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CONSTRUCTION QUALITY

MANAGEMENT

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INTRODUCTIONSummary of the course

Basic concepts about quality

Exigencies, Performance, Quality in construction

Quality system in construction

Duties and responsibilities of those involved in construction projects

Importance categories of constructions - starting point in applying qualitymanagement

Checking the quality of projects, Technical report of the: projects,constructed facilities, construction works, Checking the quality ofconstruction works

Construction handover

Checking the construction quality during the Operation and maintenancestage

Basic principles of the Construction quality management

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Basic concepts abou t qual ity

1.1 Meaning of Quality

Quality is a concept that is used in all areas ofeconomic and social life and has special

significance for specific areas or sectors.

Quality is a general term and has been defined indifferent ways by various experts orconsultants in quality (having various

meanings).

Etymologically, the word derives from the Latin as"QUALITAS" which means "way of being".

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Quality (noun or adjective) means:

Dictionaries

1.All features and aspects that make a thing to be what it is, differing

from other things;2.An essential or distinctive characteristic, property, or attribute(good

or bad);

3.Social status, position, or title that gives you a specific right

4. Apersonality or character trait: kindness is one of her many goodqualitiesetc.

Joseph Moses Juran(american engineer, born in Romania, 1904-2008) -Quality = Fitness for intended use. That means "meeting orexceeding customer expectations" ;

Philip Bazard Crosby (1926-2001) -Quality = conformance torequirements (requirements meaning both the product and thecustomer's requirements)";

American Society for QualityQuality is the totality of features andcharacteristics of a product or service that bear on its ability to satisfygiven needs.

Other meanings:

- Doing the right thing right;

- Degree or grade of excellence

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SR ISO 8402:1995Quality management and qualityassurance vocabulary - Quality = the totality of featuresand characteristics of a product or service that bear on its ability

to satisfy stated or implied needs;SR ISO 9000:2006Quality management systems.

Fundamentals and vocabulary - Quality = Degree to

which a set of inherent characteristics fulfills requirements."The standard defines requirement as need or expectation.

Comments:

1 Qualityas noun may be associated with adjectives as bad,

good or Excelent;2 Inherent -means something that exists as a permanent

characteristic;

3 Requirement- need or expectation that is stated, generallyimplied, or obligatory

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The concept of quality has a dualcharacter (subjective and objective)

American Society for Quality:"Quality is asubject iveterm because each person orsector has its own definition orexpectations."

On the other hand, quality has an

object ive feature in that most attributes /performances of a product or service canbe measured.

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The notion of quality is a relative one

Quality = the extent to which an entity (product / service)through its features satisfy a set of requirements.

- If the requirements are high, it is expected that thequality level to be also high.

- On the other hand, the requirements are formulatedtaking into account a "user/customer". What is a goodquality product for a customer can be as bad for anotherone.

Basicaly, the concept of quality can not be determined "in avacuum".

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1.2. Quality approach stages

The concept of "quality"- a notion that

people have operated since ancient times.

Ultimately, it is a philosophical concept

closely linked to other fundamental

concepts, such as good, beautifuland

true.

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Holy Bible/Old Testament/Genesistells

about the creation of the world in six days .

1:31And God saw every thing that he had

made, and, behold, it was very good. And

the evening and the morning were the

sixth day.

Apocrypha" comment- At the end of

each day, once God had finished the work

He has verified that it was well done.

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Code of Hammurabi/ Hammurapi

The Babylonian law code is dating back to about 1772 BCduring the rain of the sixth Babylonian king Hammurabi.The Code consist of 282 laws, carved on a stone stele,hosted today by the Louvre Museum in Paris.

If someone is careless with a dam when watering hisfields, and he floods someone else's by accident, he willpay for the grain he has ruined;

If a builder builds a house, and that house collapses andkills the owner's son, the builder's son will be put to death;

If a builder builds a house, and that house collapses andkills the owner, the builder will be put to death.

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Romnia

One of the first documents related to construction qualityassurance in our country is the "Memorandum on the work

done by the Department of Public Works",issued in Iasi, in1856. This document enabled the Police of private wallsto require the following:

All masons/buiders are not allowed to work untill they get a licence to proof their skill

from the Department of Public Works"; "In future, the walls should be build using briks placed on wide, and those allready made

with brick on edge should be repaired" .

Then, in 1862, by Decree no. 629, prince Alecsandru Ioan

Cuza established in the Department of Public Works anInspection body composed of up to five General Inspectors,to "inspect and control the construction works of alldistricts".

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Contemporary period

In the last millennium, the evolution of the concept of quality wasclosely related to the evolution of mankind, especially in case ofindustries. This became particularly prominent in the last 50 years of20thcentury.

Organizing for InspectionImplies the establishment in the company of a distinct andspecialized department, focusing on the identification and control ofnonconformities.

