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Quality in Construction Works,[object Object],An Introduction to QA/QC Concept and Quality Management System Based on ISO 9001:2008,[object Object]
Typical Slogan,[object Object],“Open Challenge,[object Object],Quick Response”,[object Object],The BIG QUESTION is: ,[object Object],How do we meet the challenge and achieve the benefits?,[object Object]
Our Only Answer,[object Object],ISO 9001:2008,[object Object],and QA/QC ,[object Object]
ISO TC176 Update - BIS,[object Object],The Process Approach,[object Object]
1.  CUSTOMER FOCUS,[object Object],2.  LEADERSHIP,[object Object],8 MANAGEMENT PRINCIPLES,[object Object],ISO 9001,[object Object],3.  INVOLVEMENT OF PEOPLE,[object Object],4.  PROCESS APPROACH,[object Object],5.  SYSTEM APPROACH,[object Object],6.  CONTINUAL IMPROVEMENT,[object Object],7.  FACTUAL APPROACH ,[object Object],8.  MUTUAL BENEFICIAL SUPPLIER RELATIONSHIPS,[object Object]
6,[object Object],LEVEL 1 - QUALITY MANUAL,[object Object],Quality Policy,[object Object],Quality Objectives,[object Object],Requirement Standard,[object Object],Other Statutory and Regulatory Requirements,[object Object]
LEVEL 2 - QUALITY PROCEDURES,[object Object],Control of Documents,[object Object],Control of Records,[object Object],Internal Quality Audits,[object Object],Control of Non-conforming Products,[object Object],Corrective Action,[object Object],Preventive Action,[object Object],7,[object Object]
8,[object Object],LEVEL 3 - QUALITY PLAN,[object Object],Incoming Inspection Plan,[object Object],In-Process Inspection Plan,[object Object],Final Test Report/ Inspection Plan,[object Object],Work Instruction,[object Object]
9,[object Object],LEVEL 4 - FORMS / FORMATS/RECORDS,[object Object],Testing Report forms,[object Object],Commissioning Report Forms,[object Object],Inspection forms,[object Object],Check Sheets/Check List,[object Object],Miscellaneous Documentation Forms,[object Object]
Management Review		,[object Object],Competence, Training and Awareness ,[object Object],Planning and Production	,[object Object],Review of Requirement Related to Product,[object Object],Design and Development Input			,[object Object],10,[object Object],23 MANDATORY RECORDS,[object Object]
11,[object Object],23 MANDATORY RECORDS,[object Object],Design and Development Output,[object Object],Design and Development Review,[object Object],Design and Development Verification,[object Object],Design and Development Validation	,[object Object],Control of Design and Development Changes				,[object Object]
12,[object Object],23 MANDATORY RECORDS,[object Object],Purchasing Process,[object Object],Availability of Monitoring and Measuring Equipment,[object Object],Preservation of Product,[object Object],Customer Property,[object Object],Control of Monitoring and Measuring Equipment,[object Object],Standards used for Calibrating Monitoring and Measuring Equipment,[object Object]
13,[object Object],23 MANDATORY RECORDS,[object Object],Identify and Enable Calibration,[object Object],Result of Calibration and Verification,[object Object],Internal Audit,[object Object],Monitoring and Measurement of Product,[object Object],Control of Non-conforming Product,[object Object],Corrective Action,[object Object],Preventive Action,[object Object]
Applying Quality Management System (ISO 9001) in Construction Works,[object Object]
QA/QC Concepts,[object Object],Quality Assurance ,[object Object],Quality Assurance (or QA) covers all activities from design, development, production, installation, servicing and documentation. ,[object Object]
QA/QC Concepts,[object Object],Quality Control ,[object Object],Quality control refers to the process,,[object Object],most often implemented in manufacturing,,[object Object], monitoring the quality of finished products through statistical measures and,[object Object], an overall corporate commitment to producing defect-free products. ,[object Object]
QA/QC Concepts,[object Object],Organizational Level. ,[object Object],At the organizational level, QA activities ensure that the program or organization is successful by overseeing the system implementation necessary for individual projects in the program, and making sure activities have the resources they need to be successful.,[object Object]
QA/QC Concepts,[object Object],Project Level (Design, Estimate and Initiation),[object Object],At the project level, QA activities support the success of an individual project by ensuring that accurate information is channeled to the right people at the right time so that decisions can be made during project implementation.,[object Object]
QA/QC Concepts,[object Object],Technical Level. ,[object Object],At the technical level, QA activities ensure that the individual technical activities that generate, process, or synthesize data (or other information) for the decision process are performing within accepted limits. ,[object Object]
ISO 9001:2008,[object Object],QUALITY MANAGEMENT SYSTEM IS ,[object Object],QUALITY ASSURANCE,[object Object]
Roles of QA/QC Department ,[object Object],Verify that requirements are followed,,[object Object],Verify that controlling and checking an activity have been done,,[object Object],Ensure that approved working methods are established,,[object Object],Evaluate the reported principal causes of non-conformances;,[object Object],Evaluate the effectiveness of corrective action, and,[object Object],Determine where improvements are required,[object Object],21,[object Object]
