Velammal Engineering College

(An Autonomous Institution, Affiliated to Anna University – Chennai)

Velammal Newgen Park Ambattur – RedHills Road , Chennai-600 066

QUESTION BANK for CIE 1

Sub. Code 21CEB02T Marks
Sub. Title QUALITY CONTROL AND ASSURANCE IN CONSTRUCTION Date
Dept. CIVIL ENGINEERING Time
Yr / Sem 3rd Year / 6th Semester AY/ Sem 2023 – 24 / EVEN
Batch 2021 - 2025 Regln. 2019 / 21
Answer ALL Questions
PART-A ( MCQ ) (6x1 = 6 marks)
# Question CO Blooms
Level
1 The preparatory phase explaining all technical and practical guidelines to CO 1 C2
understand all quality parameters and the tests to be carried out is called as
A Total Quality Management B Quality Assurance C Quality Control D Quality Circle

1 As a layman choose the best definition of quality CO 1 C2

A The purpose of Quality is to Correct the Defects
B The purpose of Quality is to Prevent the Defects
C The purpose of Quality is to Avoid the Defects
D The purpose of Quality is to Reduce the Defects

1 TQM means CO 1 C2
A Total Quantity B Total Quality C Total Quality D Total Quality Mean
Measure Management Measure

1 Which is the foundation of Quality? CO 1 C2

A Raw Materials B Process C End Product D Workmanship

1 Say whether the following four statements are TRUE or FALSE CO 1 C 2

A Specifications form the basis of Quality for a Process / Product
B Design Code Books form part of Quality Plan
C In construction, Laboratory Tests alone are adequate to complete the Quality Control measures
D Bare minimum cubes to be cast for quality control of concrete work is 6 (as per our local practice)
say true or false for each of all the 4 statements above

1 Documents like IS Codes form part of which component of TQM? CO 1 C2

A QA B QC C TPM D ISO

1 Quality STARTS with CO 1 C2

A Raw Material B Machinery Condition C Tests on Products D Packaging

2 Quality of Bar-bending works for Steel in RCC depends mainly on CO 1 C2

A Steel Quality B Barbender Skills C Tools and Machines D Detailing

2 In Value Engineering, Worth of an Item is defined as CO 2 C2

A Cost of the COSTLIEST Alternative B Cost of the CHEAPEST Alternative doing the
Same BASIC Function
C Cost of the CHEAPEST Alternative Among D Cost of a Similar Alternative which existed
other Brands before this Item

2 KAIZEN means CO 1 C2
A Increasing the Life B Continuous Improvement C Correction of Defects D Reducing Costs

2 In Value Engineeering, Value is defined as CO 2 C2

A Value = B Value = C Value = D Value =
Worth / Cost Cost / Worth Worth * Cost Worth + Cost

2 Choose the ODD One Out w.r.t. Life Cycle Costing CO 2 C2

A Purchase Cost B Maintenance Costs C Opportunity Cost D Cost of Disposal

2 Standardization helps to CO 2 C2
A Improve Quality B Reduce Wastes C Both of these D None of these
PART-B ( 8 Questions * 2 marks each = 16 marks)
1A DIFFERENTIATE BETWEEN QA AND QC. Page No.
Quality Assurance
Quality assurance is a method of making the software application with fewer defects and
mistakes when it is finally released to the end users. Quality Assurance is defined as an
activity that ensures the approaches, techniques, methods, and processes designed for the
projects are implemented correctly. It recognizes defects in the process. Quality Assurance is
completed before Quality Control.
 It focuses on preventing defects.
 It is a proactive process and is preventive in nature.
 It helps to recognize flaws in the process.
 These activities monitor and verify that the processes used to manage and create
deliverables have been followed.
Quality Control
Quality Control is a software engineering process that is used to ensure that the approaches,
techniques, methods, and processes designed for the project are followed correctly. Quality
control activities operate and verify that the application meet the defined quality standards.
 It focuses on an examination of the quality of the end products and the final outcome
rather than focusing on the processes used to create a product.
 It is a reactive process and is detection in nature.
 These activities monitor and verify that the project deliverables meet the defined quality
standards.
 Below are the differences between Quality Assurance and Quality Control:
Parameters Quality Assurance (QA) Quality Control (QC)

It focuses on providing assurance

It focuses on fulfilling the quality
Objective that the quality requested will be
requested.
achieved.

It is the technique of managing It is the technique to verify

Technique
quality. quality.

Involved in which It is involved during the It is not included during the

phase? development phase. development phase.

Program execution is It does not include the execution It always includes the execution
included? of the program. of the program.

Type of tool It is a managerial tool. It is a corrective tool.

Process/ Product- It is process oriented. It is product oriented.

