This document discusses quality, productivity, and total quality management in construction. It defines quality as meeting customer needs and productivity as output per level of effort. Total quality management is described as a system for continual improvement built on a clear vision, management commitment to quality, and training. It aims to achieve customer satisfaction, better supplier relationships, process improvements, and employee focus.

1. QUALITY AND PRODUCTIVITY

2. QUALITY
• IS DEFINED AS MEETING OR EXCEEDING THE
NEEDS OF THE CUSTOMER.
• QUALITY IN CONSTRUCTION IS ACHIEVED BY
MEETING THE CUSTOMER’S REQUIREMENTS IN
THE BEST POSSIBLE WAY.

3. PRODUCTIVITY
• IS EXPRESSED AS AMEASURE OF OUTPUT PER
LEVEL OF EFFORT, OR DOLLAR VALUE OF
OUTPUT PER LEVEL OF EFFORT.
• CONTRACTORS DEFINE PRODUCTIVITY IN
TERMS OF HOURLY OUTPUT, AND THEN
COMPLAIN ABOUT HUMAN NATURE CAUSES
PEOPLE TO BE LESS PRODUCTIVE LATE IN THE
DAY WHEN THET ARE TIRED.

4. PRINCIPLES THAT ISO 9000 PROVIDE
THE FRAMEWORK IN MANAGING QUALITY SYSTEM
1. FOCUS ON YOUR CUSTOMERS: Organizations
rely on Customers. Therefore,
• ORGANIZATIONS MUST:
 Understand customer needs
 Must meet customer requirements
 Must exceed customer expectations

5. 2. PROVIDE LEADERSHIP: Organization rely on
Leaders. Therefore,
• LEADERS MUST:
 Establish a unity of purpose and set the
direction the organization should take.
 Create an environment that encourages people
to achieve the organization’s objectives

6. 3. INVOLVE YOUR PEOPLE: Organization rely on
people. Therefore,
• ORGANIZATIONS MUST:
Encourage the involvement of people at all
levels.
Help people to develop and use their abilities.
4. USE A PROCESS APPROACH: Organizations are
more efficient and effective when they use a
process approach. Therefore,
• Organizations must use a process approach to
manage activities and related resources.

7. 5. TAKE A SYSTEMS APPROACH: Organizations are
more efficient and effective when they use a
system approach. Therefore,
• ORGANIZATIONS MUST:
 Identify interrelated processes and treat them
as a system.
 Use a systems approach to manage their
interrelated processes.

8. 6. ENCOURAGE CONTINUAL IMPROVEMENT:
organizations are more efficient and effective
when they continually try to improve. Therefore,
 organizations must make a permanent
commitment to continually improve their overall
performance.
7. GET THE FACTS BEFORE YOU DECIDE:
Organizations perform better when their
decisions are based on facts. Therefore,
 Organizations must base decisions on the
analysis of factual information and data.

9. 8. WORK WITH YOUR SUPPLIERS: Organizations
depend on their suppliers to help them
create value. Therefore,
 organizations must maintain a mutually
beneficial relationship with their suppliers.

10. QUALITY ASSURANCE & QUALITY CONTROL
QUALITY ASSURANCE refers to the management
systems employed by construction companies
to produce high-quality work consistently. This
includes:
• Hiring highly qualified employees
• Safety programs
• Training programs
• Incentives and recognition programs
• Procurement systems
• Personnel policies

11. QUALITY CONTROL is about the inspection of
work to ensure it meets the quality standards
specified in the contract.
• “Inspectors “ their jobs are quality control.
They perform that function by accepting
work that meets the specifications, and
rejecting work that does not.
• They perform such tests as the density of soil,
the slump and compressive strength of
concrete, and the temperature of asphalt
delivered to the site, etc…

12. TOTAL QUALITY MANAGEMENT
• A SYSTEM OF CONSTANT IMPROVEMENT.
• PROMOTED BY W. EDWARS DEMING
1. CREATE AND PUBLISH TO ALL EMPLOYEES A
STATEMENT OF THE AIMS AND PURPOSES OF
THE COMPANY OR OTHER ORGANIZATION. THE
MANAGEMENT MUST DEMONSTRATE
CONSTANTLY THEIR COMMITMENT TO THIS
STATEMENT.
2. LEARN THE NEW PHILOSOPHY, TOP
MANAGEMENT AND EVERYBODY.

13. 3. UNDERSTAND THE PURPOSE OF INSPECTION,
FOR IMPROVEMENT OF PROCESSES AND
REDUCTION OF COST.
4. END THE PRACTICE OF AWARDING BUSINESS
ON THE BASIS OF PRICE TAG ALONE.
5. IMPROVE CONSTANTLY AND FOREVER THE
SYSTEM OF PRODUCTION AND SERVICE.
6. INSTITUTE TRAINING
7. TEACH AND INSTITUTE LEADERSHIP
8. DRIVE OUT FEAR. CREATE TRUST. CREATE A
CLIMATE FOR INNOVATION.
9. OPTIMIZE TOWARD THE AIMS AND PURPOSES
OF THE COMPANY, THE EFFORTS OF TEAMS,
GROUPS AND STAFF AREAS.

14. 10. ELIMINATE EXHORTATIONS FOR THE
WORKFORCE
11. ELIMINATE NUMERICAL QUOTAS FOR
PRODUCTION. INSTEAD, LEARN AND INSTITUTE
METHODS FOR IMPROVEMENT. LEARN THE
CAPABILITIES OF PROCESSES, AND HOW TO
IMPROVE THEM.
12. REMOVE BARRIERS THAT ROB PEOPLE OF
PRIDE OF WORKMANSHIP.
13. ENCOURAGE EDUCATION AND SELF-
IMPROVEMENT OF EVERYONE.
14. TAKE ACTION TO ACCOMPLISH THE
TRANSFORMATION.

15. TQM
• IS BUILT ON A FOUNDATION OF
1. A WELL-DEFINED VISION AND MISSION
THAT EVERYONE UNDERSTAND
2. UPPER MANAGEMENT COMMITMENT AND
LEADERSHIP IN QUALITY MATTERS
3. TRAINING

16. • THE THREE COMPONENTS PREVIOUSLY
MENTIONED, COMPANIES BUILD BETTER
COMMUNICATIONS AND TEAMWORK, WHICH
LEADS TO FOUR IMPORTANT FACTORS:
1. CUSTOMER SATISFACTION
2. IMPROVED SUPPLIER MANAGEMENT
3. PROCESS IMPROVEMENT
4. FOCUS ON EMPLOYEES