This document discusses quality management and the process of managing quality. It defines quality, outlines the importance of quality management, and describes various quality systems and standards like ISO 9000 and Total Quality Management (TQM). It discusses key concepts such as quality planning, quality control, quality assurance, quality audits, and continuous improvement. The document is intended to provide an overview and introduction to quality management for students in a university course.
The document discusses quality management systems and standards, including ISO 9001, which establishes requirements for quality management that can be applied to any organization. It provides an overview of the requirements of ISO 9001 in its eight clauses covering the scope, documented information, operational planning and control. The document also discusses implementing a quality management system based on ISO 9001, including management commitment, documentation, training, internal audits and obtaining registration through an external audit.
2. pengertian dasar perencanaan & pengendalian kualitasDiery Sipayung
This document discusses concepts of quality management. It begins by defining quality from various perspectives such as fitness for use, conformance to requirements, and value perceived by the customer. It then outlines the evolution of quality management approaches from inspection to quality control to quality assurance to total quality management. Key thinkers in quality such as Deming, Juran, Crosby, Ishikawa, Garvin and others are discussed. Deming's famous 14 points for management are also summarized. The document provides an overview of the history and fundamental principles of quality management.
This document discusses quality in healthcare. It defines quality and outlines its importance. Quality demands attention to inputs, processes, and delivery of products and services. It also requires doing things right the first time. The document outlines the evolution of quality standards over time. It also discusses key components of a quality system, including quality policy, teamwork, problem solving tools, standardization, design and implementation of quality systems, quality costs and measurements, process control, customer integration, education and training, and quality audits and reviews.
The document provides an overview of quality, including a brief history tracing it back to medieval guilds. It discusses definitions of quality and quality management systems. It also explores common business quality approaches like ISO 9001, Total Quality Management, and Six Sigma. Finally, it covers tools for measuring quality in services and products, as well as using key performance indicators.
Quality and evolution of quality by suhasiniSuhasiniNayal1
The document discusses the evolution and definitions of quality. It provides various definitions of quality from different perspectives, such as meeting customer requirements, fitness for use, and conformance to specifications. The document also outlines some of the major contributors to the development of quality management knowledge in the 20th century, including Juran, Deming, Feigenbaum, Crosby, and Ishikawa. It describes some of their key concepts, such as Juran's emphasis on a balanced quality management approach and Crosby's definition of quality as conformance to requirements. Overall, the document provides an overview of the origins and development of perspectives on quality.
A details introduction of quality, its elements, Cost of Poor Quality and difference in Quality Control and Quality Assurance.
To download these slides please visit my site:
http://www.xubitech.com/
The document provides an overview of quality management, including its definition, evolution, and various tools and techniques. It discusses that quality management aims to meet customer expectations and ensure customer satisfaction. The document then outlines several quality management approaches that have evolved over time, such as inspection, statistical process control, design of experiments, Taguchi's robust design method, ISO standards, Six Sigma, and Kaizen. It also provides a case study of Toyota's quality management system and its implementation of Lean and continuous improvement practices.
Quality Concepts: Evolution of Quality Control, concept change, TQM Modern concept, Quality concept in design, Review of design, Evolution of prototype. Control on Purchased Product: Procurement of various products, evaluation of supplies, capacity verification, Development of sources, procurement procedure. Manufacturing Quality: Methods and techniques for manufacture, inspection and control of product, quality in sales and services, guarantee, analysis of claims.
The document discusses quality management systems and standards, including ISO 9001, which establishes requirements for quality management that can be applied to any organization. It provides an overview of the requirements of ISO 9001 in its eight clauses covering the scope, documented information, operational planning and control. The document also discusses implementing a quality management system based on ISO 9001, including management commitment, documentation, training, internal audits and obtaining registration through an external audit.
2. pengertian dasar perencanaan & pengendalian kualitasDiery Sipayung
This document discusses concepts of quality management. It begins by defining quality from various perspectives such as fitness for use, conformance to requirements, and value perceived by the customer. It then outlines the evolution of quality management approaches from inspection to quality control to quality assurance to total quality management. Key thinkers in quality such as Deming, Juran, Crosby, Ishikawa, Garvin and others are discussed. Deming's famous 14 points for management are also summarized. The document provides an overview of the history and fundamental principles of quality management.
This document discusses quality in healthcare. It defines quality and outlines its importance. Quality demands attention to inputs, processes, and delivery of products and services. It also requires doing things right the first time. The document outlines the evolution of quality standards over time. It also discusses key components of a quality system, including quality policy, teamwork, problem solving tools, standardization, design and implementation of quality systems, quality costs and measurements, process control, customer integration, education and training, and quality audits and reviews.
The document provides an overview of quality, including a brief history tracing it back to medieval guilds. It discusses definitions of quality and quality management systems. It also explores common business quality approaches like ISO 9001, Total Quality Management, and Six Sigma. Finally, it covers tools for measuring quality in services and products, as well as using key performance indicators.
Quality and evolution of quality by suhasiniSuhasiniNayal1
The document discusses the evolution and definitions of quality. It provides various definitions of quality from different perspectives, such as meeting customer requirements, fitness for use, and conformance to specifications. The document also outlines some of the major contributors to the development of quality management knowledge in the 20th century, including Juran, Deming, Feigenbaum, Crosby, and Ishikawa. It describes some of their key concepts, such as Juran's emphasis on a balanced quality management approach and Crosby's definition of quality as conformance to requirements. Overall, the document provides an overview of the origins and development of perspectives on quality.
A details introduction of quality, its elements, Cost of Poor Quality and difference in Quality Control and Quality Assurance.
To download these slides please visit my site:
http://www.xubitech.com/
The document provides an overview of quality management, including its definition, evolution, and various tools and techniques. It discusses that quality management aims to meet customer expectations and ensure customer satisfaction. The document then outlines several quality management approaches that have evolved over time, such as inspection, statistical process control, design of experiments, Taguchi's robust design method, ISO standards, Six Sigma, and Kaizen. It also provides a case study of Toyota's quality management system and its implementation of Lean and continuous improvement practices.
Quality Concepts: Evolution of Quality Control, concept change, TQM Modern concept, Quality concept in design, Review of design, Evolution of prototype. Control on Purchased Product: Procurement of various products, evaluation of supplies, capacity verification, Development of sources, procurement procedure. Manufacturing Quality: Methods and techniques for manufacture, inspection and control of product, quality in sales and services, guarantee, analysis of claims.
This document discusses key concepts related to construction quality management. It includes:
1. A list of quality management members and their identification numbers.
2. Definitions of key quality-related terms like quality, inspection, quality control, quality assurance, total quality management, and cost of quality. It also discusses the teachings of quality gurus like Deming, Juran, and Crosby.
3. An overview of the evolution of quality techniques from the 1920s to present day, and how standards like ISO have developed over time.
Introduction to Quality Engineering / Quality ControlAFAQAHMED JAMADAR
Quality Control Introduction,
Definition and concept of quality,
Quality control,
Set up policy and objectives of quality control
Quality of design and quality of conformance
Compromise between quality & cost
Quality cost and planning for quality
This document discusses key concepts in quality management. It defines quality according to several experts and standards, including Deming, Juran, ISO 9000. It outlines dimensions of quality, levels of quality management from organizational to process to performance. It also discusses statistical quality control tools like control charts and acceptance sampling. Finally, it provides a brief history of quality management approaches from inspection to total quality management.
Total quality management (TQM) aims to achieve sustained quality improvement through commitment, communication, culture change, leadership, and employee involvement. TQM can be achieved through quality assurance, quality control, and quality management systems. Key principles of TQM include management commitment, employee empowerment, and continuous improvement with a focus on customers. Quality costs include prevention costs, appraisal costs, and failure costs which are internal or external. Measuring quality costs provides benefits like making objective business decisions and prioritizing quality improvement areas.
