SPECIFICATION & QUALITY SYSTEM

Satya Narayan Shah

B.Sc. In Mechanical Engineering (India) MS in Manufacturing Engineering & Management (UK) Email: er.snshah@gmail.com snshah@wlink.com.np

Specification
The act of specifying, a detailed, exact statement of particulars particulars, especially a statement prescribing materials, dimensions, and quality of work for something to be built, installed, or manufactured.
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Specification
Specifications are a part of contract documents limiting and describing the risks and responsibilities. It is the document where the level of intended quality is specified specified. It is clear and concise description of materials and workmanship. If required the specifications are attached with proper drawings and other related documents They should be non-discriminatory. 3

Specification Purposes
Specifications help to avoid lengthy description in the Bill of Quantities. They guide Bidders about the clients intended quality requirements and to arrive them at fair price. Formation of contractual obligations as to what exactly the clients want. li t t Help the supervisors and commissioning and testing team. It guides to achieve the required total quality and performance of the end product. It helps the Contractor/ Supplier to workout the rates and prices for bidding the contract. It helps the Engineer/ Employer to monitor and control the 4 quality of end product.

Specification Purposes
It provides as basis for the quality assurance and quality management. It provides as basis for establishment of necessary laboratory for quality check. It provides basis for dialogue between the Contractor and the Engineer to agree or disagree for quality of materials and works. It may also become a basis for disputes between the Contractor and the Engineer. It is basis for the Engineer to approve or reject materials or works Clear specifications will result in less Claims, 5 Disputes and Litigation problems

Specification

Thats why, the specifications are to be written by an experienced professional.

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HOWSPECIFICATIONSAFFECTPROCUREMENTPROCESS
EFFECTON: POORLYWRITTEN: WELLWRITTEN:

NUMBEROFBIDDERS

Overlybroadorrestrictive specifications. Deterpotentialbidders. Increasecosts. Decreasechanceof desiredresults. Easilymisinterpreted. Opentochallengeand protestbyunsuccessful bidders.

Complete,clearconcise specifications. AttractMANYAND QUALIFIEDbidders.

Preparation of Specification
Language: Simple and clear, same tense Brief: as brief as possible. Standard articles code books specified by references, no need of explanation. Fairness: fair to all parties. Clear Requirement: Express requirement clearly No repetition: Repetition of information should be avoided. Unnecessary text: Inapplicable text should not be included.
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EVALUATION PROCESS/PROTESTS

SHARPSPECIFIC CRITERIA Easiertoevaluate. p y Minimizespossibilityof protests. Reasonablerequirements lowerassumptionofrisk bybidders. Welldefinedeffortleads toafirmfixedprice contract. Welldefinedspecifications leadtomorecontroland easieradministration. 7

BIDDERRISK

Unreasonablerequirements higherriskandhighercosts.

TYPEOFCONTRACT

Uncertainamountofeffort leadstocostreimbursement contract. Unclearinaccuratespecifications leadtomanagementproblems.

ADMINISTRATIONOF CONTRACT

Preparation of Specification (contd)

Inclusions: Inclusion of proper paragraphs for specification of materials, Major Components, Installations, Tests and Commissioning, After sales service, Guarantee/Warranty. Standard Size: Commercial sizes should be specified as far as possible. Brand/Model: Any particular brand or model should not be specified as f as possible. If it i quoted, options and ifi d far ibl is t d ti d choice should be given. Use of standard specifications reduces the chances of ambiguity and also makes easier for preparation of specification. If the standard specification does not cover the requirement, in such cases specific specifications has to be prepared.
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Preparation of Specification
Example Vehicle
Type Sedan, Hatchback, General - Seating capacity, Engine Power, C.C etc. Transmission 4 speed, 5 speed T i i d d Spec Steering Manual, power Car Options AC, Non AC, Warranty - Period to be covered

Spec BIV
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Specification to be required to describe the desired performance, and not t reduce d t to d competition.
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QUALITY

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QUALITY?
The common element of the business definitions is that the quality of a product or service refers to the perception of the degree to which the product or service meets the customer's expectations: Quality has no specific meaning unless related to a specific function and/or object Quality is a perceptual, conditional and somewhat subjective attribute

