The document discusses quality management in construction. It provides an overview of total quality management (TQM) concepts and their application to the construction industry. Specifically, it discusses how TQM was adopted by the Japanese construction industry to increase productivity, decrease costs, and improve reliability. It also defines quality from different perspectives, such as meeting requirements, aesthetics, function, and regulatory compliance. Finally, it outlines several quality management tools used in the industry, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms.
The document discusses quality management in projects. It provides definitions and explanations of key quality management concepts including quality management processes, tools, and strategies. Specific quality management tools discussed include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms. The document emphasizes that quality should be planned into projects from the beginning through prevention rather than just inspected, and that customer satisfaction is key.
This document provides information about quality management procedures including forms, tools, and strategies. It discusses the purpose and requirements of quality management procedures such as having quality objectives and using procedures/deliverables like a project management plan, communication management procedure, risk management procedure, and checklists. Quality management tools explained include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Other related topics like quality management systems and standards are also listed.
This document discusses statistical process control (SPC), which uses statistical methods to monitor and control processes to improve quality. SPC aims to ensure processes operate efficiently and produce specification-conforming products with less waste. Key SPC tools include control charts, histograms, cause-and-effect diagrams and check sheets. Control charts in particular plot process data over time to identify changes or variability. SPC provides benefits like reduced waste, lower costs, improved customer satisfaction and early problem detection and prevention.
This chapter discusses project quality management in IT projects. It covers quality planning, quality assurance, and quality control processes. Quality planning involves identifying quality standards for the project. Quality assurance ensures the project will meet standards through activities like audits. Quality control uses tools like Pareto analysis, statistical sampling, and quality control charts to monitor results and ensure compliance with standards. The chapter also discusses quality approaches like Six Sigma and maturity models for improving organizational quality management.
This document provides a procurement management plan template for a project. It outlines the procurement approach, defining procurements needed and authorized approvers. Firm fixed price contracts will be used. Risks include unrealistic vendor expectations and potential delays. Costs will be determined through a request for proposal process. Standard procurement documents will be used for consistency. The plan also identifies schedule, cost, scope, resource, and technology constraints.
Quality Management System at Construction Project: A Questionnaire SurveyIJERA Editor
The best quality, time and cost are the important aspects of successful construction project which fulfills the main goal of construction industry. The quality management has to provide the environment within which related tools, techniques and procedures can be deployed effectively leading to operational success for a construction project. The role of quality management for a construction company is not an isolated activity, but intertwined with all the operational and managerial processes of the construction project. The quality management system (QMS) in construction industry refers to quality planning, quality assurance and quality control. The paper includes the outcome of the research methodology decided by authors based on interview of project participants and analysis of scrutinized interview data.
The document outlines the objectives and schedule for Module 3 of a Project Management course. Module 3 focuses on planning and cost management techniques. It will include reviewing case studies, presentations of case study work, and sessions on contract management, cost control, claims and change management, and cash flow. The schedule provides details of the topics and activities to be covered each day for both planners and cost controllers.
The document discusses quality management in projects. It provides definitions and explanations of key quality management concepts including quality management processes, tools, and strategies. Specific quality management tools discussed include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms. The document emphasizes that quality should be planned into projects from the beginning through prevention rather than just inspected, and that customer satisfaction is key.
This document provides information about quality management procedures including forms, tools, and strategies. It discusses the purpose and requirements of quality management procedures such as having quality objectives and using procedures/deliverables like a project management plan, communication management procedure, risk management procedure, and checklists. Quality management tools explained include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Other related topics like quality management systems and standards are also listed.
This document discusses statistical process control (SPC), which uses statistical methods to monitor and control processes to improve quality. SPC aims to ensure processes operate efficiently and produce specification-conforming products with less waste. Key SPC tools include control charts, histograms, cause-and-effect diagrams and check sheets. Control charts in particular plot process data over time to identify changes or variability. SPC provides benefits like reduced waste, lower costs, improved customer satisfaction and early problem detection and prevention.
This chapter discusses project quality management in IT projects. It covers quality planning, quality assurance, and quality control processes. Quality planning involves identifying quality standards for the project. Quality assurance ensures the project will meet standards through activities like audits. Quality control uses tools like Pareto analysis, statistical sampling, and quality control charts to monitor results and ensure compliance with standards. The chapter also discusses quality approaches like Six Sigma and maturity models for improving organizational quality management.
This document provides a procurement management plan template for a project. It outlines the procurement approach, defining procurements needed and authorized approvers. Firm fixed price contracts will be used. Risks include unrealistic vendor expectations and potential delays. Costs will be determined through a request for proposal process. Standard procurement documents will be used for consistency. The plan also identifies schedule, cost, scope, resource, and technology constraints.
Quality Management System at Construction Project: A Questionnaire SurveyIJERA Editor
The best quality, time and cost are the important aspects of successful construction project which fulfills the main goal of construction industry. The quality management has to provide the environment within which related tools, techniques and procedures can be deployed effectively leading to operational success for a construction project. The role of quality management for a construction company is not an isolated activity, but intertwined with all the operational and managerial processes of the construction project. The quality management system (QMS) in construction industry refers to quality planning, quality assurance and quality control. The paper includes the outcome of the research methodology decided by authors based on interview of project participants and analysis of scrutinized interview data.
