1. The document discusses quality management and ISO 9000 standards for construction projects. It analyzes problems that medium-sized construction companies may face when implementing quality management processes. 2. Implementing an ISO-compliant quality management system typically takes 1-2 years and costs around $250,000 on average. It requires extensive documentation which can increase costs and reduce productivity. 3. Potential issues include lack of resources, unnecessary procedures, restricted creativity, increased operating costs and ensuring timely information flows. However, quality management systems also provide benefits like defined processes, continual improvement and increased customer satisfaction.

1. Quality management
CIVIL 703 PROJECT MANAGEMENT 1
AUCKLAND UNIVERISTY
Quality Management
By KHALED EID

2. Quality management
Abstract
Quality management in construction becoming a demanding requirement by clients
especially when building large and complex projects , the ISO 9000 serious was
been introduced as measuring scale for quality .
This study will analysis the problems that likely face project engineering in medium
size construction company as a result of implanting quality management process on
there organization. The methodology used based on literature review and surveys
results to sample of construction firms in US .
1 Introduction
Construction related firms recognize the need for providing a quality product that will
both satisfy the customer and maintain there competitiveness in an ever –changing
and demanding market. In this context, quality is considered on of the key
transformation elements of project management techniques, deemed necessary for
success in the 21st century market place (Kini 2000).
1.1 Quality management
Quality in the construction industry is typically understood in terms of “fitness for
purpose” (Ho, 1995, p. 5) or “quality of workmanship” (Bennett, 1991, p. 5).ISO
defines quality as the totality of characteristics on an entity that bear on its ability to
satisfy stated or implied needs (ISO 2000).
1.2 What is QMS
QMS is quality management system defined according to Brain and Peter (2004 p3)
"A formal statement of an origination 's business policy , management responsibilities
, process and there control, that reflects the most effective ways to meet the
expectation of those it serves whilst achieving its own prime business objectives".
1.3 ISO 9000 Serious
ISO 9000, the series of quality management standards issued by the International
Organization for Standardization based in Geneva ,is being used by organizations
involved in construction all over the world.
1.3.1 ISO 9000
Is a guideline for selection and use of quality system standards. It provides insight for
various situations and conditions as well as definitions and explanations.
1.3.2 ISO 9001
Defines minimum quality system requirements for design/development, production,
installation and servicing. It is the most complete standard. It applies to manufacturing
and service businesses engaged in all these activities.
1.3.3 ISO 9002
Ds essentially a subset of 9001. It applies only to production and installation
activities.

3. Quality management
1.3.4 ISO 9003
Applies to final inspection and test.
1.3.5 ISO 9004
Is a guideline for quality system elements. It is like a textbook which describes,
explains and recommends
2 Implementation process
The ISO 9000 standards have actively been promoted in the construction industry in
many countries as a means to assuring quality by building contractors. Some countries
(for example, Australia, Hong Kong and Singapore) have gone as far as to require all
contractors to be certified to ISO 9000 requirements before they qualify to bid for
public sector building projects. This means that quality management systems (QMS)
certified to ISO 9000 standards are now an ubiquitous feature in the construction
industry in many countries.
The 14 essential steps to be followed through in order to implement ISO 9000 quality
management system successfully.
• Step 1: Top management commitment
• Step 2: Establish implementation team
• Step 3. Start ISO 9000 awareness programs
• Step 4: Provide Training
• Step 5. Conduct initial status survey
• Step 6: Create a documented implementation plan
• Step 7. Develop quality management system documentation
• Step 8: Document control
• Step 9. Implementation
• Step 10. Internal quality audit
• Step 11. Management review
• Step 12. Pre-assessment audit
• Step 13. Certification and registration
• Step 14: Continual Improvement
2.1 Reasons for implementing ISO 9000
Deming (1986) argued that business contracts should not be awarded on the basis of
price alone .For most organization, the primary motivation for implementing ISO
9000 as a QMS is either management need or customer demand.
2.1.1 Management demand
Management requirement for implementing ISO 9000 usually to increase
productivity and product quality and use it as a marketing thus gaining competitive
advantage, some time only competitive pressure where organization's competitors
have established or in the process of establishing.

