Planning and Organising Two

Transcription

1 Planning and Organising Two Quality Assurance and Control Presenter Tony Bosnich 2015 Unitec New Zealand DEPARTMENT OF CONSTRUCTION

2 Quality Learning outcomes 1. Define quality for a part of a project and for the total PROJECT 2. Create a quality control procedure 3. Create a quality assurance process >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT OF CONSTRUCTION

3 Definition What is Quality? Fitness to purpose In construction it is providing a building which provides an appropriate quality for the purpose for which it is intended The cost of the building is also a reflection of the expectations of quality The time available for construction the building also will have a bearing on the quality

4 Defining Quality Quality is.. what the customer wants being Fit for use? (Juran) Conformance to Requirements (Crosby) Quality is not. just being the most expensive being the rarest an act, it s a habit (Aristotle) an accident (Ruskin) The customer is the next person in the chain DEPARTMENT of CONSTRUCTION

5 Quality How control do - we have do this? established the desired quality expected next we consider how to achieve this. 3 elements To produce a building which satisfies the client To produce a building where quality is related to price To produce a building in which sufficient time is allowed to obtain the desired quality

6 Planning for Quality Like most aspects of construction management quality control has to be planned. Planning seeks order and a QC system for a construction project reflects this sense of order Remember time spent in planning is always recovered by doing it right the first time Lack of planning or inadequate planning is one of the largest avoidable costs of any project 6 >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT DEPARTMENT OF CONSTRUCTION

7 Why implement Quality systems? Success of competitors who take quality seriously Rising expectations of customers Quality differentiates companies from the competition Narrowing of supplier bases by quality conscious companies Growing evidence that growth in market share comes from sustained quality. Cost advantages High cost of catastrophic failure Inspection poor substitute for right first time >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

8 Development of Quality Management Inspection 1 Quality Control 2 Quality Assurance 3 TQM 4 Identifying corrective actions, identify sources of nonconformance Develop quality manual, process performance data, selfinspection, product testing, basic quality planning, use of basic statistics, paperwork control Quality systems development, advanced quality planning, comprehensive quality manuals, use of quality costs, involvement of non-production operations, failure mode and effects analysis, SPC. Policy deployment, involve supplier & customers, involve all operations, process management, performance measurement, teamwork, employee involvement >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

9 Basic Principles of TQM Approach Scope Scale Philosophy Standard Control Theme Management Led Company Wide Everyone is responsible for Quality Prevention not Detection Right First Time Cost of Quality On going Improvement

10 Defining Quality for A successful project WHY? On Time On Budget To the required Quality Communication Progress Milestones Completion date Progress claims Final Costs Meets Building Code Overall design Timely workmanship Clear In sympathy with existing style Tidy Trade standard HOW? Provides sufficient space and flow 10 Unitec New Zealand

11 Main Aim Descriptor Sub-Descriptor Sub-sub Descriptor Standard By whom By when Done On Time Milestones Completion +/- 5 days +/- 2 days PM PM Every 2 weeks End of project A successful project On Budget In line with progress Final costs +/- 20% +/- 10% PM/QS PM/QS Every 2 weeks End of project To the Desired Quality Workmanship Comms Tidy Timely Timely Cleans up Doesn t hold up others When client wants it PM / trade PM Daily Daily Daily Overall Design Clear Style Space/flow Documented every day language PM/ AT Project start Project end 11

12 Summary Quality is fitness for use (Joseph Juran) Quality is conformance to requirements (Philip B. Crosby) Quality of a product or services is its ability to satisfy the needs and expectations of the customer >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

13 Fishbone diagrams Poor mark Poor time Management Did not achieve handover date Poor cost management Unsuccessful project Did not achieve milestones Adjust Customer your needs not plan completely defined Expectations of trades not met Did not agree variations Poor Quality management Indoor /outdoor flow not achieved Unitec New Zealand 13

14 Five stages Establishing the desired quality standard required by the client, local TA or your company Decide how to achieve the required results, i.e. methods equipment, materials, personnel. Construct the building right first time Correct any quality deficiencies progressively Provide for long term quality control by establishing systems and developing a quality culture >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

15 Cost of quality Costs associated with implementing quality control systems need to be clearly identified. Fall into three categories Failure cost, the cost of demolishing and rebuilding, delays to production, delays to other teams of workers. Appraisal cost, monitoring, inspections and testing. Prevention cost, design improvement, training, reduction of failure costs, more maintenance >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

16 Quality Assurance Advanced planning, recognition of costs Ensuring that quality is defined and documented Planning and holding site meetings to discuss quality issues monitor that Quality Control is taking place Optimisation of quality checking procedures Monthly improvement meetings Unitec New Zealand 16

17 TQM Project Commitment Continuous improvement, prevention based Project charters requiring improvement events to embedded in routine tasks Conducting Post Occupancy Evaluations Unitec New Zealand 17

18 ISO 9000 Systems Approach a) determining the needs and expectations of customers and other interested parties; b) establishing the quality policy and quality objectives of the organization c) determining the processes and responsibilities necessary to attain the quality objectives; d) determining and providing the resources necessary to attain the quality objectives; e) establishing methods to measure the effectiveness and efficiency of each process; f) applying these measures to determine the effectiveness and efficiency of each process; g) determining means of preventing nonconformities and eliminating their causes; h) establishing and applying a process for continual improvement of the quality management system.

19 ISO Evaluating quality management systems When evaluating quality management systems, there are four basic questions that should be asked in relation to every process being evaluated. a) Is the process identified and appropriately defined? b) Are responsibilities assigned? c) Are the procedures implemented and maintained? d) Is the process effective in achieving the required results?

20 Quality Assurance QA is the mechanism put in place to ensure that the construction process conforms to the requirement of the quality management system. QA defines the organisation structure, tasks, and duties for this implementation In the mid 1980s a survey of quality problems on UK construction sites concluded the following 50% design,40% Construction,10% Product failure. This has changed dramatically now due to better QA systems >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

21 Design faults Misunderstanding the clients brief to develop the design. Using out of date or incorrect design data Misunderstanding of clients expectation of quality standards Lack of co ordination between design consultants Loose or inappropriate specifications Construction faults Poor workmenship Misunderstanding requirements Lack of control and supervision Lack of planning Taking short cuts Lack of resources >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

22 There are some template systems available on line >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER