Unit 1

Quality in Construction
 Unit 1:Quality in Construction
Contents:
1. Meaning of Quality
2. Interpretation of various definitions of Quality
3. Eight dimensions of Quality
4. Quality objective concept
5. Drivers of Quality
6. Benefits of Quality
7. Effects of Poor Quality
8. Contribution of Quality Management Gurus
9. Importance of quality control in construction
10. Factors affecting quality of construction
11. Measures taken by manager to improve quality
12. Challenges faced in maintaining quality
13. Quality control in different construction work
14. TQM
15. Evolution of TQM
16. Difference between QA and QC
17. Total Quality Control
18. Difference between TQC and TQM
19. Quality Management System
 Course Outcomes
CO1: Study the importance of quality in construction.

Bloom taxonomy cognitive level: L1 (Remember)

Meaning of word ‘Quality’
• Reaching to highest ‘degree of excellence’
• Latin word ‘Qualitas’ means attribute, characteristics,
property and condition
• Applicable for products as well as services
• Two perspective of quality:
(a) customer’s point of view, or
(b) Owner’s point of view in designing any product of given
specification.
 Definitions of Quality by different
Management Experts
Management Expert Definition

Juran, 1974 Quality is fitness for use

Crosby, 1979 Conformance to standards specification
Parasuraman, 1985 Meeting or Exceeding customer expectations
Peters, 1989 Quality means delighting the customers
A.Feigenaboum Quality is what the customer say it is
Taguchi The loss imparted by the product to society from the time
the product is shipped
ISO 9000:2000 Degree to which a set of inherent characteristics fulfills
requirements
 Interpretations of definitions of Quality:

1) As per ISO 9000:

• ‘Degree’ -level of satisfaction.
• So product may have excellent, good or poor quality
• ‘Inherent characteristics’ - features of product which will decide
the level of satisfaction.
2) As per Joseph M. Juran:
• “Quality is fitness for use”
• Product should be as per customer requirements
• Customer’s point of view is more important than owner’s.
• Customer may demand change is product design, features
or workmanship
• Example: Mobile phone should be as per customer’s need
in terms of storage capacity, pixel size, design, processor etc.
3) As per A. Parasuraman:
• “Meeting or exceeding customers expectations”
• Customer’s expectations always change depending various
factors.
• Company needs to understand customers expectations and
provide product.
• If expectations are not meet, leads to dissatisfaction and
negative review
• Example: New models of cars or mobiles
4) As per Crosby:
• “Conformance to standards specifications”
• The specifications of product should be as per customers
requirements.
• Avoid complicated products difficult to use.
Example: Middle income group (MIG) people can afford flat at
reasonable cost. And avoid costly amenities.
Eight Dimensions of Quality
• Proposed by David Garvin in 1987
• Includes study of characteristics of product which helps to
define quality of product
• While manufacturing or construction it is necessary to have
interrelationship between dimensions of quality
1) Performance:
• It should be as per expectations of customer and specified
clearly by manufacturer of product of service.
• It will get negative review, loss in sales and reputation
• Example: LCD Television set should have good picture quality,
sound etc.
2) Features:
• Extra functions provided along with basic operating features
• Example: Basic mobile model has calling, sms, camera, radio,
phone book etc.
• Special apps for recording, mobile tracking, GPS may be added
features etc.
3) Reliability
• Ability to perform as per specifications under specific
conditions, consistently for given design life.
• It develops trust in customers for specific brand
• Example: Apple mobile phones or Dell computers
4) Conformance:
• Meeting the requirements of customers or specifications
provided in product user manual
• All quality products satisfy this requirement
5) Durability:
• Expected life of product
• Closely related to products warranty period
• Example: Durable life of electronic home appliances is 3 to 4
years.
• For buildings, it may be 30 to 50 years
6) Serviceability
• Ability of product that is easy to repair and maintain
• Speed with which the product can be put back to service when
failed
• Behaviour of service personnel
• Example: Online Customer service center provide service
within 24 hours
7) Aesthetics:
• External appearance of product to attract customers
• Example : Different models of cars, mobiles attract by their
look
8) Perceived Quality:
It is customer opinion about particular product or reputation of
company.
Example: Perception of people about car brand called Rolls Royce
 Quality Objectives
Definition: It is defined as specified level of quality that be
satisfied by a product to get accepted in market.
Achieve certain goals/ targets
Purpose:
• Meet customer requirements
• Implementation of Quality management system (QMS)
Example:
• Obtain 100% customer on-time-delivery
• Reduce production defects by 10%

Requirement of Quality objectives:

• Achieve target production
• Making workers/ employees aware about quality standards
• They must be achievable and measurable
• To maintain consistent quality
‘SMART’ is acronym for quality objectives
• S- Specific: As per ISO 9001, QO talk about aspecific
improvement in company and not all.

