99994736

Quality Assurance and Quality
Control (QA/QC)
Organized by:
Construction Development Board, CDB
College of Science and Technology, CST
Karma Tempa
Quality?
What, Why and Who?

What we need?
Quality Control Process
What we need?
Construction Quality Control Process
Quality Quality
Assurance (QA) Control (QC)
Quality: A degree or grade of excellence or worth.
Assurance: The act of giving confidence, the state of

being certain or the act of making certain.
Quality Assurance: The planned and systematic

activities implemented in a quality system so that
quality requirements for a product or service will be
fulfilled.
Control: An evaluation to indicate needed corrective

responses; the act of guiding a process in which
variability is attributed.
The observation techniques and activities used to
fulfil requirements for quality.
Who? Usually the CONTRACTOR (or a
third party) is responsible for
Quality
performing Quality Control
Control (QC)
(QC) making sure that the
standards are meet for
production.
Quality
Assurance Usually the GOVERNMENT or
(QA) outside third party is
responsible for performing
Quality Assurance (QA). QA is
spot checking of contract
compliance, test results, and
ultimately making sure that the
quality control process is
working.
Quality Assurance (QA)
A government organizations/clients like

BSB, MoWHS or any executing agencies will
have very clear guidance on what is
required per contract as far as the QA/QC
is concerned.
 Policy and Guidelines
 Standards and Specifications
 Rules and Regulations
 Terms and conditions of the contract
Quality Assurance (QA): Responsibility??
Involves REGULAR BUT RANDOM TESTING OF

MATERIALS and workmanship (time-based or
work-based intervals)
Prevent, identify, and correct quality-related

problems
During the construction process, QA instructors

mostly provide guidance and leadership to the
construction people
Quality Control (QC)
 The Construction contract defines the quality
standards and the quality control testing requirements.
 The contractor must prepare a detailed quality control

plan for each definable feature of work detailing on how
the quality standard will be achieved. (Do we apply?)
 The quality control plan must be approved before the

start of the particular work.
 The contract requires that the QC testing lab be

validated by the approved source (Institutions,
consultant, competent testing house /firm or
agency..etc).
Quality Control vs. Quality Assurance: What’s the
Difference?
Analogy: You Driving on a Freeway
• Quality Assurance-: “Do it

right the first time“--Preventive
Quality checks.
• Quality Control: Fix it when

ever it goes or is going wrong.
• In recent years, QA is defined

to include QC
Difference?
Driving Quality Assurance

Before Driving: adjust seats, mirrors, temp, etc.
During Driving:
Occasional glances at:
- speed gage to ensure speed is not excessive
- side mirror before changing lane These are preventive
- road sides to read road signs, etc. measures
No distractive activities (reading, eating, etc.)
Difference?
Driving Quality Control
Swerving to avoid deer crossing the

highway
Steering to right if car is straying into left
lane These are corrective
Braking to avoid hitting slowed car in front measures
When?
Contract formulation: Quality Assurance
Specifications for Building and Road Works
Project Specific Specifications
Concrete Mix Design (Grade) or Job Mix formula (Usually concrete mix design for
RCC structures and JMF for road design).
Construction Phase: Quality Control

Planning and setting of site amenities
Construction process
Supervision, inspection and monitoring
Material testing and verification
Where?
Infrastructure development projects
1. Building construction
2. Road construction
3. Bridge construction
Details will be discussed in training session-2

and session 3.
Construction Quality Plan
Construction quality plan is that procuring agency
want to know how you are going to control the quality
on their projects.
So, when you write your plan, make it clear how you will
control all areas of the project that affect quality – not
just what inspections and tests you’ll perform.
For example, controlling materials, personnel,

subcontractors, and work procedures also play an
important role in ensuring quality results.
So how you propose quality plan !!

1. Project personnel
2. Quality Communication
3. Quality assurance surveillance
4. Subcontractors and suppliers.
5. Project quality specifications
6. Inspections and tests.
7. Control of non-conformances
8. Project completion inspections.
Inspection and Test Plans (ITP)
Project completion inspections.
Project handing – taking: Committee
-Detail measurements
-Check for defects
-Uncompleted works as per the contract
-Additional works
-Finishing
-Etc......
Most common problems observed
and what can be done
Problems What can be done
Design, drawings, Documents should undergo
specifications not scrutiny by equally
clear, not complete competent persons (human
errors are natural)
No drawings at site Always carry drawings, you
cannot remember
everything
Site engineers do • Read, read & read to
not read the understand what you are
documents supposed to do
• Ask the seniors, architects,
designers if you do not
understand
No site • Contractor is responsible for
engineer at site day to day supervision
• Make it mandatory in the
contract document to post a
qualified site engineer
• Government engineers
check on contractor’s
engineer and monitor
important quality aspects
Even physical Checking of size, shape,
parameters of works slope, length, breath, depth,
and materials not weight, volume, diameter,
checked etc..etc.. is possible….please
do it !!!
Everything is not Make best use of the

possible to be engineering knowledge.
detailed in the Above all, use common sense
documents to solve practical problems
Poorly or no Records are important for
records maintained many reasons, for
accountability, for future
reference, for improvement,
keep proper records
Inadequate Conduct regular meetings to

communication review progress, to resolve
with the contractor problems, to understand
each other better
Poor or no management • Site management is
at the work site (safety equally important for
for the workers & general safety & public
public) convenience
• Need little extra efforts
to guide the contractor’s
site engineers & workers
on storage of materials,
equipment, tools &
cleaning up of site after a
day’s work
Why Quality?
Utility Economy
Safety
Comfort Aesthetic
The Root of all Evils
QUALITY ???
WHO’S RESPONSIBILITY
Indication of:
Overall Structural Failure
QUALITY ???
QUALITY ???
Indication of:
Bonding failure
Application of inappropriate cement motor ratios
Improper placement of masonry course
Weak connections
Indication of:
QUALITY ???
•Bonding failure
•Application of inappropriate cement motor ratios
•Wrong placement of masonry course
•Weak connections
QUALITY ???
Indication of:
•Bonding failure
•Application of inappropriate cement motor ratios
•Mistake in placement of masonry course
QUALITY ???
Important Notes on Construction
Quality
• Quality is not separate from construction; it is an integral part

• Quality is not only on the end product after completion; it is in
the process during construction
• Ensuring quality is everyone’s responsibility; the surveyor,
designer, suppliers and supervisors,
• BUT IT IS MOSTLY IN THE HANDS OF THE

BUILDER/CONTRACTOR
End of Session-01
Thank you
International Journal of Mechanical Engineering and Technology (IJMET)
Volume 8, Issue 3, March 2017, pp. 108–113 Article ID: IJMET_08_03_012
Available online at http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=3
ISSN Print: 0976-6340 and ISSN Online: 0976-6359
© IAEME Publication Scopus Indexed
QUALITY CONTROL AND SAFETY DURING

CONSTRUCTION
Amani, M Al Hadidi
Faculty of Engineering, Hashemite University, Zarqa, Jordan
ABSTRACT
The concept of Quality control has arisen to ensure that customer demands, and a
level of quality and conformance are achieved. Quality Assurance is provided through
the implementation of systemic management techniques ensuring control of the
activities carried out by each party. This research provides a review of the topic of
Quality control. In particular it looks at the meaning of quality control and the needs
for its introduction into the construction industry.
Current quality standards in the construction industry and the alternative quality
systems, including the British Property Federation system, the Construction Industry
Development Association's Code of Practice, and the Building and Construction
Council's Quality Assessment Scheme are discussed. The quality control and safety
during construction are highlighted.
Key words: Quality Assurance, Quality control, safety construction, Quality
Assessment.
Cite this Article: Amani, M Al Hadidi, Quality Control and Safety During
Construction. International Journal of Mechanical Engineering and Technology, 8(3),
2017, pp. 108–113.
http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=3
1. INTRODUCTION
Quality control and safety represent increasingly important concerns for project managers.
Defects or failures in constructed facilities can result in very large costs. Even with minor
defects, re-construction may be required and facility operations impaired. Increased costs and
delays are the result. In the worst case, failures may cause personal injuries or fatalities.
Accidents during the construction process can similarly result in personal injuries and large
costs. Indirect costs of insurance, inspection and regulation are increasing rapidly due to these
increased direct costs. Good project managers try to ensure that the job is done right the first
time and that no major accidents occur on the project.
As with cost control, the most important decisions regarding the quality of a completed
facility are made during the design and planning stages rather than during construction. It is
during these preliminary stages that component configurations, material specifications and
functional performance are decided. Quality control during construction consists largely of
insuring conformance to this original design and planning decisions.
http://www.iaeme.com/IJMET/index.asp 108 editor@iaeme.com

Amani, M Al Hadidi
While conformance to existing design decisions is the primary focus of quality control,
there are exceptions to this rule. First, unforeseen circumstances, incorrect design decisions or
changes desired by an owner in the facility function may require re-evaluation of design
decisions during the course of construction. While these changes may be motivated by the
concern for quality, they represent occasions for re-design with all the attendant objectives
and constraints. As a second case, some designs rely upon informed and appropriate decision
making during the construction process itself. For example, some tunneling methods make
decisions about the amount of shoring required at different locations based upon observation
of soil conditions during the tunneling process. Since such decisions are based on better
information concerning actual site conditions, the facility design may be more cost effective
as a result.
With the attention to conformance as the measure of quality during the construction
process, the specification of quality requirements in the design and contract documentation
becomes extremely important. Quality requirements should be clear and verifiable, so that all
parties in the project can understand the requirements for conformance. Much of the
discussion in this chapter relates to the development and the implications of different quality
requirements for construction as well as the issues associated with insuring conformance.
Quality Assurance
“Quality Assurance” is a term that often is not fully understood. Indeed the concept of quality
assurance often gets confused with quality control and quality inspection.
The American Society for Quality™ (ASQ) is regarded as one of the world’s leading
authorities on quality the ASQ defines assurance and quality as follows:
Assurance: The act of giving confidence, the state of being certain or the act of making
certain.
Quality Assurance: The planned and systematic activities implemented in a quality system
so that quality requirements for a product or service will be fulfilled.
Control: An evaluation to indicate needed corrective responses; the act of guiding a process
in which variability is attributable to a constant system of chance causes.
Quality Control: The observation techniques and activities used to fulfill requirements for
quality.
2. SAFETY DURING THE CONSTRUCTION

Safety during the construction project is also influenced in large part by decisions made
during the planning and design process. Some designs or construction plans are inherently
difficult and dangerous to implement, whereas other, comparable plans may considerably
reduce the possibility of accidents. For example, clear separation of traffic from construction
zones during roadway rehabilitation can greatly reduce the possibility of accidental collisions.
Beyond these design decisions, safety largely depends upon education, vigilance and
cooperation during the construction process. Workers should be constantly alert to the
possibilities of accidents and avoid taken unnecessary risks.
3. ORGANIZING FOR QUALITY AND SAFETY

A variety of different organizations are possible for quality and safety control during
construction. One common model is to have a group responsible for quality assurance and
another group primarily responsible for safety within an organization. In large organizations,
departments dedicated to quality assurance and to safety might assign specific individuals to
assume responsibility for these functions on particular projects. For smaller projects, the
project manager or an assistant might assume these and other responsibilities. In either case,

Quality Control and Safety During Construction
insuring safe and quality construction is a concern of the project manager in overall charge of
the project in addition to the concerns of personnel, cost, time and other management issues.
Inspectors and quality assurance personnel will be involved in a project to represent a
variety of different organizations. Each of the parties directly concerned with the project may
have their own quality and safety inspectors, including the owner, the engineer/architect, and
the various constructor firms. These inspectors may be contractors from specialized quality
assurance organizations. In addition to on-site inspections, samples of materials will
commonly be tested by specialized laboratories to insure compliance. Inspectors to insure
compliance with regulatory requirements will also be involved. Common examples are
inspectors for the local government's building department, for environmental agencies, and
for occupational health and safety agencies.
4. QUALITY STANDARDS IN THE CONSTRUCTION INDUSTRY

The international standard series IS0 9OOO covers quality assurance and has been adopted by
many countries, including Australia, and published as national standards. In Australia they are
theAS3900series, Quality Systems. Because they are of general application, an attempt to
provide specific guidance for building and construction was made in Australia by creating AS
2990 -1987 Quality Systems for Construction and Engineering Projects. This standard has
been applied by larger companies in mainly government contracts, but is to be phased out in
1995. A new standard AS3905.2-1993 is to provide guidelines toAS3901, AS 3902 and AS
3903 for construction AS2990 - 1987. This particular quality system has been adopted from a
Canadian series of standards (CSA 2299) primarily dealing with manufacturing and the
electricity generating industries. The standard’s theme is to encourage contractors to produce
quality manuals that clearly define their philosophies and policies towards quality, and how
they intend to implement such a policy. One advantageous feature of this system is that it
enabled those concerned with the project to choose hom three categories of quality systems
thereby giving more flexibility in the use of the standard. Each category identifies the risks
involved in the project, the accessibility to Quality Assurance resources and the contractors’
capacity to deliver Quality Assurance. The categories in order of complexity are as follows:
Category A
High commercial hazard risks good access to Quality Assurance resources high capacity of
Contractors to deliver Quality Assurance
Category B
Good access to Quality Assurance resources high capacity of contractors to deliver Quality
Assurance
Category C
Low commercial hazard risks reasonable access to Quality Assurance resources reasonable
capacity of contractors to deliver Quality Assurance As no two commerce projects are the
same, this system helps the project team by enabling them to choose the category best suited
to their projects’ aims and objectives. Once the appropriate category has been chosen for the
project, then the exact Quality System to be incorporated will be known. It is here that the
“adopted standard presents its first problem. As the system has been from Canada, there is no
grounding for its development in Australia and consequently no input into its requirements.
The danger of adopting other people’s quality documents is obvious [191. Added to this, the
standard is predominantly one for the manufacturing and electricity generating industries
which creates the following problems for AS 2990 - 1987: it requires much technical input
which therefore makes the system an expensive one to implement and run. due to its origins
in Canada and the fact that it was developed for a manufacturing type industry, the

Amani, M Al Hadidi
terminology used does not always suit that required in the building industry, nor in the
Australian context. There is no allowance in the system for varying levels of quality of the
project; this is often the case in the construction industry, unlike the manufacturing industry
on which this standard is based. The system includes an assumption that the manufacturer of
the product is also the designer. This is very rare in the construction industry
5. WORK AND MATERIAL SPECIFICATIONS

Specifications of work quality are an important feature of facility designs. Specifications of
required quality and components represent part of the necessary documentation to describe a
facility. Typically, this documentation includes any special provisions of the facility design as
well as references to generally accepted specifications to be used during construction.
General specifications of work quality are available in numerous fields and are issued in
publications of organizations such as the American Society for Testing and Materials
(ASTM), the American National Standards Institute (ANSI), or the Construction
Specifications Institute (CSI). Distinct specifications are formalized for particular types of
construction activities, such as welding standards issued by the American Welding Society, or
for particular facility types, such as the Standard Specifications for Highway Bridges issued
by the American Association of State Highway and Transportation Officials. These general
specifications must be modified to reflect local conditions, policies, available materials, local
regulations and other special circumstances
6. TOTAL QUALITY CONTROL

Quality control in construction typically involves insuring compliance with minimum
standards of material and workmanship in order to insure the performance of the facility
according to the design. These minimum standards are contained in the specifications
described in the previous section. For the purpose of insuring compliance, random samples
and statistical methods are commonly used as the basis for accepting or rejecting work
completed and batches of materials. Rejection of a batch is based on non-conformance or
violation of the relevant design specifications. Procedures for this quality control practice are
described in the following sections.
An implicit assumption in these traditional quality control practices is the notion of an
acceptable quality level which is a allowable fraction of defective items. Materials obtained
from suppliers or work performed by an organization is inspected and passed as acceptable if
the estimated defective percentage is within the acceptable quality level. Problems with
materials or goods are corrected after delivery of the product.
In contrast to this traditional approach of quality control is the goal of total quality
control. In this system, no defective items are allowed anywhere in the construction process.
While the zero defects goal can never be permanently obtained, it provides a goal so that an
organization is never satisfied with its quality control program even if defects are reduced by
substantial amounts year after year. This concept and approach to quality control was first
developed in manufacturing firms in Japan and Europe, but has since spread to many
construction companies. The best known formal certification for quality improvement is the
International Organization for Standardization's ISO 9000 standard. ISO 9000 emphasizes
good documentation, quality goals and a series of cycles of planning, implementation and
review.
7. CONCLUSION
The process of construction is becoming more quality orientated. There is a greater interest in
obtaining better value for money. In order to successfully implement a quality management

Quality Control and Safety During Construction
program there must be a total commitment by top management to improve company

performance. This includes both establishing a company structure and operating procedures
which fit the company objectives. A QA system does not promise to solve all problems on a
construction site. It does, however, ensure that, if conducted properly, the chances of
committing mistakes are greatly reduced. Similarly as a consequence of the additional
documentation and planning, potential problems have a better chance of being recognized
prior to their occurrence. Quality Assurance systems should commence at the brief and design
stages of a project, and continue throughout the construction until completion. Quality
Assurance will only work effectively if all parties involved, client, designer, contract
administrator, contractor and subcontractors, are convinced that Quality Assurance is good for
their own business.
Safety during the construction project is also influenced in large part by decisions made
during the planning and design process, safety largely depends upon education, vigilance and
cooperation during the construction process. Workers should be constantly alert to the
possibilities of accidents and avoid taken unnecessary risks.
REFERENCES
[1] Quality Control and Safety During construction.
http://pmbook.ce.cmu.edu/13_Quality_Control_and_Safety_During_Construction.html
[2] Ang, A.H.S. and W.H. Tang, Probability Concepts in Engineering Planning and Design:
Volume I - Basic Principles, John Wiley and Sons, Inc., New York, 1975.
[3] Au, T., R.M. Shane, and L.A. Hoel, Fundamentals of Systems Engineering: Probabilistic
Models, Addison-Wesley Publishing Co., Reading MA, 1972
[4] Bowker, A.H. and Liebermann, G. J., Engineering Statistics, Prentice-Hall, 1972.
[5] Fox, A.J. and Cornell, H.A., (eds), Quality in the Constructed Project, American Society
of Civil Engineers, New York, 1984.
[6] International Organization for Standardization, "Sampling Procedures and Charts for
Inspection by Variables for Percent Defective, ISO 3951-1981 (E)", Statistical Methods,
ISO Standard Handbook 3, International Organization for Standardization, Paris, France,
1981.
[7] Skibniewski, M. and Hendrickson, C., Methods to Improve the Safety Performance of the
U.S. Construction Industry, Technical Report, Department of Civil Engineering, Carnegie
Mellon University, 1983.
[8] United States Department of Defense, Sampling Procedures and Tables for Inspection by
Variables, (Military Standard 414), Washington D.C.: U.S. Government Printing Office,
1957.
[9] United States Department of Defense, Sampling Procedures and Tables for Inspection by
Attributes, (Military Standard 105D), Washington D.C.: U.S. Government Printing Office,
1963.
[10] what is quality assurance http://www.buildingprofessionals.com/quality-assurance/what-
is-quality-assurance-2
[11] Quality Assurance in the Construction Industry Albert P.C. Chan a School of Building and
Planning, University of South Australia , North Terrace, Adelaide, SA, 5000, Australia
[12] Wocdhead, W.D. & Syafraniec, A. (1993) Quality assurance – beyond theory into
practice, Australian Institute of Building Bulletin No. 1,Canberra
[13] StandardsAustraliaAS3900,3901,3902,3903,390(41 987),Standards

Amani, M Al Hadidi
[14] Standards Australia AS 2990 (1987), Standards Australia, Sydney

[15] Bant Singh and Dr. Srijit Biswas, Effect of E-Quality Control on Tolerance Limits in
WMM & DBM in Highway Construction - A Case Study. International Journal of
Advanced Research in Engineering and Technology (IJARET). 4(2), 2013, pp. 33–45
[16] Amani, M Al Hadidi. Assessment and Quality Assurance. International Journal of Civil
Engineering and Technology, 8(1), 2017, pp. 199–202.

