QUALITY MANAGEMENT

What is Quality?

 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

In summary-
Quality is the fulfillment of project responsibilities in the delivery
of products and services in a manner that meets or exceeds the
stated requirements and expectations of the owner, design
professional, and constructor.
 Quality Development
Prior to World War I
 Quality was viewed predominantly as inspection and
sorting out the good items from the bad.

Following World War I and up to the early 1950s

 Emphasis was still on sorting good items from bad.
However, quality control principles were emerged in the
form of:
 Statistical and mathematical techniques.
 Sampling tables.
 Process control charts.
 Quality Development
From the early 1950s to the late 1960s,
 Quality control evolved into quality assurance with its
emphasis on problem avoidance rather than problem
detection.
 Additional quality assurance principles emerged, such
as:
 The cost of quality
 Zero-defect programs
 Reliability engineering
 Total quality control
 Quality Development

Today, emphasis is being placed on strategic quality

management or total quality management (TQM). Thus-
 Quality is defined by the customer.
 Quality is linked with profitability on both the market
and cost sides.
 Quality has become a competitive weapon.
 Quality is now an integral part of the strategic
planning process.
 Quality requires an organization wide commitment.
 Evolution of Quality Management
Salvage, sorting, grading, blending, corrective actions,
Inspection
identify sources of non-conformance

Development of quality manual, process performance

Quality data, self-inspection, product testing, basic quality
Control planning, use of basic statistics, paperwork control.

Quality systems development, advanced quality

planning, comprehensive quality manuals, use of
Quality quality costs, involvement of non-production
Assurance operations, failure mode and effects analysis,
statistical process control (SPC).
Policy deployment, involve supplier & customers,
involve all operations, process management,
TQM performance measurement, teamwork, employee
involvement.
Deming’s view of a production as a system

Receipt & test of Design & Consumer

materials redesign Research

Suppliers, Production,
materials & assembly, Distribution Consumers
equipment inspection

Test of processes, machines,

methods, cost
 Deming’s Chain Reaction
Improve Quality

Provide jobs and Cost decreases because

more jobs of less rework, fewer
mistakes, fewer delays,
snags, better use of
Stay in business machine time and
materials

Productivity improves
Capture the market with
better quality and lower price
 The Deming Cycle or PDCA Cycle

PLAN
Plan a change to the process. Predict the
effect this change will have and plan how
the effects will be measured
ACT DO
Adopt the change as a Implement the change on
permanent modification a small scale and measure
to the process, or the effects
abandon it.
CHECK
Study the results to
learn what effect the
change had, if any.
 W. Edwards Deming’s 14 Points

1) Create constancy of purpose towards improvement of

product and services.
2) Adopt the new philosophy. We can no longer live with
commonly accepted levels of delays, mistakes,
defective workmanship.
3) Cease dependence on mass inspection. Require,
instead, statistical evidence that quality is built in.

4) End the practice of awarding business on the basis of

price tag.
 W. Edwards Deming’s 14 Points

5) Find problems. It is management’s job to work

continually on the system.
6) Institute modern methods of training on the job.
7) Institute modern methods of supervision of
production workers. The responsibility of foremen
must be changed from numbers to quality.

8) Drive out fear that everyone may work effectively for

the company.
 W. Edwards Deming’s 14 Points

9) Break down barriers between departments.

10) Eliminate numerical goals, posters and slogans for
the workforce asking for new levels of productivity
without providing methods.
11) Eliminate work standards that prescribe numerical
quotas.

12) Remove barriers that stand between the hourly

worker and his right to pride of workmanship.
 W. Edwards Deming’s 14 Points

13) Institute a vigorous programme of education and

retraining.
14) Create a structure in top management that will push
everyday on the above 13 points.
 Quality in Construction

 Quality in construction is more difficult to define.

 The product is usually not a repetitive unit but a

unique piece of work with specific characteristics.

 Secondly, the needs to be satisfied include not only

those of the client but also the expectations of the
community into which the completed building will
integrate.
 Quality Inspection

 Inspection is a specific examination, testing, and

formal evaluation exercise and overall assessment of
a process, product, or service to ascertain if it
conforms to established requirements.