The document discusses various aspects of quality management including definitions of quality, total quality management principles, quality tools and standards, inspection practices, and quality in services. It defines key terms like ISO standards, quality costs, Baldrige award, and quality tools. It also explains total quality management concepts such as continuous improvement, employee empowerment, benchmarking, and statistical process control.
This presentation introduces the subject of Quality Management by describing the evolution of the concept of quality with a specific focus on the 20th century.
Total quality management (TQM) is a comprehensive approach to quality management that is company-wide in scope. It involves all departments and employees and focuses on continuously improving processes and meeting customer needs. TQM goes beyond traditional quality assurance methods like inspection and quality control by emphasizing prevention over detection of defects and focusing on all stakeholders rather than just internal processes or final products. The goal of TQM is to continuously increase customer satisfaction through ongoing improvements in quality, process, and product design.
This document discusses quality assurance and its role in manufacturing. Quality assurance aims to prevent defects and ensure products and services meet customer requirements. It involves implementing systematic processes to verify that quality standards are fulfilled. During World War I, mass production led to quality issues, so inspectors were introduced to identify problems. Later, experts like Deming and Juran helped develop the modern concept of quality assurance. Quality assurance managers work to establish procedures and monitor quality against targets to ensure customer expectations are met.
Management's primary role is to provide leadership that reflects total quality principles. Effective leadership requires breaking down organizational "silos" where departments operate independently without collaboration. This can create waste, redundancy, and poor quality. Historically, management operated in an autocratic style where employees simply did as they were told. Transitioning to empowering employees and encouraging cross-functional teamwork is difficult but necessary for success. Management must commit to training to adopt more collaborative leadership styles that engage all levels of the organization.
This document outlines the syllabus for a course on Total Quality Management. It includes 5 units: Introduction, TQM Principles, TQM Tools and Techniques I, TQM Tools and Techniques II, and Quality Systems. Each unit lists objectives, outcomes, and topics to be covered. The document provides an overview of the course structure and lists several textbooks and references. It also includes basic terms and concepts related to quality management.
The document discusses the history and evolution of quality management from medieval guilds to modern standards and frameworks. It provides definitions of key quality terms including quality control, quality assurance, and quality management systems. It describes the differences between quality control and quality assurance and explains the components of a quality management system such as quality policy, objectives, procedures, documentation, and benefits.
Total productive maintenance (TPM) involves all employees and departments working together to improve equipment effectiveness and maximize production efficiency. The goals are to eliminate equipment failures, reduce waste, and improve product quality. TPM aims to improve equipment reliability through autonomous, proactive maintenance carried out by operators. This shifts maintenance from being reactive to being predictive and preventive. When implemented successfully, TPM results in higher equipment availability, productivity, and employee morale while lowering costs.
This document provides an overview of managing quality. It defines quality and its importance in ensuring conformance to internal specifications. It discusses quality philosophies from Deming, Juran and Crosby that focus on continuous improvement. The stages of managing quality include defining characteristics, setting standards, controlling quality, and making improvements. Tools like checklists, Pareto analysis, cause-and-effect diagrams, and control charts help improve quality. Total quality management requires changes to management philosophy, systems and culture to meet customer needs and expectations. Case studies show how companies implement quality improvement programs over many years.
This document discusses quality management in production. It defines quality management as the assembly and management of all activities aimed at producing quality. Total quality management (TQM) involves everyone and all activities in a company to continuously improve quality. TQM benefits include increased productivity and customer satisfaction. Elements of TQM include continual improvement, benchmarking, empowering employees, and making decisions based on facts. Quality assurance aims to prevent defects while quality control detects defects. Common tools for continuous improvement include flowcharts, control charts, check sheets, and Pareto analysis.
Course outline Introduction to QualityMarie Graves
This document provides an overview of an Introduction to Quality course taught by Marie A. Graves. The course covers the history of quality, definitions of quality, quality management systems like ISO 9001 and Six Sigma, measuring quality, and key performance indicators. It includes the course outline, slides from lessons, and a test to assess student learning. The goal is to teach students basic concepts of quality and how quality is implemented in business operations.
W. Edwards Deming, Joseph Juran, Philip Crosby, Tom Peters, and Kaoru Ishikawa were influential quality management gurus. Deming believed that most quality problems stemmed from failures in management systems and processes rather than individual workers. He developed the famous "14 Points" to guide quality management. Juran developed the concept of the "80/20 rule" where 80% of quality problems are caused by management decisions. Crosby advocated the philosophy that "quality is free" and developed a zero defects program. Peters emphasized the importance of quality obsession and continuous improvement. Ishikawa promoted quality circles to fully utilize employee capabilities.
Following this presentation you will:
- Understand the concept of quality in business.
- Understand the difference between quality control and quality assurance.
- Understand the concept of total quality management.
This document provides an overview of quality management. It discusses the functions of management including planning, organizing, directing, and controlling. It defines quality management, quality control, total quality management (TQM), and quality by design. It describes the key steps in manufacturing including pre-production activities, pilot runs, production runs, and delivery. Finally, it discusses methods of manufacturing including job shop production, batch production, and mass production.
This document provides information about obtaining fully solved assignments for the SMU MBA Spring 2014 semester. Students can email their semester and specialization to a provided email address or call a provided phone number to receive the assignments. The document includes sample questions from assignments in subjects like Total Quality Management, Principles and Philosophies of Quality Management, and Quality Management Tools as a reference. It recommends emailing rather than calling unless it is an emergency.
Difference Between Total Quality Control and Total Quality ManagementArsh Sood
Total Quality Management (TQM) focuses on continuous process improvement through organization-wide efforts to deliver high-quality products and services to customers. Quality Control (QC) verifies that products meet technical standards and customer requirements by checking activities at each stage of production. While QC maintains quality standards, TQM manages the entire process for quality. Both work together towards a company's vision of offering competitive products, but TQM emphasizes a quality culture from top to bottom through permanent process improvements.
This document outlines the typical stages and gates of a project management life cycle using PRINCE2 and APM methodology. It includes 6 stages: 1) Conception, 2) Definition, 3) Contract Negotiation, 4) Start-Up, 5) Project Implementation, and 6) Project Closure/Post. Each stage involves key activities like developing a proposal, securing funding, mobilizing resources, implementing the work program, and reviewing lessons learned. There are also 5 gates or decision points to review the project: 1) Bid/No Bid, 2) Tender Approval, 3) Investment Decision, 4) Testing Commission, and 5) Benefits Realization.
This document discusses key concepts related to construction quality management. It includes:
1. A list of quality management members and their identification numbers.
2. Definitions of key quality-related terms like quality, inspection, quality control, quality assurance, total quality management, and cost of quality. It also discusses the teachings of quality gurus like Deming, Juran, and Crosby.
3. An overview of the evolution of quality techniques from the 1920s to present day, and how standards like ISO have developed over time.
Introduction to Quality Engineering / Quality ControlAFAQAHMED JAMADAR
Quality Control Introduction,
Definition and concept of quality,
Quality control,
Set up policy and objectives of quality control
Quality of design and quality of conformance
Compromise between quality & cost
Quality cost and planning for quality
This document discusses key concepts in quality management. It defines quality according to several experts and standards, including Deming, Juran, ISO 9000. It outlines dimensions of quality, levels of quality management from organizational to process to performance. It also discusses statistical quality control tools like control charts and acceptance sampling. Finally, it provides a brief history of quality management approaches from inspection to total quality management.
Total quality management (TQM) aims to achieve sustained quality improvement through commitment, communication, culture change, leadership, and employee involvement. TQM can be achieved through quality assurance, quality control, and quality management systems. Key principles of TQM include management commitment, employee empowerment, and continuous improvement with a focus on customers. Quality costs include prevention costs, appraisal costs, and failure costs which are internal or external. Measuring quality costs provides benefits like making objective business decisions and prioritizing quality improvement areas.