The document outlines the objectives and schedule for Module 3 of a Project Management course. Module 3 focuses on planning and cost management techniques. It will include reviewing case studies, presentations of case study work, and sessions on contract management, cost control, claims and change management, and cash flow. The schedule provides details of the topics and activities to be covered each day for both planners and cost controllers.
This document provides proposed performance metrics for IT projects at the VA at the project level. It includes over 30 proposed metrics across 12 categories that characterize factors like schedule deviation, errors saved, earned value, hiring time, contracting time, administrative time, team readiness, risk control, scope control, integration readiness, reusability compliance, and organizational maturity. The metrics are intended to help control performance, build a sustainable performance environment, and support an analytic performance culture.
This document presents a new approach to measuring generic attributes (GAs) as part of process appraisals. It defines two GAs - Usefulness and Cost Effectiveness. Usefulness measures how well process outputs meet user needs. Cost Effectiveness measures whether the benefits of process outputs are worth the resources invested. The approach improves on prior GA definitions by focusing measurements on key process outputs, distinguishing between producers and users of outputs, and using objective evidence. It provides a practical method for incorporating GAs into process appraisals to evaluate the real-world performance and value of processes.
Study on Procurement Method Selection Procedure in Construction IndustryIRJET Journal
This document discusses procurement methods in the construction industry. It begins by defining procurement systems and their objectives, which include managing procurement effectively and controlling risks.
It then describes three main procurement methods: traditional, design-build, and management. Traditional involves separate design and construction contracts while design-build combines them. Management involves a contractor managing the project.
The document outlines factors that influence selecting a procurement method, such as the project characteristics, client needs, and external environment issues. It aims to help establish an effective procurement system in construction.
This document discusses consultants, contracts, and quality in three sections. It describes what consultants do, where they work, why they are used, and the differences between consultants and contractors. It also outlines the stages of a typical consultant assignment. The second section covers contract law, the importance of contract management, and what should be included in a contract. The third section discusses the current focus on quality, methods like total quality management and ISO 9001 standards, and approaches to software quality management.
A project is defined as a collection of related activities with clear goals and deliverables to be completed within a defined timeline. It has a project manager responsible for all aspects including tasks, budget, and quality. The key stages of a project are planning, implementation, deliverable creation, and closing. Planning involves defining objectives and deliverables, creating a work breakdown structure and schedule, and establishing communication and risk management plans.
IRJET- Review on Study of Factors Affecting Quality of Construction ProjectIRJET Journal
This study aims to identify factors that affect the quality of construction projects and rank them by importance in order to provide guidance to project managers, clients, designers, and contractors on better managing quality. Key factors identified that influence quality include design, communication, conforming to codes and standards, management support, materials, equipment, interactions among project participants, work execution, and on-site supervision. Understanding these quality factors can help construction projects reduce defects and rework to improve quality and customer satisfaction.
Product Design & Process Selection Manufacturingwizkidrx
The document discusses several topics related to product design and manufacturing processes:
1) It describes typical phases of product development including concept development, product planning, engineering, and ramp-up. It also discusses concurrent engineering and design for manufacturability.
2) Quality function deployment and value analysis are presented as ways to design for customers. Break-even analysis is introduced as a method for choosing manufacturing processes.
3) Process flow design and global product strategies are discussed as ways to map how materials move through plants and design products globally. Metrics for measuring product development performance are also listed.
The document discusses Project Quality Management and ISO 9000 standards. It defines key terms like ISO, ISO 9000, and quality. It explains the requirements to implement a quality management system based on ISO 9000, including defining standard clauses around management responsibility, quality systems, purchasing, inspection, audits and more. The presentation uses a hospital example to illustrate how ISO 9000 principles can be applied to ensure quality services for patients.
This document provides an overview of value analysis. It defines value analysis as a systematic process that compares the function of a product required by customers against the lowest cost of meeting specified performance and reliability. The key steps of value analysis are to establish objectives, analyze the production process, decompose product characteristics, brainstorm alternatives, select the best alternative, and implement changes. Value analysis aims to provide better value to customers and improve competitive position by eliminating unnecessary costs.
The document discusses product and service design. It covers key aspects of product and service design including objectives, phases in the design process, differences between product and service design, guidelines for successful service design, and how design impacts operations strategy. The overall goal of design is to translate customer needs into high-quality, cost-effective products and services that satisfy customers and contribute to business success. Legal and ethical considerations must also be taken into account in the design process.
The document provides an overview of Quality Function Deployment (QFD). QFD is a structured method used to translate customer requirements into technical requirements and product characteristics throughout the development process. It uses a tool called the "House of Quality" which maps customer needs, technical requirements, and their relationships. The House of Quality allows companies to focus design and development efforts on what matters most to customers. It can result in fewer design changes, start-up problems, shorter development times and lower costs.