4. Quality management
2.1.2 Customer demand
Customer demands on an existing supplier to implement ISO 9000 is driven by the
customer's need of an assurance that the supplier is capable of meeting the customer's
quality requirement.
2.2 Benefits of implementing ISO 9000
Implement of ISO 9000 as a QMS in an organization offers near terms and long term
rewards
1. Defined process and supporting QMS documentation are the basis of
repetition.
2. Enable organization to focus on how to execute its business process.
3. Fosters continual improvement in the organization productivity.
4. Results a higher-quality products and service .
5. Improves customer satisfaction level, which helps improve customer loyalty
and costumer retention.
6. Enhance origination to gain competitive advantage due to being perceived as a
"best-in-class".
7. Enhance customer confidence in the ability of a supplier products and services
according to specific quality requirements.
8. Eliminates an organization dependence on a few individuals for information
regarding critical process.
9. Reduces waste of recourses and loss of reputation resulting from rejection and
rework .
10. Promotes employee understanding that quality is everyone's responsibility.
11. Improve communication both internally and externally, which results in
improvements in efficiency and effectiveness.
3 Problems during implementing ISO 9000
According to Seddon, ISO 9000 promotes specification, control, and procedures
rather than understanding and improvement
A common criticism of ISO 9000 is the amount of money, time and paperwork
required for registration.[8] According to Barnes, "Opponents claim that it is only for
documentation. Proponents believe that if a company has documented its quality
systems, then most of the paperwork has already been completed."[
3.1 Duration and cost
The process usually took from one year to two years, which is time consuming and
costing about 250,000 $ in average .
3.2 Lack of resources
Lack of available resources to implement and maintain a quality assurance system
based on the ISO standards is a major concern barrier in implementation process.

5. Quality management
3.3 Increases the documentation
Most construction projects already involve large amounts of paperwork. These
include voluminous contract documents, records of plans and amendments, architects'
instructions, steel bending schedules, change orders, forms to record the requisition,
order, delivery and movement of material, plant and labor, and material safety data
sheets.
3.4 Reduces the productivity of the company
Some companies consider that documentation requirements are too stringent and can
turn the system unto a controlled bureaucracy limiting its effectiveness Structural
changes.
3.5 Restricts the unique creativity of the company
The most difficulty encountered is related to documentation and the development of
the company quality manual, managing and establishing new systems and procedures
breed many problems.
3.6 Increases the operating costs of the company
Another problem is the lack of management staff can be released to do additional
work with regards to the quality registration , this might result using outside
management consulting firms impacting the operating cost .
Measuring sot and benefits of a quality system will require expanding the
management accounting system to include measurement and reporting of life cycle
coast .
3.7 Increases the amount of unnecessary procedures
Documentation can bring about new and increases procedures that must be
implemented this also generates additional cost .
3.8 Requirement of timely information
Due to the ISO documentation requirement there are fears about speedy flow of
information that might lead to a serious consequences.
4 Conclusion
• Implementing a Quality Management System (QMS) within an organization
needs to be a decision by top management. The objective of the quality
system needs to be clearly defined so that the system can be effective.
• An important implementation issue is speed. Most firms require 18 months or
longer to achieve certification. Another issue is the current state of quality
• ISO 9000 can be considered an applicable tool for construction firms.
• Most certified companies have experienced some difficulties in implementing
ISO 9000.These are generally related to documentation requirements and
internal assessment procedures. ( Abdol & Hector 2003)
• The cost and duration of the certification process is a great barrier .

6. Quality management
5 Recommendation
Some recommendation can be provide to encourage acceptance of ISO 9000 standers
among construction companies .
1. The ISO organization and the accredited registrars (auditors) should apply less
emphasis on the documentation requirements for the certification.
2. Documentation process must be reviewed to be minimized saving valuable
time and source.
A further study to local similar size construction company will be of great benefit,
local data might be different that US firms.
References
Abdol R. Chini and Hector E. Valdez,(2003),ISO 9000 and U.S construction industry
,Journal of management in engineering April 2003,69-77.
Bennett, J. (1991), International Construction Project Management General Theory
and Practice, Butterworth Heinemann, Oxford.
Brain Thorpe and Peter Sumner (2004),Quality management in construction, Grower
,London.
Kini, D.U. (2000) Global project management-not business as usual. Journal of
management in engineering 16(6),29-33.
Low S. Pheng & Peh Ke –Wei U(1996). A frame work for implementing TQM in
construction. The TQM magazine Volume 8 number 5 ,39-46.
Leon Korte . The ISO 9000 international quality registration: an empirical analysis
of implication for business firms. International journal of applied quality
management , volume2 , number1,p59-73
http://www.qsae.org/web_en/pdf/ISO9000ImpSteps.pdf [Accessed on 13/06/2007]
http://www.misronet.com/quality_management.htm [Accessed on 13/06/2007]
http://www.engineers-international.com/qualitysystem.html [Accessed on
13/06/2007]
http://www.strategosinc.com/iso_9000.htm [Accessed on 13/06/2007]