047 INTERGRATING TQM WITH CONSTRUCTABILITY/VE

INTERGRATING TQM WIT CONSTRUCTABILITY AND VE

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INTERGRATING TQM WIT CONSTRUCTABILITY AND VE

TOTAL QUALITY MANAGEMENTTotal Quality Management (TQM) was

implemented in 1950. Its success has been seen in both:manufacturing electrical industries Its use in the construction industry in

recent years has enabled management to use TQM philosophy in many areas of work.

TOTAL QUALITY MANAGEMENT

TQM has been applied to: process improvement; customer and supplier involvement, team work; training to achieve customer satisfaction; cost effectiveness;defect free product.


The success of TQM heavily depends on the project management team and their approach in managing problems.

The importance and advantages of implementing TQM within the construction industry is great.

There are benefits and advantages of adopting TQM on the construction site.


These are:Achieving high quality products through

the systematic consideration of the client’s requirements.

Overall reduction of construction time and cost through minimising the potential causes of errors and taking corrective action.


Increased efficiency and effectiveness of everyone involved in the project.

With the main focus on customer satisfaction.

Improvement in enhancing information at all levels through team building and pro-active management strategies.


Successful application of TQM to constructor has increased its recognition as an effective method to improve quality and productivity.

TQM has two principal objectives:(1) Customer satisfaction(2) Continuous improvement


TQM is an approach for improving values such as:

the competitiveness effectivenessflexibility of the whole organization


TQM is an approach to: improving the competitiveness;Effectiveness;flexibility of the whole organization; way of planning; Organizing;understanding each activity that depends

on each other.

TOTAL QUALITY MANAGEMENTKPI’s allow a minimum 95% customer

satisfaction.The organization should always look

toward 100% customer satisfactionDefects -free performance and product.The organization should also integrate

suppliers into its TQM process.A strong supply chain policy will push

TQM towards a successful completion.

TOTAL QUALITY MANAGEMENTTOTAL

QUALITYMANAGEMENT

(TQM)IMPLEMENTATION

TOPPRIORITIES

1-TIME2-COST

3-QUALITY4-SITE SAFETY

Standardization'sISO 9000 series

PLANNINGPROCESS

PROCESS MANAGEMENTOR

MANAGEMENT SYSTEMPLANNING-COMMUNICATION

CONTROLLING -COORDINATING-TRAININGMONITORING

IMPLEMENTING PROJECT CONSTRUCTABILITY

RESEARCH MODEL (Process model productivity on site)

Organisational Factors

Contract management

Finance

Etc

PROJECT WORK ENVIRONMENT

Pre-construction Activities (1) D1. Client brief D2. Project objectives D3. Specification D4. Design/build-ability D5. Contractual arrangement D6. Planning D7. Scheduling D8. Estimating

Site/Project Manager (2) Characteristics D9. Experience/capability D10. Leadership style D11. Authority/influence D12. Goal commitment D13. Involvement

Labour (6) Characteristics D39. Subcontracting

Labour D40. Direct labour

Management (3) Factors D14. Clarity of tasks D15. Team work D16. The style of management D17. Safety management

Management (4) System D18. Planning D19. Communication D20. Controlling D21. Co-ordinating

Resource (5) Management D22. Labour selection D23. Labour control D24. Material selection D25. Material handling D26. Plant D27. D31. Waste on site D32. D38. Delay and Disruption on site

Motivating Factors (7) D41-D46 Hygiene Factors D47-D55

P R O D U C T I V I T Y

Project Performance Time Cost Quality Safety

Job Satisfaction

Effort Rewards

Ability and Skill of worker


Box 4 Results related to management system

Determinant (Variable)

Chi-square test

(x2)

Corrltn Coefficient (r)

Significance Level of Association (p)

Ranks

Management System D23-Site planning D24-Communication D25-Controlling D26-Coordinating

8.53 12.50 4.50 15.40

0.34 0.68 0.42 0.74

P<0.001 P<0.001 P<0.02 P<0.001

3rd 2nd 4th 1st

IMPLEMENTING PROJECT CONSTRUCTABILITYConstructability is the integration of

construction expertise into all phases of the project.

For Improving factors such as:cost schedule quality and overall project objectives.


The proper use of the knowledge gained by participants such as:

managers designers site workersother contributors Learning from their past experience

increases the level of productivity/project success.

