1. Planning and Organising Two Quality Assurance and Control Presenter Tony Bosnich 2014 © Unitec New Zealand DEPARTMENT OF CONSTRUCTION

2. >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT OF CONSTRUCTION Quality Learning outcomes 1.Define quality for a part of a project and for the total PROJECT 2.Create a quality control procedure 3.Create a quality assurance process

3. Definition What is Quality? Fitness to purpose In construction it is providing a building which provides an appropriate quality for the purpose for which it is intended The cost of the building is also a reflection of the expectations of quality The time available for construction the building also will have a bearing on the quality

4. DEPARTMENT of CONSTRUCTION Quality is….. what the customer wants being “Fit for use?”(Juran) “Conformance to Requirements” (Crosby) Quality is not……. just being the most expensive being the rarest an act, it’s a habit (Aristotle) an accident (Ruskin) The customer is the next person in the chain Defining Quality

5. How do we do this? Quality control - we have established the desired quality expected next we consider how to achieve this. 3 elements To produce a building which satisfies the client To produce a building where quality is related to price To produce a building in which sufficient time is allowed to obtain the desired quality

6. >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT Like most aspects of construction management quality control has to be planned. Planning seeks ‘order ’and a QC system for a construction project reflects this sense of order Remember time spent in planning is always recovered by ‘doing it right the first time’ Lack of planning or inadequate planning is one of the largest avoidable costs of any project Planning for Quality 6 DEPARTMENT OF CONSTRUCTION

7. >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT Success of competitors who take quality seriously Rising expectations of customers Quality differentiates companies from the competition Narrowing of supplier bases by quality conscious companies Growing evidence that growth in market share comes from sustained quality. Cost advantages High cost of catastrophic failure Inspection poor substitute for right first time Why implement Quality systems? >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

8. >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT Inspection 1 Quality Control 2 Quality Assurance 3 TQM 4 Development of Quality Management >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER Identifying corrective actions, identify sources of non- conformance Develop quality manual, process performance data, self- inspection, product testing, basic quality planning, use of basic statistics, paperwork control Quality systems development, advanced quality planning, comprehensive quality manuals, use of quality costs, involvement of non-production operations, failure mode and effects analysis, SPC. Policy deployment, involve supplier & customers, involve all operations, process management, performance measurement, teamwork, employee involvement

9. Approach Management Led Scope Company Wide Scale Everyone is responsible for QualityPhilosophy Prevention not Detection Standard Right First Time Control Cost of Quality Theme On going Improvement Basic Principles of TQM

10. 10© Unitec New Zealand Defining Quality for “A successful project” On Time On Budget To the required Quality Completion date Progress Milestones Progress claims Final Costs Meets Building Code Overall design HOW? WHY? workmanship In sympathy with existing style Provides sufficient space and flow Communication Timely Clear Tidy Trade standard

11. 11 Main Aim Descriptor Sub-DescriptorSub-sub Descriptor StandardBy whom By when Done On Time Milestones Completion +/- 5 days +/- 2 days PM Every 2 weeks End of project A successfulproject On Budget In line with progress Final costs +/- 20% +/- 10% PM/QS Every 2 weeks End of project To the Desired Quality Workmanship Comms Overall Design Tidy Timely Clear Style Space/flow Cleans up Doesn’t hold up others When client wants it Documented every day language PM / trade PM PM/ AT Daily Project start Project end

12. >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT Quality is “fitness for use”(Joseph Juran) Quality is “conformance to requirements” (Philip B. Crosby) Quality of a product or services is its ability to satisfy the needs and expectations of the customer Summary >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

13. © Unitec New Zealand13 Fishbone diagrams Poor mark Poor Quality management Poor time Management Poor cost management Unsuccessful project Did not achieve milestones Did not achieve handover date Did not agree variations Customer needs not completely defined Expectations of trades not met Indoor /outdoor flow not achieved Adjust your plan

14. >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT Establishing the desired quality standard required by the client, local TA or your company Decide how to achieve the required results, i.e. methods equipment, materials, personnel. Construct the building right first time Correct any quality deficiencies progressively Provide for long term quality control by establishing systems and developing a quality culture Five stages >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

15. >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT Costs associated with implementing quality control systems need to be clearly identified. Fall into three categories Failure cost, the cost of demolishing and rebuilding, delays to production, delays to other teams of workers. Appraisal cost, monitoring, inspections and testing. Prevention cost, design improvement, training, reduction of failure costs, more maintenance Cost of quality >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

16. © Unitec New Zealand16 Quality Assurance Advanced planning, recognition of costs – Ensuring that quality is defined and documented – Planning and holding site meetings to discuss quality issues monitor that Quality Control is taking place – Optimisation of quality checking procedures – Monthly improvement meetings

17. © Unitec New Zealand17 TQM Project Commitment Continuous improvement, prevention based – Project charters requiring improvement events to embedded in routine tasks – Conducting Post Occupancy Evaluations

18. a)determining the needs and expectations of customers and other interested parties; b) establishing the quality policy and quality objectives of the organization c) determining the processes and responsibilities necessary to attain the quality objectives; d) determining and providing the resources necessary to attain the quality objectives; e) establishing methods to measure the effectiveness and efficiency of each process; f) applying these measures to determine the effectiveness and efficiency of each process; g) determining means of preventing nonconformities and eliminating their causes; h) establishing and applying a process for continual improvement of the quality management system. ISO 9000 Systems Approach

19. When evaluating quality management systems, there are four basic questions that should be asked in relation to every process being evaluated. a) Is the process identified and appropriately defined? b) Are responsibilities assigned? c) Are the procedures implemented and maintained? d) Is the process effective in achieving the required results? ISO 9000 2.8 Evaluating quality management systems

20. >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT QA is the mechanism put in place to ensure that the construction process conforms to the requirement of the quality management system. QA defines the organisation structure, tasks, and duties for this implementation In the mid 1980s a survey of quality problems on UK construction sites concluded the following 50% design,40% Construction,10% Product failure. This has changed dramatically now due to better QA systems Quality Assurance >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

21. >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT Misunderstanding the clients brief to develop the design. Using out of date or incorrect design data Misunderstanding of clients expectation of quality standards Lack of co ordination between design consultants Loose or inappropriate specifications Design faults >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER Construction faults Poor workmenship Misunderstanding requirements Lack of control and supervision Lack of planning Taking short cuts Lack of resources

22. Improvements in quality are constant, small steps, but if pressure is released it is easy to slip back in standard

23. >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT There are many template systems on line, go on net and access samples, each project and situation is unique so will be the detailed QS and QC requirements >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER