A Short Course

In Quality Management
Arranged by

CHF
Delivered by

Mohammad T. Alsayyed, PhD, PE

Ramallah 4-6/7/2011

1
 Quality and Total Quality Management

• Quality is the ability of a product or

service to consistently meet or exceed
customer expectations.

•A philosophy that involves everyone in an

organization in a continual effort to
improve quality and achieve customer
satisfaction.

2
 Quality

• The ability of a product or service to

consistently meet or exceed customer
expectations.
• The ability to meet standards.

3
 Quality

• “The degree of excellence of a thing”

(Webster’s Dictionary)

• “The totality of features and characteristics

that satisfy needs”

• Fitness for use

4
 The Quality Compromise

• We cannot wait for specifications to

improve before paying attention to quality
management
• Must put procedures into place to improve
quality in spite of imperfect specification
• Quality management is therefore not just
concerned with reducing defects but also
with other product qualities

5
 Quality Management Activities

• Quality assurance
– Establish organizational procedures and standards for
quality
• Quality planning
– Select applicable procedures and standards for a
particular project and modify these as required
• Quality control
– Ensure that procedures and standards are followed by
the project team
• Quality management should be separate from
project management to ensure independence
6
 Quality Assurance vs. Strategic Approach

• Quality Assurance
– Emphasis on finding and correcting defects
before reaching market
• Strategic Approach
– Practical, focusing on preventing mistakes
from occurring
– Greater emphasis on customer satisfaction

7
 Dimensions of Quality

• Performance - main characteristics of the

product/service
• Conformance - how well product/service
conforms to customer’s expectations
• Appearance – how does the product look
• Safety - Risk of injury for example
• Reliability - consistency of performance

8
 Dimensions of Quality (Cont’d)

• Durability - useful life of the product/service

• Perceived Quality - indirect evaluation of
quality (e.g. reputation)
• Service after sale - handling of customer
complaints or checking on customer
satisfaction

9
 Quality Assurance
(from the Glossary of Highway Quality Assurance Terms)

• Quality assurance: All those planned and systematic actions

necessary to provide confidence that a product or facility will perform
satisfactorily in service.

• Quality control: Those quality assurance actions and

considerations necessary to assess production and construction
processes so as to control the level of quality being produced in the
end product.

• Acceptance: Sampling, testing, and the assessment of test results

to determine whether or not the quality of produced material or
construction is acceptable in terms of the specifications.

• Independent assurance: A management tool that requires a third

party, not directly responsible for process control or acceptance, to
provide an independent assessment of the product and/or the
reliability of test results obtained from process control and
acceptance testing.
10
 Acceptance Plan Basics
• 3 choices:
– Accept with no inspection
– 100% inspection
– Acceptance sampling

11
 Acceptance Sampling
Using a small number of random samples to draw
conclusions about a large amount of material, usually
called a “lot”.

• Key points:
– Conclusions from samples are only estimates
– Conclusions involve some uncertainty
– Acceptance samples must be random

• Stratified random sampling

12
 Types of Sampling
• Characteristic sampling
• Variable sampling
– Implies you know underlying population distribution

Characteristic: Coarse aggregate angularity Variable: Density 13

 Quality Characteristic
Those material characteristics or properties
that a particular acceptance plan measures to
determine quality.

• They must:
– Accurately reflect overall project quality
– Be relatively independent of one another

14
Quality Characteristic Example: VMA
basic quality characteristics
• Gradation (1½, 1, ¾, ½, 3/8, No. 4, No. 8, No. 200)
• Asphalt content
• Compaction

What if you also included VMA?

 Gmb 1  Pb    Gmb Ps 
VMA  1    100 VMA  100   
 Gsb   G sb 
Gmb = bulk specific gravity
Gsb = aggregate specific gravity
Pb = % asphalt binder by weight of mix,
Ps = % aggregate by weight of mix

15
 Specification Limits
• Value is set by engineering judgment
• Tolerance is set by statistical analysis
– Consider 4 basic types of variability

Material’s Sampling Testing Manufacturing

inherent variability variability and construction
variability variability
16
 Quality – a specific definition
The fraction of the overall quality
characteristic distribution that falls within
specification limits.
• Quality is expressed as either:
– Percent defective (PD)
– Percent within limits (PWL)
PWL  100%  PD

17
Estimating Quality: the Statistical Model
Relate actual random sample test results to the distribution
of the quality characteristic within the lot. This distribution
is then used to determine lot quality.
0.45
Probability of the Associated Quality Characteristic