National Conference on Research Advances in Communication, Computation, Electrical Science and Structures
(NCRACCESS-2015)
Quality Control and Quality Assurance In Building Construction
R.Lakshmi
Construction Engineering and Management
Tsm Jain College of Technology
500 construction equipment manufacturing companies in all

ABSTRACT of India. The sector is labor-intensive and, including
The purpose of this thesis is to evaluate the use indirect jobs, provides employment to more than 35 million
of Quality Function Deployment (QFD) as a management people.
tool to benefit project managers. The United States
building construction of Engineers is one of the largest
construction management organizations in the world, 1.2 CONSTRUCTION INDUSTRY AND QA&QC
annually performing over 3.5 billion dollars worth of Construction Industry plays a major role in
work. The project manager has primary responsibility the economic growth of a nation and occupies a pivotal
within the construction, to ensure the design both fulfils position in the nation’s development plans. India’s
user's requirements and is prepared correctly, and that construction industry employs a work force of nearly 32
quality control/assurance procedures are correctly million and its market size is worth about Rs. 2, 48,000
administered. QFD was developed and to improve crores. It is the second largest contributor to the GDP after
quality and lower costs in industrial and business related the agricultural sector. Construction sector is viewed as a
fields, by assuring all of building construction service industry. It generates substantial employment and
operational decisions are driven by owner needs. It uses a
provides growth impetus to other manufacturing sectors like
set of matrices to relate owner wants and needs with
project specifications and requirements.QFD assists
cement, bitumen, iron and steel, chemicals, bricks, paints,
project managers to clearly identify and prioritize owner tiles etc. whose combined value is Rs.1, 92,000 crores
and labour requirements in development of the annually. The construction equipment market is valued at
conceptual and final design. It is best suited to projects Rs.1,05,000 crores. The Project owner, construction
involving repetition of units or when higher-than-average companies, consultants, bankers and financial institutions,
quality is demanded. Managers are able to make better vendors & suppliers and even the service providers, each
informed decisions made during the delivery process, has his own fears of following QCAO in the conduct of
resulting in a better owner satisfaction. To testing of business. The magnitude of the quality is indeterminate at
required building construction materials and to times. What needs to be determined is:
determine the quality and quantity of our required area
a. The proportion of real versus perceived quality and
of the building construction The CQAP details the
systems and controls that GE has put in place so that the
approval. This document is being submitted and to satisfy
quality of the project will meet the requirements that requirement of quality.
specified in the report. GE provides definition and b. The real import and the importance of quality control
overall management of the quality approach to be and assurance in small building construction.
followed by its contractors and consultants. The quality
of the RA implementation will be ensured through an 1.2.1 QUALITY CONTROL
integrated system of quality assurance performed by the Monitoring specific project result to determine if
Construction Manager and quality control provided by they comply with relevant quality standards and identifying
the contractors. GE's Construction Manager is ways to eliminate cause of unsatisfy performance Contract
responsible for the day-to-day Coordination of quality
documents comprise a clear, complete, and accurate
assurance and quality control measures in the field.
description of the facility to be constructed, correctly
conveying the intent of the owner regarding the
INTRODUCTION
characteristics of the facility needed to serve his or her
GENERAL
purposes. The contract documents define a constructed
The Construction industry of India is an
facility considered acceptable under the applicable
important indicator of the development as it creates
regulatory codes and standards of professional practice, in
investment opportunities across various related sectors. The
terms of its reliability, the ease with which maintenance and
construction industry has contributed an
repairs can be performed, the durability of its materials and
estimated 6708 billion to the national GDP in 2011-12 (a
operating systems, and the life safety provided to its users.
share of around 8%). The industry is fragmented, with a
The facility is constructed in accordance with those
handful of major companies involved in the construction
documents.
activities across all segments; medium sized companies
specializing in niche activities; and small and medium 1. INPUTS
Work results, quality management plan,
contractors who work on the subcontractor basis and carry
Operational definitions, checklists
out the work in the field. In 2011, there were slightly over
ISSN: 2348 – 8352 www.internationaljournalssrg.org Page 29

(NCRACCESS-2015)
2- TOOLS AND TECH. construction acceptance criteria, and construction
Inspection, Control charts, Pareto diagrams, audits.
Statistical sampling, flowcharting, vi. Section 6 - Construction Deficiencies: describes the
Trend analysis procedures for tracking construction deficiencies
3- OUTPUTS from identification through acceptable corrective
Quality improvement, Acceptance decisions, action.
rework, Completed checklist vii. Section 7 - Documentation: describes the procedures
Process adjustment for the project documents that will be managed
through a combination of a secure document filing
1.2.3 QUALITY ASSURANCE and storage system and computerized Document
Evaluating overall project perform on a regular Tracking System.
basis to provide confidence that the project will satisfy the viii. Section 8 - EPA Approvals: describes EPA
relevant quality standards approvals applicable to the FSWC and PEI QC/QA.
ix. Section 9 - Field Changes: describes handling of
1. INPUTS quality plan changes to assure QC/QA objectives are
Quality management plan, Result of quality met.
control measurements, Operational definitions x. Section 10 - Final Reporting: describes the QC/QA
documentation for FSWC and PEI to be submitted to
2. TOOLS AND TECH. EPA in the Construction Completion Report.
Quality planning tools and techniques, Quality xi. Section 11 - References: provides bibliographic
audits references to key documents referred to in the body of
3. OUTPUTS the plan.
Quality improvement
1.5 BACKGROUND AND PROBLEM
1.3 PROJECT SETTING FORMULATION
The location of the site is at arkkavadi in The construction sector in Sweden has for some
villupuram district and it is having surrounding facility. time suffered from poor performance and a lack of control
Land mark of site such as west side of that building having in various steps of the process. Due to the sector’s problems
big sugar mill at Moongilduraipattu, and east side of that with numerous faults and the increased costs for buildings,
building having Sri Ranganathar Temple at Thiruvarangam. the Swedish government initiated the Building Commission,
whose assignment was to focus on where the problems were
1.4 CQAP ORGANIZATION and how to increase the effectiveness instead of the costs.
They found, amongst other things, problems with cost and
This CQAP is organized into eleven sections. faults related to the construction. Risks and other
i. Section 1 - Introduction: describes the project uncertainties can cause losses that lead to increased costs,
setting, the contracts and related RAWPs, and the time delays and lack of quality during the progression of the
CQAP quality program overview. projects and at their end. Quality and uncertainties appear in
ii. Section 2 - Project QC/QA Organization: presents various shapes. In projects the objectives are most often
the organizations and key personnel involved in the related to time, cost, quality and function and client
construction of the RA, their responsibilities and satisfaction. In organizations, depending on the risk
authorities, the structure of the QC/QA organization management focus, different relations between the
and the minimum training and experience of the objectives and the definition of quality exist. The quality
Construction Quality Assurance Officer (CQAO) and definition is therefore highly dependent on the choice of
personnel. applied management focus in the organization. In the
iii. Section 3 - Submittals: presents the procedures for construction industry the management focus on site is
processing submittals from contractors and vendors. closest related describe as project quality management and
iv. Section 4 - Performance Monitoring safety quality management. At other levels, apart from the
Requirements: addresses QC/QA for performance project site, the focus is somewhat different. Quality
monitoring requirements applicable to FSWC and management is generally a part of other management
PEI. systems such as risk, environmental or work environmental
v. Section 5 - Inspection and Verification Activities: management systems. Some core values are common in
provides procedures for tracking construction many environmental management systems viz. the
inspection and verification activities for the contract, commitment of all employees, customer focus, management
commitment, focus on process, continuous improvement

(NCRACCESS-2015)
and fact-based decisions. These core values are closely technical specification as determined by the Engineer of
connected and could easily be found in the theoretical Record, the new materials may be used for the work;
framework of quality management. The current focus on otherwise, previously approved materials must be used or
quality management should be regarded as a complement other acceptable materials must be sampled and tested as
and a development of the already implemented management noted above prior to incorporating into the work.
systems used by companies. Either way, quality M. Dudek-Burlikowska*, D. Szewieczek “
management is a crucial part of the total project Quality estimation methods used in product life cycle” in
management system regardless of the focus on time, quality, that In Polish companies, quality of products is a result of
environment or work environment. many connected processes. Those processes are depended
on the factors forming quality products requirements. At
LITERATURE REVIEW present time the organizations put “prevention strategy“
which replaced “detecting strategy“. This approach has
2.1 GENERAL influence on optimisation of production process and
Literature pertaining to similar studies conducted all over reduction of costs and spoilage. According to Quality
the world is collected from various sources to determine the Management System and Quality Control organization
feasibility and scope of the work. Similar studies undertaken should use quality methods in the whole product life cycle.
are as follows: Such activities make it possible to apply the proposed model
in continuous quality improvement.
2.2 SUMMARY OF LITERATURE REVIEW Dr.Ibtisam M. A. Al.Hamidi & Manaf A.
Mohammed “quality control of cost estimation process
1. To determine the quality of building materials like in construction organizations” in that Quality has been
soil, stone, brick, sand, cement, sand, aggregate, emerged in the 1980s as the top strategic issue in industry.
concrete, steel etc. Statistical process control (SPC) is an important element of
2. To determine the Soil Classification, Grain- Size total quality management (TQM).Though SPC techniques
Distribution, Moisture Content, Compaction were originally developed for manufacturing; they have
characteristics, physical and chemical requirements been successfully applied to certain administrative and
for cement. service functions. The objective of this research is to
3. To determine the Sieve analysis, organic impurities, demonstrate the applicability of SPC techniques for quality
soundness, abrasion, deleterious materials, finer, control and improvement in engineering organizations
alkali reactivity for stone aggregate. involved in construction (implementing projects). One of
4. Water-cement ratio, slump test, compressive test for the most important processes to be controlled in
concrete. construction projects (cost estimation process) has been
5. To determine tensile strength of steel and focused on. The technique of controlling such a process has
compressive strength of brick. been defined depending on reviewing the subject in the
previous studies. Adopting individual measurement charts is
2.3 LITERATURES REVIEWED reached as the technique used to control this process
statistically. Practical data, represented as a list of projects
Parsons has studied “construction quality implemented in 2002 by the State Company for
control/quality assurance plan” in that Materials Transportation Projects together with their estimated and
qualification testing will be done prior to construction to actual costs, have been obtained and considered for this
verify that the materials comply with requirements of the purpose (through applying individual measurement charts as
specifications. The contractor will obtain representative a suitable technique for controlling processes statistically)
samples of the materials designated as the proposed source showing the applicability of SPC techniques in engineering
of the materials. Test samples will be sent by the contractor construction organizations which undertake projects along
to the Testing Laboratory. The Testing Laboratory will long period of time. The conclusions reached from this
report all test results for determination of material meeting research are: The application of SPC in Iraqi construction
the acceptance criteria. For soils, sampling and analysis will engineering organizations is extremely disregarded. Change
be performed by the contractor on the onsite borrow in culture of the organization is required before SPC
material source. The CQAO or designee will periodically technique can be effectively used. Management
inspect material being used. If determined that the commitment and training are very important in bringing
characteristics of the material being used differ from the about the cultural change. Control chart technique can be
material initially tested, the CQAO designees will direct the used not only in industry but also in engineering
contractor to repeat the qualification testing. If the new organizations. This study has been dedicated to apply this
material qualification test results meet the criteria of the technique in a construction engineering organization (on the

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organization level); it has been found that this technique is a for successful implementation/development of projects. The
very efficient tool to separate special causes from common results from the research have indicated that weaknesses do
causes of variance. It is possible to include further quality exist within system implementation projects when looking
measures like cost and schedule measures beside the at the QA activities performed to assist with the success of
traditional ones (defect measures) to control quality in the project. Through the literature review conducted, it has
engineering organizations. Five projects (from 24) been found that even though guidance for QA activities
undertaken by SCTP have been discovered out of the exists in the form of models, frameworks and standards,
control limits, which are approximately ±6.5 percent. The these are not specific enough to assist an organisation in
engineers in charge of those projects are advised to take identifying the specific QA activities needed during each
action, and the management to make improvements to the phase of an SDLC.
estimation system, considering that as a policy, by reducing Furthermore, the results that have been obtained from the
the limits to ±5.0 percent to eliminate or reduce the effect of case study indicate that the company whose business
the common causes. It is recommended to adopt SPC in all information system was implemented at the various
engineering, design and construction companies in Iraq to organisations surveyed, does apply QA activities during
control and improve their processes. their normal implementation projects. They also have not
glizelle langerman “the application of quality yet had an unsuccessful implementation, although a lot of
assurance in system implementation projects” Most rework had to be done. This might not be the case for other
system implementation projects fail because they do not organisations that have not yet adopted QA activities in
realise their original purpose and consequently do not meet their implementation strategies. Finally, it is hoped that if a
the requirements of users and organisations. Most often the QA model (as suggested in Figure 6-1) can be implemented
reason for this is quality assurance not being implemented successfully, it will assist organisations in their system
by the project team as well as non-adherence to quality implementation projects and ensure that systems are
standard guidelines. This research study therefore aims to implemented according to specifications, within budget and
determine how organisations apply quality standards during on time.
the implementation of quality assurance in their system Adenuga, Olumide Afolarin has studied
implementation projects. A further aim is to determine what “Factors Affecting Quality in the Delivery of Public
types of problems are experienced in the application of Housing Projects in Lagos State, Nigeria” in that the
quality assurance by organisations that have implemented research work delves into the origin of public housing in
quality assurance in their system implementation projects. Lagos, Nigeria and its development over the years. It
The literature review conducted focuses on what quality is, identifies the challenges of public housing but focuses on
as well as the type of quality control standards and project appraising the quality assurance practices in the
management methodologies that are available. A review of construction industry. The objectives are to examine the
the reasons for unsuccessful system implementation projects factors that hinder effective quality assurance practices; and
and quality initiatives also provides background on where to ascertain who should be largely responsible for
organisations are going wrong. A qualitative research ensuring/enforcing effective quality assurance practices in
methodology, with multiple case studies, is applied in this public housing projects. In achieving the objectives, a field
research study. The results indicate that the organisations survey involving a sample size of 73 respondents, mainly
that participated in this research study did apply quality the professionals in the built environment working directly
assurance methodologies during their system with Lagos State and those managing the housing projects
implementation projects. However, weaknesses existed that, awarded to different contractors using structured
if improved, could enhance the successful implementation questionnaires. The study reveals that the aims and
of systems, the quality of the systems implemented, and the objectives of quality assurance are easily compromised and
time frame in which systems are implemented. Based on the frequently lost since it relies heavily upon the individual
findings of the research study, the researcher has developed contributions to implementation from each designer,
a quality assurance model that can be used during system contractor, supplier and sub-contractor. The study concludes
implementation/development projects. This model is that all have major roles to play in ensuring quality work in
divided into the various system development life cycle public housing projects; enforcement of quality standards by
phases, such as the planning phase, design phase, government agencies, setting up of quality assurance
development phase, etc, indicating the quality assurance department in construction firms and enforcing statutory
activities and deliverables required during each of these requirements as well as providing trainings and seminars on
phases. This approach makes the model unique in the sense quality standard. Severe penalty for non compliance to
that some or all of these phases can be adopted to any quality standards be put in place by government and
company’s system development life cycle methodology to professional bodies. Clients must demand proof of
assist in identifying the activities and deliverables required contractors’ credentials for quality assurance capability

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before compiling their tender lists, and professionals on the technologies applied or recently introduced in the Sudan.
project must try to work together in attaining desired Based on available literature, a generic model was proposed
quality. for the categorization of problems facing the SCI. The
dottorato di ricerca, akram ahmed elkhalifa underlying research scrutinized the challenges facing the
“the construction and building materials industries for SCI and the SBMI and the factors affecting the utilization of
sustainable development in developing countries” The local building materials (LBMs). It measured the relative
construction industry (CI) in developing countries (DCs) importance of the factors influencing the development of
faces multitude challenges Confronting its improved the construction and building materials industries in the
performance and development. Similar to many developing country. Ranking these factors forms a reference for the
countries, the Sudan faces severe problems in its formulation of strategies and policies for the development
construction sector which should be seriously addressed and of the CI to take its due place in the socioeconomic
eliminated. Problems related to building materials (BMs) development of the nation. Moreover, the research indicated
production, supply and management tend to dominate the the interrelationship between these factors, whereby
list of impediments to the development of the Sudanese scenarios could be developed for the improvement of the
Construction Industry (SCI). The main objective of this construction sector performance. The study also examined
study is to conduct a comprehensive and elaborate review the importance of the factors affecting successful
and analysis of the construction and building materials transference of technology for the adoption of appropriate
industries in the Sudan focusing on locally produced building materials and technologies. A questionnaire was
building materials and building technologies employed in constructed and circulated to different stakeholders of the
the provision of housing. The research aimed to delineate SCI for the purpose of collecting primary data about the
the significance of the construction industry in the impediments to the development of the SCI and the SBMI.
socioeconomic development in the Sudan and to assess the The research proposed a causality model to demonstrate
potentials of the country in self sufficiency of key building how the successfulness of technology transfer is influenced
materials. It reviewed the status quo of the Sudanese by the level of awareness of the benefits associated with
Construction Industry (SCI) and the Sudanese Building technology transfer. The subject study provided a set of
Materials Industry (SBMI) by investigating the role of recommendations for the purpose of attaining sustained
construction in the socio-economic development of the development in the construction and building materials
country. The study examined the causality relationship industries in the Sudan. Most of these recommendations are
between construction and the economy as a whole and its expected to be handled by the government and the
subsectors employing statistical tests, namely the Granger professional intuitions jointly with other stakeholders of the
causality test. Data pertaining to the performance of the SCI. The study also identified areas where further research
Sudanese economy during 1982-2009 were employed for is required.
the analysis. The study explored the possibility of producing N.C.D.C “Human Resource and Skill
BMs locally in terms of raw materials availability and Requirements in the Construction Materials and
distribution. Building Hardware Sector” Construction investment
The underlying research demonstrated the role accounts for nearly 52.4% of the Gross Fixed Capital
that innovation and technology transfer (TT) could possibly Formation. Investments in construction have a positive
play in the adoption of appropriate materials and domino effect on supplier industries, thereby contributing
technologies. It examined the role of globalization, immensely to economic development.. Construction
innovation and technology transfer in the development of materials and equipment sector accounts for approximately
the CI in the Sudan and the extent of its effectiveness. Case 8.6% of India’s GDP1 and accounts for nearly two-third of
studies were helpful in understanding the mechanisms the total construction costs on an average. The share of
through which innovative and appropriate technologies are construction materials in project costs ranges from 40-60%
transferred. These case studies covered projects - involving and the corresponding cost for construction equipment
transfer of technology - developed by; research institutes, ranges from 5 to 25%. Construction component comprises
governmental authorities, national and international NGOs, nearly 60-80% of project cost of infrastructure projects like
private sector companies and individual practitioners. The roads, housing etc. In projects like power plants, industrial
study attempted to evaluate the application of appropriate plants, etc. the share, though lower, is critical. Construction
building materials and technologies for housing in the materials and equipment sector comprises of various sub-
Sudan by reviewing research efforts in the field and industries such as:
highlighting the potential role that technology transfer could 1. Cement 2. Steel 3.Construction equipment
play. A comparative analysis, based on cost effectiveness 4. Paints & Chemicals
and environmental impact, was performed to assess the 5. Petroleum products and resins 6. Fixtures and fittings
appropriateness of selected building materials and (including electrical wiring) 7. Aggregates such as

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concrete and asphalt 8.Timber 9.Tilesand rehabilitation of the barrage facilities, several approaches
10.ceramics 11.Aluminium, Glass & Plastics are being considered, including automation. The computer-
Since most of the materials are either manufactured locally, aided technology in particular shows great promise in
in cottage or small scale industry, data available for creating tools 119 to assist QA/QC elements. Past
quantifying the exact nature of linkages with construction is development of QA/QC in Pakistan has shown that the
not very accurate. On the other hand, linkages of products stakeholders must become involved early in the process to
such as paints and petro-products would again be difficult ensure suitable performance. However, in developing some
due to their stronger linkages with other sectors. Whereas in QA/QC systems, the stakeholder is not known and the
case of cement and steel, almost 100% of cement system cannot be tailored for a particular level of domain
production is consumed in construction and about 40 - 60% knowledge. When this situation occurs, it is necessary to
of steel production goes into construction. Thus in this provide flexibility in the system to handle users with
report we will focus on only three major categories of differing levels of knowledge about the domain.
construction material and equipment industry, i.e. cement, Incorporating this flexibility into a computer module is a
steel, and construction equipment. major problem in current QA/QC development and different
“Ammad Hassan Khan, Salman Azhar, Arshad approaches have been tried to deal with the problem. The
Mahmood, Quality Assurance and Control in the experience of quality control and assurance during the
Construction of Infrastructure Services in Developing construction of Taunsa barrage can lead to following
Countries – A Case Study of Pakistan” in that Quality is observations:
one of the critical factors in the success of construction • The performance specifications for construction operations
projects. Quality of construction projects, as well as project specifying the required construction process and specifying
success, can be regarded as the full fillment of expectations the required quality of finished facility remained absent in
(i.e. the satisfaction) of the project participants. The term of application and implementation in the project.
construction industry in Pakistan has been struggling with • The statistical sampling methods (variable and attributes)
quality issues for many years. The construction costs can be commonly used for the quality control has not been used in
significantly reduced if the construction industry embraces the project.
the concept of quality assurance and control that has been • Accurate and useful information collection during
used with great success by service and manufacturing construction is an important part of
industries in Pakistan. However, unlike manufacturing and maintaining quality performance.
service industries, where a standard product is regularly • The capability of the contractors after the pre-qualification
produced, most products of the construction industry are has been evaluated and PQMS are than developed for a
one-offs, specially designed for a specific purpose. Hence, specific project.
attainment of a quality level is difficult both to specify and • In developing countries like Pakistan the quality
to monitor. In this paper, a case study of the quality awareness and consciousness limits is required to be
assurance and control during the execution of Taunsa communicated among the stakeholders through seminars,
Barrage Emergency Rehabilitation and Modernization conferences, workshops etc.
Project contract packages ICB-01 (Sub-weir, downstream • As in Pakistan, the PQMS as per ISO for the construction
floor of barrage, instrumentation) has been presented. The industry is relatively new in implementation and adaptation,
Taunsa Barrage Project has been considered as a success thus project oriented PQMS are prerequisite before the
story in the construction of infrastructure development commencement of the actual construction particularly on
projects in developing countries. The major part of the civil mega projects.
works of the Taunsa Barrage Project has been completed. “kenn thun kam,ahmad hilmy,abdul
This paper is focused on the quality assurance and control hamir,the relationship between motions and benefits
using the concept of quality, quality management system on adopting qlassics 7:2006 in malaysia construction”
(QMS) and quality management system standards in the in that this paper reviews on the building contractor
civil construction works. In construction project due to the motivating factor on adopting the newly imposed
involvement of various stakeholders in quality control and quality assurance initiative in malasiya construction
assurance, issues of quality control arise in virtually all the industry. The quality assurance initiative named quality
functional areas of construction activities. Within the assessment system in construction (QLASSIC).The
organizational structure of the stakeholders in the Taunsa construction industry standards (CIS) CIS 7:2006, It is
Barrage construction project, a limited number of quality introduced by the construction industry development
assurance/quality control (QA/QC) personnel were board of malasiya (CIDB).This QLASSIC system consist
responsible for an increasingly large workload involving of a building construction standards where all the
many more complex practices than found in traditional contractors must follow the specification of adapting this
construction. To ensure the continued quality of system in their construction project. The basic

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conclusion from this survey shows that the contractors’ complied with concern (1) design control; (2) internal
motives driving them to adopt QLASSIC system in their auditing; (3) training; and (4) statistical techniques.
practice are particularly significant for both beneficial Documentation of a quality system is scarce for the
objectives. This study proves that both internal and majority of the contractors. The quality systems of 15
external motives have influenced the contractors’ construction contractors were evaluated. The quality
objectives for seeking the benefits in terms of system complexity varies from an informal inspection
organizational operational aspect and competitiveness and test system to registered ISO 9002 quality system.
aspect. The relationship between internal motives and The most appealing reasons for registration are top
operational benefits are respectively high in correlation managements interest in improving project quality and
which could be concluded that those contractors who current or expected demand from customers. The ISO
focusing on internal motives aspect would be aiming to 9000 clauses most often complied with are (1) inspection
enhance their organizational and operational and test status; (2) inspection and testing; (3) control of
improvement. They focus mainly on true quality non conformance product; and (4) handling, storage, and
improvement for their internal operation. Meanwhile, the preservation. Misunderstandings were observed
relationship between external motives and competitive regarding the quality system documentation, method of
benefits are respectively high in correlation too. This implementation, and the difference between disposition
could be concluded that those contractors who focusing of non conformances and corrective actions. Setting up
on external motives aspects are aiming to enhance their priorities for improvement is another area that
company image, reducing client complain, fulfilling the contractors are not performing.
client requirement and penetrate to a new quality culture alan michael dodd, “quality function
market. Though, according to this correlation testing deployment:of a method for improving contract
result where the relationship between internal motives specifications in the us corps of engineers” studyied
and operational benefits scores r = 0.713 and relationship that The purpose of this thesis is to evaluate the use of
between external motives and competitive benefits Quality Function Deployment (QFD) as a management
scores r = 0.528, we can conclude that the reason tool to benefit US Army Corps of Engineers' project
contractors adopting QLASSIC system are tended to aim managers. The United States Army Corps of Engineers is
and gain benefits from firm operational part more than one of the largest construction management
external benefits in terms of competitiveness. organizations in the world, annually performing over 3.5
However, the contractors’ motives in adopting the billion dollars worth of work. The project manager has
QLASSIC system are revealed, and the results provide the primary responsibility within the Corps to ensure the
understanding on the relationship between motives and design both fulfills user's requirements and is prepared
benefits on adopting QLASSIC system in construction correctly, and that quality control/assurance procedures
practice, there are still limitations on this study. Others are correctly administered.QFD was developed by the
factors that may contribute in influence the contractors' Japanese in 1972 to improve quality and lower costs in
motives on adopting the QLASSIC system could be adopted industrial and business related fields, by assuring all of a
into the future study; organization financial status, project company's operational decisions are driven by customer
cost, regulation requirement and, etc. Further research that needs. It uses a set of matrices to relate customers wants
investigates this relationship and needs with project specifications and requirements.
“abdulaziz a. bubshait,1 member, asce, and Through this process, shortcomings, redundancies, or
tawfiq h. al-atiq2, iso 9000 quality standards in conflicts in specifications are identified and resolved.
construction” There is risk involved in any construction Critical material requirements and construction processes
project. A contractor’s quality assurance system is are identified, allowing the user to focus the project
essential in preventing problems and the reoccurrence of delivery system on fulfilling customer requirements. The
problems. This system ensures consistent quality for the scope of this research is limited to development of a
contractor’s clients. An evaluation of the quality systems procedure for integrating QFD into the Corps of
of 15 construction contractors in Saudi Arabia is Engineers' design/construction delivery process. The
discussed here. The evaluation was performed against procedure was applied to a Corps' construction project to
the ISO 9000 standard. The contractors’ quality systems evaluate its feasibility for contributing to the delivery
vary in complexity, ranging from an informal inspection process. QFD assists project managers to clearly identify
and test system to a comprehensive system. The ISO and prioritize customer requirements in development of
9000 clauses most often complied with are those dealing the conceptual and final design. It is best suited to
with (1) inspection and test status; (2) inspection and projects involving repetition of units or when higher-
testing; (3) control of non conformance product; and (4) than-average quality is demanded. Managers are able to
handling, storage, and preservation. The clauses least make better informed decisions made during the delivery

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process, resulting in a better customer satisfaction. QFD stone may be in the form of stone blocks, stone
is time consuming and requires very technological aggregate, stone slabs, and stone lintels. Here to be
knowledge; the process must be streamlined and used as impact test, water absorption test, hardness test
automated before it could be effectively integrated into and crushing strength. It is preferred according to
the construction process The biggest benefit of QFD SP27-1987
analysis occurs when integrating it into the final design.
During the QFD analysis, the most critical failure modes 4.1.2 Brick
or failures to fulfill customer requirements are identified. Brick is made up of soil and it is used to made the
As the final design is completed, critical construction masonry structure Absorption test, Shape and size test,
specifications can be made more stringent to reduce or Crushing strength test, Soundness test, Hardness test. The
eliminate the failure modes. The analysis also allows the bricks be table-moulded, well burnt in kilns, copper-
quality control and assurance plans to focus on coloured, free from cracks and with sharp and square
eliminating failure modes during the construction edges.
process. Through the use of QFD analysis, the Corps
should be able to improve the quality of its construction
delivery process by focusing the design process on 3.3 PLAN OF THE BUILDING
providing for customer requirements, and minimizing
quality control problems and design changes
3.1 SCOPE
The scope of this research is to reduce the
risk and to avoid the problem in construction. In this manner
it can satisfy the conditions of green buildings. It is also
carried out to find the what are the test to be conducted in
building material and to improve the quality of building
construction.
3.2 OBJECTIVE CQAP

 To find out the quality of building construction
materials
 Describe the quality program and organization to
be implemented so that the project is constructed
in accordance with the contract requirements and
industry standards
 Describe guidelines for inspection and
documentation of construction activities
 Provide reasonable assurance that the completed
work will meet or exceed the requirements of the
construction drawings and specifications
 Describe how any unexpected changes or
conditions that could affect the construction
quality will be detected, documented, and The colour should be uniform and bright. The brick
addressed during construction. should uniform in shape and should be of standard size.
The bricks should give a clear metallic ringing sound
METHODS AND MATERIALS when struck with each other. It is preferred according
to SP27-1987
4.1 MATERIALS
The materials used for this study includes 4.1.3 Cement
stone, brick, cement, fine aggregate, coarse aggregate, The most common cement used is
steel, concrete Ordinary Portland Cement. The type I is preferred
according to IS: 269-1976, which is used for general
4.1.1 Stone concrete structures. 53 Grade ordinary Portland cement
The stone is always obtained from rock. The is confirming to 12269. Out of the total production,
rock quarried from quarries is called stone. Quarried

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Ordinary Portland Cement accounts for about 80-90
percent. 5.1 WORK COMPLETED
Fineness of cement = 8%  Selected the location of site
Standard consistency of cement = 31%  Taken the survey of the land and drawn the plan
Initial setting time of cement = 36 min by using auto cadd
Specific gravity of cement = 3.46  Collected the literature review
 Collected the requirement materials
4.1.4 Aggregate
Aggregates shall comply with the requirements of IS 5.2 WORK TO BE COMPLETED
383. As far as possible reference shall be given to  Testing to be our collected material
natural aggregate. Aggregates are the important  To determine the quality of material such as soil,
constituents in concrete. They give body to the stone, brick, cement, aggregate, concrete and steel
concrete, reduce shrinkage and effect economy. One of  To estimate the cost of building
the most important factors for producing workable  Execute the quality control and assurance of
concrete is good gradation of aggregates. Good grading building
implies that a sample fractions of aggregates in
required proportion such that the sample contains REFERENCES:
minimum voids. Samples of the well graded aggregates 1. Arauz, R., & Suzuki, H. (2004). ISO 9000 performance in
Japanese industries. Total Quality Management &
containing minimum voids require minimum paste to Business Excellence, 15(1), 3-33.
fill up the voids in the aggregates. Minimum paste will 2. Brace, I. (2004). Questionnaire Design. How to Plan,
mean less quantity of cement and Minimum paste will Structure and Write Survey Material for Effective
mean less quantity of cement and less water, which will Marketing Research. London: Kogan Page.
further mean increased economy, higher strength, 3. Briscoe, J. A., Fawcett, S. E., & Todd, R. H. (2005). The
implementation and impact of ISO 9000 among small
lower shrinkage and greater durability. Aggregate manufacturing enterprises. Journal of Small Business
comprises about 55% of the volume of mortar and Management, 43(3), 309-30.
about 85% volume of mass concrete. Mortar consists 4. Brown, A., Van der Wiele, T., & Loughton, K. (1998).
size of 4.75mm and concrete contains aggregates up to Smaller enterprises experiences with ISO 9000.
International Journal of Quality and Reliability
a maximum size of 150mm.The fractions from 80 mm Management, 15(3), 273-85.
to 4.75 mm are termed as coarse aggregates. Those 5. Bryman, A., & Cramer, D. (1994). Quantitative Data
fractions from 4.75 mm to 150 microns are termed as Analysis for Social Scientists. London: Routledge.
fine aggregates. For most work, 20 mm aggregates are 6. Carlsson, M., & Carlsson, D. (1996). Experience of
suitable. implementing ISO 9000 in Swedish industry.
International Journal of Quality and Reliability
Specific gravity of fine aggregate = 2.38 Management, 13(7), 36-47.
Specific gravity of coarse aggregate = 2.71 7. Chow-Chua, C., Goh, M., & Wan, T. B. (2003). Does
ISO 9000 certification improve business performance.
4.1.5 Water International Journal of Quality and Reliability
Management, 20(8), 936-53.
Water is an important ingredient of 8. CIDB (2008). CIDB News. Newsletter of the construction
concrete as it actually participates in the chemical Industry Development Board Malaysia, 2.
reaction with cement. Since it helps to form the 9. CIS 7 (2006). Quality Assessment System For Building
strength giving cement gel, the quantity and quality of Construction Work. Malaysia: Construction Industry
water is required to be looked into very carefully. Development Board
10. Cohen, J. W. (1988). Statistical power analysis for the
Water used for mixing and curing shall be clean and behavioural science. NJ: Lawrence Erlbaum Associates.
free from materials like oils, acids, alkalis, salts, sugar, 11. Dawson, S., & Dickinson, D. (1988). Conducting
organic materials or other materials that may be international mail surveys: the effect of incentives on
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T. G., & Del Val, M. P. (2000). Analysis of the
4.1.6 Steel implementation of ISO 9000 quality assurance systems.
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motives behind ISO 9000
RESULT AND DISCUTION

