QUALITY MANAGEMENT SYSTEM

QUESTION 2- Discuss quality standards of Brickwork, Woodwork, Flooring and Internal Water
Supply. How will you implement it on site on a medium level construction project?

16th March 2021

Presented by-
Group 2
Saloni Aggarwal (SPA/NS/BEM/782)
Vaneet Kaundal (SPA/NS/BEM/789)
 PART A
Quality standards of Brickwork, Woodwork, Flooring and Internal Water Supply
Quality control (QC)

● It is the part of quality management that ensures products and services comply with requirements.
● A work method that facilitates the measurement of the quality characteristics of a unit, compares them with the
established standards, and analyses the differences between the results obtained and the desired results in
order to make decisions which will correct any differences.
● It can be done by controlling the technical specifications to ensure that the construction works are carried out
correctly.
● It not only include products and materials, but also the execution and completion of the works.
● One way of controlling quality is based on the inspection or verification of finished products. It is a final
control, located between producer and client.
● Statistical Control- When tests are destructive, the decision to accept or reject a full batch must be made on
the basis of the quality of a random [Link] control can be applied to the final product (acceptance
control) or during the production process (process control).

Manufacturing and Storage &

Procurement Workmanship Inspection
Testing Handling

Quality Control measures can be implemented during these stages of a construction activity.
Quality Standards for Brickwork
 Manufacturing and Testing Procurement

1. General Requirements (*IS: 1077 – Information for the manufacturer/ Supplier

1992 (R2002) )
● Classification- are classified on the basis ●Exposure zone for brickwork to determine appropriate
of average compressive strength. specification.
● General Quality- color and finishing ●Suitability for application.
● Dimensions and Tolerances ●Preliminary cost information
2. Physical Requirements(*IS: 3495 (Part I ●Initial Construction Strategy including planning and
to IV) 1992 (R2002) preliminary start date.
● Compressive strength ●Likely volumes.
● Water absorption
● Efflorescence *Brick Development Association UK
● Warpage
3. Method for sampling and criteria for
conformity (*IS 5454: 1976))

BRICKWORK
 Storage & Handling Workmanship

Recommendations on stacking and storage of IS: 2212 – 1991 Code deals with the construction of clay
Bricks (IS 4082-1996) brick masonry in general and the erection of clay brick walls
Stacking in particular.
● Bricks shall not be dumped at site- Stacked in
● All the bricks shall be thoroughly soaked in clean water
regular tiers to minimize the breakage and immediately before use.
defacement. ● The space over which the brickwork is to be started
● Brick stacks shall be placed close to the site shall be slightly wetted.
of work so that least effort is required to ● Brick shall be laid on a full bed of mortar to ensure
unload and transport the bricks again. proper adhesion.
● Shall be stacked on dry firm ground. ● Cross joints and wall joints shall be properly flushed
● Bricks of different types shall be stacked and packed with mortar so that no hollow spaces are
separately. left.
Loading and unloading ● Properly filled joints ensure maximum strength and
● Building bricks shall be loaded or unloaded a resistance to penetration of moisture.
pair at a time unless palletised. ● Care shall be taken to ensure that the brick work is
kept wet for seven days commencing from 24 hours.
● Unloading of building bricks or handling in any
other way likely to damage the corners or
edges or other parts of bricks shall not be
permitted. BRICKWORK
 INSPECTION

● To ensure satisfactory performance and to ascertain whether all

the recommended practice of workmanship is adopted at every
stage an inspection is done.

● As the correct strength of masonry cannot be ascertained

without destruction, a close supervision during the course of
construction is necessary to ensure satisfactory performance.

● The strength of brickwork depends on the strength of individual

brick, strength of mortar, bond and workmanship.

● The engineer in-charge may order for the inspection of the

finished work. If the results of such an inspection proves that the
workmanship or/and the material is not of the standard required,
the work will be rejected and removed forthwith and be replaced
by works of the accepted standard of quality and materials with
no extra cost.

BRICKWORK
[Link] Stage Quality Check Labour/Professionals Involved

1. Manufacturing and Testing Dimensions, color, water Quality Engineer

(Physical and Technical absorption, wrapage, Engineer Incharge
Specifications) compression strength,
Efflorescence

2. Procurement Billing quantity Planning/Billing Engineer

Manufacturer's Certificate

3. Storage and Handling Unloading and loading Unskilled labour

Stacking Site Supervisor
Storage Facility

4. Workmanship Soaking Mason- Blueprint reading,

Bond and plumbness physically strong and agile, basic
Mortar Consistency understanding of maths
Courses and Joints Quality Engineer
Curing Site Supervisor

5. Inspection Cross Check / Documentation Executive Engineer/ Assistant

Engineer
BRICKWORK
Quality Standards for Woodwork
 Manufacturing and Testing Procurement

1. Maximum permissible moisture ●Wood and wooden materials for which compliance with
content of timber used for different the regulations concerning forestry in its country or
purpose (*IS: 287 : 1993 (R2017) ) geographical area of origin has been confirmed by
2. Evaluation of working quality of timber method under the authorization of associations.
under different wood working
operations- Method of test(*IS 8292 : ●Potential suppliers must understand exactly what you
require in terms of species, quality control and
1992 (R2016 )
certification.
● Planning and subsequent sanding test
● Turning test
●Preliminary cost information
● Shaping, mortizing and boring test
● Moisture content and specific gravity
●Initial Construction Strategy including planning and
3. Seasoning of Timber (*IS 1141)
preliminary start date.
4. Preservation of Timber (*IS 401)
●Likely volumes requirements at same locations to
avoid difference in colour and grain size .
WOODWORK
 Storage & Handling Workmanship

Recommendations on stacking and storage of ● Plywood Boards

Timber(IS 4082-1996) ○ BWP grade or BWR grade (*IS 303)
○ Marine plywood (*IS 710)
● Timber shall be stored in stacks upon well treated ○ Fire resistant plywood (*IS 5509)
and even surfaced beams, sleepers or brick pillars
so as to be above the ground level by at least 150
● Non-Asbestos Fibre Boards (*IS 14862)
mm.
● Timber shall be stored in stacks upon well treated
and even surfaced beams, sleepers or brick pillars ● Veneered Decorative Plywood (*IS 1328)
so as to be above the ground level by at least 150
mm. ● Panelled And Glazed Shutters
● Heavy weights, such as metal rails or large sections Door Shutters (*IS1003 PART 1)
of wood, are recommended to be placed on the top
of the stack to prevent distortion or warping of the ● Panelled And Glazed Shutters
timber in the stack.
Window and ventilator shutter (*IS1003 PART 2)

● Wood work and joinery (IS1200:Part 21 )

WOODWORK
 INSPECTION

CPWD Specifications and BIS codes provide and various recommendations for
inspecting workmanship and quality, as mentioned below :

1. Mandatory Tests for flush doors *IS 2202 : Part 1

○ End immersion Test
○ Knife test
○ Adhesion Test
2. Mandatory Tests for Mortice Locks *IS 2209 - Testing of spring
3. Door Shutters - Methods of Tests *IS 4020 (Part 1 to 16).
4. Joints and Fixing of Frames
5. Dimensions and Tolerances of Components
6. Surface finish
7. Fixing of Fittings

WOODWORK
Quality Standards for Flooring
 Manufacturing and Testing Procurement

Mandatory Tests
Terrazzo Tiles (IS 1237)- For minimum of 5000 tiles. Information for the manufacturer/supplier
1. Transverse strength
2. Water Absorption ● Batch requirements of each order as per the
3. Abrasion test work need be ascertained, so that there no
Ceramic Tiles (IS 13630)- For minimum of 3000 tiles. difference in the material executed at same
1. Dimensions and Surface quality location / space.
2. Water absorption, compressive strength, acid
resistance as per IS 4457 ● Preliminary cost information
Natural building Stone (IS 1124)
1. Water absorption ● Initial Construction Strategy including planning
2. Apparent specific gravity and preliminary start date.
3. Porosity
● Availability of volumes needed.
● Cement Flooring
● Timber Flooring ● Check quality certification
● Brick Flooring
FLOORING
 Storage & Handling Workmanship

Recommendations on stacking and storage(IS ● Materials used

4082-1996) ● Design considerations-thickness, layers, ingredients
Floor tiles and mix proportion, prevention of cracks
● Shall not be dumped in heaps- Tiles shall be ● Preliminary operations
stacked on regular platform as far as possible ● Preparatory works- handling and storage of materials,
under cover in proper layers and in tiers. mixing if materials
● In the stacks tiles shall also be placed so that ● Spreading the underlayer
the mould surface of one faces the another. ● Laying- Skilled labour
● Height of the stack shall not be more than 1 ● Curing
metre. ● Grinding
● Preferred to transport these on the site in ● Skirting and Dado
platform trolleys. ● Maintenance
Cement
● Cement shall be stacked and stored in bags Code of practice for laying in-situ terrazzo floor finish (IS
and shall be kept free from moisture or any 2114)
dampness.
● Stacked above the floor on wooden planks
with clear distance of 150-200mm from the
floor. Flooring
 Workmanship

● Method of measurement of Building and Civil

Engineering work (Part 11) paving, floor finishes, dado
and skirting (IS 1200)
● Code of practice for laying and finishing of cement
concrete flooring tiles (IS 1443)
● Code of practice for laying in-situ terrazzo floor finish (IS
2114)
● Code of practice for laying in-situ cement concrete
flooring(IS 2571)
● Code of practice for construction of timber floors (IS
3670)
● Code of practice for laying of burnt clay brick floor (IS
5766)

Flooring
 INSPECTION

Quality in flooring is ensured during its laying. However inspection can be carried out to check on
the following:-

● Alignment of tiles/stone/marble should be in one line or as per specifications.

● Acceptable Slope as specified and wherever needed- The surface of the flooring shall be
frequently checked during laying with straight edge of about 2m long so as to attain a true
surface with required slope.
● Cement Flooring- The finished floor shall not sound hollow when tapped with a wooden
mallet. If there is a hollow sound on gently tapping off the slab, such slab shall be removed
and reset properly.
● Marble Flooring- All visible angles and edges of the slabs shall be true, square or as
required, and free from chippings and the surface shall be true and plane.
● Tolerances in thickness of all types of natural stones as specified may be accepted
considering market availability by Engineer-in-Charge.
● Tiles- The joints shall be kept as thin as possible and in straight lines or to suit the required
pattern, unless specified use of specific spacers.

Flooring
Quality Standards for Internal Water
Supply
 Manufacturing and Testing Procurement

Indian Plumbing Association (IPA) and

International Association of Plumbing & ●Measurements of required sizes , lengths and list of
Mechanical Officials (IAPMO) assembly of pipes and fitting need to be checked as
● The Uniform Plumbing Code – India (UPC-I) per layout drawing
● Green Plumbing Code Supplement-India
● Water Efficient Products – India (WEP-I) ●Suitability for application for the project - Diameter,
Sanitary Appliances Thickness, Brand Materials.
● IS 771 (Part 1 to 7)
● IS 772 ●Preliminary cost information
● IS 774
Water supply Pipes ●Initial Construction Strategy including planning and
● PVC IS 4984 : 2016 (5 Revision) preliminary start date.
● UPVC IS 4985 : 2000 (3 Revision)
● CPVC IS 15778 : 2007 ●Likely volumes.
● CI IS 1536 : 2001
Tested for Tolerance w.r.t. Size Thickness Material and
Weight of the products
Internal Water Supply
 Storage & Handling Workmanship

Recommendations on stacking and storage ● Code of practice for building drainage (IS 1742)
(IS 4082-1996)
● The pipes shall be unloaded where they are ● Code of basic requirements for water supply,
required when the trenches are ready to drainage and sanitation (IS 1172 : 1993 (4
receive them.
Revision)
● Storage shall be done on firm, level and clear
ground and wedges shall be provided at the
● Code of practice for water supply in buildings
bottom layer to keep the stack stable.
● The stack shall be in pyramid shape or the
(IS 2065 : 1983 (2 Revision)
pipes length-wise and cross-wise in alternate
layers. ● Code of practice for domestic hot water
● The pyramid stack is advisable in smaller installations (IS 7558 : 1974 )
diameter pipes for conserving space in storing
them. The height of the stack shall not exceed ● Handbook on Water Supply and Drainage (SP
1.5 M. 35 (S&T) : 1987)
● Storage of PVC pipes in heated areas
exceeding 27°C Should be avoided.

Internal Water Supply

 INSPECTION

Quality in Internal water supply is majorly ensured during its laying. However inspection can be
carried out to check on the following:-

● Check for loose connection and leakages

● Inspection for faults or damages to water storage units

● Acceptable water pressure and working of allied fixtures

● Alignment of pipes, stability of holding clamps and protection measures if required.

● Check and replace for damaged or faulty sanitary fixtures after construction activities.

● Inspection for faults or damages to equipments like pumps/motors, overflow systems,

heating equipment, primary filtration provisions, etc.

Flooring
Storage and Stacking
 PART B
Implementation on a site for a medium level project
Quality Management System at Site
● It is mostly observed that success of implementing any quality standards critically begins with top
management.
● The need of establishing the quality, articulating standards and establishing desired outcome is a
priority.
● The manager or person in charges needs to define the quality parameters and closely monitor the
work progress.
● Its an important part of Quality Management System to be implemented on Site.

1. Resource Management
2. Plan and Develop Processes Measurement
3. Analysis and Improvement
4. Documentation and Record Keeping
Quality Management System
1. Resource Management
● Providing the required resources, including personnel, technology and time.
● Ensuring that qualified and competent people are available with appropriate experience and training.
● Training programs, including job-specific requirements and understanding.

2. Plan and Develop Processes

● Activities for the project must be thought over and carefully decided.
● Time-tested and proven procedures may be identified to establish a set of overarching processes and scheduled
works as per the requirements of the project.

3. Measurement, Analysis and Improvement

● Monitoring and measurement need to be conducted to ensure that both the operation and control of these
processes are effective.
● Audits may be performed to ensure that processes, standards and procedures are being properly implemented
and documented.
● A variant of an audit, referred to as an evaluation, can be conducted to ensure the integrity and continual
improvement of work processes.
Internal Audits: The project owners to ensure the integrity typically establish internal audit programs and continuous
improvement of the work processes.
Stakeholder Audits: Quality audits by various stakeholders are permitted and typically require adequate notification to
conduct.
Regulatory Audits: The business or project should offer full cooperation with audits and evaluations.
Person in charge may perform quality checks/audits as per recommendations of standards to keep
conformity as per the requirements and quality. For example :

[Link] Activity Procedure/Code Audit Acceptance Responsible Personnel Remark

of Practice Frequency Criteria Action
Required
Contractor/ Operator
Engineer

3
Quality Management System
4. Documentation and Record Keeping

● Records may be generated to validate conformance and compliance with project requirements and applicable
regulations and codes of quality and standards. These need to be maintained in a secure environment for the
project.
● In the case of projects, records are part of the final turn over to the owner/operator for commissioning and
operations.
● Records are established and maintained to provide evidence of conformity and compliance to demonstrate the
effective operation as per the requirements and quality standards.
Reference- Karnataka rural infrastructure development limited
Instructions for quality control at site for buildings

Example
 Karnataka rural infrastructure development limited
Instructions for quality control at site for buildings
General Brickwork : Methodology Process

1. Soak all bricks for a minimum period of one hour before use and remove from tank sufficiently in
advance so that they are skin dry before actual laying.

2. Before laying the bricks in foundation, hack the top surface of the foundation block, clean, wet and
spread a layer of mortar of 12 mm (minimum) thickness, to prepare the surface. In case of masonry
works resting on rock base, lay a leveling layer of 150 mm (average) thickness in concrete of M10 grade.

3. Lay all brickwork in English bond, even and true to line, plumb or specified batter and level. Break all
joints in successive courses and lay joints accurately.

4. Lay all bricks with frogs up, if any on a full bed of mortar. Slightly press the bricks so that the mortar
gets into all hollow space of bricks to ensure proper adhesion. Flush all joints and pack with mortar, to fill
all hollow spaces.

Example
5. Build brickwork in uniform layers so that no part of brickwork shall rise more than one metre above
the general construction level, to avoid unequal settlement and improper jointing.

6. Remove all loose bricks and mortar while joining partially set or entirely set brick masonry with new
one and roughen and wet with cement slurry to achieve proper bond. In case of vertical and inclined
joints, achieve proper bond by inter locking the bricks.

7. Tool all joints on exposed faces to give a concave finish, the thickness of joint not exceeding 10 mm.

8. Keep masonry work in cement mortar constantly moist on all faces for a minimum period of seven
days. Leave the top of masonry work flooded with water at the close of the day. During hot weather wet
or cover all finished or partly completed work to prevent rapid drying of brickwork. Maintain watering and
curing at the close of day’s work or for other period of cessation of works.

9. Erect single scaffolding for plastering, pointing and any finishing in which one end of the putlogs/ pole
shall rest in the hole provided in the header course of brick masonry. Provide double scaffolding having
two independent supports clear of the work when brick work is exposed and not to be finished.

Example
Example
Example
Storage of material

1. Store cement bags on wooden platforms minimum 200 mm above the floor level and minimum 600
mm above ground level whichever is higher in perfectly dry and water tight sheds.
2. Stack and store different types of cement separately, in a manner to facilitate their removal and use
in an ordinary manner.
3. Store lime in weather proof sheds. Store hydrated lime in the same manner as cement and the
period of storage shall not be more than one month
4. Store bricks in regular tiers as they are unloaded to minimize breakage and defacement. Stock
bricks for use in different situations or different types separately.
5. Store sand, stone dust, marble dust etc. at proper place so as to prevent contamination of foreign
material due to wind etc. When stacked on ground, do not remove them from stock pile within 300
mm of the ground.

Example
Example
Example
Example
Example
Example
THANK YOU
QUALITY FUNCTION DEPLOYMENT
HOUSE OF QUALITY

Voice of Customer, Customer Delight and Competition! How have these

aspects been taken into account in QFD.
Illustrate with an example making a House of Quality to Design a multiplex in
the upcoming mall clearly bringing out VOC driven design targets and Tech
performance targets. The budget granted to you is 10 crores.
State the assumptions clearly in the beginning.

KSHITIJ KACKER | RISHABH RASTOGI

GROUP 11
INTRODUCTION
QFD & VOICE OF CUSTOMER

“Quality Function Deployment is a process and set of tools used to effectively

define customer requirements and convert them into detailed engineering
specifications and plans to produce the products that fulfil those requirements.”

QFD is used to translate customer requirements (preferences, expectations and aversions) into measurable design targets
and drive them from the product level down through the sub-product, component and production process levels. This
methodology provides a defined set of matrices utilized to facilitate the progression.

“Voice of Customer (VOC) is a technique that helps in producing detailed set of customer
preferences, expectations and aversions which are organized into a hierarchical structure, and
then prioritized in terms of relative importance and satisfaction with current alternatives”
INTRODUCTION
CUSTOMER DELIGHT | COMPETITION

CUSTOMER REQUIREMENT
Theory of Kano Model,
a typical set of customer requirements can be classified into five
major categories,
i) Must-be Quality (bare minimum needs);

ii) One-dimensional Quality (expected needs);

iii) Attractive Quality (unexpected needs);
iv) Indifferent Quality (neutral features);
v) Reverse Quality (dissatisfaction features).

Improving profitability
Product features Exponential
and preferences COMPETITIVENESS
Attractive Increase in
quality not expected by Customer Establishing product image (providing an extra edge and a
the customer Delight unique image to the product leading
Retaining customers to brand recognition and loyalty)
INTRODUCTION
QUANTITY FUNCTION DEPLOYMENT

BENEFITS
• Effective communication
QFD methodology effectively communicates customer needs to business operations | design, quality, manufacturing, sales, etc.

• Customer Focussed
QFD methodology places the emphasis on the wants and needs of the customer translated into technical design specifications.

• VOC Competitor Analysis

“House of Quality” tool allows for direct comparison of how your design or product stacks up to the competition in meeting the VOC.

• Shorter Development Time & Low Cost

QFD reduces the likelihood of late design changes by focusing on product features and improvements based on customer needs.

• Structure & Documentation

QFD provides a structured method and tools for recording decisions made and lessons learned during product development process.
INTRODUCTION
HOUSE OF QUALITY

IMPLEMENTATION OF QFD | LEVELS

Product Definition
1 • Collection of VOC and
• Translating the customer wants and needs into product specifications.
(It may involve a competitive analysis to effectively evaluate how competitor’s product fulfils the customer wants and needs.)

Product Development
2 Critical parts and assemblies are identified.
The critical product characteristics are cascaded down and translated to critical or key part and assembly characteristics
or specifications.

Process Development
3 Manufacturing and assembly processes are designed based on product and component specifications.

Process Quality Control

4 Process parameters are determined and appropriate process controls are developed and implemented.
In addition, any inspection and test specifications are developed.
Full production begins upon completion of process capability studies during the pilot build.
NOTE: A House of Quality is prepared to analyse the above stated levels of QFD
HOUSE OF QUALITY
TEMPLATE

“House of Quality (HOQ) is defined as a product planning matrix that is built to

show how customer requirements relate directly to the ways and methods
companies can use to achieve those requirements.”
HOUSE OF QUALITY
CASE DEFINITION

CASE OF MULTIPLEX

Location Phoenix Palassio, near stadium, lucknow

Size 64000 sq. ft.
Capacity 200*, 450, 450, 450, 850 (5 Theatre Screens)
Cost 10 Crore INR

*The 200 seats screen is targeted to the premium segment.

Description

• Pheonix Palassio mall caters to consumers with varied income profiles who are residing in the locality of Gomti Nagar
Extension.

• Target population for proposed multiplex will include the same set of consumers as that of the mall.

• Hence, an optimization has to be achieved among affordability, quality and luxury parameters of the multiplex
experience.
HOUSE OF QUALITY
WHATS | IMPORTANCE FACTOR

WHATS IMPORTANCE FACTOR

This is usually the first section to be completed. Customer should rate each of the functions based on
This column is where the VOC, or the wants and needs, of their level of importance on a defined scale
the customer are listed.

Sr. No. Customer Requirements Weights Customer

1 Good Ambience 5 Requirements &
2 Spacious 2 Importance
3 Comfortable Seating Arrangement 3
4 Good Visual Experience of Auditorium 4 These are the anticipated
and assumed requirements
5 Good Audio Quality 4
and importance (weights)
6 Adequate Utility (function, type and number) 2
for the case of Multiplex.
CASE OF THE MULTIPLEX

7 Affordability of Multiplex 5

Questionnaire 1
To record the importance
level of each customer
requirement parameter for
the design of Multiplex.
HOUSE OF QUALITY
COMPETITOR COMPARISON

COMPETITOR COMPARISON
This section visualizes a comparison of the competitor’s product in regards to fulfilling the “Whats”.
A scale of 1 to 5 is used for the ranking, with 5 representing the highest level of customer satisfaction.
This section should be completed using direct feedback from customer surveys or other means of data collection.

Customer Competitive Assessment

Three relatively similar multiplexes in Lucknow
were considered for competitor assessment,
• Competitor 1 – Pheonix Mall
• Competitor 2 – Sahara Mall
• Competitor 3 – Westend Mall

Questionnaire 2
CASE OF THE MULTIPLEX
HOUSE OF QUALITY
HOWS

HOWS | CEILING
Contains the design features and technical requirements
the product will need to align with the VOC

CASE OF THE MULTIPLEX

Design Attributes
A total of 10 attributes were considered covering the aspects of,
• Architectural Layout, Level of Detailing and Quality, Service Design, Functionality
(auditorium and other areas), etc.
HOUSE OF QUALITY
BODY

BODY | MAIN ROOM

Within the main body or room of the house of quality the “Hows” are ranked according to their correlation or
effectiveness of fulfilling each of the “Whats”.
The ranking system used is a set of symbols indicating either a strong, moderate or a weak correlation.

CASE OF THE MULTIPLEX

HOUSE OF QUALITY
ROOF

ROOF
This matrix is used to indicate how the design requirements interact with each other.
The interrelationships are ratings that range from a strong positive interaction (+) to a strong negative interaction (–)
with a blank box indicating no interrelationship.

CASE OF THE MULTIPLEX

HOUSE OF QUALITY
RELATIVE IMPORTANCE

RELATIVE IMPORTANCE
It contains the results of calculating the total of the sums of each column when multiplied by the importance factor.
The numerical values are represented as discrete numbers or percentages of the total.
The data is useful for ranking each of the “Hows” and determining where to allocate the most resources.

CASE OF THE MULTIPLEX

HOUSE OF QUALITY
RELATIVE IMPORTANCE

RELATIVE IMPORTANCE
It contains the results of calculating the total of the sums of each column when multiplied by the importance factor.
The numerical values are represented as discrete numbers or percentages of the total.
The data is useful for ranking each of the “Hows” and determining where to allocate the most resources.

+9
+1

+1
CASE OF THE MULTIPLEX

+1

+9
HOUSE OF QUALITY
RELATIVE IMPORTANCE

RELATIVE IMPORTANCE
It contains the results of calculating the total of the sums of each column when multiplied by the importance factor.
The numerical values are represented as discrete numbers or percentages of the total.
The data is useful for ranking each of the “Hows” and determining where to allocate the most resources.

+9 + 45
+1 +2 Multiplied
by the
Importance
Factor of
+1 +4 each
CASE OF THE MULTIPLEX

+1 +4 parameter

+9 + 45
HOUSE OF QUALITY
RELATIVE IMPORTANCE

RELATIVE IMPORTANCE
It contains the results of calculating the total of the sums of each column when multiplied by the importance factor.
The numerical values are represented as discrete numbers or percentages of the total.
The data is useful for ranking each of the “Hows” and determining where to allocate the most resources.

CASE OF THE MULTIPLEX

HOUSE OF QUALITY
LOWER LEVEL | TECH/DESIGN TARGETS

LOWER LEVEL | FOUNDATION

This section lists more specific target values for technical specifications relating to the “Hows” used to satisfy VOC.

CASE OF THE MULTIPLEX

HOUSE OF QUALITY
TECH/DESIGN TARGETS

DESIGN TARGETS | FOR KEY ELEMENTS

This section lists more specific target values for design attributes of multiplex | ‘Hows’ used to satisfy VOC

Relative 1 Quality & type of Interior Finishes

Rank Design Attributes
Importance • Follow minimum standards & guidelines of Pheonix
1 Quality & type of Interior Finishes 100 group.

Key elements
• Sufficient detailing of interior finishes.
2 Quality and design of facilities 60
• Low maintenance materials shall be used.
3 Configuration of the auditorium 60
4 Quality and functionality of seats 59 2 Quality and design of facilities
5 Seating layout of auditorium 55 • Follow minimum standards & guidelines of Pheonix
group.
6 Quality of the projection system 36 • Efficient coordination of design of services with the
7 Acoustics of theatre & Quality of architectural layout of multiplex.
36
Sound System
3 Configuration of the auditorium
8 Optimizing layout of common spaces 35
• Design should passively enhance the visual as well as
9 Optimizing circulation 25 the acoustic properties.
10 Configuration of ticket counters, food • Viewing angle, distance, etc.
20 •
counters and toilet utilities Reverberation time, sound reflectance, absorbance, etc.
HOUSE OF QUALITY
TECH/DESIGN TARGETS

DESIGN TARGETS | FOR KEY ELEMENTS

This section lists more specific target values for design attributes of multiplex | ‘Hows’ used to satisfy VOC

Relative
Rank Design Attributes
Importance
1 Quality & type of Interior Finishes 100 4 Quality and functionality of seats
2 Quality and design of facilities 60 • Soft cushioning of seats with facility of holding the
cup/tray (with appropriate sizes and spaces)
3 Configuration of the auditorium 60 • Easy to clean material should be used.
4 Quality and functionality of seats 59 • Seats should be ergonomic (ex. reclining)
5 Seating layout of auditorium 55
6 Quality of the projection system 36
5 Seating layout of auditorium
7 Acoustics of theatre & Quality of
36 • Should not obstruct viewing while seated.
Sound System • Sufficient movement space between rows.
8 Optimizing layout of common spaces 35
9 Optimizing circulation 25
10 Configuration of ticket counters, food
20
counters and toilet utilities
CASE OF MULTIPLEX
COMPLETE HOQ | VOC SURVEY

HOUSE OF QUALITY | Multiplex

SURVEY FORM | Voice of Customer; Competitor Comparison

Q &A

THANK YOU

KSHITIJ KACKER | RISHABH RASTOGI

GROUP 11
 QUALITY MANAGEMENT SYSTEM

ISO 9001 CERTIFICATION

ANUBHA SINGHAL - SPA/NS/BEM/762
RAYMON PRAKASH - SPA/NS/BEM/778
DEPARTMENT OF BUILDING ENGINEERING AND MANAGEMENT
| SPA,DELHI
 What does ISO 9001 stand for? ISO 9001 is the
1 international standard for creating a Quality Management
Systems (QMS), published by ISO (the International
Organization for Standardization). The standard was most
recently updated in 2015, and it is referred to as ISO

QMS 9001:2015. In order to be released and updated, ISO 9001

had to be agreed upon by a majority of member countries
so that it would become an internationally recognized
1 standard, which means it is accepted by a majority of
You are a Construction Company taking up countries worldwide.
design build projects with an average
turnover of Rs 100 crore per annum having An ISO 9001 definition would be that this standard
3-4 running projects of design build nature
provides the QMS requirements to be implemented for
having about 30 personnel. You have to
a company that wants to create all of the policies,
prepare for ISO 9001 certification. Draw up
processes, and procedures necessary to provide
a plan for the same.
products and services that meet customer and
regulatory needs and improve customer satisfaction.
Quality management systems are the foundation of quality
assurance activities.