• M-Measurable: Able to track with time using collected data

• A-Achievable: Results must be obtained within target time

• R- Realistic: obtain finished product and not just dreams

• T-Timely: Goals must be completed within time deadline

 Drivers of Quality:
They provide information about quality of product
1) Quality dimensions: includes
Appropriateness suitable or proper under circumstances
Timeliness Service provided within time
Effectiveness produce a desired result
Availability Easily available
Efficacy provide a desired output
Safety Not cause any danger, risk
2) Quality indicators: includes
Structure Well organized product
Processes series of steps to achieve a desired end product

Outcomes Service should provide a end product

3) Quality tools:
They display the performance of product (like charts, flow tables
etc.)

4) Customer satisfaction
Benefits of Quality
• Higher customer satisfaction
• Reliable products/services
• Better efficacy of operations
• More productivity and profit
• Better morale of work force
• Less wastage cost
• Less inspection cost
• Improved process
• Better quality of life
Disadvantages of Poor quality
• Lower customer satisfaction
• Lower productivity, sales and profit
• Low morale of workforce
• More rework, material and labour cost
• High inspection costs
• High repair costs
• Higher inventory cost
• Greater waste of material
Contribution of Quality Management Gurus

1. Joseph M. Juran
2. Philip B. Crosby
3. Kaoru Ishikawa
4. M. Edward Deming
(1) Joseph M. Juran
• His model of quality improvement is called Juran Trilogy
• Trilogy shows organization can improved by using three
interdependent managerial processes
1) Quality planning
2) Quality control
3) Quality Improvement
 1. Quality planning
• Setting goals and setting up process to achieve them
• Five Steps in quality planning are:
1) Set goals (ex. Developing products)
2) Find target customers
3) Find customer needs
4) Decide manufacturing process
5) Actual Implementation of process (ex. manufacturing unit)
 2. Quality control
• Checking the product manufactured is as per specifications or
not.
• Three steps for quality control
1) Check product performance
2) Compared performance with desired goals (specifications)
3) Correct the difference found
 3. Quality improvement
• It is continuous process in business operation
• Four steps for quality improvement
1) Set up infrastructure for improvement
2) Find areas of improvement
3) Set up project team
4) Provide facility to team for continuous improvement
 Juran Trilogy Diagram
• Graph of time Vs. cost of poor quality
• Three quality processes indicated in diagram
• Planners will design product and its process
• Operations team will run process to make products
• It is not possible to get 100% accurate product. Generally 20%
rework is needed
• Quality control avoids worst situation of sporadic spike.
• Quality improvement further reduces the losses.
.
(2) Philip B. Crosby
• Proposed four absolutes (principles) of QM.

1. Quality is defined as conformance to requirements

neither as ‘goodness’ nor ‘elegance’

Poor quality is not due to failure , but deviation of product

from set quality standards
 2. The system for using quality is prevention, not appraisal.
• Cannot completely eliminate defects
• Operators are not 100% accurate
• Employees in organization will make some sort of mistakes
• There is need of approach to constantly reduce defects
• Try to prevent defects.
3. The performance standard must be zero defects, not that’s
close enough.
• Organization should keep aim of zero defects.
• It will help to improve product quality
• Avoid get relaxed once reached the quality standards
• Quality is continuous improvement process.
• Try to push the limits further
4. The measurement of quality is the price of non-
conformance, not indices
• Quality cannot be measured as number of defects reduced.
• It is obtained as price of non-conformance
14 Steps for Quality Improvement in Organization

1. Management must be committed to produce good quality

products.
2. Appoint a Team of senior representatives from each
department.
3. Find area in production process, where improvement is needed
4. Find area where amount spend will give cash benefit
5. Create Awareness amongst Employees about product quality &
performance.
6. Take actions to Correct Problems
7. Keep constant monitoring on improvement process.
8. Organize training program for supervisors
9. Arrange a Zero Defects Day to remember goal or commitment.
10. Every person in firm should set improvement goals for
themselves and their group.
11. Encourage communication between employees
management to share ideas and remove fear
12. Recognize and appreciate those who participate in process.
13. Establish Quality Councils to communicate on a regular
basis.
14. Repeat this cycle so that quality improvement process never
ends
(3) Kaoru Ishikawa
• Know as “father of quality circle”.