PROJECT QUALITY
MANAGEMENT 8
Project Quality Management includes the processes required to ensure that the pro- 8.1
ject will satisfy the needs for which it was undertaken. It includes “all activities of Quality Planning
the overall management function that determine the quality policy, objectives, and
responsibilities and implements them by means such as quality planning, quality 8.2
control, quality assurance, and quality improvement, within the quality system” [1]. Quality Assurance
Figure 8–1 provides an overview of the following major project quality manage-
ment processes: 8.3
8.1 Quality Planning—identifying which quality standards are relevant to the
Quality Control
project and determining how to satisfy them.
8.2 Quality Assurance—evaluating overall project performance on a regular
basis to provide confidence that the project will satisfy the relevant quality
standards.
8.3 Quality Control—monitoring specific project results to determine if they
comply with relevant quality standards and identifying ways to eliminate
causes of unsatisfactory performance.
These processes interact with each other and with the processes in the other
knowledge areas as well. Each process may involve effort from one or more individ-
uals or groups of individuals based on the needs of the project. Each process gener-
ally occurs at least once in every project phase.
Although the processes are presented here as discrete elements with well-defined in-
terfaces, in practice they may overlap and interact in ways not detailed here. Process
interactions are discussed in detail in Chapter 3, Project Management Processes.
The basic approach to quality management described in this section is intended
to be compatible with that of the International Organization for Standardization
(ISO) as detailed in the ISO 9000 and 10000 series of standards and guidelines.
This generalized approach should also be compatible with (a) proprietary ap-
proaches to quality management such as those recommended by Deming, Juran,
Crosby, and others, and (b) non-proprietary approaches such as Total Quality Man-
agement (TQM), Continuous Improvement, and others.
Project quality management must address both the management of the project
and the product of the project. Failure to meet quality requirements in either di-
mension can have serious negative consequences for any or all of the project stake-
holders. For example:
• Meeting customer requirements by overworking the project team may pro-
duce negative consequences in the form of increased employee turnover.
• Meeting project schedule objectives by rushing planned quality inspections
may produce negative consequences when errors go undetected.
©1996 Project Management Institute, 130 South State Road, Upper Darby, PA 19082 USA 83
FIGURE 8–1 A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE
Figure 8–1. Project Quality Management Overview
Project Quality
Management
8.1 8.2 8.3

Quality Planning Quality Assurance Quality Control
.1 Inputs .1 Inputs .1 Inputs
.3 .1 Quality policy .3 .1 Quality management plan .3 .1 Work results
.3 .2 Scope statement .3 .2 Results of quality control .3 .2 Quality management plan
.3 .3 Product description .3 .2 measurements .3 .3 Operational definitions
.3 .4 Standards and regulations .3 .3 Operational definitions .3 .4 Checklists
.3 .5 Other process outputs .2 Tools and Techniques .2 Tools and Techniques
.2 Tools and Techniques .3 .1 Quality planning tools and .3 .1 Inspection
.3 .1 Benefit/cost analysis .3 .1 techniques .3 .2 Control charts
.3 .2 Benchmarking .3 .2 Quality audits .3 .3 Pareto diagrams
.3 .3 Flowcharting .3 Outputs .3 .4 Statistical sampling
.3 .4 Design of experiments .3 .1 Quality improvement .3 .5 Flowcharting
.3 Outputs .3 .6 Trend analysis
.3 .1 Quality management plan .3 Outputs
.3 .2 Operational definitions .3 .1 Quality improvement
.3 .3 Checklists .3 .2 Acceptance decisions
.3 .4 Inputs to other processes .3 .3 Rework
.3 .4 Completed checklists
.3 .5 Process adjustments
Quality is “the totality of characteristics of an entity that bear on its ability to sat-
isfy stated or implied needs” [2]. A critical aspect of quality management in the pro-
ject context is the necessity to turn implied needs into stated needs through project
scope management, which is described in Chapter 5.
The project management team must be careful not to confuse quality with grade.
Grade is “a category or rank given to entities having the same functional use but dif-
ferent requirements for quality” [3]. Low quality is always a problem; low grade may
not be. For example, a software product may be of high quality (no obvious bugs,
readable manual) and low grade (a limited number of features), or of low quality
(many bugs, poorly organized user documentation) and high grade (numerous fea-
tures). Determining and delivering the required levels of both quality and grade are
the responsibilities of the project manager and the project management team.
The project management team should also be aware that modern quality man-
agement complements modern project management. For example, both disciplines
recognize the importance of:
• Customer satisfaction—understanding, managing, and influencing needs so
that customer expectations are met or exceeded. This requires a combination
of conformance to specifications (the project must produce what it said it
would produce) and fitness for use (the product or service produced must sat-
isfy real needs).
• Prevention over inspection—the cost of avoiding mistakes is always much less
than the cost of correcting them.
84 ©1996 Project Management Institute, 130 South State Road, Upper Darby, PA 19082 USA
PROJECT QUALITY MANAGEMENT 8.1.1.1
• Management responsibility—success requires the participation of all members

of the team, but it remains the responsibility of management to provide the
resources needed to succeed.
• Processes within phases—the repeated plan-do-check-act cycle described by
Deming and others is highly similar to the combination of phases and process-
es discussed in Chapter 3, Project Management Processes.
In addition, quality improvement initiatives undertaken by the performing orga-
nization (e.g., TQM, Continuous Improvement, and others) can improve the qual-
ity of the project management as well as the quality of the project product.
However, there is an important difference that the project management team
must be acutely aware of—the temporary nature of the project means that invest-
ments in product quality improvement, especially defect prevention and appraisal,
must often be borne by the performing organization since the project may not last
long enough to reap the rewards.
8.1 QUALITY PLANNING

Quality planning involves identifying which quality standards are relevant to the
project and determining how to satisfy them. It is one of the key facilitating process-
es during project planning (see Section 3.3.2, Planning Processes) and should be
performed regularly and in parallel with the other project planning processes. For
example, the desired management quality may require cost or schedule adjustments,
or the desired product quality may require a detailed risk analysis of an identified
problem. Prior to development of the ISO 9000 Series, the activities described here
as quality planning were widely discussed as part of quality assurance.
The quality planning techniques discussed here are those used most frequently
on projects. There are many others that may be useful on certain projects or in
some application areas.
The project team should also be aware of one of the fundamental tenets of mod-
ern quality management—quality is planned in, not inspected in.
Inputs Tools & Techniques Outputs

.1 Quality policy .1 Benefit/cost analysis .1 Quality management
.2 Scope statement .2 Benchmarking .1 plan
.3 Product description .3 Flowcharting .2 Operational definitions
.4 Standards and .4 Design of experiments .3 Checklists
regulations .4 Inputs to other
.5 Other process outputs .4 processes
8.1.1 Inputs to Quality Planning

.1 Quality policy. Quality policy is “the overall intentions and direction of an organi-
zation with regard to quality, as formally expressed by top management” [4]. The
quality policy of the performing organization can often be adopted “as is” for use by
the project. However, if the performing organization lacks a formal quality policy, or
if the project involves multiple performing organizations (as with a joint venture),
the project management team will need to develop a quality policy for the project.
Regardless of the origin of the quality policy, the project management team is
responsible for ensuring that the project stakeholders are fully aware of it (e.g.,
through appropriate information distribution, as described in Section 10.2).
Figure 8–2. Cause-and-Effect Diagram
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Cause Effect
.2 Scope statement. The scope statement (described in Section 5.2.3.1) is a key input to
quality planning since it documents major project deliverables as well as the project
objectives which serve to define important stakeholder requirements.
.3 Product description. Although elements of the product description (described in
Section 5.1.1.1) may be embodied in the scope statement, the product description
will often contain details of technical issues and other concerns that may affect qual-
ity planning.
.4 Standards and regulations. The project management team must consider any ap-
plication-area-specific standards or regulations that may affect the project. Section
2.5.1 discusses standards and regulations.
.5 Other process outputs. In addition to the scope statement and product description,
processes in other knowledge areas may produce outputs that should be considered
as part of quality planning. For example, procurement planning (described in Sec-
tion 12.1) may identify contractor quality requirements that should be reflected in
the overall quality management plan.
8.1.2 Tools and Techniques for Quality Planning
.1 Benefit/cost analysis. The quality planning process must consider benefit/cost
trade-offs, as described in Section 5.2.2.2. The primary benefit of meeting quality
requirements is less rework, which means higher productivity, lower costs, and in-
creased stakeholder satisfaction. The primary cost of meeting quality requirements
is the expense associated with project quality management activities. It is axiomat-
ic of the quality management discipline that the benefits outweigh the costs.
.2 Benchmarking. Benchmarking involves comparing actual or planned project prac-
tices to those of other projects in order to generate ideas for improvement and to
provide a standard by which to measure performance. The other projects may be
within the performing organization or outside of it, and may be within the same ap-
plication area or in another.
.3 Flowcharting. A flowchart is any diagram which shows how various elements of a sys-
tem relate. Flowcharting techniques commonly used in quality management include:
• Cause-and-effect diagrams, also called Ishikawa diagrams or fishbone diagrams,
which illustrate how various causes and subcauses relate to create potential prob-
lems or effects. Figure 8–2 is an example of a generic cause-and-effect diagram.
Figure 8–3. Sample Process Flowchart
Yes
Design Review OK? Proceed
No
Revise
• System or process flowcharts, which show how various elements of a system in-
terrelate. Figure 8–3 is an example of a process flowchart for design reviews.
Flowcharting can help the project team anticipate what and where quality prob-
lems might occur and thus can help to develop approaches to dealing with them.
.4 Design of experiments. Design of experiments is an analytical technique which helps
identify which variables have the most influence on the overall outcome. The tech-
nique is applied most frequently to product of the project issues (e.g., automotive de-
signers might wish to determine which combination of suspension and tires will pro-
duce the most desirable ride characteristics at a reasonable cost).
However, it can also be applied to project management issues such as cost and
schedule trade-offs. For example, senior engineers will cost more than junior engi-
neers, but can also be expected to complete the assigned work in less time. An ap-
propriately designed “experiment” (in this case, computing project costs and dura-
tions for various combinations of senior and junior engineers) will often allow
determination of an optimal solution from a relatively limited number of cases.
8.1.3 Outputs from Quality Planning
.1 Quality management plan. The quality management plan should describe how
the project management team will implement its quality policy. In ISO 9000 ter-
minology, it should describe the project quality system: “the organizational struc-
ture, responsibilities, procedures, processes, and resources needed to implement
quality management” [5].
The quality management plan provides input to the overall project plan (de-
scribed in Section 4.1, Project Plan Development) and must address quality control,
quality assurance, and quality improvement for the project.
The quality management plan may be formal or informal, highly detailed, or
broadly framed, based on the needs of the project.
.2 Operational definitions. An operational definition describes, in very specific terms,
what something is, and how it is measured by the quality control process. For exam-
ple, it is not enough to say that meeting the planned schedule dates is a measure of
management quality; the project management team must also indicate whether every
activity must start on time, or only finish on time; whether individual activities will
be measured or only certain deliverables, and if so, which ones. Operational defini-
tions are also called metrics in some application areas.
8.1.3.3 A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE
.3 Checklists. A checklist is a structured tool, usually industry- or activity-specific, used to

verify that a set of required steps has been performed. Checklists may be simple or com-
plex. They are usually phrased as imperatives (“Do this!”) or interrogatories (“Have you
done this?”). Many organizations have standardized checklists available to ensure con-
sistency in frequently performed activities. In some application areas, checklists are also
available from professional associations or commercial service providers.
.4 Inputs to other processes. The quality planning process may identify a need for further
activity in another area.
8.2 QUALITY ASSURANCE

Quality assurance is all the planned and systematic activities implemented within
the quality system to provide confidence that the project will satisfy the relevant
quality standards [6]. It should be performed throughout the project. Prior to de-
velopment of the ISO 9000 Series, the activities described under quality planning
were widely included as part of quality assurance.
Quality assurance is often provided by a Quality Assurance Department or simi-
larly titled organizational unit, but it does not have to be.
Assurance may be provided to the project management team and to the manage-
ment of the performing organization (internal quality assurance) or it may be pro-
vided to the customer and others not actively involved in the work of the project
(external quality assurance).

.1 Quality management .1 Quality planning tools .1 Quality improvement
.1 plan .1 and techniques
.2 Results of quality .2 Quality audits
.2 control measurements
.3 Operational definitions
8.2.1 Inputs to Quality Assurance

.1 Quality management plan. The quality management plan is described in Section
8.1.3.1.
.2 Results of quality control measurements. Quality control measurements are records
of quality control testing and measurement in a format for comparison and analysis.
.3 Operational definitions. Operational definitions are described in Section 8.1.3.2.
8.2.2 Tools and Techniques for Quality Assurance
.1 Quality planning tools and techniques. The quality planning tools and techniques
described in Section 8.1.2 can be used for quality assurance as well.
.2 Quality audits. A quality audit is a structured review of other quality management
activities. The objective of a quality audit is to identify lessons learned that can im-
prove performance of this project or of other projects within the performing orga-
nization. Quality audits may be scheduled or random, and they may be carried out
by properly trained in-house auditors or by third parties such as quality system
registration agencies.
8.2.3 Outputs from Quality Assurance

.1 Quality improvement. Quality improvement includes taking action to increase the
effectiveness and efficiency of the project to provide added benefits to the project
stakeholders. In most cases, implementing quality improvements will require prepa-
ration of change requests or taking of corrective action and will be handled accord-
ing to procedures for overall change control, as described in Section 4.3.
8.3 QUALITY CONTROL

Quality control involves monitoring specific project results to determine if they com-
ply with relevant quality standards and identifying ways to eliminate causes of un-
satisfactory results. It should be performed throughout the project. Project results
include both product results such as deliverables and management results such as cost
and schedule performance. Quality control is often performed by a Quality Control
Department or similarly titled organizational unit, but it does not have to be.
The project management team should have a working knowledge of statistical
quality control, especially sampling and probability, to help them evaluate quality
control outputs. Among other subjects, they should know the differences between:
• Prevention (keeping errors out of the process) and inspection (keeping errors
out of the hands of the customer).
• Attribute sampling (the result conforms or it does not) and variables sampling
(the result is rated on a continuous scale that measures the degree of conformity).
• Special causes (unusual events) and random causes (normal process variation).
• Tolerances (the result is acceptable if it falls within the range specified by the
tolerance) and control limits (the process is in control if the result falls within
the control limits).

.1 Work results .1 Inspection .1 Quality improvement
.2 Quality management .2 Control charts .2 Acceptance decisions
.2 plan .3 Pareto diagrams .3 Rework
.3 Operational definitions .4 Statistical sampling .4 Completed checklists
.4 Checklists .5 Flowcharting .5 Process adjustments
.6 Trend analysis
8.3.1 Inputs to Quality Control

.1 Work results. Work results (described in Section 4.2.3.1) include both process results
and product results. Information about the planned or expected results (from the
project plan) should be available along with information about the actual results.
.2 Quality management plan. The quality management plan is described in Section
8.1.3.1.
.3 Operational definitions. Operational definitions are described in Section 8.1.3.2.
.4 Checklists. Checklists are described in Section 8.1.3.3.
Figure 8–4. Control Chart of Project Schedule Performance
Upper
Control
Limit
=
X
Lower
Control
Limit
8.3.2 Tools and Techniques for Quality Control

.1 Inspection. Inspection includes activities such as measuring, examining, and testing
undertaken to determine whether results conform to requirements. Inspections may
be conducted at any level (e.g., the results of a single activity may be inspected or
the final product of the project may be inspected). Inspections are variously called
reviews, product reviews, audits, and walk-throughs; in some application areas,
these terms have narrow and specific meanings.
.2 Control charts. Control charts are a graphic display of the results, over time, of a
process. They are used to determine if the process is “in control” (e.g., are differ-
ences in the results created by random variations or are unusual events occurring
whose causes must be identified and corrected?). When a process is in control, the
process should not be adjusted. The process may be changed in order to provide
improvements but it should not be adjusted when it is in control.
Control charts may be used to monitor any type of output variable. Although
used most frequently to track repetitive activities such as manufactured lots, control
charts can also be used to monitor cost and schedule variances, volume and fre-
quency of scope changes, errors in project documents, or other management results
to help determine if the “project management process” is in control. Figure 8–4 is a
control chart of project schedule performance.
.3 Pareto diagrams. A Pareto diagram is a histogram, ordered by frequency of occur-
rence, that shows how many results were generated by type or category of identi-
fied cause (see Figure 8–5). Rank ordering is used to guide corrective action—the
project team should take action to fix the problems that are causing the greatest
number of defects first. Pareto diagrams are conceptually related to Pareto’s Law,
which holds that a relatively small number of causes will typically produce a large
majority of the problems or defects.
.4 Statistical sampling. Statistical sampling involves choosing part of a population of
interest for inspection (e.g., selecting ten engineering drawings at random from a
list of 75). Appropriate sampling can often reduce the cost of quality control. There
is a substantial body of knowledge on statistical sampling; in some application ar-
eas, it is necessary for the project management team to be familiar with a variety of
sampling techniques.
.5 Flowcharting. Flowcharting is described in Section 8.1.2.3. Flowcharting is used in
quality control to help analyze how problems occur.
PROJECT QUALITY MANAGEMENT FIGURE 8–5
Figure 8–5. Pareto Diagram
40 100
30 75
Cumulative
Percentage
Percentage of Defective Cases

