Vishwa Nath Khanal: Professor of Civil Engineering

Introduction
Vishwa Nath Khanal

Professor of Civil Engineering
Institute of Engineering, TU.
(Retired on Baishakh 2074)
Email: vnk@ioe.edu.np
Mobile: 9851142052
1
1. Quality
1.1 Traditional approach, its
importance in technology driven
competitive market economy.
1.2 Quality control.
1.3 Quality assurance.
1.4 Quality Management.
1.5 Total Quality Management (TQM).
2
1. Quality
• Quality often means different
things to different people that
may create considerable
confusion and
misunderstandings.
• Quality is a sense of
appreciation that something is
better than something else.
3
1.Quality
• Quality is doing things right
first time, rather than making
and correcting mistake.
• Positive approach is the
foundation of quality and it is
very important for success.
4
1.Quality
Quality Definition
• Degree of goodness.
• Conformance to requirements or
specification.
• Zero defects.
• Fitness for use.
• Consistent conformance to expectation.
• Doing things right first time.
• Doing the right things.
5
1. Quality
Quality Definition
• Some people define quality as conformance
to some standard, e.g. conformance to
specifications, procedures, or requirements.
• Such definitions can be helpful in clarifying
quality responsibilities of workers and
supervisors.
• Workers and supervisors need clear
definitions of their responsibilities with
respect to quality.
6
1. Quality
Quality Definition
• However, none of these conformance
definitions adequately defines quality
responsibility of company.
• For company, definition should be
stated in terms of meeting customer
needs, and freedom from deficiencies.
• Quality is totality of all attributes and
characteristics of product or service as
specified, required and expected.
7
1. Quality
Facts about Quality
• Quality is not grade.
• We should not compare plastic tap
with brass tap.
• Both taps may be of excellent
quality if they don’t leak.
• Quality costs more, but lack of
quality costs even more.
8
1. Quality
Facts about Quality
• Cheaper product or service may
reduce initial investment but at last
total cost will be high due to higher
operating and maintenance cost.
• Quality should be achieved at low
cost, not high quality at high cost.
• Process quality is more than
product quality.
9
1. Quality
Facts about Quality
• Quality standards does not demand
best quality, they establish minimum
requirements to be achieved.
• Quality efforts should aim to achieve
better than what is stated in quality
standard.
• Quality does not happen by accident, it
has to be properly planned and
implemented.
10
1. Quality
Characteristics of Quality
1. Functional: operational, useful.
2. Reliable: trustworthy, unfailing.
3. Durability: lasting up to useful life.
4. Aesthetic: artistic, beauty.
5. Safety: being safe, harmless.
11
1. Quality
1. Functionality
• Functionality characteristics of quality is
concerned with the quality of a product,
service, or work being suitable to perform
intended purpose it was designed for or
expected to perform well.
• Features of functionality is operational,
useful and work to provide with
practicality i.e. a desired outcome.
12
1. Quality
2.Reliability
• Reliability characteristics of
quality is concerned with the
probability that a product,
service, or work can be trusted
to perform its intended function
adequately for a specified
period of time without failure.
13
1. Quality
2. Reliability
• One of the quality characteristics that consumer
require from manufacturer is “reliability”.
• Reliability is the ability of product to function

correctly, not just when new, but throughout
expected time when it will be in use.
• Reliability is the probability that product or