The document discusses product design and service operations. It defines product design as concerned with a product's form and functions. The product design process involves concept development, product planning, engineering, and pilot production. It also discusses various aspects of product design like design for function, manufacture, and sales. The document also defines different types of service operations and strategies for scheduling service operations to meet demand fluctuations and customer needs.
This is PMBOK Guide Monitor and Control Process Group - Part One. It includes three Knowledge Area - Project Integration Management, Project Scope Management, and Project Quality Management - with five processes - Monitor & Control Project Work, Perform Integrated Change Control, Validate Scope, Control Scope, Control Quality -.
This is PMBOK Guide Planning Process Group Part three. It includes five Knowledge Area - Quality, Human Resource, Communications, Procurement and Stakeholder management - with five processes - Plan Quality Management, Plan Human Resource Management, Plan Communications Management, Plan Procurement Management, Plan Stakeholder Management - .
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
This document provides an overview of project scope management. It discusses the key processes involved, including initiation, scope planning, scope definition, scope verification, and scope change control. For each process, the document outlines typical inputs, tools and techniques, and outputs. It emphasizes the importance of properly defining project scope to support planning, execution, control, and completion. The core output is a Work Breakdown Structure (WBS) that decomposes project deliverables into smaller, more manageable components.
This document discusses three levels of product innovation: linear innovation, customer-driven innovation, and radical innovation. For linear innovation, the challenges are expensive physical prototypes, feedback too late for changes, and integration issues. For customer-driven innovation, challenges include missing sales from long quote times and difficulty meeting customer requirements. For radical innovation, challenges include mapping ideas to opportunities, bringing together relevant information for decisions, and conducting "what-if" analysis to understand trade-offs.
The Art of Planning and Writing Specs and Requirements--ISM 2010 TanelThomas Tanel
One of the most difficult tasks that purchasers face is converting user or internal
customer needs to new specifications and requirements. For most, it’s easier said than done,
while others simply dread the thought of constructing a Statement of Work. Failure to develop
a properly defined scope of work, specification, or requirement may mean the solicitation will
need to be abandoned and repeated with corrections. Purchasers who are involved in putting
together specifications, requirements, or SOWs need to be aware that it is worth the
investment, time, and effort to create a high quality outcome. Thus, it is important that
purchasers understand the importance of good specifications and requirements, as well as
their contractual and practical significance. This proceeding will offer you practical techniques,
tools, and process methods for constructing effective specifications, requirements, and SOWs.
This document is a process quality assurance report submitted by Anglia Ruskin University. It contains solutions to three questions related to quality assurance techniques. For question 1, it proposes a 24-month business plan to reduce reworks and costs using statistical process control methods like control charts, Pareto analysis, ISO/BS standards, Six Sigma, and total quality management. For question 2, it demonstrates how to construct a Pareto chart and analyzes a Pareto chart of claims by product component. For question 3, it constructs a Pareto chart of total claim costs by component and analyzes which components contribute most to costs.
The document discusses the key processes within project scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It describes each process's inputs, tools and techniques, and outputs. A key tool is decomposition, which involves breaking the project deliverables into smaller, more manageable components within the WBS. The main outputs include the scope baseline, which defines the project scope and can only change via formal change control, and work performance information that monitors scope status and manages changes. Formal scope validation involves verifying deliverables meet requirements to obtain stakeholder acceptance.
This document discusses total quality management (TQM) concepts and their implications for the construction industry. It defines quality in construction as meeting the requirements of designers, constructors, regulatory agencies, and owners. Quality assurance aims to establish policies and procedures to produce quality, while quality control specifically implements the quality assurance program. The document indicates that TQM focuses on continuous process improvement, customer and supplier involvement, teamwork, and training to achieve customer satisfaction, cost-effectiveness and defect-free work. It has the potential to improve productivity and quality in the construction industry as it has in manufacturing.
This document discusses project quality management. It notes that quality is an elusive concept in construction, with skill, materials, and design often causing problems. Independent inspections help ensure quality standards are met. As the real estate market matures, quality is becoming more important to buyers. The objective of quality management is to understand quality assurance and control, set quality systems, and ensure standards are met. Project quality management plans how quality will be achieved and demonstrated. Key inputs include requirements and risks, while tools include cost-benefit analysis and quality control charts.
This document provides proposed performance metrics for IT projects at the VA at the project level. It includes over 30 proposed metrics across 12 categories that characterize factors like schedule deviation, errors saved, earned value, hiring time, contracting time, administrative time, team readiness, risk control, scope control, integration readiness, reusability compliance, and organizational maturity. The metrics are intended to help control performance, build a sustainable performance environment, and support an analytic performance culture.
This document presents a new approach to measuring generic attributes (GAs) as part of process appraisals. It defines two GAs - Usefulness and Cost Effectiveness. Usefulness measures how well process outputs meet user needs. Cost Effectiveness measures whether the benefits of process outputs are worth the resources invested. The approach improves on prior GA definitions by focusing measurements on key process outputs, distinguishing between producers and users of outputs, and using objective evidence. It provides a practical method for incorporating GAs into process appraisals to evaluate the real-world performance and value of processes.
