IN THE NAME OF ALLAH, THE

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IN THE NAME OF ALLAH, THE BENEFICENT, THE
MERCIFUL
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• QUALITY MANAGEMENT IN PROJECTS

Prof. Dr. Rafiq Muhammad Choudhry BSc(Civil-Honor)
, MSc(CEM), PhD(CEM), Post-Doctorate(CEM),
MIE(Pak), PE Tel [phone], Cell 0334
5180723, Email choudhry03_at_gmail.com Head,
Department of Construction Engineering and
Management, NIT School of Civil and Environmental
Engineering (SCEE) National University of
Sciences and Technology (NUST) Sector H-12,
Islamabad
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Presentation Outline

• What is Quality?
• Quality Assurance (QA)
• Quality Control (QC)
• Total Quality Management (TQM)
• Quality Management in Projects
• Quality Management Research
• Conclusion

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What is Quality?

• Dad and son cycle across US
• Dad keeps recognizing things on the trip
• Used to be philosophy Prof.

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What is Quality?

• Quality you know what it is, yet you dont know
  what it is.
• But some things are better than others, that is,
  they have more quality.. ...
• Robert M. Pirsig, Zen and the Art of Motorcycle
  Maintenance, p. 163

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What is Quality?

• Obviously, some things are better than others
  but whats the betterness? So round and round
  you go, spinning mental wheels..
• What the hell is Quality? What is it?
• Robert M. Pirsig, Zen and the Art of Motorcycle
  Maintenance, p. 164

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• What is Quality?

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Quality Defined

• A quality item is one that wears well, is well
  constructed, and will last a long time.
• There are a variety of definitions. Three most
  commonly used are
• Achievement of excellence
• Fitness for purpose
• Conformance to requirements.

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Definition of Quality

• Quality is conformance to requirements
• -- Philip Crosby, Quality is Free 1979

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Importance of Quality

• Lower costs (less labor, rework, scrap)
• Reputation
• Product reliability
• Market Share
• International competitiveness

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Quality Assurance (QA)

• Quality Assurance (QA)
• QA is defined as all those planned and
  systematic actions necessary to provide adequate
  confidence that a structure, system will perform
  satisfactorily when in service.

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ISO - What does it mean?

• ISO is a word from the Greek isos, meaning
  equal.
• Its not an abbreviation.

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What is ISO certification?

• Does not guarantee a quality product.
• No inspection of the product is involved in
  certification.
• To get certified
• Have a written set of procedures for every
  activity
• Have your employees always follow procedures
• Pay someone to come and verify that you always
  follow your written procedures
• If procedures are followed, your products should
  be consistently, uniformly good

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ISO Family of Standards

• ISO 90012000 Basis for certification
• ISO 90042000 to prepare for national quality
  award
• ISO 10006 for project management
• ISO 10007 for configuration management
• ISO 10012 for measurement systems
• ISO 10013 for quality documentation
• ISO 10015 for training
• ISO 19011 for auditing

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Certification Structure
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Quality Control (QC)

• Quality Control (QC)
• Control is preventing things from getting out of
  hand.
• QC are those quality assurance actions which
  provide a means to control and measure the
  characteristics of a material, structure,
  component, or system to established requirements.

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Concrete Technology
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Concrete and Steel Testing
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Testing Equipment
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Laboratory Testing
Scalled Model Testing
Timber Joint Testing
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Field Testing
Soil Testing equipment
Schmidt Hammer Test
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Soil Testing Equipment
Soil Testing equipment
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Soil Testing Lab
Soil Testing Lab
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Soil Testing Lab
Soil Testing Lab
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Soil Testing Lab
Soil Testing Lab
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Quality Assurance (QA) andQuality Control (QC)

• QA QC
• Assurance gives confidence that a satisfactory
  product is supplied to the owner.
• Control is part of the process of quality
  assurance.
• A client must be aware that he/she can only get a
  product he is willing/able to pay for.

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Quality Management (QM)

• In order to assure the owner of a good product,
  we must manage the design and construction
  processes. Quality management is the term most
  suitable to our purpose.
• All actions, planned and systematic, necessary
  to provide the owner with a satisfactory product
  when in service under the constraints imposed by
  resources.