Number of Defective Cases
20 50
10 25
Frequency by Cause
0 0
atio
n ise le
sur
e
lkin
g es er
ot No Wo
bb s u o bbl Oth
er r Pre le c
a
ew
rop Ax Cas
Imp
8.3.2.6 A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE
.6 Trend analysis. Trend analysis involves using mathematical techniques to forecast

future outcomes based on historical results. Trend analysis is often used to monitor:
• Technical performance—how many errors or defects have been identified,
how many remain uncorrected.
• Cost and schedule performance—how many activities per period were com-
pleted with significant variances.
8.3.3 Outputs from Quality Control
.1 Quality improvement. Quality improvement is described in Section 8.2.3.1.
.2 Acceptance decisions. The items inspected will be either accepted or rejected. Re-
jected items may require rework (described in Section 8.3.3.3).
.3 Rework. Rework is action taken to bring a defective or non-conforming item into
compliance with requirements or specifications. Rework, especially unanticipated re-
work, is a frequent cause of project overruns in most application areas. The project
team should make every reasonable effort to minimize rework.
.4 Completed checklists. See Section 8.1.3.3. When checklists are used, the completed
checklists should become part of the project’s records.
.5 Process adjustments. Process adjustments involve immediate corrective or preven-
tive action as a result of quality control measurements. In some cases, the process
adjustment may need to be handled according to procedures for overall change con-
trol, as described in Section 4.3.
IRJMST Vol 9 Issue 4 [Year 2018] ISSN 2250 – 1959 (0nline) 2348 – 9367 (Print)
QUALITY CONTROL AND QUALITY ASSURANCE IN BUILDING CONSTRUCTION
Dr. J. Bhattacharjee,
Prof. &Advisor, Civil EngineeringDeptt.,
Amity University, Noida, India
ABSTRACT
Quality Assurance and Quality Control are extremely important aspects of any engineering or
construction project without which successful completion of the project can‘t be imagined. In fact,
these two are integral parts of virtually any project one can think of. The purpose of this paper is to
evaluate the use of Quality Function Deployment (QFD) as a management tool to benefit project
managers. The project manager has primary responsibility within the construction, to ensure that the
design both fulfils user's requirements and is prepared correctly, and that quality control/assurance
procedures are correctly administered. QFD was developed to improve quality and lower the costs in
industrial and business related fields, by assuring all of building construction operational decisions is
driven by owner needs. It uses a set of matrices to relate what owner wants and needs with project
specifications and requirements. QFD assists project managers to clearly identify and prioritize
owner and labour requirements in development of the conceptual and final design. It is best suited to
projects involving repetition of units or when higher-than-average quality is demanded. Managers
are able to make better informed decisions made during the delivery process, resulting in a better
owner satisfaction. To testing of the required building construction materials and to determine the
quality and quantity of our required area of the building construction, the CQAP (Construction
Quality Assurance Plan) details the systems and controls are put in place so that the quality of the
project will meet the requirements specified in the report.
INTRODUCTION
1.1 General
Proper implementation of Quality Assurance and Quality Control not only results in a sound project
but also leads to more economy by means of optimization. It‘s hence important to realize the
meaning or the definitions of the terms Quality Assurance and Quality Control.Quality Assurance or
QA is the process of identifying or deciding all the quality requirements for a project, identifying
existing quality documents such as codes, specifications etc. that are relevant to the quality
requirements of the project and making them available for use, preparation of new project specific
quality documents such as Project Quality Plan (PQP) or Quality Assurance Plan (QAP), Inspection
Test Plans (ITP), Job Procedures (JP), Project Specifications etc. that would provide the necessary
framework or guidelines for ensuring that the planned or targeted quality requirements (quality
goals) for the project are achieved in a systematic and timely manner.
Quality Assurance includes all those quality parameters or guidelines that would ensure that a project
or a product meets its planned or targeted quality by its stakeholders or the producers. All the
documents providing quality parameters or guidelines for that purpose are part of quality domain and
are called QA documents. Examples of QA documents are the Project Quality Plan (PQP) or Quality
International Research Journal of Management Science & Technology

http://www.irjmst.com Page 10
Assurance Plan (QAP), Inspection Test Plans (ITP), Job Procedures (JP), codes and so on. Project
Quality Plan (PQP) or the Quality Assurance Plan (QAP) is the most elaborate quality document in a
project. Ideally, it provides the complete framework or comprehensive guidelines for achieving the
planned or the target quality for all aspects involving the project such as planning, design,
engineering, construction, procurement, document control etc. etc.
QA documents like Inspection Test Plans (ITPs), Job Procedures (JPs) etc. are mostly construction
specific. Examples are ITPs and JPs for concreting, earthwork, structural steelwork, grouting and
many more, all of which are construction activities. If the quality parameters or the guidelines
provided in the QA documents are followed properly the ultimate quality target for a project, product
etc. would be achieved. To sum up in a simple way, Quality Assurance is all about planning or
finalizing the quality targets for a project and then showing the ways of achieving the same clearly.
Quality control includes all those tasks or activities performed in ground as per the quality
guidelines or framework prescribed in the Quality assurance documents such as Project Quality Plan
(PQP) or Quality Assurance Plan (QAP), Inspection Test Plans (ITPs), Job Procedures (JPs), Project
Specifications etc. in order to ascertain that the quality targets as laid down in the QA documents are
actually achieved in a systematic manner as suggested in these documents. The quality documents
generated while performing these tasks are Quality Control documents or QC documents.
Let‘s consider a very common construction activity, say, concreting in order to have a clearer picture
of quality documents. The framework or the guidelines for achieving the desired or target qualities
for concreting are provided in QA documents such as ITPs, JPs, and codes and so on. As prescribed
in these documents various activities like designing concrete mixes, conducting laboratory tests,
doing inspections etc. etc. are performed. These are nothing but Quality Control activities and the
resulting documents like the concrete mix design reports, laboratory test reports, inspection reports
etc. are QC documents. Similarly, calibration of measuring and test equipment‘s and conducting
quality audits are QC activities and the resulting calibration and audit reports are QC documents.
There are plenty of examples like these.
Also, while the forms for recording laboratory test results, calibration results etc. are actually QA
documents, they become reports or QC documents when they are filled with laboratory test results or
calibration results.Quality Control is usually performed by contractors, manufacturers, suppliers etc.
and often has to be approved by their clients or the representatives of the clients such as the
consultants.
1.2 CONSTRUCTION INDUSTRY AND QA&QC

Construction Industry plays a major role inthe economic growth of a nation and occupies a
pivotalPosition in the nation‘s development plans. India‘sconstruction industry employs a work force
of nearly 32million and its market size is worth about Rs. 2, 48,000crores. It is the second largest
contributor to the GDP afterthe agricultural sector. Construction sector is viewed as aservice
industry. It generates substantial employment andprovides growth impetus to other manufacturing
sectors likecement, bitumen, iron and steel, chemicals, bricks, paints,tiles etc. whose combined value
is Rs.1, 92,000 crores annually. The construction equipment market is valued atRs.1, 05,000 crores.

The Project owner, constructioncompanies, consultants, bankers and financial institutions,vendors &
suppliers and even the service providers, eachhas his own fears of following QCAO in the conduct
ofbusiness. The magnitude of the quality is indeterminate attimes. What needs to be determined is:
The proportion of real versus perceived quality and approval. This document is submitted to
satisfythat requirement of quality.
1.2.1 QUALITY CONTROL

Monitoring specific project result to determine if they comply with relevant quality standards and
identifying ways to eliminate cause of unsatisfactory performance. Contract documents comprise a
clear, complete, and accurate description of the facility to be constructed, correctly conveying the
intent of the owner regarding the characteristics of the facility needed to serve his or her purposes.
The contract documents define a constructedfacility considered acceptable under the
applicableregulatory codes and standards of professional practice, interms of its reliability, the ease
with which maintenance andrepairs can be performed, the durability of its materials andoperating
systems, and the life safety provided to its users.The facility is constructed in accordance with
thosedocuments.
TOOLS ANDTECH.
Inspection, Control charts, Pareto diagrams,Statistical sampling, flowcharting,
Trend analysis.
OUTPUTS
Quality improvement, Acceptance decisions,rework, Completed checklist,Process adjustment.
1.2.2QUALITY ASSURANCE
Evaluating overall project perform on a regularbasis to provide confidence that the project will
satisfy therelevant quality standards.
INPUTS
Quality management plan, Result of qualitycontrol measurements, Operational definitions
TOOLS AND TECH.
Quality planning tools and techniques, QualityAudits
OUTPUTS
Quality improvement
1.3CQAP ORGANIZATION
This CQAP is organized into eleven sections. Section 1 - Introduction: describes the projectsetting,
the contracts and related RAWPs, and theCQAP quality program overview.Section 2 - Project
QC/QA Organization: presentsthe organizations and key personnel involved in theConstruction of
the RA, their responsibilities andauthorities, the structure of the QC/QA organizationand the
minimum training and experience of theConstruction Quality assurance Officer (CQAO)
andPersonnel.Section 3 - Submittals: presents the procedures forprocessing submittals from
contractors and vendors.Section 4 - Performance Monitoring; Requirements: addresses QC/QA
for performancemonitoring requirements applicable to FSWC andPEI.Section 5 - Inspection

and Verification Activities:Provides procedures for tracking constructioninspection and verification

activities for the contract,construction acceptance criteria, and construction audits; Section 6 -
Construction Deficiencies: describes theprocedures for tracking construction deficienciesfrom
identification through acceptable correctiveaction; Section 7 -Documentation: describes the
proceduresfor the project documents that will be managedthrough a combination of a secure
document filingand storage system and computerized DocumentTracking System; Section 8 - EPA
Approvals: describes EPAapprovals applicable to the FSWC and PEI QC/QA; Section 9 - Field
Changes: describes handling ofquality plan changes to assure QC/QA objectives aremet; Section 10
- Final Reporting: describes the QC/QAdocumentation for FSWC and PEI to be submitted toEPA
in the Construction Completion Report; Section 11 - References: provides bibliographicreferences
to key documents referred to in the body ofthe plan.
1.4 BACKGROUND AND PROBLEMFORMULATION

The construction sector in Sweden has for sometime suffered from poor performance and a lack of
controlin various steps of the process. Due to the sector‘s problemswith numerous faults and the
increased costs for buildings,the Swedish government initiated the Building Commission,whose
assignment was to focus on where the problems wereand how to increase the effectiveness instead of
the costs.They found, amongst other things, problems with cost andfaults related to the construction.
Risks and otheruncertainties can cause losses that lead to increased costs,time delays and lack of
quality during the progression of theprojects and at their end. Quality and uncertainties appear
invarious shapes. In projects the objectives are most oftenrelated to time, cost, quality and function
and clientsatisfaction. In organizations, depending on the riskmanagement focus, different relations
between theobjectives and the definition of quality exist. The qualitydefinition is therefore highly
dependent on the choice ofapplied management focus in the organization. In theconstruction industry
the management focus on site isclosest related describe as project quality management andsafety
quality management. At other levels, apart from theproject site, the focus is somewhat different.
Qualitymanagement is generally a part of other managementsystems such as risk, environmental or
work environmentalmanagement systems. Some core values are common inmany environmental
management systems viz. thecommitment of all employees, customer focus,
managementcommitment, focus on process, continuous improvementconnected and could easily be
found in the theoreticalframework of quality management. The current focus onquality management
should be regarded as a complementand a development of the already implemented
managementsystems used by companies. Either way, quality Management is a crucial part of the
total projectmanagement system regardless of the focus on time, quality,environment or work
environment.
LITERATURE REVIEW
2.1 GENERAL
Literature pertaining to similar studies conducted all overthe world is collected from various sources
to determine thefeasibility and scope of the work. The summary is brought out below.
2.2 SUMMARY OF LITERATURE REVIEW

 To determine the quality of building materials likesoil, stone, brick, sand, cement, sand,
aggregate,Concrete, steel etc.
 To determine the Soil Classification, Grain- SizeDistribution, Moisture Content,

Compactioncharacteristics, physical and chemical requirementsfor cement.
 To determine the Sieve analysis, organic impurities, soundness, abrasion, deleterious
materials, finer,alkali reactivity for stone aggregate.
 Water-cement ratio, slump test, compressive test forconcrete.
 To determine tensile strength of steel andcompressive strength of brick.
3.1 SCOPE
The scope of this study is to reduce therisk and to avoid the problem in construction. In this mannerit
can satisfy the conditions of green buildings. It is alsocarried out to find whatare the tests to be
conducted inbuilding material and to improve the quality of buildingConstruction.
3.2 OBJECTIVE CQAP

 To find out the quality of building constructionmaterials
 Describe the quality program and organization tobe implemented so that the project is
constructedin accordance with the contract requirements andIndustry standards
 Describe guidelines for inspection anddocumentation of construction activities
 Provide reasonable assurance that the completedwork will meet or exceed the requirements of
theconstruction drawings and specifications
 Describe how any unexpected changes orconditions that could affect the constructionquality
will be detected, documented, andaddressed during construction.
METHODS AND MATERIALS

4.1 MATERIALS
The materials used for this study includesstone, brick, cement, fine aggregate, coarse aggregate,steel,
concrete
4.1.1 Stone
The stone is always obtained from rock. Therock quarried from quarries is called stone.
Quarriedstone may be in the form of stone blocks, stoneaggregate, stone slabs, and stone lintels.
Here to beused as impact test, water absorption test, hardness testand crushing strength. It is
preferred according to
SP27-1987
4.1.2 Brick
Brick is made up of soil and it is used to make themasonry structure Absorption test, Shape and size
test,Crushing strength test, Soundness test, Hardness test. Thebricks are table-moulded, well burnt in
kilns, copper coloured,free from cracks and with sharp and squareedges.
3.3 PLAN OF THE BUILDING

The colour should be uniform and bright. The brickshould uniform in shape and should be of
standard size.The bricks should give a clear metallic ringing soundwhen struck with each other. It is
preferred accordingto SP27-1987
4.1.3 Cement

The most common cement used isOrdinary Portland Cement. The type I is preferredaccording to IS:
269-1976, which is used for generalconcrete structures. 53 Grade ordinary Portland cementis
confirming to 12269. Out of the total production,
National Conference on Research Advances in Communication, Computation, Electrical Science and

Structures(NCRACCESS-2015) ISSN: 2348 – 8352 www.internationaljournalssrg.orgPage
37Ordinary Portland Cement accounts for about 80-90percent.Fineness of cement = 8%, Standard
consistency of cement = 31%, Initial setting time of cement = 36 min, Specific gravity of cement =
3.46.
4.1.4 Aggregate
Aggregates shall comply with the requirements of IS383. As far as possible reference shall be given
tonatural aggregate. Aggregates are the important constituents in concrete. They give body to
theconcrete, reduce shrinkage and effect economy. One ofthe most important factors for producing
workable concrete is good gradation of aggregates. Good gradingimplies that a sample fractions of
aggregates inrequired proportion such that the sample contains minimum voids. Samples of the well
graded aggregatescontaining minimum voids require minimum paste tofill up the voids in the
aggregates. Minimum paste willmean less quantity of cement and Minimum paste willmean less
Quantity of cement and less water, which willfurther mean increased economy, higher strength,lower
shrinkage and greater durability. Aggregatecomprises about 55% of the volume of mortar andabout
85% volume of mass concrete. Mortar is having size of 4.75mm and concrete contains aggregates up
to a maximum size of 150mm.The fractions from 80 mm to 4.75 mm are termed as coarse
aggregates. Thosefractions from 4.75 mm to 150 microns are termed as fine aggregates. For most
work, 20 mm aggregates aresuitable.Specific gravity of fine aggregate = 2.38, Specific gravity of
coarse aggregate = 2.71.
4.1.5 Water
Water is an important ingredient ofconcrete as it actually participates in the chemicalreaction with
cement. Since it helps to form thestrength giving cement gel, the quantity and quality ofwater is
required to be looked into very carefully.Water used for mixing and curing shall be clean andfree
from materials like oils, acids, alkalis, salts, sugar,organic materials or other materials that may
beharmful to concrete or steel. pH value of the water used
in concreting shall not be less than 6.
4.1.6 Steel
Steel is important ingredient of qualify structure and itis used to carry out the load easily from the
structure tocolumn and it is having high tensile strength. It ispreferred according IS 800-2007.
5. CONCLUSION
In conclusion, one can say that for effective QC & QA policies, various parties‘ roles are involved.
Firstly the role of planner & designer. The Architects and engineers who plan and design various
facilities play a key role in determining the quality of these facilities. Both the agencies and their
designers should work to assure that the drawings and specifications that present requirements to the
constructor are a complete and clear statement of what the owner and user expect in the facility. In
those cases where a construction agency other than the user is responsible for administration of the
building process, all of these parties must work even harder. The TQM philosophy is an appropriate
basis for this effort as well. In addition role of inspector is very important and then there are role of
coordinated quality management programs Agencies, who should join inspecific programs to share
information and centralize selected inspection activities. Broad participation in a contractor
performance monitoring system would increase the importance of the system to contractors and
enhance its contribution to quality of agency construction. The effective inspection also to be
ensured. Further, Quality in construction is a product of the complex interaction of many participants
in the facilities development process. Quality facilities that meet and exceed expectations for
enhancing our safety, productivity, and overall quality of life are the result of such commitment and
the real goal. In India, we are suffering mainly because of actual execution problem on ground by
adhering the requirement QA & QC.
REFERENCES:
1. Arauz, R., & Suzuki, H. (2004). ISO 9000 performance inJapanese industries. Total Quality
Management &Business Excellence, 15(1), 3-33.
2. Brace, I. (2004). Questionnaire Design. How to Plan, Structure and Write Survey Material for
Effective Marketing Research. London: Kogan Page.
3. Briscoe, J. A., Fawcett, S. E., & Todd, R. H. (2005). Theimplementation and impact of ISO 9000
among smallmanufacturing enterprises. Journal of Small Business Management, 43(3), 309-30.
4. Brown, A., Van der Wiele, T., & Loughton, K. (1998).Smaller enterprises experiences with ISO
9000.International Journal of Quality and Reliability
Management, 15(3), 273-85.
5. Bryman, A., & Cramer, D. (1994). Quantitative DataAnalysis for Social Scientists. London:
Routledge.
6. Carlsson, M., & Carlsson, D. (1996). Experience ofimplementing ISO 9000 in Swedish industry.
International Journal of Quality and ReliabilityManagement, 13(7), 36-47.
7. Chow-Chua, C., Goh, M., & Wan, T. B. (2003). DoesISO 9000 certification improve business
performance?International Journal of Quality and Reliability
Management, 20(8), 936-53.
8. CIDB (2008). CIDB News. Newsletter of the construction Industry Development Board Malaysia,
2.
9. CIS 7 (2006). Quality Assessment System forBuilding Construction Work. Malaysia: Construction
IndustryDevelopment Board
10. Cohen, J. W. (1988). Statistical power analysis for thebehavioural science. NJ: Lawrence
Erlbaum Associates.
11. Dawson, S., & Dickinson, D. (1988). Conductinginternational mail surveys: the effect of
incentives onresponse rates within an industrial population. Journal ofInternational Business Studies,
19, 491-496.
12. Fuentes, C. M., Benavent, F. B., Moreno, M. A. E., Cruz,T. G., & Del Val, M. P. (2000).
Analysis of theimplementation of ISO 9000 quality assurance systems.Work study, 49(6), 229-41.
13. Ghoshal, S., & Nohria, N. (1993). Horses for courses:organizational forms for multinational
corporations.Sloan Management Review, 34, 23-35.
14. Gotzamani, K. D., & Tsiotras, G. D. (2002). The truemotives behind ISO 9000
15. R.Lakshmi (2015) Construction Engineering and Management Tsm Jain College of
Technology; National Conference on Research Advances in Communication, Computation,
Electrical Science and structures (NCRACCESS-2015)