0.40
Variation = A measure of the "spread"
Average = Divides the area under the (how wide or narrow it is)
0.35
distribution curve into equal
halves (in a normal distri-
Measurement Occuring

0.30 bution like this one, it

occurs at the peak)
0.25

0.20

0.15

0.10

0.05

0.00
Lower Values Average Value Higher Values

Quality Characteristic Values (Such as Density or Asphalt Content)

18
 Quality Level Goals
• Acceptable Quality Level (AQL)
– Maximum amount of defective material that will not
substantially degrade overall pavement performance
– Typical values: 90 or 95% PWL

• Rejectable Quality Level (RQL)

– The amount of defective material above which the
pavement has essentially no value
– Typical values: 30 to 60% PWL

• Between AQL and RQL

– Accept at reduced pay
19
DISCUSSION

20
 Frequency of Testing

•Read specification carefully

•Discuss in the Preparatory Meeting
•May need to know “lot” size

21
 Frequency of Testing (Cont.)

• Soil/Aggregate testing by:

– Cubic meters, square meters, or linear meters
(each lift)
• Concrete testing by:
– Cubic meters, number of trucks, or #/day
• Asphalt testing by:
– Metric tons, cubic meters, square meters,
liters, #/day
• CMU/mortar testing by:
– Number of blocks used, #/day
22
 Common QC Tests

• Soil
• Aggregate
• Concrete
• Masonry
• Asphalt
• Steel

23
 Soil Backfill

Maximum size = 75 mm
Required data:
Gradation
Plasticity
Unified soil classification
(ASTM D 2487)

24
 Sieves

•Need to be ASTM E 11
Required by ASTM C 136 and D 422

25
 Flat and Elongated Particles

ASTM D 4791
British Standards, BS 812

Flakiness index Section 105.1

Elongation index Section 105.1

26
 Moisture Density Curve

State that the test is ASTM D 1557

All specs are based on “Modified Proctor”

27
 California Bearing Ratio

• Pavement subgrade -need soaked

California bearing ratio (ASTM D 1883)
• Soak for 96 hours

28
 Concrete Mixture Design

•Mixture target (f’cr) > design strength (f’c)

Difference ~ 7 MPa (1000 psi)
•Look for air content requirements in
specification
•Check durability requirements in ACI 318
•Lab must know ACI 211 and ASTM C 33

29
 Concrete Mixture Design

•ACI 211 mix design:

Mixture proportions
Aggregate properties
Admixture data sheets
Cement test results (ASTM C 150)
Trial mix with measured slump, air content,
and 28-day strength

30
 Concrete Cylinders

ASTM C 39

150 mm cube 150 mm x 300 mm cylinder

31
 Concrete Cylinders or cubes
Initial Curing

ASTM C 31
Up to 48 hrs
No movement
Level surface
16 to 27 C
No moisture loss
Gentle transition to final curing

32
 Concrete Cylinders or cubes
Final Curing

ASTM C 511
Keep surfaces wet
21 to 25 C
Fog room or
Water storage tank

33
 Capping Cylinders

ASTM C 617
Cap both ends
Remove water from the concrete surface
Vertical alignment

34
 Compression Testing

ASTM C 39
Keep concrete moist
Top bearing block can rotate
Loading rate = 0.15 to 0.35 MPa/s

35
 Concrete Masonry Units (CMUs)

ASTM C 140
Compressive Strength Testing
Test a full block or a fully enclosed cell
without projections

36
 Concrete Masonry Units (CMUs)

ASTM C 140
Compressive Strength Testing
Capped
Bearing plate b≥a

37
 Asphalt Mixture Design

“Job mix formula”

75-blow, not 50-blow Marshall Method, Asphalt
Institute MS-2
Aggregate information
Binder properties
Penetration Grade 60-70(ASTM D 946)
Binder source
Optimum percent AC
Mix properties

Next page

38
 Asphalt Mixture Design

75-blow

39
 Reinforcing Steel

Deformed bars
Generally, Grade 60
ASTM A 615
Requirements:
Deformation geometry
Ultimate and yield strengths
Percent elongation and bend test

40
 Schmidt Hammer

Discussion Rebound (“Schmidt”) Hammer ASTM C 805,

“Rebound Number of Hardened Concrete”

41
DISCUSSION

42
 Total Quality Management

• Encompasses entire organization, from

supplier to customer
• Stresses a commitment by management to
have a continuing company-wide drive
toward excellence in all aspects of
products and services that are important to
the customer.