QUALITY MANAGEMENT SYSTEM SUBMITTED BY:

ANUBHA SINGHAL - RAYMON PRAKASH
WHY QMS?

3
 Steps for a company to get ISO 9001 certified

For the company QMS to be certified, you need to first finish the implementation. After finishing all your documentation and
implementing your processes, your organization also needs to perform these steps to ensure a successful certification:

Internal audit – The internal audit is in place for you to check your QMS processes. The goal is to ensure that records are
in place to confirm compliance of the processes and to find problems and weaknesses that would otherwise stay hidden.

Management review – A formal review by your management to evaluate the relevant facts about the management system
processes in order to make appropriate decisions and assign resources.

Corrective actions – Following the internal audit and management review, you need to correct the root cause of any
identified problems and document how they were resolved.

The company certification process is divided into two stages:

Stage One (documentation review) – The auditors from your chosen certification body will check to ensure your
documentation meets the requirements of ISO 9001.

Stage Two (main audit) – Here, the certification body auditors will check whether your actual activities are compliant with
both ISO 9001 and your own documentation by reviewing documents, records, and company practices.
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CORRECTIVE ACTIONS: The 10 clauses are based on the Plan-Do-Check-Act cycle, which uses these elements to
implement change within the processes of the organization in order to drive and maintain improvements within the processes.

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 This diagram shows the steps for ISO 9001 (2015 revision)
implementation and certification

Monitoring & Measurement with records of results

Communicate with interested parties

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 Communicate with interested parties

Monitoring & Measurement with records of results

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1. Obtain Management The more involved the top levels of management are in the QMS, the better the chance of success,
and the better implemented the end result. If top management – who is responsible for controlling the
support cash flow of the organization – can see the benefit of the system, it is much more likely to be used to
its fullest advantage.

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10
2. Determine context This section talks about requirements for understanding your organization in order to
implement a QMS. It includes the requirements for identifying internal and external issues,
of the organisation identifying interested parties and their expectations, defining the scope of the QMS, and
identifying your processes and how they interact.

MISSION "To deliver quality projects that create impression and exceed customers' expectations"
"To Satisfy and return competitive and sustainable benefits to all stakeholders"

VISION Our vision is to engage our customers, predicting and meeting their needs, touching and enhancing
people’s lives by building futuristic developments.

VALUES ● Benchmark to learn from superior role models.

● Nurture the essence of Customer Relationship and bonding.
● Foster Innovation with emphasis on value addition.
● Integrity and Trust as fundamental to functioning.
● Passion in pursuit of excellence.
● Thrive upon constant Knowledge updation as a Learning organisation.
● Quality as a way of life.
● Collaboration in synergy through cross-functional Team efforts.
● Sense of ownership in what we do.

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3. Define Scope, Management The scope of the Quality Management System (QMS) has been determined in
consideration of the business environment and the requirements of interested
commitment & responsibilities parties in support of the products and services offered by the organisation.

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4. Quality Policy

● We are committed to achieve and sustain best-in-dass business excellence through a value-driven professional
approach towards total customer satisfaction.
● Designing and building projects, systems & platforms, manufacturing products and providing services to meet specific
customer requirements within stipulated time schedules.
● Being a continual learning Company by benchmarking ourselves to best industry practices to deliver superior value
to customers on time, on budget, on quality.
● Achieving operational excellence by leveraging digitalization, innovative and cost-effective practices in all our lines
of businesses.
● Effectively implementing Quality Management Systems as per global standards to constantly improve out processes,
products and services.
● Developing leaders who can adopt and nurture a culture of business excellence to achieve business objectives through
innovation entrepreneurship and teamwork
● Ensuring to gamer greater employee morale and motivation by developing and empowering them through learing training
and competence enhancement
● Building long-term relationships with customers, stakeholders and strategic business partners based on shared
objectives for enhanced value creation
● Reducing the risk related to businesses, processes, products and services by continuously identifying, reviewing and
mitigating risks. 13
5. Quality Objectives

The framework for setting quality objectives at an organizational level is determined within the Quality Policy. This framework
is fundamental for establishing Internal QMS standards that are directly linked to the meaningful process objectives at
relevant functions, levels and processes needed for the quality management system.

Objectives are monitored with Key Performance Indicators (KPIs) that are relevant to conformity of products and
services and to enhance customer satisfaction. Quality objectives and KPIs are the significant tools to assess and
analyze the performances of effectiveness of Quality Management system and for improvements. The overall
performance of the objectives will be reviewed by Top Management during Management review.

Planning for achievement of these objectives is realized through the business planning process, including identification of
resource requirements and resource responsibilities. Project level KPI’s are developed considering the Contractual / Legal /
Statutory requirements and are monitored and reported at Project level. Project KPIs output would be an input to the
departmental / process KPIs based on department indicators.

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6. Address Risk &
Opportunities

Parameter Description

Client

Financial Position Client unable to meet his financial obligations

Payment History Delay in construction payments/grants/annuities

Management Delay in decision making from client for various approvals and issues

Relationship Negative experience with the Client in the past

Management Change Potential changes to Management structure of Client impacting project outcomes

Local Unrest Site prone or vulnerable to the War/Revolution/Riot/Local Unrest

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Local Condition

Policies Policy changes/repeals by Local Admin/State/Central Govt. during the project tenure

Interface Difficulty in communicating with the local administration and/or population

Resources Shortage of construction materials shortage or project team members resulting in delays and additional costs for
replacements/alternatives

Law & Order Project location prone to pilferage/theft of materials or equipment

Work Restrictions Restrictions on working hours in the project area or restricted labourer movement

Site/Ground Conditions Lack of availability / ambiguity of Geo technical data

Accessibility Non-Availability of existing approaches to the project site for movement of resources

Health, Safety & Environment

Occupational Health Unsafe working conditions at site causing threat to project worker's health, life and exposing to accidents & injuries
(work-at-height, oxygen levels, climate, pollution)

Environmental Impact Degradation of the existing environment, natural habitat, plantation, etc. - putting the environment at risk

Epidemic/Pandemic/Endemic Large-scale outbreaks of contagious disease that may greatly restrict movement, increase morbidity and mortality over a
wide geographic area, and cause significant economic, social, political and financial disruption.

Traffic Safety Inability to manage ongoing vehicular/other traffic while carrying out construction activities

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 7. Define processes &
procedures

Process Criteria /Methods to Target When to control Control Responsibility Review Records
evaluate (Who) Available at
effectiveness Parameters

Check the suitability of

Source Approval Aggregate, Cement, 100% Before Conducting Client Specification Quality Team Quality Team Quality Office
Admixture TMT Steel Mix Design /Indian Standards
Re-bars & Water

As specified in the
Design Mix drawing/design details/ 100% During initial design Client Specification Quality Team Quality Quality Office/
Testing, Selection as per project and testing of Mix /Indian Standards/ Team/ HO
Approval specification Approved drawings
Third Party

Readiness, Rigidity of
Site Shuttering, 100% Before production of Client Specification/ Execution Team Execution Site Office
Reinforcement Placing, concrete Indian Standards/ Team
Inspection Cover, Temperature and Approved Drawing
Weather condition
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 7. Define processes &
procedures
Moisture Correction and
Mixing Modification in the 100% Source approval / Intermittent checking of Quality Team Quality Team Quality Office
approved Mix Design incoming material Material Grading /
inspection Mixing Time and
Process, homogenous
mix, Required
workability

Concrete Pour Plan

Transportation & 100% Before Client Specification/ Execution Execution Site Office
Pouring Commencement of Indian Standards Team Team
work (Transportation,
Placing and
Compaction)

Surface finish, Curing &

Finishing Strength Testing 100% Visible surface Client Specification/ Execution Quality team Site Office
irregularities such as Indian Standards Team
honeycombing,
spalling, curing

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8. Implement
processes, procedures
& controls
S.N Process/ Nature of Check/ Test Method of Check Quantum of Reference Acceptance Format of
o. Component Check document Criteria Record

1 Setting Reference Lines By theodolite/ Auto level, 100% GFC Drawings & As per drawings Checklist
out/Survey Total station and measuring specifications and
tape specifications

Spot levels By Auto level 100% GFC Drawings & As per drawings Site Survey
specifications and Records
specifications

Calibration of survey By National Accreditation Once in 6 As per relevant Calibration

Instruments Board for Testing & months IS Codes Certificate
Calibration
Laboratories(NABL)

2 Earthwork

a Excavation Dimension depth & By measuring tape & All Drawings & As per drawing Checklist/Test
level theodolite/ Total Station foundations specifications Report

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b Backfiling Maximum Dry Density Proctor Test Once for IS 2720 As per technical MDD Record
every type of specification
backfill
material

Soil Compaction test Core cutting method method Every layer as IS 2720 As per technical Dry Density
for backfilled earth on site. For silver sand specified by specification Record
filling, 48hrs submerging will engineer- in-
be done. charge.

3 Concreting Compressive strength Site lab test/ External third 7 & 28 days IS 516-2004 As per technical External third
party test if required. specification party report

4 Compression Calibration By Proving Ring Once in 1 IS 4169 As per External third

Testing year/ As manufacturer's party report
Machine required specification

5 Cement Other physical & Review of MTC/ External MTC for each IS 4031 As per IS 4031 & MTC of cement/
chemical properties Lab test batch IS 1489 External lab test
report, if
required.

6 Steel Chemical Tests Review of MTC/ External MTC for every TC/IS As per IS MTC/ Lab Test
reinforced Lab test batch & third 1786-2008 1786-2008 Report. In case
Fe-500 party test for of dispute third
every party report will
Physical Tests heat/cast no. be considered.

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9. Perform training &
awareness programs

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11. Operate the QMS

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12. Conduct internal
audits

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13. Management
review

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14. Certification Audit

If necessary, seek third party certification of the QMS or alternatively,

issue a self-declaration that your QMS conforms to ISO 9001.

DNV (Det Norske Veritas) is a certification body that conducts audit for
QMS and gives ISO 9001:2015.

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BENEFITS OF ISO 9001 CERTIFICATION

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 Thank You!

QUALITY MANAGEMENT SYSTEM SUBMITTED BY:

ANUBHA SINGHAL - RAYMON PRAKASH 27
Analytical Hierarchy
Process (AHP) Nayan Jain
AHP technique to aid decision making with an example in Pawan Prakash
construction projects. Group - 13
 ● Literature Overview

● Solving an Example
Contents
● Application of AHP

● Discussing an Online Tool

 ● Decision-making is defined as the process of determining the
best alternative among all possible choices but in practice,
achieving an optimized result can be problematic as
decision-makers are often confronted with various
decision-making problems.
Introduction ● These cognitive biases and the increasing complexity of modern
to Decision problems make it extremely important to adopt a methodology
for
Making ● Making it straightforward (easy to use and understand),
● effective (making the consistent decisions according to our criteria
Process and interests)
● Trustworthy (proven methodology) decisions.
● Multi-criteria decision-making (MCDM) is one of the most
important branches of decision theory and is used to identify the
best solution from all possible solutions available.
 ● MCDM is a technique that combines alternative’s performance
across numerous, contradicting, qualitative and/or quantitative
criteria and results in a solution requiring a consensus.
● MCDM methods are frequently used to facilitate the resolution of
Multi-Criteria real world decision-making problems.

Decision ● It aids decision makers in selecting shortlisted alternatives or a

single alternative that fulfils their requirements
Making ● Pros and Cons Method - the problem is clearly stated, alternative
(MCDM) possible solutions are proposed, and the pros and cons of each are
established. It is one of the best known MCDM methodology.
● The above method works well for simple problems but has the
disadvantage of not being able to accurately quantify the relative
importance of each factor to be traded.
 ● There are several methods of decision-making but most require
specific training in areas such as economics, operations research,
probability, etc.
● Several methods have been developed to enable improvements in
MCDM, including:
MCDM ●
●
Analytical Hierarchy Process (AHP)
Analytical Network Process (ANP)
Methodologie ● Decision Trees
● TOPSIS
s ● Fuzzy - Decision Making
● Multi-Attribute Utility Theory (MAUT);
● Elimination and Choice Corresponding to Reality (ELECTRE);
● Choosing by Advantages (CBA), etc.
 ● Although, MCDM remains an active area of research in
management science a recent survey carried out on information
technology (IT) companies reported that 71.9% of those
companies knew of the existence of MCDM methods yet only
33.3% actually used them.
● This gap between known and used methods is much smaller for
the traditional financial methods of cost‒benefit and SWOT
Awareness analysis; that is, 89.5% of companies know financial methods and
74.6% use them.
about MCDM ● It is thus, important to investigate the usefulness of MCDM
methods and to highlight the benefits of using these methods for
the actual practitioners.
● In this research we may focus on AHP as it is one of the most used
MCDM methodologies by various literatures in Construction
Industry.
 ● AHP was created by Saaty (1980) to deal with decision making
problems in complex and multi-criteria situations.
● AHP assists in making decisions that are characterized by several
interrelated and often competing criteria, and it establishes
priorities amongst decision criteria when set within the context
of the decision goal.

Introduction ● A key aspect is that decision criteria are assessed with respect to
their relative importance in order to allow trade-offs between
to AHP them.
● AHP allows decision-makers to employ multiple criteria in a
quantitative manner to evaluate potential alternatives and then
select the optimal option.
● In this process, the decision maker carries out simple pairwise
comparison judgments which are then used to develop overall
priorities for ranking the alternatives.
 ● The first level of the hierarchy contains the decision goal, whereas
the subsequent lower levels represent the progressive breakdown
of the decision criteria, sub-criteria and the alternatives for
reaching the decision goal;
1st Step of
AHP Goal Objective

Level 1 Criteria 1 Criteria 2 Criteria K

Hierarchy
formation Level 2 Sub-Criteria 1 Sub-Criteria 2 Sub-Criteria L

Level N Alternative 1 Alternative 2 Alternative M

 ● Decision-makers (who are often domain experts) are asked to
complete pairwise comparisons of the elements at each level of
2nd Step of the hierarchy, assuming the elements are independent of each
other.
AHP ● In this regard and considering the decision goal, comparisons are
made between the relative importance of every two criteria at
the second level of the hierarchy.
Pairwise ● Every two sub-criteria under the same criterion (at level two) are
also compared, and so on and so forth.
Comparisons
● These pairwise comparisons are often based on a nine-point
scale.
2nd Step of
AHP

Pairwise
Comparisons
 ● Expert judgments are necessary for determining the relative
importance of each criterion and any alternative to achieving the
decision goal.

3rd Step of ● As AHP allows subjective judgments by decision makers,

consistency of the judgments is not automatically guaranteed.
AHP ● Therefore, consistency verification is essential to ensuring
optimized outcome. To control the consistency of pairwise
comparisons, a computation of consistency ratio should be
Verification of performed.
● At this stage, decision-makers are required to revise their initial
Consistency judgments if the computed consistency ratio exceeds the
threshold of 0.1.
● Detailed Methodology for consistency check will be discussed in
later segment.
 ● Determines the local, global and total priorities.
4th Step of ● Local priorities are obtained from the pairwise comparison
matrices using any of the existing prioritization procedures.
AHP
● Global priorities (the priorities of the elements of the hierarchy
with regards to the mission) are obtained through the principle of
hierarchical composition.
Prioritization ● Total priorities (the priorities of the alternatives with regards to
and Synthesis the mission) are obtained by a multi-additive aggregation of the
global priorities of each alternative.
 AHP Framework

Develop the
Develop the Model Hierarchy

Derive Priorities for the

Check for Consistency
Criteria

Methodology Derive Priorities for

Check for Consistency
Alternatives
for AHP
Derive Overall Priorities

Perform Sensitivity Analysis

Making the Final Decision

 ● (1) Develop a model for the decision: Break down the decision
into a hierarchy of goals, criteria, and alternatives.
● (2) Derive priorities (weights) for the criteria: The importance of
criteria is compared pairwise with respect to the desired goal to
derive their weights. We then check the consistency of judgments;
that is, a review of the judgments is done in order to ensure a
Methodology reasonable level of consistency in terms of proportionality and
transitivity.
for AHP ● (3) Derive priorities (preferences) for the alternatives: Derive
priorities or the alternatives with respect to each criterion
separately (following a similar process as in the previous step, i.e.,
compare the alternatives pairwise with respect to each criterion).
Check and adjust the consistency as required.
 ● (4) Derive Overall Priorities (Model Synthesis): All alternative
priorities obtained are combined as a weighted sum—to take into
account the weight of each criterion—to establish the overall
priorities of the alternatives. The alternative with the highest
Methodology overall priority constitutes the best choice.
● (5) Perform Sensitivity analysis: A study of how changes in the
for AHP weights of the criteria could affect the result is done to
understand the rationale behind the obtained results.
● (6) Making a Final Decision: Based on the synthesis results and
sensitivity analysis, a decision can be made.
 ● Suppose, an organization needs to prioritize from 6 projects that
it can execute. It only has resources to execute 1 of them.

Goal Project Selection

Understandin
Stakeholder
g Level 1
Commitment
Financials Strategic Other

Methodology Level 2
Team
Commitment
Return on
Investment
Ability to
Compete
Risks

with Example Organization

Profits
Internal
Urgency
Commitment Processes

Project Man. Net Present Technical

Hierarchy Formation Commitment Value
Reputation
Knowledge

Level 3 Project A Project B Project C Project D Project E Project F

 ● Solving First Level of Hierarchy and form a Comparison Matrix.
The basic question that needs to answered every time is: Which
criteria is more important and by how much times?
Understandin
g
Methodology
with Example
● In order to interpret and give relative weights to each criterion, it is
necessary to normalize the previous comparison matrix. The
Deriving Priorities of normalization is made by dividing each value by the total column
Criteria – Pairwise value. Average of each row gives the Priority or Eigen Vector
Comparisons

● SC – Stakeholder commitment, F = Financials, St = Strategic, OC = Other

 ● Consistency - The objective is to capture enough information to
determine whether the decision makers have been consistent in
their choices.
Understandin ● If A>B and B>C it would be inconsistent that A<C.
g ● The inconsistency index is based on maximum Eigenvalue, which
is calculated by summing the product of each element in the
Methodology Eigenvector by the respective column total of the original
comparison matrix.
with Example
● The Table below demonstrates the calculation of maximum
Eigenvalue (λmax)
Deriving Priorities of
Criteria – Checking
for Consistency
 ● The calculation of the consistency index is given by the following
formula
● CI = (λmax - n)/(n-1) , n = number of criteria
● Consistency ratio (CR) which is determined by the ratio between
Understandin the consistency index and the random consistency index (RI).

g
Methodology
● Hence, in our case the calculations of CI and CR is:
with Example ● CI = (4.06-4)/(4-1) = 0.02
● CR = CI/RI = 0.02/0.9 = 0.02 = 2%
Deriving Priorities of
Criteria – Checking ● Since its value is less than 0.1 or 10%, the matrix can be
considered to be consistent.
for Consistency
 Solving Next
Level of
Hierarchy –
Stakeholder
Commitment

● TC –Team commitment, OC –Organization commitment, PMC – Project Managers commitment, .

 Solving Next
Level of
Hierarchy –
Financials

● ROI –Return on Investment, Pf- Profits, NPV – Net Present Values. .

 Solving Next
Level of
Hierarchy –
Strategy

● IM –Compete in International Markets , IP – Improves Internal Process, RP – Improves Reputation. .

 Solving Next
Level of
Hierarchy –
Others

● Risks – Risks or threats , UR – Urgency, ITK – Internal Technical Knowledge.

 ● The global priority for each criterion is determined by the result of
the multiplication of each priority on the first level by its
respective priority on the second level.

Global Priority
 Deriving
Priorities for
Alternatives–
Each Alternative is
then compared for
each criteria
Results obtained through
online tool.

● Weighing/Ranking each project in accordance to

the criteria in consideration.
Deriving
Priorities for
Alternatives–
Each Alternative is
then compared for
each criteria
Results obtained through
online tool.
Deriving
Priorities for
Alternatives–
Each Alternative is
then compared for
each criteria
Results obtained through
online tool.
Deriving
Priorities for
Alternatives–
Each Alternative is
then compared for
each criteria
Results obtained through
online tool.
 ● The mechanism for calculating the final priority is to sum the
products of the multiplication of each criterion's priority weight
by its alternative weight.

Model
Synthesis –

Total Priority

● Hence, given the comparisons of the decision maker the Project D

is the most suitable project to be given preference over other
projects considered.
 ● AHP has found its widest applications in multi-criteria decision
making, in planning and resource allocation, and in conflict
resolution.
Decision Areas Decision Problem Authors Year
Risk management Decision making for balanced risk allocation selection Khazaeni, G. et al 2012

Application of Sustainable or green

construction
Sustainable building materials selection Akadiri, P.O et al 2013

AHP in Housing Helping developers to select appropriate sites Ahmad, I. et al 2004

Construction Contractor prequalification

and selection
An advanced model for contractor prequalification El-Sawalhi, N., et al
and selection
2007

Industry Dispute resolution Exploring key features of alternative dispute Cheung S.O., et al
resolution
2004

Construction productivity Predicting the impact of a technology on productivity Goodrum, P.M. et al 2011

Fire safety management Optimal selection of fire origin room Tavares, R.M. et al 2008

Quality management Helping contractors to solve quality problems Lam, K.C. et al 2008
 ● Quality is a critical issue for almost all construction stakeholders
and one of the key criteria for measuring project success in
construction.
● Thus, AHP could be applied in analysing quality management
decisions in order to develop more decision support systems to
help solve quality problems in construction projects.

Application in ● Future research can be done in:

● Quality Performance
Domain of ● Client Satisfaction
● Productivity
Quality
● Future AHP applications could focus on developing quality
Management performance measurement models to help assess and measure
the quality performance of different stakeholders within the
construction industry.
● There is scope to develop AHP-based quality measurement
models/systems for international contractors and other
construction stakeholders to improve their quality performance.
● However, limited research is found in this domain.
 ● Some of the advantages of AHP includes:
● Well – Proven – Used for more than 30 years for MCDM
● Broad Application – Can be Applied in Various Domains
● Intuitive and easy to use
● Solves Multi level and Multi Criteria Easily
● Builds alignment around criteria priorities
Reasons to ● Validates consistency

Use AHP and ● Limitations of AHP includes:

Limitations ● It can only solves independent criteria, for dependent criteria ANP
(Analytical Network Process - An advanced AHP) can be used.

● Online tool Available for AHP:

● One can use online tool available at
[Link]
● It can solve AHP problems up to 20 criteria and was being used in
this research for the second level of hierarchy.
 SIX SIGMA
A P P L I C AT I O N O F D M A I C A N D D M A D V O N
RESIDENTIAL PROJECT
Six sigma and Lean six sigma are some of the Quality
Management concepts that have been successfully used by
manufacturing firms. Explain DMAIC and DMADV and
how will you introduce the concept in construction of typical
large-scale residential construction? SUBMITTED BY

BARKHA KUKREJA | THOUFEER MUHAMMED N

CONTENTS
1 . I N T R O D U C T I O N TO S I X S I G M A A N D I T ’ S
METHODOLOGIES

2 . A P P L I C AT I O N O F D M A I C I N F L O O R T I L I N G
ACTIVITY OF RESIDENTIAL BUILDING

3 . A P P L I C AT I O N O F D M D AV I N A F F O R D A B L E
HOUSING

4. CONCLUSION

QUALITY MANAGEMENT SYSTEMS

SIX SIGMA & METHODOLOGIES
Six Sigma is a defined and disciplined
methodology to increase customer
satisfaction and profitability by streamlining
operations, improving quality and eliminating
defects in every organization wide process.

It is a system of statistical tools and

techniques focused on eliminating defects and
reducing process variability.

Methodologies
There are various methodologies which are
used as a part of Six Sigma implementation in
various industries, based on the mode of
application like in Design and Manufacturing,
Designing New processes, Improving Existing
Cross-functional processes, Software
development and Improving cross-functional
processes. These are used for either Defect
reduction or Cycle time reduction.

QUALITY MANAGEMENT SYSTEMS

SIX SIGMA METHODOLOGY: DMAIC VS DMADV
The two most widely used Six Sigma methodologies are DMAIC
and DMADV. Both methods are designed so a business process
will be more efficient and effective. While both of these
methodologies share some important characteristics, they are not
interchangeable and were developed for use in differing
business processes.

DMAIC (an acronym for Define-Measure-Analyze-Improve -

Control) is used when a product or process is already in
existence, but is no longer meeting the customer expectations.
DMAIC focuses on spot improvements at the problem area.

DMADV-(Define-Measure-Analyze-Design-Validate) method
aims to redesign a problematic process or product. DMADV
methodology is implemented for inventing and innovating a
completely new product, service, or processes, or for inventing
and innovating major new features of existing products,
services, or processes.

QUALITY MANAGEMENT SYSTEMS

APPLICATION OF SIX SIGMA IN BUILDING CONSTRUCTION
The building construction industry is currently in development stage, and with the Six Sigma implementation in this industry
sector, it will be able to improve the quality and time management of its projects. (Prachee & Kanade, 2017). Main applications
are:

1. It can individually be implemented in repetitive items of work, for example, prefabricated units/items for construction –
civil construction work (door windows), internal finishing (Tile work, plastering), fixture installation works, Services
installation, E.g.: HVAC ducting, piping installation, firefighting services, plumbing and electrical fixtures in large scale
projects, etc. Where each type of work is handled by its specific contractor/executor which they have expertise in.

2. It can be implemented if the construction process is streamlined and standardized. But the Construction industry is full of
design innovation and creativity, therefore have a standardized process of construction is difficult to achieve.

3. Management support can be one of the key factors for successful Six Sigma implementation in any organization.

One of the case examples is Bechtel Corporation (American engineering, procurement, construction, and project management
company) has deployed and implemented Six Sigma with 30million$ investment and made 200million$ savings until 2002
(Eckhouse, 2003). Six Sigma has been used as an identifier and preventer of defects in construction projects starting from
design to handover phases by Bechtel Project Teams (Kwak and Anbari, 2006).

QUALITY MANAGEMENT SYSTEMS

VARIOUS TOOL

DMAIC is used when a product or process is

already in existence, but is no longer meeting the
customer expectations. DMAIC focuses on spot
improvements at the problem area.

DMADV is sometimes useful for existing products

and processes. In general, DMADV methodology is
implemented for inventing and innovating a
completely new product, service, or processes, or
for inventing and innovating major new features of
existing products, services, or processes.

