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TRENT GLOBAL UNIT 5:SITE QUALITY MANAGEMENT

TRENT GLOBAL UNIT 5:SITE QUALITY MANAGEMENT · UNIT 5:SITE QUALITY MANAGEMENT. ... and selection,purchasing,expenditure,shipping,receiving ... vendors,writingpurchaseorders,receivingmaterials

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TRENT

GLOBAL

UNIT 5:SITE QUALITY MANAGEMENT

TRENTGLOBALUNIT 5 SITE MANAGEMENT QUALITY

UNIT 5: SITE MANAGEMENT QUALITY

5.1 INTRODUCTION

5.2 QUALITY MANAGEMENT SYSTEMS

5.3 QUALITY SYSTEM CONCEPTS

5.4TOTAL QUALITY IN CONSTRUCTION

5.5 QUALITY MANAGEMENT STRATEGIESANDTECHNIQUES

5.6 MATERIALS MANAGEMENT

5.7 MATERIALS PROCUREMENT PROCESS

5.8 DELIVERYAND LOGISTICS

5.9WASTE MANAGEMENT

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5.1 Introduction

The history of the industry is such that time and cost are the essentials, be itfrom the Developer or Contractors’ point of view.

Both quantity and quality of managerial resources available to an organization

generally determine efficiency.

Due to the importance of quality management, strategic planning andappropriate appointment of management personnel is absolutely necessary.

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5.2 Quality Management Systems

Quality management systems can assist in enhancing customer satisfaction,Customers’ needs and expectations are expressed in product specifications andcollectively referred to as customer requirements. Ultimately the Customerdetermines the acceptability of the product.

QMS encourages Organizations to analyse customers’ requirements. It provides the

framework for continual improvement to increase the probability of enhancing

Customer satisfaction.

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The approach to develop and implement QMS are as follows:

a)Determining the needs and expectations of Customers and other interested parties.

b)Establishing the quality policy and objectives of the Organisation.

c)Determining the necessary to attain the quality objectives.

d)Determining and providing 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

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g) Determining means of preventing non conformities and eliminating their causes.

i) Establishing and applying a process for continual improvement of the qualitymanagement system.

• With the system in place this will leads to increase satisfaction of customers andhence success of the Organisation.

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• 5.2.1 Policy and Objectives

Quality policy and objectives are established to

Organisation.

• provide a focus to direct the

• The quality policy provides a framework for establishing and reviewing quality

objectives.The achievement of quality objectives can positively improves product

quality, operational effectiveness and financial performance.

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The basis of quality management principles are as follows:

a)To establish and maintain the quality policy and quality objectives of theOrganisation.

b)To promote quality policy and quality objectives throughout the Organisation to

increase awareness, motivation and involvement.

c)To ensure focus on customer requirements throughout the Organisation.

d)To ensure that appropriate processes are implemented to enable requirements of

customers and other interested parties to be fulfilled and quality objectives to be

achieved.

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• e)To ensure availability of necessary resources.

f) to ensure that an effective and efficient quality management system is

established.

g)To review the quality management system periodically.

h)To decide on actions regarding the quality policy and quality objectives.

i)To decide on actions for improvement of the quality management

system.

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5.2.2 Documentation

Documentation enables communication of intent and consistency of action. Its use

contributes to:

a) Achievement of conformity to customer requirements and quality improvement.

b) provision of appropriate training.

c) Repeatability and traceability.

d) Provision of objective evidence and

e) Evaluation of the effectiveness and continuing suitability of the quality management

system.

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The following types of document are used in quality management systems:

>Documents that provide consistent information, both internally and externally about theorgansation’s quality management system; such documents are referred to as qualitymanuals.

>Documents that describe how the quality management system is applied to a specificproduct, project or contract; such documents are referred to as quality plans.

>Documents stating requirements; such documents are referred to as specifications.

>Documents stating recommendations or suggestions; such documents are referred to

as guidelines.

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• >Documents that provide information on how to perform activities and processes

consistently; such documents can include documented procedures, workinstructions and drawings.

