039 Integrating Constructability

INTEGRATINGINTEGRATING
CONSTRUCTABLITYCONSTRUCTABLITY
WITH QMS & JITWITH QMS & JIT
helpdesk@construction-productivity.co.uk
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INTEGRATING CONSTRUCTABLITYINTEGRATING CONSTRUCTABLITY

IMPLEMENTING PROJECTIMPLEMENTING PROJECT
CONSTRUCTABILITYCONSTRUCTABILITY
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.

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.

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.

Constructability process considers a
detailed review of:
Design drawings;
Models;
Specifications;
and construction processes.

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

• 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.

QUALITY MANAGEMENT SYSTEM(QMS)QUALITY MANAGEMENT SYSTEM(QMS)
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

Determine the criteria and methods
required to ensure that controls of these
processes are effective.
Ensure that the necessary resources,
information necessary to support the
operation are in place.
Make sure monitoring of these processes
will be provided.
Set up systems to monitor measure and
analyse the processes.

Total Quality Management

The construction industry has embraced
the ISO 9000 standard since its inception.
The QMS has become the benchmark for
successful construction companies.
The QMS has also become the
benchmarking for successful construction
companies worldwide.

QMS has helped many companies to
structure their management and
processes to consistently meet the
client’s requirements.

The eight Quality Management Principles
stated in ISO 9000:2000 and ISO
9004:2000 provide the basis for the
performance improvement.
Focusing on the Customer to increase
revenue and market share.
 Choose Effective Leaders to motivate
the organization towards achieving
organisational goals.

 Involving People to become:
1.Innovative
2.Creative
3.Accountable
 Understanding Processes. This will help
to define activities necessary to obtain a
desirable result.
 Valuing a Systems Approach-Structuring a
system to achieve the organisation's
objectives in the most effective and
efficient way.

JIT & Quality Management SystemsJIT & Quality Management Systems
The existing quality management systems
-ISO 9000 should include JIT.
It is practical to integrate ISO 9000 (20
clauses) with the 7 JIT concepts
Successful firms are using 7 concepts of
JIT with ISO 9000 quality management
systems in order to improve their
productivity.

To have high quality product and high
productivity is a challenging task for
project management team.
All large construction companies have
already established quality management
systems within their organisation to meet
ISO 9000 requirements.
Some companies are implementing the
concepts of JIT and ISO 9000 separately.

Both ISO 9000 and JIT objectives are:
1) high productivity
2) perfect product each time and every
time.
ISO has no any clause related to project
time.
 It is a tool for productivity improvement.

JIT & Quality ManagementJIT & Quality Management
Systems-waste reductionSystems-waste reduction
Quality and productivity are inter-
related.
High quality product will eliminate repeat
work and increases productivity.
Overproduction
Long waiting times
Poor transportation schedules

Processing failures
High inventories
Excessive movement of materials on
site
Poor workmanship
Defective products

Cost savings derive from:
Fewer delays.
Fewer disruptions.
Shortened duration of activities.
Less work at higher elevations.
Less material required.
Decreased likelihood of labour conflicts.

One must initially invest to earn the cost
savings from better constructability, such
as:
More effort for design and procurement.
More communication among builders,
designers, and the client.
More communication among supply
chain(including customers)

Improve constructability reduces
costs by:
Mitigating the effects of adverse site
conditions.
Implementing better design, better
buildings.
Advance technologies.

Offering assembly-line conditions.
Accelerating the schedule by decoupling
sequential workface activities.
Reducing the number of workers and
costlier skills.
Better constructability methods can
include:
• Prefabrication.
• Economies and quality via manufacturing
process.

• Preassembly-Join components into
subunit at the factory.
• Under more advance and better-
controlled location.
• Modularization-Assembly operations
create the largest unit logistically possible.
• Contains all components of final state.

039 Integrating Constructability

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039 Integrating Constructability