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Acknowledgement Summary

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Chapter 1 1.1 1.2 1.3

Introduction About the company Management responsibilities Quality management unit head 5 6 8

Chapter 2 2.1 2.2 2.3 2.4 2.5 2.6 2.7

Finding and analysis Quality System And Techniques Followed By The Company Statistical Quality Control Tools And Technique Inspection & Test Status Quality Records Internal Quality Audits Training Questionnaire Surveys Study I- Best measure/indicator for quality Study II-BALAJI ’s definition of quality Study III-Parties involved in quality improvement 2.8 15 14 9 10 12 12 13 13

Application and Relevance of the Quality Concepts Studied in the Course FORMS Management review 18

Chapter3 3.1 3.2

Conclusions Recommendation Conclusions

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the Managing Director of M/s BALAJI CONSTRUCTION for giving us the opportunity to visit their company and provide us with every possible assistance. We further would like to thank Mr. Management and Control Issues. 3 . We also would like to thank our teacher Mrs. We take this opportunity to thank all those who helped me complete this project. Jagbhooshan Gupta. It requires the effort of many individuals. Amrinder Singh Building Structure Specialist for lending a helping hand and to provide required information and in-depth knowledge related to the project. AMARJIT Singh. We express our sincere gratitude to Mr. Architect and Engineer and Mr. Manas Behra for giving us a chance to practically experience the Corporate Sector’s Quality Issues.ACKNOWLEDGEMENT A task or project cannot be completed alone. Kanupriya and Mr.

procedures adopted by this company to meet the quality standards. Reasons and benefits of using those techniques.e. 4 . Statistical quality control tools and techniques followed in the company. Things which are taught in the class how they have been practically used in the company for meeting the quality standards Briefly we have studied about M/s BALAJI CONSTRUCTION. It’s mission. The quality standards met by the company.SUMMARY We have studied and analyzed the following for BALAJI CONSTRUCTION     There are levels of quality control system and techniques followed to achieve it. Application and relevance of the Quality Concepts studied in the course i. vision.. methods.

chemical plants. BALAJI CONSTRUCTION has been through major transitions under the leadership of Mr. Fulfilling obligations is the key condition of the reputation of BALAJI brand. conducts the quality control of the works that are carried out. Besides Industrial construction work related to commercial and buildings. Great attention is paid to production standards. Keeping it clean and in order is a mandatory rule. every specialist of the company has put a bit of their work in each project. The company performs the whole range of engineering services.Jagbhooshan Gupta with the commitment of providing high quality job in limited time bound frame. some are being constructed. 5 .1About The Company M/s BALAJI CONSTRUCTION is a Ghaziabad based company established in 2009. Construction site is an element of urban environment. The company’s work is ensured by all the necessary licenses for all the types of works that are carried out. Its fundamental principles in working with customers and partners are timeliness and quality. fulfilling the function of a construction manager. food plants etc. The division holds tenders among subcontracting organizations.INTRODUCTION 1. Some units are already commissioned and are now operated and maintained for people’s benefit. General contract specialists put into life innovative architectural projects on the world quality standard level. The construction company is well versed with execution of grass Root projects of civil construction of medium and heavy industries. newest machines and mechanisms allows to reduce the time of construction considerably and to improve quality. They are all interesting in their own way. Initiative and qualified staff maintain the development of the company. including General contracting activity on structural works.CHAPTER 1 . Using advanced technologies. Mainly paper plants. observed by the company. coordinates all works.

perform and verify work which could affect the quality standards of the organization.To develop & retain a reputation of providing professional. 1.45 6 .Vision: To be a leader in construction sector with a commitment towards professionalism & quality excellence. It describes the responsibilities and authorities for personnel who manage. Distt SIRSA. Management Board Commitment The Managing Board is ultimately responsible for ensuring that the Quality System is continually and consistently monitored and improved. transparent & committed work is given prime importance with no compromise on quality.2 Management Responsibility This clause identifies the responsibility of top management and the need for effective leadership. To achieve excellence in everything we do. Our aim is to create a world where honest. implementation and improvement is through implementing the following points: 1) Client Focus: Management Board communicate the importance of meeting client requirements and ensure that a client focus is maintained throughout the system processes. Mission: To reach the challenging standards of design & build. innovative & efficient services to our clients. ITI.To be recognized as a BALAJI & premier company in our industry. Construction of road in sector. Valuable Clientele List: i. ii. Odhal. The means by which they show their commitment to the Quality Management System development. We stand for our commitment & above all we stand for our clients’ success. To embrace challenges in work regardless of its size & complexity as challenge is the mother of growth.

