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Introduction
In order to comprehend the need for improvement in the construction industry and to better manage our projects and construction companies, we need to look for a method to do so. Construction managers need to improve their performance. Construction costs are becoming far too high. Construction project management is more difficult than it should be. When turnaround at the end of a project becomes a gut-wrenching experience with unnecessary disputes which must be settled! that arise due to insufficient "uality or indifference to "uality, settlement by negotiation, arbitration, or even litigation imposes a serious drain on the financial resources of a company and limits profit potential. #o be competitive in today$s market, it is essential for construction companies to provide more consistent "uality and value to their owners%customers. &ow is the time to place behind us the old adversarial approach to managing construction work. It is time to develop better and more direct relationships with our owners%customers, to initiate more teamwork at the jobsite, and to produce better "uality work. 'uch goals demand that a continuous improvement CI! process be established within the company in order to provide "uality management. (ncient )reeks referred to the concept of continuous improvement as well as the Chinese. *ecently CI has been referred to as #otal +uality ,anagement #+,!. Whichever name is preferred, the concept must be understood and applied to a firm$s operations. ,eeting owner%customer re"uirements providing customer satisfaction! is a primary objective of "uality management, and contractors who are the suppliers of construction services must address owner%customer re"uirements if they are to succeed. #he construction industry exists to provide a service to its owners%customers who are becoming more demanding and are seeking higher "uality, better value, and lower costs. #hese owner%customer re"uirements mirror the economic pressures they face in their own businesses. Implementing total "uality management % continuous improvement in managing everyday construction activities is relevant to all those who participate in and contribute to the construction process.
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TQM eliefs
6resented here are universal total "uality management beliefs. 7wner%customer satisfaction is the measure of "uality 5veryone has owners%customers8 everyone is an owner%customer +uality improvement must be continuous (naly1ing the processes used to create products and services is key to "uality improvement ,easurement, a skilled use of analytical tools, and employee involvement are critical sources of "uality improvement ideas and innovations 'ustained total "uality management is not possible without active, visible, consistent, and enabling leadership by managers at all levels If we do not continuously improve the "uality of products and services that we provide our owners%customers, someone else will
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#he goal of management is to create a culture of "uality across the entire project site-- get the job done right, the first time, every time . (s in the airline industry where AA-percent "uality is not good enough, the construction industry also needs to strive for -BB-percent "uality. #oday, the number of contractors being considered for projects by some owners is growing smaller, and only those contractors who can produce "uality work are being asked to bid by these owners. 5very effort to incorporate the above principles into the company$s actions will further "uality production.
+uality can only be achieved when management gives CI a high priority and a clear need. 6roductivity in the construction industry is estimated to be, at best, DB percent, with some sources placing it at /D percent, leaving room for improvement.
#he objectives of continuous improvement are to reduce waste, reduce costs, and increase productivity. #he starting point is simple but radical. #he work at any construction site can be sliced into a series of stages. #he stages can begin with groundbreaking and end with completion. (t each stage, a team goes to the jobsite and accomplishes its own work. When the work is completed, it can be handed over to another crew or another contractor. #his chain of events can be identified as a process. #he next step is to establish responsibility for the work. If we define what each team does and establish responsibility for who is to accomplish the task, we have defined a product and an owner%customer. #his is the heart of the matter with CI2 to define the product and the owner%customer. 5ach team or crew is responsible for providing a first-class product to its owners%customers. #he product must be supplied with no hassles, no concealed errors, and no botched work. CI goes well beyond the concept of "uality assurance. ,erely relying on a "uality product is not the only responsibility of management. #raditional "uality assurance simply fixes the product8 however, it is not enough that supervisors simply accept or reject faulty work. CI maintains that when something goes wrong, we must find the root cause of the error and correct that cause. What CI means is the setting of a datum so everyone can evaluate his or her work or product by measuring against the datum. CI then becomes everyone working together to improve the way work is actually completed. #he chain actually starts before breaking ground for the building. It actually starts with an owner%customer who wants the building. We must know what our owners%customers who are going to use the building actually want. We can do this by doing a great deal of pre-planning. #he pre-planning involves creating a team that is capable of doing the project. We have to ensure that the process used to analy1e job segments is in place so we can make the right decisions at the right time and that the flow of information needed to make decisions is in place. ( revolutionary idea here is that even the designer can become part of the process of CI from the conceptual stage of the project. We can learn something from each project when we regard each project as part of a cycle.