International Journal of Project ManagementVol. 15, No. 4, pp. 235-243, 1997
~ ) Pergamon © 1997 Elsevier Science Ltd and IPMA. All rights reserved
Printed in Great Britain
0263-7863/97 $17.00 + 0.00
PII: S0263-7863(96)00076-2
Total quality management in the

construction process
David Arditi and H Murat Gunaydin

Illinois Institute of Technology, Department of Civil and Architectural Engineering, Chicago, IL 60616, USA
There is great potential for quality improvement in the construction process. A study of the
literature and of surveys conducted in the USA indicated that management commitment to
quality and to continuous quality improvement is very important; construction industry
professionals are well aware of the importance of quality training; partnering agreements
among the parties in the construction process constitute an important step in securing a high
quality product; a feedback loop could upgrade the original quality standards used in the
industry; the clarity of project scope and requirements as well as of drawings and specifications
is a prerequisite for high process quality. © 1997 Elsevier Science Ltd and IPMA
Keywords: Total quality management, construction, quality assurance, quality control
Attainment of acceptable levels of quality in the construction Definition of quality

industry has long been a problem. Great expenditures of
time, money and resources, both human and material, are Quality can be defined as meeting the legal, aesthetic and
wasted each year because of inefficient or non-existent functional requirements of a project. Requirements may be
quality management procedures. The manufacturing industry simple or complex, or they may be stated in terms of the
has developed Total Quality Management (TQM) concepts, end result required or as a detailed description of what is
first applied in Japan and in recent years used in the United to be done. But, however expressed, quality is obtained if
States, which have increased productivity, decreased product the stated requirements are adequate, and if the completed
cost and improved product reliability. These concepts are project conforms to the requirements.
also applicable to the construction industry. For example, Law defines quality in terms of professional liability, a
Japanese construction companies, benefiting from the ex- legal concept that requires all professionals to know their
periences of Japanese manufacturers, began implementing trade and practice it responsibly. Every architect and
TQM during the 1970s. Even though construction is a engineer who offers his or her expertise to owners is subject
creative, one-time process, the Japanese construction industry to professional liability laws.
embraced the TQM concepts that some argued could only Some design professionals believe that quality is measured
apply to mass production. by the aesthetics of the facilities they design. According to
TQM is an effort that involves every organization in the Stasiowski and Burstein, ~ this traditional definition of
industry in the effort to improve performance. It permeates quality is based on such issues as how well a building blends
every aspect of a company and makes quality a strategic into its surroundings, a building's psychological impacts on
objective. TQM is achieved through an integrated effort its inhabitants, the ability of a landscaping design to match
among personnel at all levels to increase customer satis- the theme of adjacent structures, and the use of bold new
faction by continuously improving performance. TQM design concepts that capture people's imaginations. Because
focuses on process improvement, customer and supplier aesthetic definitions of quality are largely subjective, major
involvement, teamwork, and training and education in disagreements arise as to whether quality has been achieved
an effort to achieve customer satisfaction, cost effective- or not. Since objective definitions of aesthetic quality do not
ness, and defect-free work. TQM provides the culture exist, design professionals generally take it upon themselves
and climate essential for innovation and for technology to define the aesthetic quality of their designs.
advancement. Quality can also be defined from the view point of func-
In this paper, TQM concepts and their implications in the tion, by how closely the project conforms to its require-
construction industry will be discussed. Reference will be ments. Using this definition, a high quality project can be
made to industry surveys conducted in the USA and to the described by such terms as ease in understanding drawings,
published literature. level of conflict in drawings and specifications, economics
235
Total quality management in construction: D Arditi and H M Gunaydin
of construction, ease of operation, ease of maintenance, quality. The design professional and constructor are res-
and energy efficiency. ponsible for developing an appropriate program for each
In the construction industry, quality can be defined as project. QA provides protection against quality problems
meeting the requirements of the designer, constructor and through early warnings of trouble ahead. Such early
regulatory agencies as well as the owner. According to an warnings play an important role in the prevention of both
ASCE study, 2 quality can be characterized as follows. internal and external problems". On the other hand Quality
Control (QC) is the specific implementation of the QA
• Meeting the requirements of the owner as to functional
program and related activities. Effective QC reduces the
adequacy; completion on time and within budget; life-
possiblity of changes, mistakes and omissions, which in
cycle costs; and operation and maintenance.
turn result in fewer conflicts and disputes. 5
• Meeting the requirements of the design professional as
As mentioned earlier, quality in construction is too
to provision of well-defined scope of work; budget to
important to be left to chance. A look at history gives some
assemble and use a qualified, trained and experienced
insight into the problem. Through the first half of this
staff; budget to obtain adequate field information prior to
century, engineers and architects were in total control
design; provisions for timely decisions by owner and
during the design phase. During the construction phase they
design professional; and contract to perform necessary
carried out a role described as 'supervision', insuring that
work at a fair fee with adequate time allowance.
the owner received his money's worth in terms of quality.
• Meeting the requirements of the constructor as to provi-
In the 1950s and 1960s, owners became increasingly con-
sion of contract plans, specifications, and other documents
cerned with cost and schedule, areas where design profes-
prepared in sufficient detail to permit the constructor to
sionals were not providing good control. 6 The emphasis
prepare priced proposal or competitive bid; timely
continued to be on quality and control of exposure to liability.
decisions by the owner and design professional on
At about the same time, the widespread use in the public
authorization and processing of change orders; fair and
sector and, to a large degree, in the private sector, of the
timely interpretation of contract requirements from field
sealed competitive bid gave the owner the advantage of com-
design and inspection staff; and contract for perfor-
petitive pricing, but also forced the general contractor to look
mance of work on a reasonable schedule which permits
for every advantage during construction to control cost and
a reasonable profit.
maintain a profitable stance. As mechanical and electrical
• Meeting the requirements of regulatory agencies (the
systems became more complex, the general contractor turned
public) as to public safety and health; environmental
responsibility for such work over to subcontractors, in-
considerations; protection of public property including
cluding quality control of their workmanship. 6 Through
utilities; and conformance with applicable laws, regula-
contract, subcontract and sub-subcontract, the general
tions, codes and policies.
contractor ended up delegating responsibility for quality.
In addition, one should differentiate between 'quality In the 1980s came the advent of the construction man-
in fact' and 'quality in perception'. The providers of agement project delivery system whereby construction
services or goods that meet specifications achieve quality in management firms emerged as entities not responsible for
fact. A service or product that meets the customer's expec- design and/or construction, but performing only managerial
tations achieves quality in perception. 3 In other words, a functions on behalf of the owner from the inception phase
product can be of high quality and yet it may not meet to the completion of the construction phase. Inspection and
customer's needs and vice versa. An example of not quality control that had traditionally been performed by
meeting customer needs is the prefabricated high-rise architects and engineers were now performed by construction
apartment buildings that were built in the 1970s using management firms.
cutting edge technology in low-cost building processes. The According to O'Brien, 6 one way in which more attention
buildings had to be pulled down in the late 1980s because will be given to quality control is development of a project
no one wanted to live in these apartments despite the low quality control plan. Presently, testing and inspection
rents. The buildings failed to meet the tenants' expectations requirements are scattered throughout the contract speci-
of comfort, aesthetics and function. fications. To develop a firm plan, the testing and inspection
One should also differentiate between 'product quality', requirements can be combined into a new division of the
i.e. the quality of elements directly related to the physical specifications. This would emphasize quality control and
product itself, and 'process quality', i.e. the quality of the provide an organized location in which all quality control
process that causes the product to be either acceptable or issues are identified to the bidders. As a part of a quality
not. 4 For example, 'product quality' in the construction control plan, the manner in which the construction manager
industry may refer to achieving quality in the materials, will apply quality control procedures should be described to
equipment and technology that go into the building of a the bidders. This will permit them to assign appropriate
structure, whereas 'process quality' may refer to achieving costs to the testing procedures.
quality in the way the project is organized and managed in The terms quality assurance (QA) and quality control
the three phases of planning and design, construction, and (QC) are frequently used interchangeably. Since quality
operation and maintenance. control is a part of quality assurance, z maintaining a clear
distinction between then is difficult but important. Quality
assurance is all planned and systematic actions necessary to
Quality assurance/quality control provide adequate confidence that a structure, system or
According to the Manual of Professional Practice for Quafity component will perform satisfactorily and conform with
in the Constructed Project, 2 "Quality Assurance (QA) is project requirements. On the other hand, quality control
a program covering activities necessary to provide quality is a set of specific procedures involved in the quality-
in the work to meet the project requirements. QA involves assurance process. These procedures include planning,
establishing project related policies, procedures, standards, coordinating, developing, checking, reviewing, and sched-
training, guidelines, and system necessary to produce uling the work. The quality control function is closest to the
236
product in that various techniques and activities are used to Management commitment and leadership
monitor the process and to pursue the elimination of sources
that lead to unsatisfactory quality performance. 7 Most The Business Roundtable construction industry cost effec-
design-related quality assurance and quality control activities tiveness study concluded that the primary causes for the
are covered by a design organization's standard office pro- decline of construction productivity directly or indirectly
cedures. Developing and monitoring the activities within the involved poor management practices. 8 Since quality is part
quality assurance program in the construction phase are the of productivity, the first step for management is to recognize
responsibility of either the designer or the construction man- that there is a problem.
agement firm depending on the project delivery system in use. The success of a TQM program first of all depends on
management practices. TQM is a culture and philosophy
that must permeate an organization as the method of man-
Factors that affect quality agement. 9 It can thrive only under a senior management
Establishing the project requirements for quality begins at that establishes TQM as a top priority. This commitment
project inception. A careful balance between the owner's must be coupled with a thorough understanding of TQM.
requirements of the project costs and schedule, desired Only if supported by this commitment and understanding,
operating characteristics, materials of construction, etc. can senior management lead the company toward the
and the design professional's need for adequate time and realization of higher quality in its undertakings.
budget to meet those requirements during the design The prominent method of management practiced in the
process is essential. Owners balance their requirements United States today, including the construction industry, is
against economic considerations and, in some cases, management by control, not by participation. Forced by
against chance of failure. The design professional is international competitive pressures and increasing demands
obligated to protect public health and safety in the context for quality products and services, industries are reevaluating
of the final completed project. The constructor is responsible the effectiveness of management by control. According to
for the means, methods, techniques, sequences, and Joiner and Scholtes, t° in this style of management, the
procedures of construction, as well as safety precautions emphasis is on the organizational chart and the key control
and programs during the construction process] points within the structure. All managers, beginning at the
Project requirements are the key factors that define quality top, are given certain goals for the next year. They, in turn,
in the process of construction. The process of construction set goals and impose controls on each of their subordinates.
can be broken down into three main phases, namely, (1) the In construction terms, cost, schedule, and possibly quality
planning and design phase, (2) the construction phase, and goals are established for each project. Project managers are
(3) the maintenance and operation phase. Figure 1 shows rewarded on the basis of meeting these goals. This method
generally accepted elements of TQM and construction has been somewhat successful. It is simple, logical, and
industry-specific factors that affect quality of the process of a consistent. But there are problems when the work gets
building project. The factors that affect quality in each phase displaced by the controls themselves. 9 Also, competition
of the construction process have been identified through a to meet short-term goals can lead to internal conflict, adver-
literature review and are discussed in the following sections. sarial relationships, reduced communication, accusations
Management
Commitment and
Leadership
Training Teamwork
Statistical Methods Supplier Involvement
Customer Service Cost of Quality
Construction Industry-
Specific Factors
Quality of Codes and Standard:

Drawings and Specifications
Constructability Analyses
Figure 1 Elements of total quality management in the construction process
237
when goals are not achieved, and even fabricated reports moderately important, and in the operation phase very
of conformity. Management by control encourages an important by the respondents in Gunaydin's study of TQM
organization to look inward rather than outward to the in US construction projects. 12 It follows that operation and
customer and the customer's needs/ maintenance crews working in constructed facilities should
Once it acknowledges that there is a problem, the second be the main recipient of training efforts. Findings are parallel
step for management is to develop a clear understanding of to ISO 9001 which emphasizes the importance of training
the underlying principles and elements of TQM. Management and underlines that activities demanding acquired skills
then demonstrates its commitment to quality through action. should be identified and the necessary training provided. 17
Without this understanding, management's action will most
likely contradict TQM, confirming the doubts of the labor
Teamwork
force and dooming the effort to failure, i1 The findings of a
survey conducted by Gunaydin of a total of 143 construction Quality teams provide companies with the structured en-
managers, designers, contractors and facility managers to vironment necessary for successfully implementing and
investigate TQM in the design, construction, and operation continuously applying the TQM process. Quality training is
phases of projects undertaken in the USA, indicated that the conducted and the continuous improvement process executed
level of management commitment to continuous quality through a well-planned team structure. The ultimate goal of
improvement was rated as one of the most important factors the team approach is to get everyone, including contractors,
that affect the quality of the constructed facility. ~2 designers, vendors, subcontractors, and owners involved
with the TQM process.
At the industry level, extending the TQM concept to the
Training parties mentioned above in the form of joint teams achieves
The importance is recognized by every quality expert. higher customer satisfaction. These joint teams are respon-
Under TQM, quality becomes everyone's responsibility sible for establishing joint goals, plans, and controls. The
and the training must be targeted for every level of the teams provide a mechanism for listening to and communi-
company. 13 There should be customized training plans for cating with the owner and for measuring the level of
management, engineers, technicians, home and field office customer satisfaction. Two obstacles to establishing joint
staff, support personnel and field labor. ~4 teams are the state of legal independence between companies
It can be argued that the transient construction work force and their traditional methods of working individually/
is quite different from the relatively stable manufacturing These obstacles can be overcome in the construction
work force. This transient nature may make it more difficult industry however, if the owner is dedicated to doing so.
to train workers, particularly craft labor, for the construction There are several case studies of successful partnering
industry 9. However, there are many aspects, such as train- arrangements. For example, on a large refinery project,
ing and awareness, that are similar between the safety TQM was applied on a project team basis; representatives
consciousness of construction firms and the implementation of the owner and the two major contractors on the project
of TQM concepts. Many US construction companies that served on the project quality steering committee. While this
had safety forced upon them with the formation of the is a new concept, early progress is encouraging. 9
Occupational Safety and Health Administration have At the company level, teams composed of department
proven the cost effectiveness of their safety programs and representatives are necessary to implement TQM throughout
now use their safety records as a marketing tool. ~ Some the organization. The same team approach can be used at
of the same techniques used to instill a safety awareness in the project level.
craft labor may be adaptable to instill a similar quality "Extent of teamwork of parties participating in the
awareness. It is easy to envision using a good quality design phase" was found to be the most important factor
performance record as a strong marketing tool. that affects quality in Gunaydin's study of TQM in US
If TQM concepts become widely accepted throughout the construction projects. 12 In the same study, construction
construction industry, workers switching from one company managers and designers ranked this factor as the most
to another should require less TQM training since all important factor. This result shows that teamwork among
workers would have received basic quality awareness in parties such as structural, electrical, environmental, civil
their previous employment. 9 engineers, architects, and owners is essential to reach the
The training effort may include instruction in the basics quality goals for design. In the construction phase, "extent
of TQM, cause-and-effect analysis, team problem solving, of teamwork of parties participating in the construction
interpersonal communication and interaction, rudimentary process" was found to be very important and ranked 2nd by
statistical methods and cost of quality measurement. A constructors and 4th by construction managers. 12 It appears
study of TQM in more than 200 companies found that skills that the importance of teamwork in the design phase was
in human interaction, leadership, and initiative are instru- relatively more pronounced than in the construction phase.
mental to the success of any quality improvement effort. ~5
The demands on these interpersonal skills increase as the
complexity and sophistication of the technical systems
Statistical methods
increase. The training effort follows a specific plan, and its Statistical methods provide problem-solving tools to the
implementation and effectiveness are carefully tracked. It is TQM process. According to Perisco, ~8 they provide teams
initiated in a limited number of pilot teams. The success with the tools to identify the causes of quality problems, to
stories of the pilot teams are then used to fuel the remaining communicate in a precise language that can be understood
training effort. Follow-up training is essential, and is part by all team members, to verify, repeat, and reproduce
of the overall training plan and a job requirement for each measurements based on data, to determine the past,
individual. ~6 present, and to a lesser degree, the future status of a work
The training of employees in the design phase was process, and to make decisions on facts that are based on
found to be not very important, in the construction phase data rather than the opinions and preferences of individuals
238
or groups. The most commonly used statistical methods in Contractors with a reputation for poor quality are not likely
the TQM process include histograms, cause and effect to be awarded many projects in the existing competitive
diagrams, check sheets, Pareto diagrams, graphs, control marketplace. It therefore pays for contractors to invest in
charts, and scatter diagrams.t9 measures to achieve high work quality in order to increase
Statistical methods are very important for manufacturing chances of winning contracts.
industries in order to improve quality. 2° Oberlender under-
lines the importance of statistical methods in order to
provide essential problem-solving tools to the TQM
Supplier involvement
process. The importance of statistical techniques is also The ability to produce a quality product largely depends on
underlined by ISO 9001. 21 However, contrary to TQM the relationship among the parties involved in the process;
philosophy, the use of statistical methods was found to be the supplier, the processor, and the customer. The quality
in Gunaydin's survey the least important factor that affects of any stage in a process is contingent upon the quality of
quality in the construction process and ranked at the very the previous stages. The quality of the project built by the
bottom of the importance lists in the design and con- constructor is directly related to the quality of the plans and
struction phases by designers, constructors, and construction the specifications prepared by the designer, the quality of
managers. It can be concluded that all the professionals the equipment and materials supplied by the vendors, and
involved in this study agree that the use of statistical the quality of work performed by the subcontractors. Close
methods has relatively very little effect on the quality of the and long-term relationships with these suppliers to the
construction project. 12 This finding supports Hellard's 2t construction process are required if the constructor is to
contention that individual construction activities are achieve the best economy and quality.l~
typically unique and eliminate the potential for any kind of Traditionally, in the construction industry, contractors,
statistical process control. subcontractors, and vendors are all pitted against one
another to compete on the basis of low-bid contracts. Yet,
the fourth of Deming's 26 14 recommendations for reaching
Cost of quality a high level of quality stresses that companies must end the
The cost of quality is considered by both Crosby 22 and practice of awarding business on the basis of price tag
Juran 5 to be the primary tool for measuring quality. In alone. According to Peters, 27 successful projects in the
their approach, it is used to track the effectiveness of the future are likely to be decided based on quality, life-cycle
TQM process, select quality improvement projects, and costs (not initial cost), and supplier responsiveness, which
provide cost justification to doubters. By bringing together can only be achieved through partnership relationships;
these easily assembled costs of review, inspection, testing, these relationships will involve fewer suppliers, and they
scrap, and rework, one can convince management and are expected to be based on mutual trust. This is already
others of the need for quality improvement." Cost of being proven true in certain areas of the industrial con-
quality has received increasing attention in recent years. It struction market. Long-term partnering agreements have
is effective in its intended purpose of raising awareness been formed between a number of owners and contractors.
about quality and communicating to management the Some owners are requiring their contractors to have formal
benefits of TQM in terms of dollars. TQM programs, and both owners and contractors are
Quality costs consist of the cost of prevention, the cost requiring their vendors to implement TQM if they wish to
of appraisal, and the cost of deviation. Prevention costs are be considered for future work. 9
those resulting from activities used to avoid deviations or
errors, while appraisal costs consist of costs incurred from
activities used to determine whether a product, process, or
Customer service
service conforms to established requirements. 23 The cost TQM is a process that requires universal involvement to be
of design or constructability reviews, as well as the cost of successful. This includes customer involvement. As more
modifying work procedures to adhere to quality standards and more companies become involved in the TQM process
might be considered prevention costs, while inspection is and demands for improved quality increase, this concept
an example of an appraisal cost. A survey of US firms becomes increasingly important.
indicates that the major obstacle to using the ISO 9000 Customers may be either internal or external. Satisfying
standards is the additional cost of modifying work pro- the needs of these customers is an essential part of the
cedures and the additional cost of revising standardsfl 4 process of supplying the final external customer with a
Deviation costs are those resulting from not meeting the quality product. Juran 5 claims that the parties in a process
requirements. Some deviation costs are incurred on the (supplier, processor, and customer) have a "triple role".
project site due to scrap, rework, failure analysis, re- Figure 2 shows Juran's "triple role" concept applied to
inspection, supplier error, or price reduction due to non- construction. 28 The designer is the customer of the owner
conformity. Other deviation costs are incurred once the because the designer has to receive the project require-
owner takes possession of the constructed facility. These ments from the owner in order to provide a feasible design.
include costs for adjustment of complaints, repair costs, The designer supplies plans and specifications to the con-
costs for handling and replacing rejected material, work- structor; in this case the constructor is the designer's
manship or equipment costs for correcting errors, and customer because the constructor uses the designer's plans
litigation costsfl 5 and specifications, then conducts the construction pro-
In the construction industry, contractors are selected by cess, and finally supplies the completed building to the
owners on a competitive basis. Even though the bid is owner. The owner is now the constructor's customer.
considered to be the major criterion of selection, especially Quality in each phase is affected by the quality in the pre-
private owners also consider the contractors' safety record, ceding phases. Therefore customer service in each phase
technical support, equipment capabilities, and especially is important for the overall quality performance of the
reputation regarding the quality of the work performed. process.
239
OWNER CONSTRUCTOR
I
I Output
I Process
Requirements Design Plansand Operation~

