QUALITY MANAGEMENT PROGRAM

Why quality management? :

The implementation of quality management and the guidelines are designed to
encourage and assist:
• the management of projects and contracts by all customers and service
providers to consistently achieve the required outcomes;
• a better customer service approach by service providers;
• continual improvement in the delivery of project and contract outcomes; and
• a consistent approach by agencies in specifying, and service providers in
providing/implementing, Quality Management Systems, Quality Management
Plans (including design plans), and Inspection and Test Plans, and in monitoring
their implementation.

Quality Management Complements Project Management :

QM & PM both recognize the importance of four (4) basic principles:
Customer satisfaction
Prevention over inspection
Management responsibility
Continuous improvement

1. Customer Satisfaction
Understanding, evaluating, defining, and managing expectations so that customer
requirements are met:
Conformance to requirements
Fitness for use

2. Prevention over Inspection

Build quality in vs Inspect quality in
The cost of preventing mistakes is generally much less than the cost of correcting them,
as revealed by inspection/assessment

3. Management Responsibility
Success requires the participation of all members of the team, but management is
responsible to provide the resources to succeed.

4. Continuous Improvement
The “plan-do-check-act” cycle is the basis for quality improvement.
Quality improvement initiatives can improve the quality of project management as well
as the quality of the product.

CONSTRUCTION PROJECT QUALITY MANAGEMENT

Quality Plan (PLAN)

1. Inputs
1.1 Quality Improvement
1.2. Quality Policy
1.3 Project Description
1.4. Standard Regulation
 2. Tools and Techniques
2.1. Benefit/Cost analysis
2.2 Benchmarking
2.3 Flowcharting

3. Outputs
3.1 Quality Mgt Plan
3.2 Operational Definitions
3.3 Checklist
3.4 Quality Bassline
3.5. Quality Checklist
3.6. Project Management Plan (Update)

Quality Assurance (DO)

1. Inputs
1.1 Quality Improvement
1.2. Results of Quality Control Measurement
1.3 Operational Definitions

2. Tools and Techniques

2.1. Quality Planning
2.2 Tools and Techniques
2.3 Quality Audits

3. Outputs
3.1 Quality Improvement

Quality Control (CHECK)

1. Inputs
1.1 Work Results
1.2. Quality Mgt Plan
1.3 Operational Definition
1.4. Checklist

2. Tools and Techniques

2.1. Inspection
2.2 Seven New Quality Control Tools
2.3 Other Quality Mngt Tools and Techniques

3. Outputs
3.1 Quality Improvement
3.2 Acceptance Decision
3.3 Rework
3.4 Completed Checklist
3.5. Process Adjustments

Quality Improvement (ACT)

1.Inputs
1.1 Quality Improvement Philosophy and Principles

2. Tools and Techniques

2.1. Suggestion Scheme
 2.2. 5S
2.3 Work Simplification
2.4. Quality Control Circle
2.5. ISO 9000

3. Outputs
3.1 Improved Quality Standard

CONSTRUCTION QUALITY PLANNING

INPUTS
1) enterprise environmental factors
2) organizational process assets
3) project scope statement
4) project management plan

PROCESS
1) cost benefit analysis
2) benchmarking
3) design of experiments
4) cost of quality
5) quality control tools and techniques

OUTPUT
1) requested changes
2) recommended corrective actions
3) organizational process assets (updates)
4) project management plan (updates)

PERFORM QUALITY ASSURANCE

INPUTS
1) quality management plan
2) quality metrices
3) process improvement plan
4) work performance information
5) approved change request
6) quality control measurements
7) implemented change request
8) implemented corrective actions
9) implemented defect repair
10) implemented preventive actions

TOOLS/ TECHNIQUES
1) quality planning tools and techniques
2) quality audits
3) process analysis
4) quality control tools and techniques

OUTPUT
1) requested changes
2) recommended corrective actions
3) organizational process assets (updates)
4) project management plan (updates)
PERFORM QUALITY CONTROL
INPUTS
1) quality management plan
2) quality metrices
3) quality checklists
4) organizational process assests
5) work performance information
6) approved change requests
7) deliverables