This way of approaching quality aims not to act on the componentsof the manufacturing process but operates in the reception stage, onthe final product.

This type of organization appeared in end of the 19thcentury.

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Organizing forcontrol

A specific department whose responsibilities cover all stagesof production. Unlike previous approach, the inspection andthe control is performed during the production stage by theworkers, who enable skills of self-controlling their work.

This transfer of competence is accompanied by the transferof equipment and methods, previously owned by inspectors.

During this period, in 1951, there are two reference books inthis field, namely:Armand Feigenbaum: "Quality control:principles, practice and administration" and Joseph Juran:"Guide to quality control."

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Quality assurance and control - Qualitymanagement systemsThis new approach considers quality as a problem of all members of theorganization, not just one department of it.

Quality assurance(QA) is a broad concept that focuses on the entirequality flow including suppliers and ultimate consumers of the product orservice. QAreffers to all those planned or systematic actions necessary toprovide adequate confidence that a product or service will satisfy givenneeds of the customer.

Quality control (QC) has a narrower focus than quality assurance. Qualitycontrol reffers to the use of operational techniques and activities whichsustain the process of producing the product or service with the intent ofeliminating problems that might result in defects or nonconformities.

Quality managementincludes quality assurance and quality control. Itreffers to the totality of functions involved in the determination andachievement of quality. Quality is addressed in a complete manner (all lifestages of the product / service and all parts of the organization in a systemicmanner) by implementing qoality management into the broad managementof organization.

Inspection and quality control is based on the existence of nonconformities,which is to be eliminated on the flow or final, while quality managementassimilates everything that reffers to quality with explicit focus on preventingnonconformities and planning improvements as necessary.

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1.3 Significant moments in the evolution of

quality management 1958: MIL-Q-9858Quality Program Requirements

This document has been approved by the U.S. Department of Defense.This specification was meant to be applied to all supplies or services usedby the Department (apox. 18000 in 1974).

This standard requires the establishment of a quality program by the

contractor to assure compliance with the requirements of the contract.According to it, the program and procedures used to implement thestandard will be developed by the contractor. The quality program,including the procedures, processes and product will be documented andwill be subject to review by the Government Representative. The qualityprogram is subject to disapproval of the Government Representativewhenever the contractor's procedures do not accomplish their objectives.

This delegation of responsibility allowed the U.S. government to stopdirect inspection that requires a lot of inspectors paid by the government.

The principles of this standard can be found in ISO 9001/1987.

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1960: MIL-I-45208 Inspection System Requirements

This specification establishes requirements forcontractors' inspection systems.These requirements pertain to the inspections andtests necessary to substantiate product conformanceto drawings, specifications and contract

requirements and to all inspection and tests requiredby the contract.

In U.S. this Quality management standard is still verypopular because it is the least time consuming toimplement (comparasing to ISO 9001)

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1961: Total Qual ity Con trol - Armand

Feigenbaum

A. Feigenbaum (american expert and businessman, born

1922) developed the concept Total Quality Control (TQC),

later known as Total Quality Management (TQM).

- TQC is an effective system for integrating the quality development,

quality maintenance, and quality improvement efforts of the various

groups in an organization so as to enable production and service at the

most economical levels which allow full customer satisfaction .

-He advocated thatBecause quality is everybody's job, it maybecome nobody's job, therefore quali ty mu st be act ively managed

and have visib i l i ty at the highest levels of m anagement.

-He also developed the concept of Quality Costs

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1979 -1981U.K.: B.S. 5750BritishStandard on Quality Systems

Acording to this standard, any quality managementsystem should be recorded and documented and mustprovide premises for preparing a Quality manual, whichmust become a description of how the organizationconducts its business.

Quality manual contains procedures and interfacesbetween functional departments. It must be sufficientlydetailed to be used to audit the system to check if itworks and is fit for purpose.

Such a quality system must include a methodology foreliminating the causes that generate nonconformities inproducts / services by applying appropriate correctiveactions.

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1987ISO quality standards ISO is a Greek word that means equal

ISO comes from International Organisation for Standardization, avoluntary

body headquartered in Geneva whose purpose is to set internationalstandards (it has representation from more than 100 countries)

ISO was formed in 1946 in Geneva, Switzerland. The ISOs intention wasto promote the development of international standards and related activitiesso as to encourage the increased trade of products and services betweencountries.

ISO purpose :

- Harmonise standards at international level

- Ensure consistency of output

- Make organisations more competitive by reducing wastage at variousplaces in the company

ISO 9000 Standards - a set of harmonised standards on Quality. The ISO9000 series of standards are process orientedand not written "down to theworking level". The standard does not say anywhere "how" to do anything.All it says is "what" needs to be done. It is up to the organization itself todetermine "how" the "what" requirements of the standard are to beaddressed.

