2012

G.Y.M. Quality Manual
This Is Where Dreams Become Reality
G.Y.M. Quality Manuel helps explains how G.Y.M. Construction Company measure its quality in its construction projects.

By: Nathan Guinzy

Robert Madlener Kelyn Young

G.Y.M. Quality Manual

Contents
G.Y.M. Construction Introduction……………………………………….…4 Vision Statement…………………………………………………………....4 Mission Statement………………………………………………………......4 Quality Strategic Objectives.......................................................................... 5 G.Y.M. Construction Organizational Chart ..................................................6 Organizational Chart for Quality Management Department......................... 7 Service Provided............................................................................................ 7 Ishikawa’s 11 Points................................................................................. 8-11 The Five S’s................................................................................................. 11 Quality Management Theory....................................................................... 12 The Three Spheres of Quality...................................................................... 12 Quality Management Activities................................................................... 12 Quality Control ................................................................................. 12 Quality Assurance.............................................................................. 13 Quality Management..........................................................................13 Quality Theory Diagram....................................................................14 Construction Management...........................................................................15 Construction Manager..................................................................................15 Construction Management Plan...................................................................15 Voice of the Customer.................................................................................15 The Voice Driven Quality...........................................................................15 Reactive Customer Driven Quality Model..................................................16 Customer Relationship Management..........................................................17 Voice of the Market....................................................................................18 Benchmarking.............................................................................18-19 Product & Process Design..........................................................................20 QFD Model.................................................................................................22 Design Quality Service..........................................................................23-24
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Quality of Service Questionnaire..........................................................25-29 Appendix SERVQUAL Procedures...........................................................30 Managing Sub Contractor/Supplier Quality...............................................31 Quality Teams Controlling Attributes...................................................32-33 Controlling Variables............................................................................33-35 Controlling Attributes................................................................................36 Managing Learning for Quality Improvement.....................................37-38 Implementing & Validating the Quality System..................................39-41 References.................................................................................................42

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G.Y.M. Quality Manual G.Y.M construction is a privately owned business that builds residential and commercial buildings. The company just celebrates its 50th anniversary last year and the company is known for building outstanding gymnasium all over the world. G.Y.M. always keeps their clients happy by having a team of employees assisting cliental throughout the construction process. G.Y.M. Construction Company use Ishikawa’s 11 points this quality theory model helps guide are company to our goal to the best construction firms in the United States.

G.Y.M. Construction Vision Statement
The vision of G.Y.M. Construction is to be one of the most highly recognized construction firms by Engineering News Records as a first class quality construction company by delivering the best finished buildings. G.Y.M. Construction striving for their buildings to be the highest quality using Ishikawa’s 11 points. They are specializing and become experts in high quality construction and expand sustainable buildings all throughout the United States. G.Y.M. Construction prides themselves on company as well as individual development. With the title of technical professionals in the construction field we do our utmost to keep high quality and sustainable within the company by employing the best qualified candidates for our team.

G.Y.M. Construction Mission Statement
Our mission is to promote and enhance quality in ones work, leadership, professionalism, and excellence in managing the development and construction of projects, and sustainable construction. G.Y.M. Construction is interested in the excellence of execution—including rapid completion, high fidelity to specifications, high quality of the finish product, conscientious cost control, the optimization of all resources used on a job site, reducing waste materials created on the job site, and recycling material if possible on the job site. G.Y.M. Construction Strategic Objectives

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G.Y.M. Quality Manual 1. G.Y.M.’s Construction first strategic objective is to build high quality buildings thru Ishikawa’s 11 points this will increase the quality of work and will reduce the cost of the overall building for the owner. Whenever G.Y.M. Construction is involved in a project we try to have the best materials as possible, and we order a little extra materials just encase of a mistake. 2. G.Y.M.’s Construction second strategic objective is to become one of the most recognized construction companies in the United States specializing in Ishikawa’s 11 Points quality theory model. We plan on achieving this by pitching Ishikawa’s 11 Point to all of our clients and try to persuade them that in the long run their building will be better because it might cost them more at the beginning but in the long run your building will last twice as long and cost less to maintain. 3. G.Y.M’s third strategic objective is to become one of the most highly recognized construction firms in the United States. We plan on achieving this by using Ishikawa’s 11 Points quality theory model, to get recognized and taking pride in our work so that we have positive references and repeat business. We will also have the motto that no job is too big or too small for G.Y.M. construction. By doing this we will have a goal to increase in size by 5% every year. 4. G.Y.M’s fourth strategic objective is to make the world see the benefits of good quality products and show how it will benefit the future generations. We believe we can achieve this by using are quality theory model into are construction projects. The reason why we can feel so confident in are projects because are buildings will last hundred years if not more and the reason why we know this is simple we made them to last.