whereby through all these means the effectiveness of the Quality Management System is communicated. 3) Responsibility. specifications and equipment to effectivelycarry out their work. Procedures and Work instructions for key personnel. 4) Review Business Performance Information The Management Board is responsible for reviewing the various performance indices thatindicate the overall performance of the organization and how the implementation of QMS isaffecting it. The responsibilities and authorities related to the Management System are definedand are communicated as necessary. Active communication by monthly management meetings. They have specificresponsibilities and authority related to the QMS as will be defined and are responsible for maintaining of the QMS through scheduled audits that will becommunicated during Review Meetings to ensure its suitability. Employees have the necessary training. Authority and Communication: The Management Board should ensure that: Adequate available resources and job responsibilities/authorities are defined in theQuality Manual. 7 . weeklyproject meetings and daily site meetings take place. The Management Board appoints theQuality Management Unit team and its Head.2) Quality Policy & objectives: The Management Board is responsible for establishing or approving the Quality policy & objectives during Management Reviews and communicating it through the company.

Verify that the company’s QMS. 6. documentation. Conducting audits which will are undertaken by the QMU team who are trained inauditing and not directly responsible for the functions being audited within the Company. 5.3 Quality Management Unit Head Quality Management Unit Head is not expected to solve all of the system problems. Establishing a Baseline and Action Plan to identify what needs to be done to revise ordevelop the company’s QMS 2. 8 . and checklists are used/ putin action by the different departments. effective and adhering to theCompany's Quality System. Retaining documents or relevant tests and documentation which help to demonstrate theeffectiveness of the Quality System.1. The QMU Head is responsible for:1. 4. 7. Ensure internal audits of the Quality System are undertaken at least quarterly per annumto confirm that the function concerned is implemented. and practices are complete and correctaccording to ISO Standards by ensuring the different forms. checklists and various forms to the different departments to createreferences for measuring progress 3. Reviewing the findings of internal/ external audits and identifying any areas of recurringproblems or potential improvements. Providing procedures. but he hasthe responsibility of providing the different departments with the tools necessary for them toeffectively address the problems of the system.

The classification for QMS documents are as follows:Level 1: Quality Assurance Manual This is the top level of the quality documentation and it includes all documents describing the organization and covers all of the elements.1 Quality System And Techniques Followed By The Company The Quality System is designed to provide an assurance to clients through documented records that all contracts will be completed in accordance with the agreed time. The instruction has to ensure that every appropriate trained operator is able to follow it (not only the author of the instruction). Level 2: Quality Procedures The quality procedures provide a definitive methodology to carry out a particular task in a controlled manner. These procedures have been developed after lengthy discussions with various discipline personnel involved in the day to day running of that particular activity. activities and responsibilities for each process. These includequality policy (short. These provide organizational know-how. references to quality procedures. Level 3: Instructions. general responsibilities. It is important to find the balance between what is essential to record in order to do the job properly and what can be assumed from the performing operator’s knowledge through their training and education. The Quality System followed by the Company is based on the ISO9001:2000 standards and requirements which provide a base from which to build the efficiency of the Quality System of the Company. they briefly show inputs. cost and quality. the day-day instructions for a task The levels 1 and 2 form a network that connects the instructions which contain technical or professional know-how. which make up the quality system.CHAPTER 2 . concise statements of the organization’s guiding principles). outputs. It is possible to keep these 9 .FINDINGS AND ANALYSIS 2. general administrative rules.

2. Without adequate interpretation. Wherever it is possible usetemplates and checklists. Instead of using defective and non-defective classifications for an item. 2. The acceptance or rejection of a lot is based on the number of defective (bad) or non-defective (good) items in the sample. a quantitative quality measure or the value of a measured variable is used as a quality indicator. This is referred to as sampling by attributes. This testing procedure is referred to as sampling by variables. simply by stating what training/skills the operator should have in order to do the job. Others refer to equipment/software instruction manuals. There are two types of statistical sampling which are commonly used for the purpose of quality control in batches of work or materials: 1.2 Statistical Quality Control Tools And Techniques The use of statistics is essential in interpreting the results of testing on a small sample. preferably in electronic form. 10 .instructions to a minimum. small sample testing results can be quite misleading. and incorporate the instructions in them. They can also bereplaced by software prompts and "help-routines” or checklists.