43
 Total Quality Management Practices

1.Leadership
2.Strategic planning
3.Customer satisfaction
4.Performance management
5.Human resources
6.Construction quality
7.Supplier partnerships
8.Results
44
 Leadership

1.Leaders align everyone in the

organization with a common
purpose, values, and priorities.

2.Strong leadership is the key to

becoming world class.

45
This Means

Senior managers set directions and

priorities.
Senior managers actively reinforce the
message.
Employees actions are aligned with
company priorities.

46
 Successful Organizations

• Share a culture of common values—

ALIGNMENT
• Senior managers actively communicate
mission, vision, and values
• Everyone walks the talk
• Get feedback from employees and use it to
improve
• Are good corporate citizens

47
Links

• Senior leaders ensure that the company’s

values and priorities are embraced
throughout the organization.

48
Action Steps

• Develop mission, vision, and values

statements.
• Actively seek daily opportunities to
reinforce the company culture.
• Survey employees annually.
• Devote time to charitable community
activities.

49
What to Measure

Review operational results and

employee performance data.

50
 Critical Success Factors

Constant Reinforcement

Alignment

Walk the Talk!

51
Strategic Planning

Achieving a future vision of what the

company can become requires
creating and executing a strategic
plan for getting there.

52
This Means

• There is a difference between business

planning and strategic planning.
Successful companies do both.
• You have a long-range view of how
you want your company to
operate in the future.
• There is a roadmap that keeps
everyone focused on the important
changes needed to make it happen.
53
Successful Organizations

• Use a structured approach for strategic

development
• Measure 5-7 key success drivers
• Evaluate the competitive environment in detail
• Have clear goals for the company’s future
• Senior managers translate goals into action
plans.
• Engage everyone to make the changes
• Monitor and control progress monthly

54
Links

• Leadership direction drives strategic plans.

• Strategic plans drive:
– HR development
– product and market innovations
– customer satisfaction improvements
– quality improvements
– partnering initiatives

55
Action Steps

• Integrate strategic planning in the annual

business planning process.
• Define measurements for each key
success driver.
• Develop strategic goals.
• Involve employees to develop action plans.
• Review progress against the plan monthly.

56
What to Measure

Key Success Drivers

Profitability
Operational performance
Customer satisfaction
Quality
Employee satisfaction
Partnering effectiveness
Performance to Plan
Milestones
Dollars
57
 Critical Success Factors

• Leadership

• Key Business Drivers

• Employees Focus On:

– Operational changes first
– Numeric goals second

58
Customer Satisfaction

Sustaining high levels of satisfaction

requires performing well from the
customer’s point of view.

59
This Means

• You win customers by successfully

identifying their needs and requirements.

• You keep customers by managing

relationships that keep them satisfied.

60
Successful Organizations

• Research customer needs.

• Maximize customer value with product and
service features.
• Know what factors drive customer
satisfaction.
• Systematically create positive customer
relationships.
• Actively communicate and set clear
expectations
• Get customer feedback and use it to improve. 61
Links

• Leadership priorities drive customer

satisfaction priorities.
• Customer needs drive:
– strategic planning
– work process design
– performance management priorities and
improvements
– training activities
– personnel evaluations and incentive compensation
– quality initiatives

62
Action Steps

• All senior managers dedicate one day a

month getting feedback from customers.
• Use consumer research.
• Listen to complaints. Visit all “NOs”
• Survey customer satisfaction.
• Review customer satisfaction results
monthly.
• Improve weak areas.

63
What to Measure

Customer Satisfaction
Product
Relationship
Warranty service

64
Critical Success Factors

• Listen to customers

• Respond

• Proactive approaches—never reactionary

65
Performance Management

Performance excellence demands

that work processes be designed,
managed, and improved with the
customer in mind.

66
This Means

• Design of work processes is driven by

customer needs for speed, efficiency, and
performance.
• Manage and control performance using
results data.
• Improve performance with systematic
approaches.

67
Successful Organizations

• Strive for performance excellence.

• Control outcomes by managing work
processes.
• Employees understand how their work
contributes to company performance.
• Work processes have productivity
measurements tracked over time.
• Reward employees to systematically
improve work processes.
68
Links

• Leadership priorities drive process

improvement priorities.
• Strategic plans drive process improvement
priorities.
• Key success measurements drive process
performance measurements.
• Customer expectations drives performance
standards.

