Integrating TQM, WIT, Constructability, and VE

1. INTERGRATING TQM WIT
CONSTRUCTABILITY AND
VE
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2. INTERGRATING TQM WIT
CONSTRUCTABILITY AND VE

4. TOTAL QUALITY MANAGEMENT
Total Quality Management (TQM) was
implemented in 1950.
Its success has been seen in both:
manufacturing
electrical industries
Its use in the construction industry in
recent years has enabled management to
use TQM philosophy in many areas of
work.

5. TOTAL QUALITY MANAGEMENT
TQM has been applied to:
process improvement;
customer and supplier involvement,
team work;
training to achieve customer satisfaction;
cost effectiveness;
defect free product.

6. TOTAL QUALITY MANAGEMENT
The success of TQM heavily depends on
the project management team and their
approach in managing problems.
The importance and advantages of
implementing TQM within the construction
industry is great.
There are benefits and advantages of
adopting TQM on the construction site.

7. TOTAL QUALITY MANAGEMENT
These are:
Achieving high quality products through
the systematic consideration of the client’s
requirements.
Overall reduction of construction time and
cost through minimising the potential
causes of errors and taking corrective
action.

8. TOTAL QUALITY MANAGEMENT
Increased efficiency and effectiveness of
everyone involved in the project.
 With the main focus on customer
satisfaction.
Improvement in enhancing information at
all levels through team building and pro-
active management strategies.

9. TOTAL QUALITY MANAGEMENT
Successful application of TQM to
constructor has increased its recognition
as an effective method to improve quality
and productivity.
TQM has two principal objectives:
(1) Customer satisfaction
(2) Continuous improvement

10. TOTAL QUALITY MANAGEMENT
TQM is an approach for improving values
such as:
the competitiveness
effectiveness
flexibility of the whole organization

11. TOTAL QUALITY MANAGEMENT
TQM is an approach to:
improving the competitiveness;
Effectiveness;
flexibility of the whole organization;
way of planning;
Organizing;
understanding each activity that depends
on each other.

12. TOTAL QUALITY MANAGEMENT
KPI’s allow a minimum 95% customer
satisfaction.
The organization should always look
toward 100% customer satisfaction
Defects -free performance and product.
The organization should also integrate
suppliers into its TQM process.
A strong supply chain policy will push
TQM towards a successful completion.

13. TOTAL QUALITY MANAGEMENT

14. IMPLEMENTING PROJECT
CONSTRUCTABILITY
RESEARCH MODEL
(Process model productivity on site)
• Organisational Factors
• Contract management
• Finance
• Etc
PROJECT WORK ENVIRONMENT
Pre-construction
Activities (1)
D1. Client brief
D2. Project objectives
D3. Specification
D4. Design/build-ability
D5. Contractual
arrangement
D6. Planning
D7. Scheduling
D8. Estimating
Site/Project
Manager (2)
Characteristics
D9. Experience/capability
D10. Leadership style
D11. Authority/influence
D12. Goal commitment
D13. Involvement
Labour (6)
Characteristics
D39. Subcontracting
Labour
D40. Direct labour
Management (3)
Factors
D14. Clarity of tasks
D15. Team work
D16. The style of
management
D17. Safety management
Management (4)
System
D18. Planning
D19. Communication
D20. Controlling
D21. Co-ordinating
Resource (5)
Management
D22. Labour selection
D23. Labour control
D24. Material selection
D25. Material handling
D26. Plant
D27. D31. Waste on site
D32. D38. Delay and
Disruption on site
Motivating
Factors (7)
D41-D46
Hygiene
Factors
D47-D55
P
R
O
D
U
C
T
I
V
I
T
Y
Project
Performance
• Time
• Cost
• Quality
• Safety
Job
SatisfactionEffort Rewards
Ability and Skill of worker

15. IMPLEMENTING PROJECT
CONSTRUCTABILITY
Box 4

16. IMPLEMENTING PROJECT
CONSTRUCTABILITY
Constructability is the integration of
construction expertise into all phases of
the project.
For Improving factors such as:
cost
schedule
quality
and overall project objectives.

17. IMPLEMENTING PROJECT
CONSTRUCTABILITY
The proper use of the knowledge gained
by participants such as:
managers
designers
site workers
other contributors
Learning from their past experience
increases the level of productivity/project
success.

18. IMPLEMENTING PROJECT
CONSTRUCTABILITY
Constructability must be used at key
points in the project life cycle. This
includes:
in the planning phase;
early in the design phase;
prior to the procurement phase;
prior to the mobilization phase for
construction.

19. IMPLEMENTING PROJECT
CONSTRUCTABILITY
Constructability process considers a
detailed review of:
Design drawings;
Models;
Specifications;
and construction processes.

20. IMPLEMENTING PROJECT
CONSTRUCTABILITY
The purpose of the constructability review
is to identify the following items:
• Design errors (both material selection or
dimensions)
• Un clear specifications
• Unnecessary work
• Complexity that does not serve the project
objectives

21. IMPLEMENTING PROJECT
CONSTRUCTABILITY
• Project features-difficult and very costly to
construct.
• Project complexity- that exceed the
capability of industry to properly build.
• Project features that are difficult to
interpret and will be hard to accurately
bid.

22. IMPLEMENTING PROJECT
CONSTRUCTABILITY
Steps to take:
 Identify the processes needed for the
Quality Management System
 Its application in the organization
 Its customers
 Determine the sequence and interaction
of these processes
 Determine the criteria and methods
required to ensure that the operation runs
well

23. VALUE ENGINEERING
VALUE ENGINEERING
Value Engineering (VE) has been defined
as:
the systematic effort directed at analyzing
the functional requirements of:
systems
equipment
facilities

24. VALUE ENGINEERING
procedures
and supplies for the purpose of achieving
the essential function at the lowest total
(life-cycle) cost.
Also, all the efforts are focused on
meeting needed issues such as:
Performance;
Reliability;

25. VALUE ENGINEERING
quality, maintainability;
aesthetics,
Safety;
fire resistance;
while, at the same time, achieving lowest
life-cycle cost.

26. VALUE ENGINEERING
Constructability implementation can act as
a predecessor to value engineering.
Providing information through constructor
input and lessons learned from past
projects such that value engineering may
be more effective.

27. VALUE ENGINEERING
Implementation of value engineering
involves several steps:
 Information;
 functional analysis;
 creative mind;
 Evaluation;

28. VALUE ENGINEERING
 planning & proposal;
 Implementation;
 follow-up.
 The creative step involves a
brainstorming session where life-cycle
cost alternatives, for design components
are considered.

29. VALUE ENGINEERING
Value engineering may be performed in two
ways:
(1) Proactively
(2) Reactively
How does V.E. work?
V.E. follows a structured thought process
to evaluate options.

30. VALUE ENGINEERING
Every V.E. session goes through a
number of steps:
Gather information -What is being done
now?
Measure Performance -How will the
alternatives be measured?

31. VALUE ENGINEERING
Analyse Functions -What must be done?
What does it Cost?
Generate Ideas (Brainstorming) -What
else will do the job?
Evaluate and Rank Ideas -Which Ideas
are the best?
Develop and Expand Ideas -What are the
impacts? What is the cost? What is the
performance?
Present Ideas Sell Alternatives

32. Cited-LSBU lecture notes