Concrete cube testing and Concrete pour records should be maintained on each site identifying in which structural element each load of concrete has been used. 11 .e. The nominated QMU will investigate the cause of non-conforming works through analysis of all relevant processes. The effectiveness of the action taken is monitored through follow-ups and if it proves to be effective. lift of earthwork. The contractor ensures that non-conformances are recorded and reviewed for appropriate corrective action. Corrective And Preventative Action A Corrective Action procedure is formulated by contractor to provide guidelines for identification of the non-conformance. results records and customer complaints are reviewed at the Management Review meetings. the action is reflected in amendments to procedures or work instructions. audit results.. segregated from the construction flow. investigation into the cause of the non-conformance and identification of a corrective action to prevent recurrence. work operations. work operations and quality records.). Any source of information to identify preventive action such as processes. strict control is exercised in accordance with documented procedures to ensure Works which do not conform to specified requirements are identified and. etc. etc. For example Quality Control checklists are placed on each site. These are logged and filed centrally and monitored to ensure that each defect has been properly remedied. if possible. individual concrete placements.Control Of Non-Conforming Works Non-conformances are defined as the failure to meet plans and/or specifications upon the completion of a discrete and measurable element of construction (i. The procedure explains the means through which the nominated QMU should apply controls to ensure that Corrective Actions will be taken and will be effective. The proposed corrective action to rectify a nonconforming item is then submitted to the designated authority for review and approval and no corrective action is carried out until written permission is obtained from the owner consultant/ designated authority. individual pre-cast units. To prevent non-conforming goods being inadvertently used in production. Customer complaints are processed to ensure that they are brought to a documented conclusion.

The method of identifying the inspection andtest status may be. Records are maintained to verify any inspection authority that shall be responsible for therelease of the goods. Hold Tag is used to isolate nonconforming items or items with incompleteinspections from construction use until such time as the nonconformance has been resolved orthe inspection has been completed. checklists. This identification is maintained throughout all stages of construction. 12 . Accident Records and Construction Quality Records such as Construction Inspection Reports. Any inspection. accurate results are calibrated to recognized standards or specifications. Procedures are provided to define the scope and retention of Quality Records. and for how long. 2. Inspection Measuring AndTest Equipment The Contractor supply and maintain all measuring and testing equipment necessary to perform the required inspections and tests to ensure that material conforms to the requirements of the Contract. who keeps what records. Storage and filing is carried out according to approved procedures to ensure the records are easily retrieved for reference purposes and in a suitable location. measuring or test equipment required to give precise. signed by an authorized person to confirm conformance of the equipment. which shall minimize possible deterioration through environmental conditions or loss. test results. which requires calibration. where the records are kept. color code. Examples of records include Safety Incident Reports. shall be calibrated by an approved laboratory.3 Inspection & Test Status The inspection and test status of items in the process of being built into the product is identified in accordance with approved project procedures.2.4 Quality Records It maintains. photos. Quality Records are maintained to demonstrate the conformity of the completed works to the specification and the effective operation of the company’s QMS. tagging. test records. who shall supply a certificate. Any items of equipment. required to verify the conformance of a product. inspection records or other suitably agreed methods.etc.

13 .6 Training BALAJI ’s Management maintain a training plan or program to ensure allpersonnel are fully competent to carry out their assigned tasks. Show competency requirements for each job function. procurementtraining. For example training on quality and safety could be given to all new starters. and to identify actions for continual improvement. seminars and conferences.5 Internal Quality Audits The contractor prepares an internal audit plan and procedure(s) to meet requirements at each stage of construction.2. Finally. training provided andthe evaluation conducted are maintained. to demonstrate the effectiveness of the QMS. A Training Plan/Program should be developed to:    List all job functions and establish training requirements for each function. training needs. These trainings could include company sponsored training. A proposed corrective action is submitted for approval in the event of any non-compliance and a follow up audit is conducted to verify the effectiveness of the corrective action taken. on-site training. safety training. The QMU documents the audit results and communicate them to the appropriate personnel and management to ensure that timely action is taken as a result of the audit findings. 2. Evaluate and assure achievement of competency and effectiveness of training. The plan appoints schedule for conducting the internal audits according to the status and importance of the activities which affect the quality system. plans developed. records of the procedures used.