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Organization Chart for Quality Management Department

Senior Quality Manager Quality Manager Field Quality Supervisor All Employees Office Quality Supervisor

Service Provide By the Quality Team

The main services provide by the quality department are: v The quality department at G.Y.M. inspects everything we do on and off site. v Plan training sessions for are employees v Take care of any quality complaint that might arise from our employees.

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Ishikawa’s 11 Points
The Ishikawa’s 11 Point theory has been adapted by G.Y.M. Construction Company and will guide us and aide us in making everyday decision. This theory is helping us in making decisions that will help us achieve are long term goals as well. The 11 points are listed below and a brief statement about how G.Y.M. construction puts the 11 points theory into practice. v Quality begins with education and ends with education. At G.Y.M Construction Company we want to maintain a quality workforce which means we have are employees every six month take are quality test we have four different test and we switch them at every time. G.Y.M. also pays for quality training sessions at the local college for are employees since it will serve both the company and the employees. Through continually education the Company feels that a well educate workforce means a more efficient, and effective workforce. Periodically employees will be given learning materials pertaining to their job they need to review this material for any safety changes, updates on equipment. v The first step in quality is to know the requirements of the customer. Our project managers will be trained to communicate with the customer to understand the customer needs, dreams, and expectations of the customers and help provide the best experience to the customer. v The first step in quality is to know the requirements of the customer. Our project managers will be trained to communicate with the customer to understand the customer needs, dreams, and expectations of the customers and help provide the best experience to the customer. v The ideal state of quality control is when inspection is no longer necessary. The construction industry is based on following construction procedures and specifications. The testing and certifications of materials used as well as the workmanship are the bases of quality work. To be successful in the construction Industry it is imperative that a construction company has a reputation for quality Workmanship as well as completing project on the project time frame or G.Y.M. Construction Page 8

G.Y.M. Quality Manual exceeding project work schedule while maintaining quality control. This means quality control will always be necessary in construction. v Remove the root causes, not the symptoms. When testing or inspections expose a quality or workmanship issue procedures will be made to address the problem. A meeting will be held with everyone involved with the work. A plan will be developed to repair the work and how to address future problems that may arise from a similar incident. v Quality Control is the responsibility of all the workers and all divisions. G.Y.M. Construction employees, all have a say in are quality department especially since the quality of the company represents are employees too. The employees at G.Y.M. construction are encouraged to speak up, if they see something that isn’t right. The company focus is on quality and we want are employees know they have a right to report anything they see as unsafe or just poor quality. v Do not confuse the means with objectives. G.Y.M. employees must understand that to be considered for future project it is extremely important that quality and completing the job on schedule comes first. Yes, we do follow Ishikawa’s 11 steps but we can’t forget the task at hand we must make a profit and have a quality product at the end. The company reputation is one of the most important assets a construction company can have. Everything is based on quality in today’s construction industry. From Insurance and bonding to doing State work a Construction Company’s Resume has to be clean of any past work citations or problems. v Put quality first and set your sights on long-term objectives. Quality is priority at G.Y.M construction. Short-term objectives are always great to have, but they only go so far. So setting our sights on long-term objectives gives us a competitive edge and continues to push our success to new levels. G.Y.M. Construction Page 9

G.Y.M. Quality Manual v Marketing is entrance and exact of quality. G.Y.M believes that marketing is the process of communicating the value of a product or service to customers. Marketing satisfies these needs and wants through exchange processes and building long-term relationships. This is the process of communicating the value of a product or service through positioning to customers. Marketing can be looked at as an organizational function and a set of processes for creating, delivering and communicating value to customers. v Top management must not show anger when facts are presented to subordinates. Management is a position, where you need to keep composed and keep everything under control at all times to maximize quality management. It is management’s responsibility to fix problems and not shower anger towards their subordinates. Everyone including management is responsible for his or her success and failures. v Ninety-five percent of the problems in a company can be solved by the seven tools of quality control. The seven tools of quality control that G.Y.M construction will follow are: o Flow charts • Big picture Data collection Problem identification o Check sheets • o Cause and Effect diagrams • o Histograms o Scatter plots o Control charts • Data analysis Prioritization Page 10 o Pareto analysis • G.Y.M. Construction

G.Y.M. Quality Manual

v Data without dispersion information are false data. Data is an extremely useful and reliable piece of information. This information can be stored and gone back to several time when needed. Data needs to be backed up to make it a reliable source. Without knowing where the data came from or what its purpose it, the information is considered false and has no use. The collection of data needs to be accurate or many problems may occur financially, or may affect the quality of products of services.

