsian- Ujian bagi pastikan sistem/produk berfungsi seperti

dalam objektif rekabentuk asal.- Ujian ini biasanya dilakukan di tapak- Contoh ujian ke atas pam atau air-cond

KONSEP PEMASTIAN KUALITI (QA)Definisi : keseluruhan ciri-ciri dan sifat sesuatu

produk/perkhidmatan yang dihasilkan adalah bergantung kepada keupayaan produk/ perkhidmatan itu sendiri untuk memenuhi kehendak/ keperluan seperti yang dinyatakan. (ISO 8402 – 1986 :Quality Vocabulary)

Piawaian yang digunakani. International Standard (ISO)ii. Malaysian Standard (MS)

KONSEP PEMASTIAN KUALITI (QA)• Pemastian kualiti adalah berkaitan dengan:

i. Keberkesanan kosii. Kecekapan produktivitiiii. Ketepatan untuk kali pertamaiv. Pengurusan kualiti yang baikv. Tanggungjawab yang dilaksanakan oleh

semua pihak

KONSEP PEMASTIAN KUALITI (QA)• Langkah pemastian Kualiti sesuatu produk:- Sahkan spesifikasi yang boleh diterima pakai bagi setiap

produk yang terhasil- Pemilihan bahan-bahan bagi produk tersebut yang

khususnya memenuhi spesifikasi yang dikehendaki.- Perancangan saiz pengeluaran projek agar dapat

dihasilkan dengan cepat dan berkesan- Menganalisa proses pengeluaran yg dirancang agar

proses terakhir yang telah dipilih dapat dikawal.- Mencari alternative agar mutu/kualiti produk dari proses

pengilangan dapat dijaga- Menghasilkan prosedur pengujian bagi sampel siap

KONSEP PEMASTIAN KUALITI (QA)• Teras Piawai ISO 9000

i. ISO 9000:2000 – Asas dan perbendaharaan kata yang mewujudkan penggunaan istilah dan definisi.ii. ISO 9001:2000 – Sebagai Alat bagi memastikan keluaran menepati dan digunakan dalam persijilan

pihak ketigaiii. ISO 9004:2000 - Garis panduan untuk kemajuan perlaksanaan. Piawai ini dikembang dan dibentuk

dengan turutan dan struktur yang sejajar dengan ISO 9001:2000

KONSEP PEMASTIAN KUALITI (QA)• Malaysian Standard (MS)• MS 985 – Code Of Practice For Suppliers

Quality Control System- Meliputi 3 peringkat dalam sistem kualiti

yang secara khususnya merujuk ISO 9001:2000.

- 3 peringkat tersebut:Peringkat 1 : rekabentuk, pembuatan & pemasanganPeringkat 2 : pembuatan dan pemasanganPeringkat 3 : pemeriksaan terakhir &/@ pengujian