QUALITY MANAGEMENT SYSTEMS

SIX SIGMA- PURPOSE & BOTTLENECKS
PURPOSE OF SIX SIGMA
1. Standardization of the process
2. Waste minimization & Efficient use of resources
3. Positive change in operation culture, process, leadership, commitment, error ,reduction, etc.
4. Minimization of variation by maintaining proper work flow
5. Performance improvement.
6. Creating workflow in a process.
7. Improve the quality
8. Process improvement

BOTTLENECKS OF SIX SIGMA

• Every project is different. Each project comes with its own challenges. Therefore, no repetition from previous process can
be implemented.
• Six sigma fail due to lack of a model on how to effectively guide the implementation of the perfect efficient six sigma
program.
• Complexity in Building Construction and scope change issues.
• Six sigma is applicable in both large and small organizations. The main problem is they do not have adequate resources to
carry out the implementation effective.
• The DMAIC methodology can be individually implemented in small processes which includes similar type of repetitive
works
• More research is necessary on how to mix the tools to currently identify and prioritize improvement project.
QUALITY MANAGEMENT SYSTEMS
TOOLS SELECTION
SIPOC,PARETO CHART,CAUSE AND EFFECT
DIAGRAM,CORRECTIVE ACTION
METHOD,CONTROL PLAN WERE SHORTLISTED
FOR EACH METHOD

QUALITY MANAGEMENT SYSTEMS

 APPLICATION
D M A I C M E T H O D O L O GY A P P L I C AT I O N I N F L O O R T I L I N G A C T I V I T Y O F R E S I D E N T I A L B U I L D I N G
PROJECT INFORMATION
The two most widely used Six Sigma methodologies are DMAIC and DMADV. Both methods are designed so a business
For conducting the six sigma analysis ,the data is collected from 5 residential building located in Kerala of maximum age of
process will be more efficient and effective. While both of these methodologies share some important characteristics, they
1 years with max number of floor G+2. A total of 54 nos. rooms were studied to note down the defects occurring in tile
are not interchangeable and were developed for use in differing business processes.
flooring.
DMAIC (an acronym for Define, Measure, Analyze, Improve and Control) refers to a data-driven improvement cycle used for
improving,
SL NO optimizing and stabilizing businessLOCATION
RESIDENTIAL processes and designs. TheAGEDMAIC
OF THEimprovement cycle is theNO
NO OF FLOORS core
OFtool used
ROOMS
BUILDING OWNER to drive Six Sigma projects.
BUILDING
DMADV (Define-Measure-Analyze-Design-Validate) method aims to redesign a problematic process or product. The
1. approach
NOUSHAD initially followsKARUNAGAPPALLY,KOLLAM,KERALA
the first three steps of DMAIC and then1 deviates
YEAR in the last two-steps
2 NOS by introducing
13
(BUILDING A) (G+1)
Design/Redesign and Validate steps to gain the improvements needed. This approach prevents problems from happening
2 BASHEER through quality and robust design
KUTTIVATTOM,KOLLAM,KERALA concepts.
8 MONTHS 2 NOS 11
(BUILDING B) (G+1)

3 MURALI KARUNAGAPPALLY,KOLLAM,KERALA 2 YEAR 2 NOS 8

(BUILDING C) (G)

4 RAJAN AYANIVELIKULANGARA,KOLLAM,KERAL 1 YEAR 2 NOS 10

(BUILDING D) A (G+1)

5 HASHIM KARUNAGAPPALLY,KOLLAM,KERALA 1 YEAR 2 NOS 12

(BUILDING E) (G+1)

Table : Case Study selection; (Source: Author)

TOTAL ROOMS: 54 NOS

QUALITY MANAGEMENT SYSTEMS

DEFINE—SIPOC TOOL
Define phasemost
The two addresses
widelythe problem
used that needs
Six Sigma to be solved are
methodologies and DMAIC
what areandthe DMADV.
critical customer requirements
Both methods and key factors
are designed affecting the
so a business
process output.
process will be more efficient and effective. While both of these methodologies share some important characteristics, they
• In Six Sigma, SIPOC is often used in the define phase of DMAIC as it clearly understands the purpose and the scope of a process.
are not interchangeable
• With this tool, an organized view of your work and were
process developed
is built forthe
that helps use in differing
process business
owner and processes.
those working on the process to clarify the
DMAIC (an acronym for Define,
primary elements of a process. Measure, Analyze, Improve and Control) refers to a data-driven improvement cycle used for
improving, optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to
SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMERS
drive Six Sigma projects.
Builder 1. Vitrified tiles 1. The surface where tiling work is to be done must be clean and free from Finished Residence Owner
DMADV (Define-Measure-Analyze-Design-Validate)
2. 43 grade cement
method aims to
dust, paint, grease, scraps, oil etc.
redesign a problematic process or product.
Floor surface
The approach
initially follows
3. the firstadhesive
Fosroc three steps of
2. DMAIC
If the bedand then
surface deviates
has been left dryin
forthe
longlast
time two-steps bywashed
then it must be introducing Design/Redesign and
Validate steps 4. toTile
gain the improvements
grout and needed. This cured.
made sufficiently approach prevents problems from happening through quality and
5. Potable Water 3. Bed mortar mustrobust design
be prepared by concepts.
using cement and crushed sand in the
6. Tape measure proportion of 1:8 along with water to make consistence paste, use this
7. Carpenter Square paste to make a bedding of 20 – 30 mm thickness after checking the levels
8. Contour gauge through 4 corners of the area.
9. Notched trowel for 4. Apply a mixture of cement slurry and fosroc tile adhesive on the bed
10. Spreading adhesive mortar, the proportion of fosroc is 300 ml per bag of cement.
11. Tile nippers 5. Clean back of the tile with damp cloth if dusty.
12. Pointed Plasterer‟s 6. Tiles are placed at right angles with respect to one side of the room.
13. trowel 7. Use of 2 – 5mm of spacers is recommended.
14. Tile cutter 8. For proper bonding press the tiles gently with the wooden mallet do not
15. Carborundum paper use iron hammer or any heavy material to press the tile.
for smoothing the tile 9. After fixing the tiles, the extra mortar etc. should be cleaned with wet
edges cloth or sponge and allow to set and curing must be done for 7 days.
16. Firm sponge [Link] proper setting and curing, the tile must be cleaned and there after
17. Clean cloth proper grouting must be done with tile grout.

QUALITY MANAGEMENT SYSTEMS

 MEASURE -- SAMPLE CHECK LIST FOR TILING WORK
(Source: CPWD Specs- Vol 1, IS 13630,IS 13712, IS 15622, Literature e review, Tile suppliers, Tile workers)

SL NO Quality parameters description for floor tiling RM 1 RM 2 RM 3 RM 4 RM 5 RM 6 REMARKS

work (L.R) (Bed1) (Bed 2) (Kit) (D.R) (T)

1. Flooring joints matched need to match properly Yes No Yes No No No

2. Variation of color/shade need to be uniform in Yes No Yes No No No

tiles
3. No Cracks should be there in flooring/skirting Yes No Yes No No No
4 No voids should be there in flooring Yes No Yes No No No
5 Floor tiles and skirting need to be properly Yes No Yes No No No
cleaned
6. There should not be any level difference between Yes No Yes No No No
the tiles
7. Proper slope to be given to floor traps NA NA NA NA
8. Grooves of skirting and Tile should be uniform Yes No Yes No No No
9. Skirting are in line Yes No Yes No No No
10. Sink and water taps cut outs are finished properly NA NA NA NA

For the purpose of identifying the defects in the floor tiling activity in the residential building a Checklist with 30 quality
parameters has been made using information from CPWD Specs- Vol 1, IS 13630,IS 13712, IS 15622
QUALITY MANAGEMENT SYSTEMS
 MEASURE -- SAMPLE CHECK LIST FOR TILING WORK
(Source: CPWD Specs- Vol 1, IS 13630,IS 13712, IS 15622, Literature e review, Tile suppliers, Tile workers)

SL NO Quality parameters description for floor RM 1 RM 2 RM 3 RM 4 RM 5 RM 6 REMARKS

tiling work (L.R) (Bed1) (Bed 2) (Kit) (D.R) (T)

Skirting are at right angles with the corner and are Yes No Yes No No No
11
in level.

12 Floor tiles fixed properly Yes No Yes No No No

13 Skirting fixed properly Yes No Yes No No No

14 No adhesion failure Yes No Yes No No No

15 No uneven grout joints Yes No Yes No No No

16 No Rust stains on tiles Yes No Yes No No No

17 No Buckled tiles Yes No Yes No No No

18 No size variation in tiles Yes No Yes No No No

19 No warped tiles Yes No Yes No No No

20 No chipped tiles Yes No Yes No No No

21 No crazing on tiles Yes No Yes No No No

22 No pinholes in surface glaze of tiles Yes No Yes No No No

QUALITY MANAGEMENT SYSTEMS

 MEASURE -- SAMPLE CHECK LIST FOR TILING WORK
(Source: CPWD Specs- Vol 1, IS 13630,IS 13712, IS 15622, Literature e review, Tile suppliers, Tile workers)

SL NO Quality parameters description for floor RM 1 RM 2 RM 3 RM 4 RM 5 RM 6 REMARKS

tiling work (L.R) (Bed1) (Bed 2) (Kit) (D.R) (T)

Yes No Yes No No No
23 No protuberence in the tile

24 No black spots on white tiles Yes No Yes No No No

25 No production equipment mark Yes No Yes No No No

26 No incomplete surface coverage Yes No Yes No No No

27 No surface finishing defect Yes No Yes No No No

28 No dull edge polishing Yes No Yes No No No

29 No scratch issues Yes No Yes No No No

30 No water mark issue Yes No Yes No No No

After site inspection ,the collected data is filled in the checklist for all the rooms in the selected case studies. Those rooms which
satisfy the quality standards are marked “Yes” and which do not satisfy the requirements are marked “No”.

The number of “No” will tell us the defects and the total no of checks will give us the opportunities.

QUALITY MANAGEMENT SYSTEMS

MEASURE- DPMO CALCULATION
Six Sigma offers formula to calculate percentage of the flawless products (yield) and number of defects per million opportunities (DPMO)
according to the collected data from the first inspection of the floor tiling in the residences. This step will identify the causes leading to the
defects that were identified during defect assessment work on site. Thus, we can conclude that the current performance of the
residences is of 3.15 sigma level and total percentage of defects in the floor tiling activity is 5.3%
SL BUILDING DEFECTS OPPORTUNITIES
DPMO =
NO:
(No of defects x 10 00 000)
1 (BUILDING A--NOUSHAD) 24 390
------------------------------------------
(No of defect opportunities per unit x No of 2 (BUILDING B--BASHEER) 17 330
units) 3 (BUILDING C--MURALI) 10 240
DPMO calculation formula 4 (BUILDING D--RAJAN) 15 300

DPMO = 50617.28 5 (BUILDING E--HASHIM) 16 360

TOTAL 82 1620

Table : Defects Calculation from the Case Study

YIELD DPMO SIGMA

94.7 50617.28 3.15

Table : The yield ,DPMO and sigma level of the floor tiling activity
Table: Six sigma table, (Garc & Marco, 2014) from the data
QUALITY MANAGEMENT SYSTEMS
MEASURE -CAUSE AND EFFECT TOOL
The twophase
Measure mostwill
widely usedthe
identify Six causes
Sigma leading
methodologies are DMAIC
to the defects and DMADV.
that were identifiedBoth methods
during defect are designed
assessment so aonbusiness
work site. This
process illustrates
diagram will be morethe efficient and between
relationship [Link]
given both of these
outcome and methodologies share some
factors that influences important characteristics, they
the outcome.
are not interchangeable and were developed for use in differing business processes.
DMAIC (an acronymMATERIALfor Define, Measure, Analyze, Improve and MANAGEMENT
Control) refers to a data-driven improvement cycle used for
improving, optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to
Manufacturing Storage
defect drive Six Sigma projects.
Poor Quality Constraints
DMADV (Define-Measure-Analyze-Design-Validate) method aims to redesign a problematic process or product. The approach
tile Cracks Improper protection Procurement of low quality
initially follows the first three steps of DMAIC and then deviates in theoflast two-stepsmaterials
by introducing Design/Redesign and
Materials finished surface
Validate steps to gainWaterthe improvements needed. This approach prevents problems from happening through quality and
absorption rate robust
Color variation and design concepts. Storage Locations
issue stains Inadequate supervision
POOR QUALITY
Improper laying OF TILING
Bad supervision
Slope to drain
Skirting works water
Substrates are Training
not spread Adhesive issues
Improper design of
evenly
Poor handling and tile drop
Incompetency in using Improper Mix
workmanship
newer methods design issues/
LABOUR
DESIGN
SKILL

QUALITY MANAGEMENT SYSTEMS

ANALYSIS – PARETO,PIECHART,BAR CHART TOOL
TheThe two contributors
main most widely forusedtheSix Sigmainmethodologies
defects are DMAIC
tile flooring quality andcracks
are the DMADV. in Both methods
flooring are designed
and skirting so aby
followed business
chipped
process
tiles, andwill
bad bepointing.
more efficient
18.3%and effective.
of defects is While bothcracks
from the of these methodologies
in the flooring andshare someThe
skirting. important characteristics,
later three contributes tothey
an
average 14%.This phase are not interchangeable
calculated and were
the frequency developedoffor
of occurrence usedefects
each in differing business
and analyze processes.
when, where, and why do these
DMAICoccur
defects (an acronym for are
to find out Define, Measure,
the root causes Analyze, Improvetoand
of these defects, Control)
provide refers to aand
improvement data-driven improvement
control measures. cycle used
This phase for
uses the
improving,
tool ‘Paretooptimizing andidentifies
Chart’ which stabilizing
thebusiness processes for
defects responsible and80%
designs.
of theThe DMAICoccurring
problems improvement
in thecycle is the core tool used to
tile installation
drive Six Sigma projects.
DMADV (Define-Measure-Analyze-Design-Validate) method aims to redesign a problematic process or product. The approach
initially follows the first three steps of DMAIC and then deviates in the last two-steps by introducing Design/Redesign and
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
robust design concepts.

Figure : Defects identified from the case Figure : Defects identified from the case
study in Bar chart form. study in pie chart form.

QUALITY MANAGEMENT SYSTEMS

ANALYSIS –PARETO,PIECHART,BAR CHART TOOL
• The two most
A Pareto chartwidely
depictsused Six Sigmawith
the frequency methodologies
which certain are DMAIC
event andItDMADV.
occurs. Both methods
is a bar graph where each arefrequency
designedisso a business
shown in
process will be
descending more
order of efficient
importance andofeffective.
data fromWhile left toboth of these methodologies share some important characteristics, they
right.
• It helps us to focus are
16
onnot
the interchangeable
factors that have and were
greatest developed for use in differing business processes.
impact 120.00%
15
DMAIC (an acronym for Define, Measure, Analyze, Improve and Control) refers to a data-driven improvement cycle used for
improving, optimizing 14
and stabilizing
13 business processes and designs. The DMAIC97.56% improvement
98.78%
100.00%
cycle
100.00% is the core tool used to
12 95.12%
12 11 drive Six Sigma projects. 90.24%
84.15%
DMADV (Define-Measure-Analyze-Design-Validate)
10 method aims few
78.05% to redesign a problematic process or product. The approach
80.00%
71.95%
initially follows the first three steps of DMAIC and
62.20%
8 then deviates in the last two-steps by introducing Design/Redesign and
Major cause of
8 defect (80%) 60.00%
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
48.78%
6
robust5 design 5 concepts.
5
40.00%
34.15% 4
4

18.29% 2 20.00%
2 1 1

0 0.00%

Frequency Cummulative %

From this graph, we can see that the initial 7 defects have 80% of impact in the tile quality issue ,so the priority should
be to address these at first. This helps in the selection of problems and initiating the improvement.
QUALITY MANAGEMENT SYSTEMS
IMPROVE –CORRECTIVE ACTION
This step
The twois most
to know how used
widely can the
Sixproblem be solved using are
Sigma methodologies alternatives
DMAIC and derived in the Both
DMADV. analysis phase. The
methods defects that
are designed sowere addressed
a business
in the Pareto
process chart
will be morewere then put
efficient andupeffective.
for a brain storming
While both ofsession
these to identify the improvement
methodologies share some and controlcharacteristics,
important measures for 80%theyof
the defects. From the pareto chart, 7 defects mainly affect the quality. Therefore, corrective actions are provided to overcome the defect
are not interchangeable and were developed for use in differing business processes.
DMAIC
S.N (an acronym for Define, Measure,
DEFECTS CAUSES Analyze, Improve and Control) refers to a data-driven CORRECTIVE improvement
ACTION cycle used for
improving, optimizing andexpansion
Inadequate stabilizing business
or control processes
joints, Cutting & poorand designs. The DMAIC improvement cycle is the core tool used to
handling,
Cracks in
flooring/skirting driveExcessive
Damage by other trade after laying if unprotected, Six Sigma projects.
Proper sub surface preparation, controlling gaps and bubbles in underlying
1
DMADV (Define-Measure-Analyze-Design-Validate)
external vibration, Direct impact
method aims to redesign a problematic process or product. The approach
adhesive bed, Laying tiles even surface and rigid surfaces, Proper protection,
Direct impact, Damage by other trade after laying in unprotected, By filling the chipped portion by epoxy or adhesive and painting over to
initially
Chippedfollows
tiles the
Poor first three
cutting stepsknocks
& handling, of DMAIC and then
on the edges deviates
or corners of tiles inmatch
the last two-steps
the color by introducing
of tile,Proper Design/Redesign
protection, Using proper tools, by fillingand
the
2 Validate steps that to gain
are notthe
laidimprovements
flat, needed. This approach prevents chipped areaproblems from
with nail paint withhappening
same color of through
tiles quality and
robust
Dry joints or bad Joint not properly cleaned & filled, Tiled surface design concepts.
not properly Select suitable grouting materials, Joint should be properly filled, Tiled
3 pointing cleaned after tiling, Poor quality of grouts used. surface to be properly cleaned after setting time
Inadequate provision of expansion or control joints, Incompatible
Adhesion Failure tile & bedding material, Concrete or cement/sand screed not Allow sufficient curing, Proper surface preparation, Clean back of tiles
4 properly cured & drying shrinkage cracks occur after tiling before installation
Tiles have dimensional defects, Varied tile thickness, Incorrect Ensure tiles are even and level using sprit level, Ensure tiles are uniformly
Uneven
bedding thickness, Insufficient leveling of each individual tile or in tapped onto place, also by using proper tools and selecting tiles of correct
surface/Lippage
5 sufficient tapping of the tiles into position thickness
Repair buckled tiles using good quality adhesives, not using old or dusty
Buckled Tiles lack of expansion joint, uneven subfloor, moisture absorption by tiles, If it is buckled over a large area, then entire tiles need to be replaced
6 tiles, using poor quality adhesive or improper cleaning, with same design
Confirm soaking does not lead to crazing before installation, To prevent
crazing on tile, apply proper glaze effect on the tile surface, It is a
Crazing on tiles
Due to variation in firing temperature, also due to continuous manufacturing defect and should be cautious ,these tiles should be rejected or
7 movement of wall or substrate. do not use those tiles

QUALITY MANAGEMENT SYSTEMS

CONTROL –CORRECTIVE ACTION
The two
Control most
plan willwidely used
help to Six Sigma
monitor methodologies are
the implementation DMAICstep
schedules and by
DMADV. Both
step. The methods are
comparison designed
between the so a business
preventive
process
works will be
before more
and efficient
after andsigma.
using six effective.
AfterWhile both of these
implementing methodologies
the above measuresshare some the
to control important
defects,characteristics,
Pareto analysisthey
is
are notthe
to be repeated to identify interchangeable andprevious
difference in the were developed
and laterfor useand
yield in differing business processes.
Sigma level
DMAIC (an acronym for Define, Measure, Analyze, Improve and Control) refers to a data-driven improvement cycle used for
improving,
Control plan optimizing
will helpandus stabilizing
to keep a business
check onprocesses
the variousandpreventive
designs. The DMAIC improvement
measures which are takencycletoisachieve
the corethe
tooldesired
used to
result. As per the Guide to Control Plans a control drive Sixthe
plan is Sigma [Link] of those procedures, checks or assigned
documented
DMADV
activities(Define-Measure-Analyze-Design-Validate)
necessary to verify that production unitsmethod continueaims to redesign
to conform to athe
problematic process
type approval or product.
requirements Theregard
with approachto
initially follows
specification, the first
marking andthree steps of DMAIC and then deviates in the last two-steps by introducing Design/Redesign and
performance.
• Validate
Control steps to gain
plan will helpthe improvements
us to monitor on theneeded.
variousThis approachmeasures
preventive prevents which
problemsare from
takenhappening
to achieve through quality
the desired and
outcome.
• The aim of control plan is to show that appropriate robust design
level concepts.
of control exists in relation to the defects which are listed out
earlier.
• The assessment sheet (checklist) and the cause and remedy matrix which has been prepared earlier can used as a
control plan.

Main root cause problems in tile installations identified through the research are as follows: Cracked Tile, Not Enough
Expansion and Contraction, Improper Adhesive, Lack of Cleaning and Workmanship, Applying the wrong grout,
Installing Tile Over Poorly Prepared Subfloor.
To cover these the corrective measures like the tiles should be soaked thoroughly, using expansion joints in tiles to avoid
tiles cracking, If there is a major size variation in tiles, then get replace the whole tiles box from the supplier, to avoid
changes in the color of the tile through covering leak in the shower, to damaged corner joints, leaking taps etc

QUALITY MANAGEMENT SYSTEMS

RESULTS
TheThe two
Six mostbased
Sigma widelymethodology
used Six Sigma methodologies
has been used for theare DMAIC
quality and DMADV.
management of Both
floor methods are designed
tiling process. so aobtained
The results business
process
after will be more
implementing theefficient and effective.
improvement measures While bothstages
at various of these methodologies
of the share some
DMAIC Methodology areimportant characteristics, they
described below:
are not interchangeable and were developed for use in differing business processes.
[Link] (an acronym
Customer for Define,
satisfaction impactMeasure, Analyze,defect
– By providing Improve freeand Control)
floor tiling refers
activitytoand
a data-driven
services ofimprovement cycle used for
consistent performance
improving, optimizing
and quality, the Sixand stabilizing
Sigma practicebusiness
definitelyprocesses
enhancedand the designs.
customerThe DMAIC improvement cycle is the core tool used to
satisfaction.
drive Six Sigma projects.
DMADV
2. Time(Define-Measure-Analyze-Design-Validate)
impact and Improvement in yield/productivity method –aims to redesign
Considerable a problematic
time process or product.
is saved by eliminating The yield
rework. The approach
initially follows the
or productivity is first three by
improved steps of DMAIC
optimum and then
utilization deviates along
of resources in the with
last two-steps by introducing
the reduction in wastages Design/Redesign and
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
3. Top line impact – Builder reputation in the market robust
and design
society concepts.
at large is improved by providing service of good quality
without any deviation in terms of performance and reliability

4. Bottom line impact – Six Sigma is a process control technique. By ensuring that the process is under control, the
product can never be defective. Rejection or rework saved is straight away added to the bottom line in terms of profit to
the builder.

5. Sigma impact – The sigma level has been increased from 3.14 after the measures are [Link] higher the sigma
level, the better the process is performing and the lower the probability that a defect will occur.

QUALITY MANAGEMENT SYSTEMS

 APPLICATION
A P P L I C AT I O N : D M A D V M E T H O D O L O GY A P P L I C AT I O N I N A F F O R D A B L E H O U S I N G
PROJECT INFORMATION
LOW COST HOUSING, SECTOR 23 DWARKA, NEW DELHI
Details
Site area 5.45 Hectare
Number of 2300 EWS
units
Permissible @40%
Ground
coverage
Maximum @200%
permissible
FAR
Carpet Area 25.14-25.46
Range sq. m.
Height G+4

QUALITY MANAGEMENT SYSTEMS

PROJECT INFORMATION
The two most widely used Six Sigma methodologies are DMAIC and DMADV. Both methods are designed so a business
process will be more efficient and effective. While both of these methodologies share some important characteristics, they
are not interchangeable and were developed for use in differing business processes.
DMAIC (an acronym for Define, Measure, Analyze, Improve and Control) refers to a data-driven improvement cycle used for
improving, optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to
drive Six Sigma projects.
DMADV (Define-Measure-Analyze-Design-Validate) method aims to redesign a problematic process or product. The approach
initially follows the first three steps of DMAIC and then deviates in the last two-steps by introducing Design/Redesign and
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
robust design concepts.

EWS UNIT PLAN

Carpet Area: 22.97 Sq. m.
Built Up- 29.83 Sq. m EWS BLOCK- FLOOR PLAN

QUALITY MANAGEMENT SYSTEMS

DMADV PROCESS FRAMEWORK
The two most widely used Six Sigma methodologies are DMAIC and DMADV. Both methods are designed so a business
DEFINE
process will be more efficient MEASURE
and effective. While bothANALYZE
of these methodologiesDESIGN VERIFY they
share some important characteristics,
are not interchangeable and were developed for use in differing business processes.
DMAIC (an acronym for Define,
• Identify • Measure,
Survey Analyze, Improve and Control) refers to •a data-driven
• Analyze Design improvement • cycle used for
Calculate
improving, optimizing and stabilizing
project
business processes and
existing
designs. The DMAIC improvement
cause of alternatives
cycle is the core tool used to
sigma level
units/similar defects schemes/ for
• Define units drive Six Sigma projects. modifications alternative
DMADV customer
(Define-Measure-Analyze-Design-Validate) method aims totheredesign a problematic process or [Link]
• Identify The approach
based
initiallyrelated
follows the first three•steps
issues of DMAIC and then deviates
Identify defects toin
bethe last two-steps by introducing Design/Redesign
on and
defects considered modifications
Validate
• Define
steps to gain the improvements needed. This approach for
prevents problems from happening through quality and
objectives • Count no. of robust design concepts.
improvement
parameters defects v/s no,
for of
assessment opportunities

• Calculate
sigma level
for existing
unit based on
DPMO

QUALITY MANAGEMENT SYSTEMS

DEFINE—SURVEY (VOC)
The define phase aims at defining the goals and parameters for improvement and begins with identifying the issues in
the present case. The define phase also includes understanding the customer requirement and developing objective
design variables affecting customer satisfaction.

In reference to DDA housing scheme 2014

VOC: "DDA scheme 2014: Allottees unhappy with smaller than store room size flats" (Hindustan Times, Jan 17, 2015)
" DDA to put up 10,000 rejected flats for sale" (The Times of India, Dec 27, 2015)
"8,500 allottees return/surrendered their DDA flats" (Business Standard, Jan 4, 2016)

ISSUES IDENTIFICATION :
• Small sizes of rooms
• Finishing is not completed
• Finishing work quality issues
• No water and power supply for nearly 1 year after completion
• Unfinished Landscaping

UNDERSTANDING CUTOMER’s REQUIREMENTS:

Functionally sound in terms of adequacy, structural stability, durability, services, and other functional factors.

OBJECTIVE PARAMETERS
Adequacy : Carpet area and daylight & ventilation. & Durability : Quality related to walls, slab and door windows
QUALITY MANAGEMENT SYSTEMS
DEFINE

ADEQUACY DURABILITY
SETTheEVALUATION
two most widelyCRITERIA
used Six Sigma
(Based methodologies
on NBC) are DMAIC and DMADV. Both methods are designed so a business
process
1. Carpet willarea:
be more efficienttoand
compliance effective.
minimum While
space both of these
requirements in methodologies share some
the National Building Code important characteristics,
of India-2005, Part 3, they
clause 12.2. are not interchangeable and were developed for use in differing business processes.
[Link] (an acronym
Daylighting and for Define, Measure,
ventilation: Analyze,
compliance Improve and
to minimum Control) refers
requirements to a data-driven
of fenestration improvement
area for daylightingcycle
andused for
improving, optimizing
ventilation and stabilizing
in the National Buildingbusiness
Code of processes
India 2005,and
Partdesigns.
3, clauseThe
15. DMAIC improvement cycle is the core tool used to
3. Walls: Existence of physical defects including seepage,drive Sixcracking
Sigma projects.
or spalling of plaster, efflorescence etc.
DMADV
4. Slabs: (Define-Measure-Analyze-Design-Validate) methodspalling
Existence of physical defects including seepage, aims toofredesign a problematicetc.
plaster, efflorescence process
. or product. The approach
[Link]
Doorsfollows the first three
and windows: stepsand
alignment of DMAIC
gaps. and then deviates in the last two-steps by introducing Design/Redesign and
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
Location
robust design concepts.
Standards for area (NBS part 3) Daylighting & ventilation
Minimum Area(Sq.M,) Minimum Width (m) (NBS part 3)

Habitable Rooms 9.5 2.4 1/8 of floor area

Kitchen 5.0 1.8 1/8 of floor area + 25%
Bath 1.8 1.2 0.3 sqm window area
WC 1.1 0.9 0.3 sqm window area
Combined bath +WC 2.8 1.2 0.3 sqm window area
Table : Minimum Standards as per NBC 2005

QUALITY MANAGEMENT SYSTEMS

MEASURE
The measure phase aims at Measuring and determining customers’ needs and specifications.
• Survey the existing units that may have been built or alternatively, survey similar units for defects.
• Identify defects in the surveyed units.
• Count the number of defects and the number of opportunities present in the surveyed units.
• Calculate sigma level for existing units that have been surveyed on the basis of observed DPMO.

DEFECTS IDENTIFICATION (Based on Remote Survey)

Common problems related to cramped spaces and poor ventilation. Physical defects, the layout of the unit provides for spaces
and fenestration areas that do not comply with NBC-2005 requirements and hence the non-compliant cases have been
considered as defects. Apart from these other defects which were observed:

Flat 1- Cracks in plaster, misaligned window in bedroom, misaligned door in bath, Seepage on walls & slab.
Flat 2- Foul smell in toilet, Misaligned door in WC, .
Flat 3- Plaster cracks, seepage/cracks on bath ceiling slab, misaligned door in bedroom
Flat 4- Seepage on WC ceiling slab, Cracks in plaster, misaligned door in bedroom and bath
Flat 5- Spalling of plaster on multiple walls, cracks in plaster near joints, multiple misaligned doors and windows.