 Parameters Quality Assurance (QA) Quality Control (QC)

oriented

The aim of quality assurance is to The aim of quality control is to

Aim
prevent defects. identify and improve the defects.

It is performed before Quality It is performed after the Quality

Order of execution
Control. Assurance activity is done.

Technique type It is a preventive technique. It is a corrective technique.

Measure type It is a proactive measure. It is a reactive measure.

It is responsible for the entire It is responsible for the software

SDLC/ STLC?
software development life cycle. testing life cycle.

QA is a low-level activity that It is a high-level activity that

Activity level identifies an error and mistakes identifies an error that QA
that QC cannot. cannot.

Pays main focus is on the Its primary focus is on final

Focus
intermediate process. products.

All team members of the project Generally, the testing team of the
Team
are involved. project is involved.

It aims to prevent defects in the It aims to identify defects or bugs

Aim
system. in the system.

It is a less time-consuming It is a more time-consuming

Time consumption
activity. activity.

Which statistical Statistical Process Control (SPC) Statistical Quality Control (SQC)
technique was statistical technique is applied to statistical technique is applied to
applied? Quality Assurance. Quality Control.

Example Verification Validation

1B WHAT ARE QUALITY CIRCLES?
Quality circles are groups of employees who regularly meet with the aim to solve
problems, improve the quality control of products and facilitate high standards in
the workplace. The programme develops teamwork and its voluntary nature aims
to increase confidence and job satisfaction among members. Quality circles are a
popular business concept throughout the world. In this article, we explain what
quality circles are, consider their features and look at the benefits that quality
circles can bring.
Benefits of quality circles
Quality circles are effective in improving quality control in the workplace and are easy to set up. They are an
excellent problem-solving strategy that involves front-line employees. Quality circles allow employers to utilise
the strengths and talents of employees, foster cooperative working and team spirit in the workplace and
encourage employees to consider different perspectives to solve problems.A quality circle is useful for forward
planning and analyses of current and future production quality. When managers implement it efficiently, it
improves the productivity and the quality of work of the organisation. Here are some examples of the benefits
that a quality circle brings to the workplace:

 increases organisation's productivity and competitiveness

 improves customer satisfaction
 raises awareness of quality control among employees
 improves the status of the company brand and gains consumers' confidence
 creates a culture of learning and creativity
 motivates employees and values their contributions
 promotes teamwork and communication
 gives employees valuable insights into work-related problem solving
 gets the best from employees and creates a purposeful working environment
 improves staff attendance

Aims and objectives of a quality circle

 Team spirit:
 Self-development:
 Attitude:
 Quality improvement of goods and services:
 Develop positive relationships between employees and management: .
 Effective structure:

Structure of a quality circle

 Non-members:
 Members: .
 Leader:
 Coordinator:
 Steering committee:
 Coordinating agency:
 Management:
1C Name any 5 factors influencing construction quality
Fundamental Factors that affect Quality Management

1. Subcontractor Mishandling
2. Damaged and Low-Quality Materials
3. Supplier and Vendor Failures
4. Failure to Document Changes and even Practices
5. Last-Minute changes
6. Scope Creep
7. Miscommunication between your Teams
8. Complexity of Designs
9. Ignored Audits and Testing
10. Lack of Softwares and Automation Systems to monitor quality

1D List all the 8 dimensions of Quality

Understanding the 8 Dimensions
1. Performance.
2. Features.
3. Reliability.
4. Conformance.
5. Durability.
6. Serviceability.
7. Esthetics.
8. Perceived Quality.

1E Define Quality

Quality Definitions by “QUALITY GURUS”

1F Specify all the objectives of Quality
Quality objectives are measurable goals & targets established for the value of
services /products relevant to enhancing customer satisfaction and should be
consistent with the organization’s quality policy.

How to Set Quality Objective?

As well understand that setting quality objectives is the first step in implementing a quality
management system, it is important to set objectives using SMART philosophy. SMART
stands for Specific, Measurable, Attainable, Relevant, and Time-Oriented. Make sure each
objective is:

 Specific – All the objectives should be clearly defined to ensure that every team member is
on the same page.
 Measurable – Any objective that you identify should be measurable in terms of size or
degree it may impact.
 Attainable – The objectives you set should be within the organization’s capacity. There
should be proper measures and methodologies established to meet the quality objectives.
 Relevant – Relevancy is also an important factor to be considered when it comes to setting
quality objective.They, rather, should be aligned with the strategic goals of the organization
in terms of meeting statuary or customer requirements.
 Time-Oriented – Every objective should be time-bound. There should be a proper
mechanism to access the time within which an objective can be met.

One important thing to make a note here is – Setting objectives requires active participation
from the top management as they are likely to set relevant goals concerning the products and
services conformance. Some of the most common examples of quality objectives are:

 Improved customer retention by 5% every year.