Study on Procurement Method Selection Procedure in Construction IndustryIRJET Journal
This document discusses procurement methods in the construction industry. It begins by defining procurement systems and their objectives, which include managing procurement effectively and controlling risks.
It then describes three main procurement methods: traditional, design-build, and management. Traditional involves separate design and construction contracts while design-build combines them. Management involves a contractor managing the project.
The document outlines factors that influence selecting a procurement method, such as the project characteristics, client needs, and external environment issues. It aims to help establish an effective procurement system in construction.
This document discusses consultants, contracts, and quality in three sections. It describes what consultants do, where they work, why they are used, and the differences between consultants and contractors. It also outlines the stages of a typical consultant assignment. The second section covers contract law, the importance of contract management, and what should be included in a contract. The third section discusses the current focus on quality, methods like total quality management and ISO 9001 standards, and approaches to software quality management.
A project is defined as a collection of related activities with clear goals and deliverables to be completed within a defined timeline. It has a project manager responsible for all aspects including tasks, budget, and quality. The key stages of a project are planning, implementation, deliverable creation, and closing. Planning involves defining objectives and deliverables, creating a work breakdown structure and schedule, and establishing communication and risk management plans.
IRJET- Review on Study of Factors Affecting Quality of Construction ProjectIRJET Journal
This study aims to identify factors that affect the quality of construction projects and rank them by importance in order to provide guidance to project managers, clients, designers, and contractors on better managing quality. Key factors identified that influence quality include design, communication, conforming to codes and standards, management support, materials, equipment, interactions among project participants, work execution, and on-site supervision. Understanding these quality factors can help construction projects reduce defects and rework to improve quality and customer satisfaction.
Product Design & Process Selection Manufacturingwizkidrx
The document discusses several topics related to product design and manufacturing processes:
1) It describes typical phases of product development including concept development, product planning, engineering, and ramp-up. It also discusses concurrent engineering and design for manufacturability.
2) Quality function deployment and value analysis are presented as ways to design for customers. Break-even analysis is introduced as a method for choosing manufacturing processes.
3) Process flow design and global product strategies are discussed as ways to map how materials move through plants and design products globally. Metrics for measuring product development performance are also listed.
The document discusses Project Quality Management and ISO 9000 standards. It defines key terms like ISO, ISO 9000, and quality. It explains the requirements to implement a quality management system based on ISO 9000, including defining standard clauses around management responsibility, quality systems, purchasing, inspection, audits and more. The presentation uses a hospital example to illustrate how ISO 9000 principles can be applied to ensure quality services for patients.
This document provides an overview of value analysis. It defines value analysis as a systematic process that compares the function of a product required by customers against the lowest cost of meeting specified performance and reliability. The key steps of value analysis are to establish objectives, analyze the production process, decompose product characteristics, brainstorm alternatives, select the best alternative, and implement changes. Value analysis aims to provide better value to customers and improve competitive position by eliminating unnecessary costs.
The document discusses product and service design. It covers key aspects of product and service design including objectives, phases in the design process, differences between product and service design, guidelines for successful service design, and how design impacts operations strategy. The overall goal of design is to translate customer needs into high-quality, cost-effective products and services that satisfy customers and contribute to business success. Legal and ethical considerations must also be taken into account in the design process.
The document provides an overview of Quality Function Deployment (QFD). QFD is a structured method used to translate customer requirements into technical requirements and product characteristics throughout the development process. It uses a tool called the "House of Quality" which maps customer needs, technical requirements, and their relationships. The House of Quality allows companies to focus design and development efforts on what matters most to customers. It can result in fewer design changes, start-up problems, shorter development times and lower costs.
The document discusses product design and service operations. It defines product design as concerned with a product's form and functions. The product design process involves concept development, product planning, engineering, and pilot production. It also discusses various aspects of product design like design for function, manufacture, and sales. The document also defines different types of service operations and strategies for scheduling service operations to meet demand fluctuations and customer needs.
This is PMBOK Guide Monitor and Control Process Group - Part One. It includes three Knowledge Area - Project Integration Management, Project Scope Management, and Project Quality Management - with five processes - Monitor & Control Project Work, Perform Integrated Change Control, Validate Scope, Control Scope, Control Quality -.
This is PMBOK Guide Planning Process Group Part three. It includes five Knowledge Area - Quality, Human Resource, Communications, Procurement and Stakeholder management - with five processes - Plan Quality Management, Plan Human Resource Management, Plan Communications Management, Plan Procurement Management, Plan Stakeholder Management - .
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
This document provides an overview of project scope management. It discusses the key processes involved, including initiation, scope planning, scope definition, scope verification, and scope change control. For each process, the document outlines typical inputs, tools and techniques, and outputs. It emphasizes the importance of properly defining project scope to support planning, execution, control, and completion. The core output is a Work Breakdown Structure (WBS) that decomposes project deliverables into smaller, more manageable components.
