Quality Management in

Construction Projects

Farida Rachmawati
Lab Manajemen Konstruksi DTS-FTSLK
2021
Definisi

• Crosby : sesuai spesifikasi

• Deming : seragam dan konsisten
• Juran : sesuai dengan kebutuhan customer (banyak yg beli)
Implementasi SPC

• Business process
• Quality Plan
Sebelum Menggunakan Tools

• G = Go for the SHOULD

• A = Analyze the Is (what currently exist)
• Pin down the cause
Construction activities are different from routine activities

1. Almost all construction projects are unique, single-order, single-production products.

2. Each construction production site always displays different conditions (not fixed site)
3. The life-cycle of a construction project is much longer than the life-cycle of most manufactured
products.
4. There is no clear and uniform standard in evaluating overall construction quality as there is in
manufactured items and materials; thus, construction projects usually are evaluated subjectively
5. Since construction projects are a single-order design project, the owner usually directly influences
the production

6. The participants in the construction project--owner, designer, general contractor, Subcontractor,

material, supplier, etc.--differ for each project.
Quality management is needed

Great expenditures of time, money and resources, both human and

material, are wasted each year because of inefficient or non-existent quality
management procedures.
Quality definition (1)

General perspective:
Quality can be defined as meeting the legal, aesthetic and functional
requirements of a project.

Law perspective:
Quality in terms of professional liability, a legal concept that requires all
professionals to know their trade and practice it responsibly.
Quality definition (2)

Design professionals:
Quality is measured by the aesthetics of the facilities they design and how well a
building blends into its surroundings, building's psychological impacts on its
inhabitants, the ability of a landscaping design to match the theme of adjacent
structures, and the use of bold new design concepts that capture people's
imaginations
 Quality definition (3)
Function perspectives:
how closely the project conforms to its requirements

Using this definition, a high quality project can be described by :

1. such terms as ease in understanding drawings

2. level of conflict in drawings and specifications,

3. economics of construction,
4. ease of operation, ease of maintenance,

5. energy efficiency
 In construction projects

Quality = by owner’s requirements

 Indicators of quality

On schedule Zero waste Zero accident

On budget Zero defect Sustainability

 Total Quality Management

• Quality Planning
• Quality Assurance
all planned and systematic actions necessary to provide adequate
confidence that a structure, system or component will perform satisfactorily
and conform with project requirements
• Quality Control
set of specific procedures involved in the quality assurance process. These
procedures include planning, coordinating, developing, checking,
reviewing, and scheduling the work.
Total Quality Management (PMBOK ed VI)

• Quality Planning
• Manage Quality
• Control Quality
 Project life cycle

Operation
Initiation Design/ Planning Construction Maintenance

Processed by Input: Owner will operate

Requirements Plans & and maintain the
of owner architect/engineer
specifications constructed facility

Output:
Plans & Processed by
specifications constructor

Triple role: designer = owner’s customer; constructor = designer’s customer; owner = constructor’s
customer
Project life cycle
Project Life Cycle - Initiation

• Identification of need
• Feasibility
• Identification of alternatives
• Identification of project teams
• Development of concept design
• Quality measurement: QFD
• Cost estimation
Managing Quality – Initiation
• Owner’s requirements
• Quality standards and codes to be complied
• Regulatory requirements
• Conformance to owner’s requirements
• Conformance to requirements listed under TOR
• Design review procedure
• Drawings review procedure
• Document review procedure
• Quality management during all the phases of project life cycle
Project Life Cycle – Design/Planning

• Developing scope
• Time and cost estimation
• Contract arrangement
• Regulatory approval
 Managing Quality – Design/Planning
Quality assurance Control quality
• Collect data • Check design drawings
• Investigate site conditions • Check specifications/contract
• Prepare preliminary drawings documents

• Prepare outline specifications • Check for regulatory compliance

• Check preliminary schedule
• Ensure functional and technical compatibility
• Coordinate with all disciplines • Check cost of project (preliminary cost)

• Select material to meet the owner’s objectives

Project Life Cycle – Construction

• Supervision
• Executing (Resource mobilization)
• Procurement
• Testing and commissioning : flowchart
 Managing Quality – Construction
Quality assurance
• Collect data
Control quality
• Investigate site conditions
• Prepare design drawings
• Check quality of design drawings
• Prepare detailed specifications • Check accuracy and correctness of design
• Prepare contract documents • Verify BOQ
• Prepare BOQ • Check specifications
• Ensure functional and technical compatibility • Check contract documents
• Ensure the design is constructible • Check for regulatory compliance
• Ensure operational objectives are met
• Check project schedule
• Ensure drawings are fully coordinated with all disciplines
• Check project cost
• Ensure the design is cost-effective
• Ensure selected/recommended material meets the owner’s
• Check interdisciplinary requirements
objectives • Check required number of drawings
• Ensure that design fully meets the owner’s objectives/goals prepared drawing
 Management commitment and leadership
Component of
quality in Training
construction
Statistical methods

Total Quality Specific factors in construction industry

Management

Teamwork

Supplier involvement

Cost of quality
Management commitment and leadership

• The level of management commitment to continuous quality

improvement was rated as one of the most important factors that affect
the quality of the constructed facility.
• In construction terms, cost, schedule, and possibly quality goals are
established for each project.
Training

