Planning and Organising Two Quality Assurance and Control Presenter Tony Bosnich 2014 © Unitec New...

Planning and Organising Two

Quality Assurance and Control

Presenter Tony Bosnich2014

© Unitec New Zealand DEPARTMENT OF CONSTRUCTION

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT OF CONSTRUCTION

QualityLearning outcomes

1. Define quality for a part of a project and for the total PROJECT

2. Create a quality control procedure

3. Create a quality assurance process

Definition• What is Quality?• Fitness to purpose• In construction it is providing a building whichprovides an appropriate quality for the purpose forwhich it is intended• The cost of the building is also a reflection of the

expectations of quality• The time available for construction the building

also will have a bearing on the quality•

DEPARTMENT of CONSTRUCTION

• Quality is…..• what the customer wants • being “Fit for use?”(Juran)• “Conformance to Requirements” (Crosby)

• Quality is not…….• just being the most expensive• being the rarest• an act, it’s a habit (Aristotle)• an accident (Ruskin)

• The customer is the next person in the chain

Defining Quality

How do we do this?• Quality control - we have established the desired quality expected next we consider how to achieve this.

• 3 elements• To produce a building which satisfies the client• To produce a building where quality is related to price• To produce a building in which sufficient time is allowed

to obtain the desired quality

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT

Like most aspects of construction management quality control has to be planned.

Planning seeks ‘order ’and a QC system for a construction project reflects this sense of order

Remember time spent in planning is always recovered by ‘doing it right the first time’

Lack of planning or inadequate planning is one of the largest avoidable costs of any project

Planning for Quality

6

DEPARTMENT OF CONSTRUCTION


Success of competitors who take quality seriously Rising expectations of customersQuality differentiates companies from the competitionNarrowing of supplier bases by quality conscious companiesGrowing evidence that growth in market share comes from sustained quality.Cost advantagesHigh cost of catastrophic failureInspection poor substitute for right first time

Why implement Quality systems?

>>DEPARTMENT TITLE EDIT IN HEADER & FOOTER


Inspection 1

Quality Control 2

Quality Assurance 3

TQM 4

Development of Quality Management


Identifying corrective actions, identify sources of non-conformance

Develop quality manual, process performance data, self-inspection, product testing, basic quality planning, use of basic statistics, paperwork control

Quality systems development, advanced quality planning, comprehensive quality manuals, use of quality costs, involvement of non-production operations, failure mode and effects analysis, SPC.

Policy deployment, involve supplier & customers, involve all operations, process management, performance measurement, teamwork, employee involvement

Approach Management Led

Scope Company Wide

Scale Everyone is responsible for Quality

Philosophy Prevention not Detection

Standard Right First Time

Control Cost of Quality

Theme On going Improvement

Basic Principles of TQM

10 © Unitec New Zealand

Defining Quality for “A successful project”

On Time On Budget To the required Quality

Completion date

Progress Milestones

Progress claims Final

Costs

Meets Building Code Overall

design

HOW?

WHY?

workmanship

In sympathy with existing style

Provides sufficient space and flow

Communication

Timely Clear

TidyTrade standard


Quality is “fitness for use” (Joseph Juran)

Quality is “conformance to requirements”(Philip B. Crosby)

Quality of a product or services is its ability to satisfy the needs and expectations of the customer

Summary


© Unitec New Zealand 13

Fishbone diagrams

Poor mark

Poor Quality management

Poor time Management

Poor cost management

Unsuccessful project

Did not achieve milestones

Did not achieve handover date

Did not agree variations

Customer needs not completely defined

Expectations of trades not met

Indoor /outdoor flow not achieved

Adjust your plan


Establishing the desired quality standard required by the client , local TA or your company

Decide how to achieve the required results, i.e. methods

equipment , materials, personnel.

Construct the building right first time

Correct any quality deficiencies progressively

Provide for long term quality control by establishing systems and developing a quality culture

Five stages



Costs associated with implementing quality control systems need to be clearly identified.

Fall into three categories

Failure cost, the cost of demolishing and rebuilding,

delays to production, delays to other teams of workers.

Appraisal cost, monitoring, inspections and testing.

Prevention cost, design improvement, training, reduction of failure costs, more maintenance

Cost of quality



Quality Assurance

• Advanced planning, recognition of costs

– Ensuring that quality is defined and documented– Planning and holding site meetings to discuss

• quality issues • monitor that Quality Control is taking place

– Optimisation of quality checking procedures

– Monthly improvement meetings


TQM

• Project Commitment Continuous improvement, prevention based

– Project charters requiring improvement events to embedded in routine tasks

– Conducting Post Occupancy Evaluations

a) determining the needs and expectations of customers and other interested parties;

b) establishing the quality policy and quality objectives of the organization

c) determining the processes and responsibilities necessary to attain the quality objectives;

d) determining and providing the resources necessary to attain the quality objectives;

e) establishing methods to measure the effectiveness and efficiency of each process;

f) applying these measures to determine the effectiveness and efficiency of each process;

g) determining means of preventing nonconformities and eliminating their causes;

h) establishing and applying a process for continual improvement of the quality management system.

ISO 9000 Systems Approach

When evaluating quality management systems, there are four basic questions that should be asked in relationto every process being evaluated.

a) Is the process identified and appropriately defined?b) Are responsibilities assigned?c) Are the procedures implemented and maintained?d) Is the process effective in achieving the required results?

ISO 9000 2.8 Evaluating quality management systems


QA is the mechanism put in place to ensure that the construction process conforms to the requirement of the quality management system.

QA defines the organisation structure, tasks, and duties for this implementation

In the mid 1980s a survey of quality problems on UK

construction sites concluded the following

50% design,40% Construction,10% Product failure.

This has changed dramatically now due to better QA systems

Quality Assurance



Misunderstanding the clients brief to develop the design.

Using out of date or incorrect design data

Misunderstanding of clients expectation of quality standards

Lack of co ordination between design consultants

Loose or inappropriate specifications

Design faults


Construction faultsPoor workmenshipMisunderstanding requirementsLack of control and supervisionLack of planningTaking short cutsLack of resources

Improvements in quality are constant , small steps , but if pressure is released it is easy to slip back in standard


There are many template systems on line, go on net and access samples, each project and situation is unique so will be the detailed QS and QC requirements


Planning and Organising Two Quality Assurance and Control Presenter Tony Bosnich 2014 © Unitec New...

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