TOOLS/ TECHNIQUES
1) cause and effect diagram
2) control charts
3) flowcharting
4) pareto chart
5) scatted diagram
6) statistical sampling
7) histogram
8) inspection
9) defect repair review

OUTPUT
1) quality control measurements
2) validated defect repair
3) quality baseline
4) recommended quality actions
5) recommended preventive actions
6) requested changes
7) recommended defect repair
8) validated deliverables
9) organizational process assets
10) project management plan

Plan-Do-Check-Act Cycle :
PLAN (QUALITY PLAN)
DO (QUALITY ASSURANCE )
CHECK (QUALITY CONTROL)
ACT (QUALITY IMPROVEMENT)

QUALITY PLANNING
Identify which quality standards are relevant to the project and determining how to
satisfy them
INPUT
Quality Improvement
Quality Policy
Project Description
Standard Regulation
 TOOLS & TECHNIQUES
Benefit/Cost Analysis
Benchmarking
Flowcharting

OUTPUTS
Quality Management Plan
Operational Definitions
Checklist

CONDUCTING SWOT ANALYSIS PROJECT PLANNING STRATEGY

What STRENGTHS do we have? How can we take advantage of them?

What WEAKNESSES do we have? How can we minimize the impact of these?

What OPPORTUNITIES are there? How can we capitalize on them

What THREATS might prevent us from getting there? (consider technical

obstacles, competitive responses, values of people within your organization, and
so on)

SWOT ANALYSIS
Internal
s
St

e
ss
re

e
ng

kn
th

ea
s

s
Th

ti ie
re

n
tu
a

r
ts

po
Op External
 Factors Examples
Strengths Abilities, core competencies, capabilities
Internal resources, weakness of the competition,
or the opposing sources
Weaknesses Critical parts of the organization to
strengthen or hide from competitors.
Failures, defeats, loses and inability to
match up with the dynamic situation
Opportunities Possibilities/benefits of what can be done
External and where effectiveness is possible

Threats The pitfalls and the dangers, the

variations and exceptions possible,
changes in business environment, PEST
forces (political, economic, social,
technological)

For every obstacle identified, what can we do to overcome or get around them? (This
helps you develop contingency plans)

“ Obstacles are those frightful things you see when you take your eyes off your goal”
Henry Ford

7S
There are seven aspects of an organization that need to harmonize with each other, to
point in the same direction like the needless of seven compasses

If each aspect supports the others then the organization can be said to be “organized”

Skills
Shared Values
Staff
Style
Structure
Systems
Strategy
 7 S
Strategy
Structure

Shared
Values
Systems

Style
Skills

Staff

QUALITY ASSURANCE
Evaluating overall project performance on a regular basis to provide confidence that
the project will satisfy the relevant quality standards Input Quality Management Plan
Results of quality control measurement Operational Definitions Tools and Techniques
Quality Planning (Tools and Techniques) Quality Audits Outputs Quality Improvements

QUALITY CONTROL
Monitoring specific project results to determine if they comply with the relevant quality
standards and identify ways to eliminate causes of unsatisfactory performance Input
Works results Quality Mngt Plan Operational Definition Checklist 2. Tools and Techniques
Inspection Seven New Quality Control Tools (Pareto Analysis, Data –Tables, Cause-Effect
Analysis, Trend Analysis Histograms, Scatter Diagrams, Control Charts) and other
Management Tools and Techniques 3. Outputs Quality Improvements Acceptance
Decisions Rework Completed Checklist Process Adjustments

QUALITY IMPROVEMENT
Includes taking action to increase the effectiveness and efficiency of the project
maintaining and improving the current standard Input Quality Improvement Philosophy
and Principles 2. Tools and Techniques Suggestion Scheme 5’s (Sort, Systematize, Sweep,
Sanitize, Self-Discipline) Work Simplification (Work Measurement & Work Study) Quality
Circle ISO 9000 (Quality Management System Standards) 3. Output Improved Quality
Standard
WHY QUALITY ASSURANCE? WHY QUALITY CONTROL?

