120 tqm-constructability-bar chart

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TOTAL QUALITY MANAGEMENT (TQM)& CONSTRUCTABILITY

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TOTAL QUALITY MANAGEMENT-CONSTRUCTABILITYTotal 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-CONSTRUCTABILITY

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.


TQM mobilises all resources by developing a culture of continuous improvement.

It is a system, which enables construction companies to fully identify the extent of their operational activities.

By focusing their activities on satisfying their customer.


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

TOTAL QUALITY MANAGEMENT-CONSTRUCTABILITYTQM is considered to establish standards, such

as: The International Organization for

Standardization's ISO 9000 series.TQM can be applied to any type of organization. It originated in the manufacturing sector and

has since been adapted for use in almost every type of organization such as:

Schools, Highway maintenance, Hotel managementChurches


A principal focus of TQM is for each supplier of services to identify and satisfy or exceed their customer's needs in terms of:

cost qualityTimeThe search for methods of completing a task

more efficiently.Measurement of cost effectiveness may also be

used to increase corporate awareness and commitment.

This by showing the financial benefits accrued as a result of the TQM process.


TQM is an approach for improving values such as:

the competitiveness effectivenessflexibility of the whole organization

TOTAL QUALITY MANAGEMENT-CONSTRUCTABILITY The success of an organization in implementing

TQM is its ability to:TranslateintegrateUltimately institutionalize TQM behaviours, into

everyday practice on the job. TQM is a way of thinking about goals,

organizations, processes, and people to ensure that the correct actions are taken right the first time.


TQM can be a major organizational change.

A successful TQM is about a major change in organization’s culture.

Changes in process. Strategic priorities. Beliefs.


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 MANAGEMENT-CONSTRUCTABILITYTQM organization is a customer-oriented

organization.TQM is about maximizing customer satisfaction

by improving internal efficiency.No TQM is achievable if organization lack

efficiency.With top-management involvement,

commitment, and leadership, a TQM program can succeed.

TOTAL QUALITY MANAGEMENT-CONSTRUCTABILITYKPI’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 MANAGEMENT-CONSTRUCTABILITYTherefore, consideration must also be given to

the following: customer focus; continuous improvement; leadership; employee involvement;Teamwork; customer–supplier relationship;process improvement.

TOTAL QUALITY MANAGEMENT-CONSTRUCTABILITYSome organizations do not adopt TQM because

they feel that the ISO 9000 series is enough.Organizations also feel that there were other

pressing issues to consider, such as survival.Construction industry have fallen behind from

implementing TQM practices.This is because they feel that the short-term

benefits are relatively minimal.Successful, competitive organizations take TQM

very seriously.

TOTAL QUALITY MANAGEMENT-CONSTRUCTABILITYBest organizations are moving away from

the usual practice of awarding tenders to the lowest price.

They invite the best designers and suppliers who could provide the best service to form partnering.

PPC 2000, TPC 2005 are forms of partnering being used in UK very successfully, if it is monitored carefully.


TOTALQUALITY

MANAGEMENT(TQM)

IMPLEMENTATION

TOPPRIORITIES

1-TIME2-COST

3-QUALITY4-SITE SAFETY

Standardization'sISO 9000 series

PLANNINGPROCESS

PROCESS MANAGEMENTOR

MANAGEMENT SYSTEMPLANNING-COMMUNICATION

CONTROLLING -COORDINATING-TRAININGMONITORING

TOPPRIORITIES

1-CUSTOMER SATISFACTION/CUSTOMERFOCUS

&2-CONTINUOUS IMPROVEMENT

3-COMPETITIVENESS4-EFFECTIVENESS

5-TEAM WORK6-EFFECTIVE COMMUNICATION

ORGANIZATIONS

SCHOOLS

HIGH WAYMAINTENANCE

HOTELS

CHURCHES

ETC.

TOPMANAGEMENT

APPROVAL AND COMMITMENTTO

TQM

TOP CHARACTERISTICEXPERIENCE AND CAPABILITY

LEADERSHIP STYLEAUTHORITYINFLUENCE

GOAL COMMITMENTINVOLVEMENT

Job Satisfaction

3

Effort

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

Motivating Factors Hygiene Factors

1

Rewards 4

FORM TEAMS FOR TQMINTERNAL/EXTERNAL

ALLOCATED RESOURCES

COMMENCETQM

2

TOTALQUALITY

MANAGEMENT(TQM)

IMPLEMENTATION

TOPPRIORITIES

1-TIME2-COST

3-QUALITY4-SITE SAFETY

Standardization'sISO 9000 series

PLANNINGPROCESS



CONTROLLING-COORDINATING-TRAININGMONITORING

TOPPRIORITIES

1-CUSTOMER SATISFACTION/CUSTOMERFOCUS

&2-CONTINUOUS IMPROVEMENT

3-COMPETITIVENESS4-EFFECTIVENESS

5-TEAM WORK6-EFFECTIVE COMMUNICATION

ORGANIZATIONS

SCHOOLS

HIGH WAYMAINTENANCE

HOTELS

CHURCHES

ETC.