The Five S’s

In addition to Ishikawa’s 11 points, we will also be using the five S’s. Following the five S’s will keep are jobsites, office space, as well as are shop, clean, safe, and efficient. The five S’s we will use are: • • • • • Seiri: Organizing by getting rid of the unnecessary. Seiton: Neatness that is achieved by straightening work areas. Seiso: Cleaning to eliminate dirtiness that may hide or obscure problems. Seiketsu: Standardizing locations for tools, equipment and other materials. Shetsuke: Discipline in maintaining the prior four S’s

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Quality Management Theory Quality
The degree to which the project and its components meet the owner's expectations, objectives, standards, and intended purpose; determined by measuring conformity of the project to the plans, specifications, and applicable standards.

The Three Spheres of Quality:
1. Quality Assurance (QA)
Ø The application of planned and systematic methods to verify that quality control procedures are being effectively implemented. This view of quality states that quality control is reactive rather than proactive by detecting quality problems after they occur.

2. Quality Control (QC)
Ø The continuous review, certification, inspection, and testing of project components, including persons, systems, materials, documents, techniques, and workmanship to determine whether or not such components conform to the plans, specifications, and applicable standards.

3. Quality Management
Ø The process of planning, organization, implementation, monitoring and documenting of a system of policies and procedures that coordinate and direct relevant project resources and activities in a manner that will achieve quality.

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Quality Management Activities:

Quality Control:
Ø Monitoring process capability and stability Ø Measuring process performance Ø Reducing process variability Ø Optimizing process to nominal measures Ø Performing acceptance sampling Ø Developing and maintaining control charts

Quality assurance:
Ø Failure mode and effects analysis Ø Concurrent engineering Ø Experimental design Ø Process improvement Ø Design team formation and management Ø Off-line experimentation Ø Reliability/durability product testing

Quality management:
Ø Planning for quality improvement Ø Creating a quality organizational culture Ø Providing leadership and support Ø Providing training and retraining Ø Designing and organizational system that reinforces quality ideals Ø Providing employee recognition Ø Facilitating organizational communication

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Quality Theory Diagram

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Construction Management:
Ø A professional management practice consisting of an array of services applied to construction projects and programs through the planning, design, construction and post construction phases for the purpose of achieving project objectives including the management of quality, cost, time and scope.

Construction Manager:
Ø A professional Construction Manager (CM) acts as an extension of staff to the Owner and manages the entire project with pre-planning, design, construction, engineering and management expertise that can assure the best possible project outcome no matter what type of project delivery method used. A CM is NOT a general contractor. Few owners maintain the staff resources necessary to pay close, continuing attention to every detail--yet these details can "make or break" a project. CM is often used interchangeably with Project Manager.

Construction Management Plan:
Ø The written document prepared by the CM, which clearly identifies the roles, responsibilities and authority of the project team and the procedures to be followed during construction.

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The Voice of the Customer Customer-driven quality: v Our company represents a proactive approach to satisfying customers’ needs that is based
on gathering data about our customers to learn their needs and preferences and then providing products and services that satisfy the customers. Customer-driven quality is one of the core values of G.Y.M Construction. Ø Figure 5-1 shows that our firms’ quality performance is increasing while customers’ expectations are also increasing.

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Customer Relationship Management: This view of the customer asserts that he or she
is a valued asset to be managed. Also, this is where the tangibles meet the intangibles to provide a satisfying experience for the customer.

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The Voice of the Market

Benchmarking:
A benchmark company is an organization that is recognized for its exemplary operational performance. To be a benchmark company, it must be willing to open its doors and allow others to view its operations and tour its facilities. Thus, a distinguishing feature of benchmarking is their amazing openness to other firms. G.Y.M Construction follows Robert Camps 10 step Business-benchmarking process.

1. Decide what to benchmark. There are innumerable areas for improvement in every company. Not all of these can be tackled at once. Therefore, we will prioritize those processes that offer the greatest potential for improvement. To do this, we must have identified our key processes and chart those for future analysis. 2. Identify whom to benchmark. This involves identifying those competitors in your industry and those firms outside your industry that have outstanding results and processes for study. Those companies that have developed beast practices are prion candidates for benchmarking. 3. Plan and conduct the investigation. To complete this step, identify data to be collected. Next, a method is developed with the target firms to determine how the data are to be collected. Once the data is collected, observe the practices of the target firm and document the best practices that are observed. 4. Determine the current performance gap. Once you have collected the data about the processes, a determination is made as to which processes in the initiator company have the greatest performance gap with the target company. 5. Project the future performance levels. Predict whether the performance gap for the benchmark processes will narrow or widen in the coming years. If the performance gaps are likely to widen in the future, project how this will affect the company. G.Y.M. Construction Page 18