The document discusses various aspects of quality management including definitions of quality, total quality management principles, quality tools and standards, inspection practices, and quality in services. It defines key terms like ISO standards, quality costs, Baldrige award, and quality tools. It also explains total quality management concepts such as continuous improvement, employee empowerment, benchmarking, and statistical process control.
This presentation introduces the subject of Quality Management by describing the evolution of the concept of quality with a specific focus on the 20th century.
Total quality management (TQM) is a comprehensive approach to quality management that is company-wide in scope. It involves all departments and employees and focuses on continuously improving processes and meeting customer needs. TQM goes beyond traditional quality assurance methods like inspection and quality control by emphasizing prevention over detection of defects and focusing on all stakeholders rather than just internal processes or final products. The goal of TQM is to continuously increase customer satisfaction through ongoing improvements in quality, process, and product design.
This document discusses quality assurance and its role in manufacturing. Quality assurance aims to prevent defects and ensure products and services meet customer requirements. It involves implementing systematic processes to verify that quality standards are fulfilled. During World War I, mass production led to quality issues, so inspectors were introduced to identify problems. Later, experts like Deming and Juran helped develop the modern concept of quality assurance. Quality assurance managers work to establish procedures and monitor quality against targets to ensure customer expectations are met.
Management's primary role is to provide leadership that reflects total quality principles. Effective leadership requires breaking down organizational "silos" where departments operate independently without collaboration. This can create waste, redundancy, and poor quality. Historically, management operated in an autocratic style where employees simply did as they were told. Transitioning to empowering employees and encouraging cross-functional teamwork is difficult but necessary for success. Management must commit to training to adopt more collaborative leadership styles that engage all levels of the organization.
This document outlines the syllabus for a course on Total Quality Management. It includes 5 units: Introduction, TQM Principles, TQM Tools and Techniques I, TQM Tools and Techniques II, and Quality Systems. Each unit lists objectives, outcomes, and topics to be covered. The document provides an overview of the course structure and lists several textbooks and references. It also includes basic terms and concepts related to quality management.
The document discusses the history and evolution of quality management from medieval guilds to modern standards and frameworks. It provides definitions of key quality terms including quality control, quality assurance, and quality management systems. It describes the differences between quality control and quality assurance and explains the components of a quality management system such as quality policy, objectives, procedures, documentation, and benefits.
Total productive maintenance (TPM) involves all employees and departments working together to improve equipment effectiveness and maximize production efficiency. The goals are to eliminate equipment failures, reduce waste, and improve product quality. TPM aims to improve equipment reliability through autonomous, proactive maintenance carried out by operators. This shifts maintenance from being reactive to being predictive and preventive. When implemented successfully, TPM results in higher equipment availability, productivity, and employee morale while lowering costs.
This document provides an overview of managing quality. It defines quality and its importance in ensuring conformance to internal specifications. It discusses quality philosophies from Deming, Juran and Crosby that focus on continuous improvement. The stages of managing quality include defining characteristics, setting standards, controlling quality, and making improvements. Tools like checklists, Pareto analysis, cause-and-effect diagrams, and control charts help improve quality. Total quality management requires changes to management philosophy, systems and culture to meet customer needs and expectations. Case studies show how companies implement quality improvement programs over many years.
This document discusses quality management in production. It defines quality management as the assembly and management of all activities aimed at producing quality. Total quality management (TQM) involves everyone and all activities in a company to continuously improve quality. TQM benefits include increased productivity and customer satisfaction. Elements of TQM include continual improvement, benchmarking, empowering employees, and making decisions based on facts. Quality assurance aims to prevent defects while quality control detects defects. Common tools for continuous improvement include flowcharts, control charts, check sheets, and Pareto analysis.
Course outline Introduction to QualityMarie Graves
This document provides an overview of an Introduction to Quality course taught by Marie A. Graves. The course covers the history of quality, definitions of quality, quality management systems like ISO 9001 and Six Sigma, measuring quality, and key performance indicators. It includes the course outline, slides from lessons, and a test to assess student learning. The goal is to teach students basic concepts of quality and how quality is implemented in business operations.
W. Edwards Deming, Joseph Juran, Philip Crosby, Tom Peters, and Kaoru Ishikawa were influential quality management gurus. Deming believed that most quality problems stemmed from failures in management systems and processes rather than individual workers. He developed the famous "14 Points" to guide quality management. Juran developed the concept of the "80/20 rule" where 80% of quality problems are caused by management decisions. Crosby advocated the philosophy that "quality is free" and developed a zero defects program. Peters emphasized the importance of quality obsession and continuous improvement. Ishikawa promoted quality circles to fully utilize employee capabilities.
Following this presentation you will:
- Understand the concept of quality in business.
- Understand the difference between quality control and quality assurance.
- Understand the concept of total quality management.
This document provides an overview of quality management. It discusses the functions of management including planning, organizing, directing, and controlling. It defines quality management, quality control, total quality management (TQM), and quality by design. It describes the key steps in manufacturing including pre-production activities, pilot runs, production runs, and delivery. Finally, it discusses methods of manufacturing including job shop production, batch production, and mass production.
This document provides information about obtaining fully solved assignments for the SMU MBA Spring 2014 semester. Students can email their semester and specialization to a provided email address or call a provided phone number to receive the assignments. The document includes sample questions from assignments in subjects like Total Quality Management, Principles and Philosophies of Quality Management, and Quality Management Tools as a reference. It recommends emailing rather than calling unless it is an emergency.
Difference Between Total Quality Control and Total Quality ManagementArsh Sood
Total Quality Management (TQM) focuses on continuous process improvement through organization-wide efforts to deliver high-quality products and services to customers. Quality Control (QC) verifies that products meet technical standards and customer requirements by checking activities at each stage of production. While QC maintains quality standards, TQM manages the entire process for quality. Both work together towards a company's vision of offering competitive products, but TQM emphasizes a quality culture from top to bottom through permanent process improvements.
This document outlines the typical stages and gates of a project management life cycle using PRINCE2 and APM methodology. It includes 6 stages: 1) Conception, 2) Definition, 3) Contract Negotiation, 4) Start-Up, 5) Project Implementation, and 6) Project Closure/Post. Each stage involves key activities like developing a proposal, securing funding, mobilizing resources, implementing the work program, and reviewing lessons learned. There are also 5 gates or decision points to review the project: 1) Bid/No Bid, 2) Tender Approval, 3) Investment Decision, 4) Testing Commission, and 5) Benefits Realization.
The document outlines the requirements for establishing a new business development process at Woodroc Manufacturing. It discusses establishing an organizational structure with clear roles and responsibilities, developing a strategy that focuses on target markets and customers, and implementing processes for marketing, sales, and quality control. An effective business development system requires thorough planning, monitoring, and addressing requirements across key areas like production, human resources, and information technology.
This document provides an overview of risk management concepts and techniques for construction projects. It defines risk and risk management, and explains the risk management process which includes risk identification, analysis, evaluation, and response. It discusses different types of risks in construction such as physical, financial, political, environmental, design, and construction-related risks. Methods for treating risks through elimination, transfer, reduction, and retention are also covered. The document emphasizes that risk assessment is important for construction safety and outlines the risk assessment process.
This document provides a project work plan for design and engineering services for the King Abdul Aziz International Airport development project in Jeddah, Saudi Arabia. It outlines the project scope, milestones, team roles and responsibilities, risk management strategy, communication plan, change management process, and quality assurance/control program. The project aims to deliver the highest quality design for airport construction through improved management, organization, planning, customer service, and consistency in product and process.