TOPMANAGEMENT

APPROVAL AND COMMITMENTTO

TQM

TOP CHARACTERISTICEXPERIENCE AND CAPABILITY

LEADERSHIP STYLEAUTHORITYINFLUENCE

GOAL COMMITMENTINVOLVEMENT

FORM TEAMS FOR TQMINTERNAL/EXTERNAL

ALLOCATED RESOURCES

PLANNINGPROCESS




Job Satisfaction

3

Effort



1

Rewards 4

COMMENCETQM

2

CONSTRUCTABILITY

In the past, construction and design activities were integrated within the master builder's organization.

Constructability is a means of continuous improvement in several respects.

CONSTRUCTABILITY

A constructability system can enhancecustomer satisfaction by facilitating : teamwork among owner;Designer;constructor representatives;This must start as early as the planning

phase of a project.

CONSTRUCTABILITYMaintaining a Lessons-Learned (LL) database is

also important for constructability.This allows communication of positive and

negative activities and experiences from one project to future projects.

Also, construction personnel may be more aware of innovations in areas such as:

in advance and efficient equipment; Also, construction techniques;that may play a key role in improving designs.

VALUE ENGINEERINGThe primary objective of value

engineering is:to reduce the total life-cycle cost of a

facility;whereas constructability focuses upon

optimization of the entire construction process.

VALUE ENGINEERINGThe creative step involves:A brainstorming session where life-cycle

cost alternatives for design components are considered.

Thus, suggestions for improvement require design rework.

An effective formal constructability program ideally begins during the conceptual planning phase and continues through construction.

VALUE ENGINEERINGImplementation of value engineering

involves several steps:Information;functional analysis;Creative;Evaluation;planning/proposal;implementation/follow-up.

VALUE ENGINEERING

Value engineering may be performed in two ways:

(1) Proactively (2) ReactivelyA proactive approach uses value

engineering to collect ideas starting at the beginning of design.

VALUE ENGINEERINGTherefore, multiple design alternatives are

considered.Also, the most cost effective selected on a

continual basis throughout the design phase.

A reactive approach gathers cost effective alternatives through design reviews.

Other project personnel such as constructors and other designer engineers involvement.

BAR CHARTAs the name implies, bars are used to

present the duration over which an operation is planned to take place.

Bars are also used to record the period which the operation was carried out. Bar charts are simple to understand and useful for small projects.

Bars on the chart in fig 1.01 represent the duration of the operations; they also represent the quantity of work to be carried out.

BAR CHART

General Contractors Construction Schedule

Number Task Start End Duration2007

January February March April May June July August September October November December

1 Feasibility study 1/12/2007 2/24/2007 31

2 Contract preparation 1/12/2007 2/22/2007 28

3 Contract Signing 2/17/2007 3/31/2007 30

4 Secure Financing 3/12/2007 4/24/2007 31

5 Obtain Permits 4/1/2007 5/12/2007 30

6 Site Work 5/11/2007 9/13/2007 89

7 Plumbing 8/1/2007 10/25/2007 61

8 Electrical 8/18/2007 11/13/2007 61

9 Roof 8/2/2007 11/20/2007 78

10 Inspection 10/25/2007 12/6/2007 30

11 Move In 12/12/2007 12/13/2007 1

PROJECT NETWORK TECHNIQUE

PTN=PROJECT NETWORK TECHNIQUE

TWO FAMILIES

ACTIVITY ON NODE ACTIVITY ON ARROW

5 10 15

EXCAVATE

NODE POINT IS CALLED AN EVENT

ACTIVITY ON NODE

EXCAVATE FORMWORK CONCRETE

BUILDING UP A NETWORK1) TIME FLOWS FROM LEFT TO RIGHT2) THE START AND END OF EACH ACTIVITY HAS AN EVENT3) ACTIVITIES ARE SHOWN BY ARROWS ACTIVITY ON ARROW NETWORKS4) EVENTS ARE GIVEN NUMERIC OR ALFA NUMERIC NUMBER TO IDENTIFY4) HEAD NODE NUMBERS ARE HIGHER THAN TAIL NODE NUMBERS5) TAIL NODE IS KNOWN AS 'I' NUMBER6) HEAD NODE IS KNOWN AS 'J' NUMBER7) TOGETHER THEY ARE SHOWN AS I J.8) AN EVENT IS A POINT WHERE ACTIVITIES START OR END9) ALL ACTIVITIES TERMINATING AT AN EVENT MUST NE COMPLETE BEFORE THE NEXT ACTIVITY STARTS

FORM WORK CONCRETE

10 20

30

40

10 20

30 50

40 60

A DUMMY IS USED –IT IS ALWAYS SHOWN AS DOTTEOPENTOTAL FLOAT:

THE TOTAL AMOUNT BY WHICH AN ACTIVITY CAN BE EXTENDED OR DELAYED WITHOUT AFFECTING THE TOTAL PROJECT TIME ( TPT)

CALCULATION

LATEST TIME FINISH EVENT( LTFE)- EARLIEST TIME START EVENT( ETSE)-DURATION

OR

TOTAL FLOAT= LTFE-ETSE-DUR

FREE FLOAT

THE TOTAL AMOUNT BY WHICH AN ACTIVITY CAN BE EXTENDED OR DELAYED WITHOUT AFFECTING SUCCEEDING (SUBSEQUENT) ACTIVITIES OR THE TPT

CALCULATION

TUTORIAL- ACTIVITY ON ARROW

The figure below presents an arrow network without event numbers; however, it shows directions for each activity in days.Number the eventsCalculate the earliest and latest event timesIdentify the activities that are criticalCalculate the total float and free float of the

non-critical activities.