This document discusses three levels of product innovation: linear innovation, customer-driven innovation, and radical innovation. For linear innovation, the challenges are expensive physical prototypes, feedback too late for changes, and integration issues. For customer-driven innovation, challenges include missing sales from long quote times and difficulty meeting customer requirements. For radical innovation, challenges include mapping ideas to opportunities, bringing together relevant information for decisions, and conducting "what-if" analysis to understand trade-offs.
The Art of Planning and Writing Specs and Requirements--ISM 2010 TanelThomas Tanel
One of the most difficult tasks that purchasers face is converting user or internal
customer needs to new specifications and requirements. For most, it’s easier said than done,
while others simply dread the thought of constructing a Statement of Work. Failure to develop
a properly defined scope of work, specification, or requirement may mean the solicitation will
need to be abandoned and repeated with corrections. Purchasers who are involved in putting
together specifications, requirements, or SOWs need to be aware that it is worth the
investment, time, and effort to create a high quality outcome. Thus, it is important that
purchasers understand the importance of good specifications and requirements, as well as
their contractual and practical significance. This proceeding will offer you practical techniques,
tools, and process methods for constructing effective specifications, requirements, and SOWs.
This document is a process quality assurance report submitted by Anglia Ruskin University. It contains solutions to three questions related to quality assurance techniques. For question 1, it proposes a 24-month business plan to reduce reworks and costs using statistical process control methods like control charts, Pareto analysis, ISO/BS standards, Six Sigma, and total quality management. For question 2, it demonstrates how to construct a Pareto chart and analyzes a Pareto chart of claims by product component. For question 3, it constructs a Pareto chart of total claim costs by component and analyzes which components contribute most to costs.
The document discusses the key processes within project scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It describes each process's inputs, tools and techniques, and outputs. A key tool is decomposition, which involves breaking the project deliverables into smaller, more manageable components within the WBS. The main outputs include the scope baseline, which defines the project scope and can only change via formal change control, and work performance information that monitors scope status and manages changes. Formal scope validation involves verifying deliverables meet requirements to obtain stakeholder acceptance.
This document discusses total quality management (TQM) concepts and their implications for the construction industry. It defines quality in construction as meeting the requirements of designers, constructors, regulatory agencies, and owners. Quality assurance aims to establish policies and procedures to produce quality, while quality control specifically implements the quality assurance program. The document indicates that TQM focuses on continuous process improvement, customer and supplier involvement, teamwork, and training to achieve customer satisfaction, cost-effectiveness and defect-free work. It has the potential to improve productivity and quality in the construction industry as it has in manufacturing.
This document discusses project quality management. It notes that quality is an elusive concept in construction, with skill, materials, and design often causing problems. Independent inspections help ensure quality standards are met. As the real estate market matures, quality is becoming more important to buyers. The objective of quality management is to understand quality assurance and control, set quality systems, and ensure standards are met. Project quality management plans how quality will be achieved and demonstrated. Key inputs include requirements and risks, while tools include cost-benefit analysis and quality control charts.
Quality management at construction projects: Case study of a stormwater netwo...IRJET Journal
1) The document discusses quality management systems in construction projects. It focuses on the procedures and measures used to control quality, ensuring construction meets client requirements.
2) Implementing a quality management system requires collaboration between the client, contractor, and engineer. It involves establishing processes and documentation at every stage, from project planning to testing and inspection.
3) The paper provides an example case study of a stormwater network project in the UAE to demonstrate quality management in practice, including examples of testing, inspections, reported violations, and corrective actions.
Quality management at construction projects: Case study of a stormwater netwo...mohammadhamdan850663
This paper summarizes the common procedures and measures used on construction sites to control the quality of executed works. The presence and implementation of a quality management system will ensure that the construction meets client requirements. The presence of a quality management system alone is not sufficient; the correct and strict implementation of a quality management system is substantial. The implementation of a quality management system in construction requires the collaboration of the client, contractor, and engineer (a client representative). The practical side of quality management systems is discussed in this paper, and the construction of a stormwater network in the UAE is taken as an example and case study.
This document provides information about Prince2 quality management including forms, tools, and strategies. It discusses the quality management strategy document, which is created during project initiation to describe the level of quality needed, control mechanisms, and responsibilities. The document also lists and describes several common quality management tools: check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms. Additional related topics on quality management are provided for further reference.
Quality management in construction projects involves systematic practices to ensure projects meet quality standards. Key practices include quality planning, control, and assurance to prevent defects. Documentation and supplier management are also important. Continuous improvement requires analyzing data to identify areas for improvement and learn from past projects. Stakeholder engagement through communication and collaboration helps ensure expectations are understood and met. The overall goal is to deliver a high-quality final product to clients.
This document provides an overview of quality management strategies using the PRINCE2 framework. It discusses the contents of a quality management strategy document, including an introduction describing objectives and responsibilities, tools and techniques for quality management, timing of quality activities, and roles. It also briefly describes some common quality management tools like check sheets, control charts, and Pareto charts. The overall document serves as a reference for developing a quality management strategy using PRINCE2.