>Documents that provide objective evidence of activities performed or resultsachieved; such documents are referred to as records.

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5.2.3 Evaluating the Quality Process

When evaluating the quality management systems, there are four basic questions that should be asked in relation to every process being evaluated:

1) Is the process identified and appropriately defined?

2)Are responsibilities assigned?

3)Are the procedures implemented and maintained?

4) Is the process effective in achieving the required results?

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• Evaluation of a quality management system can vary in scope and encompass a range of

activities, such as auditing,reviewing the system and self-assessments. Audits are used to

determine the extent to which quality management system requirements are fulfilled.

Audit findings are used to assess the effectiveness of the quality management system and

to identify opportunities for improvement.

First party audits are conducted by the Organisation for internal purposes or sometimes

self-declaration.•

Second

Third

party audits are conducted by customers of the Organisation.

party audits are conducted by external independent organisations. Such

organisations are usually accredited and will provide certification such as ISO 9000

series.

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5.2.4 Continual Improvement.

The aim of continual improvement of a quality management system is to increase the

probability of enhancing the satisfaction of customers and other related parties.Actions

for improvement are as follows:

>Analyzing and evaluating the existing situation to identify areas for improvement.•

>

>

>

Establishing the objectives for improvement.

Searching for possible solutions to achieve the objectives by evaluating solutions and

making a selection.

> Implementing the selected solution.

> Measuring,verifying, analyzing and evaluating results of the implementation to

determine that the objectives have been met.

> Formalising the changes

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5.2.5 Statistical Process Control

The use of statistical techniques can help in understanding variability

help organisations to solve problems and improve effectiveness and

techniques also facilitate better use of available data to assist in decision

and thereby can

efficiency. These

making.

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5.3 Quality System Concepts

Quality is becoming increasingly

way as time and cost. However

important and is aspired to

there is no single definition

achieve in much the same

of quality.

Within any definition of quality management there

are six QA concepts.These six are: quality objectives, quality assurance, quality control,

quality audit,quality assurance plan and review.

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5.3.1 Quality Policy

This is the statement of the objectives of the organization. It clearly states it attitude and

approaches to quality.

The primary components of the quality policy would be:

>Stated organization quality objectives.

>Minimum level of acceptance quality.

>Individual organization member’s responsibility for implementation.

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5.3.2 Quality Objectives

Quality objectives are part of quality policy.Objectives

mirror reality and practical possibility.Objectives should be:

must be clear,achievable,

• >

>

>

Be realistic and achievable.

Define specific goals.

State specific standards or deadlines.

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5.3.3

QA is

QualityAssurance

the collective term applied to a wide range of management processes and activities

that are applied in order to ensure that products are manufactured to a prescribed level.

Generally setting up a QA system involves establishing some kind of benchmark or target

for referencing.

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5.3.4

QC involve in continuous sampling with results being statistically analysed

Quality Control

.

• There are numerous statistical techniques for sampling and analyzing quality data.

Generally the QC system would compare actual with standard performance in order to

isolate quality variances.These would then act as central points for subsequent remedial

and for re-defining standards for the next operating period.

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5.3.5 QualityAudit

This is a high level check carried out by independent personnel in order

to ensure that the project’s quality performance standards are being met.

Some kind of audit process is essential if any QA or QC system is to operate effectively.

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5.3.6 QualityAssurance Plan and Review

Basically it is to break down the work content of a project to such a level thatspecific quality tools and techniques can be applied.Generally there are threemajor problems associated withorganization:

the imposition of a quality system onto an

• > In early stages quality is often undervalued because of the difficulties inquantifying it.> It is often incorrectly evaluated in terms of time and money.> Lack of planning.