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Evolution of ISO 9000 standards

At the beginning, in 1987, ISO 9000:1987 had a very similar structure as the UKStandard BS 5750 ( with three 'models' for quality management systems) and as theU.S. Defence Standards .

The ISO 9000 standard is continually being revised by standing technical committeesand advisory groups, who receive feedback from those professionals who areimplementing the standard. The 2000 version made a radical change in thinking byactually placing the concept of process management.

In Romania, ISO 9000 standards are known as SR EN ISO ----.

The basic standards of this kind are:

- SR EN ISO 9000/2005: Quality management systems. Fundamentals andvocabulary

- SR EN ISO 9001/2008: Quality Management SystemRequirements

- SR EN ISO 9004/2009: Managing for the sustained success of an organization. Aquality management approach" Quality Management SystemGuidance forperformance improvement.

- SR EN ISO 19011/2011:Guidelines for quality management systems auditing andenvironmental management systems auditing

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1.4 Quality management premises

Quality management methods are based on Americanideas during the "boom" industry from the early 1920s.Quality management has evolved in a growing economicenvironment.

Quality management does not bring prosperity to abankrupt organization, but assures an advantage in ahighly competitive environment where there is virtually noquality problems.

On the other hand, in terms of methods, a qualitymanagement approach can not evolve unless the earlierapproaches (inspection / control and quality assurance)have not been assimilated before.

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Experience reveals that over 85% of quality

problems are caused by defects in the

system (organization).

Responsibility for the organization, efficient

operation and improvement is theresponibility of the General Manager, who

must ensure the development of following

premises:

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Changing employee approach about quality- prevention isless costly than repair. Every employee has to be able toprove that they are involved up to the level of their

responsibility, and that they know their role in making theirparticular work area successful;

Design of an efficient Organization structure and properfunctioning of the quality system.This implies that thegeneral manager should clearly define the objectives, ensure

the preparation of plans, programs and procedures to achievethe objectives, assign tasks, delegate authority and resourcesand factual approach to decision making;

General manager should inform about he quality objectivesand policies;

Periodic review of documentation

Provide sound information, specification andrequirements for all the sequences of the work;

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Evaluation and selection ofsuppliers;

Performing manufacturing operations undercontrolled conditions;

Production department to be consulted by themarketing department about the ability to meetthe quality requirements;

Keeping under control the systemsdocumentsand records;

Ongoing analysisof customer complaints andrejected products to determine the causes that

generated them; Revision and evaluation of the system through

systemaudits.

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1.5 Factors influencing quality

Design and developmentset the basis for identifying thecustomers needs and for continual improvement;

Resources(human resource, equipment, materials, soft products)determines the quality of future products/services;

Technologyprocesses, and documents together with requiredverification, validation, monitoring, measurement, inspection and testactivities specific to the product and the criteria for productacceptance;

Managementcreate an environment where people are fully involved

and in which a quality management system can operate effectively.

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1.5. Terms and definitions about quality(based on ISO 9000)

Quality: degreeto which a set of inherent (permanent)

charecteristics fulfils requirements; Requirement: need or expectation that is stated, generally

implied or obligatory.

COMMENTS:

- Requirements forproducts/servicescan be specified by customers orby the organization in anticipation of customer requirements, or byregulation (technical specifications, product standards, processstandards, contractual agreements and regulatory requirements).

- Because cu stom er needs and expectat ions are chang ing, andbecause of competitive pressures and technical advances, organizations

are driven to improve continually their products and processes.- Requirements for qual ity m anagement sys temsare specified in ISO

9001. Requirements for quality management systems are generic andapplicable to organizations in any industry or economic sectorregardless of the offered product category. ISO 9001 itself does notestablish requirements for products.

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Management: coordinatedactivities to directand control an organization;

COMMENTS:

- Management is the process of achieving an organizationsgoals as eff ic ient ly as poss ible, through the coo rdinated

performance of f ive speci fic fu nct ions : p lanning , organizing,

staff ing, direct ing and con trol l ing .

Quality management: component ofmanagement responsible with the directingand controlling the organization with regardto quality;

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System: set of interrelated or interacting elements;

Management system: system to establish policy andobjectives and to achieve those objectives.

COMMENT:- A management system of an organization incloudes differendsub-systems such: quality management system, financialmanagement system, project management system, etc;

Quality management system: management system todirect and control an organization with regard to quality;COMMENTS:

- The quality management system approach encouragesorganizations to analyse customer requirements, define theprocesses that contribute to the achievement of a product which

is acceptable to the customer, and keep these processes undercontrol. A quality management system can provide the frameworkfor continual improvement to increase the probability ofenhancing customer satisfaction and the satisfaction of otherinterested parties. It provides confidence to the organization andits customers that it is able to provide products that consistently

fulfil requirements.

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Quality policy: overall intentions and directionof an organization related to quality and formally

expressed by top management.