service will operate properly for specified design
period of time without failure.
14
1. Quality
2. Reliability
• Reliability is affected by specification,
design, test, production, use, and
maintenance.
• Explosion of space shuttle challenger in
1986, and loss of two external fuel tanks
of space shuttle Columbia ($ 25 million
each) are examples of importance of
reliability in design, operation, and
maintenance of a system.
15
1. Quality
2. Reliability
• Reliability may be used as
measure of systems’ success in
providing its function properly.
• Effects of quality and reliability
must be measured in financial
terms as it is ultimate measure of
business success.
16
1. Quality
3.Durability
• Durability characteristics of
quality is concerned with the
ability of a work or product that
last for a long time or remain
serviceable during the useful life
without damage or unexpected
maintenance.
17
1. Quality
4. Aesthetic characteristics
• Aesthetic characteristics of quality
is concerned with beauty, pleasant
or appearance of a thing.
• Quality of work should
demonstrate natural skill and art of
a thing looks attractive pleasant or
beautiful.
18
1. Quality
5. Safety
• Safety is the state of not being
dangerous.
• Safety is the most important thing
that makes the user or customer
safer and makes feel more confident.
• Quality product or construction
should be safe from danger or harm.
19
1. Quality
Factors affecting quality in construction
1. Design.
2. Drawings.
3. Specifications.
4. Bid document.
5. Selection of contractor.
6. Socio-economic factors.
7. Environmental factors.
20
1. Quality
Why Quality become Inferior?
1. Lack of commitment from top.
2. Prevailing corruption practices.
3. Lack of quality system, and
enforcement of standard.
4. Lack of training on quality, better
workmanship.
5. Degraded norms and values.
21
1. Quality
Why Quality become Inferior?
6. Less recognition on quality
performers.
7. Changes in project, mistakes in
design stage.
8. Lack of understanding about cost
of rectification/failures.
9. Lack of proper planning for quality.
22
1. Quality
• Quality is managed by use of
three managerial processes of
quality planning, quality
control, and quality
improvement.
• Quality planning, quality control,
and quality improvement is
known as Quality trilogy.
23
1. Quality
Quality Trilogy
1. Quality planning
• Quality planning aims to develop
products and processes to meet
customers’ needs.
Steps of quality planning
a. Determine who is customers.
b. Determine the needs of customers.
24
1. Quality
Quality Trilogy
1. Quality planning
Steps of quality planning
c. Develop product features to meet
customer’s needs.
d. Develop processes which are able
to produce product features.
e. Transfer the quality plan into action
plan.
25
1. Quality
Quality Trilogy
2. Quality control
• Quality control measures the quality
performance, compares performance
to quality standard, and acts on the
difference.
Steps of quality control
1. Measure actual quality performance.
2. Compare actual performance to
standard.
3. Act on the difference.
26
1. Quality
Quality Trilogy
3. Quality Improvement
• Quality improvement aims to raise
quality performance significantly
better than any past level.
• Each failure has a root cause,
causes are preventable, and
prevention is cheaper.
27
1. Quality
Quality Trilogy
Quality improvement strategy
i. Identify the root causes of failure.
ii. Prevent the causes of failure.
iii.Reduce failure costs.
iv.Reduce appraisal costs.
28
1. Quality
Quality Trilogy
Steps of quality improvement
a. Establish infrastructure.
b. Identify improvement projects.
c. Establish project teams
d. Provide team with resources, training, and
motivations etc.
• Diagnose the cause.
• Stimulate remedies.
• Establish controls to hold gains.
Source: Juran on Leadership for Quality, An
Executive Handbook.
29
1. Quality
Evolution of Quality Management
1990 • Wider acceptance of Total Quality Management
1980 • Era of Quality Slogans, Quality Management and

Quality Assurance
1970 • Company wide Quality Control / Quality Systems
1960 • Total Quality Control
1950 • Modification of Quality Control Standards, Control Charts
1940 • Statistical Quality Control
1930 • Sampling Techniques
1920 • Inspection Quality Control
1900 • Supervision
Before 1900 • Workmanship Era Fig.: Evolution of modern quality management

30
1.1 Traditional approach, its importance in
technology driven competitive market economy.
History and Importance of Quality

• Quality assurance has been important
aspect throughout the history, e.g.
Egyptian Pyramid (approx. 1450 B.C).
• Stones for pyramid were cut so precisely
that even today it is impossible to put a
knife blade between blocks.
• Egyptian success was due to good
design, use of well-developed building
methods and procedures.
31

• Modern quality assurance methods
began in twelfth century B.C. in China
during Zhou Dynasty.
• One example of official order of Zhou
Dynasty is: “Utensils, Handcarts,
Cottons and Silks not up to the quality
standards are not allowed to be sold on
market”.
32

• In ancient China, inspection by worker
themselves at various stages was
important in establishing responsibility
for quality.
• When a product was found to be
nonconforming, responsible worker was
identified and root causes for failure was
evaluated.
33

• During middle ages in Europe,
skilled craftsperson served both as
manufacturer and inspector.
• Quality assurance was informal;
producer apply every effort to
ensure that quality was built into
final product.
34

• In middle of eighteenth century, French
gunsmith, Honore Le Blanc, developed
muskets manufacturing system to standard
pattern using interchangeable parts.
• Use of interchangeable parts needed careful
control of quality.
• Parts must be produced carefully according
to designed standard.
35

• In early 1900s, F. W. Taylor led
to a new philosophy to increase
efficiency on production.
• Taylor divided job into specific
piece task and quality
assurance fell into the hand of
inspectors.
36