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Total Quality Management (TQM)

• Top management commitment
• Input from customer
• Involvement of workers at every level
• Emphasis on design quality and process
  improvement
• Decisions based on information instead of opinion
• Continuous improvement through reducing
  variability

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Total Quality Management (TQM)

• Team-work
• Ongoing training, and can be attained by
  cascading steps
• - Management awareness
• - Strategic planning
• - Implementation, and
• - Employees training

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Total Quality Management

• Continuous Improvement
• Employee empowerment, quality circles
• Benchmarking - best at similar activities
• Quality of suppliers - Just In Time

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TQM Inspection

• Inspection does not add value
• Inspectors distrusted by workers
• Increase quality and reduce need for inspectors
• Have workers do own inspection
• Before are inputs good?
• During process happening properly?
• After conforms to standards?

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TQM QUALITY COSTS GOOD, BAD, UGLY
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W. Edwards Deming

• Statistics professor, specializing in acceptance
  sampling
• Went to Japan after WW II
• Helped Japanese focus on and improve quality
• System (not employees) is cause of poor quality
• Fourteen Points

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Demings Paradigms

1. Motivation
2. Management needs to improve and innovate
   processes to create results
3. Optimize the system toward its aim
4. Cooperation is better than competition

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Joseph Juran

• Went to Japan in 1951
• Quality begins by knowing what customers want
• 80 of defects are controllable
• Quality Planning
• Quality control
• Quality improvement

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Philip B. Crosby

• In 1960s Quality is Free
• Management must be firmly behind any quality
  plans
• Do it right the first time

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Quality Competitions

• Malcolm Baldridge Quality Award (U.S.)
• Awarded to 3 companies each year
• Named for Secretary of Commerce killed in rodeo
  accident (1987)
• Deming Prize (Japan)
• Named after noted quality expert
• Established in 1950

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Malcolm Baldrige

• 1981-87 Secty. of Commerce.
• Proponent of quality management as key to US
  economic survival
• Helped draft early version of quality act
• Resolved technology transfer differences with
  China and India

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THREE ELEMENTS TO BE CONTROLLED IN A CONSTRUCTION
PROJECT
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Stakeholders

• Quality is the cement holding the owner, the
  designer, and constructor together in stable
  pattern where each supports the other in
  producing the successful project

OWNER
DESIGNER
Quality
CONSTRUCTOR
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What are the causes of deterioration in Quality?

• Quality of design
• Lower quality design results in lower quality
  construction and increased variation orders,
  resulting in increased cost of the project.
• Other contributing factors-
• Corruption
• Incompetent Contractors
• Poor Project Management
• Lack of Resources for Quality Management

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Construction Industry Needs

• Quality standard that is currently available to
  the construction industry is the ISO 9000
  quality system.
• This standard has for the most part been
  generally ignored by the construction industry in
  Pakistan.

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2. Prevention over Inspection

• Build Quality vs Inspected Quality

• The cost of preventing mistakes is generally much
  less than the cost of correcting them by
  inspection

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3. Management Responsibility

• Success requires the participation of all
  members of the team, but management is
  responsible to provide the resources to succeed

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4. Continuous Improvement
The plan-do-check-act cycle is the basis for
quality improvement.
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THREE MAIN COMPONENTS OF QUALITY MANAGEMENT
1) QUALITY CONTROL
2) QUALITY ASSURANCE
3) QUALITY IMPROVEMENT
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Tools for Quality Management Check Sheets Pareto
Charts Cause Effect Diagrams Flowcharts Histogra
ms Scatter Diagram Control Charts
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CHECK SHEETS Used to keep a record of the number
and type of discontinuities over a specified
period of time or within a certain batch of
product.
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Check-List
Sl. No. Check Observation Observation Location and Remarks with Date
Sl. No. Check OK Not OK Location and Remarks with Date
1. 2. 3. 4. 5.
6. 7. JOINERY (DOORS, WINDOWS AND VENTILATORS)
6. 7. That seasoned wood free from any type of defect has been used.
6. 7. That all the doors and windows are made according to specifications.
6. 7. That all the pre-stressed steel and reinforcement are of approved quality and are made as per drawing.
6. 7. That all the door, windows and ventilators and their fittings are of good quality and functioning properly
6. 7. FLOORING
6. 7. Floor base is well compacted in three stages with water.
6. 7. Floor laying is divided by glass/ stone/metal strip.
6. 7. That there are no cracks between wall and floor.
6. 7. That there are no settlement/ depressions.
6. 7. That there are no visible cracks on the top side.
6. 7. That the skirting is finished properly and is free from cracks.
6. 7. That there are no stains or colour variations in the finish.
6. 7. That finish of the surface has been checked for e.g. level, slope, alignment of joins, surface finish etc.
6. 7. Curing is done as per schedule.
A Check-List containing the following elements
  DOORS, WINDOWS AND VENTILATORS FLOORING  FI
NISHING
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Wilfredo Pareto 1848-1923