The document outlines the construction tender process between clients, contractors, and subcontractors. It discusses the various stages a contractor goes through when submitting a tender, including reviewing project details, conducting site surveys, developing cost estimates and bills of quantities, considering available resources and equipment, and ultimately submitting a bid package. The tender process depends on the type of tender (open or selective) and involves the contractor strategically planning and scrutinizing all available tender documents.
Quality assurance involves ensuring that products and services meet customer requirements. There are various dimensions of quality for goods like performance, reliability, and aesthetics. Implementing quality helps improve a company's reputation and reduces risks. Standards like ISO 9000 provide guidelines for quality management systems. Total quality management is a philosophy that quality should be built into processes and involves all departments. Statistical process control uses tools like control charts to monitor processes and identify issues.
This document provides an introduction to Total Quality Management (TQM). It discusses the evolution of quality practices from craftsmen to modern manufacturing. Key concepts in TQM like customer focus, continuous improvement, and leadership are introduced. The document also defines quality, explores the effects of poor quality and benefits of quality. It examines customer satisfaction factors and methods to collect customer feedback. Overall the document lays the groundwork for understanding TQM principles and practices.
This document provides an overview of quality management principles and philosophies. It discusses definitions of quality, approaches like Total Quality Management, and techniques including statistical process control, quality circles, Six Sigma, and kaizen. The origins and evolution of quality management are traced from early craftsmanship to modern philosophies developed by Deming, Juran, Crosby and others that emphasize continuous improvement, reducing defects, and achieving total customer satisfaction.
This document provides an overview of total quality management (TQM) concepts through a seminar presentation. It defines key TQM terms and principles, discusses the three major quality gurus and their philosophies, and outlines tools and techniques for process management and continuous improvement. The document emphasizes that TQM requires organization-wide commitment to customer satisfaction through integrated systems and the continuous improvement of processes.
The document defines total quality management (TQM) and its key concepts according to various sources. It provides definitions of TQM from Toyota, the Deming Prize Committee, and discusses key concepts such as customers, quality, and the role of all corporate units. It also outlines the history of TQM in Japan from the 1920s to the present day and compares differences between ISO 9000 and TQM. Finally, it discusses policies, daily management practices, and keys to success for TQM implementation based on QC philosophy and principles.
This document provides an overview of basic quality management concepts including total quality management (TQM). It discusses key aspects of TQM such as the customer and supplier focus, benefits which include lower costs and satisfied customers, and costs such as prevention and inspection costs. Historical contributors to TQM are also summarized, including Deming's emphasis on statistical process control and prevention of errors, Juran's quality trilogy approach, and Crosby's zero defects philosophy.
This document provides an overview of basic quality management concepts and tools. It discusses key topics such as the concept of quality, quality dimensions, product and service quality, inspection, statistical quality control, quality assurance, total quality management, and the contributions of quality pioneers like Deming, Juran, Crosby, and Taguchi. Common quality management tools are also defined, including check sheets, histograms, scatter diagrams, Pareto charts, control charts, cause-and-effect diagrams, five whys, 5S's, kaizen, JIT, quality circles, Gantt charts, and balanced scorecards.
This document provides an overview of total quality management (TQM) and its evolution. It discusses:
1) How quality practices have evolved from craftsmen and artisans who took pride in their work, to modern mass production with less individual quality control, to today's focus on quality management systems.
2) Key aspects of TQM including management commitment, customer focus, employee involvement, continuous improvement, supplier partnerships, and performance measurement.
3) Definitions of quality, including meeting standards, fitness for use, and exceeding customer expectations.
4) The benefits of quality such as increased customer satisfaction, productivity, and profits as well as the costs of poor quality.
5) Historical milestones
Total quality management is an approach that motivates and enables quality management in all activities of an organization, with a focus on meeting the needs and expectations of internal and external customers. It depends on participation from all members to improve processes, products, services, and work culture. TQM has evolved from philosophies including Deming's 14 points, Juran's trilogy, Crosby's zero defects program, kaizen, lean management, and Six Sigma.
This document provides an overview of total quality management (TQM) concepts including definitions of quality, the evolution of quality practices, customer satisfaction, and service quality. It discusses key aspects of TQM such as management leadership, strategic quality planning, customer feedback, and the importance of internal and external customers. The document also describes models for understanding customer requirements and satisfaction like the Kano and Teboul models.
This document provides an overview of quality management and what it takes to achieve world-class status. It defines quality as meeting or exceeding customer expectations. Modern quality management involves adopting total quality management (TQM) programs that focus on continuous improvement, employee empowerment, and designing quality into products and processes. World-class companies implement extensive TQM programs to consistently deliver best-in-class quality and satisfy customers.
This document provides an overview of total quality management principles and concepts. It begins with definitions of quality, dimensions of quality, and quality planning. It then discusses quality costs and types of quality costs. The document reviews the historical development of quality control and introduces total quality management principles such as management commitment, customer focus, quality at all levels, and continuous improvement. It also discusses leadership, quality councils, quality statements, strategic planning, and barriers to implementing total quality management.
The document continues by covering TQM principles such as customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measures. It specifically discusses concepts like the Juran trilogy, PDCA cycle, 5S, kaizen, partnering, supplier
ISO 9001:2008 is an international standard for quality management systems. It provides requirements to ensure an organization consistently meets customer and regulatory requirements. The standard is structured around Plan-Do-Check-Act cycles and emphasizes continual improvement. Certification to ISO 9001 can help organizations improve customer satisfaction, increase productivity and market share, and reduce costs.
1.2. Concept of Quality and Quality Management.pdfParrthipan B K
Quality refers to meeting customer needs and expectations. It has been defined in various ways such as conformance to specifications, fitness for purpose, and meeting customer requirements. Quality management has evolved over time from quality inspection to total quality management with a focus on customers, employees, processes, and continuous improvement. A quality management system includes quality planning, assurance, and control to direct an organization's quality activities and ensure standards are met. The goal is higher customer satisfaction through prevention and continuous improvement.
The document discusses quality management techniques including Total Quality Management (TQM), specifications and costs of quality, Six Sigma methodology, Japanese quality methods, and external quality awards and benchmarks. It provides an outline of the key topics to be covered, which are TQM principles and origins, defining and measuring quality, quality tools and techniques, and international standards for quality audits.
This document summarizes the steps in a Quality by Design (QbD) approach for pharmaceutical development:
1. Define the Target Product Profile to outline the desired quality characteristics.
2. Determine the Critical Quality Attributes that ensure the product's safety, efficacy and quality.
3. Link the material attributes, process parameters and Critical Quality Attributes through experimental studies and risk assessment.
4. Define the Design Space as the multidimensional combination of input variables and process parameters that provide quality assurance.
5. Establish a control strategy for inputs, processes and outputs to maintain final product quality within the design space.
This document provides an overview of pharmaceutical quality management. It discusses topics like total quality management (TQM), six sigma, and quality management principles. TQM focuses on customer satisfaction and continuous process improvement. It has six basic concepts and six "C's". Six sigma uses statistical methods like DMAIC and DMADV to reduce defects and variability in processes. The document also outlines fundamentals of quality management, including quality planning, assurance, control and improvement to ensure consistency. Key quality gurus who advanced these concepts are also mentioned.
This document discusses various quality management systems used in the food industry, including quality assurance, total quality management, good manufacturing practices (GMP), good laboratory practices (GLP), good agricultural practices (GAP), and sanitary and hygienic practices. It defines these terms and outlines the objectives, principles, and guidelines that ensure safety, quality control, and customer satisfaction in food production and testing.
The document discusses calculating reactions to loads applied to beams. It begins by defining key terms like beams, loads, forces, and equilibrium. It explains that reactions must be calculated to balance applied loads and achieve static equilibrium. The document then provides examples of calculating reactions on simple beams using free body diagrams and the principles of moment and force equilibrium. Reactions are found by taking moments and forces around supports and setting equations equal to zero.
This document provides an introduction to network analysis and critical path methods for construction project management. It discusses key concepts like activity-on-arrow networks, precedence relationships, dummy activities and time analysis. Time analysis involves performing forward and backward passes on a network to determine the earliest and latest start/finish times for activities, and the critical path which identifies the shortest time to complete the project. Network analysis techniques allow project managers to systematically plan, schedule and control projects through graphical representation of the logical relationships and duration of tasks.
Business Development Prequalification Document is a 3 page document outlining the requirements and process for prequalifying vendors for potential business opportunities. It requests company information including years in business, number of employees, client references, and financial statements. Vendors must complete and return the document by a specified date to be considered for future projects.
This document is the quality manual for Al-Muwakaba Wooden Furniture & Industrial Engineering Factory Ltd. It outlines the company's quality management system which is designed to comply with ISO 9001:2008 standards. The manual defines terms, lists responsible parties and their roles, and provides details on the company's quality policies, procedures, and documentation requirements. It aims to ensure all products and services meet customer needs and expectations.
The document provides criteria and recommendations for airports to achieve "world-class" status. It outlines features such as geographic location along major air routes with no political or environmental constraints. It also details requirements for airspace and air traffic control with no restrictions. Additionally, it recommends infrastructure like runways capable of high traffic volumes, reliable transportation links, and facilities to handle peaks in traffic. Finally, the document lists standards for passenger terminals, cargo facilities, and charges to allow airlines to meet service standards at reasonable costs.
The document provides guidance on project management procedures. It was written by Dr. Andrew Kimmance, who has over 30 years of experience in civil engineering and construction project management. The guidance covers the typical project life cycle, which begins with an initiation phase involving defining the project objectives and scope, appointing a project team, and gaining approval to begin detailed planning. It emphasizes the importance of the initiation phase in setting up the project for success. The document then provides tips and templates for properly initiating projects and taking them through the project life cycle.
The document provides a business and sales plan for a new Eastern and Central Division office in Riyadh, Saudi Arabia for Woodroc, a wooden furniture manufacturing company. The division aims to generate additional sales, develop new markets and products. Key objectives include doubling year 1 revenues by year 2 and achieving 50% of sales from government customers and 30% from high-end residential customers in year 1. The plan outlines market analysis, strategies, sales forecasts, management structure and financial projections to guide the new office in achieving its objectives over three years.
This document provides guidance on project management procedures. It was written by Dr. Andrew Kimmance, who has over 30 years of experience in civil engineering, construction, and project management. The document outlines the typical phases of a project life cycle, including initiation, planning, execution, and closure. It provides tips and templates to help project managers successfully initiate projects, develop plans, manage risks, and deliver projects on time and on budget. The goal is to give practical advice to help organizations of any size effectively manage their projects.
This document discusses the development of an integrated product and process information management system called HIPPY for the civil engineering and construction industry. HIPPY aims to better classify and transfer construction information between design and construction stages and project team members. It describes the prototype database system that was developed to coordinate and manage both product and process information during construction projects using a high-level construction facility as an example. The system offers an overall description of its scope, requirements and objectives to model the integration of product and process information in a hierarchical manner for improved project performance, communication and collaborative teamwork.
More from Dr Andrew Kimmance PhD, MSc, BSc, MAPM, CIOB, AHEA (9)
Integrated Information System for Construction Operations
Managing Quality Lecture 1
1. Quality ManagementQuality Management
The Process ofThe Process of
Managing QualityManaging Quality
Dr A G KimmanceDr A G Kimmance
PhD; BSc-Eng; MSc-Eng; MCIOB; MAPM; Ceng; MAHEAPhD; BSc-Eng; MSc-Eng; MCIOB; MAPM; Ceng; MAHEA
3/8/2008
MSc Built Environment: Management Procedures and Organisation Level 3/4/5/6/7
University Course Leader: Dr AG Kimmance
2. AgendaAgenda
What is quality?
Importance of quality management
Quality Systems
ISO 9000
Total Quality Management (TQM)
Quality management in construction
Quality Costs
3/8/2008 Course Leader: Dr AG Kimmance
3. Definitions of QualityDefinitions of Quality
ISO 8402-1986 Standards define QUALTIY as “The totality
of features and other characteristics of a product or service
that bear on its ability to satisfy stated or implied needs”.
Quality is doing the right things right and is uniquely defined
by each individual.
The degree to which something meets or exceeds the
expectations of its consumers.
When something is what you expect it to be then it is
perceived as quality, thus quality is a fulfilment of
expectation.
"Quality is the expression of human excellence.”3/8/2008 Course Leader: Dr AG Kimmance
4. Quality ContinuedQuality Continued
There are two forms of quality, and therefore two
definitions and two forms of measurement.
1.1.OBJECTIVEOBJECTIVE quality is the degree of compliance of a
process or its outcome with a predetermined set of criteria,
which are presumed essential to the ultimate value it
provides.
Example: proper formulation of a heating system
2.2. SUBJECTIVESUBJECTIVE quality is the level of perceived
value reported by the person who benefits from a process
or its outcome. It may subsume various intermediate quality
measures, both objective and subjective.
Example: output (heat relief) provided by a heating system.
3/8/2008 Course Leader: Dr AG Kimmance
5. What isWhat is QQuality?uality?
"Quality is predictability" the Quality Management
Cycle: Plan, Do, Check (study), and Act (Deming 1956).
"Quality" is achieved by meeting or exceeding established
process guidelines so that, regardless of the type of
industry, a consistent outcome can be predicted (Deming).
Fitness for purpose; the “intention” not as “specified”
fitness for use (Juran 1974)
Conformance to requirements and to specification; that is,
meeting customer needs (Crosby 1979)
Characteristics and properties of a product, seen as a
whole, as ability to fulfil specified or implied requirements
of the customer3/8/2008 Course Leader: Dr AG Kimmance
6. QualityQuality MMeans ....eans ....
• freedom from deficienciesfreedom from deficiencies
• ‘‘doing it right the first time’doing it right the first time’
• client satisfactionclient satisfaction
• satisfaction of all employees (all projectsatisfaction of all employees (all project
stakeholders)stakeholders)
• continously improving performancecontinously improving performance
reduce costsreduce costs
repeat businessrepeat business
staying competitivestaying competitive
3/8/2008 Course Leader: Dr AG Kimmance
7. QualityQuality Cont.....Cont.....
• Must not be confused with gradegrade (class)(class)
• Grade is a category or rank given to
entities having the same functional use
but different technical characteristics
3/8/2008 Course Leader: Dr AG Kimmance
8. QUALITY IS MEETING CUSTOMERQUALITY IS MEETING CUSTOMER
REQUIREMENTS AT LOWERREQUIREMENTS AT LOWER
COST WITH BUILT INCOST WITH BUILT IN
PREVENTIVE ACTIONS IN THEPREVENTIVE ACTIONS IN THE
PROCESSES AND EMPLOYEE ORPROCESSES AND EMPLOYEE OR
MANAGEMENT INVOLVEMENTMANAGEMENT INVOLVEMENT
ENSURING THE BEST PRODUCTENSURING THE BEST PRODUCT
TO THE CUSTOMER/END USERTO THE CUSTOMER/END USER
WITH JIT DELIVERY.WITH JIT DELIVERY.
3/8/2008 Course Leader: Dr AG Kimmance
9. Why isWhy is QQualityuality
MManagementanagement EEssential?ssential?
3/8/2008 Course Leader: Dr AG Kimmance
10. Success of JapanSuccess of Japan
GlobalisationGlobalisation
CompetitionCompetition
Customer requirementsCustomer requirements
Constant changeConstant change
The global business environmentThe global business environment
continouscontinous
improvement !improvement !