• Launched ‘quality Movement’ in Japan

in 1960’s

• Proposed 7 quality control (QC) tools

 7QC tools…
• Used for solving quality issues through data collection,
analyzing data, identification of root cause of defects and
measuring results.
 Seven tools for quality control
1) Pareto Chart
2) Cause and effect diagram (Ishikawa diagram)
3) Flow chart
4) Check chart
5) Scatter chart
6) Histogram
7) Control chart
 1. Pareto charts
• To identify and prioritize problems
• It is histogram based on 80/20 rule
• 80% problems are due to 20% causes
2. Cause and effect diagram
•Also called fishbone diagram or Ishikawa diagram
•It shows all possible causes of a particular defect.
3. Flow chart
• Step by step analysis of problem
• Shows inputs, action taken and outputs of given system
 4. Check sheets
• It includes list of activities and collect data regarding how often
a particular activity is repeated
• prewritten description makes data collection easy
5. Scatter diagram
• Graph between the two set of variables
• Distribution of chart interprets the information
Types of scatter diagram:
A. Randomly scattered points- NO relation
B. Possible positive correlation
C. Strong positive correlation
 6. Histogram
• Bar chart giving frequency and distribution of data
• Variation with time
• Types of histogram:

a) Uniform distribution gives

little information about data
set
.
b) Bimodal shape has
two peaks showing two
different systems

c) Skewed right is
positive skewed.

d) Skewed left is
negative skewed.
e) Bell shaped has one
peak

f) Random
distribution will not
follow any pattern for
data set
 7. Control Charts
• It is graphical display of the quality characteristics measured
from a sample versus sample number of time
• Graphically monitors process variation
(4) M. Edward Deming
He proposed:

(A) 14 points of management

(B) 7 deadly diseases of management

(C) Deming cycle/ Plan-do-check-act (PDCA) cycle

(D) System of profound knowledge

(A) Deming’s 14 points of management
1 Create constancy of purpose for continual improvement of
product or service
2 Adopt the new philosophy
3 Eliminate the need of mass inspection 4 Stop awarding business
on the basis of price tag.
5 Improve the system constantly and forever
6 Provide modern training
7 Adopt and Institute leadership
8 Drive out fear through out the organization
9 Break down barriers between departments
10 Eliminate slogans, exhortations and targets for the work force
11 Eliminate numerical quotas for the workforce
12 Remove barriers that rob the pride of workmanship
13 Encourage education and self-improvement.
14 take action to accomplish the transformation
 (B) Deming’s 7 deadly diseases/ sins of management
• Responsible for keeping any company away from achieving desired
quality and competitiveness
 (C) Deming’s PDCA cycle
• 4 step management method
• To control and have continuous improvement of processes
• Cycle is repeated to get desired quality
 It involves
Plan Do Check • Act
• identify • Start action Give • Work on
• Set objectives • Experiments/ confirmation collected
• collect data pilot projects information
• Use tools – • Either
i) cause & effect continue or
diagram repeat
ii) 5 why’s depends on
checks
(D) System of profound knowledge
 all managers need to have this….
1. Appreciation of a system: understanding the overall processes
involving suppliers, producers, and customers (or recipients)
of goods and services
2. Knowledge of psychology: how to motivate employees
3. Theory of knowledge: the concepts explaining knowledge and
the limits of what can be known.
4. Knowledge of variation: the range and causes of variation in
quality, and use of statistical sampling in measurements.
(A) Importance of Quality control (QC) in construction
• QC in construction helps to construct as per plan by following all
industry standards and adapting engineering practices
• Organization prefers quality (instead of quantity) along with safety
and economy
• Factors affecting quality are: material, machinery, work force,
weather, construction technology and management system
• Poor quality will cause structural failure, affect utility services
and reduces durability of structure
• QC refers to providing:
a) Fulfill owner requirement
b) Within time
c) Avoiding any disputes
d) Satisfying specifications given in contract
e) Performs intended purpose
(B)Factors affecting quality of construction
1. Workmanship:
• Poor workmanship causes human error.
• Causes of poor workmanship in construction:
a) Poor project mgt.
b) Lack of skill and experience in workers
c) Lack of communication
d) Unsuitable old machines
e) Poor weather conditions
f) Poor quality material
g) Limited time and funds
• Measures to minimize workmanship quality problem:
a) Strict supervision
b) Training
c) Communication
d) Proper construction and manpower mgt.

2. Technology:
• Communication between owner and contractor using mobiles
reduced miscommunication, conflicts.
• Software ease material handling and operations
• Advanced construction technology improves quality of
construction
3. Design:
Includes architectural plans, structural drawings, Design codes/
standards, specifications etc.