• Italian Economist
• 80/20 rule 80 of the wealth is controlled by
  20 of the people Cours d'économie politique
  (1896-7)
• 80/20 rule believed to apply much more widely

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PARETO CHART A graphical representation ranking
discontinuities from the most to least
significant. Used to help brainstorm what
discontinuities, if worked upon first, would be
the most likely to produce the greatest
improvement in quality.
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Cause and Effect Diagram (Fish Bone Diagram)
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Benefits of Cause and Effect Diagram         
Outlines relationship          Note what samples
need to be taken          Guide for
discussion          Causes are actively sought
and results written on diagram         
Appropriate data collected - no time
wasted          Shows level of technology
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FLOW CHARTS Flow chart is graphical
representations of the steps involved in a
process. Constructing a flow chart helps in
better understanding of the systems involved.
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Control Charts

• The control chart is a graph used to study how a
  process changes over time. Data is plotted in
  time order. A control chart always has a central
  line for the average, an upper line for the upper
  control limit and a lower line for the lower
  control limit. These lines are determined from
  historical data. By comparing current data to
  these lines, you can draw conclusions about
  whether the process variation is consistent (in
  control) or is unpredictable (out of control,
  affected by special causes of variation)

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When to use a Control Chart

• When controlling ongoing processes by finding and
  correcting problems as they occur.
• When determining whether a process is stable (in
  statistical control).
• When analyzing patterns of process variation from
  special causes (non-routine events) or common
  causes (built into the process).

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PROBLEM SOLVING STEPS WITH QUALITY CONTROL
TOOLS
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Result of Good Quality

• Produces quality designs.
• Quality designs produce quality projects.
• Quality projects have fewer variation orders
  during construction.
• Fewer variation orders result in lower
  construction costs.
• Quality designs and lower construction costs
  result in lower life-cycle costs.
• Quality is in the Owners best interest.

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Result of Poor Quality

• High maintenance costs.
• Projects fail, e.g., road pavements collapse.
• Cost and time overruns.
• Disputes and litigation.
• Contractor defaults and does not complete the
  project.

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Developing and implementing a quality system

• Definitions (BS 4778)
• Quality system
• Quality Manual
• Quality procedures
• Quality plan
• Quality audit

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Developing a Quality System

• STAGE 1
• Chief executive of the firm should commit to
  quality assurance by declaring quality policy
  e.g. Towards total customer satisfaction
• Make formal statement of the objectives e.g. To
  achieve ISO certification in 18 months
• Organize management structure and define
  responsibilities

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Developing a Quality System (Cont)

• STAGE 2
• Preparation of quality manual and quality
  procedures i.e. quality system
• STAGE 3
• Apply quality procedures to specific contracts
  when the quality system is completed and approved
  internally.
• Staff should be familiar with quality assurance
  and understand their roles but training is
  required.

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Developing a Quality System (Cont)

• STAGE 4
• Prepare quality plans and additional quality
  procedures for specific contracts.
• STAGE 5
• Apply quality plans to specific contracts.
  Training may be necessary.
• STAGE 6
• Internal and external audit of quality system
  review periodically all quality manuals and
  procedures.

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RESEARCH -QUALITY MANAGEMENT

• The quality of civil structure depends on the
  quality of
• workmanship as well the quality of materials
  used in it.
• Naeem Ali (2005) reported 60 of block masonry
  buildings were demolished by the earth quake.
• What was the reason?
• The low quality of masonry blocks

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Development phases of quality management

• Paliska (2007) presented a flow chart on how
  the quality management developed in the history.

Quality control, reactive
Quality assurance, proactive
Quality management system
Total quality management
Quality award
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The quality management divided into two categories

• Technical system
• Technical system includes the tools and
  techniques used for
• managing the quality.
• II. Managerial system
• Managerial system includes the QM
  factors and
• for those company management is
  responsible
• (Evans and lindsay 1999)

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Technical System

• Technical System
• Effective implementation of quality management is
  not possible without tools techniques (Ahmed et
  al. 2002)
• These tools techniques are
• a). Quality control
• b). Quality assurance
• c). Quality improvement

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Technical System

• Technical system
• Quality control tools techniques are

Quality control, reactive
Quality assurance, proactive
Quality management system
Total quality management
Quality award
Visual inspection
Descriptive statistics
Control charts
Statistical process control
Acceptance sampling
Date driven inventory system
Software packages
Pareto charts
Histograms
Scatter charts
Check sheets
Graphs
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Technical System