 Increased team productivity by 2% next quarter.
 Maintain consistency in product quality by 98%. Etc.

1
GRAPHICALLY compare QA QC QC TQC TQM QP QP
G
1
Mention the Responsibilities and Authorities of QC Manager.
H
Quality Control Manager Job Description

Responsibilities and Duties:

 Precisely list the essential quality control manager duties for this job.
 Use the order of importance while listing responsibilities.
 Avoid phrases and use complete sentences for a better understanding.
 Begin statements with action verbs.
 Use gender-neutral language.
 Opt for the present tense.
Qualifications:
 Education requirements
 Minimum experience requirements and the industry
 Specific skills
 Certifications
 Licenses
 Personal Characteristics

Quality Control Manager Responsibilities

The key responsibilities of a quality control manager are stated below. You must be careful to
customize these as per the requirements of your company before adding them to your official job
posting:
 Understanding customer and stakeholder requirements to develop effectual quality control processes
 Devising specifications for products/ processes
 Setting raw material requirements for suppliers and monitoring their compliance.
 Conducting an assessment of the company's production processes and curating in-house quality policies
 Ensure that the manufacturing processes comply with both local and global production standards
 Collaborating with quality personnel for the implementation of systems, procedures, and standards of
operation
 Conducting quality audits to ensure that the quality policies are being adhered to
 Training quality assurance personnel for building a strong work unit
 Establishing procedures for sampling, recording and reporting data

5A How do Natural Causes and Speed of the project influence Quality?

1. Quality of Work due to Weather : Certain weather conditions can affect the quality of
construction work. For example, extreme heat can cause concrete to dry too quickly, leading to
cracking. Freezing temperatures can affect the curing of concrete and the integrity of materials.
Rain can wash away freshly applied coatings or damage exposed surfaces.

Disadvantages Of Fast-Tracking ( Speedof Costruction ) in Project Management

1. High Risk Of Low-Quality Work
Multitasking has been closely linked to a lower quality of work, among other things. When
choosing to implement a fast-tracking project management style, you create an atmosphere that
demands strong multitasking skills. If your team is not designed with this specific skill set in
mind, it greatly increases the risk of the quality of work suffering due to the increased demands
and the expectation that your team can easily switch between tasks.
5B List all the components of LCC

5C What is the relation between Bid and Quality?

Lower the Bid Value, the contractor will tend to compromise the quality
Since the Bid Value is ower – the profit margin will be lesser. hence the contractor will obviously avoid
spending on good quality raw materials and equipment. Quality Control measures will be highly diluted

5D Write the detailed specification for a construction product from the perspective of Quality

Example of Specification for Concrete

Mixing: 1. Ready-mixed concrete shall be either “central mixed” or “shrink mixed” concrete as defined in ASTM
C94/C94M. “Truck mixed” concrete as defined in ASTM C94/C94M shall not be permitted. Mixing time shall be
measured from the time water is added to the mix, or cement contacts the aggregate. All concrete shall be
homogeneous and thoroughly mixed, and there shall be no lumps or evidence of undispersed cement. Mixers and
agitators, which have an accumulation of hard concrete or mortar, shall not be used. Ready-mixed concrete shall
be mixed and transported in accordance with ASTM C94/C94M.

5E List the various Japanese techniques and concepts for Quality

1. KAIZEN

Kaizen most closely translates to “change for the good.”

2. MURI

In the 3 Ms of Lean, the first M, Muri, most closely translates to “overburden” or “over-
exhaustion.”

3. MURA

The second of the 3 Ms, Mura, roughly translates to or “inconsistency.”

Manufacturers can reduce Mura by analyzing previous production and sales patterns to
better predict customer demand and level out production schedules accordingly.
4. MUDA
Translating to “waste” or “wasteful activity,” the third M of the 3 Ms in Lean aims to
reduce unnecessary work and improve efficiency. If a plant can reduce Muda, it can
increase productivity and profits while staying cost-efficient. In the Toyota Production
System, the seven types of waste include:
● Transport
● Inventory
● Motion
● Waiting
● Overproduction
● Over-processing
● Defects

Not only are the 3 Ms important to reduce, the order in which you address them is also
critical. That’s because by reducing Muri and Mura, you’re actively working toward
eliminating Muda.

5. POKA-YOKE

Originating from the 1960s as part of the Toyota Production System, Poka-Yoke aims to
create fail-safes and prevent human error where possible. It’s usually a mechanism or
added step built into the process to alert the operator of a mistake that needs immediate
corrective or preventive action.

An example of Poka-Yoke in everyday life is when you have to step on the brake or
clutch pedal before starting your car. In this example, the extra process step prevents
immediate forward acceleration, preventing potential accidents.