3/8/2008 Course Leader: Dr AG Kimmance
11. Canon could sell photocopiers cheaper than
Xerox’s manufacturing costs Major
restructuring at Xerox
Mazda’s Orders Payable mechanism worked
satisfactorily with 5 employees whereas Ford
had problems with 500 employees (1986)
The global business environmentThe global business environment
Famous cases of strong competition from Japan,
causing a change in business processes of
American firms:
3/8/2008 Course Leader: Dr AG Kimmance
13. Some definitionsSome definitions
QualityQuality PPlanning:lanning: Identifying which
quality standards are relevant to the
project and determining how to satisfy
them
Make quality policy
Determine scope and make statement
Make product description
Take into account standards and regulations
3/8/2008 Course Leader: Dr AG Kimmance
14. Some definitionsSome definitions
• Quality Control (QC):Quality Control (QC): A set of activities or
techniques whose purpose is to ensure that all quality
requirements are being met by monitoring of processes
and solving performance problems
Monitoring work resultsMonitoring work results
Inspections and testsInspections and tests
• Quality Assurance (QA):Quality Assurance (QA): A set of activities or
techniques whose purpose is to demonstrate that quality
requirements are met. QA should give confidence that
quality requirements are being met
Prepare quality plansPrepare quality plans
AuditsAudits
TrainingTraining
etc.etc.
3/8/2008 Course Leader: Dr AG Kimmance
15. Some definitions
• Quality Control (QC):Quality Control (QC): A set of activities or techniques
whose purpose is to ensure that all quality requirements
are being met by monitoring of processes and solving
performance problems
Monitoring work results
Inspections and tests
• Quality Assurance (QA):Quality Assurance (QA): A set of activities or
techniques whose purpose is to demonstrate that quality
requirements are met. QA should give confidence that
quality requirements are being met
Prepare quality plans
Audits
Training
etc.
QC ~ detecting errors
QC ~ detecting errors
QA ~ eliminating errors
QA ~ eliminating errors
““Getting it right first time”
Getting it right first time”
3/8/2008 Course Leader: Dr AG Kimmance
16. Quality ofQuality of PProcessesrocesses
Quality of productQuality of product
Quality of processesQuality of processes
• To achive quality consistently, we cannot
rely on quality control (QC)
• We must ‘build in’ quality in the production
process
• This we achieve through Quality Assurance
(QA)
• QA is about decreasing cost that occur due
to checking of work and expensive remedial
works
3/8/2008 Course Leader: Dr AG Kimmance
17. QualityQuality HHieraierarrchychy
== Data collection, creationData collection, creation
of records ...of records ...
== Detection of defectsDetection of defects
according to quality plan,according to quality plan,
categorisation, statisticalcategorisation, statistical
techniques ...techniques ...
== Prevention of defects throughPrevention of defects through
management and procedures tomanagement and procedures to
‘build in’ quality into the production‘build in’ quality into the production
systemsystem makemake quality systemquality system
== ensuring continous improvementensuring continous improvement
of the performance of all activities,of the performance of all activities,
for benefit of all customers andfor benefit of all customers and
employeesemployees
DEFECTS DETECTIONDEFECTS DETECTION
DEFECTSDEFECTS
PREVENTIONPREVENTION
CONTINOUSCONTINOUS
IMPROVEMENTIMPROVEMENT
3/8/2008 Course Leader: Dr AG Kimmance
19. QualityQuality SSystemsystems
A quality system is the organisational
structure, responsibilities, procedures,
processes and resources for
implementing quality management
It prescribes processes, not product or
technical details
The system is controlled through a
documentation hierarchy
3/8/2008 Course Leader: Dr AG Kimmance
20. QualityQuality SSystemsystems Cont...Cont...
The purpose is to ensure every time a
process is performed, the same
information, methods, skills and controls
are used in a consistent manner
A quality system specifies how something
has to be done, then verify it has been
achieved
3/8/2008 Course Leader: Dr AG Kimmance
22. ISO 9000ISO 9000
• BS5750 Quality Management first introduced in
Britain in 1979
• IS0 (the International Organization for
Standardization) is a worldwide federation of
national standards bodies (IS0 member bodies).
The work of preparing International Standards is
normally carried out through IS0 technical
committees.
• Adopted by the International Standards
Organisation (ISO) in Geneva and was reborn as
ISO 9000ISO 9000 Quality Management and QualityQuality Management and Quality
Assurance StandardsAssurance Standards in 1987
• Updated in 1994 and 20003/8/2008 Course Leader: Dr AG Kimmance
23. Structure of ISO 9000Structure of ISO 9000
3/8/2008 Course Leader: Dr AG Kimmance
24. ISO 9001ISO 9001
• NOT a quality award
• A model/framework for
documented quality
management
• Compliance with ISO
9001 is certified by
various institutes. This
is called certification or
registration
3/8/2008 Course Leader: Dr AG Kimmance
25. ISO 9001ISO 9001
• A process standard, NOT a product
standard
• i.e. applies to any industry
• The requirements for quality management
system are the same for an engineering
organisation as for a contractor
• The difference is how each requirement is
applied to each distinct business process
3/8/2008 Course Leader: Dr AG Kimmance
26. ISO 9001ISO 9001
1. Quality Management
2. Resource Management
3. Regulatory Research
4. Market Research
5. Product Design
6. Purchasing
7. Production
8. Service Provision
9. Product Protection
10. Customer Needs Assessment
11. Customer Communications
12. Internal Communications
13. Document Control
14. Record Keeping
15. Planning
16. Training
17. Internal Audit
18. Management Review
19. Monitoring and Measuring
20. Nonconformance Management
21. Continual Improvement
• Develop ..
• Document ..
• Implement ..
• Monitor ..
• Improve ..
21 processes that21 processes that
you are required to:you are required to:
3/8/2008 Course Leader: Dr AG Kimmance
27. TS EN ISO 9001:2000TS EN ISO 9001:2000
Kalite Yönetim Sistemleri - ŞartlarKalite Yönetim Sistemleri - Şartlar
3/8/2008 Course Leader: Dr AG Kimmance
28. Example req’s in ISO 9001Example req’s in ISO 9001
• Develop documents to implement the qualityDevelop documents to implement the quality
systemsystem
• Define product quality objectives andDefine product quality objectives and
requirementsrequirements
• Develop review and approval mechanisms forDevelop review and approval mechanisms for
documentsdocuments
• Avoid use of obsolete documentAvoid use of obsolete document
• SetSet measurable objectivesmeasurable objectives for qualityfor quality
3/8/2008 Course Leader: Dr AG Kimmance
29. Example req’s in ISO 9001Example req’s in ISO 9001
• Management ofManagement of design and developmentdesign and development
• Ensure that purchased products meetEnsure that purchased products meet
requirementsrequirements
• Calibrate instrumentsCalibrate instruments
• Monitor and measure quality systemMonitor and measure quality system
performanceperformance
• Control non-conforming productsControl non-conforming products
• Develop and implement a system toDevelop and implement a system to
controlcontrol communication with customerscommunication with customers
3/8/2008 University Course Leader: Dr AG Kimmance
30. QualityQuality AAuditudit
A quality audit is a systematic and independent
examination to determine if quality activities and
results comply with objectives
1. Internal auditing is a formal procedure
undertaken by an impartial and trained
individual, for example following a checklist
2. External auditing is done by external
organisation
• The audit records should detail inadequacies, byThe audit records should detail inadequacies, by
issuing non-conformance notices (‘findings’),issuing non-conformance notices (‘findings’),
and indicate suitable corrective actioand indicate suitable corrective actionn
3/8/2008 Course Leader: Dr AG Kimmance
31. Related ISO quality standardsRelated ISO quality standards
• ISO 10012:2003 Measurement management systems --
Requirements for measurement processes and
measuring equipment
• ISO/TR 10013:2001 Guidelines for quality management
system documentation
• ISO 10015:1999 Quality management -- Guidelines for
training
• ISO/TR 10017:2003 Guidance on statistical techniques
for ISO 9001:2000
• ..... full list on http://www.iso.ch
3/8/2008 Course Leader: Dr AG Kimmance
32. • NOTE: These are process standards, NOT industry
standards
Other related standardsOther related standards
• The ISO 14000ISO 14000 family is concerned with environmental
management. This means what the organization does to:
minimize harmful effects on the environment caused by
its activities, and to achieve continual improvement of its
environmental performance.