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6. Communicate benchmarking findings and gain acceptance. This step beginnings the communication of the benchmarking findings to those who will be affected by the results. This can be done through meetings and written media. Communication keeps the process as open as possible, which minimizes the uncertainty and fear. 7. Revise performance goals. Once best practices are identified, operational goals are revised. This establishes measures for evaluation the results of improvements based on benchmarking. 8. Develop action plans. Action plans are the specific steps and objectives for implementation. Assignments to personnel and timetables for implementation are used with a project management approach. 9. Implement specific actions and monitor progress. As implementation proceeds, progress is reported to management and stakeholders. 10. Recalibrate the benchmarks. Continued benchmarking with the best firms helps to identify new best practices. This raises the bar for higher levels of future performance.

These 10 benchmarking steps will be combined into 5 phases of development: 1. Planning 2. Analysis 3. Integration 4. Action 5. Maturity

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Product and Process Design
To make sure your company is designing a quality product you want to ask yourself these 6 questions: Ø What are the functions the customer wants? Ø What are the capabilities of the current product? Ø What are the limitations of the material we have Ø Are there better materials available? Ø How much will the product cost to make? Ø How much must the product cost to make it successful in the marketplace? When you have determined customer needs, those needs must be translated into functional product design. Quality function deployment (QFD) describes a method for translating customer requirements into functional design. Designers need a means for implementing customer requirements into designs by following the steps in performing a QFD. 1. Develop a list of customer requirements. This list includes the major customer needs as they relate to a particular aspect of a process. 2. Develop a listing of technical design elements along the roof of the house. These are the design elements that relate to the customer needs. 3. Demonstrate the relationships between the customer requirements and technical design elements. A diagram can be used to demonstrate these relationships. For example, symbols can be used that have scored assigned to each symbol. 4. Identify the correlation between design elements in the roof of the house. Using the symbols to identify show whether different design elements are positively or negatively correlated. 5. Perform a competitive assessment of the customer requirements. There is an assessment of how your product compares with those of your key components. These comparisons are on a five-point bases scale with five being the highest. selected?

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G.Y.M. Quality Manual 6. Prioritize customer requirements. These priorities include importance to customer, target, value, sales point, and absolute weight. This is a subjective assessment of how critical a particular customer requirement is on a ten-point scale. 7. Prioritize technical requirements. These are prioritized by determining degree of difficulty, target value, absolute weight, and relative weight. 8. Final evaluation. The relative and absolute weights for technical requirements are evaluated to determine what engineering decisions need to be made to improve the design based on customer input.

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TRM 464 – Managing for Quality

Calculating Quality Function Deployment (QFD) Matrix Variables

QFD Model

Given the following QFD Matrix: Symbols
o

= 9 (Strong association) = 3 (Somewhat associated) = 1 (Weak association)

Step 1: Calculate the Absolute Weight between the Importance, Target, and Sales variables Absolute Weight = Importance X Target X Sales Point
Technical Requirements

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Customer Requirement

A B C D E Difficulty Target Absolute Weight Absolute Factor Relative Weight Relative Factor

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Competitive Assessment

Importance

Problem 4 Matrix

a. b. c. d. e.

For Customer Requirement Line A, For Customer Requirement Line B, For Customer Requirement Line C, For Customer Requirement Line D, For Customer Requirement Line E,

Absolute Weight = 3 X 5 X 2 = 30 Absolute Weight = 4 X 4 X 2 = 32 Absolute Weight = 7 X 3 X 2 = 42 Absolute Weight = 2 X 2 X 1 = 4 Absolute Weight = 1 X 1 X 1 = 1

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Sales Point

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Designing Quality Service
When implementing quality service within G.Y.M. Construction, there are a couple of tools that we use. These tools aid the company in improve service by allowing a source to grade different aspects of our service in order to determine weaknesses or areas of improvement. High quality service is impertinent for competiveness and shows the client a sign of quality maturity. We can take this further and relate it to money; as customer service improves, the more revenue streams will be coming into the company. There are three different tools that our company will implore to ensure complete customer satisfaction, which are gap analysis and differencing technique, which uses SERVQUAL as a data gathering instrument. SERVQUAL is a short survey that measures customers’ expectations versus their perception of the service. In order for this survey to be valid, a person will need roughly 50 and 100 freely taken surveys to accurately perform the following tools. The complete SERVQUAL survey follows this section in its entirety. The survey measures the expectations and perceptions of a customer within five areas of the company: tangibles, responsiveness, empathy, reliability and assurance. The expectation is what you expect the service will be like and perceptions are the actual experience that was perceived by the client. Tangibles look at the physical items within the company like hardware, equipment, and vehicles. Responsiveness looks at the ability for the company to respond to an inquiry to the company. Empathy is how the costumers feel that the company understands the personal plight. Reliability looks at the ability for the company to meet its commitments and deadlines. Assurance is a company’s ability to refer to the knowledge and be courtesy to the customer while inspiring trust and confidence in the client. After the data has been gathered, the company will take this data and execute the tools, gap analysis and service blue printing, to identify areas of concern. The gap analysis is used because services are often intangible, gaps in service that consist of communication and understanding between the client and company. These gaps can have serious negative consequences to the company and its ability to earn money. There are five common gaps quality service.