5 4.0 7. or non-applicable to our 3% work Looks good. minimal call-backs or 17% 14 .1 8. return business and a skilled work force the best measures for quality.2. 80% said that this was not the case.2 4.2 8. Official standards.9 5. or proud to put company’s name 22% on the finished product Meets all customer’s expectations or demands for the 24% finished product Meets design or code requirements.9 3. 20% of the respondents said that their company has a quality program.7 Questionnaire Surveys Study I 25% respondents said that they were aware of quality programs in construction industry. Study II BALAJI ’s definition of quality Definition of Quality Overall Response Don’t use a definition for quality. What do you consider the best measure/indicator for quality in construction industry? Please rank from 0 (least important) to 10 (most important). works good. quality awards and certified quality programs are considered far less important.2 Results show that BALAJI consider customer satisfaction.5 6. Rank: 0-10 Overall customer satisfaction Management commitment to quality Being asked to come back to do more work (return business) Skilled work force Training and education The amount of call backs / rework Regular inspections The length of warranty (in years) companies can give on their work General construction standards Quality Awards Certified quality programs such as the ISO 9000 and 14000 series 8.1 8. 75% said they were not aware of such programs. management commitment to quality.1 3.

2) Flowcharts. 15 . per machine.Flowcharts are made whenever a new contract is signed to explain the client how and when things will be done and also for one’s own convenience. 3) Benchmarking -There is a separate department for this work.rework needed Able to guarantee the finished product will not fail or have problems Total 34% 100% Results show that BALAJI’s own perception of quality and customer satisfaction. Study III Parties involved in quality improvement Are your employees involved in efforts to improve quality? Does an employee quality-training program exist at the company? Do you require vendors and subcontractors to use a Quality Program? Do you promote Partnering on your projects? 23% 25% 30% 13% Results show that employees of the own company are often involved in quality improvement. per operator.Simple data check-off sheet designed to identify type of quality problems at each work station. Suppliers and subcontractors are most of time not involved.8 Application And Relevance Of The Quality Concepts Studied In The Course 1) Check sheet . a better quality. This department sees the performances for other companies in the same field. 2. It tries to figure out what are the combinations of things that can lead to a better output i. profit and customer satisfaction.e. Meeting design codes and a warranty are less important. per shift. are the aspects most often associated with quality.

1. Management Review 16 .

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One of the most important results is to define quality specifically. demand fluctuates. seldom situated in the same location and labor intensive.      Strengthen QMU by allocating separate fund to the unit. but most of the time. Customer satisfaction is an obvious outcome measure. this measure is not adequately quantified in construction industry.1 Recommendations  The company can computerize the quality control systems by using improved software and data base management system to maintain the quality records. feels good” which is a measure that is hard to quantify: it is hard to find a quantifiable outcome measure of quality in construction industry. implementation of these measures is not up to the mark. Giving more importance to Meeting design codes and a warranty. Practicing of Japanese 5S for conducive working environment. daily reviews. 3. Quality measures should be monitored. but also during the process.2 Conclusions Even with lot of quality control measures. and then quantify it. 19 . Focus more on safety measures for the site workers. the workforce tends to be transient. not only before and after the processes.CHAPTER 3 .CONCLUSIONS 3. subject to the client’s perception of the value of the construction project.. The company should make use of the currently available technologies to improve the quality control measures. performance records. The primary barrier to management system implementation success in BALAJI seems to be the nature of the construction process: the projects are very large. Monitoring should be continuous. BALAJI Constructor often have an attitude of: “Looks good. etc.

A third barrier to quality implementation is non-standardization: Very often. Hence. and the (general) contractor. The BALAJI CONSTRUCTION Ltd. The construction industry has traditionally consisted of three primary participants: the owner (or customer).A second barrier to quality implementation is the many parties involved in the construction process. no universal standard or specification can be applied to the product. should look more into these barriers and work towards finding suitable solutions for such barriers. 20 . which leads to difficulties in quality assurance. the designer/engineer. products are one-offs and the production processes are to some extent different from each other.