5stablish responsibility
6re-6lan
*egard each project as part of a cycle 5ach worker regard himself or herself as a "uality inspector of his or her task
5ach worker becomes his or her own "uality inspector. In efforts to increase productivity and lower costs, each worker becoming a "uality inspector is vital.
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(dditional goals include2 5ach person initiates and personally leads "uality improvement projects in his or her area. 5stablish organi1ational performance goals that will provide a benchmark for success. 'upport teamwork not individualism. 5nsure resources are available throughout the organi1ation. *einforce deliberate process improvement. Constantly communicate and share our vision with all levels in the organi1ation. Constantly review policies and decisions to ensure support for #+, implementation. Integrate #+, principles into all planning. *e"uire data-based decision making. *eward "uality-focused behavior. *emove cold middle management. ;ead the organi1ation to establish an aggressive customer-focused culture.
3or ,anagement
6rovides an invaluable problem-solving tool for managers and supervisors to use 9ispels negative attitudes ,anagement becomes more aware of problems that affect the individual$s work environment 5mployees gain a sense of participation Increases efficiency and productivity *educes turnover rate, tardiness, costs, errors, and scrap E rework Improves communications within and among all departments 9evelops management skills that were never taught, or are long forgotten due to lack of application 9evelops overall company awareness and company unity *earranges priorities which once seemed locked in place =uilds loyalty to the company *eveals training re"uirements in all departments ;essens the number of defects received from suppliers when they are encouraged to train in "uality management
3or 5mployee
6rovides opportunity for personal growth and development as a result of team training activities! and the opportunity to develop and present recommendations Increases innovation through a greater variety of approaches and perspectives! for solving problems, removing fear of failure 5mployees use their knowledge and skills to generate data-driven recommendations that will lead to well-informed decisionmaking 5ncourages decision-making at the most appropriate level Increases motivation and acceptance of new ideas Increases job satisfaction as a result of the opportunity to participate in and have influence over work! *ecogni1es employees for their knowledge, skills, and contribution toward improvement 9evelops mutual respect among employees, management and customers 6romotes teamwork
*educing rework to 1ero is achievable2 0sing "uality management and CI to reduce rework to nearly 1ero is an achievable goal. #he negative cost of "uality, which includes errors, delays,
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rework, etc., is estimated to be /B percent of the cost of construction. #his figure does not include dissatisfied owners%customers who do not come back for repeat business.
6ositive results were obtained in accounts payable and invoicing. #ime was wasted on invoices due to errors from vendors. #he results were that the contractor and vendors were paid promptly, thus improving cash flow. ( supplier now warehouses safety e"uipment for the company. A .eneral Contractor with a volume of */,,M0yr . #his company embarked upon the implementation of the #+, process by hiring a consultant to work with a key person in the company to start #+,. #he objective of the process was to provide a more participative management-oriented company. #he process is customer-driven and the company has worked hard to involve all employees. #ask teams have been formed and are producing solutions to problems. #he company feels that a Continuous Improvement 6rocess has been reached. #he positive result that has been obtained through #+, is that morale is much improved, helping the company to weather a declining market. A large .eneral Contractor ) volume over *-,,M0yr. #his contractor is using #+, to improve "uality in daily work. #he contractor has HB teams trained and functioning, and a seven-step problem solving techni"ue to solve problems. (ll participants have been trained in group dynamics. A large .eneral Contractor with a volume of *1,,M0yr2 ( "uality circle program was initiated nine years ago and has resulted in creating a company environment that is conducive to partnering. #he company$s ability to conduct business using partnering has led to successful new contracts and has been responsible for turning poor jobs into profitable ones. #he key to the company$s successful partnering process is the utili1ation of an outside facilitator a professional psychologist!. #he facilitator conducts preconstruction sessions on how to communicate with different personalities with varying styles of communication. 6artnering has enabled them to obtain significant new amounts of work. Wal)Mart #he expansion of Wal-,art 'tores has been successfully accomplished with the application of the principles of #+, to their 9esign and Construction process. Wal-,art could not have expanded with their past system that allowed change orders to average I-.BB%'3. #hey brought in a designer who committed to them a team of design professionals, and e"uipment which produce complete construction documents that are biddable and buildable. 9ecisions on design and
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construction are now made at the lowest possible level. #he result is that change orders were reduced to less than IB.-.%'3.