Quality planning: part of quality managementfocused on setting quality objectives andspecifying necessary operational processes andrelated resources to fulfill the quality objectives;

Quality control:part of quality managementfocused on fulfilling quality requirements;

Quality assurance:part of quality managementfocused on providing confidence that qualityrequirements will be fulfilled;

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Quality improvement: part of qualitymanagement focused on increasing the ability tofulfill quality requirements.

COMMENT:- Quality requirements can be related to aspects such as

effectiveness, efficiency or traceability.

Effectiveness: extend to which planned

activities are realized and planned resultsachieved.

Efficiency: relationship between the resultachieved and resources used.

Traceability: ability to trace the history,application or location of that which is underconsideration.

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Inspection: conformity evaluation byobservation and judgment accompanied as

appropriate by measurement, testing orgauging.

Verification: confirmation, through the

provision of objective evidence, that specifiedrequirements have been fulfilled.

Validation: confirmation, through the

provision of objective evidence, that therequirements for a specific intended usehave been fulfilled.

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Organization:group of people and facilities withan arrangement of resposibilities, authorities andrelationships. EXAMPLE: company, firm,enterprise, institution, charity, association, soletrader.

Organizational structure:arrangement of

resposibilities, authorities and relationshipsbetween people.COMMENTS:

- Examples of formal expression of the organizationalstructure are: organizational chart, quality manual or a

quality plan for a project.- Organizat ional chart(often called organigram(me)) is a

diagram that shows the structure of an organization andthe relationships and relative ranks of its parts andpositions/jobs.

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Medium or large construction company

- Functional Structure -

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Divisional/Product/Project Structure

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Process: set of interrelated or interacting activitieswhich transforms inputs into outputs;

COMMENTS:

- Any activity, or set of activities, that usesresources to transform inputs to outputs can be

considered as a process. For organizations tofunction effectively, they have to identify andmanage numerous interrelated and interacting

processes. Often, the output from one process willdirectly form the input into the next process. The

systematic identification and management of theprocesses employed within an organization andparticularly the interactions between suchprocesses is referred to as the processapproach.

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Model of a process-based QMS (ISO 9000)

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Product: result of a process.COMMENTS:

Product means:

- Hardware: construction (parts);

- Services;

- Software;

- Processed materials.

Project: unique process consisting of a set ofcoordinated and controlled activities with start andfinish dates, undertaken to achieve an objective

conforming to specific requirements, includingvarious constrains (time, cost, resource, legal,etc). The result of a project may be one or severalunits of products.

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Procedure: specified way to carry out an

activity or a process. Procedures can be

documented (written) or not.

Conformity:fulfillment of a requirement;

Nonconformity:non-fulfillment of a

requirement.

Defect: non-fulfillment of a requirementrelated to an intended or specified use.

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Preventive action: action to eliminate thecause of a potent ia lnoncoformity or other

undesirable potential situations. Corrective action: action to eliminate the

cause of a detectednoncoformity or other

undesirable situations.

COMMENTS:

- There can be more than one cause for a

(potential) nonconformity;- Preventive action is taken to prevent occurance

whereas corrective action is taken to preventrecurrence.

C i i li i d d

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Correction: action to eliminate a detectednonconformity.

COMMENTS:

A correction may consist in: rework, regradeor repair.

- Rework: action on a nonconforming product to make itconform to the requirements;

- Regrade: alteration of the grade (level of qualityrequirements) of a nonconforming product in order tomake it conform to a new set of requirements, differingfrom the initial ones;

- Repair: action on a nonconforming product to make itacceptable for the intended use. Repair reffers to apreviously conforming product to restore it for use (ex.As a part of maintenance). Unlike rework, repair canaffect or change parts of the nonconforming product.

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Specification: document (information and itssupporting medium) stating requirements.

COMMENTS:A specification can be related to:

- Act iv i t ies: procedure document, process/testspecificationaction;

- Products: product/performance specification, drawings.

Quality manual:document specifying thequality management system of an organization.

Quality plan: document specifying whichprocedures and associated resources shall beapplied, by whom and when to a specific project,product, process or contract.

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Record: document stating results achieved or providingevidence of activities performed. Records may be usedto document traceability and to provide evidence ofverification, preventive action and corrective action.

Audit: systematic, independent and documentedprocess for obtaining audit evidence (information suchas records or statements of facts) and evaluating itobjectively to determine the extend to which audit criteria

(policies, procedures or requirements) are fulfilled.

COMMENTS:

Audits may be:

- Internal (f irs t party ) audits: are conducted by the organization itself

for internal purposes;- Externalsecond par ty audi ts: are conducted by parties havingan interest in the organization (costumers);

- Externalthird party audits: are conducted by externalindependent organizations to provide certification of conformity withthe provision of a standard (ex. ISO 9001).