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5.4Total Quality in Construction

Generally whenTotal quality (TQ) is implemented in typical

projects,the project duration and cost will be reduced by:

construction

• >

>

>

>

>

Fewer errors

Less rework

Reduced claims

Faster and more informed decisions

Less bureaucracy and paperwork

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It will also enhance relationship between all agents involved

>Less adversarial (argumentative issues)

>More open

> Free flow of information

The Client will also benefit by having a better project:

> Lower cost

> Greater chances of an early handover

> Less disputes

>Increased opportunities for design improvements

as they will be:

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• Though projects in the industry may be different in nature

M&E works etc),the main phases are typically as follows:

(general building,civil engg,

• >

>

>

>

>

Feasibility

Preliminary design

Detailed design

Construction

Commissioning

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The following activities will be involved throughout the project:

>

>

>

>

>

>

>

Project management (PM)

Engineering

Regulatory compliance and safety

Risk management and assumptions

Procurement

Construction

Commissioning and operations

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Some definitions of quality are:

> Getting things“right the first time” every time.>Aiming for zero defects.> Being flexible and responsive to change.> Delivering on time and in full.>Tackling the source,not the symptoms of a problem.>>>>

Having a cost effective , workable quality plan.Never having to apologise.Improving personal performance.Co-operation instead of confrontation

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In summary quality is generally perceived as:

a) Fitness for use.b) consistent conformance to customers’ expectations.

c)A product or performance that complies with a specification supplier.

agreed between customer and

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The benefits ofTQM are as follows:

>TQM achieves real cost savings arising from fewer errors,consequent reduced cost

wastage and minimised defect liabilities.

> It also leads to greater consumer satisfaction which in turn enhances both parties’ prospect of maintaining a continual relationship.

> Greater job satisfaction will result for consultants,contractors,direct employees and

subcontractors.Therefore project teams with highly increased morale and productivity follow.> Improved effectiveness and efficiency through systematic and logical analysis of process as

a whole, improved communication and feedback throughout all structural stages including

review and audit at strategic intervals.

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• With these changes, there will be reduced costs (though initial investment may be more),

and increased speed of construction.

Construction processes are similar – from inception to handover irrespective of design,

size, location or constraints.Repetition such as procurement, commissioning, accounting

and project planning can all benefit from the philosophy of TQM.

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5.5 Quality Management Strategies andTechniques

The cost of remedial works can be expensive but the cost of delay, disruption and

possible penalties arising from the delay to the project may even be more.

Interface controls – One of the simplest strategies is handover process of the preceding

activity whereby the subcontractor will check the work being handed over, accepts and

endorses it.This control of interface will prevent any blaming of preceding works as

cause of any sub quality standards in his own work.

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• Fault Identification – When there are faults and the quality is affected, management staff

must identify the root cause of the problem.It may be systematic,an omission or mistake

due to poor design, poor workmanship or poor document control allowing the wrong

works to be carried out.

> Systematic faults eg wrong specifications have been adopted are generally resolved by•

changing specifications or design to meet the achievable outputs.

> Omissions and mistakes are more of human error, rarely repeated but difficult to spot

and only discovered during random checks or inspections.

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• Fault identification must be communicated to all involved in the process

and terminology such as Lessons Learned, Best Practices are coined to

ensure that these faults are not repeated.

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• Testing and Test Failures – It is an important part of quality control.The specified testing

processes must be carefully followed to ensure compliance. Eg for concrete pour, the

normal test is cube crushing.Failure cost are high as it may mean having to demolish the

completed works.

Contract Obligations – A good starting point for the development of a quality management

process are the contract documents. Often the specifications will require a more

onerous (difficult) inspection and testing regime so as to meet the Client’sobjectives.

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• Information Documentation – For strict quality objective to be followed, all

quality inspection should be documented.

It is a form of record that allows traceability and proof of compliance in

the event of any disputes or doubts.This will reduce the need for “opening

up of works” ,remedials and reworks.

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5.6 Materials Management

It is the management system to ensure that the right quality and quantity of specified materials areinstalled and obtained at reasonable cost;and available when needed. This is crucial in the projectplanning as any delay in delivery may result in standby time and cost of labour and machinery.

Right timing of delivery is also important for Organisation financing plans as early delivery willmean earlier financial commitment.Early delivery may also result in deterioration during storage.