• Quality becomes everyone's responsibility and the training must be

targeted for every level of the company
• The training effort may include instruction in the basics of TQM, cause-and-
effect analysis, team problem solving, interpersonal communication and
interaction, rudimentary statistical methods and cost of quality
measurement.
• Training in the design phase is not important, on the other hand it will be
much more important in the operation phase
Statistical methods

• Statistical methods provide problem-solving tools to the TQM process

• The most commonly used statistical methods in the TQM process include
histograms, cause and effect diagrams, check sheets, Pareto diagrams,
graphs, control charts, and scatter diagrams
• However, in the const industry, SPC is not as important as in manufacture
industry
Cost of quality

To avoid deviations
Prevention cost

Activities used to determine whether a product, process, or

Appraisal cost service conforms to established requirements

Scrap, rework, failure analysis, re-inspection, supplier error, or price

reduction due to nonconformity
Deviation cost
Complaints, repair costs, costs for handling and replacing rejected
material, workmanship or equipment costs for correcting errors, and
litigation costs
Supplier involvement

• The quality of the project built by the constructor is directly related to the
quality of the plans and the specifications prepared by the designer
• The quality of the equipment and materials supplied by the vendors
• The quality of work performed by the subcontractors.
• Close and long-term relationships with these suppliers to the construction
process are required if the constructor is to achieve the best economy
and quality
Specific factors in construction industry

• Quality of codes and standards

• to protect the public's health and safety

• Quality of drawings and specifications

• Drawings and specifications are the two sets of documents given to the
constructor that provide technical information on materials, performance of
the constructed facility, and quality requirements.

• Constructability of designs
• The project must be constructible by those retained to build the project.
Construction safety (1)

• When quality (safety) is integrated into the way an organization operates

on a daily basis, it would not be the separate or additional activities, but it
would be the way everyone performs his or her job
• Safe construction → zero defect/claims → highest quality
• Construction defects due to poor quality management can be costly,
including the potential for serious injury or death.
Construction safety (2)

• Better safety performance

• Reduces project cost and time to complete
• Reduces potential for construction defect claims
• Increases owner satisfaction
• Reinforces positive behaviour and accomplishment for project team members
• Reduces rework
• Reduces contractor’s or owner’s insurance
Rework and injuries (1)

• the major causes of quality failures in order of precedence are defective

workman-ship, defects in products, insufficient separation, inadequate
construction planning, disturbances in personnel planning, delays,
alterations, failures in setting-out, and coordination failures.
• In summary, rework can result from errors, omissions, failures, damage, and
change orders throughout the procurement process
Rework and injuries (2)

• unsafe conditions
• unsafe actions
Quality vs Delivery Method
Design – Bid – Build

• In most cases, the owner

contracts the designer/consultant
to supervise the construction
process. These types of contracts
are lump-sum, fixed-priced
contracts.
• Any variation, or change, during
the construction needs prior
approval fromthe owner.
Assessment of Quality

• Cost of poor quality

• Check list
Const Industry condition
Const Industry condition

SITE
Process 1

Process 2

Process 3

Manufacture
Construction
Construction Waste

Three potential principal components:

• Labour
• Material
• Machinery
Construction Waste

1. Overproduction
1. Repair
2. Inventory
2. Waiting periods
3. Waiting
impact
3. Materials
4. Transportation
4. Human resources
5. Defects
6. Staff movement 5. Operations

7. Unnecessary processing
Construction Waste - Examples

• Repair : repair on finishing works, repair on structural works, repair on falsework

• Waiting periods: waiting for materials, instructions, equipment to arrive
• Operations: delays to schedule, unreliable equipment
• Human resource: Ineffective labour, lack of supervision
• Material: Unnecessary material handling, loss of material on site
Construction Waste - Causes

• Design & documentation: design changes, slow drawing revision, unclear

site drawings supplied/spesification, poor design
• Management: slow in making decisions, poor coordination among project
participants, poor planning & scheduling
• Execution: inappropriate const methods, outdated equipment, too much
overtime for labour
• People: poor distribution of labour, too few supervision, inexperienced
labour and inspectors
Lean Construction Concept

• Value: would be defined by customer

• The value stream
• Flow
• Pull
• Perfection
Lean Construction Implementation

• Work structuring
• Supply Chain Management
• Just in Time
• Partnering
Just In Time Material Inventory

• Minimum inventory : material only when required by the next work station. The
movement: from supplier to work position
• Close relation with suppliers
• Operator responsibility
• Quality
• Responsiveness
• Reorganized work space
• Pull system
Just In Time Material Inventory

• Const process output and material quantities

• Communication/relationship between contractor and suppliers
• Production planning
• Design planning
• Const site layout and storage planning
• Building material sourcing
• Training and education
Some applied principles

• Reducing cycle time

• Development of productivity standard
• Task analysis
• Detailed plans of production process

• Reducing variability
• Supervise and analyze the use of material and equipment

• Increasing transparency
• Continous improvement
Barriers

• Cultures
• the mental change process towards a production-system-view of
construction, lack of commitment
• supplier-contractor and client-contractor relationships
• Fragmentation & subcontracting
• Procurement & financial issues
• Design & construction : two different things?
• Time constraints