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'echtel #+, was started in -AHJ and has recently been reorgani1ed into CCI an acronym for Commitment to Continuous Improvement!. #he initiatives for their #+, process were obtained from their customers by using a simple "uestionnaire. #hey use =aldrige criteria to measure success in the CCI process. #hey do not seek the award, just the benefits of the process. =echtel$s facilitator has worked under the 9eming philosophy for four years and has told top management that he does not want to go back to the old way of doing business. &either do their customers or their employees. Indianapolis !epartment of Pu lic Wor3s #he Indianapolis 9epartment of 6ublic Works started a #+, process that was modeled after the 3lorida 6ower and ;ight +ualtec! process. (ll department employees are involved approximately ABB people!. #he process has recently been updated to meet their needs. #he result of their #+, process has improved employee morale. Motorola ,otorola has a successfully working #+, process. ,otorola$s fundamental objective everyone$s overriding responsibility! is #otal Customer 'atisfaction. #hey have won the =aldrige award and are corporate leaders in #+,. #hey will tell you that implementing #+, was a sound business decision and a matter of survival for them. 'imilar cases are available from other large corporations. #hey re"uire a working #+, process of all contractors doing work for them. &ogers)4"'rien Construction Co. - volume of I/B,%yr. #his 9allas-based contractor started a #+, process due to exposure to #exas Instruments$ #+, process. #exas Instruments is their major client. *ogers-7$=rien feels that #+, has been largely responsible for reducing overall rework expenditures from approximately J percent to approximately -.D percent of construction costs. 'uilt)&ite #he =uilt-*ite way is an example of labor-management cooperation using the principles of #+,. =uilt-*ite is managed by the 6hiladelphia (rea ;abor-,anagement Committee 6(;,!. 6(;, is an alliance of construction users, contractors, and building craftspersons who are committed to labor-management teamwork at the jobsite. In the past five years, over I@ billion in construction projects has been completed without any work stoppages.
$uccessful companies who have received the Malcolm 'aldrige (ational Quality award
#he ,alcolm =aldrige &ational +uality award was established by an act of Congress in -AHJ. In several ways, it is modeled after the 9eming 6ri1e of Kapan. #he award is jointly administered by the &ational Institute of 'tandards and #echnology &I'#! and the (merican 'ociety for +uality Control ('+C!. #he -AA. (ward Criteria stipulate that awards are presented annually to recogni1e those 0' companies that excel in "uality management and "uality achievement. 0p to two awards may be presented in each of three eligibility categories of manufacturing companies, service companies, and small business firms. 6ast award recipients are
-AA-AAB
,arlow Industries 'olectron Corporation Lytec Corporation Cadillac ,otor Car Company I=, *ochester 3ederal 5xpress Corporation Wallace Co., Inc.
-AHA -AHH
,illiken E Company Merox =usiness 6roducts and 'ystems )lobe ,etallurgical Inc. ,otorola, Inc. Commercial &uclear 3uel 9ivision of Westinghouse 5lectric Corp.
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Cowever, with total commitment and constancy of purpose, these ha1ards can be overcome. Misconceptions regarding the implementation of the continuous improvement process Common misconceptions which appear at the beginning of the following paragraphs are discussed. $very site is different -- ( common mistaken notion about #+, is that it does not readily apply to construction because every site is different, and that construction is a one%time%only industry. #his notion is not true, because the plain fact is that wherever you work, the processes are the same, and so are the methods and techni"ues. $rrors and delays are different -- 'ome maintain that errors and delays can be controlled on a large job Nversus a small jobO8 however, this is not true. 5rrors and delays are the same on large and small projects, and they have the same negative effects. 7ne example involves a concrete project with the improper placement of anchor bolts. Improper placement of anchor bolts results in a delay in erecting the structural steel. 'omeone has to pay for this delay that will affect everyone at the jobsite, whether it is a large jobsite or a small jobsite. &t is a typical jobsite problem -- 7ne might be tempted to say that the delay in the above example is no big deal, that it is a typical jobsite problem, but that is precisely the point2 #ypical problems must be eradicated at jobsites. &t costs too much -- #he cost of implementing "uality results from -! training and .! the cost associated with transforming a company into the "uality mode to follow common ideas and goals. #he profits incurred for implementing a continuous improvement process far outweigh the profits gained while not using a continuous improvement process. It$s time to get started on Continuous Improvement. <our competitors may have already started.
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1!