The document provides information about quality management strategy examples including common forms, tools, and strategies used. It discusses the contents of a quality management strategy document, including introducing the purpose and objectives, describing quality management tools and techniques, specifying the timing of quality activities, and defining roles and responsibilities. Specific quality management tools discussed include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and other related quality management topics.
This document provides information about quality management for a project. It discusses quality planning, which involves identifying relevant quality standards and how to satisfy them. Quality planning should be done during project planning and coordinated with time, risk, and other planning. The document lists several quality management tools, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms. It also provides links to additional quality management resources.
Total Quality Management Benefits and Barriers in Construction IndustryDr. Amarjeet Singh
The building sector is playing an important part Major factor in any country's development. The Construct industry growth depends on Building project efficiency.
Quality is one thing Important factor in construction industry success in this paper the problems of quality definition in the construction industry are discussed, analysis potential advantages of quality implementation and considers quality barriers to Building implementation.
Many implementing obstacles. We identify recent patterns that could lead to the Invade barriers. However, the various building actors must Know that improvement is necessary for the construction industry to improve quality TQM is specifically designed to deliver excellence in customer satisfaction by continual improvement full participation of product and processes every person who is a part of dedication that product/process. It's an orchestrated approach enhancement. If implemented correctly, it will support the Company of construction to boost its efficiency.
IRJET- Construction Quality Management on SiteIRJET Journal
This document discusses quality management in the construction industry. It begins by defining quality in construction as meeting or exceeding client requirements. It then discusses the importance of quality control and quality assurance in construction projects to ensure projects are completed on time, on budget, and to a high standard. The document reviews literature on total quality management in construction and identifies key factors like top management commitment, customer focus, and quality planning. It also outlines some quality management techniques used in construction like independent inspections, quality audits, and a quality magazine. Finally, it describes the research methodology used, which involves surveying experienced quality engineers and contractors about quality management practices through questionnaires.
Project quality management involves three key processes: quality planning, quality assurance, and quality control. Quality planning identifies relevant quality standards and how to satisfy them. Quality assurance evaluates overall project performance on a regular basis to ensure quality standards are met. Quality control monitors specific results to determine compliance with standards and identify unsatisfactory performance. Together these processes work to ensure the project satisfies its objectives and meets stakeholder needs.
quality management presentation PMI book 6
project management presentation
reference to PMI pmbook 6 guide, the presentation prepared to cover the quality knowledge area in addition to that it is mentioned the 7th guide to ease revising the knowledge area and be able to review the whole issue.
1) The project aims to provide affordable accommodation for students through low-cost houses, establish business opportunities through double-storey shop/offices, and promote neighborhood economic activity.
2) The design-bid-build procurement method was selected which separates design and construction into sequential phases, allowing the client full control over design.
3) Quality management and risk analysis were important processes to ensure project objectives were achieved effectively and efficiently. Key risks identified were related to adjacent impacts, delays, safety, and ensuring technical and financial feasibility. Mitigation strategies focused on clear communication, competent teams, and contingency planning.
Importance of Development of Quality ChecklistsIOSR Journals
Supervision of a project requires a consistent, organized approach to each phase of construction, and checking the work performed against drawings, specifications, and conditions with contractors and suppliers. Quality control in construction typically involves insuring compliance with minimum standards of material and workmanship in order to insure the performance of the facility according to the design. Checking for accuracy in every job task is another part of quality control in construction. The purpose of this paper is to provide guidance in developing quality control checklists. Checklists are generally prepared to prevent common mistakes in daily activities. Checklists are used to assure proper construction. Construction activity involves a regular sequence of operations which are needed to be checked at each level. It also provides documentations of each procedures. Visual inspections, field surveys, and laboratory testing data can be gathered using checklists. It provides an evidence, that checks has been performed by which a system can be developed to control the function of each activity.
This document discusses quality management assurance and provides information on key topics related to quality management assurance including definitions of quality assurance and quality control, benefits of quality management, and common quality management tools. Quality assurance focuses on managing quality through planning and prevention, while quality control verifies output quality through checks and testing. Effective quality management provides benefits like increased customer satisfaction, reduced costs from rework, and financial rewards. Common quality management tools discussed include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and quality management systems, courses, and standards.
Episode 24 : Project Quality Management
Include the processes required to ensure that the project will satisfy the needs for which it was undertaken
Include all activities of the overall management function that determine the quality policy, objectives and responsibilities and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system
This document provides an overview of project quality management. It discusses key concepts like quality vs grade, precision vs accuracy, and continuous improvement models. Quality management involves planning quality, performing quality assurance, and controlling quality. The goal is to meet requirements and prevent issues rather than inspecting for them. Management is responsible for providing resources to support quality initiatives. Continuous improvement approaches like OPM3, Malcolm Baldrige, and CMMI can be used to improve both project management and deliverables.