• OHSAS 18000OHSAS 18000 is an international occupational health
and safety management system specification
TS XXXXX must be followedTS XXXXX must be followed
3/8/2008 Course Leader: Dr AG Kimmance
34. TQMTQM - Total Quality Management
A management approach that tries to
achieve and sustain long-termachieve and sustain long-term
organizational successorganizational success by
encouraging employee feedback and
participation, satisfying customersatisfying customer
needs and expectationsneeds and expectations, respecting
societal values and beliefs, and
obeying governmental statutes and
regulations
3/8/2008 Course Leader: Dr AG Kimmance
35. TQMTQM - Total Quality ManagementTotal Quality Management
A senior management-led to obtain the
involvement of all employees in the
continuous improvement of thecontinuous improvement of the
performance of all activitiesperformance of all activities to meet the
needs and satisfaction of the customer
whether internal or external
3/8/2008 Course Leader: Dr AG Kimmance
36. TQMTQM CConceptsoncepts
SStrong customer focus
the continuing effort by everyone in an organisation to
understand, meet, and exceed the needs of its customers
regularly translate customer expectations into the design
of new products or services (e.g. Quality Function
Deployment)
CContinual improvement
TTop management leadership
AAccurate measurement
CChange in organisational culture
promote a desire to do a job (any job) right the first time
expect perfection
EEmpowerment of employees3/8/2008 Course Leader: Dr AG Kimmance
37. TQM tools and techniquesTQM tools and techniques
Numeric toolsNumeric tools
• Statistics, diagrams
Nonnumeric toolsNonnumeric tools
• Brainstorming
• Quality circles
• Flowcharting
• Benchmarking
• Business Process Reengineering (BPR)
• Strategic planning/management
• Reliability engineering, configuration management,
etc.
3/8/2008 Course Leader: Dr AG Kimmance
38. QualityQuality AAwardswards
Deming Prize (Japan) 1951
Malcolm Baldrige Award (US) 1988
European Quality Award 1992
Ulusal Kalite Ödülü 1993
3/8/2008 Course Leader: Dr AG Kimmance
39. The European Quality ModelThe European Quality Model
On this model we can see the criteria that are used to judge
organisations for award of the European quality award
3/8/2008 Course Leader: Dr AG Kimmance
41. Quality in construction firmQuality in construction firm
1.1. Establish awarenessEstablish awareness of qualityof quality
2.2. Develop qualityDevelop quality systemsystem
3.3. Introduce the systemIntroduce the system
4.4. System evaluatioSystem evaluationn
Main steps in introducing a
QA system:
3/8/2008 Course Leader: Dr AG Kimmance
42. Quality inQuality in CConstructiononstruction
PProjectroject
Prepare project quality planPrepare project quality plan
• Policy and company profile
• Organisation and responsibilities
• Procedures
• Method statements / work instructions
• Inspection and test plans
Create quality recordsCreate quality records
3/8/2008 Course Leader: Dr AG Kimmance
43. TypicalTypical CContractors QContractors QC
• Visual inspections of site works to ensureVisual inspections of site works to ensure
compliancecompliance with drawings and specificationswith drawings and specifications
• Approval of materials / certificatesApproval of materials / certificates
• Test of concrete coresTest of concrete cores
• Compressive strength of concrete cubesCompressive strength of concrete cubes
3/8/2008 Course Leader: Dr AG Kimmance
44. Inspection andInspection and TTestest PPlanslans
An essential feature of quality assurance is the collection
of data that reflect the facts.
Inspection plans are lists of check-points for
specific work items
The inspection plan is a table, typically listing:
• work item e.g ‘concrete slab pour’concrete slab pour’
• who is doing the inspection e.g. ‘site engineer’
• according to what e.g. ‘specifications’ / ‘drawing XX’
• frequency of the inspection e.g. ‘every pour’
• criteria for acceptance e.g ± 5mm
3/8/2008 Course Leader: Dr AG Kimmance
45. CheckCheck SSheetsheets
• There are primary two types:
• Defective item check sheets – number and
category, location and cause of defect items.
Many types used in factories, but not used innot used in
constructionconstruction
• Control sheets – inspections to make certain
that work has been carried out correctly. List
of items that are checked and approved by
inspection person (e.g. site engineer)
3/8/2008 Course Leader: Dr AG Kimmance
46. CheckCheck SSheetsheets Cont....Cont....
In construction projects two types ofIn construction projects two types of
control sheets are often seen:control sheets are often seen:
1. During construction: Check sheets filled out
on site
2. After substantial completion: ‘Snaglists’ or
‘punchlist’. These are lists of minor
outstanding items created when facility is
handed over to the client. When all snags
are rectified, facility can be handed over.
3/8/2008 Course Leader: Dr AG Kimmance
47. QualityQuality RRecordsecords
• Filled-out check sheetsFilled-out check sheets
• Daily diaryDaily diary
• Concrete test recordsConcrete test records
• Closed-out non-conformance reportsClosed-out non-conformance reports
• Rectified snag listRectified snag list
• etc.etc.
Evidence documents that shows how well a
quality requirement is being met or how
well a quality system element is performing.
For construction:
3/8/2008 Course Leader: Dr AG Kimmance
48. Method statementsMethod statements
The method statement explains how a
contractor will do a certain task (~ that proper
procedures and best practice will be followed)
MS may be required for common tasks such as
excavation, concreting or bricklaying.
MS will also be required where extraordinary,
risky construction methods will be used. In that
case it may contain annexes such as risk
assesment, health and safety assesment, etc.
3/8/2008 Course Leader: Dr AG Kimmance
49. Quality Costs
1. Cost of conformance – cost of the
company’s quality efforts
• Appraisal cost
• Prevention cost
1. Cost of non-conformance
• Internal failures
• External failures
1
2
3/8/2008 Course Leader: Dr AG Kimmance
51. WhyWhy QQualityuality CCosts ?osts ?
• To quantify quality problems
• To speak the ‘money language’ to managers
• To support a quality improvement program
3/8/2008 Course Leader: Dr AG Kimmance
52. Cost of non-conformanceCost of non-conformance
Contractors pay a significant price for
poor quality resulting from accidents,
waste, rework, inefficiencies, poor
subcontractor performance and poor
communication - these costs are
estimated to be between 5% and 30% of
the construction cost of a facility
In addition there are intangible ‘hidden’
costs such as lost sales due to low
customer loyalty
3/8/2008 Course Leader: Dr AG Kimmance
53. Cost ofCost of CConformanceonformance
Inspection of direct hire and subcontractor
work
Inspection at vendor source of supply
Inspection of shipments
Review of shop drawings
Training costs
Facilitator costs
Salaries of quality staff
Meetings of the steering committee and quality
improvement teams
Administration of the quality management
program
3/8/2008 Course Leader: Dr AG Kimmance
55. EthicalEthical IIssuesssues
Conflict of interest
Confidentiality and loyalty
Engineering judgment
Professional responsibility
• Codes of ethics
• Professions (Professions (Managers, EManagers, Engineers,ngineers,
DDoctors, etc.)octors, etc.)