ofowner Phase Specifications Constructed Mainta~dnance)
Facility
Phase/
I Input I Process Output Input I Process

ARCHITECT/ENGINEER
I I
Figure 2 Construction process
Construction industry-specific factors project each time. Except for some specialized areas of
construction such as nuclear power plants and interstate
While the evolution of quality control in the construction
road construction, there is no comprehensive quality
industry is parallel to that of the manufacturing industry,
policy employed to establish quality assurance for the
many dissimilar characteristics distinguish the two in-
entire industry or large segments of the industry.
dustries. The following differences, some of them signifi-
• No feedback system exists for reexamining quality
cant, must be considered when applying a quality program
control work. Correction only occurs when the owner,
to construction. 29
designer, or building authority points out defects in the
• Almost all construction projects are unique. They are project. This makes quality evaluation difficult.
single-order, single-production products. • It is difficult to establish a data collection system to
• Unlike other industries, which usually have a fixed site build an information base that could lead to early iden-
with similar conditions for production, each construction tification of defects. Since post-completion correction
production site always displays different conditions. of unacceptable work is damaging to a company's or
• The life-cycle of a construction project is much longer an individual's reputation, or both, the defect that occurs
than the life-cycle of most manufactured products. during construction is usually corrected or concealed
• There is no clear and uniform standard in evaluating before top level management or the owner discovers
overall construction quality as there is in manufactured it. Thus, lack of information means no change in pro-
items and materials; thus, construction projects usually cedures, and allows the defect to reoccur during the next
are evaluated subjectively. project.
• Since construction projects are a single-order design pro- • No mechanism exists for practical implementation of
ject, the owner usually directly influences the production. standards. This is not only because too many standards
• The participants in the construction project--owner, exist, but also because there are no efficient means for
designer, general contractor, subcontractor, material inputting new information and, thus, maintaining
supplier, etc.--differ for each project. relevant standards.
• No system exists to manage quality throughout the
Because of these distinguishing characteristics, the con- design/construction process. While a 'construction man-
struction industry has generally been considered to be quite agement' block appears in Figure 3, it is only the
different from manufacturing industries. That is why, execution of the construction plan, and does not contain
quality control procedures that work effectively in a mass a quality management component.
production industry have not been considered suitable for
the construction industry. Consequently, quality control According to Kubal,31 the concept of quality control
throughout the construction industry has not evolved to the should be changed from "controlling quality" to "control-
level attained in manufacturing industries. ling management for quality". This would result in using
According to Asakaoru, 3° project design and construction an integrated quality standard, based upon current industry-
planning are carried out based upon a standard derived wide experience, to define policies and organization to
from relevant codes, owner requirements, and design com- manage quality. Policies are defined for the quality, for the
pany standard practice. Construction is then managed to control of quality, and for management of the quality
conform to this composite standard as interpreted by the control system.
constructor. Quality assurance via owner, designer, or The organization created to implement quality control
building authority, or a combination, occurs after com- policies must have well-defined responsibilities and authority.
pletion, and in some cases, after partial compensation. This In construction, failure can result from malfunction on the
process results in the following trends. part of constructor, designer, or even owner. In most cases
however, it is the result of a combination of actions by
• Quality is designed into and evaluated for each individual several or all of these parties. The quality management
240
FEEDBACK
Construction Management
Planning& Design --• Evaluation

_~ Quality I Quality ]
Standard ~- Management [ -~ Construction Evaluation ~-~
Operation & Maintenance Evaluation II
Figure 3 Total quality control flow chart
organization must, therefore, have the ability to deal specifications) to guide the physical construction of the
effectively with all parties involved. A quality flow chart project. There are often inconsistencies between the drawings
(Figure 3) demonstrates the following characteristics for and specifications. I That is why it is critical that draw-
a properly organized quality control program in the con- ings be clear, concise, and uniform. 2 Indeed Gunaydin's
struction industry. findings indicate that the quality of the drawings and
specifications received from the designer affect the quality
• The quality standard is derived from a current database
in the design and construction phases, and consequently the
created through feedback from previous projects, pro-
quality of the constructed facility. 12
viding a more uniform and comprehensive standard.
• Quality management in the planning and design, con-
struction, and operation and maintenance phases is Constructability of design
integrated through the construction management project Constructability is one of the major factors that affect the
delivery system. quality of design. According to the ASCE manual, 2 the
• Defects are identified and corrected early. design professional must consider the requirements of the
• Feedback expands the quality data base to eliminate constructor. The project must be constructible by those
repetition of the identified defects. retained to build the project. Like codes, constructability
and construction techniques vary in different geographical
Quality of codes and standards areas. Kubal 3t indicates for example that in addition to
According to the ASCE manual, 2 the primary purpose of general reviews of constructability, designs must also be
codes and standards is to protect the public's health and reviewed for effectiveness and compatibility with local
safety. Compliance with codes and standards should be an requirements, including both the initial construction and
issue addressed early in the design phase. Without early postconstruction operations. Both the initial design con-
identification of the appropriate codes and standards, re- structability and the completed operational design should be
working plans and specifications can result in considerable reviewed in the quality construction programs instituted by
cost and delay. The design professional must be knowl- the design team members. In addition, design professionals
edgeable about the provisions of codes and standards before must clearly and adequately communicate the design intent
starting the design process because the building codes to the constructor. This is done initially with the contract
directly control the minimum standards of many components documents, both plans and specifications. Quality design
of a building project, and are responsible for much of the extends throughout the construction phase of the project. 2
finished product quality. Kubal 3~ claims that regulations Oberlender 11 indicates that traditionally, engineering
controlling the construction process are much more restric- and construction have been separated early in the project.
tive than in most manufacturing and service industries. The adoption of new technology such as three-dimensional
Stasiowski and Burstein ~ underline that quality design computer-aided drafting and design, robotics, and auto-
begins with sound engineering and scientific principles, mation in construction has generated increased interest in
must satisfy the criteria of applicable codes and standards, the constructability of the project. With these new innova-
but also the owner's project requirements. Codes and tions, designs can be configured to enable efficient con-
standards refer to the minimum criteria. Owners, however, struction, which places more emphasis on merging
may have particular requirements. Gunaydin's survey of engineering and construction to include constructability's
US designers and construction managers indicates that the input in the design effort. The desired result is to facilitate
effect of codes and standards on the quality of the operation the exchange of ideas between construction and design
is perceived as minimal. ~2 before and during design, rather than after design.
According to the ASCE manual, 2 the project design
Quality of drawings and specifications team should include engineers with field experience. Many
Drawings and specifications are the two sets of documents organizations have these engineers on staff. However, it
given to the constructor that provide technical information may be necessary in some cases to retain engineers with
on materials, performance of the constructed facility, and the necessary expertise, or form a joint venture with an
quality requirements. Drawings are the only documents appropriate concern.
given to the constructor that show the design concept, size
and scope of the job, number and size of materials or
ISO standards
items, and how they are assembled into a final project.
Oberlender ~ also underlines that the final product of The Geneva-based International Organization for Stan-
design work is a set of contract documents (drawings and dardization first published a series of standards in 1987. 32
241
The term ISO describes the series of international standards • Statistical methods are essential problem solving tools
dealing with product design, production, delivery, service and are very important in monitoring quality in manu-
and testing. The ISO 9000 series comprises two basic types facturing industries. But they are not perceived as very
of standard: those addressing quality assurance and those useful by construction professionals; yet, there appears
addressing quality management. The quality assurance to be potential for a feedback system in the construction
standards are designed for contractual and assessment process. As the project is being completed, feedback
purposes and are ISO 9001, ISO 9002, and ISO 9003. The loops originating at the end of each phase could be used
quality management standard is ISO 9004 and is designed to upgrade the original quality standards adopted at the
to provide guidance for companies developing and beginning of the project.
implementing quality systems, t7 A company registered as • Taking measures to achieve high quality cost money.
complying with ISO standards has demonstrated to an This cost should not be considered an expense but an
accredited third party (an approved outside auditor) that its investment. Construction organizations that achieve repu-
processes have been documented and that the company is tation for high quality can maximize their competitive-
systematically auditing and being audited that they are ness and increase their business opportunities.
following the policies and procedures necessary to produce • The construction project should be considered as a
high quality products. process where all customers must be satisfied. These
ISO standards are directed towards improving a firm's customers include internal customers (employees, units,
production processes. A TQM system is the big picture and departments within an organization) and external
is concerned with customer satisfaction and all activities customers (owner, designer, contractor, etc.).
conducted by a firm. A good way of viewing ISO is that the • The requirements of the owner must be clearly defined at
emphasis in the ISO registration is on the management of the beginning of the project and be agreed to by both the
process quality. This is not meant to minimize the role of owner and design finn. The more time and effort are spent
ISO in a TQM system. The ISO standards provide an excel- at the beginning in defining requirements, the more
lent beginning point for a firm starting a TQM program. smoothly the project will progress. Objective setting is
important because it provides a focus for scope definition,
guides the design process, controls the construction
Conclusions process, and influences the motivation of the project team.
There is great potential for quality improvement in the con- • Drawings and specifications received from the designer
struction industry. In today's competitive world, the term affect the quality of the construction. Drawings are the
'quality' and its concepts are vital for the construction only documents given to the constructor that show the
industry. There is not much time nor resources to waste. design concept, size and scope of the job. It is critical
Reworks and delays are not acceptable. As in the manufac- that drawings and specifications be clear, concise, and
turing industries, the construction industry should focus on uniform. The project must be constructible by those
process quality. It is clear that TQM and its principles do retained to build the project. Design professionals must
apply to the construction industry. TQM philosophy of be familiar with construction materials and techniques
teamwork and co-operation not confrontation and conflict, that constructors will be using in the project.
is long overdue for the construction industry.
This study indicates that future strategies and potential References
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1. Stasiowski,F. A. and Burstein, D., Total Quality Project Management
managers and company administrators should consider the for the Design Firm. Wiley, New York, 1994.
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Project: A Guideline for Owners, Designers and Constructors, Vol 1.
• Management commitment to quality and to continuous ASCE, New York, 1988.
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4. Nagasaku, C. and Oda, M., Planning and Execution of Quality
the implementation process and be fully committed to it Control. Juse Press, Tokyo, 1965.
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• Construction industry professionals are aware of the McGraw-Hill, New York, 1988.
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New York, 1989.
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become the industry's future leaders must be instructed Handbook, 4th edn. SME, Dearborn, MI, 1993.
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• Teamwork is necessary to allow each person to get the 10. Joiner, B. L. and Scholtes, P. R., The quality manager's new job.
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Construction. McGraw-Hill, New York, 1993.
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must be project-related and must include the whole Illinois Institute of Technology, Chicago, IL, 1995.
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tractor, vendors, professional designers, project managers House, New York, 1986.
14. Smith, S., How to Take Part in the Quality Revolution: A Manage-
and above all, the owner must be involved in the pro- ment Guide. PA Management Consultants, London, 1988.
cess. Partnering arrangements between these parties will 15. Dumas, R. A., Organizationwide quality: how to avoid common
enhance total quality. pitfalls. Quality Progress, 1989, 22(5), 41-44
242
Total quality management in construction: D Arditi and H Murat Gunaydin
16. Aubrey, C. A. and Felkins, P. K., Teamwork Involving People in

Quality and Productivity Improvement. Quality Press, Milwaukee, Dr David Arditi is Professor of Civil
WI, 1988. and Architectural Engineering at
17. Doyle, D., ISO 9000 Quality Systems Handbook. Butterworth, Illinois Institute of Technology. He is
London, 1994. the founder and coordinator of the
18. Perisco, J., Jr., Team up for quality improvement. Quality Progress, Construction Engineering and Man-
1989, 22(1), 33-37. agement Program. He is currently
19. Kume, H., Statistical Methods for Quality Improvement. Association the Chairman of the Department of
for Overseas Technical Scholarship, Tokyo, 1985. Civil and Architectural Engineering.
20. Deming, W. E., The New Economics for Industry, Government, Dr Arditi has received his PhD degree
Education. MIT, Cambridge, MA, 1993. from Loughborough University of
21. Hellard, R. B., Total Quality in Construction Projects. Telford, Technology in the UK. His area of
London, UK, 1994. expertise covers aspects of construc-
22. Crosby, P. B., Cutting the Cost of Quality. Farnsworth, Boston, tion management, engineering and
1967. support such as using neural net-
23. Burati, J. L. and Farrington, J. J., Cost of quality deviations in design works to predict the outcome of
and construction. Source document 29, Construction Industry litigation, scheduling for repetitive construction, incentive/disincentive
Institute, Austin, TX, 1987. contract provisions, to name but a few. Dr Ardz'ti is an active member
24. Yates, J. K. and Anifios, S., International standards: the US of several professional societies including ASCE, AACE, PMI, IABSE,
construction industry's competitiveness. Journal of Cost Engineering, IPMA and CMAA.
1996, 38(7), 32-37.
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blue print for implementation. Publication 10-3, Construction H. Murat Gunaydin is a graduate
Industry Institute, Austin, TX, 1990. research assistant and PhD candi-
26. Deming, W. E., Out of the Crisis. MIT CAES, Cambridge, MA, date at the department of Civil and
1986. Architectural Engineering at Illinois
27. Peters, T. J., Thriving on Chaos. Harper & Row, New York, 1987. Institute of Technology. He received
28. Arditi, D. and Gunaydin, H. M., TQM in the home building process. his MSc degree from the same
Proceedings of the 24th IAHS Worm Housing Congress, Vol. 1, department and BSc in Architecture
279-289, METU, Ankara, Turkey, 1996. from Yildiz Technical University in
29. Rounds, J. L. and Chi, N. Y., TQM for construction. Journal of Istanbul, Turkey. He designed some
Construction Engineering and Management, 1985, 111(2), 117-127. projects as an architect in Istanbul,
30. Asakaoru, T., Total Quality Control, 1st edn, Vol 3. McGraw-Hill, Turkey.
Tokyo, 1979.
31. Kubal, M. T., Engineered Quality in Construction. McGraw-Hill,
New York, 1994.
32. Mears, P., Quality Improvement Tools and Techniques. McGraw-
Hill, New York, 1995.
243
Inspection and
UNIT 9 INSPECTION AND QUALITY Quality Control
CONTROL
Structure
9.1 Introduction
Objectives
9.2 Need for Inspection and Quality Control
9.3 Principles of Inspection
9.4 Major Items in Construction Job Requiring Quality Control
9.5 Stages of Inspection and Quality Control
9.6 Summary
9.7 Answers to SAQs
9.1 INTRODUCTION
Inspection is needed for maintaining quality in a construction project. Different
aspects of quality are to be considered. Different types of inspection and quality
control procedures may apply to different materials. An engineer should be
conversant with all these procedures.
Objectives
After studying this unit, you should be able to
• understand the need of inspections and quality control in construction
projects,
• understand different aspects of quality control,
• know about principles of inspection, and
• appreciate what different considerations are required for quality
control of different materials.
9.2 NEED FOR INSPECTION AND QUALITY