• Manufacturer were able to ship
good-quality products, but at great
costs.
• Defects were present, but were
removed by inspection.
• Inspection was thus primary means
of quality control during first half of
twentieth century.
37

• Eventually, companies created
separate quality department.
• Ironically, one of the leaders of
second Industrial Revolution, Henry
Ford developed many fundamentals
of what we now call “total quality
practices” in early 1900s.
38

• This piece of history was not
discovered until Ford executives visited
Japan in 1982 to study Japanese
management practices.
• Japanese executive repeatedly
referred to the book “My life and Work”
(Japanese translation) written by Henry
Ford and Samuel Crowther in 1926.
39

• “The book” had become Japan’s industrial
bible and helped Ford Motor Company.
• Bell System was leader in early modern
history of industrial quality assurance.
• In early 1900s, Bell System created
inspection department in its Western
Electric Company to support Bell
operating companies.
40

• Early pioneers of quality assurance -
Walter Shewart, Harold Dodge, George
Edwards, Joseph Juran and W. Edwards
Deming were members of Bell System.
• These pioneers developed many useful
techniques for improving quality and
solving quality problems and coined the
term quality assurance.
41

• During World War II, U.S. military began
using statistical sampling procedure by
imposing stringent (very strict, that must
be obeyed) standards on suppliers.
• Thus, statistical quality control became
widely known, and gradually adopted
throughout the manufacturing industries.
42

• In 1944, first professional journal,
Industrial Quality Control was
published in America.
• American Society for Quality
Control was founded soon after to
develop, promote, and apply quality
concept.
43

• After World War II, during late 1940s and
1950s, two U.S. consultants, Dr. Joseph
Juran and Dr. W. Edwards Deming,
introduced statistical quality control
techniques to Japanese to aid them in their
rebuilding effort.
• With the support of top managers,
Japanese integrated quality throughout
their organizations, and developed culture
of continuous improvement.
44

• Improvements in Japanese quality
were slow and steady; some 20 years
passed before quality of Japanese
products exceeded Western
manufacturers.
• By 1970s, due to higher quality levels
of Japanese products, Japanese
companies’ penetration into Western
markets was significant.
45

• Decade of 1980s was a period of
U.S. quality revolution for growing
awareness of quality among
consumers, industry, and
government.
• Challenger space shuttle disaster in
1986 increased awareness
regarding the importance of quality.
46

• Consequently, awareness in
consumers grew and they are more
able than ever before to compare,
evaluate, and choose products
critically for total value - quality, price,
and serviceability.
• One of the most influential individual in
quality revolution was Dr. W. Edwards
Deming.
47

• In 1980, NBC televised a special
program entitled “If Japan Can. . . Why
Can’t We?”
• Widely viewed program revealed
Deming’s key role in the development of
Japanese quality.
• Deming’s name was soon a household
word among American business
executives.
48

• Although Deming had helped to
transform Japanese industry three
decades earlier, U.S. manufacturer
asked for his help only after television
program.
• From 1980 until his death in 1993,
Deming’s leadership and expertise
helped many U.S. organizations to
revolutionize their approach of quality.
49

• As business and industry began to focus on
quality, government recognized how critical
quality is to nation’s economic health.
• In 1984, U.S. government designated October
as National Quality Month.
• In 1985, NASA announced an Excellence
Award for Quality and Productivity.
• In 1988, President Regan established Federal
Quality Prototype Award.
50

• From late 1980s and through mid-1990s,
interest on quality grew at an exceptional
rate.
• In 1989, Florida Power and Light (non-
Japanese company) was first awarded
Japan’s popular Deming Prize for
quality.
• By 1990, quality drove nearly every
organization’s journey for success.
51

• There have been different interpretations of
Quality in the past.
• Generally accepted definitions were
“Conformance to specifications or standards”,
“Fitness for use”, etc.
• “Total Quality” is now defined as “Customers
satisfaction at competitive cost”.
• Quality has to be perceived through the
customers’ eyes.
52

• As organizations came to recognize
broad scope of quality, concept of
total quality management (TQM), or
simply total quality (TQ), emerged.
• Total quality is a people-focused
management system that aims at
continual increase in customer
satisfaction at continually lower real
cost.
53

• Most significant changes in
international business is recent
movement toward quality.
• Quality has become vital element of
every modern organization and will
remain important part of continual
journey for improving performance
across the globe.
54

• Company’s basic quality system was
increasingly accepted as a means to
achieve world class quality reputation.
• Emphasis on management of quality

has seen two approaches -
introduction of quality prize,
standardization, and registration to
quality management standard.
55

