A) The Pareto Chart

 The pareto chart depicts the quality of items in housing construction with the help of a
quality defect survey. The pareto chart demonstrate that approximately 80% of the defects
were based on four items: paint. Carpet, ceiling and plumbing. The length of the bars
represents frequency of cost and defects and the longest bar shows which item is
significant. Each bar usually represents a type of defect or problem. The height of the bar
represents any important unit of measure often frequency at glance. The line demonstrates
the cumulative percentage of defects

 The cumulative % corresponds to the sum of all percentages previous to including all the
problems. The last cumulative percentage will always be 100%. In the example given solving
just two most important type of defects will solve 65% of all defects.

 In pareto chart the cumulative percentage line is steep, the type of defects have a
significant cumulative effect so it is beneficial to find the cause of these types of defects and
solving them. When the cumulative percentage line starts to flatten the types of defects
doesn’t deserve as much attention.

 The pareto principle states that 80% of the results are determined by the 20% of the causes.
Pareto Chart of Cost of Defects
 The Fishbone Diagram

Methods Workers Materials

Design Workers strike New design
changes
irregular Shortage of workers Defective equipment
planning Slow mobilization Rejection from
late decision of workers suppliers
Repair of Materials and parts
defective work Unqualified workers unavailable

Delay
Increasing the no of materials Extreme Hot

Shortage of equipment Extreme Cold

Inadequate modern equipment Humid

Wrong production
equipment breakdown condition

Equipment Environment

Summary
The Fishbone diagram also known as Ishikawa diagram describes about a delay at a construction
site due to wrong materials such as sizes and quality. The fishbone diagram demonstrates
possibilities which can be the reason of setback at a construction site. There can be many factors
which may result in delay such as environment, Equipment, Materials, Workers, and method
factors. The fishbone diagram gives essential ideas on how to avoid such circumstances keeping
every scenario in mind that might put the project on delay. Materials should arrive at the
construction site before planning to start the project with the necessary new designs required,
quality of equipment, making sure the materials are available. The sub-contractor should be
aware regarding each scenario before hand by observing the required materials, workers, and
equipment’s might be required. The fishbone diagram helps to understand unforeseen factors that
may result in delay on a working site.
The Flowchart
 ISO 9000

Explain the origins of ISO 9000 and TQM. How are they different?
Dr. Edward Deming introduced the Plan-Do-Check-Act (PDCA) cycle to the Japanese in 1950
and it became one of the seeds of the Japanese quality revolution that gave us TQM.
PDCA has made its way to ISO 9000 and is said to be the operating principle of ISO’s
management system standard. Its function is to operate as a never-ending loop resulting in
continual improvement for products, services, processes and systems.

• The main goal of ISO 9000 is to supply a good quality system and maintain quality level in
organization/Services. Its certification doesn't contribute considerably to product quality and
company performance improvement.

• TQM is especially concentrating to endlessly improve product quality and client satisfaction by
individual and structure involvement. So, it aims to enhance quality. Since TQM is especially a
philosophy, it takes a while before it's totally enforced and maintained. several TQM programs
came into a halt.

• TQM demands the overall commitment of high executives. However, they often fail to develop.
In alternative cases, executives support the initiative however don't demonstrate their
commitment with applicable behavior.

• ISO demands too several documentation works. it's going to be a waste of effort and provides a
resultant image of ISO as ‘quality on paper only’ and government officials.

• Many corporations implement ISO principally owing to client and market demand solely. they
are doing not care the particular that means of that certificate. therefore, lack of responsiveness
to customers demands by accentuation an excessive amount of on this method, with very little
area for method alternation and restructuring.

• The workers might regard TQM as ‘the game at the top’ solely, as several high executives
decide to TQM; however, they fail to speak this commitment to the staff. Moreover, TQM could
be a philosophy, having philosophy solely is useless in daily operations. several corporations fail
in transferring the philosophy into a collection of daily practices.
Contrast the aim of ISO 9000 and TQM.
The original aim of ISO 9000 was to make sure that the product or services provided by
registered organizations were systematically fit the supposed purpose. clients focus and continual
improvement are additional to form the registered organizations additional competitive. this can
be primarily constant objective of total quality management.

1. client Focus: perceive client desires, meet client necessities, and try to exceed client
expectations.
2. Leadership: Establish unity of purpose and structure direction.
3. Involvement of people: Use skills of workers for the advantage of the organization.
4. method approach: Things accomplished square measure the results of processes and processes
and resources should be managed.
5. System approach to management: Multiple processes contribute to system and will be
managed as a system.
6. Continual improvement: of individuals, processes, systems and product.
7. Factual approach to call making: selections should be supported the analysis of correct,
relevant, and reliable knowledge and knowledge.
8. mutualist provider relationships: each the organization and therefore the provider profiting
from every other’s resources and data leads to worth for all.