Quality Control ,[object Object],Role of Quality Controller includes:,[object Object],monitoring,,[object Object],Inspection, ,[object Object],reduction of variation, ,[object Object],elimination of known causes, and,[object Object],22,[object Object]
Difference in responsibilities,[object Object],23,[object Object]
Difference in responsibilities,[object Object],24,[object Object]
Difference in responsibilities,[object Object],25,[object Object]
The Organization,[object Object],President,[object Object],Vice President,[object Object],QA/QC Manager,[object Object],Engineering Manager,[object Object],QA/QC Officer,[object Object],Project Manager,[object Object],Auditors,[object Object],Quality Controllers ,[object Object],(Project Engineers),[object Object],26,[object Object]
FUNCTIONS,[object Object],President,[object Object],Vice President,[object Object],Quality Activities Function,[object Object],Construction Work Function,[object Object],QA/QC Officer,[object Object],Project Manager,[object Object],Auditors,[object Object],Quality Controllers ,[object Object],(Project Engineers),[object Object],27,[object Object]
CONSTRUCTION WORK FUNCTIONS,[object Object],President,[object Object],Vice President,[object Object],Project Manager,[object Object],QA/QC Site,[object Object],Project Engineers,[object Object],(Site Supervision),[object Object],Subcontractors,[object Object],CAD,[object Object],28,[object Object]
QUALITY WORK FUNCTIONS,[object Object],President,[object Object],Vice President,[object Object],QA/QC Site Manager,[object Object],Project Site Manager,[object Object],Project Engineers,[object Object],(Quality Control),[object Object],Subcontractors,[object Object],CAD,[object Object],29,[object Object]
As Applied to HOYA Project,[object Object]
As Applied to HOYA Project,[object Object]
As Applied to HOYA Project,[object Object]
Quality Management Objectives,[object Object],zero defect (no defects on project hand-over),[object Object],identify and solve problems before customer does,[object Object],establish true quality control by making quality,[object Object],“built in” and not “inspected in”.,[object Object],33,[object Object]
Why do we do this?,[object Object],For better efficiency,,[object Object],Fewer rejects, ,[object Object],Reduce if not eliminate customer complaints,,[object Object],Improve customer relation,[object Object],Improve supplier relation.,[object Object],[object Object]
 Open Challenge Quick Response,[object Object]
B,[object Object],A,[object Object],Replacement,[object Object],Order Placed,[object Object],Order,[object Object],A,[object Object],B,[object Object],Order Made,[object Object],Order Made,[object Object],B,[object Object],A,[object Object],B,[object Object],B,[object Object],B,[object Object],B,[object Object],B,[object Object],To Customer,[object Object],Delivery,[object Object],Field Testing,[object Object],Delivery,[object Object],Conforming,[object Object],Install,[object Object],Conforming,[object Object],Future repercussions,[object Object],Root Cause,[object Object],A,[object Object],Investigation,[object Object],Non-Conforming,[object Object],B & C,[object Object],B & C,[object Object],B & C,[object Object],Repairs,[object Object],SCRAP,[object Object],QA HOLD,[object Object],Non-Conforming,[object Object],A,[object Object],QA HOLD,[object Object],C,[object Object],C,[object Object],C,[object Object],C,[object Object],C,[object Object],C,[object Object],REPAIR,[object Object],Quality Check,[object Object],Conforming,[object Object],Install,[object Object],To Customer,[object Object],Conforming,[object Object],A,[object Object],Unload Container, Bags,,[object Object],STORAGE,[object Object],Testing,[object Object],Trucks etc,[object Object],Lost Revenue,[object Object],Paperwork/Database,[object Object],Dumping Costs,[object Object],Transport,[object Object],Future Costs (Reclaim/,[object Object],Environment),[object Object],A,[object Object],SCRAP,[object Object],Lost Revenue,[object Object],Dumping Costs,[object Object],Future Costs (Reclaim/,[object Object],Environment),[object Object],Cost of Quality,[object Object],KEY:,[object Object],NORMAL,[object Object],ADDED,[object Object],ADDED,[object Object],COSTS,[object Object],COSTS,[object Object],COSTS,[object Object],36,[object Object]
Reflection,[object Object],Preventing mistakes is much more time and cost-effective than correcting them.,[object Object],37,[object Object]
Action Reflections,[object Object],“Failure to prepare is preparing to fail”,[object Object],“Failure to plan is planning to fail”,[object Object]

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Quality Management In Construction

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Editor's Notes