• Technical system
• Quality assurance tools and techniques are

Quality control, reactive
Quality assurance, proactive
Quality management system
Total quality management
Quality award
Work instructions
Setting inspection testing requirements
Control plans
Finished product record review
Knowledge management
Regular Quality Audit
Automation
Supplier evaluation
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Technical System

• Technical system
• Quality improvement tools techniques

Quality control, reactive
Quality assurance, proactive
Quality management system
Total quality management
Quality award
Continuous improvement, if QMS edited
continuously
Customer feedback
Bench marking
Employee suggestion scheme
Improvement teams
Corporate social responsibility
lean
SWOT analysis
Quality function deployment
Business process reengineering
Plan-do-check-act cycle (kaizen)
Six sigma
Balance score card
Supplier development
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Managerial System

• Managerial system
• Managerial system includes factors of quality
  management

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Managerial System

• Eight famous critical factors (kanapathy (2008)
• Top management support
• Quality information availability
• Quality information usage
• Employee training
• Employee involvement
• Product/process design
• Supplier quality
• Customer orientation

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Research methodology
Sample Selection The Board of investment Govt.
of Pakistan reported 29 cement companies
operating in Pakistan in 2007. These 29 companies
was taken as target population Data
collection At least two responses were taken
from each company, one from top quality control
managers and one from middle line quality control
management. Data Analysis Analysis of data
collected is done through Statistical Package for
Social Sciences (SPSS-16) Microsoft excel
(2007). Frequency distribution statistics was
used for interpreting results.

• Questionnaire Design
• The questionnaire includes four sections
• Personal information
• Company information
• Quality awareness
• This section includes the questions on the
  basic terminology (i.e., QC, QA, etc.) being
  implied in quality management. Responses are
  taken on three scale, yes, no, or dont know
• 4. Quality application
• Within this section there are three
  subsections
• a. Quality documentation
• This section contains the questions
  about quality documentation (i.e. Quality policy,
  ISO certification, etc.). The responses are taken
  on three point scale, yes, No, or Dont know
• b. Quality tools and techniques
• The quality tools techniques are
  enlisted in three groups , tools techniques
  used in quality control phase, tools techniques
  used in quality assurance phase and tools
  techniques used in quality improvement phase. The
  responses are taken to prioritize first four
  tools techniques from each category in the
  sequence , always used, very often used, sometime
  used, rarely used.
• c. Questions on critical factors of quality
  management.
• The questions on 8 famous critical
  factors as give by the Kanapthy (2008) are
  included in this subsection and responses are
  taken on 5 point likert scale, Strongly disagree
  to strongly agree.

Preliminary study
Selection of materials
Study about quality management
Literature review
Critical factors of quality management
Quality management tools techniques
Small sample face face interviews
Data collection phase
Questionnaire design
Sample selection, face-face interviews, phone
calls
Refine questionnaire
Data analysis phase
Quality management tools techniques
Critical factors of quality management
Conclusions Recommendations
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Analysis and Results
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Analysis and Results

• Experience of respondents in the industry

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Analysis and Results

• Qualification of respondents

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Results for Awareness about Quality management

• Basic quality management terms awareness (73)

Yes No Dont know
Quality control is different from quality assurance 70 30
Quality control focuses on detection of errors. 60 13.3 26.7
Quality assurance focuses on prevention of errors. 70 30
Quality control is subpart of quality assurance 83.3 13.3 3.3
The international quality management system standards are ISO 9000 series 96.7 3.3
The ISO 9000 certified companies should have their own quality management system 80 13.3 6.7
The most appreciated technique is Total Quality Management 100 0 0
80
Results for Awareness about Quality management

• Basic quality management terms awareness

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Results of Quality Management Practices

• Quality control techniques

Quality Control Techniques Frequency of use Frequency of use Frequency of use Frequency of use Weighted average
Always use 4 Very often use 3 Sometime use 2 Rarely use 1
Visual inspection 0 6.7 58.6 7.2
Descriptive statistics 10 3.3 23.3 6.9 10.3
Control charts 43.3 20 10 25.3
Statistical process control 23.3 13.3 6.7 6.9 15.3
Acceptance sampling 23.3 53.3 10 27.3
Date driven inventory system 3.3 13.3 17.2 5.4
Software packages 16.7 3.4 3.7
Check sheets 6.7 6.7 3.3
Graphs 6.7 6.9 2.0
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Results of Quality Management Practices