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Gap Analysis
Gap 1-The difference between actual customer expectations and management’s idea or perception of customer expectations. Gap 2- Mismatch between manager’s expectations of service quality and service quality specifications Gap 3- Poor delivery of service quality. Gap 4- Difference between service delivery and external communication with customer. Gap 5- Differences between expected and perceived quality. The differencing technique uses the averages in the expectations and perceptions as a result of the data gathered from the SERQUAL. There are two separate analysis of this technique that identifies different areas of concern. The one-dimension technique compares the differences in the expectations and perceptions from the SERVQUAL survey. This will be able to show the gaps in expectation and perceptions. This will allow the company to identify areas of lacking or exceeding. The ideal would be no gap because you are giving the client what he or she wants. The two dimension technique graphs the average using the numerical scale used in the survey. This will allow the company to grasp a better understanding what the customer experiences. You would like all of the measured areas to lay in quadrant I or IV and not in II, III using a standard two-dimensional Cartesian coordinate system.

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Quality of Service Questionnaire
Based on your experiences as a client in a construction company, please think about the kind of Construction Company that would deliver excellent quality of service. Think about the kind of Construction Company in which you would like to hire for a building project. Please show the extent to which you think such a construction company would possess the feature described by each statement. If you feel a feature is not at all essential for excellent construction companies such as the one you have in mind, circle the number 1. If you feel a feature is absolutely essential for excellent construction company, circle 7. If your feelings are less strong, circle one of the numbers in the middle. There are no right or wrong answers - all we are interested in is the number that truly reflects your feelings regarding construction companies that would deliver excellent quality of service.
Strongly Disagree 1. Excellent construction companies will have modern looking equipment. Strongly Agree

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Strongly Disagree 10. Personnel in excellent construction companies will tell patients exactly when services will be performed. 11. Personnel in excellent construction companies will give prompt service to patients. 12. Personnel in excellent construction companies will always be willing to help patients. 13. Personnel in excellent construction companies will never be too busy to respond to clients' requests. 14. The behaviour of personnel in excellent construction companies will instil confidence in clients. 15. clients of excellent construction companies will feel safe in their dealings with the construction companies. 16. Personnel in excellent construction companies will be consistently courteous with clients. 17. Personnel in excellent construction companies will have the knowledge to answer clients' questions. 18. Excellent construction companies will give clients individual attention. 19. Excellent construction companies will have operating hours convenient to all their clients. 20. Excellent construction companies will have staff who give clients personal attention. 21. Excellent construction companies will have the clients' best interests at heart. 22. The personnel of excellent construction companies will understand the specific needs of their clients. Strongly Agree

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G.Y.M. Quality Manual Listed below are five features pertaining to construction companies and the service they offer. We would like to know how important each of these features is to you when you evaluate the service offered by a construction company. Please allocate a total of 100 points among the five features according to how important each feature is to you - the more important a feature is to you, the more points you should allocate to it. Please ensure that the points you allocate to the five features add up to 100.
1. The appearance of the construction company’s physical facilities, equipment, personnel and communication materials.

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The construction company’s ability to perform the promised service dependably and accurately.

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The construction company’s willingness to help patients and provide a prompt service.

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The knowledge and courtesy of the construction company

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The caring, individualised attention the construction provides its clients.

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TOTAL points allocated 100 ____________________________________________________________________________

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Which one feature of the above five is most important to you ? (Please enter the feature's number) Which feature is second most important to you ? Which feature is least important to you ?

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G.Y.M. Quality Manual The following set of statements relate to your feelings about the construction company you have attended. For each statement, please show the extent to which you believe the construction company has the feature described by the statement. Once again, circling a 1. means that you strongly disagree that the construction company you have attended has this feature and circling a 7. means that you strongly agree. You may circle any of the numbers in the middle that show how strong your feelings are. There are no right or wrong answers - all we are interested in is a number that best shows your perceptions about the construction company which has done business with you.