4. Material:
• Defect free material.
• softwares for material handling/ store management
• Regular lab testing helps to maintain quality
• Low cost alternative material used instead of old
5. Contracts:
•Adopt proper tender drafting and award system
•Mention all clauses and clear conditions
•Appointment of arbitrator

6. Quality check:
Checklist, quality manuals adopted to obtain good quality
7. Training:
Increases labour productivity and quality

8. Financial Issues:
• Regular / weekly labour wages
• Clearing R.A. bills
• Maintain contractor cash flow
(C)Measures taken by manager to improve quality
of construction
• Maintain good workmanship
• Strict supervision
• Eliminate causes of quality failure
• Find defects at early stage and correct it
• softwares as well as past experience for planning
• defect free quality materials
• documents and records of procured materials
• quality checks list, quality manuals
• training and education to work force
• safety measures
 (D)Challenges faced in maintaining quality of
construction projects
• Local contractors lack in funds and expertize to apply for large
Govt./ private projects
• Lack of management and technical teams to apply foreign
funded projects
• Lack of new & advanced technologies
• Direct foreign investment competing local contractors
• Developed countries investing in developing countries.
 (E) Quality control in different construction work

1. Earthwork:
• Highest care needed since it is foundation of building
• Do as per drawings
• Proper compaction to avoid settlement
• Adapt safety measures in deep foundation pits
2. Formwork:
•Leak proof
•Apply oil before concreting for easy release after setting
•Provide cover, spacing and adequate ties in reinforcement
•Concrete of proper grade
•Strictly monitor placing, compaction and curing activity
•Check concrete quality in lab tests
3. Structural steel work:
•Check dimensions of steel before placing
•Check steel quality through lab testing
•Check steel placement as per drawings

4. Masonry work:
•Bricks checked in lab before use
•Check for bonds, plumb and alignment
•Mortar of proper grade
5. Water supply and sanitary work
•Pipelines laid as per gradient, level mentioned in drawings
•Pipe material selected as per quality
•Pipelines checked for leakage, cracks and adequate pressure.
(A) Total Quality Management (TQM)
• TQM is integration of all functions and processes within an
organization in order to achieve continuous improvement of
the quality of goods and services
 (B) Evolution of TQM
• Four stages

1800s Inspection
1930s Quality control (QC)
1950s Quality Assurance (QA)
1980s Total Quality Management (TQM)
1. Inspection stage
• Measuring and testing products/ services

• Find defects

• Performed by specific personal

• Defective products are rejected

• Performed at end of production process

• Limitation: defective products causes wastage of material and

time
2. Quality Control (QC)
• Next stage after inspection process

• Operational techniques for monitoring process and eliminate

defects in early stage

• Pareto chart, control chart, check sheets used

• ‘inspection based mechanism’

3. Quality Assurance (QA)
• Includes planned and systematic actions
• Audit process involving planning, evaluation, feedback and
control process.
• Manages quality during design, production and performance
stage
• Quality manuals, work instructions, audits etc. are used
• ‘preventive mechanism’
4. Total Quality Management (TQM)
• QM principles used in entire business process

• Involve and motivate people

• Employees active involvement and team work

 (C) Differentiate between QA and QC
Factor Quality assurance Quality control

• 1.Definition Providing confidence of Actual fulfillment of quality

fulfilling quality. requirements
2. Focus on Proactive quality process Reactive process which identifies and
which avoids defects corrects defects in finished products

3.Goal Improves development and Identify defects in product

testing process to find manufactured, before delivery
defects during production

4.How to Periodic audit/ checks of Find sources of quality problems and

achieve? operation unit correct it
5. Responsibility Everyone in production Specific testing team
team
6. As a tool Management tool Corrective tool
7. Type of function Staff function Line function

8. Time of implement Before quality control Only after quality assurance activity
done
9. Process Process of managing Process of verifying quality of
quality finished product
10. Example verification testing
 (D) Total Quality Control (TQC)
• Apply QM principles
• by Japanese industries since 1950
• Based on ‘Quality circle concept’ i.e. group of 10-20 workers
given responsibility to follow quality during process
• Monitoring of workers as well as mangers
• Kaizen, Kaikaku, Kakushin, 5S, Genbashugi mgt. principles
• Increase productivity of organization.
 (E) Differentiate between TQC and TQM
TQC TQM
Process and continuous process Target and measure to achieve fast
• improvement
Employees encouraged to generate Information is shared from top to
ideas and implement them bottom system accurately

Process and methods are flexible Simple and straight forward system

Target is modified as per changing Process discussed only after goal is

market fixed
Limitations: End result may varying Employees loose creative thinking, risk
from target. Employees may loose taking ability
interest
 (F) Quality Management system (QMS)
• Defines organization’s quality policy and objectives.

• Documentation & implementation of procedures

• Continuous review and improvement of process, products or

services

• QMS maintains and improves product quality.

• Fulfills customer needs

 Elements of QMS
• Quality policy
• Quality objectives
• Quality manuals
• Organizational structure and responsibilities
• Data management
• Processes
• Product quality and customer satisfaction
• Continuous improvement
 Benefits of QMS

• Adopting documentation of QMS helps to check,

1. Customer’s requirements

2. Organizational requirements