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1. Quality management in construction
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• qualitymanagement123.com/185-free-quality-management-forms
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• qualitymanagement123.com/top-18-quality-management-job-descriptions
• qualitymanagement123.com/86-quality-management-interview-questions-and-answers
I. Contents of quality management in construction
==================
Attainment of acceptable levels of quality in the construction industry has long been a problem.
Great expenditures of time, money and resources, both human and material, are wasted each year
because of inefficient or non-existent quality management procedures. The manufacturing
industry has developed Total Quality Management (TQM) concepts, first applied in Japan and in
recent years used in the United States, which have increased productivity, decreased product cost
and improved product reliability. These concepts are also applicable to the construction industry.
For example, Japanese construction companies, benefiting from the experiences of Japanese
manufacturers, began implementing TQM during the 1970s. Even though construction is a
creative, one-time process, the Japanese construction industry embraced the TQM concepts that
some argued could only apply to mass production. TQM is an effort that involves every
organization in the industry in the effort to improve performance. It permeates every aspect of a
company and makes quality a strategic objective. TQM is achieved through an integrated effort
among personnel at all levels to increase customer satisfaction by continuously improving
performance. TQM focuses on process improvement, customer and supplier involvement,
teamwork, and training and education in an effort to achieve customer satisfaction, cost
effectiveness, and defect-free work. TQM provides the culture and climate essential for
innovation and for technology advancement. In this paper, TQM concepts and their implications
in the construction industry will be discussed. Reference will be made to industry surveys
2. conducted in the USA and to the published literature. Definition of quality Quality can be
defined as meeting the legal, aesthetic and functional requirements of a project. Requirements
may be simple or complex, or they may be stated in terms of the end result required or as a
detailed description of what is to be done. But, however expressed, quality is obtained if the
stated requirements are adequate, and if the completed project conforms to the requirements.
Law defines quality in terms of professional liability, a legal concept that requires all
professionals to know their trade and practice it responsibly. Every architect and engineer who
offers his or her expertise to owners is subject to professional liability laws. Some design
professionals believe that quality is measured by the aesthetics of the facilities they design.
According to Stasiowski and Burstein, ~ this traditional definition of quality is based on such
issues as how well a building blends into its surroundings, a building's psychological impacts on
its inhabitants, the ability of a landscaping design to match the theme of adjacent structures, and
the use of bold new design concepts that capture people's imaginations. Because aesthetic
definitions of quality are largely subjective, major disagreements arise as to whether quality has
been achieved or not. Since objective definitions of aesthetic quality do not exist, design
professionals generally take it upon themselves to define the aesthetic quality of their designs.
Quality can also be defined from the view point of function, by how closely the project conforms
to its requirements. Using this definition, a high quality project can be described by such terms as
ease in understanding drawings, level of conflict in drawings and specifications, economics 235
Total quality management in construction: D Arditi and H M Gunaydin of construction, ease of
operation, ease of maintenance, and energy efficiency. In the construction industry, quality can
be defined as meeting the requirements of the designer, constructor and regulatory agencies as
well as the owner. According to an ASCE study, 2 quality can be characterized as follows. •
Meeting the requirements of the owner as to functional adequacy; completion on time and within
budget; lifecycle costs; and operation and maintenance. • Meeting the requirements of the design
professional as to provision of well-defined scope of work; budget to assemble and use a
qualified, trained and experienced staff; budget to obtain adequate field information prior to
design; provisions for timely decisions by owner and design professional; and contract to
perform necessary work at a fair fee with adequate time allowance. • Meeting the requirements
of the constructor as to provision of contract plans, specifications, and other documents prepared
in sufficient detail to permit the constructor to prepare priced proposal or competitive bid; timely
decisions by the owner and design professional on authorization and processing of change
orders; fair and timely interpretation of contract requirements from field design and inspection
staff; and contract for performance of work on a reasonable schedule which permits a reasonable
profit. • Meeting the requirements of regulatory agencies (the public) as to public safety and
health; environmental considerations; protection of public property including utilities; and
3. conformance with applicable laws, regulations, codes and policies. In addition, one should
differentiate between 'quality in fact' and 'quality in perception'. The providers of services or
goods that meet specifications achieve quality in fact. A service or product that meets the
customer's expectations achieves quality in perception. 3 In other words, a product can be of high
quality and yet it may not meet customer's needs and vice versa. An example of not meeting
customer needs is the prefabricated high-rise apartment buildings that were built in the 1970s
using cutting edge technology in low-cost building processes. The buildings had to be pulled
down in the late 1980s because no one wanted to live in these apartments despite the low rents.
The buildings failed to meet the tenants' expectations of comfort, aesthetics and function. One
should also differentiate between 'product quality', i.e. the quality of elements directly related to
the physical product itself, and 'process quality', i.e. the quality of the process that causes the
product to be either acceptable or not. 4 For example, 'product quality' in the construction
industry may refer to achieving quality in the materials, equipment and technology that go into
the building of a structure, whereas 'process quality' may refer to achieving quality in the way the
project is organized and managed in the three phases of planning and design, construction, and
operation and maintenance.