- 7btain C57 Commitment . 5ducate 0pper-;evel ,anagement / Create 'teering Committee > 7utline the 4ision 'tatement, ,ission 'tatement, E )uiding 6rinciples D 6repare a 3low 9iagram of Company 6rocesses @ 3ocus on the 7wner%Customer 5xternal! E 'urveys J Consider the 5mployee as an Internal 7wner%customer H 6rovide a +uality #raining 6rogram A 5stablish +uality Improvement #eams -B Implement 6rocess Improvements -- 0se the #ools of #+, -. Pnow the =enefits of #+,
Continuous Improvement
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Cultural 5lements &e9uired for TQM +uality information must be used for improvement, not to judge or control people. (uthority must be e"ual to responsibility. #here must be rewards for results. Cooperation, not competition, must be the basis for working together. 5mployees must have secure jobs. #here must be a climate of fairness. Compensation should be e"uitable. 5mployees should have an ownership stake.
#otal +uality ,anagement, by ,arshall 'ashkin and Penneth K. Piser, -AA-, 9ucochon 6ress.
0pon completion of upper management$s commitment and training, a steering committee must be created to guide the company through the process of implementing #+,. #he role of the steering committee and the processes the committee follows are listed here.
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>
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be met for the company to continue to exist and serve the needs of its clients and employees.
( mechanical contracting firm created the #+, flow diagram illustrated in the figure below to implement "uality processes within the company.
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'afe operating procedures (ccident experience (ttitude 6rofessional competence of the project manager, superintendent, and project engineers #echnical competence of the work force 7verall responsiveness to owner%customer re"uests
9egree of communications 6lanning (dministrative procedures (ppearance and conduct of the work force Condition of e"uipment Coordination and supervision of subcontractors (ppearance of the jobsite #imeliness
<our product%service delivery system <our product%service performance #he general image of your company <our people$s level of performance
#he perceived price-value relationship of your product%service <our competitors$ strengths and weaknesses
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-.. 7verall, how would you rate the appearance of our facilities, products, communications, and people? -/. Can you list any specific instances where we have fallen down? ->. 7verall, how would you rate the "uality of our service? -D. What could we do to improve our service to you? -@. 7verall, how would you rate the "uality of service provided by our competitor? -J. Cow willing would you be to recommend us? -H. Cow willing would you be to buy from us again? -A. (re we doing or not doing anything that bugs you? .B. What do you like best about what we do? .-. What parts of our service are most important for you? ... What parts of our service are least important to you? ,any of these "uestions are from ;e=ouf$s, *ow to Win +wners)Customers and ,eep hem for -ife.
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In order to conduct an analysis of the internal processes within the company, the following steps should be applied to the internal processes within a company. ;ist several of your internal owners%customers within your company Choose one of these owners%customers to focus on for the application of this techni"ue 9etermine the +utputs products, services, information! that must be provided to this internal owner%customer 9etermine the work Processes your company uses to produce these +utputs ;earn how your customer$s expectations are met and how satisfaction is measured
0pper ,anagement
*emaining ,anagement
3ront-;ine 'upervisors
5
'uppliers
&on-'upervisory 5mployees
3
Continuous Training
#eam #raining
#raining of 'ubcontractors E
(reas of #raining
#opics to cover
Cover basic awareness topics such as understanding "uality, the importance of owner%customer satisfaction, definitions, historical background, principles of the gurus 9eming, Crosby, Kuran, Ishikawa!, overview of #+,, benefits of #+,
(, =, C
,anagement #raining
Cost of "uality2 Identifying It and #racking It #he role of management Changing leadership styles in a #+, environment8 internal
TOTAL QUALITY MANAGEMENT: A CONTINUOUS 1996 PHCC EDUCATIONAL FOUNDATION
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owner%customer concept 'teps in implementing #+, 'tructure needed, i.e., steering committee, process improvement teams, facilitator s!, trainer s!, possibly a corporate coordinator 6rinciples of team building 3ormali1ed process improvement understanding variation measurement what, why, how the seven tools of "uality "uality improvement teams 7wner%customer and employee surveys 5mployee empowerment ,alcolm =aldrige (ward criteria
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3ront-;ine 'upervision #raining
5
#raining of &on'upervisory 5mployees
&eed for "uality, some definitions, overview of #+,, i.e., the ten elements or their e"uivalent, benefits of #+, Company vision, mission, guiding principles Company-planned steps for implementing #+, Cost of "uality2 Identifying It and #racking It Changing leadership styles in a #+, environment, employee empowerment, the role of the front-line supervisor 7verview of formali1ed process improvement, role of the steering committee, process improvement teams, facilitators &eed for "uality, some definitions, overview of #+,, i.e., the ten elements or their e"uivalent, benefits of #+, Company vision, mission, guiding principles Company-planned steps for implementing #+, #reating others as owners%customers 5mployee involvement Cow to operate as a team #eam-building exercises =rainstorming 0nderstanding variation 6rocess improvement procedure 'even tools of "uality *eaching consensus Improvement exercise using actual company process 'ubcontractors and suppliers conduct in-house training.