  1. QUALITY MANAGEMENT PRINCIPLES The quality management principles are a set of comprehensive and fundamental rules or beliefs for leading and operating an organisation. They aim at continually improving performance over long term, by focusing on customers while addressing the needs of all stakeholders.As per the ISO, the following eight quality management principles can facilitate any organisation in creating quality work culture and successful implementation of quality management.1. Customer-focused OrganisationOrganizations depend on their customers. Customer-focused organisations produce products and services that customers need and provide them satisfaction. This can be achieved by the following actions: • Identify customer needs. • Design a product that responds to customer needs. • Produce and deliver the product as per the design. • Enhance after-sales service and handle complaints quickly. • Measure customer satisfaction. • Improve quality to delight the customer.2. LeadershipSenior leaders of an organisation need to set directions and create customer orientation, clear and visible quality values and high expectations. Values, directions and expectations must address all stakeholders. The senior leaders must commit to the development of the entire workforce and should encourage participation, learning innovation and creativity by all employees. Through their personal roles in planning, communications, review or organisation performance and employee recognition, the leaders serve as role models who reinforce values and expectations and build leadership and initiative.3. Involvement of PeopleInvolvement of the people is one way of improving quality and productivity. Involving people at all levels enables their abilities to be used for the benefit of the organisation. This can be done by providing a good corporate work culture, providing an interesting work system and environment, and building the capability of people to perform assigned tasks in the organisation. 4. Process ApproachA desired result is achieved more efficiently when related resources and activities are managed as a process.5. Systems Approach to ManagementIdentifying, understanding and managing a system of interrelated processes for a given objective contributes to the effectiveness and efficiency of the organisation. 6. Continuous ImprovementA permanent objective of the organisation is that it should continuously improve performance by addressing the needs of all the interested parties. 7. Factual Approach to Decision-makingEffective decisions are based on the logical or intuitive analysis of data and information8. Mutually Beneficial Supplier RelationshipThe ability of the organisation and its suppliers to create value is enhanced by mutually beneficial relationships.The main purposes of quality management systems can be summarised as below:• Customer satisfaction/customer delight by assuring the required minimum level of consistent quality.• Satisfying 'internal customers'.• Assuring the management of doing this at minimum possible total cost of quality.• Maximising output to input ratios of processes.• 'Prevention is better than cure' strategy to be implemented.• Improve quality of communication all around.• Develop competent sub-contractors as partners.• Make continual improvement an ongoing feature of the company's culture.
  2. It introduced the sayings "fit for purpose" and "do it right the first time". It includes the regulation of the quality of raw materials, assemblies, products and components; services related to production; and management, production, and inspection processes.
  3. Quality control principles can also be utilized in service industries.
  4. The need for audit Once procedures are established, how can it be ensured that the procedures are being implemented and are effective? What takes the place of inspection in the old system of operation? The answer is a compliance audit.An audit is undertaken to indicate whether a procedure or job instruction is working satisfactorily. Verifying, by audit, that the quality system requirements are being followed throughout the organization and that effective procedures and job instructions are being implemented by all departments or disciplines.Verifying that those responsible for controlling and checking an activity have done so in a systematic manner and that there is objective evidence available to confirm such;Ensuring that all procedural non-conformances are resolved.Ensuring that fundamental working methods are established and that fully approved procedures are developed to cover them and that all departments and personnel are aware of, and have access to, current versions of these procedures.Verifying that all procedures are regularly reviewed and updated as necessary.Determining and reporting the principal causes of quality losses and non-conformances;Determining, with senior management, where improvements are required and, where necessary, recommending the corrective action.
  5. Quality control is the collective term for in-process activities and techniques intended to create specific quality characteristics. These includes monitoring, reduction of variation, elimination of known causes, and efforts to increase economic effectiveness.Quality ControlQuality control refers to the activities associated with the creation of project deliverables. It is used to verify that deliverables are of acceptable quality and that they meet the completeness and correctness criteria established in the quality planning process. Quality control is conducted continually throughout a project and is the responsibility of team members and the project manager.Quality ToolsList any quality-related tools that this project will utilize
  6. Preventing mistakes is much more time and cost-effective than correcting them.