Strongly Disagree 1. G.Y.M. Construction has modernlooking equipment. 2. The physical facilities in G.Y.M. Construction is visually appealing. 3. Personnel in G.Y.M. Construction is neat in appearance. 4. Materials associated with the service (such as pamphlets or statements) are visually appealing. 5. When G.Y.M. Construction promises to do something by a certain time it does so. 6. When you have a problem, G.Y.M. Construction shows a sincere interest in solving it. 7. G.Y.M. Construction gets things right the first time. 8. G.Y.M. Construction provides its services at the time it promises to do so. 9. G.Y.M. Construction insists on error-free records.

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Strongly Disagree 10. The personnel in G.Y.M. Construction tell you exactly when services will be performed. 11. Personnel in G.Y.M. Construction gives you prompt service. 12. Personnel in G.Y.M. Construction is always willing to help you. 13. Personnel in G.Y.M. Construction is never be too busy to respond to your requests. 14. The behaviour of personnel in G.Y.M. Construction instils confidence in you 15. You feel safe in your dealings with G.Y.M. Construction. . 16. Personnel in G.Y.M. Construction is consistently courteous with you. 17. Personnel in G.Y.M. Construction have the knowledge to answer your questions. 18. G.Y.M. Construction gives you individual attention. 19. G.Y.M. Construction has operating hours convenient to all its clients. 20. G.Y.M. Construction has personnel who give you personal attention. 21. G.Y.M. Construction has your best interests at heart. 22. The personnel of G.Y.M. Construction understand your specific needs Strongly Agree

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Thank you for the time you have spent in completing this questionnaire. The results will help us to provide you with the best possible service in the future. G.Y.M. Construction Page 29

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Appendix: SERVQUAL procedures
Dimensions Statements Statements Statements Statements Statements Procedures 1. Compute the ‘gap’ for each statement pair for each consumer. SERVQUAL score = Perceptions Score - Expectations Score 2. Compute the dimensions scores for each respondent by averaging the gap over the relevant number of statements (either 4 or 5 statements) 3. Derive SERVQUAL respondent’s scores in the following way: Unweight scores Sum dimensions and divide by 5 Weighted scores Tangibles * (Tangibles Weight/100 ) Reliability * ( Reliability Weight/100) Responsiveness * (Responsiveness Weight/100) Assurance * (Assurance Weight/100) Empathy * (Empathy Weight/100) + + + + score 1-4 5-9 10-13 14-17 18-22 Tangibles Reliability Responsiveness Assurance Empathy

4.

Derive total SERVQUAL scores by totalling the scores and dividing by N of Respondents

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Managing Sub Contractor/ Supplier Quality
There are a lot of different methods to manage the supply chain and the quality that the company receives in order to meet quality. If we as a company can limit the amount of defects we receive from our suppliers, we can save money from scrapping non-quality material. We at G.Y.M Construction believe in quality from the beginning to the end of a project. There are a couple of systems that we employ to ensure quality from our suppliers. If our suppliers do not abide by these systems or fails to meet the standards that we impose, we will cease all business operations until trust is restored. This will usually entail a detailed investigation into reason of failure and ways to fix the problem. We at G.Y.M. Construction implement supplier development. Supplier development has to do with the activities a buyer undertakes to improve performance of its suppliers. Some of these activities may include supplier evaluation, supplier training, consultation, data sharing, and sharing processes. There are seven steps for supplier development 1. Identify critical products and services 2. Identify critical suppliers 3. Form cross-functional teams 4. Meet with supplier top management 5. Identify key projects 6. Define details of agreement 7. Monitor status and modify strategies We at G.Y.M. Construction will label all suppliers as preferred supplier for completing the program.

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G.Y.M. Quality Manual In addition to the supplier development, we will implement several other programs to ensure that quality is met. These programs will include acceptance sampling, visits to the manufacturing facility, requesting production schedules to ensure compliance with critical schedule deadlines, thorough review of suppliers QC operations, and review of means/methods of shipping & installation.

Quality Improvement Teams
There are many benefits to working as a team. Here at G.Y.M. Construction we believe in team work, and we perform most of our duties in teams. We must note that that well-led teams lead to improved employee morale. There are five motivators to working in a team. 1. Mutuality-The need for mutual support and encouragement between the leader and/or teammates. 2. Recognition for personal achievement-The opportunity for personal development as well as recognition through personal achievement. 3. Belonging-The individual’s need for supportive, cohesive, and friendly team relations. 4. Bounded power- The need for authority and control over project resources and people. 5. Creative autonomy-the need for individuals to have opportunities to use their creative side. The team rules that the company sets out for their employee are designed to keep the team focused and moving in the right direction. Violators of these rules will be dealt with by the team leader. If the negative actions continue, the personal in question will be released for creating a hostile working environment. These rules are necessary for us to perform at our most efficient.