3
#eam #raining
)
#raining of
'ubcontractors and 'uppliers
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2!
21
Pey 7bjective #eams Customer 'atisfaction 5mployee ,orale%'atisfaction 'takeholder *elationships #ask 3orce +I#s
#he temporary teams of the "uality improvement process are2 6roject +uality #eams
#he facilitators of the "uality improvement process should retain the following characteristics2 Qualities of a good facilitator: Is respected by people at all levels of the organi1ation Is organi1ed Is a good listener and communicator 0nderstands #+, principles and philosophies Is objective and open-minded Is a team player, one who likes to accomplish things through others &oles and duties 7rgani1es team meetings Peeps meetings on track Is record keeper 6rocures needed resources and outside support Communicates progress to +I#
TIM5 84CATI4(
(ll participants, from the members to the steering committee, need time to prepare and participate in these team activities. Consideration must be planned for where the meetings will be held, and where members can prepare for these meetings. It should be a "uiet area away from the work station. ,eetings should be on a regular schedule and, if missed, then rescheduled within three working days for the sake of continuity and to show the importance of these meetings. It must oversee and nurture, not drive, the program. (n analogy to this is how do you bring up your children to be confident, respected and healthy, and to eventually become independent and make wise decisions. )et union members involved at the outset of a program. (sk them to be participants in the steering committee. #his is a long-range program and results come slowly. 6atience must be exercised continually. #his is highly important. ,embers must want to join or depart from teams freely. =e consistent in the mode of advertising activities. #hink it out before implementing it to avoid a paper mill trap. )et all company employees educated about teams - not a select few. 'ome form of tracking is re"uired but can become another paper mill
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T&ACAI(.
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which consumes too much time. 'erious consideration for minimi1ing paperwork must be given at the outset of your program and modified as re"uired.
T&7$T
;ack of it, by management, will demotivate teams "uicker than anything. ;ikewise, the team members must trust those involved in the program not to steal their problems or solutions. It can be secured if properly nurtured. 7btaining this must be a goal of management. #his is so basic, but can delay a successful program needlessly by lack of a good, practical training program. 5very attempt must be made to follow the training program, at all levels, once it has been documented and approved.
84BA8TB T&AI(I(.
-B
,anagement interest and support 3ocus on customer satisfaction Identification of areas needing improvement 5mployee involvement Cooperative attitude between elements of the company 4iewing every person who is on the receiving end of a process as a customer 3ear driven from the company Correctly composed teams ( system for selecting processes to be improved #raining for all employees in "uality awareness #raining for teams in team procedures and disciplined problem solving Improved communications outside the company
The structure approach to process improvement -. 6roblem is brought to the attention of the steering committee .. 'teering committee forms a team to examine the process and make necessary recommendations for improvement /. #eam meets, reviews its mission, and determines how often it will meet >. #raining is initiated for team members D. #eam meets weekly for an hour or two to analy1e the problem and develop a solution @. 'olution is initiated on a pilot basis J. *esults of pilot study are examined H. 'olution is implemented company-wide
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Process Improvement
'uggested areas where "uality improvement could begin are presented below.
Administrative Pro=ect Management and 5ngineering 8ogistical Construction
6ayroll Invoices 6ersonnel actions Investme nts Insurance ,arketin g #raining safety, "uality, technical!
'ubcontracts 6artial payment re"uests 6rogress review meetings 5stimating 'cheduling Interfacing with architect%engineer 'hop drawing review 'urvey and layout #esting
;ayout *ough grading 3orming 6lacing concrete 6lacing reinforcing 5recting precast panels 3raming drywall 6ulling electrical cable Canging ductwork
--
'even classical tools of "uality and process improvement, plus one, are presented below.
Tool 3lowchart Cause and 5ffect 9iagram Control Chart Cistogram Check 'heet 6areto 9iagram
7se 6ortrays all the steps in a process. Celps understand the process. 6ortrays possible causes of a process problem. Celps determine root cause. 'hows if a process has too much variation. 6ortrays the fre"uency of occurrence. #abulates fre"uency of occurrence. 4isually portrays problems and causes in order of severity or fre"uency. Celps determine which problem or cause to tackle first. Celps determine if two variables are related. 'hows variation and trends with time. 6rovides baseline data, and helps to determine if a process is improving or not.