==================
III. Quality management tools
1. Check sheet
The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
read by observing the location and number of marks on
the sheet.
Check sheets typically employ a heading that answers the
Five Ws:
4. Who filled out the check sheet
What was collected (what each check represents,
an identifying batch or lot number)
Where the collection took place (facility, room,
apparatus)
When the collection took place (hour, shift, day
of the week)
Why the data were collected
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
In addition, data from the process can be used to
predict the future performance of the process. If
the chart indicates that the monitored process is
not in control, analysis of the chart can help
determine the sources of variation, as this will
result in degraded process performance.[1] A
process that is stable but operating outside of
desired (specification) limits (e.g., scrap rates
may be in statistical control but above desired
limits) needs to be improved through a deliberate
effort to understand the causes of current
performance and fundamentally improve the
process.
The control chart is one of the seven basic tools of
quality control.[3] Typically control charts are
used for time-series data, though they can be used
for data that have logical comparability (i.e. you
want to compare samples that were taken all at
the same time, or the performance of different
individuals), however the type of chart used to do
5. this requires consideration.
3. Pareto chart
A Pareto chart, named after Vilfredo Pareto, is a type
of chart that contains both bars and a line graph, where
individual values are represented in descending order
by bars, and the cumulative total is represented by the
line.
The left vertical axis is the frequency of occurrence,
but it can alternatively represent cost or another
important unit of measure. The right vertical axis is
the cumulative percentage of the total number of
occurrences, total cost, or total of the particular unit of
measure. Because the reasons are in decreasing order,
the cumulative function is a concave function. To take
the example above, in order to lower the amount of
late arrivals by 78%, it is sufficient to solve the first
three issues.
The purpose of the Pareto chart is to highlight the
most important among a (typically large) set of
factors. In quality control, it often represents the most
common sources of defects, the highest occurring type
of defect, or the most frequent reasons for customer
complaints, and so on. Wilkinson (2006) devised an
algorithm for producing statistically based acceptance
limits (similar to confidence intervals) for each bar in
the Pareto chart.
4. Scatter plot Method
6. A scatter plot, scatterplot, or scattergraph is a type of
mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data.
The data is displayed as a collection of points, each
having the value of one variable determining the position
on the horizontal axis and the value of the other variable
determining the position on the vertical axis.[2] This kind
of plot is also called a scatter chart, scattergram, scatter
diagram,[3] or scatter graph.
A scatter plot is used when a variable exists that is under
the control of the experimenter. If a parameter exists that
is systematically incremented and/or decremented by the
other, it is called the control parameter or independent
variable and is customarily plotted along the horizontal
axis. The measured or dependent variable is customarily
plotted along the vertical axis. If no dependent variable
exists, either type of variable can be plotted on either axis
and a scatter plot will illustrate only the degree of
correlation (not causation) between two variables.
A scatter plot can suggest various kinds of correlations
between variables with a certain confidence interval. For
example, weight and height, weight would be on x axis
and height would be on the y axis. Correlations may be
positive (rising), negative (falling), or null (uncorrelated).
If the pattern of dots slopes from lower left to upper right,
it suggests a positive correlation between the variables
being studied. If the pattern of dots slopes from upper left
to lower right, it suggests a negative correlation. A line of
best fit (alternatively called 'trendline') can be drawn in
order to study the correlation between the variables. An
equation for the correlation between the variables can be
determined by established best-fit procedures. For a linear
correlation, the best-fit procedure is known as linear
regression and is guaranteed to generate a correct solution
in a finite time. No universal best-fit procedure is
guaranteed to generate a correct solution for arbitrary
relationships. A scatter plot is also very useful when we
wish to see how two comparable data sets agree with each
other. In this case, an identity line, i.e., a y=x line, or an
1:1 line, is often drawn as a reference. The more the two
data sets agree, the more the scatters tend to concentrate in
the vicinity of the identity line; if the two data sets are
numerically identical, the scatters fall on the identity line
7. exactly.
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific
event.[1][2] Common uses of the Ishikawa diagram are
product design and quality defect prevention, to identify
potential factors causing an overall effect. Each cause or
reason for imperfection is a source of variation. Causes
are usually grouped into major categories to identify these
sources of variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method
8. A histogram is a graphical representation of the
distribution of data. It is an estimate of the probability
distribution of a continuous variable (quantitative
variable) and was first introduced by Karl Pearson.[1] To
construct a histogram, the first step is to "bin" the range of
values -- that is, divide the entire range of values into a
series of small intervals -- and then count how many
values fall into each interval. A rectangle is drawn with
height proportional to the count and width equal to the bin
size, so that rectangles abut each other. A histogram may
also be normalized displaying relative frequencies. It then
shows the proportion of cases that fall into each of several
categories, with the sum of the heights equaling 1. The
bins are usually specified as consecutive, non-overlapping
intervals of a variable. The bins (intervals) must be
adjacent, and usually equal size.[2] The rectangles of a
histogram are drawn so that they touch each other to
indicate that the original variable is continuous.[3]
III. Other topics related to Quality management in construction (pdf
download)
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