69
 Quality as a Strategic Issue

• Quality is the key to effective strategy

• Clear strategic goal, vision, mission
• High quality goals
• Operational plans & policies linked to goals
• Feedback mechanism
• Strong leadership

70
Action Steps

• Establish a system for process improvement.

• Employees’ teams define how their work
contributes to company performance.
• Get feedback on process performance from
customer satisfaction surveys.
• Review work performance and improvements
monthly.

71
What to Measure

Work process performance measurements

are different for each process and link to
key success drivers.

Typical process measures:

Cycle time
Warranty service time
On-time closings
Sales conversion ratio
Sales cancellation rate
Advertising cost

72
Critical Success Factors

Focus on key success drivers.

Performance measurements
are simple and useful.

73
Human Resources

The human resource system must

develop the full potential of employees
and drive the right behaviors in support
of company performance and learning
objectives.

74
This Means

• Development and training supports

the future vision of the company.

75
Successful Organizations

• Have a satisfying and productive teamwork

culture.
• Empower employees and teams.
• Performance evaluations and bonuses are
aligned with company priorities.
• Every employee has a development plan.
• Have a training budget.
• Have a prevention-based approach to safety.

76
Links

• Leadership priorities and key success drivers

define employee performance evaluation
criteria.
• Strategic plans drive HR development of
organizational competencies.
• HR training drives work process performance
improvements.

77
Action Steps

• Implement a “Reward & Recognition” Program.

• Make a greater percentage (up to 20%) of total
compensation “at risk.”
• Develop a training curriculum for each position in
the company.
• Create a development plan for every employee.

78
What to Measure

Employee Satisfaction
Turnover
Absenteeism
Dollars spent on education and training
Training effectiveness

79
Critical Success Factors

• Employees understand what is

required of them to be successful.

• They are fairly compensated and

recognized for their efforts.

80
Product Quality

• Systematic quality management

approaches are necessary to ensure high
performing, trouble-free products and
services.

81
This Means

• Production processes must have the

capability to do it right the first time, every
time.

• Quality assurance controls the production

process, verifies results, and prevents
problems.

82
Successful Organizations

• Proactively manage resources for quality

results
• Spell out responsibilities with the trades
• Inspect
• Attack recurring problems
• Have warranty tracking systems
• Measure quality performance and track
trends

83
Links

• Customer expectations drive quality

standards.
• HR develops workforce capabilities to meet
quality standards.
• Strategic planning drives quality
improvement priorities.

84
Action Steps

• Collaborate to:
– Develop quality standards
– Prepare inspection checklists
– Quality performance measures
• Use the improvement system to attack defects.
• Incorporate product and service quality into the
customer survey.
• Have a system for quality assurance.

85
What to Measure

Customer satisfaction
Inspection items
Final QA items
Zero defect products
Warranty calls

86
Critical Success Factors

• Collaboration with various functions

• Well defined quality assurance

system

• Relentless attack on root causes of

defects

87
Supplier Partnerships

Partnering approaches are essential

for high performance relationships with
suppliers.

88
This Means

• Manufacturers reach out beyond their

organizational boundaries to leverage the
capabilities of suppliers to achieve the
company’s performance goals.

89
Successful Organizations

• Partner with a win-win attitude.

• Select suppliers that have compatible
values and goals.
• Develop suppliers into the kind of
companies they want as partners.
• Integrate partners into company activities.
• Measure supplier performance.

90
Links

• Leadership drive partnering priorities.

• Company values, key success drivers, and

quality expectations drive supplier
performance measures.

91
Action Steps

• Establish a supplier council

• Develop report cards:
– Supplier performance
• Actively involve suppliers in
– Strategic planning
– Product design
– Material selection
– QC system development
– Work scheduling
• ncorporate product and service quality into the customer survey.
• Have a system for quality assurance.

92
What to Measure

Quality inspection performance

Supplier satisfaction
Customer satisfaction with supplier
Prompt invoice payment
Report card scores

93
Critical Success Factors

• Values alignment

• Performance expectations are clearly

defined and understood

• Win-win relationships

94
Results

• High performance business practices are

effective only if they translate into business
benefits.

95
This Means

• In the final analysis...what was accomplished?

96
Successful Organizations

• Track key results monthly.

• Take corrective action for problem areas.

97
Links

• Results are the report cards for each area of

the business management system.

98
Action Steps

• Develop a company scorecard.

