Professional Documents
Culture Documents
Submitted by-
Syed Asad Hassan(A13559015225)
Zeshan Toufiq(A13559015207)
Rajat Malik(A13559015210)
Devesh Verma(A13559015064)
WHY TO IMPLEMENT QUALITY IN CONSTRUCTION PROCESS?
-To promote the use of a quality framework in construction industry for assuring the
quality of the statistical processes and outputs;
-To harmonise the existing quality frameworks for construction industry leading to
the development and implementation of common standards, sharing of good practices for
statistics compilation, and reduced quality reporting burden among producers of cross national
statistics.
-To provide a set of quality assurance methods and tools that can be used for regular
monitoring and evaluation of the quality of statistical outputs across statistical processes
and over time;
Therefore a model for quality in construction would show the elements that should be
considered to achieve quality, a framework would not only present such elements but
would also present ways on how to put them into practice to achieve it and a
methodology would give detailed steps of how to achieve it.
A framework must:
(1) Be able to answer What is quality in construction? (i.e. present the elements
that
constitute quality);
(2) Display a general picture of the activities that could be applied to build in
quality.
(3) Determine the role of various quality improvement methods within the whole
construction
process (i.e. show how to achieve quality).
Quality Frameworks should be-
The major objective of the quality frameworks developed by the international statistical
community to be applied in national statistical systems and/or international organisations is to
guarantee a certain number of minimum requirements.
A framework
should be:
(1) Simple, i.e. user friendly to everyone involved in a project, e.g. customers, designers,
engineers, contractors;
(2) Easy to understand by all the participants in a construction project;
(3) Systematic, i.e. gives guidance on how to perform various activities (e.g. gathering and
organising customer needs) during the stages of the construction process and provides
the necessary methods to support these activities;
(4) Well structured, i.e. clearly presents both the elements that will help to build quality into
projects and the links between them;
(5) Comprehensive, i.e. applies to a great variety of projects and supports the activities
performed during the whole construction process;
(6) Practical, i.e. the relevant participants in a construction project can use it in real situations
without the need of experts, and
(7) Applicable, i.e. it is accepted and perceived as credible and valuable by its users in a
wide variety of building and civil engineering projects.
Figure 1: Quality frameworks and how they relate
Stages in the framework construction
Corporate quality
Corporate quality refers to the image that customers have of an organisation.
The foundations of corporate quality are, therefore, defined at organizational
rather than project level. They proposed that companies should adopt the
manufacturing critical success factors (CSFs) of TQM as indicators of
corporate quality.
From the customer perspective this may be a valuable simplification because the
quality may be the only evidence that customers will have.
The main conclusion from the study was that manufacturing companies had more
experience in the application of such factors. In order to establish whether or not a quality
policy can be used to reect the awareness and use of the CSFs presented in Table 1, five
(from companies that had participated in a previous UK survey Delgado & Aspinwall,
2005) were reviewed.
This was expected since all five companies have been certified to ISO 9001: 2000, which
requires organisations to establish quality policies consistent with TQM principles (ISO
9001: 2000). Consequently, in the framework under development, the quality policy can
be considered as a good indicator of the awareness and use of CSFs within construction
organisations.
Product quality
In terms of projects, the final output of the construction process consists of products and
services, so customer satisfaction at this level will result from both elements.
Service quality
While product quality is mainly associated with the users and occupants of the finished
facility (clients could also be users), in construction clients are the direct recipients of
service quality. Parasuraman (1985) suggested 10 dimensions (see Table 3) for service
quality, which according to Maloney (2002), could be adopted in the construction
industry.
Top Management establishes
the vision of the company, The quality policy, established
the quality policy and the by top management
annual objectives
set of quality
improvement
methods
Design(e.g.architects,civilengineers)
The guidelines and recommendations outlined in this Case Study are intended to
promote the use and convergence of quality assurance frameworks. It is
recommended that each organisation should have a quality framework in place
tailored to its own statistical environment and needs whilst being compatible with
each organisation office wide procedures and rules. Making the quality principles
applied and quality assurance procedures followed in a set of documents.
THANK YOU
Microsoft
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