6. KATA

Kata literally means “the form and order of doing things.” Obsession with quality and
executing processes in the correct and appropriate order is deeply rooted in Japanese
culture.

7. GEMBA

Gemba means “the actual place,” and in manufacturing, the actual place of work
typically refers to the shop or plant floor. Many manufacturers are already familiar with
the concept of a Gemba Walk, where team members go to the plant floor and observe
processes in action.

8. GENCHI GEMBUTSU

This Japanese phrase translates to “go and see for yourself,” also originating from the
Toyota Production System. The idea behind Genchi Gembutsu is going beyond just
looking at problems from afar and seeing the source of them yourself at the Gemba.
5F Give a simple example for Value Engineering.
1 Wall Masonry
Instead of SOLID Brick Walls in RCC Framed Structures Rat-trap bond brick walls can be used. This saves
200 bricks for every 100 sq feet of wall
2 Filler Slab for instead of SOLID RCC Slab
Reduce upto 40 % of concrete in the tension part of slabs by replacing the concrete with filler materials like
Tiles, Clay Pots, Bricks, ….

5G Explain how Quality Control improves Environmental Safety?

Quality and QHSE

Quality is a key component of QHSE management. It involves ensuring that products
and services meet the desired specifications and standards. Quality also relates to the
processes and systems used to produce those products and services. In QHSE
management, addressing quality is important because it can have a significant impact
on the health, safety, and environmental risks associated with the products and
services.
For example, if a product is not manufactured to the correct specifications, it could
pose a health or safety risk to users. Similarly, if the manufacturing process involves
the use of hazardous materials, it could pose an environmental risk. By addressing
quality issues, QHSE managers can reduce these risks and ensure that products and
services are safe and environmentally responsible.

5H Elucidate with an example the concept of KAIZEN.

One of the key benefits of using the Kaizen methodology in the construction
industry is that it helps to identify and eliminate waste. Waste in the
construction industry can take various forms, including overproduction, waiting,
defects, and excess inventory. These wastes can lead to cost
overruns and delays. By identifying and eliminating waste, the Kaizen
methodology helps to improve efficiency and productivity, reduce costs, and
enhance quality.
Example of KAIZEN in Construction
 Planning the Exact Sequence of Heavy Objects to be lifted by a crane so that Empty movements can be
reduced
 Checking the wastages in Mortar Consumption for masonry works daily and altering the tools suitably
 PART-C 6,7, 8, 10, 14 Marks
1A Explain in detail all the elements of Quality Management CO1 C 2
9 core elements of a quality management system

1. Quality policy
2. Quality manual
3.Quality objectives
4.Organizational structure and responsibilities
5. Document and records control and management
6. Processes and procedures
7. Data management and analysis
8. Continuous improvement
9. Quality instruments

A QMS structure is much like a pyramid. The pinnacle document that simply and elegantly defines the
goals of the QMS is the quality policy. From there it cascades down into a quality manual, quality
objectives, procedures, processes, work instructions, and more.
1. Quality policy
A QMS is driven by several top-level documents that guide the development of the rest of the QMS.
These documents will act as anchors to ensure consistency as the rest of the QMS is developed. The top
level documents for any QMS is the quality policy, quality manual, and quality objectives. When you
begin creating a quality management system, the first step should be to draft a quality policy.
A quality policy should be a simple, straightforward statement that makes it clear what the company
priorities are. A quality policy can be revised down the road if necessary, but since this is a key
anchoring component it is best to take some time to think it through and get it right the first time.
2. Quality manual
A quality manual is an overview of the entire QMS that can be given to a customer or auditor to help
them quickly understand how the QMS is structured and which QMS area, if any, the organization is
exempt from or otherwise does not apply to their system
 Describe the scope of the QMS
 Detail the requirements of the QMS standard or framework
 List any elements of the QMS which are excluded from the implementation
 Reference specific quality procedures used within the organization
 Provide visual documentation of critical processes via flowchart
 Explain the organization’s quality policies and objectives