Quality Concepts
For Design
*Aesthetics (good design taste) *Functionality (design does what it is intended to: meet building code requirements) *Safety (safe for occupiers; meet building code requirements) * Cost (within clients budget)

Quality Concepts
For Construction
Workmanship (quality of

Quality Concepts
Zero Defects states that there is no tolerance for errors within the system. The goal of all processes is to avoid defects i th d f t in the product or service d t i
The Customer is the Next Person in the Process based on providing the internal organization a system that ensures the product or service is transferred to the next person in the process in a complete and correct manner

constructed work) Integrity (according to drawings and specifications) Completion time in the project according to clients requirements

Quality Concepts
Continuous Improvement Process is a holistic approach to an organization that focuses on principles while making the process improvements Process Capability in evaluating the processes which will be used to produce a system, it is essential that the process be capable of performing the required functions to achieve the desire outcome.

The definitions
American National Standards Institute/International Organization for Standardization/American Society for Quality (ANSI/ISO/ASQ) A8402-1994.

QualityThe totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs.

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The definitions
Quality assurance (QA) Planned and systematic activities implemented within the quality system and demonstrated as needed To provide adequate confidence that an entity will fulfill requirements for quality. There are both internal and external purposes for quality assurance.
Internal quality assurance, within an organization, provides confidence to management. External quality assurance, in contractual or other situations, provides confidence to the owner or others (such as building code officials or government agencies). 19

The definitions
Quality control (QC): Operational techniques and activities; to fulfill the requirements for quality. for monitoring the process and eliminating causes of unsatisfactory performances at all stages to result in economic effectiveness. Quality plan: Activities to establish the objectives and requirements for quality. It usually is project specific and makes reference to the quality manual. Quality policy: A statement of an organizations objectives and 20 commitment to quality.

The definitions
Quality system: The organizational structure, responsibilities, procedures, processes, and resources needed to assure that an organizations quality objectives are met. Consists of the owners internal policies and procedures for contracting, the (project) quality plan, and the quality manuals. Quality manual: A document that states company policy and describes the quality system of an organization.
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PROJECT QUALITY MANAGEMENT is viewed as a total commitment to manage a firms resources to achieve the highest levels of performance in everything in which the firm is involved. provides all the tools to make sure your id ll th t l t k project turns out as planned harnessing everyones effort to achieve zero defects at lowest cost, and zero defects means continually satisfying customer requirements

PROJECT QUALITY MANAGEMENT is a method for ensuring that all the activities necessary to design, develop and implement a product or service are effective and efficient with respect to the system and its performance

Why quality management?

The management of projects and contracts by all customers and service providers to consistently achieve the required outcomes; A better customer service approach by service providers; Continual improvement in the delivery of project and contract outcomes; and A consistent approach by agencies in specifying, and service providers in providing/implementing, Quality Management Systems, Quality Management Plans (including design plans), and Inspection and Test Plans, and in monitoring their implementation.
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THREE MAIN COMPONENTS OF QUALITY MANAGEMENT

1) QUALITY CONTROL

Why Quality Control?

In construction and manufacturing industries, quality control and quality engineering are involved in developing systems to ensure products or services are designed and produced to meet or exceed customer requirements. These systems are often developed in conjunction with other business and engineering disciplines using a cross-functional approach.

It is a process of diagnosis and cure. As the facility is erected and commissioned it is checked against the specification to ensure that it is of the required standard, and any variance are eliminated. The activities by which this is done must be (a) planned, (b) tested, ( c) recorded and, (d) analysed.

Planned: quality control consumes resources, and so activities must be planned so that those resources are allowed for in the projects estimated and are available to conduct the tests at the right time

Quality Control - making sure things are done according to the plans, specifications, and permit requirements. monitoring specific project results to determine if they comply with the relevant quality standards and identify ways to eliminate causes of unsatisfactory performance
1. Input 2. Works results Quality Mngt Plan Operational Definition 3. Outputs Quality Improvements Acceptance Decisions Rework Completed Checklist Process Adjustments

Basic Quality Control Tool: Cause and Effect Diagram (Fish Bone Diagram)

Machine

Method

Man

Problem Statement

Checklist Tools and Techniques Inspection Seven New Quality Control Tools

Management

Environment

Material

(Pareto Analysis, Data Tables, Cause-Effect Analysis, Trend Analysis Histograms, Scatter Diagrams, Control Charts) and other Management Tools and Techniques