QUALITY MANAGEMENT SYSTEMS

MEASURE
Table- Recording of these defects and calculates the sigma level for the five flats that have been studied.

DPMO =
(No of defects x 10 00 000) DPMO = 226666.67 DEFECT RATE = 22.67%
------------------------------------------ SIGMA LEVEL = 2.25 YIELD = 77.33%
(No of defect opportunities)

QUALITY MANAGEMENT SYSTEMS

ANALYZE
The analyze phase aims at Analyzing the defects identified in measure phase.
Carpet Area Daylighting & ventilation Walls Slabs Doors and windows

Carpet area of all spaces lower Window area lesser than NBC Cracks, seepage, Spalling Seepage Misaligned Door
than NBC specifications specifications causing low of plaster etc. windows
causing ergonomically poor daylight and natural
spaces ventilation

The functional Analysis of the unit design reveals:

• The spaces are ergonomically poor and do not allow for basic comfortable living
• Opportunities for creating storage spaces are far too less in the already cramped layout.
• The available space has not been utilized in the most efficient manner.
• Window areas are too less for the area provided. Width of the windows can be increased
Adequecy (Carpet area
Daylighting & Ventilation
Sqm)
Location
Minimum Minimum
Actual Actual
(As/NBC) (As/NBC)
LIVING ROOM 9.5 9.072 1.134 0.9
BEDROOM 9.5 6.6 0.825 0.9
KITCHEN 5 3.3 0.515 0.54
BATH 1.8 1.2 0.3 0.405
WC 1.1 0.96 0.3 0.405

QUALITY MANAGEMENT SYSTEMS

ANALYZE
From this graph, we can see that the initial 2 defects have 80% of impact in overall quality, so the priority should be to
address these at first. This helps in the selection of problems and initiating the improvement during the define phase

QUALITY MANAGEMENT SYSTEMS

DESIGN
Design − Design a alternative that will meet customers’ needs.
• Unit design alternative have been
developed which are ergonomically
better, make more efficient use of the
available space,

• The design alternate has the same built

up area as the original design but the
carpet area has been increased by 0.32
sq.m.

• The design follow the NBC-2005

norms for carpet areas of individual
spaces as well as norms for
fenestration areas for better
daylighting and natural ventilation.

• Provide opportunities for creating

ORIGINAL UNIT PLAN ALTERNATE UNIT PLAN larger storage spaces.
Carpet Area: 22.97 Sq. m. Carpet Area: 23.29 Sq. m.
Built Up- 29.83 Sq. m Built Up- 29.83 Sq. m
QUALITY MANAGEMENT SYSTEMS
DESIGN
Comparison of alternate unit design

QUALITY MANAGEMENT SYSTEMS

VERIFY
Verify − Verify the design performance and ability to meet customer needs.

DPMO =
(No of defects x 10 00 000) DPMO = 60000 DEFECT RATE = 6.00%
------------------------------------------ SIGMA LEVEL = 3.05 YIELD = 94.00%
(No of defect opportunities)

QUALITY MANAGEMENT SYSTEMS

RESULTS
The two most widely used Six Sigma methodologies are DMAIC and DMADV. Both methods are designed so a business
process will be more efficient and effective. %LOW
PARAMETER While bothCOST HOUING,
of these DWARKA
methodologies share some important characteristics, they
UNIT are not interchangeable and wereUNIT
ORIGINAL developedALTERNATE
for use in differing
UNITbusiness processes.
DMAIC
CARPET (an AREA
acronym for Define, Measure, Analyze, Improve and Control) refers
22.97 23.29 to a data-driven improvement cycle used for
improving, optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to
BUILT UP AREA 29.83 29.83
drive Six Sigma projects.
DMADV
DPMO(Define-Measure-Analyze-Design-Validate) method aims to redesign
226666.67 a problematic process or product. The approach
60000
initially
SIGMAfollows
LEVEL the first three steps of DMAIC and then deviates in the last
2.25 two-steps by introducing Design/Redesign and
3.05
Validate steps to gain the improvements needed. This approach prevents problems from happening through quality and
DEFECT RATE 22.67%
robust design concepts. 6.00%
YIELD 77.33% 94.00%
%IMPROVEMENT IN QUALITY 16.67%

• The application of six sigma to affordable housing showed improvements in quality .

• The parameters used for six sigma assessment involved user centric parameters, thus improving the acceptability of
affordable housing to the user.
• Six sigma, if applied to major components of affordable housing design, can help in bringing down the cost of non-
conformities, thus reducing the cost of quality and consequently increasing affordability.

QUALITY MANAGEMENT SYSTEMS

CONCLUSION
1. As a management approach, Six Sigma is discussable within construction context due to differences of manufacturing and
construction industry. Since construction industry includes lots of unrepeatable tasks and different process design
techniques, Six Sigma does not seem applicable as a whole management approach in construction industry.

2. Due to various Complexity in Building Construction projects like:

• Frequent changes at any stage of the project
• There is a lack of process stability which is an obstacle to overcome when implementing Six Sigma in construction
organization.

3. Outside of a manufacturing operation, Six Sigma often fails to yield the kind of results needed to justify such a time-
consuming and expensive management change. To function effectively, Six Sigma requires buy-in from everyone involved.
It requires a sizable upfront cost to implement and train employees on the methodology of Six Sigma and its execution.

Although today there are limitations and barriers to the implementation of six sigma in the construction sector, six sigma as a
tool holds great potential in improving the overall quality. From the project management perspective, this system needs to be
adopted as fast as possible so that the benefits can be reaped as early as possible.

The construction industry needs to change its attitude toward quality work and measuring in order to improve its quality.
Full support by the top management is a key factor of success in the implementation of Six Sigma. The top management must
fully support the implementation and have a clear goal of what they want to get out of it.

QUALITY MANAGEMENT SYSTEMS

 THANK YOU

GROUP 7 – BARKHA KUKREJA & THOUFEER MUHAAMED N

SIX SIGMA PERFORMANCE INDICATORS
Process capability : Minimum spread of process variation present in a
manufacturing process. Process capability means how likely a product is going to
meet the design specification.

The UCL or upper control limit and LCL or lower control limit are limits set by
your process based on the actual amount of variation of your process.

The USL or upper specification limit and LSL or lower specification limit are
limits set by your customers requirements. This is the variation that they will
accept from your process.

Need for process capability (PC)

• For meeting customer requirements/specifications.
• To measure and control the spread of process.
• To provide more realistic tolerances for product dimensions.
• Improve the process performance capability Sigma level is obtained by Cp that is
described by the following expression
Process Capability index (Cp) is a six sigma principle metric which provides
upper and lower boundaries based on the company's quality control strategy and
policy.

QUALITY MANAGEMENT SYSTEMS

 uality Management tools in a Prefabrication
Construction Projects and interior fit out projects

GROUP 9 | ABHIJIT ROY | MRITYUNJOY MANDAL

Quality Management tools
7 Basic tools 7 New tools

● Cause and effect diagram

● Check sheet
● Pareto diagram
● Histogram
● Stratification
● Run chart
● Scatter diagram
7 basic quality tools for Prefabrication
construction project
(IS 15431: 2003)
Cause and Effect Diagram
Cause and effect diagram lists out in a classified and systematic manner all the variables, which are responsible for a problem or
condition. It provides a method of exploring, identifying, classifying, organizing and displaying potential causes of a problem to discover
its root causes, with a view to solving the problem at hand, and achieving improvement in quality in the long run.

In construction, Cause and effect diagrams or Fishbone diagrams are generally used to analyze delays, failures etc., An example with
respect to Prefabricated construction, where the module produced is of incorrect size, has been illustrated here. It elaborated how a
cause and effect diagram maybe used in quality management.
Scatter Diagram
The scatter diagram is most useful in depicting the relationship between two variables, which is ideal for quality assurance
professionals trying to identify cause and effect relationships. Scatter diagrams can prove useful as a quality control tool when used to
define relationships between quality defects and possible causes.

If the same example is considered, and the defect causes are taken from the ones identified in the cause and effect diagram, like
Method, Material, Environment, People, Machine and Measurement. So, the resulting defects can be defects in measurement,
dimension and deformation. A scatter diagram shall demonstrate the inter relationship between these factors.

3.5

2.5

2
Quality

1.5

0.5

0
0 0.5 1 1.5 2 2.5 3

Deformation
Histogram
A Histogram is a chart plotting a variable, like time, against the number of occurrences in the variable category.

It can provide information on the degree of variation of the data and show the distribution pattern of the data by bar graphing the
number of units in each class or category.

The previous example where defects were identified, can be resolved using a histogram.

Improper material Improper onsite

Wrong Specification Failed Testing used assembly Improper handling

Types of Defects in a month

Pareto Diagram
A Pareto Chart is a combination of a bar graph and a line graph. Each bar usually represents a type of defect or problem.

The height of the bar represents any important unit of measure — often the frequency of occurrence or cost.

The bars are presented in descending order (from tallest to shortest). Therefore, it is seen which defects are more frequent at a glance.

The line represents the cumulative percentage of defects..

It is a quality tool which helps analyze

and prioritize issue resolution.

Pareto Charts can be analyzed with the

Pareto Principle, also known as the
80/20 rule. The Pareto Principle states
that 80% of the results are determined
by 20% of the causes.

The same example used in the previous

case for defect identification can be
used in Prefabricate construction.
Stratification
Stratification analysis is a quality assurance tool used to sort data, objects, and people into separate and distinct groups. Separating your
data using stratification can help to determine its meaning, revealing patterns that might not otherwise be visible when it’s been
lumped together.

Frequency

Defects
Run Chart
This is a quality improvement tool can help quality assurance professionals determine whether or not a process is stable and predictable,
making it easy for us to identify factors that might lead to variations or defects.

Control charts use a central line to depict an average or mean, as well as an upper and lower line to depict upper and lower control
limits based on historical data..

By comparing historical data to data collected from your current process, one can determine whether the current process is controlled
or affected by specific variations.

Continuing the previous example of defects in Pre Fabricated construction, a run chart or control maybe used to identify the number of
defects that have occurred in the construction over a year, and validated the quality and performance of the contractor.

Number of defects per month

10
9
8
7
6
5
4
3
2
1
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Check Sheet
A check sheet is a template for systematic and easy
way of recording the data from historical sources or
observations for understanding the status, analysis,
monitoring and for decision making.

An example of a check sheet for a precast element has

been elaborated here.
7 new quality tools for Prefabrication
construction project
(IS 14978: 2002)
Affinity Diagram
An affinity diagram is used to organize into groupings a large number of ideas, opinions or concerns about a particular topic.

When a large number of ideas, opinions or other concerns about a particular topic are being collected, this tool organizes the
information into grouping based on the natural relationships that exist among them. The process is designed to stimulate creativity and
full participation, It works best in groups of limited size (a maximum of eight members is recommended) in which members are
accustomed to working together. This tool is often used to organize ideas generated by brainstorming.

Dent or mark on Honeycomb formation All dimension to be Moulds/forms to be

Chip off and damage
surface check checked protected
Concrete pouring and Electric conduits to Supply check of bars reinforcement setting
Fixing of Embedment of different sizes
vibration be checked check
Quality check of MEP Concrete/Casting at Placing and Temperature of Safe removal of
accessories right proportion positioning of MEP concrete fastener
Cohesiveness of Leakage of accessories Segregation or Concrete strength
concrete water/cement from bleeding of concrete test
mould to check Grade of steel
Cleaning and oiling of Post concrete
Removal from mould
the plates Suffecient number of dimension
Dia & spacing of
spacer with correct Proper storage of
Mould setting check reinforcement in mesh Crack check
size steel bars
 STEPS TO ATTAIN QUALITY IN PREFABRICATION WORK
Fabrication & fitting
Pre production steps Casting check Post pour checking Stripping Steps
Steps
Proper storage of reinforcement setting Concrete/Casting
steel bars at right proportion Post concrete dimension Safe removal of fastener
check
Moulds/forms to be Concrete pouring and
Fixing of Embedment Removal from mould
protected vibration Crack check

Quality check of MEP Cohesiveness of

Placing and positioning
accessories concrete Chip off and damage Dent or mark on surface
of MEP accessories
Temperature of
Supply check of bars concrete Honeycomb formation
Sufficient number of check
of different sizes spacer with correct
size Segregation or
Cleaning and oiling of Concrete strength test
bleeding of concrete
the plates Electric condutes to
be checked
Mould setting check Leakage of
water/cement from
mould to check
All dimension to be
checked
Tree Diagram
A tree diagram is used to show the interrelation between a topic and its component elements.

A tree diagram systematically breaks down a topic into its component elements. Ideas generated by brainstorming and graphed or
clustered with an affinity diagram can be converted into a tree diagram to show logical and sequential links. This tool can be used in
planning and problem solving.
STEPS TO ATTAIN QUALITY IN
PREFABRICATION WORK

Pre production steps Production steps

Fabrication & fitting

Steps
Cleaning and oiling
Proper storage of

Moulds/forms to

MEP accessories
Quality check of

bars of different
Supply check of

Mould setting
be protected

of the plates
steel bars

check
sizes

Post pour checking

Stripping Steps
 Arrow Diagram
It uses a network representation to show the steps necessary to implement a plan. An arrow diagram establishes the most suitable daily
plan for a project and monitors its progress efficiently. This tool is used to plan or schedule a task, or events, taking note of duration to
complete each such sub-task. The tool is very useful in increasing the efficiency of jobs that are repetitive in nature. It is often used in
PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method).

H I
G
J

L Q
N
A
F P

B
E K R
C D M O

A- Material at site E- Transit Mixer H- Mould setting K- Finishing of the element O- Transfer to stock yard
B- Inspection F- Concrete casting L- Curing of the element P- Curing
I- Reinforcement Placing
C- Batch request Q- Quality check
G- Cleaning and oiling of the J- Placing and positioning of MEP M- Stripping of the mould
D- Mixing plate accessories N- Demoulding R- Dispatch to site
 Process, Decision Program Chart (PDPC)
The process decision program chart (PDPC) method helps us select the best processes to obtain optimum results by evaluating the
progress of events and various conceivable outcomes.

The process decision program chart (PDPC) method is used to define the solution process when dealing with problems that have more
than one possible outcome. [t anticipates the unexpected outcomes at each stage and plans for it.
PRODUCTION PROCESS
MOULD SETTING
Deformation check
FAIL
QUALITY CHECK
Mould setting check
Checked

PASS
Leakage check
RAINFORCEMENT PLACING
Cleaning and oiling of
the plates
FAIL Sufficient number of
QUALITY CHECK spacer with correct size
PASS
Dia & spacing of
FIXING OF MEP ACCESSORIES reinforcement in mesh

Checked
Sleeves to be checked FAIL Grade of steel
QUALITY CHECK
Checked

Plumbing pipes to be checked Lifting anchor placement

PASS
Electric conduits to be checked Position and orientation
CONCRETING of dowel bar
Matrix Diagram
Matrix diagram is used to systematically identify, analyze and rate the presence and strength of relationships between two or more sets
of information & factors. It is often used in deploying quality requirements into counterpart (engineering) characteristics and then into
production requirements.

The matrix diagram method is designed to seek out principal factors from a plethora of phenomena concerning a subject under study. It
clarifies problematic spots through multidimensional thinking. Matrix diagram method is also the best method of organizing data in order
to apply multivariate analysis.
Impact Cracks Deformation Time Error Machinery
Activities consumption frequency requirement
Mould setting
Laying of
reinforcement
Strong
Relationship
Concerting
Vibration/Compaction

Relationship MEP Fittings

Curing
Likely Stripping of mould
Relationship Demoulding
Relations Diagram
This diagram clarifies the interrelations in a complex situation involving many interrelated factors and serves to clarify the cause and
effect relationships among factors.

Relations diagram is defined as a technique used to solve problems that have complex cause and effect relationships among a number
of problems and factors that influence them.

Not right grade of Improper storage Transportation

concrete used method issue

Curing not done

Fault in concrete properly
pouring method
Cracks developed
Spreading and leveling of
Lack of inspection concrete after initial setting time

Precast element may not have

gained sufficient concrete
Mould not rigid
strength when demoulded

Relation diagram for cracks developed in prefabricated member

Matrix Data analysis
This technique is used when the matrix diagram does not provide sufficiently detailed information. This is the only method within the
new seven tools that is based on data analysis and gives numerical results,

This technique uses the data presented in matrix diagram so that large array of numbers can be visualized and comprehended easily. The
relationships between the elements shown in a matrix diagram are quantified by obtaining numerical data for intersection cells.
SL.N Impact Cracks Deformation Time Error Machinery
(1) (2) consumption frequency requirement
Activities (3) (4) (5)
1 Mould setting X1.1 X1.2 X1.3 X1.4 X1.5
2 Laying of X2.1 X2.2 X2.3 X2.4 X2.5
reinforcement
3 Concerting X3.1 X3.2 X3.3 X3.4 X3.5
4 Vibration/Compaction X4.1 X4.2 X4.3 X4.4 X4.5

5 MEP Fittings X5.1 X5.2 X5.3 X5.4 X5.5

6 Curing X6.1 X6.2 X6.3 X6.4 X6.5
7 Stripping of mould X7.1 X7.2 X7.3 X7.4 X7.5
8 Demoulding X8.1 X8.2 X8.3 X8.4 X8.5
 Interior fit-out projects have much more activities and,
regularly, a wide list of sub-contractors and suppliers.
However, selecting the best suppliers and deploying the
most expert installers do not necessarily secure best
7 basic quality performance.

tools for Interior Interior finishing is a matter of ‘sequence’. Schedule

activity sequencing is to be planned under scrutiny for
Fit out Projects each and every area.
(IS 15431: 2003)
So, using the 7 basic quality tools are very important to
solve the fundamental problems and help to implement
statistical process control.
Flow Chart Pre construction

Anyone can use the chart as a

check list of sequential steps in
Design phase BOQ Tender Vendor selection
the construction process. At its
most basic level, the flow chart Tender
Design BOQ prep
defines the interplay between drawing Vendor
construction phases. what comes finalization
3D views
next, which steps rely on other
steps to be completed, and when Final design Client
need to proceed or not further. approval
Tender
drawing Approval
Letter of
GFC Tender Intent
process
Example
Let's take a timeline of preconstruction stage of Interior fit out project. In there firstly need to set up a team or board
then the RFI and the approval from the client side.
After that the steps for pre construction phase have shown by the flow chart.
Cause and effect / Fishbone/ Ishikawa diagram
A cause-effect diagram is a visual tool used to
logically organize possible causes for a specific
problem or effect by graphically displaying them in
increasing detail, suggesting causal relationships
among theories.

Example

Most open-plan offices still suffer from the

distraction of noise. Ambient noise levels have been
rising along with the population densities of open-
plan spaces to the extent that noise intrusion has
begun to impact on privacy and productivity. Here
for an office interior fit out project what are the
major causes of acoustics and the possible main
area line have discussed.
Check Sheet S. Inspection Details Standards Date of Check for quality
no. inspection compliance
Recording data from historical 1 Check for Availability of approved shade details and make up As per spec. - -
sources for counting and
2 Check for cleaning of wall & ceiling surface. Is it free from As per spec. - -
accumulating data so that Dead mortar,Dirt,Dust,algae,Grease etc
patterns and trend can be 3 Check for application of putty(mist Coat) to achieve level and As per spec. - -
clearly detected and shown. uniform surfaces, if required.

4 Check for suitability & safety of scaffolding As per spec. - -

Example
5 Check for wetting of surface to be painted As per spec. - -
To maintain the quality of
painting in Interior fit out 6 Check for mixing of paint with water-Is it as per As per spec. - -
manufacturer's specifications.
project some inspections need
7 Check for proper covering of floor surface and other finished As per spec. - -
to be done. The checklist of the surface to avoid paint stains.
same will be discussed here
8 Check for consistency of paint (Color variation / Viscosity) As per spec. - -

9 Check for time interval between two coats As per spec. - -

10 Check for no. of coats of paint and thickness. As per spec. - -

11 Check for removal of scaffolds and cleaning. As per spec. - -

Pareto Diagram
The Pareto principle is a form of mathematical distribution that shows a relationship between two quantities. In this
relationship, a relative change in one quantity results in a proportional relative change in the other quantity. These
quantities, changes, and their relationship can be shown in a Pareto chart.

Example

For Dry granite cladding first need to write down the reason or causes for quality check at different stages (before,
during and after) then choose the appropriate measurement. (ex. frequency, quantity, cost) Finally by computing all the
data, line graph representing the sums against the percentage of the right vertical axis have shown here.

Before
Level checking and clearing loose mortar
Coats of bituminous paints

During
Marking and fixing of GI clamps
Fixing of granite stones
Groove alignment

After
Groove filled with selant
Outer surface coat
Histogram
Example

For Vitrified/ ceramic tiling & dadoing some things are very mandatory like checking for tile, moistening, joints and
grouting. Here quality defects can be checked by getting the inputs of frequency of getting the bad quality/ broken
tiles and no of defects per hour.

8
7
6
5
4
3
2
1

Hacking Moisteni Back Moistening Grouting PVC Provision

of wall ng and plastering of tiles beadings of service
cleaning conduits
of wall
Scatter Diagram
Example

In Interior fit out project when anyone need to analyze the supply and installation of storage and fixed furniture
patterns then need to select two variables, supply and the installation, and draw the diagram.

Once the diagram is complete, it can show that as the supply of furniture increases, the number of installation goes up.
This shows the relationship between the two.

Installation of furniture
18
16
14
12
10
8
6
4
2
0
0 5 10 15 20 25
 Interior fit-out projects have much more activities and,
regularly, a wide list of sub-contractors and suppliers.
However, selecting the best suppliers and deploying the
most expert installers do not necessarily secure best
7 new quality tools performance.

for Interior Fit out Interior finishing is a matter of ‘sequence’. Schedule

activity sequencing is to be planned under scrutiny for
Projects each and every area.
(IS 14978: 2002)
So, using the 7 new quality tools are very important to
solve the management problems and help to implement
subjective information.
Affinity Diagram
This diagram generates a large no of Flooring System
Partition works Ceiling
Furniture
issues related with a problem.

Example Solid Modular carpet Work

partitions false ceiling stations
Let's take an example of different
interior work in an office interior, Glass
Gypsum
partition Vinyl Cabin
Affinity diagram will help to generate works ceiling furniture
the idea by brainstorming. Here all the
major works have been identified; the Meeting
Feature wall False floor
solution can be found so easily for a room tables
particular problem.
Glass door Loose
fixing furniture

Café
furniture
Interrelationship Digraph/ Relations diagram
This diagram clarifies the relation diagram among Marking
the issues which one is reason and outcome.
Frame
Example painting
work

Suppose for solid partition walls there will be

different types of activity and for each activity
there will be different cause and effect relationship Door
Single
among the activities. frame
side
work &
For maintaining the quality of solid partition wall skinning
fixing
maintaining the frame work and finishing are the
key drivers.
Double
Putty
side
work
skinning
Joint
finishing
Tree Diagram Marking and
approval
This diagram reduces any broad objective into
increasing level of the details.
Supply
Example Work stations
Installation of
For any Interior fit out project furniture is a major frames and
cables
part. For office Interior; work stations, cabin
furniture, meeting room furniture or loose & café Installation of
table tops
furniture and how those can be achieved with the System furniture
quality have been shown with the mix of arrows Marking and
and boxes like fruits are hanging on the tree. approval

Supply

Cabin furniture
Installation of
frames and
cables

Installation of
table tops
Matrix Diagram
This diagram analyze and rate the relationship among two or more variables

Example

As per the last example, different activities for different furniture there is an impact. And this diagram describe the
relation between those factors.

Impact Delay Time Error Machinery

Activities Strong
consumption frequency requirement Relationship
Marking and approval
Supply Relationship
Installation of frames
and cables
Likely
Installation of table Relationship
tops
Prioritization Matrices/ Matrix data analysis
This diagram use tree and matrix diagram by prioritize the issues based on weighted criteria and importance.

Example

As discussed the different impacts, this diagram will help to prioritize the impact.

Process Decision and Program Chart (PDPC)

This diagram awards surprises and identifies possible countermeasures while executing a project

Modular false ceiling marking

Marking on the Tiles for the light fixtures. Quality check

Check all the
Marking on the Tiles for the ACMV services. Quality check Fail service
drawing
Marking on the Tiles for the LSS services.
Quality check
Pass
Marking on the Tiles for the Fire Protection system
services. Quality check

Approval and cutting for services' provisions (Lights, false ceiling

Quality check marking done
AC diffusers, trap doors etc.)
Thank You!
GROUP 9
Abhijit Roy
Mrityunjoy Mandal
DECISION MAKING
TOOLS
QUESTION: Discuss decision making tools such as
Delphi technique, brainstorming, SWOT analysis and
Parametric modelling. How these are used in
construction projects.

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

DELPHI TECHNIQUE:
• The Delphi method is a systemic procedure to evoke expert opinion and can be characterized as a method for structuring a group
communication process so that the process is effective in allowing a group of individuals as a whole to deal with complex
problems.
• Its intended outcome is to achieve a reliable consensus of opinion among a selected panel of experts.
• Usually, Delphi is conducted through a series of questionnaires. The panel members remain unknown to each other and their
interaction is managed in a totally anonymous way. Following each round, the responses are analyzed, and based on the analysis, a
new questionnaire is developed and sent to the panel members in the next round. The iterative nature of the method enables
providing the members with feedback involving new information in each round. They, therefore, are able to reconsider the
information they provided in previous rounds in light of the overall results.

The Delphi process. Source: (Okoli & Pawlowski, 2004)

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN
DELPHI TECHNIQUE: APPLICATIONS
Delphi can be useful to employ when there is a need to:
✔ obtain accurate information that is unavailable or expensive to obtain
✔ handle complex problems that require more judgmental analysis
✔ study or define areas where there is considerable uncertainty and/or a lack of
✔ agreed knowledge or disagreement
✔ allow for combining fragmentary perspectives into a collective understanding
✔ model a real-world phenomenon involving a range of viewpoints and for which there is little established quantitative evidence
✔ highlight topics of concern and assess uncertainty in a quantitative manner.
In this presentation, the Delphi technique has been used for selection of appropriate project delivery model on the basis of the
criteria identified weighted and ranked by the set of 8 experts. The method was conducted in following 3 rounds:

It was intended to gather The questionnaire dealt Questionnaire with a list

Round 1

Round 2

Round 3
a set of exclusive with all the criteria of criteria with
selection criteria for the provided in the first corresponding questions
procurement system in round, and experts were was presented, and the
the construction asked to state respondents were
industry. the importance of each requested to assess the
The respondents were criterion. suitability of each
asked to provide a procurement system
minimum of five criteria against each selection
for the selection of the criterion.
most appropriate
procurement system in
the first round Delphi.

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

DELPHI TECHNIQUE: ROUND 1
In this round 11 criteria for selecting the appropriate project delivery model were identified from literature and a questionnaire was
floated among the identified experts asking them to give minimum of 5 criteria that they find important to consider for selection of
project delivery model. After the results, total 13 criteria were identified. The following table shows the result of the responses of the
experts (8 Nos.):

Criteria identified by
more than 50 % of the
experts

Criteria identified
10-50 % of the experts

Criteria identified by
literature

These criteria were then taken forward to the next round where the participants were asked to mark the importance of these criteria.

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

DELPHI TECHNIQUE: ROUND 2

In this round 13 criteria carried forward from round 1 were listed and experts
were asked to mark their importance from 3 (very important) to 1 (not
important). The results were then analyzed and the three criteria which
scored below 60 % (1.8) were eliminated and weightage of remaining 10
criteria was calculated.
These 10 criteria were then taken forward to round 3 of questionnaire where
the delivery models were to be ranked based on expert scoring in terms of the
identified criteria. The tables here show the analysis of responses of the
experts (8Nos).

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

DELPHI TECHNIQUE: ROUND 3
In this round, experts were asked to assign score to the three identified project delivery models I.e., Design-Bid-Build, Design-Build
And Engineering procurement and construction in terms of the 10 criteria brought from round 2 results on a scale of 10 (least
favorable) to 100 (most favorable). and then the average scores were then used to calculate the final score of each project delivery
model by considering the weightage of each criterion. The following table shows the analysis of response of the experts (6 Nos).

• Here the consensus among the experts is achieved at this stage only because the standard deviation is less than 30 %.
• The results show that EPC is the highest scoring project delivery model considering the criteria identified by the experts followed
by DB and the least preferred is DBB.