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6resented here is an alphabetical listing of several "uality improvement tools, followed by a presentation of a few sample charts and diagrams.
(ctivity network diagram (ffinity diagram =enchmarking =rainstorming Checksheets Control charts2 statistical process control '6C! Cost-=enefit analysis Cost of "uality analysis Cause-and-effect diagrams Customer surveys 9ot plot 5mployee surveys 3ishbone diagram 3lowcharts 3ocus group interviews
3orce field analysis Cistograms Is%Is-&ot analysis Interrelationship 9iagram Interviews2 5mployee, Customer, 'takeholder ,atrix diagram ,otivating techni"ue &ominal group techni"ue 7perational definitions 6areto charts 6ie chart 6lus - 9elta 6rioriti1ation matrices
6rocess capability analysis 6rocess decision program chart 6roductivity charting +uality function deployment *egression analysis *oot-cause evaluation matrix *un chart 'ampling 'catter diagrams 'olution-selection matrix 'takeholder surveys 'tratification #ime plots #ree diagram 4alue engineering
#op-9own 3lowchart 'imple, easy-to-construct charts that emphasi1e the major steps of a process. 3irst, list the most basic steps in a process or project. #hen, below each one, list the major substeps.
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9etailed 3lowchart 9escribe most or all of the steps in a process, with varying levels of detail. When needed, have the team as a whole develop a top-down version, then have smaller groups add levels of detail.
Work 3low 9iagram 'how the movement of materials, people, or information within any space. It is created by tracing these movements on a sketch of the floor plan or some similar map of the workspace or document!.
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Control charts are time plots that also indicate the range of variation built into the system. #hey are used to monitor a process to see whether it is in statistical control.
( histogram is a bar graph of a frequency distribution in which the widths of the bars are proportional to the classes into which the variable has been divided and the heights of the bars are proportional to the class frequencies .
Checksheets are structured forms that make it easy to record and analy1e data. #he best checksheets are simple to use, make use of your operational definitions, and visually display the data to reveal underlying patterns.
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-.
The Cost of nonconformance (ccidents 7missions 5rrors 6oor 6roduct +uality =eing ;ate 8ead us to
*ework *ecalls 5xpediting *emoval of punch list items #ime extensions ;itigation costs and damages 6enalties and li"uidated damages Increased insurance costs
(reas where savings can be derived by making improvements are noted here.
Inspection of direct hire work Inspection of subcontractor work Inspection at vendor source of supply Inspection of shipments
*eview of shop drawings (ll training costs, including safety 3acilitator costs 'alary of "uality coordinator, if needed
,eetings of the steering committee and "uality improvement teams (dministration of the "uality management program *eward system
FWhat$s it going to cost us to do #+,?G you ask. Well, what is it costing you now &7# to do it? . . . What is your cost of "uality? I3 you don$t have the FrealG facts, the truth is you really don$t know, . . . but you probably sense what your cost of "uality is costing you. <ou can feel it, and it$s not a comfortable feeling.
Ineffective interdisciplinary coordination (ccept as-is, with credit to client Ineffective trade coordination
3!
engineers and architects! 9isputed invoices 0npaid time *epetitive "uality assurance
$ummary
#he highly competitive economic conditions that exist in today$s construction industry re"uire that construction companies seek to achieve excellence to remain competitive. #his excellence can be achieved with a new style of management that focuses on customer satisfaction, the elimination of waste, continuous improvement, and employee involvement. #o be competitive in today$s market, it is essential for construction companies to provide more consistent "uality and value to their owners%customers. &ow is the time to place behind us the old adversarial approach to managing construction work. It is time to develop better and more direct relationships with our owners%customers, to initiate more teamwork at the jobsite, and to produce better "uality work. 'uch goals demand that a continuous improvement CI! process be established within the company in order to provide "uality management. ,eeting owner%customer re"uirements providing customer satisfaction! is a primary objective of "uality management, and contractors who are the suppliers of construction services must address owner%customer re"uirements if they are to succeed. #he construction industry exists to provide a service to its owners%customers who are becoming more demanding and are seeking higher "uality, better value, and lower costs. #hese owner%customer re"uirements mirror the economic pressures they face in their own businesses. Implementing total "uality management %
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continuous improvement in managing everyday construction activities is relevant to all those who participate in and contribute to the construction process.
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