2

NETWORK PROGRAMMINGEvery activity most be uniquely identified-

4

A

B

INCORRECT

Dummy activities and additional events will enable correct identification:

2

3

4

A=2-4B=3-4A

B

Dummy=2-3

A=2-4B=2-4

2 4

3

I J

A=2-4B=2-3Dummy=3-4The dummy always have zero duration

I J

NO END DANGLES PERMITTEDNO LOOP PERMITTED

NOTE:

IF C AND D ARE BOTH DEPENDANTS ON A, AND D IS DEPENDANT ON B, ISNETWORK 1 CORRECT OR NETWORK 2 ?

NETWORK 1A

B

C

D

Incorrect-because D id dependant on A and B,and C is dependant on A and B

2

2

A

B

C

D

zero duration

NETWORK 2

CORRECT DIAGRAM-A ZERO DURATION DUMMY IS INTRODUCEDThe start of D could be delayed for a specific time after the completion of A by putting a time duration on thedummy(ie a time transient dummy).

Note-there are 3 types of dummies:

1-Identical2-logical3-Transit

Network programming-Splitting work into section

Design a Network programming for an excavation, framework and concreting

One section

ExCAVATION FMWK CONCRETE

Two SectionsEXC. HALF FMWK HALF CONC HALF

EXC. HALF FMWK HALF CONC HALF

EXC. HALF FMWK HALF CONC HALF

EXC. HALF FMWK HALF CONC. HALF

Three Sections

Three Sections

START EXC. START FMWK START CONC.

CONTINUE EXC. CONTINUE FMWK CONTINUE CONC.

COMPLETE EXC. COMPLETE FMWK COMPLETE CONC

Network Programming

The steps in producing a network are:

A) Listing the activitiesB) Producing a network showing the logical relationship between activitiesc) Assessing the duration of each activitiesD) Determining the start and finish times of each activities and the available floatE) Determining the resources requiredF) Produce the schedule

Ask yourself

1) Which activity must be completed before the next activity can start?2) Which activity can not start until this activity is complete?3) Which activities have no logical relationship with this activity and can not start at the same time?

Sequential Activities

2

7 0

Start

0 10 16 36 weeks

0 10 16 36

0 0

A -START A-CONTINUE A-FINISH

B -START B-CONTINUE B-FINISH

C -START C-CONTINUE C-FINISH

3 3 8 8

8 8 10 15

15 15 21 2128 28

3 5 2

2 2

6 7

21-2=19

21-6=15

GOING BACKWARD

GOING BACKWARD

15-0=15

GOING BACKWARD

MH-1 MH-2 MH-3

sewer

2 1 1 1Start

Excavate section -1 Pipe bed section- 1 Lay pipe section-1 Back fill section- 1

Excavate section- 2 Pipe bed section- 2 Lay pipe section-2 Back fill section -2

Excavate section 3 Pipe bed section 3 Lay pipe section 3

3 1 1

Back fill section-3

10 20 30 40

50 60 70

80 90 100

110

0 0 2 2 3 5 4 6

55 76 7 8

88 99

10 10

2 1 1 2

3 1 1 2

3 1 1

2

12 12

0 2 2 2

0 1 1 1

0 0 0

0

= FLOAT

ACTIVITY 1 2 3 4 5 6 7 8 9 10 11 12

I J ACTIVITY 1 2 3 4 5 6 7 8 9 10 11 12

10 20

20 50

50 80

20 30

50 60

80 90

30 40

60 70

90 100

40 70

70 100

100 110

float

float

float

float

float

float

1

3 4

6

5

33 3323 23

0 0

25 38

46 46

7

2

12 12

10 23

du=12crash time(10)

du=10crash time(8)

du=13crash time(10)

du=8crash time(5)

du=15crash time(15)

du=10crash time(18)

du=11crash time(8)

A

2

B

4

D2

C6

E4

F6

G8

K

10

H

5

P

8

J3

L1

N

M3

Q

7

S

U

1

T6

V

7W

3

X

10

AA

5

BB

Y

7

CC9

EE4

FF

12

GG14

HH

6

JJ

7

R5

DD

Z

PLANNINGPROCESS




Job Satisfaction

3

Effort



1

Rewards 4

COMMENCETQM

2

Engineering

120 tqm-constructability-bar chart