Basic Quality Control Tool: Cause and Effect Diagram (Fish Bone Diagram)
Machine Method Man

Control Cycle
Poor Training Bad Attitude
Problem

Work Cutter

Too Slow Speed Too Fast

Wrong Sequence

Gather Facts & Data

Statement

Poor Supervision Too High Poor Planning Temp Too Low Material Damage

Take corrective action and re-plan Analysis of Data and Progress

Incorrect Material

Management

Environment

Material

Predict likely outcome of current course of project

CONTROL INFORMATION PROVIDES A BASIS FOR MANAGEMENT DECISIONS, AND THE FOLLOWING REQUIREMENS SHOULD BE SATISFIED BY AN EFFECTIVE CONTROL SYSTEM:

Gather Facts & Data Take corrective action and re-plan Analysis of Data and Progress Predict likely outcome of current course of project

THREE ELEMENTS TO BE CONTROLLED IN A CONSTRUCTION PROJECT

It should draw immediate attention to significant deviations from what is planned true and meaningful comparisons must be possible the information should indicate what corrective action is necessary, and by whom the action should be taken key areas of control must be chosen with care, so that the results of control are worth the time and effort

Progress vs Time Cost Tender Budget C t vs T d or B d t Quality vs Specification

TIME

CONTROL COST

QUALITY

QUALITY CONTROL
Quality control in a construction project should aim at satisfying the clients stated needs and requirements. QC must be exercised during all stages of a project
BRIEFING STAGE DESIGNING STAGE TENDERING STAGE CONST. STAGE

THREE MAIN COMPONENTS OF QUALITY MANAGEMENT

2) QUALITY ASSURANCE

COMMISSIONING STAGE

OVERALL CONTROL DECISION MAKING

Refers to planned and systematic production processes that provide confidence in a product s suitability product's for its intended purpose. It is a set of activities intended to ensure that products (goods and/or services) satisfy customer requirements in a systematic, reliable fashion

inspection

Special test

Why Quality Assurance?

What Is Quality Assurance?

Quality assurance is about being in control of all major areas of your business (key processes) so that you can assure quality. quality Being in control also reduces variation, which improves quality. Control and variation reduction is accomplished using various methods.

A good quality assurance system in the construction will: Identify objectives and standards Be multifunctional and prevention oriented Plan for collection and use data in a cycle of continuous improvement Plan for the establishment of and maintenance of performance measure

Quality Assurance - evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards
1. Input 2. Quality Management Plan Results of quality control measurement Operational Definitions

QUALITY ASSURANCE = P-D-C-A CYCLE OR DEMING CYCLE

Plan:
Documented processes via quality procedures & quality plans

Act:

Tools and Techniques Quality Planning (Tools and Techniques) Quality Audits

Act upon the results by implementing CAPA & conducting Management Reviews.

Do: Work
systematically by following your procedures.

3.

Outputs Quality Improvements

Check: Verify with

quality audits & by documenting Non-conformances

Quality Assurance have a little value if the systematic methods were not properly managed that includes:

Quality Assurance have a little value if the systematic methods were not properly managed that includes: Non-conformance Tracking: To monitor and track quality issues to ensure that defects are kept from your customer CAPA (corrective action and preventative action): To correct flawed processes (i.e. qualityprocedures) when detected via audits and non-conformance tracking to prevent defects from reoccurring.

Document Control: To ensure

employees have the correct procedures and the procedures are properly maintained.

Audits: To verify quality procedures are

being followed. .

Quality Assurance have a little value if the systematic methods were not properly managed that includes:

THREE MAIN COMPONENTS OF QUALITY MANAGEMENT

3) QUALITY IMPROVEMENT

Management Review: Reviewing quality system data (performance) (quality t i ) t d t ( lit metrics) to determine if the i th quality system is working and if it is not, taking the appropriate action to improve the system.

These cover product improvement, process improvement and i d people based improvement.

Quality Improvement - includes taking action to increase the effectiveness and efficiency of the project maintaining and improving the current standard
1. Input 2. Quality Improvement Philosophy and Principles

Continuous Improvement
The plan-do-checkact cycle is the basis for quality improvement. Quality improvement initiatives can improve the quality of project management as well as the quality of the product.