• Many countries around world have
developed quality awards, and
these encourage organizations to
improve their quality systems,
practices and procedures.
• Quality awards influence in
maintaining momentum of TQM
approach.
56

• Oldest award is Deming Prize, which
is given by Japanese, though it is not
restricted to Japanese companies.
• Principal prize of U.S. is Malcolm
Baldrige National Quality Award,
managed by National Institute of
Standards with help of American
Society for Quality.
57

• Many countries have developed quality
awards.
• In Europe, there is European Quality
Award.
• Many countries had quality management
or quality assurance standard.
• However, there was then no international
agreement on standardization.
58

• In 1987, ISO 9000 series of
standards was introduced.
• Since then, standards published by
International Organization for
Standardization (ISO) have become
universal.
59
1.2 Quality Control
Evolution of Quality Control
•Quality control is the original
and most basic term for the
application of quality principles.
•In 1991, Feigenbaum showed
new development in quality
control with his concept of total
quality control.
60
1.2 Quality Control
Steps of Feigenbaum’s quality control
1.Operator quality control or
craftsmanship.
2.Foreman quality control.
3.Inspection quality control.
4.Statistical quality control.
5.Total quality control.
61
1.2 Quality Control
•Craftsmanship is still of utmost
important in creation and
production of works of art, hand
woven carpets, color control and
improvement.
•Quality circles, quality teams, and
other employee involvement
programs helps in quality control to
operational level.
62
1.2 Quality Control
•In 1971, Deming emphasize on
statistical aspects applied to overall
or total basis.
•“Statistical control of quality is the
application of statistical principles
and techniques in all stages of
design, production, maintenance
and service, directed towards
economic satisfaction of demand”.
63
1.2 Quality Control
•Definition of statistical quality control
provided in Statistical Quality Control
Handbook is as follows:
•Statistical = with the help of numbers
or data.
•Quality = we study characteristics of
our process.
•Control = in order to make it behave
the way we want it to behave.
64
1.2 Quality Control
•Statistical techniques play
important role in total quality
program.
•Statistical technique is invaluable
discipline for studying processes,
achieving and maintaining control,
and realizing breakthroughs for
continuous improvement.
65
1.2 Quality Control
•Some differences between
American and Japanese concepts
of total quality control were
pointed by Ishikawa et al (1975).
•“Most American firms have failed
to put into practice the total quality
control as explained by Dr.
Feigenbaum”.
66
1.2 Quality Control
•Quotation from Ishikawa et al
(1975) explains distinction as
follows:
•Ishikawa: Our “TQC” look like Dr.
Feigenbaum’s total quality control in
that emphasis is put on necessity of
performing quality control in all
departments through quality control
engineers assigned to proper tasks.
67
1.2 Quality Control
•“Company-wide quality control” of
Japanese differs from American as
stress is placed on “participation of all
in quality control work” in Japan from
the president downward to foreman
and operators.
•Accomplishments of early results of
quality control in Japan was achieved
in 1950, 1951, and early 1952
(Deming).
68
1.2 Quality Control
•Union of Japanese Scientists
and Engineers (JUSE) officially
announced the decision to
make formal name change
from TQC to TQM in April
1996.
69
1.2 Quality Control
Definition of Quality Control
•“Quality control is the regulatory process
through which we measure actual quality
performance, compare with standards,
and act on the difference” (Juran, 1988).
•“Quality control is the operational
techniques and the activities which
sustain quality of product or service that
will satisfy given needs; also the use of
such techniques and activities”
(ANSI/ASQC Standard A3, 1987).
70
1.2 Quality Control
•“Quality control is the part of
quality management, focused on
fulfilling quality requirements” (ISO
9000 - 2000).
•Dr. Feigenbaum is best known for
coining the phrase total quality
control.
71
1.2 Quality Control
•Quality control is an effective
system for integrating the quality
development, quality maintenance,
and quality improvement efforts of
the various groups in an organization
so as to enable production and
service at the most economical
levels which allow full customer
satisfaction (Dr. Feigenbaum) .
72
1.2 Quality Control
•Quality control (Q.C.) may be defined
as a system that is used to maintain
desired level of quality in product or
service.
•Q.C. deals with detection of error and
verification of conformity in such a way
that the deviation between product or
process output, and the standard will
be minimized.
73
1.2 Quality Control
• Quality control refers to the process
employed in order to meet quality
standard.
• Control consists of observing actual
performance, comparing actual
performance with some standard,
and then taking corrective action if
observed actual performance is
significantly different from standard.
74
1.2 Quality Control
Universal steps of control are:
1. Choosing control subjects, what to
control.
2. Choosing a units of measure.
3. Setting a goal for the control subjects.
4. Establishing standards of performance.
5. Measuring actual performance.
6. Interpreting the difference between
actual performance and the goal.
7. Taking action on the difference.
75
1.2 Quality Control
• Cornerstone of quality control is
specification.
• Quality characteristics list comes
from specifications; list of defects
comes from evidences of failure
during use, and from evidence of
nonconformance (e.g. service
reports and inspection reports).
76
1.2 Quality Control
• Quality control measures quality
performance, compares actual
performance to quality standards, and
acts on the difference.
Basic objectives of quality control:
1. To maintain quality standards.
2. To ensure customer satisfaction.
3. To reduce costs associated with
defective goods.
77
1.2 Quality Control
Benefits of quality control:
1. Improving quality products and
services to meet customer needs.
2. Increasing productivity of
manufacturing processes and
commercial business.
3. Reducing manufacturing and
service costs.
78
1.2 Quality Control
Benefits of quality control:
4. Determining and improving
marketability of products and services.
5. Reducing consumer prices of products
and services.
6. Ensuring on-time deliveries and
availability.
7. Assisting management of an
enterprise.
79
1.3 Quality Assurance (QA)
Definitions
• “Quality assurance is a system of
activities whose purpose is to provide
an assurance that the overall quality
control is in fact being done effectively”.
• Quality assurance are all those planned
or systematic actions necessary to
provide confidence that a product or
service will satisfy given needs
(ANSL/ASQC Standard A3, 1987).
80
1.3 Quality Assurance
Definitions
• Quality assurance is part of quality
management, focused on providing
confidence that quality requirements will
be fulfilled (ISO 9000-2000).
• Quality assurance include all those
planned or systematic actions
necessary to provide adequate
confidence that a product or service will
satisfy given requirements for quality
(ISO 8402-1986).
81
Concept of Quality Assurance
• “Quality is the totality of all
attributes and characteristics of a
product or service as specified,
required and expected’.
• Quality assurance provides
protection against quality problems
through early warnings of trouble
ahead.
82
• QA is concerned with many quality-
related activities such as quality
planning, quality control, quality
improvement, quality audit, and
reliability.
• QA assures that the product will
perform as desired or promised.
• Utmost results of QA program is the
zero defects.
83
• For manufactured products, QA is
obtained from laboratory testing.
• Manufacturer must make available
proof to customer that product is fit for
use to assure quality of his products.
• QA emphasizes prevention rather than
cure so that the job is done correctly,
the very first time and every time.
84
Objectives of Quality Assurance
1. Fit for purpose: Product should be suitable
for intended purpose.
2. Right first time: Mistakes should be
eliminated.
• QA firstly aims to impart confidence to
clients, assuring that their needs will be
consistently met (external QA) and
secondly, it aims to achieve quality through
systematic and planned actions avoiding
fire-fighting or crisis management (internal
QA).
85
Tools/Techniques for Improving Quality
1. Process sequence flow chart
2. Tally chart/Check sheets
3. Check list
4. Histogram
5. Pareto analysis
6. Cause and effect diagram
7. Quality functions deployment
8. Statistical quality control
9. Fault tree analysis
86
1. Process sequence flow chart
• Flow chart or diagram depicts
process or flow of steps from
beginning to end.
• Flow chart serves as road map for
improving quality.
87
2. Tally chart/Check sheets
• Tally chart (also called a Check
sheet) is a form to collect data
in a systematic manner about
the frequency of occurrence of
events.
88
3. Check list
• Check list is a "to do list” of job to be
performed.
• It helps to know the essentials of job
to reduce failure from the limits of
human memory.
• It helps to ensure consistency and
completeness in carrying out a task.
89
4. Histogram
• Histogram consists of a set of rectangles that
represents the frequency in each category.
• Histogram is a graphical plot of continuous
data using bars of different heights.
• Histogram represents graphically the
frequencies of the observed values.
• Histogram is used for continuous data to
obtain meaningful pictures of data.
90
5. Pareto analysis
• Pareto suggested that 80% of
problems are result of only 20% of
causes.
• 80-20 rule suggests that by
improving 20% of causes, 80%
errors can be removed.
91
5. Pareto analysis
• For example: In office 20% person
take 80% responsibility, 20% item
involves 80% expenditure in
construction.
• By improving 20% items product will
be improved rapidly.
• By choosing certain element, quality
be improved rapidly.
92
Machines Money Materials
Effect
Tools Manpower
Figure: Cause and Effect Diagram
93
• It is also known as “fishbone diagrams”
because of their shape.
• It is very useful to find out root causes of
problems why error has occurred.
• If causes of problem can be addressed,
problem is solved.
• Major causes of problems are materials,
manpower, machines, or tools and money.
94
• Cause and effect diagram was used as a
famous tool in each and every industry in
Japan.
• This diagram helps to determine which of
causes has greatest effect that can help
management to decide which causes to
investigate for quality improvement.
• Quality circle discuss about causes of problem
for improving quality of product.
95
7. Quality functions deployment (QFD)
• QFD is a planning tool used to fulfill
customer expectations.
• QFD focusses to product design,
engineering, production, and in-depth
evaluation of a product.
• QFD provides documentation for the
decision-making process.
96
7. Quality functions deployment
• QFD make trade-off decisions based