Materials management functions include material requirement planning,take off,vendor evaluationand selection, purchasing,expenditure,shipping,receiving,warehousing,inventory and distribution.

Right quality and quantity of materials & installed equipment are appropriately specified in timely manner, obtained at reasonable cost and available when needed.

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5.7 Materials Procurement Process

Having understood Material Management,the procurement process itself must be

decided during planning and scheduling stages.

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• In some developments (large scale or multiple projects), the Client may initiate

procurement even before the builder is contracted.This may be for economical

reasons or avoiding shortages and delays.

They will then be assigned to the builder (when contracted) as Nominated

Subcontract or Supplier.

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• 5.7.1 Computerised Database and Administration

• Computerised support system in material management assist in maximizingconstruction productivity, reducing material surplus and time of construction.

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5.7.2 Purchase

The purchase cost of an item is the unit purchase price from an external

source including transportation and freight cost. For bulk purchases it is

common to receive discounts so effectively the unit cost decreases with increase

in quantity..

For economies of scale in transportation and production, it is advantageous to•

have homogenous material. In some cases for smaller projects, some

organisations may consolidate with procurement across projects.

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• The cost of materials is based on prices obtained through effective bargaining. Unit prices

may depend on bargaining leverages,quantities and delivery time.

• Transportation costs are affected by shipment sizes

full load of a carrier often reduces prices and assures

The order cost reflects the administrative expense

and other factors. Shipment by the

quicker delivery

of issuing a purchase order to an•

outside supplier.These also include expenses of making requisitions, analyzing alternative

vendors, writing purchase orders, receiving materials, inspecting, checking and maintaining

records of the entire process. Normally order costs are usually a small portion of the

total costs for materials management.

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• The holding costs or carrying costs are primarily the result of capital costs, handling,

storage,obsolescence,shrinkage and deterioration.

Storage costs also include disruption caused to other project activities by large

inventories that get in the way .

Obsolescence is the risk that an item will lose value because of changes in specifications.

Shrinkage is the decrease in inventory over time due to theft or loss.

Deterioration reflects a change in quality due to age or environment.

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• The unavailability cost is incurred when a desired material is not available

or discontinued at the desired time. Shortages may delay work and waste

labour resources.

If the amount of time required for processing the order and shipping is•

uncertain, the Project Manager must decide how much lead time to

provide in ordering the item.

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5.8 Delivery and Logistics

Modern logistics is described as the process of strategically managing the movement or

storage of materials, inventory from supplier, through the firm and on to the destinations.

Materials management is about planning, executing and controlling of all activities

influencing the flow of material to and through job-site.

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5.9 Waste Management

Construction waste can and should be managed in the same way as other construction

operations. Efforts to re-use. reduce and re-cycle construction waste may save money,

reduce liability,keep job sites cleaner and safer and conserve valuable landfill space.

Construction site should be monitored for waste material type and quantity and the data

compiled used to estimate the quantity of waste expected.

Avoiding generation of waste is important and reduction may be possible through careful

planning by the site manager.

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Waste management can enhance a builder’s operation and image.Some of the benefits:

> Cost – reduction in waste disposal cost,reduces material purchases and recycling can

reduce total disposal cost.

> Resource conservation – material wastage will result in higher replacement cost as well

overall increase;also the need to re-dispose the re-ordered material.

> Liability – normally borne by Builder even it is generated by subcontractor;so the

Project Manager must protect his Company from any liability arising from“hazardous”

waste.

> Marketing – Builders who make effort to build resource efficient homes should take credit for their

work. Distinction in marketplace can lead to positive publicity and home sales.

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There are three cost that make up waste management,handling,transporting and tipping.

> Handling – to upload waste and send to the dumping ground can be lengthy and site

managers rarely factor in this cost in preliminaries.Type of waste and distance to an approveddumping ground will affect handling cost.

>Transporting – trucking cost including rental/ ownership,maintenance and running

costs (eg drivers’ wages, fuel etc).

>Tipping – tipping is the fee charged by the facility that receives the material.Landfills and

recycling outlets can charge by volume or weight.