Construction Quality Management

Construction Quality Management

S.L. Tang
Syed M. Ahmed
Raymond T. Aoieong
S.W. Poon
Copyright Date: 2005
Pages: 208
https://www.jstor.org/stable/j.ctt2jc43g
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  • Book Info
    Construction Quality Management
    Book Description:

    This book examines the various quality management systems applied to the construction industry in Hong Kong and other parts of the world. Hong Kong's experience is particularly important because it plays a leading role in construction quality management globally. The text traces the change from quality control (QC) practice in the 1970s and 1980s, to the quality assurance (QA) concept in the 1990s, and finally to the emerging total quality management (TQM) philosophy. All the tools and techniques used in relation to construction quality management are discussed in detail in the 12 chapters.

    eISBN: 978-988-220-374-7
    Subjects: Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. i-iv)
  2. Table of Contents
    (pp. v-vi)
  3. PREFACE
    (pp. vii-x)
  4. 1 INTRODUCTION TO CONSTRUCTION QUALITY MANAGEMENT
    (pp. 1-14)

    Quality is widely accepted as one of the key factors for companies to be successful in the global market. Quality management has been an important issue for many years in various disciplines. The implementation of effective quality management has been witnessed and documented in the manufacturing industry, which set up a paradigm for other disciplines such as the design and construction industry. In the past few years, things have changed in the construction sector. It has opened its doors by welcoming policies that would improve construction process and lead to successful business strategies. Effective quality management, especially total quality management...

  5. 2 QUALITY MANAGEMENT AND ISO 9000 STANDARD
    (pp. 15-28)

    Quality has received much attention in construction since the 1990s, or even earlier. Many government departments have made it mandatory for contracting firms to have their quality system accredited. ISO 9000 is the international standard accepted for certification of quality management systems (QMS). While some large contractors are enjoying benefits from implementing their QMS, the smaller firms report difficulties and obstacles.

    According to ISO 9000:2000, a system is a set of interrelated or interacting elements. A system can include different management systems such as a financial management system, an environmental management system and quality management system. For an organization, a...

  6. 3 DEVELOPMENT OF CONSTRUCTION QUALITY MANAGEMENT IN HONG KONG AND OTHER COUNTRIES
    (pp. 29-38)

    As already introduced in Chapter 2, the ISO 9000 series of standards was first released in 1987. Since then it has become the most popular standard in the world. In a survey conducted by the International Organization for Standardization (ISO, 2003) at the end of the year 2002, it was estimated that at least 561,747 ISO 9000 certificates had been awarded in 159 countries, an increase of 10% over the previous year. In the same survey, it was also found that 12.0% of the certificates had been issued to companies related to the construction sector. This percentage had increased steadily...

  7. 4 IMPLEMENTATION OF QUALITY MANAGEMENT SYSTEMS BY HONG KONG CONSTRACTORS AND CONSULTANTS
    (pp. 39-54)

    Chapter 3 was a general and brief discussion on the implementation of quality management systems in a number of places in the world. This chapter will concentrate on the situation in Hong Kong alone in greater detail.

    The descriptions in this chapter are mainly based on two research findings, Kam and Tang (1998) and Tang and Kam (1999) on the implementation of quality management systems by contractors and consultants respectively in Hong Kong.

    Since globally Hong Kong is one of the pioneers in developing construction quality management systems, it is useful to know more about Hong Kong’s experience.

    In June...

  8. 5 QUALITY INDICATORS
    (pp. 55-68)

    The ISO 9000 series of standards was released in 1987. In the late 1980s, when some contractors were developing or implementing their quality management systems, the housing and construction authorities in Singapore and Hong Kong initiated systems to assess the quality of constructed works. While the ISO 9000 series provides a model for quality management systems, quality indicators are used to measure or assess the quality of finished products. (Quality audits, which will be discussed in Chapter 6, however, measure or assess the degree of success of the implementation of the quality management systems.) This chapter highlights the development and...

  9. 6 QUALITY AUDITS
    (pp. 69-80)

    In Chapter 5, quality indicators, such as PASS, were discussed. Quality indicators are used to assess the quality of finished products. Quality audits, which will be discussed in this chapter, however, are used to assess the quality management systems (QMS) of construction organizations. Figure 6.1 shows the relationship.