on customer requirements.
• QFD promotes team work on a quality
improvement goal.
• QFD reduces product development
time.
• QFD improves customer satisfaction.
97
8. Statistical quality control (SQC)
• Statistics deals with the collection,
tabulation, analysis, interpretation,
and presentation of quantitative data.
• The use of statistics in quality control
activities deals with the divisions of
collecting, tabulating, analyzing, and
interpreting the quantitative data.
98
8. Statistical quality control (SQC)
• Each division is dependent on the
accuracy and completeness of the
preceding one.
• SQC involves comparing output of
process or service with a standard
and taking remedial actions in case of
discrepancy between the two.
99
9. Fault tree analysis
• It is a diagnostic tool used to
analyze failure processes of
engineering systems.
• Fault tree analysis is an invaluable
tool as it can be used to understand
logic leading up to undesirable top
event.
100
1.4 Quality Management
“Quality is the totality of all attributes
and characteristics of a product or
service as specified, required and
expected’.
Approaches of quality management
1. Quality control
2. Quality assurance
3. Total quality
101
1. Quality control
• Detection of non-conformity.
• Verification of conformity.
Aim of quality control
a. To ensure that damage arising from
inadequate, misunderstood, or missing
information is minimized.
b. To ensure that responsibilities are
transparently clear, and decisions made are
systematically recorded to facilitate
corrective action rather than allocate blame.
102
1. Quality control
Stages of quality control
a. Quality control for incoming goods
and services.
b. Quality control in-process.
c. Quality control for end product.
103
1. Quality control
a. Quality control for incoming goods and
services
Receiving inspection and testing:
• Ensure that incoming product is not
used or processed until it has been
inspected or verified as confirming to
specified requirements.
104
1. Quality control
b. Quality control in-process
In-process inspection and testing
• Inspect, test and identify in accordance
with quality plan/procedures.
• Establish conformance to specified
requirements.
• Hold until test results have been
verified.
• Identify non-confirming product.
105
1. Quality control
c. Quality control for end product
Final inspection and testing
• Specified inspections and tests are carried out
in accordance with quality plan/procedures.
• Final inspection and testing are carried out
to ensure conformance to specified
requirements.
• No product dispatch until quality plan and
procedure activities are complete and
authorized.
106
2. Quality assurance
• Quality assurance is defined as “all
those planned systematic actions
necessary to provide adequate
confidence that a product or service will
satisfy given requirements for quality”
(BS 4778).
• Objectives of quality assurance are:
1. Fit for purpose and,
2. Right first time.
107
2. Quality Assurance
•Firstly, QA aims to impart confidence to
client assuring that client’s needs will be
consistently met (external quality
assurance).
•Secondly, it aims to achieve quality
through systematic and planned actions
avoiding fire-fighting or crisis
management (internal quality assurance).
108
2. Quality assurance (QA)
• QA is management tool whose main
aim is to ensure required
communication in systematic
manner.
• Communication may be in-house or
between client and consultant,
designer and constructor,
contractor or supplier, or sub-
contractor.
109
3. Total Quality
• Total quality management emphasizes
quality at source.
• Each employee should be responsible
for quality of his/her work and should
be in-charge of inspecting that work.
• Quality inspection should not be
delegated to ‘inspector’ who is not
directly involved with production.
110
3. Total Quality
• Every employee should view the
other employee receiving his
outputs as a customer - internal
customer.
• Total quality covers continuous
improvement, quality systems and
standards, cultural change and
staff development.
111
3. Total Quality
• European Construction Institute TQM
task force reported that main difficulty
in getting commitment to TQM is
changing people’s behavior and
attitudes.
Regarding TQM, European
Construction Institute has stated:
• TQM and project management
disciplines are mutually compatible.
112
3. Total Quality
• Tools and techniques used in TQM are
applicable in construction.
• Total quality emphasis in building trust
and use of partnering concept between
client and contractor.
• Even in industrialized world, more has
to be done to achieve continuous
quality improvement in construction.
113
3. Total Quality
• Construction industry lacks
maturity in TQM.
• TQM awareness in construction
need training and seminars on
teamwork, basic TQM principles,
quality tools and facilitation skills,
for senior and quality improvement
members.
114
Difference between QA and TQ
Quality Assurance Total Quality
1. QA is only part of TQ, it 1. TQ is a process to give
is a system approach continuous improvement
which gives adequate in performance of all
confidence and activities.
satisfaction.
2. Part of quality 2. Process for continuous
improvement process. improvement.
3. A systematic approach, 3. Changes attitudes and
influences attitudes and working environment,
and provides tools,
working environment.
techniques and systems
for continuous 115
4. Aims to ensure 4. Creates right first time
costumers’ requirements attitude to delight
every time. customers.
5. Cost of quality is
5. Provides baseline for
recognized as vital for
measuring cost of quality.
6. Customers and employees