3.Quality objectives
Quality objectives should be realistic; don’t aim for the stars if you haven’t even made it to the moon
yet. For example, if non-conformances have been an issue that you are now working on through quality
objectives, don’t aim for perfection right out of the gate. Quality objectives should be revisited and
 revised periodically, so it’s okay to be realistic and then challenge yourself once things are more in
control. Some example quality objectives include:
 100% of training for new employees completed within 30 days of hire
 85% of nonconformance reports closed within 45 days
 Achieve zero (0) major nonconformances during ISO 13485 recertification audit.
4.Organizational structure and responsibilities
The top level documents provide a basic framework and starting point for the QMS, but they do not
contain enough detail to ensure quality. A QMS needs various policies, procedures, processes,
documents, and records to maintain consistent quality and document evidence of that quality.
5. Document and records control and management
In a QMS, all documents must be controlled and all records must be retained. Think of documents as
procedures, form templates, the quality manual, work instructions, approved supplier lists, and other
documents that contribute to making the product in any small way. Document control means that these
documents must be revision controlled so that any changes to the documents are correctly approved and
evaluated for any potential effect on production or product risk. Further, these document changes must
be communicated to all necessary personnel and any copies that have been distributed must be replaced
with the new revision. All of these processes must be documented.
6. Processes and procedures
The entire QMS approach to quality control is to establish standardized, replicable processes throughout
the organization. This means processes out on the production floor just as much as the document control
process taking place in the corporate offices. Standards for quality management require organizations to
identify and define all organizational processes which use any resource to transform inputs into outputs.
Virtually every responsibility in the organization can be tied to a process, including purchasing.
After identifying processes, organizations can begin to define standards and success metrics:
 Identify organizational processes
 Define process standards
 Establish methods for measuring success
 Document a standardized approach to ensuring quality output
 Drive continual improvement
7. Data management and analysis
Types of data required to demonstrate effective QMS performance can
 Supplier performance
 Product and process monitoring
 Non-conformances
 Trends
 Corrective and preventive actions
8. Continuous improvement
For example, continuous improvement can use kanban or similar methods to analyze a process
and find ways to streamline it. This may mean reorganizing a packaging area so that production
personnel can complete tasks more quickly, while also minimizing the risk for mixups on the line.
9. Quality instruments
The QMS system design within an organization should dictate a clear policy for the maintenance of
quality instruments based on nationally or internationally recognized standards for each piece of quality
equipment. This documentation should address:
 Intervals for instrument calibration
 Recognized standards for instrument calibration
 Manufacturer instructions for adjustment
 Procedures for identifying and documenting calibration
 Controls against tampering or adjustment post-calibration
 Methods to protect instruments and equipment from damage
1B Describe the various methods to improve Quality in Construction CO1 C 2
How to improve construction quality?
 Improve communication Ensure Quality
 Centralize team management Create a quality management plan
 Identify and Eliminate / Reduce Defects Embrace construction technology
 Establish standards Invest in training
 Use the right materials Accountability
 Analyze Audit
  Conduct regular inspections Control
 Create a checklist Enhance safety
 Ensure quality assurance Establish performance measurements
 Hire experienced workers Improve planning
 Invest in technology Modular construction
 Measuring construction quality management processes
How to improve the quality management of a construction project
1. Establish clear project goals and objectives
2. Develop a comprehensive quality management plan
3. Hire qualified and experienced professionals
4. Use high-quality materials and equipment
5. Communicate effectively with all parties involved
6. Establish a system for managing and resolving issues
7. Ensure that all parties adhere to required safety standards
How going digital can reinforce construction quality assurance standards
Here’s what technology like construction quality management software offers:
 A central location for all project information, making it easier for team members to access the latest plans,
schedules, and updates
 A platform where the construction team can collaborate
 Automating schedule creation, saving time and reducing errors
 Easy ways to track project costs and use of resources such as the use of resources
 Generate reports on the status of quality control efforts
 Data visualization tools, such as charts and graphs
 Advanced data analytics capabilities
1C Discuss the needs and basic concepts of TQM CO1 C 2

BASIC CONCEPTS OF TOTAL QUALITY MANAGEMENT

Contents

Quality is the key word and it plays a vital role in the goods as well as services. Quality attracts consumers,
retains the existing consumers, affording net worth to the business people. Thus Quality is the mantra of the
business.

Total Quality Management is an enhancement of the traditional way of doing business. It is a proven technique to
guarantee survival in world class competition. Only by changing the actions of management will the culture and
actions of an entire organization to be transformed. Total Quality Management is for the most part common
sense. The words Total Quality Management stand for-

Total – Made up of the whole;

Quality – Degree of excellence a product or service provides;

Management – Act, art or manner of handling, controlling, directing etc.,

The six basic concepts of total quality management are as follows:

1. a committed and involved management to provide long term top to bottom organizational support-
2. an unwavering focus on the customer, both internally and externally
3. effective involvement and utilization of the entire work force
4. continuous improvement of the business and production process
5. treating suppliers as partners
6. establish performance measures for the processes
1 A committed and involved management to provide long term top to bottom
organizational support-

The management must participate in the quality program. A Quality council must be established to
develop a clear vision, set long term goals and direct the program. Quality goals are to be included in
the business plan. An Annual Quality Improvement program is established and involves input from the
entire work force. Management should participate on quality improvement teams and also act as
 coaches to other teams. Total quality management is a continual activity that must be entrenched in the
culture. It is not just a one shot program. Total Quality Management must be communicated to all
people in the organization.