CONTROL
Every operation is connected with the quality of the product. In the case of
construction the quality of construction is to be maintained as per project
specifications. It is important that quality requirements be satisfied and production
schedules are met. The satisfaction of the owner of the project is mainly derived by
the quality of the work.
Stiff competition in the national and international level of construction sector
demands a high quality oriented attitude of engineers. However, the management
is required to achieve the satisfaction of the owner by completing the project
within the cost constraints for the project. Both of these things are dependent on
properly integrating quality development, quality maintenance and quality
improvement in construction. The integration of all these three aspects can be
achieved through a sound quality control system.
99
Construction 9.2.1 Quality
Management
Quality is a relative term and is used with reference to the end use of the product.
In the context of the construction field, this end product is what we construct.
Sometimes quality is defined as the fitness of any constructed facility or structure
for use at the most economical level.
As there may be difference in the perception of quality of an object, we have to
specify the quality in a clear term. As mentioned above, quality may sometimes
mean as the fitness for use. Sometimes it may be interpreted in terms of
conforming to requirements. For example, a tourist building must be planned so
that people staying inside it must feel its aesthetic appeal or beauty. If it does
not conform to this requirement some people may term it not conforming
(or matching) to the requirements.
Sometimes quality may be interpreted in terms of grade or degree of excellence for
some structures. The quality of construction of a project is also dependent on the
quality of several other parameters.
Quality of a constructed facility may be verified based on some instincts or factors.
These may be considered as follows :
• Aesthetics
• Strength
• Durability
• Safety
• Economy
• Maintainability
• Reliability
• Degree of satisfaction of the end user
• Versatility of use for many purposes
9.2.2 Quality of Design
Quality of design of a construction is concerned with the specifications which have
to be conformed with. A good quality of design must ensure consistent
performance of the facility for the entire life span of the facility. The design of the
facility should be done in such a way that all possible modes of failures are
considered and appropriate inputs are ingrained in the design to take care of them.
Quality design is a continuous process which results in good evaluation of an end
product. Design features which are essential for a project are necessary to be
considered. For example, a road without design features such as camber,
superelevation or provision of side drains is not going to be evaluated as a good
construction. Objectives of the owner for the construction of a structure, cost
considerations, environmental considerations, etc. are some of the factors which
may affect the design of a structure and hence its quality.
9.2.3 Conforming to Quality
Conforming to quality means the quality of the product/construction to be of a
required order. It is essential so that the construction goes on as per the
satisfaction of the owner. Use of proper quality of materials, proper work
sequences, proper types of equipment and inspections from time to time are
100
factors which should be considered. It is to note that a higher quality of design Inspection and
increases the cost but a higher quality of conformity with the design saves the Quality Control
investment.
9.2.4 Quality of Performance
It is connected with how well the constructed facility gives its performance. It
depends on both the quality of design and the quality of conformance.
It may be easily understood that even a best design may not be able to provide us
with something which is going to be the best in terms of performance if the quality
of conformance is poor. The reverse is also true. A proper quality of conformance
also can not provide a good quality of constructed facility if the quality of design
of the facility is not good.
9.2.5 Characteristics of Quality
Quality of a particular object, such as a car, a book or a building, may be assessed
by some parameters which are physical or chemical in nature. Sometimes the
criteria may be abstract such as aesthetics or beauty of an object. These parameters
are used to define the quality of an object.
Quality characteristics may be defined in terms of parameters which may be of the
following types :
• Technical parameters – length, viscosity, etc.
• Psychological parameters – taste, beauty, etc.
• Time parameters – speed, life span, etc.
• Contractual parameters – safety, reliability, etc.
• Ethical parameters – honesty, integrity, nature, etc.
These characteristics may be measurable or non-measurable. This may be another
criterion for classifying those parameters which may assess quality.
Quality control may be defined as a procedure by which we compare the actual
quality of an object with the intended quality. If the actual quality is different from
the intended one, especially if it is less, we have to take corrective actions. The
intended quality is defined by some characteristics. The same characteristics of the
actual object are measured. When these characteristics are compared, we can have
an idea of whether the actual quality of the object is acceptable.
Quality control may be termed also as a systematic control of those factors which
define the quality of an object. For example, we know that the strength of a
structural member, such as a column, is dependent on the quality of materials
which are used to construct that column. We shall have to control the quality of
materials to control the quality of column. Quality control includes all such
procedures, tools, specifications and the system of norms & specifications which
are used to control the quality of an object.
Quality control is generally costly. We have to train people for making inspections,
assessing quality of objects with the help of instruments which are sometimes
purchase or hired on rent. Time also is spent on inspections. Inspections may
sometimes affect the progress of work. Sometimes, we may have to dismantle
some construction or part of construction which may be a drain on the resources
of an organization. The cost of quality assurance should be considered and it
should be the practice on the part of the contractor to establish high quality
standards. Sometimes disputes may be there because of decisions made during 101
Construction inspections which have to be sorted out. Getting these disputes amicably resolved
Management also may sometimes be time consuming and costly.
There are some benefits of maintaining quality in the construction. These may be
expressed as below :
• Increase in efficiency because of quality consciousness
• Reduction of scrap due to less number of items being rejected
• Easy identification of construction faults
• Decrease in cost in the long run due to benefits of quality control
• Creating quality consciousness in workers
Norms and guidelines are made for the quality specifications to be followed.
For civil engineering construction, a variety of codes have been drafted by Bureau
of Indian Standards, New Delhi.
9.3 PRINCIPLES OF INSPECTION

Inspection means the checking of material or product at various stages of
manufacture or construction of an object. It is done with respect to some
pre-defined parameters and it tries to detect the faulty nature of the object. When
we inspect something, we try to see the past history of construction and try to
learn from our past experiences. Faulty objects are sorted out and are rejected. For
example, those structural members, whose construction has been faulty, may be
dismantled and reconstructed. There may be different aspects which may be
followed. For example, the quality of a beam specimen may be faulty because the
concrete in that beam may not be of the chosen grade. It may be considered faulty
if the detailing of reinforcement (i.e. how the reinforcement is to be placed in the
beam) also is faulty. Such beam members would be discarded, dismantled and
reconstructed.
Inspection should not be confused with quality control. Inspection is a way or
method of maintaining the quality of the object being constructed or produced.
Controlling the quality is what is termed as quality control. Quality control is a
wide term which involves inspections at various stages of construction. Basically,
when we consider the quality control of some object, we always have some future
object in mind and we try to find out the ways as to how to control the quality of
that object, to be produced in future. This is why, the quality control people are
provided with instructions prior to the production or construction of some object
or some building.
Inspections give us needed inputs to control quality. If the quality of an object is
found to be not as per expectations, we have to take remedial steps. Inspections
check the quality of past constructions and quality control norms or specifications
are provided for the future constructions. Inspection is an act of checking the
objects or items, sorting out and finding out the faulty item. Quality control is a
broad term which includes inspection as an activity out of a number of activities
carried out for the purpose.
Inspections are carried out using precise equipment and instruments. These devices
or tools are used to measure those characteristics which define the quality of an
object. Using such devices, we can ascertain the quality of past constructions and
judge if those objects, which were constructed, were as per accepted norms and
102
specifications. Inspection is mainly carried out by people who are responsible for Inspection and
it. They must know the norms and specifications, characteristics to be measured Quality Control
and should know how to use different devices and tools to examine the quality of a
construction.
For inspecting the quality of construction, non-destructive test procedures have
been established. In such procedures, which are termed as NDT procedures, we
can test the quality of construction without deforming a structural element.
SAQ 1
(a) What is the need for quality control in construction?
(b) What are the principles of inspections for quality assurance? Write
briefly.
9.4 MAJOR ITEMS IN CONSTRUCTION JOB

REQUIRING QUALITY CONTROL
To understand the aspect of quality control in construction, it has to appreciate
that construction industry is somewhat different from other manufacturing
industries. The objects created or constructed in this sector are most of the times
unique in the sense that the structures are never the same or the exact replica of
one another. Two buildings, two bridges, two roads may be chosen at random and
in each case we would find that there are differences or variations.
There are certain considerations which should be kept in mind when we consider
quality control in civil engineering construction.
Quality of construction is dependent, to a great extent, on
• The quality of materials which are used in construction
• The expertise of workers
• The technology adopted in construction
• Number, type and quality of inspections
• Quality consciousness of people
• Funds available for construction and quality control
• Time available for quality control procedures
• Existence of norms and guidelines for assessing quality of construction
of a particular type
• Experience and expertise of inspectors
• Quality of design
• Nature of the construction project 103
Construction We can see that some activities in a construction work may be of a repetitive
Management nature. Some activities are taken up only for some times. Concrete mix making
may be a routine affair at a construction site. We can understand that quality
control norms may be different when we compare two materials out of which one
is a factory made item and the other one is a site made material. It may be the case
of some steel channel section and the concrete mix. We should be more concerned
for the quality control exercised for the making of materials which are
manufactured at the site. This is due to the reason that illiterate workers may not
know the correct manner of doing something in a right way. For some materials,
we have to be extra vigilant for quality as these materials may be very important
for supplying strength to the construction. If the quality of concrete is not good,
we can not expect a good quality of construction.
Quality of construction materials should be good. Guidelines should be followed in
the assessment of quality of these materials. Some common materials which are
used for construction are given below :
• Cement
• Fine and coarse aggregates
• Chemical admixtures
• Timber
• Steel
• Soil of a site
• Bricks and stones
Standard guidelines, formed by standard codes, are available. These guidelines
supply us with the tests conducted to assess the quality of these materials. Tests
should be conducted on these materials and faulty materials should not be used.
Quality of construction procedures and processes adopted also should be
considered in the context of quality control.
9.5 STAGES OF INSPECTION AND QUALITY

CONTROL
Specifications for quality are available in Indian standards formulated by Bureau of
Indian Standards, New Delhi. Different types of construction works are dealt with
in different ways and different tests to assess their different quality characteristics
are available. In different types of construction works or jobs different stages may
be recognized. For example, if we wish to make a reinforced concrete beam
structural member, we have to go through different stages such as providing
supports to the form work, making of form work, cutting or reinforced bars for
the beam, putting the reinforcement in the formwork, mixing of concrete, pouring
of concrete in the formwork, vibrating concrete, curing concrete, etc. There are
different types of guidelines to oversee each stage so that the quality of the beam is
of a right type. We should appreciate that it shall be difficult to maintain the
overall quality if quality is not maintained in some of these stages. We have to
monitor quality of each and every stage to get the required quality of the concrete
member.
Salient points are given below regarding different stages and quality control
104 aspects required to be considered in some general construction operations.
9.5.1 Earth Work Inspection and
Quality Control
Stages
• Measurement of dimensions in different directions in terms of height,
width and length
• Excavation of soil
• Determination of soil properties
• Compacting soil
Quality Control Considerations
• Accurate measurements with precise instruments
• Use of good equipment
• Use of standard procedures for testing of soil
• Use of equipment for compaction
9.5.2 Masonry
Stages
width and length
• Construction of masonry
• Curing of masonry work
• Use of good quality materials
• Use of right construction procedures and correct bonds
• Employment of people with experience and expertise
• Adequate curing of masonry
9.5.3 Reinforced Cement Concrete (RCC)
Stages
width and length
• Creation and installation of formwork
• Provision of reinforcement
• Mixing of concrete
• Casting of concrete
• Curing of concrete
• Use of good quality materials
• Use of right construction procedures
• Correct detailing of reinforcement
• Adequate curing of concrete 105
Construction 9.5.4 Sanitary and Water Supply Services
Management
Stages
• Measurement of dimensions in different directions in terms of length as
well as area covered
• Procurement of sanitary and water supply items
• Installation of these items correctly
• Testing of these items
• Use of good quality materials and items
• Use of right construction procedures
9.5.5 Electrical Services
Stages
• Measurement of dimensions in different directions in terms of length as
well as area covered
• Procurement of items
• Installation of these items correctly
• Testing of these items
• Use of good quality materials and items
• Use of right connection procedures
Various types of effects, due to inadequate quality control in construction,
generally seen in various facilities already constructed are provided in Table 9.1.
Table 9.1 : Various Effects due to Inadequate Quality Control
Cause/Effect Ponding of Water Taking Place in a Slab
Remedy/Precaution The effect of ponding may be due to insufficient slope provided in the
slab. This may create problems while washing floors. If ponding takes
place in the topmost slab, it may be even more troublesome in the rainy
season.
Cause/Effect Cracks Appearing in Concrete Structural Members in a Structure
Remedy/Precaution The reinforcement detailing in the structural members of concrete should
be correctly provided as a precaution. If the cracks are detected, proper
safeguards should be taken with the expert advice. In any case, cracks
should be properly sealed so that corrosion of reinforcement inside does
not occur.
Cause/Effect Peeling Off of Plaster, Crumbling of Concrete of Structural Members
Remedy/Precaution Plastering of the surface should be redone in the area where the peeling
off has taken place. Fresh cover concrete from where crumbling of
concrete has taken place in the structural elements should be provided.
106
Crumbling of concrete is considered as a falling hazard also. Inspection and
Quality Control
Cause/Effect Efflorescence in Walls, Peeling of Plaster, Corrosion of Cement
Plaster of the Walls
Remedy/Precaution Efflorescence may be due to seepage in the walls. The seepage in the
walls should be arrested. Portions, where plaster has peeled off, should be
replastered. Wall portions where plaster has lost its strength may be
subject to guniting or may be reconstructed.
Cause/Effect Walls of Great Thickness Showing Rupture, along the Length of
Wall, in the Middle Portion
Remedy/Precaution Walls may be provided with through stones or reinforcement bars going
along the thickness of walls. This gives them safety in vibratory
situations such as earthquakes.
Cause/Effect walls having Less Strengths in certain Portions, such as Near
Corners, Walls of Large Slenderness Ratio
Remedy/Precaution Proper bond should be provided in the walls, especially where two walls
meet. Walls of large slenderness ratio should be strengthened as under
earthquakes or under impact loads these may fail and cause accidents.
Such walls may preferably be reinforced.
Cause/Effect Leakage Due to Water Tank, Seepage at the Top of Mumty Slab
Especially in Rainy Season
Remedy/\Precaution Leakage of water from the water tank should be arrested. Pipe joints
should be checked and faulty ones should be repaired. Mumty slabs
should be repaired to avoid ponding of water.
Cause/Effect Falling Hazards Due to Parapet Walls and Water Tanks at the Top
Remedy/Precaution Parapet walls should be repaired to give them added strength. They may
be reinforced during reconstruction. The pillars of water tanks should be
made of adequate strength so that they can take the shear stresses during
earthquake conditions.
Cause/Effect Seepage from Water Tank Walls
Remedy/Precaution The walls of the water tanks should be repaired suitably. Ferrocement
treatment may be given to the walls of tanks to make them impervious to
water
Some figures showing these conditions are provided at the end of this unit.
SAQ 2
(a) Write various considerations for inspection of any three materials used
in construction.
(b) What types of effects may be seen in structures due to bad quality of
construction?
9.6 SUMMARY
Inspection is needed for maintaining quality in a construction project. Different
aspects of quality are to be considered. Different types of inspection and quality 107
Construction control procedures apply to different materials. Quality control considerations
Management should be given due importance in construction projects.
9.7 ANSWERS TO SAQs

Refer the preceding text for all the Answers to SAQs.
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Quality Assurance and Quality

What, Why and Who?

Assurance: The act of giving confidence, the state of

Quality Assurance: The planned and systematic

Control: An evaluation to indicate needed corrective

A government organizations/clients like

Involves REGULAR BUT RANDOM TESTING OF

Prevent, identify, and correct quality-related

During the construction process, QA instructors

 The contractor must prepare a detailed quality control

 The quality control plan must be approved before the

 The contract requires that the QC testing lab be

• Quality Assurance-: “Do it

• Quality Control: Fix it when

• In recent years, QA is defined

Driving Quality Assurance

Driving Quality Control

Swerving to avoid deer crossing the

Construction Phase: Quality Control

Details will be discussed in training session-2

For example, controlling materials, personnel,

So how you propose quality plan !!

Project handing – taking: Committee

Everything is not Make best use of the

Inadequate Conduct regular meetings to

• Quality is not separate from construction; it is an integral part

• BUT IT IS MOSTLY IN THE HANDS OF THE

© IAEME Publication Scopus Indexed

QUALITY CONTROL AND SAFETY DURING

http://www.iaeme.com/IJMET/index.asp 108 editor@iaeme.com

2. SAFETY DURING THE CONSTRUCTION

3. ORGANIZING FOR QUALITY AND SAFETY

http://www.iaeme.com/IJMET/index.asp 109 editor@iaeme.com

4. QUALITY STANDARDS IN THE CONSTRUCTION INDUSTRY

http://www.iaeme.com/IJMET/index.asp 110 editor@iaeme.com

5. WORK AND MATERIAL SPECIFICATIONS

6. TOTAL QUALITY CONTROL

http://www.iaeme.com/IJMET/index.asp 111 editor@iaeme.com

program there must be a total commitment by top management to improve company

http://www.iaeme.com/IJMET/index.asp 112 editor@iaeme.com

[14] Standards Australia AS 2990 (1987), Standards Australia, Sydney

http://www.iaeme.com/IJMET/index.asp 113 editor@iaeme.com

500 construction equipment manufacturing companies in all

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3.2 OBJECTIVE CQAP

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Figure 8–1. Project Quality Management Overview

8.1 8.2 8.3

• Management responsibility—success requires the participation of all members

8.1 QUALITY PLANNING

Inputs Tools & Techniques Outputs

8.1.1 Inputs to Quality Planning

Figure 8–2. Cause-and-Effect Diagram

Time Machine Method Material

Energy Measurement Personnel Environment

Figure 8–3. Sample Process Flowchart

.3 Checklists. A checklist is a structured tool, usually industry- or activity-specific, used to