• • • • •

Test assumptions and inferences. Share all relevant information. Focus on interests, not positions. Be specific & use examples. Agree on what important words mean. Page 32

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G.Y.M. Quality Manual • • • • • • • • • • • •

Explain the reasons behind one’s statements, questions, and actions. Disagree openly with any member of the group. Make statements, and then invite questions and comments. Jointly design ways to test disagreement and solutions Discuss discussable issues. Keep the discussion focused. Do not take cheap shots or otherwise distract the group. All members are expected to participate in all phases of the process. Exchange relevant information with non-group members. Make decisions by consensus. Do self-critique Negative and harmful behavior will not be tolerated Meetings will be productive

Controlling Variables
There are several different variables within a construction project. However, statistical based quality improvement has the ability to be analyzed using data. Statistical thinking is a decision making skill based on the ability to draw conclusions based on data. This allows us at G.Y.M. Construction to be able to digest and scrutinize the data without bias. However, we must recognize that sometimes this method fails. The method that we use the most when dealing with work processes is process control charts. This allows the process to be tracked over time. The following graphics show a sample process control chart. This graphic can show us trends in the process that we could not identify without statistical quality control. If we can identify where in the process we have a lag or failure, then we can rectify the situation.

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This chart shows the upper and lower control limits as well as the center line, which I known as the mean of the process. Here are some problems that could be identified through this process.

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G.Y.M. Quality Manual In addition to implementing process control charts to control variables, we will also implement
Ishikawa’s Basic Seven Tools for Quality. These tools include the following flow chart and how they interact with each other.

The Process Map is a picture of a process. The concept is that we must know the process before we can improve it. Check Sheets are data-gathering tools that can be used in forming histograms; they can be either tabular, computer based, or schematic. Histograms are graphical representations of data in a bar format that can show trends in the data. Scatter Plots are used to examine the relationships between variables. Control Charts are used to determine whether a process will produce a product or service with consistent measurable properties. The Cause & Effect Diagram is a good tool to help us move to lower levels of abstraction in solving problems. Pareto Analysis Charts are used to identify and prioritize problems to be solved. These different methods allow us at G.Y.M. Construction to control all the variables that are presented to us.

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Controlling Attributes
Here at G.Y.M. Construction, we control our attributes through a couple of different methodologies. The first method is the bathtub-shaped hazard curve. This shows that a process will either fail early or late in the lifecycle of the process. The graph that follows shows the failure rate versus time graph of a process.

Next, we use statistical data to figure out the failure rate of critical processes. In order to get this data, we contact our suppliers for the data. If they are unwilling to participate, then we will take the business elsewhere. These calculations that follow are used in determining if a product will be reliable. Failure rate = λ = (number of failures)/(units tested x number of hours tested) MTTF (mean time to failure) = = 1/λ R(T) = reliability of the product F(T) = unreliability of a product λ = failure rate T = product’s useful life expressed as a function of time. Quality Manual R(T) =1- F(T)=e-λT MTBF (Mean Time before Failure) = total operating hours/number of failures SA (Service Availability) = MTBF / (MTBF + MTTR) G.Y.M. Construction Page 36

G.Y.M. Quality Manual MTTR = (Mean Time to Repair) = the average time to repair an item R(T) =1- F(T)=e-λT – this is the function representing failure can be modeled using this formula. Mean Time to Failure- this is the average time before the product fails. Mean Time before Failure- this tells us the average time from one failure to the next when a product can be repaired. Service Availability- This is the time that a machine is working properly. Mean Time to Repair-this is the time it takes for a failure to be fixed and the product running properly.

Managing Learning for Quality Improvement
G.Y.M. Construction is supportive of many different methods of delivering knowledge to employees through a structured learning process. John Dewey laid out the four fundamental stages to learning. Discover: The formation of new insights. Invent: Creating new options. Procedures: Creating new actions. Observe: Seeing the consequences of the actions, leading to new discoveries and continuing the cycle. We incorporate this process in our teaching style to hopefully have real learning take place. Management will dictate these work training examples. This is supplemental to organized learning. The majority of the organized learning will take place in on the job training. On The job Training: This is training that takes place during work time. This can be formal or informal training. Our company utilizes multiple programs in coordination of the formal training that was received. This type of training allows for all types of learning be utilized. Cross training our employees in a multitude of departments allows the company to utilize our employees to the max of their potential. We teach the entire process to the employees, so they can understand what we as the company is trying to accomplish. These are the programs we use. Ø Single training program-Addresses a specific set of skills. G.Y.M. Construction Page 37