• Communicate data in simple graphs.

99
What to Measure

A few key measures in each category:

Customer satisfaction
Financial results
Operational measures
Product/Service quality
Employee satisfaction
Public responsibility (optional)

100
Critical Success Factors

• Results focused on key success drivers

101
Launching a Formal Quality
Management Initiative

• KEY ELEMENTS OF A QUALITY INITIATIVE

• Define the Vision, Mission
– Create the Culture
– Organize, Formalize the Initiative
– Select, Learn Process Improvement Method
• Focus on Customers
• Develop Great People
• Build Relationships with Business Partners
• Measure Everything

102
CREATE THE CULTURE

• Communicate Actively, Relentlessly

• Hire, Promote the Right People
• Manage Performance around Culture
• Pay for Support of Culture
• Measure what’s Important
• Celebrate Successes

103
ORGANIZE AND FORMALIZE THE INITIATIVE

• Select a Leader - “Quality Director”

• Establish a Quality Council
• Identify Improvement Priorities
• Form Improvement Teams
• Establish Approval, Reporting Mechanism

104
SELECT PROCESS IMPROVEMENT METHOD

• It’s not just about Product Quality -

Process Improvement is Key
• Many Methods Available
• Forming Training Teams
• Team Facilitators
• Institutionalize Improvement Process
• Establish Reporting Processes
• Focus on Implementation
105
 TQM Throughout The Organization

• Marketing, sales
• Engineering
• Purchasing
• Personnel
• Management
• Packing, storing, shipping
• Customer service

106
 Benchmarking

• Selecting best practices to use

as a standard for performance
• Determine what to benchmark
• Form a benchmark team
• Identify benchmarking partners
• Collect and analyze benchmarking
information
• Take action to match or exceed the
benchmark
107
Continuous Improvement

108
What to Measure

Work process performance measurements

are different for each process and link to
key success drivers.

Typical process measures:

Cycle time
Warranty service time
On-time closings
Sales conversion ratio
Sales cancellation rate
Advertising cost

109
 Employees & Quality Improvement

• Quality circles
• Employee suggestions
• Process improvement teams
• Self-managed work teams
• Participation in the Companies Quality
Planning

110
Determinants of Quality

Ease of
Design
use

Conforms
to design Service

111
 Determinants of Quality

1. Design, planned quality

Intension of designers to include or exclude features in a product or
service
EX: Designed size, actual durability
Customer input is accounted for
2. Conformance to design (standards), executed quality
The degree to which goods or services conform to the intent of the
designers
EX: Actual size, actual durability
Design for quality: Design with quality in mind
3. Ease of use
EX: Directions, instructions, training
4. Service after delivery 112
 The Consequences of Poor Quality

• Loss of business
• Liability
• Productivity
• Costs

113
 The Consequences of Poor Quality

• Loss of business: Customer quietly stops buying.

Customer complaints rarely reach to the upper
management.

• Liability: Due to damages or injuries resulting from

poor quality (design, conformance, ease of use,
service)

• Low productivity: Rework or scrap. More input but

does not increase the output.

• High costs 114

 Cost Of Quality

• Cost of achieving good quality

– Prevention
– Appraisal

• Cost of poor quality

– Internal failure costs
– External failure costs

115
 Cost of Quality (continued)

• Failure Costs - costs incurred by defective

parts/products or faulty services.
– Internal Failure Costs
• Costs incurred to fix problems that are detected before
the product/service is delivered to the customer.
– External Failure Costs
• All costs incurred to fix problems that are detected
after the product/service is delivered to the customer.

116
 Cost of Quality (continued)

• Appraisal Costs
– Product and/or service inspection costs.
– EX: Time and effort spent for course evaluations
• Prevention Costs
– Quality training, planning, customer assessment,
process control, and quality improvement costs to
prevent defects from occurring
– EX: Instructor training for better course presentation

117
 The Cost of Quality
Distribution of the Costs

Prevention
(10.0%)

Internal and External

failures
(25.0%)
(65.0%)
Evaluation

Reduce Quality Costs by Increasing

Prevention Efforts
118
 “Quality is Free”

• For the average company, the cost of

quality is about 25% of total sales
• The cost of prevention is a fraction of the
cost of fixing mistakes after they are made
• Investments in prevention can drastically
reduce the total cost of quality