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

BRAINSTORMING:
• Brainstorming is a technique for group dynamics, its use encourages participants to release their ideas; it is marked by the
lack of restrictions or inhibitions.
• Due to the large flow of ideas, participants can create new possibilities and resume them, especially those that had not
been taken into consideration.
• Thus, this technique works as an ideas’ conductor (a guide for), allowing the group to achieve improvements in a relatively
small period.

BENEFITS SHORTCOMINGS

• it quickly provides a large volume of ideas; • difficulty to finding a suitable common time and location
• it stimulates creativity and innovation; to all group members;
• it encourages the engagement of the participants; • difficulty to ensure active and equal participation to all
• it generates opening to the use of other tools. group members;
• difficult to objectively conduct the meeting, not wasting
people’s time;
• difficulty to converge to a satisfactory solution.

Application: This techniques will be used to identify the risk in executing IPD or multi-party contracts.

Why IPD: Integrated contracts are relatively new in Indian construction industry and the risks involved in execution of such contracts
must be brainstormed as very few projects have been completed using this delivery model

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

BRAINSTORMING:
Identification of risks:
1. Integration of information and knowledge management systems
2. Intensified planning - overlapping roles of client, architect and contractor
Technological risks
3. Un-established/unclear BIM standards and practices
4. Early definition of target goals without fully developed design
1. Need for new legal framework
2. Lack of understanding of multi-party contracts
Legal risks
3. Public institutions and agencies lack authority to restructure their procurement process
4. Handling of 3rd part claims
1. High bids due to inexperience
Financial risks 2. Difference in accounting of costs and profit among client, consulting and contracting firms
3. Unsatisfactory compensation structure
1. Inexperience of involved party with each other leading to lack of trust
Cultural risks 2. Fear of change
3. Lack of concurrent communication between and within group

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

SWOT ANALYSIS:
SWOT analysis (or SWOT matrix) is a strategic planning technique used to help a person or organization identify strengths,
weaknesses, opportunities, and threats related to the different options that could be business competition or project
planning.
Benefits of SWOT Analysis: A SWOT analysis is done before committing to
any action or project plan. SWOT analysis provides teams and
organizations the following benefits:

Creates honest assessments of their strengths and weaknesses

Provides new perspectives on the company and its business

Gives insight on how to maximize what is available, address limitations, make
additional investments, and avoid risks.

Confirms the needed validation and justification for initiating the project
Builds supporting documents for the project plan

Provides an effective strategic planning tool when done regularly

SWOT assumes that strengths and weaknesses

are frequently internal, while opportunities
and threats are more commonly external.
GROUP 10 - ESHA KAPOOR | GUNJAN JAIN
SWOT ANALYSIS:
PROCESS APPLICATION
Draw up a SWOT analysis matrix Some examples of situations where SWOT analysis
can be used are as follows:
• Divide the board into four parts namely: Strengths, weaknesses, Project Level
opportunities and threats
• Selection of project site
Brainstorming • Selection of Project team and making decision to
• Gather a team to get the inputs on the topic and let them identify grant project to a certain organization for their
the particulars services.
• Selection of project delivery models.
Categorization • Selection of certain technology, tool, equipment,
• Clarify on listing the discussed points under the right section of the material etc for the project.
analysis matrix
Organizational Level
Analysis • To assess the performance of the company.
• Rank the factors listed in each section as per the correlation with • To assess the scope for selecting any future
subsequent section and score them relatively. ventures for the company.
Inferences • To make decision regarding the any cultural or
technological shift in the organization.
• Evaluate the final score and recognize the factors which can
determine success and vulnerability of the process analyzed In this study, the tool will be used to evaluate the
SWOT score for executing IPD contracts

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

SWOT ANALYSIS:
STRENGTH: OPPORTUNITY:
Reduction of rework due to initial involvement of O1
Better control of project cost S1 all stakeholders.

Better sharing of risk. S2 Reducing mistakes due to single person decisions O2

Reducing construction time due to more O3
Sharing of project profit leading to active involvement of S3
compressed planning
all stakeholders.
Reducing operation and maintenance costs O4
Reduction of documentary generating time due to participation S4
Good relationship among stakeholders leading O5
Reduction of waste of resources S5 to formation of team for future projects.
Reduction of claims and disputes S6

WEAKNESS: THREATS:
Inexperience with appropriate technology W1 Time consumed in deciding project scope and project target T1
cost.
Lack of experience with multi-party contracts W2
Termination of contract from any of the stakeholders. T2
Intensified planning - overlapping roles of client, architect W3
and contractor How to handle third party claims T3

Public institutions and agencies lack authority to restructure W4 Fear of change Iin organization. T4
their procurement process
Lack of competition leading to cost estimation to higher side W5
GROUP 10 - ESHA KAPOOR | GUNJAN JAIN
SWOT ANALYSIS:
Strengths that take advantage of Strengths that reduce the impact of the
the identified opportunities identified threats.

Score Score
Weakness we Strengths &
must invest opportunities
in to mitigate that
& threats we we must take
must identify advantage of.
and protect a
gainst

(Maxi, Maxi) (Maxi, Min)

(Mini, Maxi) (Mini, Mini)

Weaknesses that affect the Weaknesses that increase the impact of

opportunities offered by the delivery the identified threats and vice versa.
model

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

SWOT ANALYSIS:
STRENGTH: OPPORTUNITY:
Better control of project cost S1 Reduction of rework due to initial involvement of O1
all stakeholders.
Better sharing of risk. S2
Reducing mistakes due to single person decisions O2
Sharing of project profit leading to active involvement of S3
all stakeholders. Reducing construction time due to more O3
compressed planning
Reduction of documentary generating time due to participation S4
Reducing operation and maintenance costs O4
Reduction of waste of resources S5
Good relationship among stakeholders leading O5
Reduction of claims and disputes S6
to formation of team for future projects.

WEAKNESS: THREATS:
Inexperience with appropriate technology W1 Time consumed in deciding project scope and project target T1
cost.
Lack of experience with multi-party contracts W2
Termination of contract from any of the stakeholders. T2
Intensified planning - overlapping roles of client, architect W3
and contractor How to handle third party claims T3
Public institutions and agencies lack authority to restructure W4
their procurement process Fear of change Iin organization. T4

Lack of competition leading to cost estimation to higher side W5

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN
PARAMETRIC MODELLING:
• Parametric modelling uses the computer to design objects or systems that model component attributes with real world behavior.
• One of the most important features of parametric modelling is that attributes that are interlinked automatically change their features.
• For example, to modify a 3D solid, the designer had to change the length, the breadth and the height. However, with parametric
modelling, the designer need only alter one parameter; the other two parameters get adjusted automatically.
• So, parametric models focus on the steps in creating a shape and parameterize them. This benefits product design engineering services
providers a lot.
Process of Parametric modelling
Parametric models are built from a set of mathematical equations. For parametric models to have any legitimacy, they must be
based on real project information. It is the modernity of the information examination techniques and the breadth of the hidden
undertaking information which decides the viability of a modelling solution.
Application
The various design and construction related applications of parametric modelling involve:
[Link] of off-site construction.
[Link] decision based on quantity survey and cost estimations based on altering design parameters
[Link] site layout planning.
[Link] design decisions in terms of the project spatial, functional and aesthetic requirements.
[Link] designing the green building by adjusting energy efficiency parameters to achieve desired results.
Advantages
These are the benefits offered by 3D parametric modelling:
1. Capability to produce flexible designs
2. Better integration with downstream applications and reduced engineering cycle time.
3. Existing design data can be reused to create new designs.
GROUP 10 - ESHA KAPOOR | GUNJAN JAIN
PARAMETRIC MODELLING:
• A parametric modeling scheme
shows which attributes of a
geometric model are
parameterized and how the
designer can change the values of
the parameters.
• The example taken in figure shows
six different parametric models
obtained by changing selected
parameters of a column that are :
1. Capital diameter,
2. Base diameter,
3. Capital height,
4. Shaft height and
5. Base height.
• Now the models generated by
altering these different parameters
can be used to take decision of the
type of column preferred suitable
to the aesthetical and structural
Example of column design decision making through parametric modelling requirements of the designer.

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

CONCLUSION The study consisted of applications of four major decision-making tools i.e.
Delphi, Brainstorming, SWOT analysis and Parametric modelling in the field of
construction project management where the following observations were made:

• The Delphi method was used to select the appropriate project delivery
model on the basis of expert opinion. the panel consisted of 8 experts. The
consensus was achieved in round three and therefore the method was
terminated there, and EPC came out to be highest ranked project delivery
model.
• The brainstorming technique was used to identify the various risks associated
with the adoption of integrated project delivery model in an organization.
The team consisted of 2 individuals. The risks were thought and categorized
as technological, legal, financial and cultural risks.
• The SWOT analysis was done to assess the identified strength, weakness,
opportunities and threats of adopting integrated project delivery model in an
organization from the owner's perspective. The relative impact of these were
scored and it indicated the strengths that need to be built upon and the
weaknesses that need to be eliminated.
• The parametric modelling was done to design a prefabricated column
considering the five parameters generating six different options to choose
from.

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

REFERENCES 1. Chan, A. P. C., Yung, E. H. K., Lam, P. T. I., Tam, C. M., & Cheung, S. O. (2001).
Application of Delphi method in selection of procurement systems for construction
projects. Construction Management and Economics, 19(7), 699–718.
[Link]
2. Guiller Madeira, J., Alvim, A. C. M., Martins, V. B., & Monteiro, N. A. (2016).
Selection of a tool to decision making for site selection for high level waste. EPJ
Nuclear Sciences & Technologies, 2, 6. [Link]
3. Kalkan, E., Okur, F. Y., & Altunışık, A. C. (2018). Applications and usability of
parametric modeling. Journal of Construction Engineering, Management &
Innovation, 1(3). [Link]
4. Okoli, C., & Pawlowski, S. D. (2004). The Delphi method as a research tool: an
example, design considerations and applications. Inf. Manag., 42, 15–29.
5. Ruotolo Morano, C. A., Martins, C. G., & Ribeiro Ferreira, M. L. (2007). Application
of brainstorming technique in E&P projects. Management of Technological
Changes, Book 2, September, 373–380.
6. Sourani, A., & Sohail, M. (2015). The Delphi Method: Review and Use in
Construction Management Research. International Journal of Construction
Education and Research, 11(1), 54–76.
[Link]

GROUP 10 - ESHA KAPOOR | GUNJAN JAIN

QUALITY ASSESSMENT SYSTEM

Group : 14

Phalguni Singh : SPA/ NS/ BEM/ 777

Richa Chouksey : SPA/ NS/ BEM/ 779
ASSIGNMENT PROBLEM
The customer is very discerning about the build quality. CONTENT
This is a big challenge especially in low cost housing.
However, there is no worthwhile system to quantify quality
considering the shoestring budget. Discuss various ✔ Introduction
systems available worldwide. How will you use quantified ✔ CONQUAS 21
quality concept in affordable housing? ✔ PASS
✔ QLASSIC
✔ BQA
Discuss various systems available worldwide.
✔ HQI
✔ DQI
How will you use quantified quality concept
✔ Quality Assessment System
in affordable housing?
for Affordable Housing
 Discuss various systems available worldwide
INTRODUCTION
In Affordable Housing, quality is often sacrificed in exchange for low costs (for the
customer) and higher profit margins (for the builder or developer). Customers are sold
homes which are poorly designed, cheaply built, often needing costly repairs quickly and,
therefore, their purchase is ultimately not sustainable.
The purpose of defining housing quality :
1. The assessment of aesthetic and/or use values of residential buildings;
2. The identification of targets for upgrading or replacing the existing housing
stock;
3. The allocation of housing loans and subsidies by consideration of effective
occupancy conditions, household income and expenditure;
4. Concern about the health, satisfaction and well-being of residents in relation to
the internal and external conditions of housing neighborhoods.
(Evaluating Quality In Mass-housing Projects Via Six Sigma by Çeliknalça, Fatime Feryal, September 2006)
 Discuss various systems available worldwide
INTRODUCTION
Reasons of Insufficient quality in construction :
1) Unconformity of projects and construction materials to technical regulations and standards;
2) Insufficient number of quality control engineers and trained technical staff;
3) Poor management of unqualified contractors in construction site;
4) Insufficient tests (quality control tests, construction tests, etc.) and tests performed by
inexperienced, unqualified technical staff ;
5) Poor workmanship because of unqualified and untrained workers in construction-site;
6) Insufficiency of standards and technical specifications that do not match the current developments in
construction techniques and systems;
7) Engineering/design errors;
8) Paying more attention to completing the works on schedule and within budget than to achieving
quality in construction;
9) Poor communication between parties;
10) Improper definition of client requirements, work descriptions;
11) Unfavorable site conditions
(Evaluating Quality In Mass-housing Projects Via Six Sigma by Çeliknalça, Fatime Feryal, September 2006)
 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
Developed by Building and Construction Authority. It
helps in safeguarding the interest of building occupant
in terms of safety, comfort and aesthetic defect which ARCHITECTURAL
occurs post occupancy. WORKS
“Doing Things Right the First Time”
Objective:
1. To have a standard quality assessment
system for construction project
2. Make quality assessment – comparing with 3
workmanship standards and specification, COMPONENTS

Sampling approach suitably to represent the

whole project
3. To enable cost effective and time effective STRUCTURAL M&E
WORKS WORKS
quality assessment
(Building and Construction Authority, 1 January, 2005)
 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
Architectural Works
This deals with finishes and components.
Components include Internal finish (floor, internal ARCHITECTURAL
wall, ceiling, doors, windows, components), roof, WORKS
external work, material and functional test.

Stages of Assessment

• Site Inspection
• Material and functional tests (eg. Water Internal External
tightness, adhesion, etc.)

(Building and Construction Authority, 1 January, 2005)

 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
Structural Works
As the cost of failure and repair are very significant.
Structural Assessment is applicable to pre-caste component STRUCTURAL
on site and not in industry. Weightage is given to various WORKS
structural steel, RCC, precast (precast is considered when
its more than 20% of the total structural cost).
Stages of Assessment

• Site Inspection RCC

• Laboratory testing
• Non-destructive testing Steel Precast
(cost of precast
Assessment excludes heavy foundation, sub structure and heavy equipment > 20% of total
structural cost)
(Building and Construction Authority, 1 January, 2005)
 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
M & E Works
It’s important as its contribution is high in costing. MECHANICAL
It’s also responsible for building performance. AND ELECTRICAL
WORKS
Stages of Assessment

• Site installation of installed work before its

concealed (electrical conduits, plumbing, etc.)
• Site Inspection of final installed works such
as AHU. During Upon
• Performance test of selected work like water construction construction
pressure test, Earthing test, dry rise test, etc. of structural of building
work
(Building and Construction Authority, 1 January, 2005)
 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
Sampling
Its impractical to assess all of the
building, its better to pick samples that
represent the whole building and test it.
Samples are uniformly distributed
throughout the construction site. All the
locations are to be offered to BCA for
assessment. Sampling is based on gross
floor area.

Assessment
Complies to the standards
Assessment and Scoring
Weightage % of the components is Do not Complies to the standards
decided as per the functional category Item is not applicable
of the structure.
CONQUAS Score: Count of “ “
(Building and Construction Authority, 1 January, 2005)
 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
CASE EXAMPLE
Scenario

Project Type - Commercial (CAT A) Components Percentage

Structural System - RCC with pre-stress Structural Work 25%
Pre-stressing works - 78% to 22% cost ratio Architectural Work 55%
External Wall - Full Glass Curtain Wall M & E Work 20%
CONQUAS Score 100%

(Building and Construction Authority, 1 January, 2005)

 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
CASE EXAMPLE - Structural Score

Structural Works (RCC) Percentage Score

Formwork 10% 7.5
Rebar 30% 24.7
Finished Concrete 20% 18.6
Concrete Quality 10% 10.0
Steel Reinforcement Quality 5% 5.0
NDT - UPV for concrete uniformity 15% 11.3
NDT - Electro-Covermeter test for concrete cover 10% 5.0
Total 100% 82.1

(Building and Construction Authority, 1 January, 2005)

 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
CASE EXAMPLE - Structural Score
Structural Works (Pre-stressed Concrete) Percentage Score
Tendon & Anchorage 25% 20.3
Sheathing 25% 22.6
Stressing & Grouting 25% 24.3
Debonding 25% 21.4
Total 100% 88.6

Proportioned by Cost Ratio

Structural Works Individual Score (A) Cost Proportion (B) AxB
Conventional RC works 82.1 78% 64.0
Pre-stressed works 88.6 22% 19.5
Total Structural Score 100% 83.5
(Building and Construction Authority, 1 January, 2005)
 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
CASE EXAMPLE – Architectural Score

Architecture Works (External) Percentage Score

External Walls 12% 9
External Works 6% 5
Pre-packed plaster 1% 1
External Wall paint - Warranty 1% 1
Wet Area Water-Tightness Test 5% 1
External Walls Water-Tightness Test for Windows & 10% 8
External Wall Joints
Flat Roof - Waterproofing Warranty and Ponding Test 5% 3
Total 40% 28

(Building and Construction Authority, 1 January, 2005)

 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
CASE EXAMPLE – Architectural Score
Architecture Works (Internal) Percentage Score
Floors 16% 10.3
Internal Walls 16% 11.7
Ceilings 6% 4.8
Doors 6% 3.6
Windows 6% 4.1
Components 6% 4.6
Pull-Out-Test for Internal Wall Tiles 4% 3
Total 60% 42.1

Architecture Works Percentage Score

Internal 60% 42.1
External 40% 28.0
Total Architectural Score 100% 70.1
(Building and Construction Authority, 1 January, 2005)
 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
CASE EXAMPLE – M & E
M & E Works Assessment Percentage Score
Pre-stressed works
Electrical 15% 12.2
ACMV 20% 18.4
Fire Protection 10% 8.8
Plumbing & Sanitary 15% 11.2
Basic Fittings 15% 12.8
Sub
M &Total
E Performance Test Assessment 75%
Percentage 63.4
Score
Performance Test 100% 86.9

M & E Works Percentage Score

M & E Works Assessment 50% 42.3
M & E Performance Test Assessment 50% 43.4
Total M & E Score 100% 85.7
(Building and Construction Authority, 1 January, 2005)
 Discuss various systems available worldwide
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
CASE EXAMPLE – Final CONQUAS Score

Area of Work Actual Score Weightage for Cat AxB

(A) A
(B)
Structural Works 83.5 25% 20.9
Architectural Works 70.1 55% 38.6
M & E Works 85.7 20% 17.14
Total M & E Score 100% 76.64

CONQUAS SCORE – 76.64

(Building and Construction Authority, 1 January, 2005)

 Discuss various systems available worldwide
CONQUAS 21

(Evaluating Quality In Mass-housing Projects Via Six Sigma by Çeliknalça, Fatime Feryal, September 2006)
CONQUAS 21 – CONSTRUCTION QUALITY ASSESSMENT SYSTEM
Limitation

1. Does not consider the effectiveness of the contractor’s safety or management

systems.

2. The cost of supporting a third party process must be considered in weighting the
total costs.
 Discuss various systems available worldwide
PERFORMANCE ASSESSMENT SCORING SCHEME (PASS)
The tool was developed to measure the performance of Individual contractor.

INPUT
(management capability, organization and
✔ It measures performance output
ASSESSMENTS

communication issues)

directly against defined standards.

PASS

OUTPUT
(quality of the final output of building
works)
✔ The assessment is a simple yes/no
exercise
MAINTENANCE PERIOD
(building functions after occupation
within Defect Liability Period)

(Evaluating Quality In Mass-housing Projects Via Six Sigma by Çeliknalça, Fatime Feryal, September 2006)
 Discuss various systems available worldwide
PERFORMANCE ASSESSMENT SCORING SCHEME (PASS)
INPUT 25%
Management Input Assessment Programme and Progress Assessment
Accounts Contractor's site Conducted mainly by referring to
management capabilities directly adequacy (i.e. the comprehensiveness
against defined standards. It is and updateness) of the contractor's
composed of four factors: programme. It is composed of three
1. Management and organization of factors:
works 1. Programming
2. Resources 2. Progress against programme
3. Co-ordination and control 3. Milestone dates
4. Documentation
(Evaluating Quality In Mass-housing Projects Via Six Sigma by Çeliknalça, Fatime Feryal, September 2006)
 Discuss various systems available worldwide
PERFORMANCE ASSESSMENT SCORING SCHEME (PASS)
OUTPUT 75%
35% 35% 10% 20%
Structural Works Architectural Works External Works General Obligations
Assessment Assessment Assessment Assessment

1. Reinforcement comprises on-site Factors covered by this concerned with the

2. Formwork and inspection of aspect include roads, contractor's duties and
falsework workmanship of emergency access, responsibilities under
3. Finished concrete components, finishing footpaths, pedestrian the contract w.r.t.
4. Construction and inspection of areas, drainage, and factors like safety and
quality and regular test to be covered walkways security.
practice conducted on critical with specific quality
items susceptible to standards and
latent defects. tolerances.

(Evaluating Quality In Mass-housing Projects Via Six Sigma by Çeliknalça, Fatime Feryal, September 2006)
 Discuss various systems available worldwide
PERFORMANCE ASSESSMENT SCORING SCHEME (PASS)

MPA 12 Months

Outstanding Execution of works of Management, response

works repair and documentation

(Evaluating Quality In Mass-housing Projects Via Six Sigma by Çeliknalça, Fatime Feryal, September 2006)
 Discuss various systems available worldwide
PERFORMANCE ASSESSMENT SCORING SCHEME (PASS)
Sampling
Only one half of a day’s notice is given to the contractor before an assessment, and the choices of
“locations” and “spots” for assessment are random.
Assessment and Scoring
Each “spot” is broken down into several specific “items” which have pre-determined standards.

Assessment for items

Compliance
Non - Compliance The comprehensive scoring will be the “Composite
Score” which is based on the “Output Assessment” score
Assessment for Spot and the “Input Assessment”
P Pass
F Fail
(Contractor Evaluation and Selection: a Hong Kong Perspective by Mohan M. Kumaraswamy, Building and
Envrronmmt, Vol. 31, No. 3, pp. 273-282, 1996 )
 Discuss various systems available worldwide
PERFORMANCE ASSESSMENT SCORING SCHEME (PASS)
EXAMPLE OUTPUT ASSESSMENT
Aspect Number of factor Example of factor
Architecture works 16 Internal wall Finish
Structural works 9 Formwork and Falsework
External works 6 Roads and Emergency access
Other Obligations 5 General site safety
INPUT ASSESSMENT
Aspect Number of factor Example of factor
Management and organization of works 7 Site planning

Resources 8 Labour forecast

Co-ordination and control; response to 14 Remedial works
instructions
Documentation 16 Time (and quality) of statutory submission
Programming and Progress 9 On finishing work progress
(Contractor Evaluation and Selection: a Hong Kong Perspective, Building and Environment, Vol. 31, No. 3, pp. 273-282, 1996)
 Discuss various systems available worldwide
PERFORMANCE ASSESSMENT SCORING SCHEME (PASS)
Limitations
This study has highlighted some of the problems in applying PASS, which include:
1. Large discrepancies between the target quality scores and the average output scores.

2. Only a few large contractors can achieve the acceptable quality levels with the majority
failing to attain the standards; and, most importantly.

3. The pass scores do not show an upward trend, which indicates that the target of continuous
quality improvement has not been realized.

(Performance assessment scoring system of public housing construction for quality improvement in Hong Kong by
C.M. Tam, Z.M. Deng, S.X. Zeng and C.S. Ho, International Journal of Quality & Reliability Management, Vol. 17 Nos
4/5, 2000, pp. 467-478.)
 Discuss various systems available worldwide
QUALITY ASSESSMENT SYSTEM IN CONSTRUCTION (QLASSIC)
QLASSIC is primarily based on workmanship standards and specifications achieved and it
does not cover design specifications
“doing things right the first time and every time”.
ARCHITECTURAL EXTERNAL
Objective: WORKS WORKS
1. To benchmark the level of quality of the
construction industry Malaysia
2. To have a standard quality assessment 4
system for quality of workmanship of building COMPONENTS
projects
3. To assess quality of workmanship of a
building project based on CIS 7 standard
4. To evaluate the performance of contractors STRUCTURAL M&E
based on quality of workmanship WORKS WORKS
5. To compile data for statically analysis
(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
QUALITY ASSESSMENT SYSTEM IN CONSTRUCTION (QLASSIC)

(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
QUALITY ASSESSMENT SYSTEM IN CONSTRUCTION (QLASSIC)
Structural Works
The structural integrity of the building is of paramount importance as the cost of failure
and repairs are very significant.
Stages of Assessment
The assessment is done during construction.
STRUCTURAL WORK

Site inspection of reinforced Test results of compressive Non-destructive testing of the

concrete, structural steel strength of concrete and uniformity and cover of
and prestressed concrete tensile strength of steel hardened concrete
structures during reinforcement
construction

(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
QUALITY ASSESSMENT SYSTEM IN CONSTRUCTION (QLASSIC)
Structural Works

(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
QUALITY ASSESSMENT SYSTEM IN CONSTRUCTION (QLASSIC)
Architectural Works
Architectural works deal mainly with finishes. This is when the quality and standard of
workmanship are most visible.
Stages of Assessment
Assessment of architectural works is carried out upon completion of the building
project and before the handover of the project.
ARCHITECTURAL WORK

Internal Material and Functional Test External

Architectural works encompass floors, internal walls, ceilings, doors, windows, fixtures,
external walls, aprons, perimeter drains, structure car parks and car porches.

(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
QUALITY ASSESSMENT SYSTEM IN CONSTRUCTION (QLASSIC)
Architectural Works

(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
QUALITY ASSESSMENT SYSTEM IN CONSTRUCTION (QLASSIC)
M & E Works
The quality of M&E works is important in view of its increasingly high-cost proportion
and its impact on the performance of a building.
Stages of Assessment
Assessment of M&E works is carried out during construction and upon completion of
the building project and before the handover of the project.
M & E WORK

M & E Work Assessment Performance Test Assessment

The assessment covers electrical works, air-conditioning and mechanical ventilation works
(ACMV), fire protection works, sanitary and plumbing works, and basic M&E fittings.

(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
QUALITY ASSESSMENT SYSTEM IN CONSTRUCTION (QLASSIC)
M & E Works

(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
QUALITY ASSESSMENT SYSTEM IN CONSTRUCTION (QLASSIC)
External Works
The quality of M&E works is important in view of its increasingly high-cost proportion
and its impact on the performance of a building.
Stages of Assessment
Assessment of external works is carried out upon completion of the building and before
the handover of the project.
EXTERNAL WORK

External works cover the general external work elements in building construction such as the
link-way/ shelter, external drain, roadwork, car park on the ground, footpath, turfing,
playground, court, gate, fence, swimming pool, electrical substation, guard house and bin centre.
The total QLASSIC score for external works shall be the marks achieved divided by
the total achievable marks.
(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
QUALITY ASSESSMENT SYSTEM IN CONSTRUCTION (QLASSIC)
External Works
Element Sample Criteria
Link-ways/shelters 10 m length section per sample and minimum 2 samples
External drains 10 m length section per sample and minimum 2 samples
Roadwork and parking bay on the ground 10 m length section per sample and minimum 2 samples
Footpaths and turfing 10 m length section per sample and minimum 2 samples
Playground 1 location
Court 1 location
Fence and gate 10 m length section per sample and minimum 1 sample
Swimming pool 10 m length section per sample and minimum 1 sample
Electrical substation 1 location
Guard house 1 location
Bin centre 1 location
(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
QUALITY ASSESSMENT SYSTEM IN CONSTRUCTION (QLASSIC)
Limitation

1. A major weakness of QLASSIC is that assessment of architectural and external

work is not conducted until the project is completed

2. It does not consider post occupancy performance as an assessment criteria.

(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
BUILDING QUALITY ASSESSMENT (BQA)
BQA is a computerized system of building appraisal tool for scoring the performance of a
building, relating actual performance to identified requirements for user groups in that type
of building.
Objective:
1. To be used as an aid for portfolio or asset management, rent reviews, investment appraisals,
purchasing or selling properties, defining quality at briefing stage for new build and
refurbishment, and judging alternative design proposals.

2. To compare and score the quality of buildings of the same type

(Evaluating Quality In Mass-housing Projects Via Six Sigma by Çeliknalça, Fatime Feryal, September 2006)
 Discuss various systems available worldwide
BUILDING QUALITY ASSESSMENT (BQA)
Evaluation
The BQA system is based on a weighted evaluation of 137 factors of building design parameters. These
factors are ascribed among the nine categories:
BQA Category Description
Presentation Appearance of the building & impression created
Space Functionality Factors that determine operation of spaces
Access & Circulation Matters concerned with access of people & goods
Amenities Facilities or spaces for people
Business services Electrical services & information technology
Working Environment Working conditions of people in their work space
Health & Safety Mandatory & other health or safety requirements
Structural Considerations Building structure, construction & condition
Building Operations Short & long term management of the building

(Quality Assessment System For Building Construction Works, Construction Industry Development Board Malaysia
2014)
 Discuss various systems available worldwide
BUILDING QUALITY ASSESSMENT (BQA)
Assessment:
1. A detailed comparable grading system for each factor is developed ensuring none of the
factors are all of equal importance.