• Quality control techniques

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Results of Quality Management Practices

• Quality assurance techniques

Quality Assurance techniques Frequency of use Frequency of use Frequency of use Frequency of use Weighted average
Always use 4 Very often use 3 Sometime use 2 Rarely use 1
Work instructions (SOP) 33.3 16.7 30 3.3 24.7
Setting inspection testing requirements 16.7 40 20 20.7
Control plans 36.7 30 3.3 24.3
Finished product record review 6.7 30 13.3 9.3
Knowledge management 3.3 1
Regular Quality Audit 6.7 3.3 16.7 30 10
Automation 6.7 16.7 16.7 7.7
Supplier evaluation 3.3 16.7 2.3
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Results of Quality Management Practices

• Quality assurance techniques

85
Results of Quality Management Practices

• Quality improvement techniques

Quality Improvement techniques Frequency of use Frequency of use Frequency of use Decision Matrix
Always use 4 Very often use 3 Sometime use 2
Customer feedback 40 33.3 28.9
Bench marking 26.7 13.3 10.7 18.7
Employee suggestion scheme 3.3 13.3 10.7 8.3
Improvement teams 3.3 3.3 2.6
Corporate social responsibility 6.7 6.7 7.1 6.8
lean 10 28.6 9.7
SWOT analysis 6.7 10 28.6 12.7
Quality function deployment 6.7 6.7 14.3 8.4
Plan-do-check-act cycle 6.7 3.3 4.1
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Results of Quality Management Practices

• Quality improvement techniques

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Critical factors of Quality Management

• Eight critical factors of quality management

Factor Sub factors of companies reported good Average of all sub factors
Top management support Quality Commitment 100 100
Top management support Quality Investment 100 100
Employee training 100 100
Quality information availability Documentation 100 70
Quality information availability Quality audit 10 70
Quality information availability Communication 100 70
Quality information usage Knowledge management 3.3 34.43
Quality information usage Pareto charts 0 34.43
Quality information usage QMS is edit 100 34.43
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Critical factors of Quality Management

• Eight famous critical factors of quality
  management

Factor Sub factors of companies reported good Average of all sub factors
Employee involvement Employee suggestion scheme 19.6 13.1
Employee involvement Improvement teams 6.6 13.1
Process and Product design Quality function deployment 27.7 13.85
Process and Product design Business process re-engineering 0 13.85
Supplier quality Supplier evaluation 20 10
Supplier quality Supplier development 0 10
Customer orientation Customer feedback 73.3 43.35
Customer orientation Quality function deployment 13.4 43.35
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Critical factors of Quality Management

• Eight famous critical factors of quality
  management

90
Implementation of Quality Management Standards

• Key factors identified for total quality
  management implementation

Key TQM Element Application
Implementing any ISO Practices or their Equivalent 80
Implementing Quality Function Deployment (QFD) 13.4
Implementing Failure Modes Effect Analysis (FMEA) 66.7
Implementing any Experimental or Taguchui Methods 0
Implementing Statistical Process Control (SPC) practices 23.3
Implementing any Benchmarking 26.7
Implementing internal and external communication networks 50
Overall value for TQM elements 28
91
Implementation of Quality Management Standards

• Key factors for total quality management
  implementation

92
Implementation of Quality Management Standards

• Level of quality implementation of cement
  industry

100
lt50
100
100
Key element of TQM 37 of implementation
Quality management system 100 of respondents
Critical factors of QM 48 of implementation
QA tools techniques 100 of respondents
ISO 9001 certification 80 of respondents,
remaining in process
QA Department 40 of respondents but QC Dept.
is responsible
Use of QC tools techniques 100 of respondents
QC Department 100 of respondents
Quality control, reactive
Quality assurance, proactive
Quality management system
Total quality management
Quality award
Cement industry
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Concluding Remarks

• Results indicate that the quality managers are
  well aware with the new terminologies (i.e. ISO
  9001, TQM) of the quality management in
  comparison to the terminologies (i.e. Quality
  control, Quality assurance).
• Eighty percent (80) respondents think that ISO
  practices are essential for TQM implementation.
  It showed trust on ISO practices that it can
  improve the processes leading to TQM.

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Concluding Remarks

• The Pakistan standard and quality control
  authority is responsible to keep an eye and is
  striving for implementation of quality
  management.
• The study recommended that employees may be
  trained for in quality management.

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I told you to use quality based solutions to
build this bridge Project Manager
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• Thank You