119
 Why do we need quality?
• Quality makes customer happy
– Companies exist to “delight the customer”
• Poor Quality reduces productivity and increases
costs.
– “It is not quality that costs, it is all the things you do
because you do not have quality in the first place.”
[Crosby 1979]
• Quality is no longer an order winner, it is merely an
order qualifier.
• High technology and complicated products make
quality a necessity. Computerization and automation
increases standardization and quality levels.
– “What technology makes possible today, it makes
120
necessary tomorrow.” [Kolesar 1991]
 Responsibility for Quality

• Top management, past vs. current

• Design teams
• Procurement departments, standard input
• Production/operations, processes conform to
standards
• Quality assurance
• Packaging and shipping, damaged in transit
• Marketing and sales, customer wishes
• Customer service, quality feedback
121
 Ethics and Quality

• Substandard work
– Defective products
– Substandard service
– Poor designs
– Shoddy workmanship
• Ownership of the work
– Substandard parts and materials

Having knowledge of this and failing to correct

and report it in a timely manner is unethical.

122
 Total Quality Management
A philosophy that involves everyone in
an organization in a continual effort to
improve quality and achieve customer
satisfaction.
T Q M

• Continuous improving
• Involvement of everyone
• Customer satisfaction
123
 The TQM Approach

• Find out what the customer wants

• Design a product or service that meets
or exceeds customer wants
• Design processes that facilitates doing
the job right the first time
• Keep track of results
• Extend these concepts to suppliers

124
 Elements of TQM

• Continual improvement:
• Competitive benchmarking
• Employee empowerment
• Team approach
• Decisions based on facts
• Knowledge of tools
• Quality at the source: The philosophy of making
each worker responsible for the quality of his or
her work.

125
 Basic Steps in Problem Solving

• Define the problem and establish an

improvement goal
• Collect data
• Analyze the problem
• Generate potential solutions
• Choose a solution
• Implement the solution
• Monitor the solution to see if it accomplishes the
goal
126
 Methods for Generating Ideas

• Brainstorming
generate a free flow of idea in a group of people
• Quality circles
Group of workers who find ways of improving
• Interviewing:
• Benchmarking: Measure against best
• 5W2H:
what, why, where, when, who, how, how much

127
 Quality Circles

• Team approach
– List reduction
• Choosing a movie with friends on a Thursday night
– Balance sheet
• Choosing an apartment to stay, pros and cons of
each option
– Paired comparisons
• Eliminate alternatives by comparison

128
 Practice questions
• Which of the following is not a major way in
which poor quality affects an organization?
• A) reputation and image
• B) liability
• C) productivity
• D) costs
• E) payroll taxes

129
 Practice questions
• Costs of inspectors, testing, test
equipment, and labs are examples of:
• A) internal failure costs
• B) external failure costs
• C) appraisal costs
• D) prevention costs
• E) replacement costs

130
Quality Assurance In construction

• Quality assurance in construction can be

defined simply as making sure the quality
of construction is what it should be

• Quality assurance in construction

involves all those planned and systematic
actions necessary to provide confidence
that the facility will perform satisfactorily in
service
131
Quality Assurance In construction (cont.)

• Quality assurance involves continued

evaluation of the activities of planning,
design, development of plans and
specifications, advertising and awarding of
contracts, construction, and maintenance,
and the interactions of these activities.

132
Quality Assurance In construction (cont.)

• Quality assurance in construction requires

that the procedures for incorporating
design changes into the construction plans
be well developed and fully utilized. The
earlier that design changes are recognized
and implemented the lower the cost.

133
Quality Assurance In construction (cont.)

• Another area of activity for quality assurance

in construction that must be continuously
monitored is the development of plans and
specifications. Architectural and engineering
plans and specifications often change during
the construction phase of a complex project.
It is important that the procedures for
incorporating these changes into the
construction plans be well developed and
consistently followed.
134
Quality Assurance & Standards

• Standards are the key to effective quality

management
• They may be international, national,
organizational or project standards
• Product standards define characteristics that
all components should exhibit

135
Importance of Standards

• Help avoiding past mistakes

• Framework for quality assurance process, it
involves checking standard compliance
• Provide continuity – new staff can understand
the organization by understanding the
standards applied
• Standards can become outdated and this
reduces their credibility amongst practitioners

136
Documentation process

Include
Create Re-draft
Review draft review
initial draft document
comments

Approved document
Stage1:
creation
Proofread Produce Check final
text final draft draft

Stage 2: Approved document

polishing

Produce
Layout text Review print Print copies
layout masters
Stage 3:
Production