2. The score for each factor (0 -10) is multiplied by a factor weight (0 - 100) to reflect its
importance in the view of the user.

3. The weighted scores are summed for each category and normalized by the sum of the
weights for that category.

4. The category score is also weighted to reflect its importance and when added to the other
category scores gives an overall BQA score for the particular building.

(Evaluating Quality In Mass-housing Projects Via Six Sigma by Çeliknalça, Fatime Feryal, September 2006)
 Discuss various systems available worldwide
HOUSING QUALITY INDICATOR (HQI)
Housing Assessment System is a Swiss online tool developed to provide assistance in the
design, evaluation, and comparison of residential objects.
It contains 10 indicators that measure housing quality
and presents a series of questions on location, site, unit,
IMMEDIATE
and external environment quality for developer or client. ENVIRONMENT
Location Unit - layout
Site - visual impact, layout Unit - noise, light and
and landscaping services HQI

Site - openspace Unit - accessibility SITUATION

HOUSING
Site - routes and movement Unit - energy, green and
sustainability issues

Unit - size Performance in use Quality measure Aspects

(Evaluating Quality In Mass-housing Projects Via Six Sigma by Çeliknalça, Fatime Feryal, September 2006)
 Discuss various systems available worldwide
HOUSING QUALITY INDICATOR (HQI)
Evaluation
1. The information from the HQI form is transferred to the spreadsheet, where
computer-based score calculation, turns the answers to the HQI form into a
standardized score.
2. Each indicator receives 1/10th of the total possible score, as they can all be viewed
as equally, though differently, important in creating quality.
3. Failure to meet suitable levels of, say, security or noise control may render a house so
inhabitable that other factors cannot compensate.
4. HQI users have the option to change the weightings applied to each indicator.
This can take account of any special priorities determined by the RSL or developer.

(Evaluating Quality In Mass-housing Projects Via Six Sigma by Çeliknalça, Fatime Feryal, September 2006)
 Discuss various systems available worldwide
DESIGN QUALITY INDICATOR (DQI)
Design Quality indicator is based on Vitruvian principle, that a structure must meet three
qualities i.e. Build Quality, Impact and Functionality.
FUNCTIONALITY

DQI is an online tool which includes non-technical

questionnaire with 0-5 rating where,
‘0’ = ‘not applicable’
‘5’ = ‘strongly agree’ DQI

Results get instantly displayed to facilitate a discussion

IMPACT BUILD
among project participants. QUALITY

Hence, this approach do not include a quantification of Vitruvian Principle

quality, but a qualitative assessment only

(Design Quality Indicator, Design Quality Indicator, 1999, [Link]

 Discuss various systems available worldwide
SUMMARY
Quality Origin Objective Criteria
Assessment
System
CONQUAS Singapore 1. To have a standard quality assessment 1. Structure
21 Building and system for construction project 2. Architecture
Construction 2. Make quality assessment – comparing 3. Services
Authority, with workmanship standards and
1986 specification, Sampling approach suitably
to represent the whole project
3. To enable cost effective and time effective
quality assessment
PASS Hong Kong To measure performance output directly 1. Input
Housing against defined standards and to provide a fair 2. Output
Authority, means of comparing the performance of 3. Maintenance post
1991 individual contractors. Occupancy
 Discuss various systems available worldwide
SUMMARY
Quality Origin Objective Criteria
Assessment
System
QLASSIC Construction 1. To evaluate the quality of 1. Structure
Industry workmanship in the construction 2. Architecture
Development project based on the approved standards 3. External
Board of and specification 4. M&E
Malaysia 2. To have a standard quality assessment
(CIDB), 1999 system for the construction industry
3. To compare quality between projects
4. To evaluate a contractor’s
performance
5. To be used for data compilation for
statistical analysis in estimating the
quality of workmanship and the
productivity level of the construction
industry
 Discuss various systems available worldwide
SUMMARY
Quality Origin Objective Criteria
Assessment
System
BQA Ryder Hunt in 1. To be used as an aid for portfolio 1. Presentation
conjunction or asset management, rent 2. Space Functionality
with Victoria reviews, investment appraisals, 3. Access & Circulation
University of purchasing or selling properties, 4. Amenities
Wellington defining quality at briefing stage 5. Business services
under, Quality for new build and refurbishment, 6. Working Environment
Assessment and judging alternative design 7. Health & Safety
International proposals. 8. Structural
(QAI), Considerations
Australia 2. To compare and score the quality 9. Building Operations
of buildings of the same type
 Discuss various systems available worldwide
SUMMARY
Quality Origin Objective Criteria
Assessment
System
HQI United 1. To provide assistance in the design, 1. Location
Kingdom from evaluation, and comparison of 2. Site - visual impact,
2008 to 2015 residential objects. layout and landscaping
3. Site – open space
4. Site - routes and
movement
5. Unit - size
6. Unit - layout
7. Unit - noise, light and
services
8. Unit - accessibility
9. Unit - energy, green and
sustainability issues
10. Performance in use
 Applying quantified quality concept in affordable housing
INTRODUCTION
Understanding Affordable Housing in India
“A new house is a very big investment for low-income customers; they cannot afford to buy bad
quality.” Category Size EMI/ Rent

Variables involved in calculation of EWS Minimum 300sqft. builtup & Not exceeding
minimum 269 sqft. (25 sqm.) 30-40% of gross
affordability are :
carpet area monthly income
LIG Minimum 500 sqft. builtup and of buyer
1. Carpet Area Price (CAP)
maximum 517 sqft. (48 sqm.)
carpet area
2. Housing Price Indices (HPI) for
Definition of affordable housing: JNNURM
various cities of India

3. loan-to-value (LTV) ratio

4. EMI to be paid by the household

5. income of the household

(Reserve Bank of India, 2008) Definition of affordable housing by KPMG and CREDAI
 Applying quantified quality concept in affordable housing
QUALITY ASSESSMENT SYSTEM FOR AFFORDABLE HOUSING
The purpose is to ensure the quality and affordability
of the structure, considering cost and maintenance.
Hence in case of affordability structure and architecture
ARCHI-TECTURA
takes equal weightage as architecture L MAINTEN-
WORKS ANCE PERIOD
Objective:
1. To have a standard quality assessment system
for affordable housing at minimum cost.
2. Make quality assessment – comparing with 4
COMPONENTS
minimum workmanship standards and
specification.
3. To enable cost effective and time effective
quality assessment. M&E
STRUCTURAL
WORKS WORKS
 Applying quantified quality concept in affordable housing
QUALITY ASSESSMENT SYSTEM FOR AFFORDABLE HOUSING
Architectural Works
This will include finishes and components (floor,
internal wall, ceiling, doors, windows, ARCHITECTURAL
components), roof, external work, material and WORKS
functional test. This is important to ensure least
maintenance cost of the structure. This will also
include performance assessment and
sustainability parameter as well.
Stages of Assessment
Internal External
• Site Inspection
• Material and functional tests (eg. Water
tightness, adhesion, etc.)
 Applying quantified quality concept in affordable housing
QUALITY ASSESSMENT SYSTEM FOR AFFORDABLE HOUSING
Structural Works
The structure must have good strength, stability against
dynamic forces and safe, to perform efficiently throughout STRUCTURAL
the life span. WORKS

Stages of Assessment

• Site Inspection RCC

• Laboratory testing
• Non-destructive testing Steel Other
component
(alternate
technology)
 Applying quantified quality concept in affordable housing
QUALITY ASSESSMENT SYSTEM FOR AFFORDABLE HOUSING
M & E Works
It’s important as its contribution is high in costing. MECHANICAL
It’s also responsible for building performance. AND ELECTRICAL
WORKS
Stages of Assessment

• Site installation of installed work before its

concealed (electrical conduits, plumbing, etc.)
• Site Inspection of final installed works such
as water supply, solar panels, etc. During Performance
• Performance test of selected work like water Installation Test after
pressure test, Earthing test, dry rise test, etc. installation
 Applying quantified quality concept in affordable housing
QUALITY ASSESSMENT SYSTEM FOR AFFORDABLE HOUSING
Maintenance Works
It is used to assess the contractor's performance on a MAINTENANCE
project during the 12-month Post Occupancy Period WORKS
following certified completion. As per section 14 of
Real Estate (Regulation and Development) Act, 5 Years
2016 it becomes the responsibility of the promoter’s
responsibility to rectify any structural defect till 5
years. Hence, the DLP may be extended to 5 years.

Stages of Assessment Post occupancy

performance
• Monitoring the performance of the structure
and services post occupancy.
 Applying quantified quality concept in affordable housing
QUALITY ASSESSMENT SYSTEM FOR AFFORDABLE HOUSING
Sampling
Similar to PASS, the contractor will be given short notice (around a day) before inspection and
the sample selection will be random. Number of samples will be decided on the basis of scale of
the project.
The sample selection will as per CONQUAS 21 for CAT C, considering Gross Floor Area.

Assessment and Scoring

Assessment
The criteria under different components Complies to the standards
will be assessed for their compliance to
the codes and standards to ensure they Do not Complies to the standards
meet the minimum requirement.

FINAL Score: Count of “ “

 Applying quantified quality concept in affordable housing
QUALITY ASSESSMENT SYSTEM FOR AFFORDABLE HOUSING
Component Codes and Standards Percentage
Architectural Works NBC 35%
Structural Works IS Codes 35%
M & E Works IS Codes, specification by service provider 11%
Maintenance Period Frequency of reworks 19%
Total 100%

Survey data from research

Strength, Stability and Disaster Resilience potential 13% Component Score %
Ease of meeting functional requirements and user comfort 9%
Architectural 28 35%
Constructability and Quality of Construction 15% Works
Ease of "Reduce, Reuse and Recycle" in Construction Material and Technology incorporated 9% Structural 28 35%
Service Life and Durability of the Building 15% Works
Environmental and Energy Performance of the Building 9% M&E 9 11%
Efficiency in compliance to the Codes and Standards 12% Works
Occupant's perceptions (like aesthetics, culture and lifestyle, sense of belongingness, Maintenance 15 19%
understanding of building operations, etc.) 8% Period
Total 100% Total 80 100
THANK YOU
 REFERENCES
1. Brkanić, I., Number 14, 2017. HOUSING QUALITY ASSESSMENT CRITERIA. Scientiffic paper / Znanstveni rad, pp. 37-47.
2. Building and Construction Authority, 1 January, 2005. CONQUAS 21, Singapore.: Building and Construction Authority.
3. ÇELİKNALÇA, F. F., SEPTEMBER 2006. EVALUATING QUALITY IN MASS-HOUSING PROJECTS VIA SIX SIGMA:,
s.l.: Middle East Technical University (METU) libraries.
4. CLEMENTS-CROOME, D., 2003. Environmental Quality and the Productive Workplace, he Chartered Institution of Building
Services Engineers. [Online]
5. Available at: [Link] [Accessed 3 2021].
6. CLIFT, M., 1996. Building Quality Assessment (BQA) for Offices, Structural Survey. Emerald MCB , 14(2), pp. 22-25.
7. Construction Industry Council, UK, 1999. Design Quality Indicator. [Online]
8. Available at: [Link] [Accessed March 2020].
9. Construction Industry Development Board Malaysia, 2014. QUALITY ASSESSMENT SYSTEM FOR BUILDING
CONSTRUCTION WORKS. s.l.:Construction Industry Development Board Malaysia.
10. HARRISON, A., 1999. Housing Quality Indicators, s.l.: DEGW plc. .
11. Hong Kong Housing Authority, 1991. Hong Kong Housing Authority. [Online]
12. Available at:
[Link]
[Accessed March 2021].
13. Kumaraswamy, M. M., 1996. Contractor Evaluation and Selection: a Hong Kong Perspective. Building and Environment, 31(3),
pp. 273-282.
14. LAWRENCE, R., 1995. Housing Quality: An Agenda for Research. Urban Studies, 32(10), pp. 1655-1664 .
15. R. TAKIM, A. A. a. J. K., 2003. Performance Measurement Systems in Construction. 19th Annual ARCOM Conference, 3-5
September, University of Brighton Association of Researchers in Construction Management, Volume 1, pp. 423-432 .
 QUALITY MANAGEMENT SYSTEMS -GROUP 3
QUALITY STANDARDS FOR HVAC, MEP & SEWAGE SYSTEMS
Implementation in Large scale Residential Projects

SUBMITTED BY : ADITYA THILAKAN AND SHINEY ELIZABETH ABRAHAM

CONTENTS

Introduction to QC /QA……………………………………………………………………………………………..…3
Issues in Apartments …………………………………………………………………………………………………..7
Plumbing codes…………………………………………………………………………………………………………...9
Quality checks at execution level ……………………………………………………………………………....12
Materials and Product Quality ……………………………………………………………………………………13
Testing and Inspection ………………………………………………………………………………………………..16
Electrical Codes……………………………………………………………………………………………………………18
Quality checks at execution level ……………………………………………………………………..………….25
Materials and Product Quality ……………………………………………………………………………..………27
Testing and Inspection ……………………………………………………………………………………………….…29
HVAC codes ……………………………………………………………………………………………………………......35
WHY QUALITY ? CAUSES OF NON CONFORMITY

UTILITY COST
Non-compliance to
Poor supervision
specifications
SAFETY

AESTHETIC COMFORT NEGLIGENCE

No testing materials
and system before
and after use
INTRODUCTION
The objectives of the study areas
Definition of Quality : follows:
 Quality is conformance to requirements or specifications. • To identify the prerequisites for
 Quality is fitness to be used. QA and QC and develop the
 Quality is that the degree to which a collection of inherent concepts and procedures,
characteristics fulfils requirements. • To understand the concept of QA
and QC specifications and apply to
quality doesn't happen by chance, it has to be managed at every
stage building construction.
To understand the general process
Quality Control Process of performance related
specifications and testing
o quality planning
procedures for construction
o training
materials.
o providing clear decisions and directions
• To develop checklist for onsite
o constant supervision,
inspection for appraising the QA and
o immediate review of completed activities for accuracy
QC data periodically.
and completeness
o documenting all decisions, assumptions and
recommendations
 ELEMENTS IN QUALITY PLAN

Construction Commissioning Operation

Design
Controls
*Handing over
*Verify of building &
Labor Suppliers requirements Documentation
by inspections *Trial runs and
* Material and system checks *Monitor energy
Inspections *Witness by use and indoor
measurements
*Task client environment
Inspections *Punch List *Questionnaires
*Tests Document *Modifications to tenants
and & Corrections *Periodic
Equipment
Record *Establish Review of the
Control operation and management
Preventive maintenance Team
& routines.
Corrective *Train the
Actions maintainace
staff
TESTING
 *Manufacturers and Site check
*Initial Processing Screening Questionnaire
APPLIANCE/
EQUIPMENT
CHECKING

*Visual checking
*Customer audit *Lab checking
CUSTOMER QUALITY MANUAL
*Checking by manual
*Internal feedback CONTROL CHECKING
FEEDBACK
equipment

INTERNAL
AUDIT *ISO Process standard audit
*prepare work procedures
for all tasks
HOW IS QC/QA DONE IN CONSTRUCTION FIRMS ?
 Construction companies have separate QA/QC
 Lean Sigma &
departments.
Qualitrics :Helps in incorporating
 For quality assurance, the following are performed
client feedback as well
 a method statement –Exact steps as to how the
EPAM systems (material trackers for
work will be executed
long lead items )
 work procedures Approved makes  Mock-ups in interior fitouts
 Stringent Vendor evaluation /manufacturers
 Mid –course snagging to address
 Checklists
the quality concerns
 Inspection & test plan
 Client feed back tool
 Project quality plan, and other documents are issued
 Remote real time Project
to the clients to assure them quality to meet their
monitoring,IOT and AI are the
expectations.
future for ensuring quality
 Punch List and User acceptance
 Lean Dashboards to provide timely updates –all the
stakeholders have an idea about the connected works
and its progress and the responsible person for it
 EHS (Environment Health and Safety )report – weekly
updation
ISSUES RELATED TO MEP IN APARTMENTS permit applicant was not
aware of the required
In Delhi, of the 1,600 complaints received, more inspections and necessary
than 90% stand resolved to the satisfaction of the equipment to perform the
customers ( CREDAI or Confederation of inspection.
Real Estate Developers Association of India) Dirty water owing to
rusting of pipes
Occasional surges Switches not
or dips in power Clogging of sewer pipes
working properly –resulting in clogging of
supply Frequent
changing of filters all connected drains and
water dripping from taps
Circuit breaker
tripping Frequently Light bulbs or tubes
burning out Leaking of
Refrigerant Slow draining
Electrical Shocks frequently
QUALITY STANDARDS FOR MEP & SEWAGE SYSTEMS
WORKFLOW FOR MEP /HVAC TESTING

Reviews Quality Audit and Design Deviations Reports has to be systematically updated

Installation and Testing reports from the manufacturers and sub contractors have to be reviewed

Random testing must be done to validate the values and achieved parameters on field

Reports of non-conformity and rectification process that needs to be initiated needs to documented

Documenting of the rectifications and deviations completed

Initiating Demo and training for client/users for MEP services

CODES PERTAINING TO PLUMBING

CODES TITLE CODES TITLE

SP 35 (1987) Handbook on Water Supply and Drainage IS Unplasticised PVC pipes for potable water
4985:2000 supplies -specification
IS : 12183 Code of practice for
(Part 1) - plumbing in multi-storeyed buildings IS /161/1- Thermoplastic pipe for transportation of
1987(Reaffirm 1978 fluids-Nominal outside diameters and
ed 2009) outside pressure-Part 1 metric series

IAPMO Plumbing Codes and Standards IS Code of Practise for laying of Electrically
5822:1994 welded steel pipes for
IS 1172:1993 Code of Basic Requirements for Water
supply ,Drainage and sanitation IS Code of Basic Requirements for Water
1172:1993 supply ,Drainage and sanitation
2008 Uniform Plumbing Code –India
IS 2064:1993 Code of Practice for selection, installation
and maintenance of sanitary appliances 2010 Green Plumbing Code Supplement –India
2013 Water Efficient Products India (WEP –I)
IS 9668:1990 Provision and maintenance of water
(R2015) supplies for fire fighting - Code of practice IS: 2470 Code of practice for installation of septic
tanks
CODES PERTAINING TO PLUMBING

CODES TITLE
IS 4733-1972 Method of Sampling Test Sewage Effluent

IS :6908-1975 Sewage and drainage

IS 5600-2002 Pumps ,Sewage and drainage Specification

IS 6280-1971 Sewage Screens

IS 7784 Code of practise for design of cross drainage work

IMPORTANCE OF PLUMBING COMPONENTS IN PLUMBING

In complex high rise apartments Break Tanks /Underground Tanks

• Multi –stage plumbing Overhead Tanks
• Service floors Booster Pumps
• Large water tanks Pipes
• Basement offseted beyond building line ,hence Sanitary ware
need to offset plumbing lines at basement Sanitary fittings
ACTIVITIES INVOLVED IN PLUMBING
• High Pressure requirement for some fixtures Trenching
• Dual piping
• Solar, Central hot water systems Excavation
• Central cool drinking water system Plumbing Underground
• Landscaping on terraces and parkings Plumbing Installation – Drain Waste Vent System
• Hydro-pneumatic Systems
• Multiple metering Plumbing –Water System
Plumbing- potable water
Plumbing roof /overflow
Plumbing fixture installation
The CONTRACTOR and a CLIENT supervisor is responsible for performing Quality Control .
An outside THIRD PARTY is responsible for performing Quality Assurance

BEFORE START OF WORK-ROLE OF Thorough plan review can identify issues and
code violation and be corrected before actual
PLANNING / DRAWING LEVEL

CONTRACTOR
o The contractor must prepare a [Link] drawn plans makes it
detailed quality control plan for easy for inspection as well
each definable feature of work
detailing on how the quality
standard will be achieved. • piping configurations (Waste and vent
o The quality control plan must be pipes)are easier to correct during the plan
approved before the start of the review stage rather than after work
particular work. implementation
o The contract requires that the QC • Seismic bracing, (where required) can be
testing lab be validated by the identified on the plans.
approved source (Institutions, • Pipe anchorage and sway bracing
consultant, competent testing locations(when required) should also be
house /firm or agency..etc). identified on the plans.
EXECUTION LEVEL
TRENCHING , EXCAVATION & BACKFILL (PROCESS) SAFETY
OSHA
• The process in the case of excavation and backfilling needs to be followed with (The Occupational
care taken to tamp sand into place so as to provide uniform load-bearing support Safety and Health
for the pipe between joints. Administrations).
• Buried piping shall be supported throughout its entire length. Trenching and
• The pipe bedding requirements needs to be mentioned in the installation detail. Excavation safety
• The pitch of the pipe as per size of the outside storm piping is usually specified in highlights key
elements of the
the approved plans and specifications. standards and
• It doesn’t take much to cause the incorrectly bedded piping to become flat or describes safe work
reverse pitched. practices that can
• INCORRECT installation of the underground piping can lead the whole piping protect workers from
system to be compromised cave-ins and other
• Drain Waste Vent piping located outside the building contains many of the same hazards
requirements as piping installed inside the foundation.
• Separation of water service and building sewer (International Plumbing Code
Section 603.2)
o All pumped waste systems must run in double contained piping systems
o The ducts and inspection chambers should provide comfortable access for repair
o Precautions must be taken in confined space work
MATERIALS AND PRODUCT USED

• Materials in plumbing system shall bear the • Piping materials exposed within plenums
identification of the manufacturer and any shall comply with the provisions of
markings required by the applicable referenced the International Mechanical Code
standards. • Provision for future fixtures shall terminate
• All plumbing products and materials shall be listed with an approved cap or plug
by a third-party certification agency as complying • Joints–mechanical joints or solvent
with the referenced standards. Products and cementing or threaded joints or welded
materials shall be identified in accordance joints
with Section 303.1 of IPC or BIS • Sway bracings and anchorage. Rigid sway
• All plastic pipe, fittings and components shall bracing shall be provided at changes in
be third-party certified as conforming to NSF 14 direction greater than 45 degrees for pipe
• Hangers ,anchors and strapping material sizes 4 inches and larger (to withstand the
supporting the piping and contents of piping shall mass and velocity of flow)
Will be specified by the manufacturer
be of approved material that will not promote
galvanic [Link] also shall conform to codes AVOIDANCE OF CONFLICT
• Hangers and anchors shall be attached to the
building construction in an approved manner. Eg: Plumbing systems shall not be located in an
elevator shaft or in an elevator equipment room
PROTECTION OF COMPONENTS

STORAGE
o Pipes should be stored on firm level ground without sharp objects -
o Pipes should be stored on wooden batons approximately 2 meters
apart
o Pipes in different diameters and ratings should be stored separately
OR
o pipes with larger diameters and higher ratings at the bottom
PROTECTION OF COMPONENTS STRESS AND STRAIN
o Provisions shall be made to protect piping from
RODENT PROOFING damage from expansion, contraction and structural
o Prevent rodents from entering service settlement.
pipes connecting the meter box and the structure o In places of extreme weather conditions water
o Sealing the annular space between the pipes and service pipe shall be installed not less than 1.2
sides of the opening with compatible caulking metres deep.
materials and gasketing systems
CORROSION SLEEVES IN FOUNDATION WALL
o Protective sheathing or wrapping or other means to o The sleeve shall be two pipe sizes greater than
withstand any reaction from the lime and acid of the pipe passing through the wall.
concrete, cinder or other corrosive material.
PHYSICAL DAMAGE SLEEVES IN FOUNDATION WALL
o In concealed locations where piping, other The sleeve shall be two pipe sizes greater than the
than cast-iron or galvanized steel shield pipe passing through the wall.
plates cover the area of the pipe where the
member is notched or bored
WATER PROOFING OF JOINTS
o Components installed along alleyways,
Joints at the roof and around vent pipes ,exterior wall
driveways, parking garages shall be recessed
openings shall be made water tight by lead, copper,
into the wall or otherwise protected in galvanized steel, aluminum, plastic or
an approved manner. other approved flashings or flashing material
TESTING AND INSPECTION International Plumbing Code

 All plumbing system piping shall be tested with DRAINAGE AND VENT –Air test
either water or, o Plastic piping shall not be tested using air
 for piping systems other than plastic, by air. o Air is forced into the system until there is a
 After installation of plumbing uniform gauge pressure of 5 psi (34.5 kPa) or
fixtures ,their traps filled with water, the sufficient to balance a 10-inch (254 mm)
entire drainage system shall be submitted to final column of mercury.
tests o This pressure shall be held for a test period
DRAINAGE AND VENT –water test of not less than 15 minutes.
o Can be applied to the whole system or can be
done in parts DRAINAGE AND VENT –Final test
o The system shall be filled with water to the point o All traps are filled with water &then the
of overflow. If the system is tested in sections, entire system is introduced with a pungent,
each opening shall be tightly plugged except the thick smoke produced by smoke machines.
highest openings of the section under test. o When the smoke appears at stack openings
o This pressure shall be held for not less than 15 on the roof, the stack openings shall be
minutes. The system shall then be tight at all closed and a pressure equivalent to a 1”
points water column shall be held for a test period
of not less than 15 minutes
S no Test required Frequency Tests Conducting
ASTM F3183 - 16 Personel

1 HDPE pipe-Bent StrapTest Prior Installation Plumbing contractor

2 Hydrostatic testing of water system As per Spec Plumbing contractor

3 Pressure and Leakage test –Water line As per Spec Plumbing contractor
4 Bacteriological examination After disinfection Plumbing contractor
before use
5 Mechanical and Electrical Testing (Pump As per Spec Plumbing contractor
System)
6 Leak Test Until Passing Plumbing contractor
7 Air Test As per Spec Plumbing contractor
8 Pressure Test Until Passing Plumbing contractor
 ENERGY SAVINGS
Water Efficient Products- India (WEP-I)

• Provide credible information on water

efficient products and practices.
• Raise awareness about the importance of
water efficiency and recommend water-
efficient products.

• Right assumptions about the Users .

• Promoting use of Water Conserving Devices and
Water Efficient Products (WEP).
• Avoidance of leaks
  Layout of Single Line Diagram
o There should be a inbuilt provision in contract
for the continuous check on the quality by the (Primary & Secondary)
field staff and the contractor for ensuring quality
of work ,availability of manned and equipped  Layout Drawings (Substation &
agency for overseeing the quality aspects ,and
Individual Equipment)
PLANNING/DRAWING LEVEL

periodical appraisal of quality and system of

feedback for effecting possible improvements.
o A comprehensive schematic diagram is prepared  Layout in Building level
starting from the main board upto the final DBs.
All such boards are duly marked and numbered.  Layout in individual Unit level
o The contractor shall visit the site and determine
the consumer load requirements  Well documented photographs
o Calculate the maximum load demand
Ideally, the drawings should be kept
o Submit the plans drawings and specifications
current with all modifications and
replacements to plant equipment.
Effort must be made to keep key
drawings up to date to avoid risk to
equipment and staff
 o Lightning Protection to be done as per the IS Codes applicable
o Copies of the certificate for pressure test,test for bushings shall be supplied to the
department.
SAFETY SPECIFICATIONS

o Safety parameters as indicated under Indian Electricity Rules 1956 and ECBC shall be
complied. The following safety measurement are considered
o Provisions and fixing of check-nuts for conduit work as per CPWD specifications.
o No of wires in one conduit shall be ensured as per CPWD specifications.
o Color coding of wires to be ensured.
o Lugs and thimbles at cable wire ends in switch boxes as per CPWD specifications.
o Levelling of switch boxes to be ensured
o Termination of earth terminals in earth pits ,switch box,DBs and accessories to be
[Link] chamber to be constructed and proper marking to be done.
CODES PERTAINING TO ELECTRICAL

CODES TITLE
IS 4648 :1968 (2013) Guide for Electrical Layout in Residential Buildings

IS 5216-1:1982 Recommendations on safety procedures and practices in electrical work

(R2015)

CPWD -2013 General Specifications for Electrical Works

IS 2705(1-3):1992 Current Transformers

IS 2259:1963 Method of Test for Determination of Insulation Resistance of Solid

Insulating Material

IS:732 - 1989 Code of practice for electrical wiring installations.