    Quality audit is therefore a management process to confirm and evaluate activities related to a quality management system. As soon as a quality management system has been developed and implemented, audits should be carried out to validate the system and identify the unsatisfactory activities. This chapter highlights the importance and the scope...

  10. 7 TOTAL QUALITY MANAGEMENT (TQM) IN THE CONSTRUCTION INDUSTRY
    (pp. 81-104)

    Total quality management (TQM) is the ultimate target for any quality management system implementation. Implementing QA is usually a stepping stone for implementing TQM. QA implementation has been thoroughly discussed in the earlier chapters. This chapter focuses specifically on TQM theories, principles and tools and their applications. Findings from a couple of research projects have also been discussed to demonstrate the utility and application of TQM principles in the construction industry.

    The primary purpose of TQM is to achieve excellence in customer satisfaction through continuous improvements of products and processes by the total involvement and dedication of each individual who...

  11. 8 TRANSITION FROM ISO 9000:1994 TO ISO 9000:2000 AND INTERGRATION OF QMS WITH TQM PHILOSOPHY
    (pp. 105-120)

    As discussed in previous chapters, the ISO 9000 (1994 version) quality assurance (QA) system is a systematic approach in satisfying given requirements and providing adequate confidence. While rework, scrap, delivery, delays etc. may be minimized by the adoption of the ISO 9000: 1994 system, other defects, for example, unnoticed delays, frustration, redundant internal effort, over control, manpower inefficiency and low morale, which are largely hidden, can only be exposed and cured by the adoption of total quality management (TQM) (Ahmed and Aoieong 1998). TQM was discussed in detail in Chapter 7.

    Also, in Chapter 4, we have seen that in...

  12. 9 QUALITY COST MEASUREMENT I (PREVENTION, APPRAISAL AND FAILURE COSTS MODEL)
    (pp. 121-140)

    In Chapters 1 to 8, discussions have been concentrated on the implementation of construction quality systems. In order to quantify the benefits arise from implementing quality management systems, quality must be measurable. In this and the next two chapters, the measurement of quality improvement by means of “quality cost” will be discussed.

    Although there are numerous tools for measuring quality, the “cost of quality”, or “quality costs”, is considered by Juran (1951) to be the primary one. Oberlender (2000) summarized quality costs as follows.

    “Quality costs consist of the cost of prevention, the cost of appraisal, and the cost of...

  13. 10 QUALITY COST MEASUREMENT II (PROCESS COST MODEL)
    (pp. 141-158)

    Unlike the production line in the manufacturing industry, the construction process is far more complicated. Due to the vast number of parties involved and the uniqueness of each activity in a construction project, straight application of the concept of quality cost based on a manufacturing setting is rather difficult. We have seen from Chapter 9 that construction professionals are in general skeptical about the practicability of PAF quality cost models for the construction industry. However, if the measurement of quality cost is beneficial to the industry, attempt should be made to design a measuring system, which is applicable to and...

  14. 11 Applications of CPCM (Construction Process Cost Model)
    (pp. 159-184)

    The construction process cost model (CPCM) is the name given for the PCM when it is applied to construction processes. As mentioned in Chapter 10, it is not used for capturing quality costs of an entire construction project but for capturing that of a particular process. This is in line with the “process approach” and “continual improvement” concepts of the latest (year 2000) version of the ISO 9000 quality management system, which is a step closer to the concept of Total Quality Management (Aoieong and Tang, 2002). The “continual improvement” element of CPCM will be illustrated in the later case...

  15. 12 DEVELOPING A QUALITY CULTURE AS THE WAY FORWARD
    (pp. 185-196)

    One of the main emphases of the quality management system is continual improvement of an organization, in particular, the effectiveness of its processes and its products. In order to identify areas for improvement, quantitative measurements are necessary. The tool, quality costing — particularly the construction process cost model (CPCM) discussed in Chapters 10 and 11 — is considered as one of the quality improvement techniques which can be applied to the construction industry. However, having a correct tool to control and measure continual quality improvement is only the first step towards a successful implementation of a quality management programme. There...

  16. ABOUT THE AUTHORS
    (pp. 197-198)