6. Provides confidence to
find company as quality
customers on quality .
company.
116
7. Provides means to 7. Seeks to eliminate

reduce waste. waste.
8. Attracts publicity and

8. Enhances publicity
company becomes role
and image.
model for quality.
9. Provides procedures 9. Provides for doing the

for doing things right. right things right.
117
10. Improvement is by
10. Improvement is by
cultural change, and
eliminating recurring
elimination of root cause
problems.
and constraints.
11. Focusses on full

11. Directive and provides
understanding of all
procedures.
concerned.
12. Uses quality records for

12. Provides quality
measurement and for
records of all activities.
118
13. Regular monitoring and 13. Gathers ideas and

audit to identify non- suggestions for
conformance and improve improvements from
procedures. everyone.
14. Regular management 14. Meets requirement at

reviews for improvement. every stage.
15. Everyone trained to do

15. Insures that people are
their job effectively and
trained and experienced.
have personal satisfaction.
119
Differences between Typical organization
and Total quality organization
Total Quality
Quality elements Usual organization
organization
1. Quality is Product oriented. Customer oriented.
2. Quality priorities Less important than First priority equals

are cost and schedule. ‘the driver’.
3. Business focus is Medium to long term

Short term goals.
towards goals.
4. Correction
Detection of errors. Prevention of errors.
emphasis on 120
Total Quality
organization
Lowered when
Raised when quality
5. Cost are quality is
is emphasized.
emphasized.
Common causes -
Special causes -
6. Errors results ineffective systems
workers make
from and management
individual mistake.
practices.
7. Responsibility for QA and QC

Everyone.
quality belongs to departments.
121
Total Quality
organization
Finger pointing, Continuous

8. Organizational
blame finding, and improvement and
culture tends
punishing risk rewarding
towards
takers. initiatives.
9. Organizational Hierarchical and Flat and