G.Y.M. Quality Manual Ø Multiple programs –a package of specific set of skills in which an employee chose to become qualified. Ø Cross training-training employee in the skills of another individual. Ø Internet/intranet training- training that is provided to members of the company that they can do anywhere there is internet access. Ø Computer-based training and CD-ROM-this uses specialized software that addresses specific topics. Ø Distance Learning-This incorporates technologies such as videoconferencing, internet, and satellite to deliver the format of a course. Ø Electronic Performance Support Systems (EPSS)-this training takes the form of software helps or training that is made available when it is necessary. Ø Multimedia-this training incorporates several of the tools already mentioned in to an interactive process focusing on several senses. Mentoring- New members of the company will be paired with an experienced and exceptional employee to monitor and guide them during the new member first year. This allows us to use our employees to guide and shape the new personal. With the help of the mentor, the new person will set up career goals and possible career path. These relationships can only help make the company stronger. Evaluations-these will be used to determine the success of the learning programs. It will also be used to shape and guide the direction of the learning direction from people working in the field. After finishing a training session, members are encouraged to fill out a survey to determine the effectiveness of the course. These surveys will be done electronically to allow for fast results.

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Implementing and Validating the Quality System
Implementing The quality program will be implemented and supported through all levels of the organization. • Employees-all will be trained and understand the role they play in the process. The employee needs to be valued and appreciated for the success of the business. This is an integral part of our business and the face of the business. As stated earlier, the happier the employees, the more business will follow. • Organizational Learning and Knowledge- We will continuously train our employees in all aspects of the business. This will give them the knowledge and confidence in dealing with employees or situations that may arise while working. In addition to the knowledge, we can see that this can improve the overall quality with in the business. • Company Culture- The focus of the company is quality. We at G.Y.M. Construction believe that high quality will bring in more customers. We create an environment that shows a dedication to the support of our customers as well as quality working environment. We have a family friendly atmosphere and work closely with our employees to make sure their needs are being met. • Closeness to Customers- By providing the highest customer service that we can, we can better meet the needs of our customers. We work in coordination with our customers hoping to develop long term relationships that can be mutual benefiting. The decision making patterns of our company will be guided by quality then fiscally. \ • Information and Finance- We will inform our customers of where there money is going and the type of quality that they can expect to receive from certain financial options. We build a level of trust with our customers that allow them us to perform to the max potential of the project. At the same time, we will update the customer of any changes or problems that have arisen during the production of the client’s product.

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G.Y.M. Quality Manual Validation There are two phases to validation within our company Internal: We will perform a series of evaluations to determine the level that we are operating on. There are four stages to this process: Stage I survey- Generate list of strengths and weaknesses from primary and support activities of G.Y.M. Construction’s value chain. Stage II categorizing- Reconceptualize list in terms of resources and capabilities and complete deeper inspection with the application of key equations. Stage III investigating- Determine where, along the firm’s value chain, potential competitive advantages lies. Look at each competitively relevant resource and capability relative to its potential as a cost or uniqueness driver. Stage IV evaluating- Chose the appropriate generic strategy for the firm cost leadership or differentiation.
External: We will invite members of the academia world and other companies to perform audits of our company. There is only one audit that we will undertake, operational audit. There are ten steps to a quality audit process. Preparation: Develop lists of questions, gather materials, form a list of candidates for the audit team, establish schedules. And perform other activities required for the beginning of the audit. Audit team selection: Select the right members for the team. Technical and managerial expertise is very important. Develop checklists: The checklists contain the questions to be studied in the audit. Checklist also identifies who will perform audits in various departments. The opening meeting: A meeting between the auditing team and the management of the area being audited is called in which ground rules for the audit is established. An especially important agreement is that all pertinent information will be made available to the auditing team. Implementing the audit: The audit is conducted and pertinent information is gathered. Analysis: The data are analyzed and preliminary results are developed. The exit meeting: Preliminary results are shared with management at the exit meeting.

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Reporting and Corrective actions: The final report is provided to management and plans are made for taking corrective action. Management implements the corrective action. Follow-up: A post implementation review is performed to ensure that the corrective plans were taken and desired result obtained. Closure: The audit is closed for the current audit cycle. These different areas of validation will secure G.Y.M. Construction in the nation as a top company in quality.

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References
Foster, Thomas. Managing Quality: Integrating the Supply Chain. 3rd ed. Upper Saddle River: Pearson Prentice Hall, 2007. Print. Greenwood, Preston; Stephen Garver; Eric Stoltz. EPS Construction Quality Policies and Procedure Manual. 2011 Moore-Swafford, Angela; Andrew Quenett; Mike Rexford; Jon Semanski. QRS Automotive Lens Manufacturer – Quality Management Policies and Procedures Manual. 2010

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