CODES PERTAINING TO ELECTRICAL

CODES TITLE CODES TITLE

IS 732:1989 Code of practice for electrical wiring IS : 2309 - Code of practice for the protection and
installation 1989 allied structures
against lightning.
IS 4648 :1968 Guide for Electrical Layout in Residential
(2013) Buildings
IS: 5216(Part- Guide for safety procedures and
IS 8061:1976 Code of practice for design,installation 1)-1982 practices in electrical
&maintenance of service lines upto and
including 650V work: General.
IS:4237 - 1983 General requirements for switchgear
IS 8884 :1978 Code for practice for insulation of electric
and control gear for voltages not
bells and call system
exceeding 1000 V AC or 1200 V DC
IS 3646 (Part Code of practice for interior illumination
1)-1966 .Principles for good lighting and aspects IS:4064(Part- Air break switches, air break dis-
of design 1)-1978 connectors, air-break
switch disconnectors and fuse-
IS 3646 (Part Code of practice for interior illumination combination units for
2)-1966 .Schedule of illumination and glare index voltages not exceeding 1000 V AC or
IS: 3043 - 1987 Code of practice for earthing 1200 DC : General
requirements
CODES PERTAINING TO ELECTRICAL

CODES TITLE CODES TITLE

IS: 3854 - 1988 Switches for domestic and similar IS: 3043 - Code of practice for earthing
purposes 1987
IS 3043 Code of Practice for earthing IS: 5216(Part- Guide for safety procedures and
IS 10001-1981 Specification for Performance 1)-1982 practices in electrical
1990 requirements for work: General.
IS 5216-1:1982 Recommendations on safety procedures IS:4237 - 1983 General requirements for switchgear
(R2015) and practices in electrical work and control gear for voltages not
exceeding 1000 V AC or 1200 V DC
CPWD -2013 General Specifications for Electrical
Works IS:4064(Part- Air break switches, air break dis-
IS 2705(1- Current Transformers 1)-1978 connectors, air-break
3):1992 switch disconnectors and fuse-
combination units for
IS : 2309 - 1989 Code of practice for the protection and voltages not exceeding 1000 V AC or
allied structures 1200 DC : General
against lightning. requirements
 o Conduit wires cables etc shall be tested
MATERIALS
from third party laboratories
Type test :Tests carried out to prove the general qualities and design of a
given type of product in accordance with the requirements of standard

TESTS Routine test Determination of errors or other characteristics according to

the requirements of the appropriate designation or accuracy
class

Optional test :Tests, and are carried out only by agreement between
manufacturer and purchaser.
SUB STATION
H T Panel
 H T panel shall be inspected and tested at manufacturers works as per relavant BIS
for insulation,operating mechanism ,interlocking and contact resistance.
 CT (current –transformer ) ratio and accuracy class shall be checked as per
agreement and IS 2705-1992
PRE COMMISSIONING TEST
how the system operates
o Relay calibration and setting tests by both secondary
under various levels of
injection method and primary injection methods current load
o Operation checks and lubrication of all moving parts
o Interlock function checks
o Continuous checks for wiring ,fuses as required.
o Insulation tests safe state for an
o Trip tests and protection gear tests. inappropriate maneuver
o Complete panel shall be tested with meggar of voltage
for which the panel is rated for insulation between
poles and poles to [Link] of CTs and PTs secondary
side insulation shall also be tested using meggar of
voltage for which it is rated.
o Any other tests as may be required by the licensee
inspector shall be conducted
o Where specified ,the entire switch board shall
withstand high voltage tests after installation.
TRANSFORMER Tests at site
Pre dispatch tests at manufacturers works – All the relevant pre-
o The inspecting officers shall ensure all the requisite commissioning checks and tests
accessories as per agreement have been provided on the conforming to IS code 10028
transformers (Part II and Part III) shall be
o Test report for explosion vent or pressure relief devices done before [Link]
shall be taken following tests are to be
o Rating and diagram plate at appropriate location shall be particularly done before cable
ensured jointing or connecting to
Functioning of Buchholtz relay shall be checked (Buchholz busbar trunking :a) Insulation
relay protects a transformer from the different faults test between HV to earth and
happening in the transformer like the Short circuits) HV to MV
o Transformers shall be inspected and tested as prescribed b)Insulation test between MV
by IS:2026/ IS 11171:1985 with particular attention to to earth
losses meeting ECBC norm given in CPWD specification. c)Dielectric strength test on oil
o Type test certificate for exact same design for impulse d)Buchholtz relay operation by
withstand and short circuit withstand simulation tests when fitted.
o Temperature rise test of one transformer of each design
and capacity shall be done All tests are to be recorded and report
should be submitted to the department
 MV PANEL
i)Drawing Stage : The main requirement
Type testing certificate to be submitted at the stage of of MV power network is to
drawing submission /technical submittal for following interrupt current during faulty
a)Verification of degree of protection condition
b) Verification of temperature rise limits
c) Verification of short circuit strength
Test at manufacturers works
All routine tests shall be carried [Link] following
tests in particular shall be carried out
o Checking of the busbar & its supports for the
material ,dimension and spacing ,enclosure size of
the bus bar chamber etc. with respect to the
report of the independent lab for successful fault
withstand test for the specified capacity and time
in contract :
o Metal sheet thickness
o Ratings of switch gear and accessories
o Compartmentalization of panel
DG SETS Components
Test at Manufacturer Wiring Diagrams: showing connections to electrical M
o Load testing of DG sets at factory and power panels, feeders, and ancillary equipment.
site shall be done as per relavant CPWD Portions of wiring that are manufacturer installed and
General specifications for electrical portions that are field installed
works AMF / synchronizing panel shall
be inspected and tested manufacturers Certifications : Safety shutdown device testing , M
works as per MV Panel given in the Sub Voltage regulation
Station section
Battery Charger V
o Workmanship of pipe insulation length
and height of exhaust pipe and silencer Fault Indicators:indicator lights for low oil pressure, M
type high water temperature, low water level, over speed,
over crank, and for aboveground storage tank and
o Diesel Generator set must comply with high and low fuel level. Provide relay dry contacts for
latest statutory requirements (such as interface of fault alarms with SCADA system
CPCB and others as applicable) of Govt.
of India. Circuit Breaker:installed as a manual load circuit M
o shall be ISI marked. interrupter and an automatic overload and short
o BIS certificate shall be submitted as a circuit protection device should be used to interrupt
proof of same load circuit *M-Mandatory *V-Voluntary
CODES PERTAINING TO ELECTRICAL

CODES TITLE
IS: 302-2-201 (1992) Safety of household and similar electrical appliances –
Electrical immersion water heaters.
IS: 302-2-3 (1992) Safety of household and similar electrical appliances – Electric Iron
IS: 302-2-202 (1992) Safety of household and similar electrical appliances – Electric stoves
IS: 302-2-30 (1992) Safety of household and similar electrical appliances – Room heaters
IS: 3854: 1988 Switches for domestic and similar purposes
IS 694 PVC insulated cables for working voltages up to and including 1100V
IS 8828 Electrical Accessories-Circuit breakers for overcurrent protection for
household and similar installations
 DG TESTING ON SITE
The testing procedure for specific fuel consumption
norms under standard and labeling program for DG
o Then DG set load shall be gradually reduced to
sets with Diesel engines conforming to IS 10001 (<
75% load. After reaching 75% loading, 0.8 Power
19 kW) and alternator conforming to IS 4889 is
Factor and normal ambient conditions, fuel
proposed as under
consumption and other parameters shall be
recorded for 4 hours at an interval of 30 minutes
o The DG set will be set up as per the standard
each.
procedure of the manufacturer and connected to
the standard electrical load.
o Average SFC of 4 hours will be considered for test
result. c. The data will be recorded as per the
o Earthing shall be provided as per IS 3043: 1987.
parameters given in Annexure I. The kWh will be
o DG set shall run on 100% loading for 15 minutes
taken from power analyzer / Energy meter.
after reaching thermal stability (as defined clause
8.7 of IS/IEC 60034 part 1: 2004).
TEMPLATE OF TEST REPORT
o Energy Labeling Plan :The Star Rating plan for a
generating set shall be based on the Specific Fuel
Consumption (SFC) in g/kWh declared by the sub
contractor .
o Value of SFC shall not be less than the test result.
Energy labeling star rating plan is as indicated
below:

Star Level Specific Fuel Consumption

(SFC) in g/kWh
1 star > 302 & ≤ 336
2 star > 272 & ≤ 302
3 star > 245 & ≤ 272
4 star > 220 & ≤ 245
5 star ≤ 220
PREVENTIVE MAINTAINACE TEMPLATE
 o Every wiring system shall be installed
There are two Quality Control Orders, namely; where it is not exposed to rain, -dripping
1. The Household Electrical Appliances (Quality water, steam, condensed water or
Control) Order, 1981 accumulations of water
2. The Electrical Wires, Cables, Appliances and o Cables for use at extra-low voltage shall
Protection Devices and Accessories (Quality Control) have adequate insulation, and further
Order, 2003. The Department of Electrical protection if necessary, so as to prevent
Inspectorate is the Appropriate Authority to danger.
implement the previous of both the orders in the o Conduits and conduit fittings shall comply
State. with the appropriate Indian Standard
This order insists IS certification mark of the Bureau LUMINARES ,ELECTRICAL APPLIANCES
of Indian Standards for 24 items in the Schedule o The electrical products labeling
requirements can be checked for voltage
UNDERGROUND OR EXPOSED CABLES information, safety warnings and
o Cables to be installed in underground ducts or regulatory compliance symbols. Random
pipes shall incorporate a sheath resistant to any sample check can be performed after
mechanical damage likely to be caused during installation
drawing-in. o Switches and lights can be endurance
o Exposed cables shall be protected from livestock tested
vermins and rodents o Products of credible and trusted certificate
providers can be used
Street or Compound Lighting Poles shall be tested for
a)Tensile tests
o Proper alignment of poles to be ensured b)Deflection Tests
c)Permanent set tests
o Cables to be laid as per CPWD specification d)Drop tests
o Makes and models of poles /luminary shall Visual inspection for dimensional
conform to technical specifications etc as per check and finish
agreement.
Lifts
o Photometry test of each type of luminary shall be a)Controller simulation test at
conducted at manufacturers works manufacturers work
b)General inspection as per CPWD
o Cables feeder pillar and earthing shall be done as manual
per sub-station section c)Post installation testing as per
Display of Schematic in control room as well as CPWD manual
feeder pillars includes operations and logics

THE INDIAN ELECTRICITY RULES, 1956 also mentions the penalty for the breach of rules
 As per NFPA (National Fire Protection Act )
MAINTAINANCE AT OPERATION STAGE
Component Maintenance or Test Recommended Interval

Lift Inspect motors, controls, Annually

wiring
Emergency lighting Preventive maintenance Per manufacturer’s
recommendation
Functional Test Monthly (30 seconds)
Functional Test Annually (1½ hours)
All Emergency Power Inspect Weekly
Standby Systems (EPSS)
components
Fire hoses unrolled and inspected Annually
Fire extinguishers Annually (site specific)
Meters Calibration/inspection 3-5 years with transducers and
when problems are suspected
 As per NFPA (National Fire Protection Act )
MAINTAINANCE AT OPERATION STAGE
Component Maintenance or Recommended Interval
Test
Relays and Protection Fault/load study 5 years
Circuit and recalculate
settings
Electro-mechanical Upon commissioning and
relays Calibration every 2 years
and functional
testing
Protection circuit Immediately upon installation
functional test, and/or upon any changes in
including lockout wiring and every 3-6 years
relays
Lockout relays 5 years
Cleaning and
lubrication
QUALITY STANDARDS FOR HVAC SYSTEMS
 COMPONENTS OF HVAC

COMPONENT PURPOSE IMAGE

Chillers Chillers remove the heat from a liquid through vapour
compression cycle. This cooled liquid flows through pipes
and passes through coils in air handlers cooling the
building.

Air Handling Units The basic function of the AHU is to take in outside air,
(AHU) recondition it (heat or cool) and supply it as fresh air to
the building

Ducts are channels used for the removal and delivery of

Air Ducts air in HVAC systems. The airflows include supply air,
return air and exhaust air. They also provide ventilation in
an HVAC system. Hence it is one of the major methods of
ensuring acceptable IAQ and thermal comfort
 COMPONENTS OF HVAC

COMPONENT PURPOSE IMAGE

MS Pipes MS Pipes is used as the medium for the circulation
of the coolant in an HVAC system. Depending upon
the location where it is used the size of the MS
pipe are as given below:
• Pipes used in Fan Coil Unit: 25 - 32 NB.
• Pipes used from chiller header to AHU: 50 -150 NB.
• Pipes used in chiller branch lines: 150 - 250 NB.
• Pipes used in chiller main lines: 300 - 500 NB.

Thermal Insulation Thermal insulation in HVAC system is primarily

used to reduce heat gain or heat loss from piping
as it might affect the room temperature and other
factors affecting the IAQ which is the determining
factor of HVAC systems.
It also includes the prevention condensation on
cold surface.
It also results in the reduction of noise levels in the
HVAC system.
RELEVANT CODES & STANDARDS

COMPONENT CODE NUMBER & NAME BRIEF OF CODE

Ducting Materials IS 655 (2006): Specification for Air The code talks about the different materials
ducts opted for making air ducts, about the joineries
and the accessories need for the joineries. The
classification based on shape, material and
pressure. Provides technical drawings of different
joineries involved in ducting process. Also the
code mentions about the codes specifying the
standards of materials and accessories used for
ducting.

MS Steel Pipes 25 - 32 NB = IS 1239 : 1973 Part I & II The code talks about the sample from which the
50 -150 NB = IS 1239 : 1973 Part I & II specimen for testing purposes before purchasing
150 - 250 NB = IS 3589 : 1966 the pipe.
300 - 500 NB = IS 3589 : 1966 The procedure for sampling of pipe for various
tests & criteria for conformity will be done as per
IS 4711
The size of the sample for tensile test will be in
compliance with requirements of IS 1608.
INSPECTION & QUALITY CHECK – MATERIAL SELECTION PHASE

COMPONENT QUALITY ATTRIBUTE TO BE CHECKED CODE & BRIEF OF CODE

Chillers Capacity, Performance level There is a such no codes so as to the capacity
and performance of the chillers but it is said to
be dependant upon the design conditions under
which the HVAC system is being designed for.
However the contractor can ensure that the
capacity and performance of the selected chiller
by operating the same at full capacity (for
verifying the capacity limit) and at the rate of 1
kW/TR at full capacity load (to verify the
performance level) at an AHRI certified test bed.

Air Handling Units Sound level, CFM, pressure The AHU’s shall be tested at the place of
manufacturing as per the CPWD General
(AHU)
Specification for electrical works. The AHU
attributes such as Sound level (dB level), static
pressure, CFM shall be tested at the place of
manufacturing. Engineer in charge shall test
one of AHU in a lot of 20 irrespective of the
capacity.
INSPECTION & QUALITY CHECK – MATERIAL SELECTION PHASE

COMPONENT QUALITY ATTRIBUTE TO BE CHECKED CODE & BRIEF OF CODE

Ducting Materials Material Type, Sealants The IS 655: 2006 talks about the specifications for
materials used for making air ducts in HVAC system
and the materials used for rivets, sealants, etc.
The properties of the selected ducting materials will
be tested at 3rd party labs in accordance with the
guidelines prescribed in the IS 655 with respect to
the condition given in the tender
MS Pipes Thickness & weight The MS pipes for chilled water supply for air
conditioning will be tested taking into consideration
the thickness and weight at site with respect to IS
1239 and IS 3589. The pipes must be tested at 1.5
times the working pressure prescribed as per the
CPWD specifications.
Thermal Insulation Conductivity value, density Thermal Insulation Materials will be tested at an
Materials external facility with compliance to EN 13162 –
13171 based on different types of insulation
materials as per the conditions in the contract.
INSPECTION & QUALITY CHECK – OPERATION PHASE

COMPONENT QUALITY ATTRIBUTE TO BE CHECKED CODE & BRIEF OF CODE

Indoor Air Quality Thermal Comfort, Humidity Level, TESTING FOR IAQ SECTION 01 81 09
(IAQ) Ventilation, Pollutant level ENVIRONMENAL PROTECTION AGENCY (US)
The contractors agency should verify that the
performance of HVAC system is in compliance with
the standards mentioned in ASHRAE 62.1 after
which a 3rd party agency with not less than 5 years
of experience will be allotted to carry out the IAQ
test. The code talks about how sampling must be
done, the tolerance levels for different types of
pollutants, compliance codes for methods in which
tests need to be performed and time under which
samples need to be tested for.
INSPECTION & QUALITY CHECK – OPERATION PHASE

COMPONENT QUALITY ATTRIBUTE TO BE CHECKED CODE & BRIEF OF CODE

Ducting Materials Leakage of ducts HVAC AIR DUCT LEAKAGE TEST MANUAL (SMACNA)
The code talks about when leakage test is required
on the basis of the pressure the system handles and
the financial implications on performing the leakage
test as testing for leakage is a costly process.
The code also talks about the responsibilities of the
system designer and the person who installs the
same on site.
The codes also gives a value for the maximum
tolerance for a standard air duct based on values
determined by the use of a mathematical formula.
It also describes about the test apparatus and the
favourable outputs desired from the leakage test.
 Quality Management Systems
ISO 9001:2015 and 9004

SPA, Delhi / Building Engineering and Management Group 5 / Vipul Jain

 Problem Statement

1.1 Explain TQM, customer satisfaction and risk-based approach.

1.2 How does ISO 9001: 2015 uses a Systems and Process driven approach to Quality covering these aspects.

1.3 Also explain ISO 9004, for the sustained success of an organization.
Total Quality Management 1.1.1 Explain TQM.
Definition

TOTAL
Customer, employee and management
All task and activities TOTAL

QUALITY
Meeting customer expectation
Degree of accuracy in the product(or service) production

MANAGEMENT TQM
Planning, organizing, leading and controlling
QUALITY MANAGEMENT

TQM
An integrative management philosophy of continuously improving
the quality of products and processes.
Total Quality Management 1.1.1 Explain TQM.

8 Elements
Customer Focus

Continual Improvement Employee Involvement

Process Centered
Communication
TQM

Integrated System
Decision Making based on facts

Strategic and Systematic Approach

Total Quality Management 1.1.1 Explain TQM.

Benefits

Makes Competitive Improves adaptability

Higher productivity Detect and eliminate errors
Enhance market Image
Higher Profitability

Improve Customer
Improved employee Improved and innovative
Services
morale processes
And retention

Some Companies implementing TQM - Ford Motor Company, Motorola and Toyota Motor Company.
Total Quality Management 1.1.1 Explain TQM.

Case Examples

HDB Engineering (now a part of Saint Gobain) in Pune

Earlier
Inspection for the parts to be exported is done with a tool which records the measurements. That is common.

Later
But now the measurements are immediately sent to the customer in France in real time. The inspector in Pune highlights
in RED those which are not acceptable and he does it in the transparent way. This is TQM.

Impact
Part was rejected by the inspector but was accepted by customer saying it was a minor deviation.

Increased customer acceptance and trust with commitment and quality

Total Quality Management 1.1.1 Explain TQM.

Case Examples

PSU

Earlier
Rumours are common about so many things and the people come in the morning listening to such rumours.

Later
The HR department and communications launched an exercise by which any one can shoot a mail reporting such a rumour
is doing rounds and whether it is true.

Impact
Reply comes to everyone with a clarification about it. Surprising thing is they keep track of percentage of people who read
such clarifications indicating the credibility of the communication and take actions accordingly.
Total Quality Management 1.1.1 Explain TQM.

Case Examples

Automotive company

Earlier
Complains about the quality of food served in the canteen to the employee but it could not be measured.

Later
When you come out of the canteen, you see a transparent bowl. people need to pick up from a tray nearby either green or
red ball and put it in the bowl when the exit.
Green ball indicates that food was good. Red ball indicates some issue with the food.

Impact
Better assessment of quality of food.
Improving employee satisfaction.
Total Quality Management 1.1.1 Explain TQM.

Case Examples

Automotive company

Earlier
Many people go out of the way and help their colleagues only to be reprimanded by their bosses.

Later
In the performance appraisal form has a column which asks, “ Did you help a colleague at times of some difficulty though
it was not required of you as per your role?”

Impact
People turning up in great numbers to help their colleagues without any fear of senior and also received appreciation to
their efforts.

Improved performance and employee bonding.

Customer Satisfaction 1.1.2 Explain Customer Satisfaction.
The concept of Total Quality Management can be expressed as
“Achieving success through delighting the customers”.

CUSTOMER
CEO

Front Line
Senior Representatives
Manager
Functional
Functional Operation Areas
Operation Areas
Senior
Front Line Manager
Representatives

CEO
Customer

Earlier Approach TQM Approach

ORGANIZATIONAL HIERARCHY DIAGRAM

Customer Satisfaction 1.1.2 Explain Customer Satisfaction.

Types Of Customer

INTERNAL EXTERNAL

Suppliers

Internal customers Employee An external

Customers
work within the customer
company together purchases the
for delivering a Society (e.g. SCOs) product (or
Owners
service or product ORGANIZATION service) from
to the external Government another person in
customer. exchange of
Representative of money.
Creditors
company (e.g. manager)
Shareholders
Customer Satisfaction 1.1.2 Explain Customer Satisfaction.

Importance
● The most important factors for the success of an enterprise is its customers.

● Helps business to find out what people want, how much and how often.

● It is a key performance indicator within the business

Impact
● Gains positive word-of-mouth marketing, which is both free and highly effective.

● Increased Sales Revenue

● Satisfied customer into loyal customer, increased retention

● Brand Reputation and popularity

● Delighted Employee
Customer Satisfaction 1.1.2 Explain Customer Satisfaction.

How to improve?

Measure and monitor Establish Contact with Analyse process for

customer satisfaction customer Successful customer
orientation

Promote cultural
Develop a Develop product delivery
empowerment,
commitment of trust system to meet customer
leadership and customer
and confidence need
care

Train and educate

employees

Customer satisfaction is not an objective statistics but more of a feeling or attitude.

It enhances customer loyalty, which is the feeling of attachment to or affection for a
company’s people, product or services.
Customer Satisfaction 1.1.2 Explain Customer Satisfaction.

Case Example

TACO BELL - CONTEST AND SURVEY UBER - CUSTOMER FEEDBACK

Customer Satisfaction 1.1.2 Explain Customer Satisfaction.

Case Example

AIRBNB - CONNECTING WITH CUSTOMER TWITTER - CUSTOMER TRENDS

Customer Satisfaction 1.1.2 Explain Customer Satisfaction.

Case Example

APPLE - CUSTOMER SATISFACTION FedEx - CUSTOMER EXPERIENCE AT STORE

Risk Based Approach in TQM 1.1.3 Explain Risk based approach.

Introduction

● Integration of risk-based thinking is the most significant concern for

anyone responsible for implementing, deploying, and maintaining a
quality management system.

● While the concept of risk management is not new

● Previous practice was more reactionary, primarily focusing on detection

after the fact — root cause analysis, corrective actions, and preventing
recurrence of the failure.

● Contemporary thinking places the emphasis on considering risks up front

(prevention) and having a solid approach to address risk in planning,
managing, and driving actions.
Risk Based Approach in TQM 1.1.3 Explain Risk based approach.

Introduction

This approach is to build the QMS based on

● Identifying
● Evaluating the specific risks Why?

● Product
● Manufacturing process What For?
● Employees
● Customer

will be exposed to during development and manufacturing.

Risk Based Approach in TQM 1.1.3 Explain Risk based approach.

Risk as Opportunity
ISO 9001:2015 sometimes seems to present “risk” as the opposite of “opportunity”

Risk carries a possibility of loss, but also the possibility of opportunity.

Not all risks result in loss, nor in opportunities

Awareness of the circumstances in which each of them can arise results in a effective QMS
Helping towards positive results and mitigating negative ones.

Example

Developing a new product or enhancing an old one to attract new customers or enter a new market.
(Opportunity)

But enhancing an older product could alienate existing customers or create supply chain problems when
sourcing parts to repair older models. (Risk)
Risk Based Approach in TQM 1.1.3 Explain Risk based approach.

How is it done?

Compliance based QMS Development Risk based QMS Development

Less initial time / More time in resolving risk in later stage Start Small/ Build Over the time / Initially time consuming / Effective in longer period

No initial documentation available Easier for internal review by company and regulation committee
ISO 9001: 2015 1.2.1 Explain ISO 9001:2015 approach

What is it?
● International standard dedicated to Quality Management Systems (QMS)

● Provides framework and vocabulary for quality management system

● Doesn’t dictate what an organization’s objectives should be

● Allows organization to define objectives and what adherence to the standard should to be

Why?
● Bring down costs
● Create new opportunities
● Meet regulatory requirements
● Help organizations expand for clients requiring ISO 9001 certification

Who?
● ISO does not perform certifications to ISO 9001:2015.
● Organizations engage an independent certification body to audit their QMS implementation against the
ISO requirements.
● Organizations of any size can certify to this standard, including smaller ones with no dedicated Quality
resources.
ISO 9001: 2015 1.2.1 Explain ISO 9001:2015 approach

Principles

ISO 9001:2015
ISO 9001: 2015 1.2.1 Explain process based approach

Process based approach

All organizations use processes to achieve their objectives.

A process is a set of interrelated or interacting activities that use inputs to deliver an intended result.

The process approach includes establishing the organization’s processes to operate as an integrated and complete system.

● The management system integrates processes and measures to meet objectives

● Processes define interrelated activities and checks, to deliver intended outputs

● Detailed planning and controls can be defined and documented as needed, depending on the organization’s
context.
ISO 9001: 2015 1.2.1 Explain process based approach

Process based approach

ISSUE

Organisations are typically structured into departments

Most departmental heads never interact with the external customer, only internal ones

SOLUTION

ISO process approach introduces horizontal management , controlling processes which flow across departmental
boundaries .

IMPACT

They see the whole picture from process initiation to process completion.

An employee’s first loyalty is to their assigned projects, products or services - rather than their own departments.
ISO 9001: 2015 1.2.1 Explain process based approach

Process based approach

IMPLEMENTATION

● Define your quality management system processes

● Assign responsibilities and authorities for processes
● Identify risks and opportunities, and plan to address these

Plan-Do-Check-Act (PDCA)
● Process approach that manages processes and systems
to create a cycle of continuous improvement.

● Considers the QMS as an entire system and provides

systematic management of the QMS from planning and
implementation through to checks and improvement.

● Helps achieve better customer satisfaction and,

consequently, higher levels of customer confidence in an
organization's abilities to meet customer requirements.
PDCA Tool
ISO 9001: 2015 1.2.2 Explain system based approach

System based approach

System approach determines the identification, understanding and

management of a system of interrelated processes for any goals
that will improve the
organisation’s efficiency.

This approach plays an important role in any continuous

improvement process, offering great benefit to the organisation.

Benefits
● Incorporation and configuration of processes that will best
ensure return on investment.

● Capacity to concentrate efforts on the primary processes.

● Giving confidence to relevant parties in regards to the

reliability, success and efficiency of the organization.
Concept of System
ISO 9001: 2015 1.2.2 Explain system based approach

System based approach

IMPLEMENTATION

● Outline the system through the identification or development of specific processes that are able to ensure that
certain goals can be achieved.

● Organise the system in order to achieve the goal in the most efficient way possible, with a clear plan that can be
implemented by relevant parties.

● Understand the relationship among each one of the separate processes of the system, and how they interrelate
to form a complete system.

● Continuously expand the system through reporting, goal measurement and regular system evaluation.

● Evaluate the resource that will be required to implement processes, to determine resource constraints before
implementation of each process within the system.
ISO 9001: 2015
Process based Vs System based
approach approach

Focuses on individual process Focuses on system as a whole and linkage of

components
Tires to achieve local maxima in the individual
process Aims to achieve maximum improvement in the
system
Aiming that system will exhibit maximum
improvement

Considering Interdependence and variation, the optimum performance of a system as a whole is not the same as the sum of all the local optima.
Link to Discussion :
[Link]

System approach focus on system - the globe, and the process approach focus on process and set of processes - the countries or regions.

You can not ignore the importance and organizing nature of human body (system) while giving importance and keep studying the
individual systems or set of processes within it.
ISO 9004 1.3.1 Explain ISO 9004 for sustained success.

Introduction

ISO 9004 is a document that can accompany the ISO 9001 standard for implementing a quality management system.

This document is designed to provide guidance to any organization on ways to make their quality management system
more successful.

ISO 9004 is an excellent business management tool to use when companies want to go above and beyond the
foundational elements of 9001

Previous and current version of ISO 9004

 1.3.1 Explain ISO 9004 for sustained success.

ISO 9001 VS ISO 9004

Ensure products are Extend benefits of their QMS

consistent and meet client for all interested parties,
expectations. helping to give sustained
success.

Can be certified against this Not intended for certification

standard

Customer requirements and Focus on requirements of

ensuring effective response customers and all other
to customer feedback. interested parties to achieve
sustained success.