IMPLEMENTING PROJECT CONSTRUCTABILITYConstructability must be used at key

points in the project life cycle. This includes:

in the planning phase;early in the design phase; prior to the procurement phase;prior to the mobilization phase for

construction.


Constructability process considers a detailed review of:

Design drawings; Models; Specifications; and construction processes.


The purpose of the constructability reviewis to identify the following items:• Design errors (both material selection or

dimensions)• Un clear specifications• Unnecessary work• Complexity that does not serve the project

objectives


• Project features-difficult and very costly to construct.

• Project complexity- that exceed the capability of industry to properly build.

• Project features that are difficult to interpret and will be hard to accurately bid.

IMPLEMENTING PROJECT CONSTRUCTABILITYSteps to take: Identify the processes needed for the

Quality Management System Its application in the organization Its customers Determine the sequence and interaction of

these processes Determine the criteria and methods

required to ensure that the operation runs well

VALUE ENGINEERING

VALUE ENGINEERINGValue Engineering (VE) has been defined

as:the systematic effort directed at analyzing

the functional requirements of:systemsequipmentfacilities

VALUE ENGINEERING

proceduresand supplies for the purpose of achieving

the essential function at the lowest total (life-cycle) cost.

Also, all the efforts are focused on meeting needed issues such as:

Performance; Reliability;

VALUE ENGINEERING

quality, maintainability; aesthetics, Safety;fire resistance; while, at the same time, achieving lowest

life-cycle cost.

VALUE ENGINEERING

Constructability implementation can act as a predecessor to value engineering.

Providing information through constructor input and lessons learned from past projects such that value engineering may be more effective.

VALUE ENGINEERING

Implementation of value engineering involves several steps:

Information; functional analysis; creative mind; Evaluation;

VALUE ENGINEERING

planning & proposal; Implementation; follow-up. The creative step involves a brainstorming

session where life-cycle cost alternatives, for design components are considered.

VALUE ENGINEERING

Value engineering may be performed in two ways:

(1) Proactively (2) ReactivelyHow does V.E. work?V.E. follows a structured thought process

to evaluate options.

VALUE ENGINEERING

Every V.E. session goes through a number of steps:

Gather information -What is being done now?

Measure Performance -How will the alternatives be measured?

VALUE ENGINEERINGAnalyse Functions -What must be done?What does it Cost? Generate Ideas (Brainstorming) -What

else will do the job? Evaluate and Rank Ideas -Which Ideas

are the best? Develop and Expand Ideas -What are the

impacts? What is the cost? What is the performance?

Present Ideas Sell Alternatives

Cited-LSBU lecture notes

Initial ConstructionCost

Additional Cost throughunnecessary

sketch design andspecification

features

Additional Cost throughinefficient Constructionmethods and techniques

Contractors Overheadthrough labour andmachinery lying idle

TotalConstruction

Cost

costofBuildingEntity

VEapplication

ManagementReviewTechniques

PlanningControlProcedures

Typical Spectrum of a cost ReductionProgramme in the Building Industry Timing of V.E. study during the design stages

SketchDesign

Design Development

Approval

DocumentationDevelopment

Approval

Approval

ConstructionProcess

Yes

Yes

Yes

No

No

No

PreliminaryDefinition

RefinementofDesign

Workingdrawings

V.EAPPLICATION 1

V.EAPPLICATION 2

IMPLEMENTINGPROJECT

CONSTRUCTABILITY

CostSchedule Quality

Overallobjectives

knowledgegained from

other projects

Labourefficiency

Fewerdelays/

disruptionsLean

construction

Shortenedduration ofactivities

etc

Defectsfree

productetc

Supply ChainManagementJust-In-Timetechniques

ISO 9000etc

TOTALQUALITY

MANAGEMENT(TQM)

IMPLEMENTATION

TOPPRIORITIES

1-TIME2-COST

3-QUALITY4-SITE SAFETY

Standardization's ISO9000 series

PLANNING PROCESS

PROCESS MANAGEMENTOR

MANAGEMENT SYSTEMPLANNING-COMMUNICATION

CONTROLLING -COORDINATING-TRAININGMONITORING

VETO ANALYZEFUNCTION

REQUIREMENTOF

facilitiesequipmentsystemsprocedures

Performance;Reliability;

quality, maintainability;aesthetics,

Safety;fire resistance;

while, at the same time,achieving lowestlife-cycle cost.

TO MEET NEEDED ISSUES

Highproductivity