Do I Have A Quality Assurance Program? :

Often times the phrase “quality assurance” is mis-used and mis-understood.

To avoid any confusion, the following table can be utilized as a tool to assess if you have
a quality assurance program.

DO I HAVE A QUALITY ASSURANCE PROGRAM? IF “NO” WAS ANSWERED TO ANY OF THE

ABOVE QUESTIONS, YOU DO NOT HAVE AN EFFECTIVE QUALITY ASSURANCE PROGRAM

Why Quality Assurance?

A good quality assurance system in the construction will:
Identify objectives and standards
Be multifunctional and prevention oriented
Plan for collection and use data in a cycle of continuous improvement
Plan for the establishment of and maintenance of performance measure

What Is Quality Assurance?

Quality assurance is about being “in control” of all major areas of your business (“key
processes”) so that you can assure quality.
Being “in control” also reduces variation, which improves quality.

“Control” and “variation reduction” is accomplished using various methods.

QUALITY ASSURANCE = P-D-C-A CYCLE OR DEMING CYCLE

Plan:
Documented processes via quality procedures & quality plans
Do:
Work systematically by following your procedures.
Check:
Verify with quality audits & by documenting Non-conformances
Act:
Act upon the results by implementing CAPA & conducting Management
Reviews.

Quality Assurance have a little value if the systematic methods were not properly
managed that includes:

Document Control
To ensure employees have the correct procedures and the procedures are
properly maintained.

Audits
To verify quality procedures are being followed. . Quality Assurance have a little
value if the systematic methods were not properly managed that includes:

Non-conformance Tracking
To monitor and track quality issues to ensure that defects are kept from your
customer

CAPA (corrective action and preventative action)

To correct flawed processes (i.e. qualityprocedures) when detected via audits
and non-conformance tracking to prevent defects from reoccurring.

Management Review
Reviewing quality system data (performance) (quality metrics) to determine if the
quality system is working and if it is not, taking the appropriate action to improve
the system. Quality Assurance have a little value if the systematic methods were
not properly managed that includes:

Numerical Data
Numerical Data Control and variation reduction is established by statistically
evaluating the process capability and then controlling the process via process
control charts using SPC (statistical process control).
 Non-Numerical Data
Control and variation is also reduced by instituting systematic methods (i.e.
quality procedures).

This is also referred to as “systematizing”, “standardizing”, or “proceduralizing”

your key business processes. Non-Numerical Data

CONSTRUCTION INDUSTRY NEEDS

To be effective, a quality assurance program designed for construction must be
streamlined, user-friendly, not overly-burdensome, and geared for the intended
audience.

In addition, it must strike the right balance between added cost and added value.

Unfortunately, the only quality assurance “standard” that is currently available to the
construction industry is the “ISO 9000” quality system, which is well known due to high
levels of publicity

This standard has for the most part been completely ignored by the construction industry
in the U.S. as only 42 construction companies are certified.
Construction Contractor Quality System Audit Checklist
Due to the lack of a basic construction quality assurance program for the construction
industry, a construction contractor, quality system audit checklist was developed to
assess a construction contractor’s quality system.

The checklist was developed utilizing the following steps:

1) Using the ISO 9000: 1994 standard as a guide.
2) Stripping those elements from the standard that are not essential to construction.
3) Adding quality elements that are unique to construction.

Corporate Construction Quality Assurance Program

Due to a lack of a standard quality assurance program that meets the needs of the
construction industry, a back-to-basics and streamlined construction quality assurance
program was developed.

The goal was to develop a system that captured the essence of quality assurance,
including:

Assuring quality.

Adding value.

Utilizing a risk-based approach (to minimize the cost of a quality system).

Reducing the cost of quality (and increasing profit).

Providing the tools required to successfully:
Get the job done right the first time.
To find & correct defects before your customer finds them.
Prevent defects from re-occurring.

Why Quality Control?

It is a process of diagnosis and cure. As the facility is erected and commissioned it is
checked against the specification to ensure that it is of the required standard, and any
variance are eliminated. The activities by which this is done must be
(a) planned,
(b) tested,
( c) recorded and,
(d) analysed.

