MODULE IX-QUALITY MANAGEMENT

Tomas U. Ganiron, Jr., PhD 1

MODULE IX-QUALITY MANAGEMENT

9.1 Quality
9.1.1 Quality vs. Grade
9.1.2 Cost of Quality
9.2 Quality plan
9.3 Process-based Quality
9.4 Quality Assurance and Standards
9.5 Total Quality Management (TQM)
9.5.1 Total Quality Management Techniques

Tomas U. Ganiron, Jr., PhD 2

 9.1 QUALITY

➢Quality means many things to many people

➢Quality ISO 8402: “the totality of features and
characteristics of a product or service that bear
on its ability to satisfy started or implied
needs”.

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 9.1 QUALITY

Fitness for use Conformance to

+ specifications.

Features they want Problems they don’t

+ want.
Customer value
+ Zero defects.

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 9.1.1 QUALITY VS. GRADE
• Grade — a category or rank given to entities
having the same functional use but different
requirements for quality:

– Ford Escort vs. BMW 635i

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 9.1.2 COST OF QUALITY
• Cost of conformance:
– Prevention costs
– Appraisal (inspection) costs
• Cost of non-conformance:
– Internal failure costs — fixes prior to delivery
– External failure costs — fixes after delivery

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 9.2 QUALITY PLAN
This plan details :
(i) Quality Assurance (QA)
Quality Assurance (QA) analyzes the
processes and systems that are producing the
outputs.
It is any systematic process of determining
whether a product or service meets specified
requirements.
Many companies use ISO 9000 to ensure that
their quality assurance system is in place and
effective.

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 9.2 QUALITY PLAN
(i) Quality Assurance (QA)
Auditing is an important part of the quality
assurance function–particularly quality auditing,
which examines an organization’s entire Quality
Management System (QMS).

Quality assurance has two key principles:

a. Fit for purpose – the product should be suitable

for its intended purpose

b. Right first time – all defects or mistakes should be

eliminated.

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 9.2 QUALITY PLAN
Quality Assurance methodology has a defined cycle
called PDCA cycle or Deming cycle. The phases of this
cycle are:
• Plan
• Do
• Check
• Act

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 9.2 QUALITY PLAN
Quality Assurance methodology
• Plan – Organization should plan and establish the
process related objectives and determine the processes
that are required to deliver a high-Quality end product.
• Do – Development and testing of Processes and also
“do” changes in the processes
• Check – Monitoring of processes, modify the processes,
and check whether it meets the predetermined
objectives
• Act – A Quality Assurance tester should implement
actions that are necessary to achieve improvements in
the processes

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 9.2 QUALITY PLAN
(ii) Quality planning
It is a structured process for developing
products that ensures that customer needs
are met by the final result
The tools and methods of quality
planning are incorporated along with the
technological tools for the particular product
being developed and delivered

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 9.2 QUALITY PLAN
The Juran Trilogy
• Conversion of goals into results (making quality happen) is
done through managerial processes—sequences of activities
that produce the intended results
• Managing for quality makes extensive use of three such
managerial processes:

• These processes are now known as the “Juran trilogy”

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 9.2 QUALITY PLAN
The Quality Planning Solution
Quality planning provides the process, methods,
tools, and techniques for closing each of the component
gaps and thereby ensuring that the final quality gap is at a
minimum.
The Steps involved are:

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 9.2 QUALITY PLAN
(iii) Quality Control (QC)
Quality Control (QC) is the measurement of
outputs to determine whether they meet the accepted
criteria
QC is concerned with the identification of defects—as
such, it is regarded as the “inspection” element of
quality management.
Compliance with quality standards—such as
those enshrined in ISO 9001—is a key part of quality
control.

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 9.2 QUALITY PLAN
Types of Quality Control Process

The quality control process is divided into 3 separate processes, which are
IQC (incoming quality control), IPQC (in-process quality control), and OQC
(outgoing quality control).

IQC is the process of inspecting the raw and component materials from
suppliers upon arrival.

IPQC refers to quality control during the assembly process. It is crucial

because you can detect and handle the problem that occurs ahead of time.

OQA is the inspection of products before shipping. It's a crucial step in

ensuring the shipment is defect-free.

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 9.2 QUALITY PLAN
(iv) Quality Management
Quality management is the act of overseeing
all activities and tasks which are necessary to
maintain or achieve a certain level of excellence in
an organization.
It consists of four key processes: quality
planning, quality assurance, quality control and
continual improvement.

a. Quality planning – devising a quality

management plan that describes the processes and
metrics that are to be used.