Tools and Techniques Suggestion Scheme 5s (Sort, Systematize, Sweep, Sanitize, Self-Discipline) Work Simplification (Work Measurement & Work Study) Quality Circle ISO 9000 (Quality Management System Standards)

3.

Output Improved Quality Standard

Plan-Do-CheckPlan-Do-Check-Act Cycle
PLAN QUALITY PLAN
Quality Plan (PLAN) 1. Inputs 1.1 Quality Improvement 1.2. Quality Policy 1.3 Project Description

CONSTRUCTION PROJECT QUALITY MANAGEMENT

Quality Assurance (DO) 1. Inputs 1.1 Quality Improvement 1.2. Results of Quality Control C t l Measurement 1.3 Operational Definitions 2. Tools and Techniques 2.1. Quality Planning 2.2 Tools and Techniques 2.3 Quality Audits 3. Outputs 3.1 Quality Improvement

Quality Control (CHECK) 1. Inputs 1.1 Work Results 1.2. Quality Mgt Plan 1.3 Operational Definition 1.4. Checklist 2. Tools and Techniques 2.1. Inspection 2.2 Seven New Quality Control Tools 2.3 Other Quality Mngt Tools and Techniques 3. Outputs 3.1 Quality Improvement 3.2 Acceptance Decision 3.3 Rework 3.4 Completed Checklist 3.5. Process Adjustments

Quality Improvement (ACT) 1. Inputs 1.1 Quality Improvement Philosophy and Principles 2. Tools and Techniques 2.1. Suggestion Scheme 2.2. 5S 2.3 Work Simplification 2.4. Quality Control Circle 2.5. ISO 9000 3. Outputs 3.1 Improved Quality Standard

ACT QUALITY IMPROVEMENT

DO QUALITY ASSURANCE

1.4. 1 4 Standard Regulation 2. Tools and Techniques 2.1. Benefit/Cost analysis 2.2 Benchmarking 2.3 Flowcharting 3. Outputs 3.1 Quality Mgt Plan 3.2 Operational Definitions

CHECK QUALITY CONTROL

3.3 Checklist 3.4 Quality Bassline 3.5. Quality Checklist 3.6. Project Management Plan (Update)

Four Step Approach to Quality Improvement

1) Step one: Identify > Determine what to improve 2) Step two: Analyze > Understand the problem ) p p yp 3) Step three: Develop > Hypothesize about what changes will improve the problem and develop solution strategy based on these changes 4) Step four: Test and implement > Test the hypothesized solution

TYPICAL CONCRETE QUALITY CONTROL PLAN

Name of the Project: Contractor: (Name)/(Address) Personnel: QC Officer, Technicians: (Name & Company) A. LABORATORY(Give description of the laboratory floor size and the equipment therein). Materials and Inspection (List the source of all materials to be used in the manufacture of the concrete). Mix Designs Concrete Plant Material Sampling Frequency and Testing (Note: Refer to Concrete Quality Control Responsibilities) Testing-(All tests will be performed in accordance with the following ASTM specifications) Mix Production Establish (Equipment made and model) Reporting of Test Results Control Charts

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Non-conformance
This photo shows a water line crossing under a sewer line. This arrangement violates health codes because a sewer leak could contaminate the water line below.
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Non-conformance
Due to improper form work a deformed casting performed

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Nonconformance
Location:Gatefor

Nonconformance
Location:Extensionof Canaland Distributaries Conditionfound:The reinforcementbars havebeenleft ha ebeenleft uncovered

Distributaries
Conditionfound:

Weldingworkisof verylowquality

IMPROPER WELDS

Exposed reinforcement bars

Nonconformance
Location:Extensionof Canaland Distributaries Conditionfound:Form worksandcastinghave beenfoundbelow beenfoundbelo designstandard, honeycombformation.

Nonconformance
Location:Extensionof CanalandDistributaries Conditionfound:Form worksandcastinghave beenfoundbelowdesign standard,honeycomb formation. formation ProposedDisposition:

Honeycomb formation

plastertheroughsurfaces tosmoothenthem. Unevencastingshouldbe chiseledtomakeittothe Uneven and damaged properlevel.

sections due to improper formworks

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