2 An unwavering focus on the customer, both internally and externally

The key to an effective total quality management program is its focus on its customers. An excellent
place to start is by satisfying internal customers. The management must listen to the ‘voice of customer’
and emphasize design quality and defect prevention. Do it right the first time and every time, for
customer satisfaction is the most important consideration.

 Effective involvement and utilization of the entire work force

Total quality Management is an organization wide challenge that is everyone’s responsibility. All
personnel must be trained in total quality management, statistical process control (SPC) and other
appropriate quality improvement skills so they can effectively participate on project teams. Including
internal customers and, for that matter, internal suppliers for project teams is an excellent approach.
Those affected by the plan must be involved in its development and implementation. They understand
the process better than anyone else. Changing behavior is the goal. People must come to work not only
to do their jobs but also to think about how to improve their jobs. Employees must be empowered at
the lowest possible level to perform processes in an optimum manner.

 Continuous improvement of the business and production process

There must be a continual striving to improve all business and production processes. Quality
improvement projects such as one time delivery, order entry efficiency, billing error rate, customer
satisfaction, cycle time ,scrap reduction and supplier management are good places to begin. Technical
techniques such as SPC, bench marking, quality function deployment, ISO 9000 and designed
experiments are excellent for problem solving.

 Treating suppliers as partners

On the average 40% of the sales is purchase of product or service; therefore, the supplier quality must
be outstanding. A partnering relationship rather than adversarial one must be developed. Both parties
have as much to gain or lose based on the success or failure of the product or service. The focus should
be on quality and life cycle costs rather than price. Suppliers should be few in number so that true
partnering can occur.

 Establish performance measures for the processes

Performance measures such as uptime, percent non conforming, absenteeism and customer satisfaction
should be determined for each functional area. These measures should be posted for everyone to see.
Quantitative data are necessary to measure the continuous quality improvement activity.

Describe and Discuss the famous sayings

“QUALITY IS NOT AN ADDITIONAL COST” and
1D CO1 C 2
“THE BITTERNESS OF POOR QUALITY REMAINS LONG
AFTER THE SWEETNESS OF LOW PRICE IS FORGOTTEN”.

1E Write a detailed note on Quality Circles. CO1 C 2

What Are Quality Circles?
Quality Circles, also known as QC or Kaizen Circles, are small groups of employees who voluntarily
come together to identify, analyze, and solve quality-related problems within an organization.
Originating in Japan in the 1960s, this concept has since spread worldwide as an effective means
of improving quality and productivity.
 Objectives of a Quality Circle
The primary objectives of Quality Circles are:
 Problem Solving: To identify and resolve quality issues, defects, or process inefficiencies.
 Continuous Improvement: To develop a culture of continuous improvement by encouraging employees to
take ownership of quality-related challenges.
 Skill Development: To enhance the problem-solving, communication, and teamwork skills of participating
employees.
 Increased Employee Engagement: Engaging employees in decision-making and quality improvement efforts
leads to higher job satisfaction.
Benefits of Quality Circles
There are numerous benefits of Quality Circles:
 Improved Quality: QC teams are dedicated to finding and fixing quality issues, leading to better product or
service quality.
 Cost Reduction: Organizations can reduce waste and operational costs by identifying and rectifying
inefficiencies.
 Enhanced Employee Morale: Involvement in QC activities boosts employee morale, as they feel valued and
engaged in making a difference.
 Higher Productivity: As QC teams tackle process bottlenecks, productivity increases, leading to more efficient
operations.
 Innovation: QC teams often come up with innovative solutions to longstanding problems, driving
organizational innovation.
Structure of a Quality Circle
Quality Circles typically consist of the following elements:
 Team Members: Comprising 6-12 employees from various levels and departments of the organization.
 Team Leader: Facilitates meetings, ensures discussions stay on track, and acts as a liaison with management.
 Meetings: Regularly scheduled meetings where team members discuss and address quality issues.
 Problem-Solving Tools: Quality Circles use various problem-solving tools and techniques, such as the PDCA
(Plan-Do-Check-Act) cycle and fishbone diagrams.
Process of Quality Circles
Quality Circles follow a structured process:
 Identification of Problems: Team members identify quality-related problems and define their scope.
 Data Collection and Analysis: Data is gathered and analyzed to understand the root cause of the problems.
 Generation of Solutions: The team brainstorms and generates potential solutions to the identified problems.
 Selection and Implementation: The best solution is chosen, and a plan is formulated for implementation.
 Review and Evaluation: The results of the solution's implementation are reviewed, and adjustments are made
as needed.
 Standardization: Successful solutions are standardized into existing processes to ensure continuous
improvement.

1F Describe the 14 points by Deming for Quality Management CO1 C 2

W. EDWARDS DEMING’S 14 POINTS

1. Create constancy of purpose for improving products and services.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier.
5. Improve constantly and forever every process for planning, production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals for management.
12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.
13. Institute a vigorous program of education and self-improvement for everyone.
14. Put everybody in the company to work accomplishing the transformation.
 Discuss how do Drawings, Detailing, Specifications and other documents /
5A processes help in the maintenance and improvement of quality, with examples from CO5 C 2
construction

5C Describe Life Cycle Costing of a residential construction project CO5 C 2

What is life cycle costing?

Life cycle costing is a technique to help with the cost of ownership estimation. The procedure is ready
to assist the decision-making process for building investment projects. Life cycle analysis is particularly
beneficial for early-stage project cost estimation of total costs.

A report focusing on life cycle costing was published after proper research. As a result, the total costs
incurred throughout a building are represented as life cycle costs or LCC.

Life cycle costing process

Performing a life cycle cost assessment (LCCA) can help you gain a better understanding of how much
a business will pay on acquiring a new asset. To calculate the life cycle costing for an asset, you’ll need
to estimate these expenses:

 Purchase
 Installation
 Operation
 Maintenance
 Finance (include interest and other such costs)
 Depreciation
 Disposal
You will need to add up all of these expenses associated with different stages of the asset’s life cycle to
find the total life cycle costing. You can choose to use past data for accurate cost prediction. Try
starting with fixed costs, which refer to costs that stay the same from month to month, to simplify the
process. You can estimate variable costs after that.

Life cycle costing process for intangible assets

The process of life cycle costing can also be conducted to find out the cost of intangible assets, which
are non-physical properties like business’s brand and your patents. It’s more challenging to determine
the life cycle costing for an intangible asset as compared to that of a physical asset. Nevertheless, it is
still possible. To do this, you need to add the costs of obtaining and maintaining this intangible asset.
For instance, obtaining a patent can cost thousands of dollars. Plus, you’ll need to pay fees for
maintaining your patent and hire a lawyer to help you get one. All of these costs will have to be added
to determine the whole life cycle cost.

Life cycle costing assessment example

Here is a small example of life cycle costing assessment that can help you understand the concept
better. Suppose you want to get a new Building. Let’s add up the associated costs:

Purchase: You buy the Building for Rs 30 Lakhs.

Installation: You pay an additional Rs 5 lakhs for Interior and Furnishing.

Operation: You have to pay for Electricity, Water, Sewage Disposal, Garbage Disposal, Regular
Cleaning, and atleast engage one Security Guard to guard the premises if the premises is not occupied

Maintenance: In case of any damage of functional flaws, let’s assume that repair costs will amount to
Rs 30 k per annum.

Finance: If you purchase the builder with a Loan, you’ll have to pay a interest of around 7.5%.

Depreciation: Let’s predict that the building will lose its value by 10% each year.

Disposal: Let’s assume that it will take around Rs 2 lakhs to find someone to demolish the builder
properly once you’re done with it.

Execution of life cycle costing

Several essential factors comprise LCC in construction:

1. Perform a structured cost study that pinpoints the expense sources that significantly impact your
comprehensive costs.
2. It is likely to determine the top areas for refinement in the baseline layout if the key funding sources are
clear.
3. Compare the advantages and consequences of the many layout alternatives to select the most suitable
technique for the project.

Life cycle costing: Strategies for maximising value

 Throughout the project, keep repeating the Life Cycle Costing. LCC should be viewed as a continuous
process to ensure accuracy and high-quality analysis. Estimates should be made repeatedly as the project
moves through its phases and should be kept updated.
 Perform the Life Cycle Costing early. The LCC is most effective in the early stages of a project before
significant decisions have been taken.
 To make the optimal choices for your project in terms of cost and carbon reduction, incorporate LCC
with LCA (Life Cycle Assessment).
 Get the entire team involved. Mainly when developing alternatives to guarantee the project’s full
potential is achieved.
 Advantages of life cycle costing

 Long-term worth: Even if initial expenses are not significantly decreased, an LCC assures that your task
has the maximum value feasible. It offers a method for locating and resolving problems with the actual
layout. Good durability, less upkeep, fewer dangers, cheaper operational costs, and even a longer
building lifespan are all benefits of an LCC’s lifetime view.
 Risk reduction and trustworthy preparation: LCC is an excellent tool for long-term planning. You
can successfully avoid surprises and lower financial risks with an adequately executed LCC.
 Certification points for green construction: LCC credits are a common component of green building
certification programmes, and in some of these programmes, LCC is a required credit.