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 9.2 QUALITY PLAN
(iv) Quality Management
b. Quality assurance - assuring, validating and
exhibiting to the organization that you have the
abilities, skills, knowledge and attitude to achieve
the desired outcome.

c. Quality control – inspection, testing and

measurement of project deliverables.

d. Continual improvement – examining how the

three elements above will drive further
improvements in efficiency and effectiveness.

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 9.3 PROCESS-BASED QUALITY

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9.4 QUALITY ASSURANCE AND STANDARDS

Standards are the key to effective quality

management.
They may be international, national,
organizational or project standards.
Product standards are specifications and
criteria for the characteristics of products
Process standards are criteria for the way
the products are made

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9.5 Total Quality Management (TQM)
It is a theory of management the purpose of
which is to improve an organization’s ability to deliver
quality to its customers on a continuously improving
basis.
TQM is a process-oriented as opposed to a result-
oriented approach, and priorities quality, flexibility and
services rather than cost and technical efficiency.
TQM involves a more horizontal organizational
structure rather than the traditional vertical
management structure. TQM presumes that profits
follow quality and not vice versa.

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9.5.1 TOTAL QUALITY MANAGEMENT TECHNIQUES
Total Quality Management Techniques to manage
team performance
(i) Benchmarking
Benchmarking is the process of taking
performance metrics from the team and
comparing these results to industry leaders.
Problems and inefficiencies can be identified and
acted upon. Targets for performance improvement
can be devised, planned and implemented

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9.5.1 TOTAL QUALITY MANAGEMENT TECHNIQUES
(ii) Continuous Improvement Process
Continuous improvement process, or
continual improvement, concerns the ongoing
improvement of services, products and processing
using the metrics of ‘incremental’ and
‘breakthrough’.
The most widely used tool in the
continuous improvement process is the PDCA
cycle - The Plan-Do-Check-Act. You can read more
about it here.

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9.5.1 TOTAL QUALITY MANAGEMENT TECHNIQUES
(iii) Statistical Process Control
Statistical process control is a method
of quality control which uses statistical
methods to control, monitor and manage a
process.
Quality data is in the form of product
or process measurements which are
obtained in real-time. Control limits are set.

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9.5.1 TOTAL QUALITY MANAGEMENT TECHNIQUES
(iv) Variation Risk Management
Variation risk management is a tool
for identifying, assessing and, if needed,
nullifying unwanted variation in a
process. It is a process geared toward the
most effective reduction of negative
process variation, given limited
resources.

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9.5.1 TOTAL QUALITY MANAGEMENT TECHNIQUES

(v) Business Process Re-engineering

The process of business re-engineering
involves discovering the business operations and
processes, determining the frailties and
inefficiencies, redesigning these processes to
eliminate redundancies, and finally implementing
these redesigned processes.

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9.5.1 TOTAL QUALITY MANAGEMENT TECHNIQUES
(vi) Six Sigma
Six sigma is a data-driven
approach for removing defects in any
process from manufacturing to
engineering, product and service. Six
sigma approaches uses two main basic
principles: DMAIC and DMADV.

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9.5.1 TOTAL QUALITY MANAGEMENT TECHNIQUES
(vi) Six Sigma
DMADV (used predominantly when designing a new process):
Define design standards and process goals
Measure and identify metrics with which process performance will be
defined
Analyze the data and identify defect variations in the process
Design changes that will mitigate defects and errors
Verify that the process design will meet performance requirements

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 References
• Brockmann Christian (2020). Advanced Construction Project Management: The
Complexity of Megaprojects. John Wiley & Sons Inc.
• Ganiron, Tomas Jr. U, Sulaiman Alyahya & Abdelgahni El-Toumi (2017). Manual
inProject Management (2017). Qassim University
• Portny, Stanley E. (2020). Project Management All-in-One For Dummies. John
Wiley & Sons Inc.
• Schroeder, Jason. (2020). Elevating Construction Superintendents: A Principle
Based Leadership Guide for Assistant Supers and Superintendents in
Construction. Independently published
• Tan, Yan (2020). Large-Scale Construction Project Management: Understanding
Legal and Contract Requirements. CRC Press
• Wright. Josh (2021). Project Management: 6 Books in 1: The Complete Guide to
Agile Project Management, Lean Analytics, Scrum, Kanban, Kaizen, and Six
Sigma. Cason Publishing Ltd. Cason Publishing Ltd

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