Planned: quality control consumes resources, and so activities must be planned

so that those resources are allowed for in the projects estimated and are
available to conduct the tests at the right time

Tested: it must be known that the method of checking the specification will
highlight variances

Recorded: the results must be recorded to provide a historical record for planning
future projects, and to be able to analyse trends

Analysed: the results must be analysed to determine the cause of any variance
so it can be eliminated and the analysis of trends can indicate potential
problems before they occur.

Quality Control
Quality Assurance
Quality Management
Zero Defects Do the Right Thing Right the First Time
Construction Improvement Process

 Management by Objectives
 Management by Exception
 Management by Walking *
 Cost Analysis *
 Personnel/Equipment Allocation
 Participative Management/Employee Involvement

Obligations and Responsibilities of Management

“ Edward Deming’s 14 Points” :
(1) Create constancy of purpose for the improvement of product or service
(2) Adopt the new philosophy
(3) Cease dependence on mass inspection
(4) End the practice of awarding business on the basis of price tag
(5) Improve constantly
(6) Institute more thorough training
(7) Institute leadership
(8) Drive out fear
(9) Break down barriers between departments
(10) Eliminate slogans and targets
(11) Eliminate work standards
(12)Remove the barriers that rob employees of their right to pride in workmanship (
13) Institute programs of education and self-improvement
(14) Put everybody to work to accomplish the transformation

Basic Quality Control Tool: Cause and Effect Diagram (Fish Bone Diagram)

Basic Quality Control Tool: Cause and Effect Diagram

(Fish Bone Diagram)

Machine Method Man

Problem
Statement

Management Environment Material

Basic Quality Control Tool: Cause and Effect Diagram (Fish Bone Diagram)

Basic Quality Control Tool: Cause and Effect Diagram

(Fish Bone Diagram)

Machine Method Man

Too Slow Poor

Work Wrong Training
Cutter Speed Sequence
Bad Attitude
Too Fast

Problem

Poor Statement
Supervision
Too High Material
Poor Temp Damage
Planning Too Low Incorrect Material

Environment Material
Management
Control Charts
The control chart is a graph used to study how a process changes over time. Data are
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).

Control charts for variable data are used in pairs. The top chart monitors the average, or
the centering of the distribution of data from the process. The bottom chart monitors the
range, or the width of the distribution. If your data were shots in target practice, the
average is where the shots are clustering, and the range is how tightly they are clustered.
Control charts for attribute data are used singly.

When to use a Control Chart

When controlling ongoing processes by finding and correcting problems as they occur.
When predicting the expected range of outcomes from a process.
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).
When determining whether your quality improvement project should aim to prevent
specific problems or to make fundamental changes to the process
20

15

10

-5

-10

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

Range Chart
60

50

40

30

20

10

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Improving Quality
Four-Step Approach to Quality Improvement.
1) Early QI efforts assumed that improvements could be readily attained by
adding new or more things, such as new machines, procedures, training, or
supplies
2) It was believed that simply adding more resources or inputs would improve
quality
3) People working to improve quality learned that increasing resources does not
always ensure their efficient use and, consequently, may not lead to
improvements in quality.

Four Step Approach to Quality Improvement

1) Step one: Identify > Determine what to improve
2) Step two: Analyze > Understand the problem
3) Step three: Develop > Hypothesize about what changes will improve the
problem and develop solution strategy based on these changes
4) Step four: Test and implement > Test the hypothesized solution

1) Identify :
The goal of the first step, identify, is to determine what to improve.

This may involve a problem that needs a solution, an opportunity for improvement that
requires definition, or a process or system that needs to be improved. Examples of
problems or processes that are commonly identified include low coverage, inadequate
counseling, lack of drugs, lost lab reports, and excessive waiting time.
This first step involves recognizing an opportunity for improvement and then setting a
goal to improve it. Quality improvement starts by asking these questions:
What is the problem?
How do you know that it is a problem?
How frequently does it occur, or how long has it existed?
What are the effects of this problem?
How will we know when it is resolved?

How Project Quality Management can be Applied More Effectively?