 It involves measurements, tests, and gauges applied

to certain characteristics in regard to an object or
an activity.
 Quality Inspection

 The results are usually compared to specified

requirements and standards for determining whether
the item or activity is in line with the target.

 Inspections are usually nondestructive. Some of the

nondestructive methods of inspection are:
 Visual
 Radiography
 Ultrasonic etc.
 Inspection Accuracy

Inspection accuracy depends on

 Level of human error
 Accuracy of the instruments
 Completeness of inspection planning

Human errors in inspection are mainly due to-

 Technique errors
 Accidental (not planned) errors
 Communication errors
 Quality Control

 Quality control is the process employed to

consistently meet standards.

 The control process involves observing actual

performances, comparing it with some standards,
and then taking action if observed performance is
significantly different from the standard.
 Quality Control

 Quality control involves a universal sequence of steps

as follows:
a) Choose the control subject, that is, choose what we
intend to regulate.
b) Establish measurement.
c) Establish standard of performance, product goal,
and process goals.
d) Measure actual performance.
e) Compare actual measured performance against
standards.
f) Take action on the difference.
 Quality Control Tools
 The following are the most commonly used quality
control tools to improve the quality process:
a) Cause-and-effect diagram
b) Check sheet
c) Control chart
d) Data collection
e) Flow chart
f) Histogram
g) Pareto analysis
h) Pie chart
i) Run chart
j) Scatter diagram
 Cause and Effect Diagram
 The cause-and-effect diagram is also called an Ishikawa
diagram or fishbone diagram. It is used to organize and
graphically display multiple causes with a particular
effect.

Ishikawa
diagram for
bad concrete
Data Collection for Quality Control

Data collection objectives are to –

 Identify the problem
 Report the problem
 Verify the problem
 Analyze the problem
 Correct the problem
 Flowchart for Quality Control
 A flowchart is a pictorial tool that is used for representing
a process in sequential order.
 Flowcharts can be applied at all stages of the project life
cycle.

Flowchart for
concrete
casting
 Quality Assurance
 It is all the planned and systematic activities implemented
within the quality system that can be demonstrated to
provide confidence of a product or service to fulfill
requirements for quality.

 According to ISO 9000 Quality assurance is those planned

and systematic actions necessary to provide adequate
confidence that a product or service will satisfy given
requirements for quality.
 Quality Assurance
 Quality Assurance is similar to the concept of the financial
audit, which provides assurance of financial integrity by
establishing, through “independent” audit, that the plan of
accounting is (1) such that, if followed, it will correctly
reflect the financial condition of the company, and (2) that
it is actually being followed.

 QA is focused on planning, documenting and agreeing on a

set of guidelines that are necessary to assure quality. The
purpose of QA is to prevent defects from entering into the
solution in the first place. In other words, QA is a pro-
active management practice that is used to assure a stated
level of quality.
 Quality Assurance
 Quality assurance covers all activities from design,
development, Production/construction, installation, and
servicing to documentation, and also includes regulations
of the quality of raw materials, assemblies, products, and
components; services related to production; and
management, production, and inspection processes.

 Quality assurance in construction projects covers all

activities performed by the design team, contractor and
quality controller/auditor (supervision staff) to meet
owners’ objectives as specified and to ensure that the
project/facility is fully functional to the satisfaction of the
owners/end users.
 Quality Assurance Shortcomings

The shortcomings of quality assurance:

 Its focus is internal.
 Specifications are developed by the designers, often with
only a vague idea of what customers really want.
 The scope of quality assurance is generally limited to those
activities under the direct control of the organization.
 Important activities such as transportation, storage,
installation, and service are typically either ignored or
given little attention.
 Quality Assurance Shortcomings contd..

The shortcomings of quality assurance (contd..):

 Quality assurance pays little or no attention to the
competition’s offerings.

 The result is that quality assurance may present a rosy

picture, even while quality problems are putting the firm
out of business.
 Quality Management
 It is application of quality management system in
managing a process to achieve maximum customer
satisfaction at the lowest overall cost to the organization
while continuing to improve the process.

 The concept of quality management started after World

War II, broadening into the development of initiatives that
attempt to engage all employees in the systematic effort for
quality.

 Extension of quality management concepts gave birth to

Total Quality Management (TQM).
Any Question?