structure bureaucratic. integrated.
10. Problem Authority, top of Teams, all
solving is left to pyramid. employee levels.122
1.5 Total Quality Management
• Total quality management requires a
process of continuous improvement.
• Feigenbaum stressed the fact that
responsibility for quality control goes to
all departments, not just with quality
control department.
• These concepts focus to the need for
quality assurance for all employees in
organization.
123
• In 1980s, combination of statistical
quality control, continuous quality
improvement, quality planning, modern
quality systems, and strategic quality
planning came to be called total quality
management.
• This phrase was taken from Japanese
concept of total quality control or
companywide quality control that was
developed in 1970s and 1980s.
124
• Japan took a decision to make a
formal name change from total
quality control to total quality
management.
• Union of Japanese Scientists and
Engineers (JUSE) officially
announced this change in April 1996,
and adopted the phrase “total quality
management” (TQM) for this
concept.
125
Total quality strategy emphasize on
1. Clear focus on customer needs.
2. Continuous improvement and
innovation of all processes,
services, and products.
3. Effective empowerment of
individuals including essential
programs of education and training.
126
Total quality strategy emphasize on
4. Planning for quality, variability
reduction, defect prevention,
recognition of internal customer,
role of supplier, processor, and
customer.
5. Integration and mutual
cooperation with suppliers based
on long-term partnership relations.
127
Total quality strategy emphasize on:
6. Sensitivity to competitive
comparisons via benchmarking,
including “best in class”
organization.
7. Productivity, cost reduction, and
profitability enhancements.
8. Strong leadership by management
at all levels.
128
• Globalization of trade has made
high-quality low-cost products
available throughout the world.
• Most leading companies now
compete in international markets,
and even residents of small
villages may have opportunity to
choose from wide variety of
products and services.
129
• Rapidly increasing global
competition has given new power
to consumer to demand and
receive high-quality goods and
services at reasonable prices.
• Numerous organizations provide
accurate information about
product and service quality.
130
• Consumer groups and
magazines continually rank
products in many different
dimensions of quality.
• Internet has become widely
used method to obtain product
and service information.
131
• Consumers are using this
information to make more
intelligent purchase decision.
• Products that are ranked at top of
lists are often sold out quickly.
• Products at bottom of lists
sometimes are almost impossible
to sell.
132
• Methodologies in quality
improvement, cross-functional
management, process engineering
and reengineering, and teamwork
have contributed breakthroughs in
product quality.
• Many of the concepts and methods
used are now collectively called “total
quality” or “total quality
management”.
133
• Some other terms include
“business transformation”,
“performance excellence”,
“business excellence”, and “Six
Sigma”.
• Six Sigma is a set of techniques
tools for process improvement
developed by Motorola in 1986.
134
• In 1980s and 1990s many
organizations throughout the world
were under tremendous pressure
from competition in quality and
cost.
• Some companies were seriously
challenged by new technologies,
some leading companies rapidly
changed under these pressures.
135
• Some of the new companies
have now become major
competitors.
• During these years there has
been increasing global
emphasis on quality
management.
136
• In global competitive markets
quality has become most
important single factor for
success.
• Quality management has
become competitive issue for
many organizations.
137
• Juran has even stated that “Just as
the 20th century was the century for
productivity, the 21st century will be
the quality century” (Juran, 1998).
• Mr. Shephard commented that
quality “may be the biggest
competitive issue of late 20th and
early 21st century.
138
• TQM has emerged for improving
and assuring quality in business
for achieving customer
satisfaction.
• TQM is organizational cultural
commitment to customer’s
satisfaction through the use of
integrated system of tools,
techniques and training.
139
• TQM involves continuous
improvement of organizational
processes, resulting in high quality
products or services.
• TQM strongly emphasizes in
carrying out necessary
improvements to achieve better
performance all the time.
140
• TQM leads to achievement of
doing everything right internally,
first time and every time.
• Objective of TQM is total
customer satisfaction with
respect to quality, delivery, cost
and services.
141
• Quality management includes QA
and QC as well as other concepts
of quality planning, quality policy
and quality improvement.
• TQM develops these concepts for
the benefits of organization itself,
its member, its customers and
society as a whole.
142
• In TQM, main focus is in quality,
each and every staff should be
qualified.
• In TQM approach, next person is
client.
• Every person is quality controller.
• Everywhere or in each level they
try to produce best quality.
143
1. Quality
End of Chapter 1
144

Vishwa Nath Khanal: Professor of Civil Engineering

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Vishwa Nath Khanal: Professor of Civil Engineering

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Introduction

Vishwa Nath Khanal

• Reliability is the ability of product to function

• Reliability is the probability that product or

1980 • Era of Quality Slogans, Quality Management and

1960 • Total Quality Control

1950 • Modification of Quality Control Standards, Control Charts

1940 • Statistical Quality Control

1930 • Sampling Techniques

1920 • Inspection Quality Control

Before 1900 • Workmanship Era Fig.: Evolution of modern quality management

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

• Emphasis on management of quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

History and Importance of Quality

Machines Money Materials

Figure: Cause and Effect Diagram

6. Customers and employees

7. Provides means to 7. Seeks to eliminate

8. Attracts publicity and

9. Provides procedures 9. Provides for doing the

11. Focusses on full

12. Uses quality records for

13. Regular monitoring and 13. Gathers ideas and

14. Regular management 14. Meets requirement at

15. Everyone trained to do

1. Quality is Product oriented. Customer oriented.

2. Quality priorities Less important than First priority equals

3. Business focus is Medium to long term

7. Responsibility for QA and QC

Finger pointing, Continuous

9. Organizational Hierarchical and Flat and

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