1. Customer-First Attitude
2. Teamwork & Cooperation
3. Internal Customer Support
4. Long Term Improvements are Better Than Quick Fixes
5. Facts and Data are Better Than Hunches and Guesses (Walang Patsamba
tsamba)
6. Worry About Solutions. Don’t Concentrate on Finding Fault
7. Total Involvement is the Key
8.Make this a People Intensive Process
9. Promote a Spirit of Commitment

IS CONSTRUCTION SCHEDULE IMPORTANT TO ATTAIN PRODUCTIVITY IN CONSTRUCTION?

IMPORTANCE OF QUALITY PROJECT PLANNING AND SCHEDULING IN CONSTRUCTION

IMPORTANCE OF QUALITY PROJECT PLANNING AND

SCHEDULING IN CONSTRUCTION

(we are concerned with the

timing
SCHEDULING aspects, that is, how much
duration to be allocated in
the activity

PROJECT Project Scheduling

MANAGEMENT
a. Time Estimates
CYCLE
b. Timing Calculations
c. Job Scheduling
The objectives of the Project Quality Management is defined as an attempt to make the
most efficient and effective use of the resources:

* Money
* Manpower
* Machine/Equipment
* Methods
* Materials

Proper utilization of resources will result a higher productivity, improve performance and
customer satisfaction

C OST

PROJECT
QUALITY
MANAGEMENT
T ime Q uality

Case Study
The Utility Operations organization of the construction company received a new heavy
equipments. It is the latest technology and will replace its twenty five (25) year old
model. It uses computerized controls vs manual in the old system. There has been very
little turnover in the utility staff over the last 30 year and most operators are not familiar
with computerized applications. Managements expectations are that the new system
will be more efficient, come on line quicker than the old system and last longer. The
team has been asked to write a procedure and develop training to ensure the
expectations are met.
Question: How would you apply the three steps of quality management?
Quality Planning
Perform Quality Assurance
Perform Quality Control

High
Train
in g Qu
alific
ation
% Quality

i ty
p l ex
C om
re
e du
oc
Pr
Low
Quality/Grade
IMPORTANCE OF QUALITY PROJECT PLANNING AND SCHEDULING IN CONSTRUCTION

IMPORTANCE OF QUALITY PROJECT PLANNING AND

SCHEDULING IN CONSTRUCTION

PLANNING

PROJECT
MANAGEMENT
CYCLE SCHEDULING

CONTROL
IMPORTANCE OF QUALITY PROJECT PLANNING AND
SCHEDULING IN CONSTRUCTION

(we determine WHAT is to

PLANNING be done in accomplishing a
project)

PROJECT
Project Planning
MANAGEMENT
a. Objectives
CYCLE
b. Content of project
c. Arrow Diagram (Network Diagram)
IMPORTANCE OF QUALITY PROJECT PLANNING AND
SCHEDULING IN CONSTRUCTION

(we are concerned for providing

timely follow-up
CONTROL
information a convenient and
effective form)

PROJECT Project Control

MANAGEMENT a. Follow-up
CYCLE
b. Updating
c. Reporting
IMPORTANCE OF QUALITY PROJECT PLANNING AND
SCHEDULING IN CONSTRUCTION

(we determine WHAT has to

PLANNING be done in accomplishing a
project)

PROJECT (we are concerned

with the timing
MANAGEMENT
SCHEDULING aspects, that is,
CYCLE
how much)

CONTROL (we are concerned for providing

timely follow-up
information a convenient and
effective form)
 MONITORING PROCEDURES AND
CONTROL OF WORK PROGRESS

ACTION Planned
% REQUIRED
Completion
Actual

Time
 The
im a
ge Control Cycle
can
not
be

Gather Facts
& Data

Take
corrective
action and
re-plan
Analysis of
Data and
Progress
Predict likely
outcome of current
course of project

CONTROL INFORMATION PROVIDES A BASIS FOR MANAGEMENT DECISIONS, AND THE

FOLLOWING REQUIREMENS SHOULD BE SATISFIED BY AN EFFECTIVE CONTROL SYSTEM
It should draw immediate attention to significant deviations from what is planned

true and meaningful comparisons must be possible

the information should indicate what corrective action is necessary, and by

whom the action should be taken

key areas of control must be chosen with care, so that the results of control are
worth the time and effort