• Companies and organisations (‘code ofCompanies and organisations (‘code of
conducts’)conducts’)
3/8/2008 Course Leader: Dr AG Kimmance
56. Code ofCode of EEthicsthics
Code of Ethics of Engineers
Accreditation Board for Engineering
and Technology (ABET)
“Engineers uphold and advance the
integrity,honor and dignity of the
engineering profession by:”
3/8/2008 Course Leader: Dr AG Kimmance
57. Code ofCode of EEthicsthics Cont.....Cont.....
Using their knowledge and skill for
enhancement of human welfare
Being honest and impartial, and serving
with fidelity the public, their employers
and clients
Striving to increase the competence and
prestige of the engineering profession
Supporting the professional societies of
their disciplines
3/8/2008 Course Leader: Dr AG Kimmance
Editor's Notes
When we say something is “good quality” we normally mean that it has durability, doesn’t break down, or performs in an excellent way.
However for quality management to be useful for us we use various definitions [slide]
Fitness for purpose – the product or facility works for the purpose it was intended (– the word here is ‘intention’ not as ‘ specied’)
“Conformance to specification” seems like good definitions for an industrial sector like construction, however, they can be unprecise because often it is very difficult for the customer to explain exactly what he needs. Obtaining quality is not slavishly following specifications if what is specified will not work. Then we are not creating quality.
Quality implies .... [slide]
Some quality definitions include the price factor, meaning “supplying the product at required quality at lowest possible price”
Most of these are general terms. The specific criteria for quality will vary from business to business, in a restaurant “too much salt” will be a deficiency.
We can see that Quality is related to business performance. By including such issues as ‘premium prices’, ‘increased market’ and ‘low staff turnover’ you could set up all sorts of frameworks to link quality with performance.
You could also call grade “class”. Low quality is always a problem. Low grade may not be.
So quality does NOT mean ‘gold-plating’ or ‘deluxe’
Before I start talking about quality systems etc. I want to discuss a little bit about the ‘quality revolution’ that has happened in the world for the last couple of decades.
The business environment has become more competitive. Why? [slide]
CHANGE is one of the most important elements of succesful business management today. The key element of Total Quality Management, which we will talk about later, is CONTINOUS IMPROVEMENT and this is reached through change (change management)
What does the increasing competition mean?
We can see that as competition becomes more intense, to survive as a business we are required to produce higher quality at a steadily lower cost.
We have to make our business more efficient, while constantly increasing our quality performance.
After we discussed some of the reasons for the importance of quality thinking, let us look at some of the definitions in quality management.
Even though the quality of our product is the primary goal, it is also important that we consider the quality of processes that produce the product
Technical specifications may not in themselves guarantee that quality will be consistently achieved, if there are deficiencies in specifications or in the organisational system to design or produce the product or service
As you can see, when we talk about Quality Control and Quality Assurance, it becomes obvious that there are the levels of the quality commitment of an organisation.
The point of the hierarchy is that you cannot have an upper level withouth the level below.
Throughout history, the meaning of quality has been broadened, to not only include the produced products, but also the employees, etc.
[ ]This is the Deming Circle. It visualizes the process of continous improvement.
The PDCA cycle is a trial and learning event that emphasizes learning by sequentially testing changes on a small scale. This cycle runs forever.
Companies manage quality through quality systems.
The prescribes processes, not product or technical details. In construction for example, a technical drawing would not be part of the system, but it would be under CONTROL of the QA system. The QA system will avoid that superseded drawings are used.
This figure shows the typical documentation hierachy of a quality system.
The international standard for quality systems is the ISO 9000 series. It’s history dates back to British Standard 5750 which was introduced in Britain in 1979.
IS0 (the International Organization for Standardization) is a worldwide federation of national standards bodies (IS0 member bodies). The work of preparing International Standards is normally carried out through IS0 technical committees.
[ ] There are 3 main standards in the ISO 9000 series. Two of them contain vocabulary and guidelines, but the standard most companies are interested in is the ISO 9001, which contain the requirements you have to fulfill to obtain an ISO 9001 certification or registration.
The ISO 9000 and 9004 are guidance documents so they are not intended to be used for certification/registration purposes.
The procedures used by an organisation are ISO9001 by an external independent assessor. This is essential for registration.
There are a number of Certification bodies for certification of ISO 9001 compliance. A list of these bodies can be found on the ISO website.
ISO 9001 has requirements to 21 business processes [ ]
Turkish title
These are some examples or requirements in ISO 9001
[ ] There are a number of other quality-related ISO standards, which are guidelines for application in particular areas. Some of these are in the ISO 10000-series.
Normally when you have a quality system based on ISO9000, it is normal also to have implemented systems for environmental management Occupational health and safety. These are covered by these standards. [ ]
You will learn more the technicalities of health and safety next week.
[ ]
The word TOTAL conveys the idea that all employees, throughout every function and level of an organisation, are involved in reaching quality.
[ ]
The principle of ‘cultural change” and “empowerment of employees” means that TQM distances itself from the scientific management principles of mass production and assembly lines where the input from the individual employee was minimal. Such assembly line production was based on studies by Frederick Taylor in the 1910s and were based specialization and division of labour. By treating people more or less as machines, mass production was possible but quality-levels was low. In contrast TQM emphasises the Value of every associate. Quality comes from within; it comes from the hearts and the minds of the people.
Some of the tools you can apply to achive total quality are [ ]
[ ] On this model we can see the criteria that are used to judge organisations for award of the European quality award
An essential feature of quality assurance is the collection of data that reflect the facts. This is done through inspection and tests, which are done according to inspection and test plans.
[ ]
Other than these items, the inspection plan should also state the documentation that verifies the inspection has been done. This documentation is normally check sheets or some sort.
Check sheets are used a lot in quality assurance. In general, you could classify them into two types [ ]
Defective item check sheets are normally tools in the factory invironment to identify types of defects and to do various statistics. This is not seen so often in construction. Defective work items in construction is normally handled through another instrument called a non-conformance report, non-compliance report or similar, and you can find a description in the lecture notes.or
[ ]
..check sheets can be quite comprehensive in large civil engineering projects. For example, just for reinfocement you have to check
Spacing
Number
Size
Grade
Free cover
Ties type and sufficiency
Cleanliness
Quality records is an important part of quality assurance. Control of quality records is a requirement in ISO 9001. During construction of a building or facility, you continously produce quality records to prove that quality procedures has been followed during construction.
In construction quality records are very important because many items can only be checked with difficulty after they are built. Concrete, reinforcement, etc.
[ ]
The quality records will be handed over to the client when handing over the facility.
[ ] Contractors are often required to submit method statements, so these are documents you will probably encounter in your professional life
There are two aspects of the cost of quality: [ ]
Appraisal costs are such things as: Inspection and tests, document reviews
Prevention costs are such things as: Quality planning, process planning, quality audits, training
[ ]
A quality improvement program will increase quality and therefore decrease the overall cost of quality, because rework and failure cost will be greatly reduced.
[ ]
As you know, In Turkey, thousands have died due to housing that was built carelessly. The number of deaths have been so high, that it has drawn a lot of international attention.
As you also know, there is a very basic quality problem in much of Turkish housing. Turkey is a developing country with a growing population and urban housing problem. There are thousands of small contractors in this country, and many of them do not follow the building codes, and of course do not have any form of formalized quality management.
As civil engineers, you will of course be aware of these problems when you enter construction projects. It is important that you pass on your knowledge, to avoid such building practices.
The expressions you see here may be known so some of you. They remind us of the poor practices of Turkish housing business.
Engineers are often confronted with situations in which ethics plays a role. How can we know how to act “correctly” in these situations.
Some actions can be both legally and morally wrong, but it is sometimes possible that an action to be legally right but morally wrong.