Disadvantages of life cycle costing

 Due to advancements in new technologies, life cycle costing analysis has grown excessively complex.
 Operating costs will increase with the duration of the project.
 Lacks sufficient knowledge of how to use LCC calculations to save money and increase profitability.
 Insufficient and inaccurate data because of the advancing technologies; data limitations.

Applications of life cycle costing

 Any capital investment choice in which comparatively higher initial costs are exchanged for lower future
cost responsibilities can be subject to LCCA(Life Cycle Cost Analysis). It is especially well suited for
evaluating design choices that meet a necessary level of building performance but may have different
initial investment prices, operating, maintenance, and repair costs, as well as potentially varying
lifetimes. Compared to other financial processes that evaluate initial or short-term functional expenses,
LCCA significantly outperforms them in assessing a project’s long-term costs.
 It is possible to do LCCA at different levels of complexity. Its complexity can range from a “back of the
envelope” study to a complete analysis with well-documented input data, supplemental economic
evaluation measures, and detailed uncertainty assessments. The size of the effort should be adjusted
based on the project’s requirements.

5D Describe all phases of Value Engineering with a case study CO5 C 3

What Are the 5 Phases of Value Engineering?

The 5 phases of value engineering in construction are:

1. Information — Data-gathering
2. Speculation — Generating ideas
3. Evaluation — Judging and analyzing ideas
4. Development — Selecting and expanding on promising ideas
5. Presentation — Presenting ideas to the client

#1: Information Phase

‍The goal of the information phase of value engineering in construction is to pinpoint the:

 Material
 Makeup; and
 Scope of the project

The focus is on the facts alone.

During this phase, the value engineering team will gather data and study components such as the …

 Materials
 Construction schedule
 Costs
 Drawings; and
 Specifications
… of the project in order to get a clear understanding of the ins and outs.

An example of value engineering in construction during the information phase might involve collecting
data such as:

 The location of the building

 Who will be using it
 What type of lighting is needed
 The area of town it is located in
 The finished “look” desired (contemporary, classic, retro)
 The hours of use for the finished product
 The internal components of the project such as offices, a boardroom, or a kitchen

#2: Creative Speculation Phase

During the creative speculation phase of value engineering, the team will brainstorm ideas for
potential design solutions to help the project reach the required functions.

This phase is a judgment free-zone, with every viable option being included, even those that may have
serious flaws.

The ideas presented during this time should be related to the information that was collected during the
information phase and focused on lowering the initial costs and increasing value.

Every aspect of the life-span of the project should be taken into consideration, including:

 Safety
 Materials and tools needed
 Environmental factors
 The best type of foundation
 Analysis of the construction site

By the time the creative speculation phase is over, the team has ideally narrowed the problem down to two
words — an open-ended subject and a verb.

For example: Say the project is a school building in northern Alaska, and you’re generating ideas for the
subject/verb combo, “heat maintainer.”

Ideas tossed out may include:

 Face all the glass south

 No shade trees
 Use passive solar window glass
 Install a fireplace in every room; and
 Double the number of heating vents

#3: Evaluation Phase

Now it's time to assess the ideas and weigh one alternative against another.

Experts may be brought in to help define the feasibility of the possible options.

For example: A fireplace in every room? That's obviously not a viable option in a school building, but
additional heating vents are a good possibility.

All ineligible ideas are tossed out during this process of elimination and when the evaluation phase is
complete, only the strongest of the options will have survived.
 The goal here is to determine how well each alternative can perform the set function of the original
solution.

Details matter and the owner's original intention is kept at the forefront because to veer from that is to
miss the mark, and possibly miss landing the contract.

#4: Development Phase

The development phase is next in the process of value engineering in building design and construction.

Here, each idea that made it past the evaluation phase is now put to additional tests, including ...

 Availability
 Pricing
 Long-term costs; and
 Required maintenance

… and the ideas that make the cut are the winners.

The remaining ideas are then turned into a proposal that will be presented at the final stage of the project.

The proposal incorporates …

 The pros and cons of a proposed solution

 Sketches
 Design models
 Cost comparisons
 A project timeline

… and any other information that would be helpful to the client.

#5: Presentation Phase

Finally, we arrive at the presentation phase of value engineering.

This is where you present your findings to the project owner.

For example — Adding passive solar windows is an added cost, but overall is less expensive than the
amount of forced-air heating that will be needed to keep the students comfortable in sub-zero weather.

5E Describe how the various Japanese techniques revolutionized the Quality Culture CO5 C 2
See pages 1.4 and 1.5 in Dr V Jayakumar & Dr R Raju Book
( pdf file page No. 13 / 312 )
5F List and explain the 7 tools of Quality CO5 C 3
See Chapters 8 and 9 in Dr V Jayakumar & Dr R Raju Book