THREE ELEMENTS TO BE CONTROLLED IN A CONSTRUCTION PROJECT

 THREE ELEMENTS TO BE
CONTROLLED IN A
CONSTRUCTION PROJECT

• Progress vs Time
• Cost vs Tender or Budget
• Quality vs Specification
TIME

CONTROL QUALITY
COST

QUALITY MANAGEMENT SYSTEM

A Quality Management System provides a structure, including documentation and
processes, which enables the delivery of products and services to be controlled and
managed to consistently meet the specified requirements.

The extent and detail of the documentation and processes included in a service
provider’s Quality Management System would be determined to suit the products,
services, practices and characteristics of the service provider, its customers’
requirements, and the needs of its personnel and its own service providers. Establishing
and implementing a Quality Management System involves:
• Identifying the areas and assessing the associated level (likelihood and impact)
of risk of products and services not conforming with the specified requirements;
• developing processes, generally documented as plans and procedures, to
manage the risks;
• identifying and providing resources and allocating responsibilities to suit the
plans and procedures;
• implementing the plans and procedures;
• monitoring, auditing and improving the implementation of plans and
procedures; and
• regularly reviewing and improving the Quality Management System. QUALITY
MANAGEMENT SYSTEM
DEVELOPING A QUALITY MANAGEMENT SYSTEM
The scope and extent of documentation in a service provider's Quality Management
System will depend on the products and services delivered by the service provider and
the particular customer requirements, including those of the agencies with which they
wish to work. Service providers must allocate resources, including personnel with sufficient
knowledge, skills and experience in quality management, and have corporate
procedures for developing, implementing and maintaining their Quality Management
System, Quality Management Plans, and Inspection and Test Plans, as applicable, and to
monitor their effective implementation with contracts. Service providers that purchase or
subcontract products and/or services would ensure each customer’s quality
requirements are reflected in the applicable purchase or subcontract documents.

TIME CONTROL
Planned Completion Dates for each Stage or Phase

Contractor’s responsibility is to prepare a DETAILED WORK PLAN which meets the

requirements of the contract

Responsibility of the General Contractor to coordinate the work of his subcontractors,

suppliers and other stakeholders of the project

Important Steps That We Need To Do

(Project Engineer) In Controlling The
Progress Of The Project
As each Target
Establish
Event Occurs,
“TARGETS” or
MILESTONES” Compare Actual vs
Asses the Effect of Targeted
PERFORMANCE Performance”
TO DATE ON
FUTURE
If necessary, RE-PLAN Request Appropriate
so as to achieve PROGRESS
Action from those
Original Targets or to
come as near as directly responsible
possible to achieve for the various
them activities
 MA T
CAS
TE E
RI F OR
AL ST
S CO

I M
AT E
P
PROJECT
BUDGET

ES P R
C A IC
LA E
S T TI
ON
E

A GOOD AID TO KEEP THE COST FORECAST UP TO DATE IS A “COST DIARY” FOR EACH
ACCOUNT
These diaries should include such information as:
cost checks prepared during the designing stage
contracts with consultants, contractors, suppliers and other organizations
variations orders, and variations foreseen
expected cost changes due to disturbances in the planned progress of the works
Control Curves %
Completion

Time

• S-Curve relate to the value of WORK done, not to cash

payments

• Contractors are paid PERIODICALLY, usually monthly, in a

way related to the value of the WORK COMPLETED

• Cash Flow may be derived from the value of S-Curve

QUALITY CONTROL

QUALITY CONTROL
Quality control in a construction project should aim at satisfying the
client’s stated needs and requirements. QC must be exercised during
all stages of a project

BRIEFING DESIGNING TENDERING CONST. COMMISSIONING

STAGE STAGE STAGE STAGE STAGE

INCOMPETENT BIDDERS
PREQUALIFICATION OF

requirements
fulfillment of

building in
OVERALL CONTROL

Control
Control

use
DECISION MAKING

inspection Special test