Continual improvement by Promotes self-assessment

performing management to identify areas of strength or
reviews, internal/external weakness and opportunities
audits and
corrective/preventive
actions.
ISO 9004 1.3.1 Explain ISO 9004 for sustained success.

Benefits

● Expanded to all parties

● Balancing conflicting objectives

ISO 9004 provides clear, concise,
● Managing conflicting responsibility and relationships detailed information on how to
improve business processes.
● Harmonizing and optimizing processes
"It's a business management
● Improved communication and awareness to its environment continual improvement tool; it is
not a reference tool."
● Facilitate training and development

● Managing risk to brand and reputation

● Improve and innovate as per the need of the organization

ISO 9004 1.3.1 Explain ISO 9004 for sustained success.

How is it practiced?

Self assessment - to determine where the organization is in relation to the guidelines that 9004 suggest

Depending on how they score themselves, they can use the components of 9004 to make improvements based on
where their gaps are.

Self-assessment can be used to bring management team together to ensure that each area of the company is working

Expanding on guidelines - ISO 9001 says that an organization must provide a work environment that achieves conformity
to product requirements.

With the help of 9004 We can move forward and states what things might contribute to such a work environment, such
as safety rules, ergonomics, location of the workplace and social interaction.
ISO 9004 1.3.1 Explain ISO 9004 for sustained success.

How is it practiced?

Management Responsibility - 9001 says that management must review the quality management system periodically.

But 9004 provides 13 specific things that management might consider as part of the agenda when conducting such a
review.
The list includes results of audits and self-assessment of the organization, results from benchmarking activities, performance
of suppliers and new opportunities for improvement.
TQM and ISO 9004 1.3.1 Explain ISO 9004 for sustained success.

Case Example
Company - Tez Kachua
Profile - Sports Organization

Working towards Sports patents and R&D holds around 14% of the market share
No. Of Employee - 124
Tez Kachua

Organization is working towards enhancing the quality of their services but currently not satisfied by their performance.
In 2019, replaces its director of corporate strategy, following change in other senior level positions

Realization

Following assessment was concluded by the Strategic manager

● quality management could significantly improve the organizational performance

● corporate R&D activity has declined over the last three years and other support services have begun
to replace it, and this has not been in line with the strategic ideas.
TQM and ISO 9004 1.3.1 Explain ISO 9004 for sustained success.

Case Example

Action
In last quarter of 2019, Decision taken to introduce TQM

● Management trained the employees to make them learn the values of TQM

● Executives underwent special quality training

● Executives made major changes at departmental and team levels to enhance the employees’ commitment and
loyalty

Expectation
● Improve the quality of the employees’ jobs

● Employees to seek professional challenges more often

● Employees to have a closer connection with the customers

TQM and ISO 9004 1.3.1 Explain ISO 9004 for sustained success.

Results
● Introduction of TQM was difficult due to a lack of commitment of mid-level managers to quality improvement

● People working from a longer period were more successful in implementing TQM

● Senior leaders were able to identify with the strategic expectations as the junior managers left the company in large
numbers

● Managers tried to increase employee motivation and satisfaction in line with the expectations of TQM

● Offered non-monetary rewards and consequences in exchange for their expected behavior

Learning

● Changes were slow but were not enough

● Achieved a higher level of job atmosphere and satisfaction among the employees and less number of absentee

● Employees’ put own efforts to train and develop themselves

TQM and ISO 9004 1.3.1 Explain ISO 9004 for sustained success.

Innovation
● Senior management decided to Implement ISO 9004

● potential for open innovation based on organizational self-evaluation was increased significantly

Results
● Resource Management, customers were considered as important a resource as were
the employees, as required by the standard

● Process Management requirements, the organizational process management already not only coordinated and
streamlined the internal organizational processes, but also was able to organize these with relevant external
processes on the customer and supplier side

● Performance Analysis and Evaluation, they developed an incentive system that aimed to increase customer loyalty,
which is an essential element for open innovation, and rewarded employees with both premiums and opportunities
to advance.

Introduction of ISO 9004 for the open innovation was a good complement to TQM.
TQM and ISO 9004 1.3.1 Explain ISO 9004 for sustained success.

Conclusion

● Applying quality management systems helps to create open innovation by enabling organizations to make the
customers (and other external stakeholders) be real collaborators through cultural change and quality
management.

● An effective—but not exclusive—solution to open innovation is to implement TQM first, and then, once its values
have been consolidated, to implement the ISO 9004:2018.

● Most quality management systems rely heavily on employees’ commitment.

TQM support open innovation by targeted enhancement of a effective and normative commitment
ISO 9004 supports open innovation by targeted enhancement of continuance commitment and customer loyalty

● Interdependencies exist between customer loyalty and process management; resource management; and the
performance analysis and evolution, meaning that these elements of the ISO 9004:2018 individually strengthen the
customer aiming for a more sustained growth of the organization.

All types of employee commitment are needed to achieve this, but these commitment dimensions need to be targeted by
the management.
QUALITY MANAGEMENT SYSTEM - Gr 12

DEVANSHI GAUR, SHALINI SENGUPTA

 CONTENTS
1. Introduction to Quality 4.0
2. Cyber Physical Systems [Introduction,
Framework, Details, Case Example]
3. Internet of Things [Introduction, Q. How will you harness contemporary
Application, Case Example] technology in aid of Quality Management
4. Forensics [Introduction, Procedures, System? Discuss cyber physical systems, IOT,
Applications] Forensics, blockchain and other state of the
5. Blockchain Management [Introduction, art systems and present a comprehensive plan
Case Example, Issues and Benefits] for implementing them in a construction firm.
6. Other Technologies [GRP, IR]
7. Smart quality monitoring
INTRODUCTION
INTRODUCTION | QUALITY 4.0

Quality 4.0 is a concept that refers to

the digitalization of quality and how
digital tools can impact technology,
processes and people. The construction
industry could benefit from transitioning
to Quality 4.0 by being more effective
in managing costs and better allocation
of resources. The integration of
technology into organisational processes
and quality management, can be done
through the following technologies:

1. Cyber-Physical Systems (CPS)

2. Internet of Things (IoT)
3. Forensics
4. Blockchain Management
5. BIM, RFID Tags, etc.
Contemporary technology in the life cycle of an Infrastructure project
6. Big Data, Cloud Computing, etc.
INTRODUCTION | QUALITY 4.0

Technology can be used to visualize the project, track change, and perform analysis to
better understand and optimize project performance; and thus, the Quality
Management of the project.
CYBER PHYSICAL SYSTEMS
CYBER- PHYSICAL SYSTEMS (CPS)
● With the deep integration of industrialization and
informatization, a new ecosystem, namely the cyber–
physical system (CPS), has emerged, which
unprecedentedly entangles the network and physical worlds.
● A cyber-physical system (CPS) is a computer system in
which a mechanism is controlled or monitored by
computer-based algorithms.
● CPS involves transdisciplinary approaches, merging theory
of cybernetics, mechatronics, and design and process
science.
● One of the best examples of use of CPS in the construction
sector is the use of a twin model system that uses radio
frequency identification (RFID) technology enabling bi-
directional coordination mechanism between virtual models
and physical construction to improve the construction
project delivery process. Interoperable data connects the
construction site with its cyber model for cyber–physical
interactions and collaboration.
THE CYBER- PHYSICAL SYSTEMS|FRAMEWORK

● The physical construction resources (e.g., workers, materials, and

equipment) is linked with the cyber part, deployed in cloud (data
storage, analysis & application software, like BIM, decision support
system (DSS), and enterprise information system (EIS)) through IoT
to achieve the cyber–physical vertical integration.
● The cloud-based solution allows everyone to access the CPS through
devices (e.g., mobile or wearable devices); thus making
communications smoother.
● To realize the interaction and mapping between the physical and
cyber components, a digital twin of the construction site should be
introduced to the CPS.
● The cyber model can be optimized during synchronization with the
construction site by collecting and extracting its data, while the latter
can be dynamically adjusted by receiving the information from the
former.
● During the practical construction process, the state of the
construction site is sent to the cyber part of the CPS in real time,
after which it performs monitoring, simulations, and decision-
making and feedbacks the control information.
● Thus, the CPS framework explained works on 3 main principles that
THE CYBER- PHYSICAL SYSTEMS|COMPONENTS

Some details of the CPS framework is explained further:

1. REAL-TIME MONITORING AND RESPONSE

● Different types of sensors collect real-time data from

the construction site, including the stresses and
displacements of structures, the temperature and the
air quality on site, energy consumption, and the
status of construction equipment.
● Wi-Fi or Bluetooth techniques are used to connect
the wireless sensors deployed in the construction site
to form a wireless sensor network.
● RFID is used to collect real-time data in the whole process of prefabrication construction-site assembly by tracing the tag embedded in
the components. RFID, Zigbee, and the ultra wide band (UWB) techniques can be adopted for indoor personnel positioning, while
outdoor positioning can be achieved through the global positioning system (GPS).
● Cameras capture images of the construction work on site for recording and analyzing the construction process. Wearable devices
integrate the functions of sensors, cameras, and mobile locators to collect the working status of workers on site.
● IoT links the monitoring data from a construction site to the cloud platform. The real-time construction model acts as the cyber model
(i.e., digital twin) of the construction site, with the 3D model generated from point cloud data.
● Heterogeneous data collected from different data sources should be cleaned first to remove noise and invalid data, converted to a unified
IFC format, and then fused with the geometric data of a real-time construction model and used in the BIM platform.
THE CYBER- PHYSICAL SYSTEMS|COMPONENTS

ADVANTAGES OF REAL-TIME MONITORING AND RESPONSE

● The real-time construction model presents the monitoring data to project stakeholders for visualization, thus
enhancing coordination. The cloud platform also provides monitoring data query, traceability, computation, and
virtual reality display services for different project stakeholders to support their monitoring requirements on project
progress, quality management, safety and environment supervision, and performance evaluation.
● Benefiting from real-time monitoring, the project management team can supervise the complicated construction
process and perform rapid adjustments or optimization.
● The real-time monitoring also contributes to making real-time predictions. One such instance is :
○ Lacking real-time information often makes it impossible for workers to react in a timely manner when
confronting dangerous situations.
○ Under the proposed CPS framework, comprehensive monitoring of the physical process in real time
enables the cyber part to identify or predict risks ahead of time and feeds back the alarm information to
the workers in time.
○ Actuators embedded in construction equipment are responsible for receiving and executing these
instructions.
○ The on-site workers can receive information through wearable devices, e.g., displaying the operation
instruction, warnings, or remote assistance information in AR glasses.
THE CYBER- PHYSICAL SYSTEMS|COMPONENTS
2. REAL-TIME CONSTRUCTION SIMULATION

● The input data of the simulation includes:

a. A real-time construction model, where the automatic
updating mechanism based on real-time monitoring data
b. Construction constraints, including space constraints (e.g.,
inventory, construction workspace), resource constraints
(e.g., the status of non-consumable resource, or available
quantity of consumable resources), and logical constraints
(logical relationship and time intervals between tasks).
Constraints change dynamically with the construction
process, the monitoring data collected from a construction
site contribute to updating the constraints in a real time.
c. just-in-time (JIT) plans, which includes WBS, the project
schedule, and resource planning.
● Discrete event simulation (DES) method is used to verify the project plans.
● The simulation results include the plan feasibility, potential conflicts, productivity dynamics, and resource utilization.
● Real-time simulations reinforce the collaboration between project management team, while the simulation results are a significant data
resource to support their decision-making.
● The process transitions from data monitoring to real-time simulations, then to the optimization of the project plans, until the plans are fed
back to the site for execution, forming an iterative optimization cycle to deal with the uncertainty in the construction process.
THE CYBER- PHYSICAL SYSTEMS|COMPONENTS

ADVANTAGES OF REAL-TIME CONSTRUCTION SIMULATION

● Traditional 4D simulations in BIM are performed after the design and before the construction starts based on the as-
planned data, which remains at the level of visual communication rather than acting as the promoter for planning,
analysis, and decision-making.
● The uncertainty in the unstructured construction process is not considered, often causing the output results to differ
significantly from the actual situation.
● Moreover, dynamical simulations during the construction progress are not possible due to the inability to incorporate
real-time data into the existing BIM models.
● But, the CPS framework adopts a real-time monitoring data as input data for the simulation, thus, overcoming these
limitations.
● The framework uses a JIT plan for planning. Here, the project schedule defines the planned start and end times for
each task, while the resource plan assigns the construction resources required for each task. Unlike the traditional
project plan, a JIT project plan can be adjusted and executed dynamically as the project progresses, and helps in
better monitoring and control.
● The project management team makes assessments and improvements based on the simulation results in a timely
manner, works out optimized JIT project plans, and sends them to the construction site for execution.
THE CYBER- PHYSICAL SYSTEMS|COMPONENTS
3. DATA-DRIVEN DECISION SUPPORT SYSTEM

● Most decision making in construction management is made by decision makers based

on the manual collection of information., which is labor intensive, error prone, and
heavily dependent on the rules of thumb and experiences of the decision makers.
● The essence of the data-driven decision support system is to automatically discover
tacit knowledge from mining the collected data and then support the decision-making
of the current projects combined with intelligent technologies.
● The architecture of the DDDS system in the proposed CPS framework consists of three
layers: the data source layer, data processing layer, and data application layer.
● The data source layer consists of the design and simulation data from the BIM,
construction monitoring data from the IoT, business information system data, and
historical project data.
● In the data processing layer, these data are extracted and cleaned, redundancies are
removed, and the data are converted to an analyzable format, i.e., data fusion.;
which is used for analysis to support decision making.
● The results of reasoning and direct statistical analysis of the fused data are displayed to
users in the form of visualization to support the decision-making requirements of
different users, which include design optimization, intelligent scheduling, risk
prediction, performance evaluation, fault diagnosis, and proactive maintenance
strategies.
THE CYBER- PHYSICAL SYSTEMS|COMPONENTS

ADVANTAGES OF DATA-DRIVEN DECISION SUPPORT SYSTEM

● Benefitting from the real-time monitoring data collection in the CPS, it is possible to analyze data over time to
capture their time dependence and obtain temporal knowledge. In contrast to static knowledge, temporal knowledge
plays a significant role for characterizing the dynamics in the construction progress, e.g., the activity duration is
calculated by comparing the timestamps corresponding to the events.
● Tacit knowledge is acquired through machine learning can generate decision suggestions based on fuzzy reasoning
mechanism.
● Also, using the case-based reasoning technology, similar cases to the current project can be retrieved from the
historical project data. The solutions of similar cases can be used as the reference scheme of the current project after
adjustment and optimization. Thus, another significance of data-driven decision support for engineering projects is
that it makes the best use of historical project data.
● Benefitting from the cloud solution, data sharing and knowledge transfer across projects are available.
● After systematic processing, historical project data are transformed to information for explaining the uncertainty and
further extracting knowledge for guiding future work. In this sense, the continuously accumulated historical data will
become strategic resources for decision making.
THE CYBER- PHYSICAL SYSTEMS|CASE EXAMPLE
A Case example of the CPS implementation was found in
a Citizen’s Service Centre in Xiong’an New Area,
China.
Site Details:
BUA: 242,400 sq.m
Site Area: 100,200 sq.m
Structures: Seven 2-5-storey steel structures +one 3-storey
integrated modular house.
The CPS used in this site has been discussed in details
under 3 segments:
1. Technical Measures used on site
2. Implementation Effect on project
3. Limitations and Future Scope

1. Technical Measures used on site

The list of main development environments for used for
the cyber part, followed by the examples of CSP on this
site.
THE CYBER- PHYSICAL SYSTEMS|CASE EXAMPLE
The first example is of VR usage:
● Virtual reality technology combined with BIM was used in a
virtual construction environment for construction scheduling, site
layout, safety assessment, and coordination of subcontractors. The
VR-based real-time construction model was also used for the
safety training of workers, especially those who were exposed to
dangerous conditions, such as those working at large heights.
The second example is of the twin models:
● An UAV with a radar scanner (integrated functions of laser
scanning, camera and orientation) has been used to capture the
point cloud data of the construction site and generate a 3D
reconstruction model, after which it was matched with the BIM
design model to obtain a real-time construction model.

● A digital twin of the physical construction site, the real-time

construction model was used to visually monitor and simulate the
construction process, and provide a unified perspective for the
cooperation and decision-making of all project participants.
THE CYBER- PHYSICAL SYSTEMS|CASE EXAMPLE
The third example is the worker monitoring system:

● GPS technology was used to locate workers. The

GPS receivers were installed on workers’
helmets to capture their locations in real time.
The collected location data was transmitted to the
cyber part and then integrated with the real-time
construction model.

● A heat map of the location of 1018 workers

during construction was used, which helped the
project managers to understand the current busy
work area and labor dynamics. The distribution
of workers could also be viewed by type of work
or subcontractor to coordinate their work.
THE CYBER- PHYSICAL SYSTEMS|CASE EXAMPLE
The fourth example is of the environment monitoring system:

● A construction environmental monitoring system was

deployed on the site. It was integrated with wind-force, wind-
direction, temperature, humidity, dust sensor, and noise
sensors. The collected sensor data was transmitted to the
cloud platform through Internet for remote environmental
monitoring.

● The environmental monitoring interface was the cyber part.

All project participants could obtain the real-time status of
the site environment by accessing the cloud services. This
function was also used by the environmental protection
department to monitor the environmental conditions of the
construction site, and evaluate the environmental
performance of the contractor through historical monitoring
data. RFID technology was applied to prefabricated
component tracking and management.
THE CYBER- PHYSICAL SYSTEMS|CASE EXAMPLE
The final example is of the structural component monitoring:

● RFID tags were embedded in each structural component when it was produced,
which recorded its unique id as well as the design and production data. The tag
will be used to trace the component throughout its whole lifecycle and record
relevant data by interacting with RFID readers. The RFID reader generated an
electromagnetic field by transmitting RF energy to the identification area,
activated the RFID tags and exchanges information with it, and finally sent the
identification information to the cloud platform through a network connection.
● An interface of the component tracing and management forms the cyber part for
this, which benefited from the real-time collection of the component status data.
Project managers could monitor the quantity of different types of components
during production and transit as well as those had arrived and had been installed.
● RFID technology was also applied for construction quality monitoring. After
installation of a component, the quality inspector read the component
information stored in the RFID tag through a hand-held reader and uploaded the
quality VR-based construction simulations were available in the CPS. The
project management team formed by a contractor and subcontractors could
access the real-time construction model of the cloud platform to conduct a real-
time construction simulation, which also enhanced coordination among them.
THE CYBER- PHYSICAL SYSTEMS|CASE EXAMPLE
2. Implementation Effect on Project

● The project was completed as scheduled with a construction period of only 112 days.

● The CPS realized the whole process monitoring of the supply chain of prefabricated components, which
contributed to the close cooperation of the production, logistics, and assembly process.

● Construction quality problems could be traced to specific components in real-time, which eliminated the lag of
quality inspection information.

● CPS enabled all stakeholders to understand the problems in the construction from a common perspective, and the
construction simulation based on the real-time construction model contributed to strengthen the coordination
between contractors and subcontractors.

● The implementation of CPS was of great significance for promoting sustainable construction. Since contractors
knew that the site environmental conditions were being monitored by the environmental protection department,
they had to consciously strengthen the environmental protection measures during construction.
THE CYBER- PHYSICAL SYSTEMS|CASE EXAMPLE
3. Limitations and Future Scope

● The monitoring objects of the CPS cover the buildings under construction, workers, components, and construction
environment, but the construction equipment was not monitored in this project. The operation status data of the
main construction equipment could be monitored by the sensors and integrated with the real-time construction
model for performance evaluation and construction safety warnings.

● The data-driven decision-making is limited to statistical analysis and data visualization, and the capacities of
knowledge acquisition and reasoning are still weak. Research on developing algorithms and models to discover
new knowledge or predict future trends based on the historical monitoring data is required for this.

● Optimization of construction organization modes based on the application of the CPS should be further explored.
For example, how to dynamically adjust the production and transportation plan based on the assembly of
components on construction site mayeb examined to improve the production efficiency and reduce inventory
costs.
INTERNET OF THINGS
INTERNET OF THINGS (IOT)
● This technology aims to share information
across platforms enabling innovative
applications.
● a system of interrelated computing devices,
mechanical and digital machines, objects,
animals or people that are provided with
unique identifiers (UIDs) and the ability to
transfer data over a network without
requiring human-to-human or human-to-
computer interaction.
● In the Internet of Things, all the things can
be put into three categories:
a. Sensors that collect information and
then send it.
b. Computers that receive information
and then act on it.
c. Things that do both.
APPLICATION IN CONSTRUCTION INDUSTRY
Predictive Maintenance with Sensor Technology : An IoT-based monitoring system gives prior warnings of electric
motor vibration/temperature difficulties. Condition monitoring conserves time from uncertain production outages. And the need
of carrying out intense repairs can be avoided.

Real time Observation : From website inspection to surveys, information from sensors improves analytical stages of a
construction project, to keep away project delays and brings the catalyst for thinner ways of operation.

Tracking labor hours and locations : Once contractor applies labor trailing with a low trailing badge which is small piece of
metal that typically worn to identify the person, he will then examine all labor hours. Hence with the utilization of IoT on
construction site, monitoring labor hours gets easier

Save fuel and energy Cost: Worksites know which automobiles are driving up performance costs, they’ll have the capability
to minimize idling time (that uses gas) using adaptive service programs. This improved program will enhance machine
performance without having vehicles to be turn off and on repeatedly.

Monitoring for loss interference, security and insurance protection: An IoT-enabled system warns a construction
company of any smoke or water, to take a preventive action before hazard takes place. You can also get informed if somebody
passes through the No Access Parameter.
FLEET MANAGEMENT WEARABLES

MACHINE CONTROL SITE MANAGEMENT

CASE EXAMPLE
Intelligent prefabs using IOT technology, China

RFID technology and strain sensors were used to collect the required data on a construction site. All the
data was transmitted to a server using LoRa technology. Then, the cloud-based Building Information
Modelling (BIM) model of the project was developed to store and vividly present project information and
real-time onsite data.

It incorporates Radio Frequency Identification (RFID) and Long Range (LoRa) technologies, sensor
networks, the BIM model and cloud computing to automatically collect, analyze and display real-time
information about PC components. It can locate PC components on a construction site and monitor
their structural performance during the installation process.

Radio Frequency
Identification (RFID) LoraWAN -> Lora -
Wireless sensor Cloud based BIM
sensors and LoRa- >gateway-> on-site model (4 layers)
enabled RFID readers network computer server
on the construction Data storage
site

locate Strain data Data transmission Access real time

data
 A PC components enters
into construction site

Active RFID Tag on the PC Strain sensor on the PC

component send signal component

LoRa- enabled RFID Sensor sends data to LOra

reader obtain the signal gateway via LoraWan

LoRa gateway send signal/data to main

server (on site computer) via WIFI

The on-site server clean, filter and analyse the data

and upload data to cloud_based data storage

Cloud based data

storage layer

Model layer Control layer Display layer (BIM)

PROCESS

Step 1: Sensor NEtwork Test

1. Sensor test : LoRa strain sensors were used in this study to monitor strain level of a PC component. These sensors
can detect low-level vibration.
a. Energy consumption
2. Lora Network Test: A LoRa gateway, located at the highest point of a crane on the construction site, collects
sensed data. The construction site is a square site 250m long and 150 m wide.
a. Frequency needs to be check country wise.
Step 2: field test:
The dynamic nature of a construction site, and the existence of unpredict events and uncertainties, make it a challenging
task to accurately location-tracking and condition-monitoring of a PC component on construction site. A wireless sensor
network was employed to obtain real-time data. Upon completion of the configuration of the proposed method, the field
test of the proposed method was conducted. The proposed method was applied to a PC building project to validate its
effectiveness.
1. Location of a Prefabrication (PC) Component :A prefabrication (PC) component that enters the jobsite would be
registered. In this case, an active RFID sensor was located in each PC component, so that it becomes intelligent
and could be uniquely identified and tracked.
a. Based on the RFID technology and triangulation technique, the PC component can be located on the
construction site.
b. The PC component would be defined as an IfcBuildingElement.
c. The four-story PC building project on the construction site had four different zones: A (ground floor), B (first
floor), C (second floor), and D (third floor), which are modelled in IFC using IfcZone
Monitoring Results of Strain Level: During installation, the distribution of force in the PC components is
significantly different from the distribution after [Link] installation, the distribution of force in the
PC components is significantly different from the distribution after loading
a) The lifting position should be fixed for each PC
b) Strain level is recorder
c) To validate the reliability of the monitoring data, they were compared with the Finite Element
Analysis (FEA) results.
 The Developed Cloud-based BIM Model: The cloud-based BIM software, Autodesk BIM 360TM Field, was customized for
this study so that it could present the project information .Users can log into the corresponding services to access the
project information. Moreover during the installation of the PC project, substantial real time data is gathered, thereby
enabling the BIM model to offer multiple dimensional services and real-time data analysis

This method, which integrates cloud-based BIM, RFID, and LoRa technologies, produces a more automatic, systematic, and
intelligent system for construction site management, which benefits project management.

Even with on-site construction and noise, the data could still be successfully transmitted to the host computer.
FORENSICS
FORENSICS|INTRODUCTION
● Forensic engineering has been defined as "the
investigation of failures - ranging from serviceability to
catastrophic - which may lead to legal activity, Forensic Investigation Process Flowchart
including both civil and criminal".
● It includes the investigation of materials, products,
structure or components that fail or do not operate or
function as intended, causing personal injury, damage to
property or economic loss.
● Generally, the purpose of a forensic engineering
investigation is to locate cause or causes of failure with
a view to improve performance or life of a component,
or to assist a court in determining the facts of an
accident. This involves: inspections, collecting
evidence, measurements, developing models, obtaining
exemplar products, and performing experiments. Often,
testing and measurements are conducted in an
Independent testing laboratory or other reputable
unbiased laboratory.
FORENSICS|PROCEDURES
An effective forensic investigation approach will combine the following processes:

● Client & site information: the building forensic investigator conducts a careful interview of the building owners,
occupants, or clients to understand the concern or complaint, and to consider, without predetermined prejudice or
conclusion, the observations of the client or others. Checklists, data logs, and similar documents can assist in this
step.
● Building construction materials, site conditions, and event history: by visual inspection and where available
consultation of appropriate documentation, the building investigator considers the individual and the interrelated
effects of the building's materials, site, exposure, architecture, and maintenance history.
● For cases in which the known problem is not patently obvious, or where the investigator is open to discovery of
less evident but important contributors to a building failure or environmental complaint, this process, especially
when informed by information about the site & from client above, can identify targets for more in-depth or
perhaps invasive inspection and testing.
● Building & environmental physical measurements & tests where appropriate, such as tests of materials,
contents, or samples that are conducted to identify contaminants, to study material failures, etc. However reliance
on blind tests alone, without the other steps above, is likely to give unreliable results.
● Diagnosis & recommendations: based on all of the information gathered, the forensic investigator constructs,
tests, documents, and then provides a reasoned explanation of the cause, effect, and possibly the recommended
remedy for the building or building environment concern under investigation.
FORENSICS|APPLICATION 1

Thermal Imaging in Building Forensics

Most common uses of thermal imaging are in investigations of:
● Building Heat Loss: Surveying buildings for variations in temperature,
indicating areas of heat loss: air bypass leaks, missing insulation.
In addition to spotting specific "cold spots", if there is a significant
temperature difference between indoors and outside, thermography can
quickly identify compare temperatures on interior partitions with exterior
walls.
● Building Moisture Traps, Leaks: Surveying buildings for evidence of
recent leaks, wet insulation in building cavities.
● Electrical overheating: Inspectors have successfully used IR and
thermography to identify overheating electrical components at electrical
panels, electrical switches or receptacles, at wiring serving electric heating
baseboards, and where aluminum branch circuit wiring is installed.
● Tracing heating elements such as the location of radiant heat tubing in
floors or ceilings and finding leaks in those systems.
FORENSICS|APPLICATION 2

Extensive Cracks in Pier Crossheads of an Elevated Bridge

The process for investigation was as follows:
● The visible cracks were classified according to cause and effects.
● Design and other detail deficiencies were identified.
● Implications were iterated.
Step 1: Classification of cracks.
Type 1 Cracks:
● Non-structural cracks due to early thermal
expansion
● Occurred after striking of formwork
● Dead load due to self weight only
● Insufficient curing and hence cracking is
possible if the formwork was struck too early
– no evidence to ascertain this
FORENSICS|APPLICATION 2
Type 2 Cracks:
● Structural cracks – splitting of concrete.
● Inadequate transverse steel to take up tension.
● Cannot take up dead load (SW) plus crane during erection.
● No design calculations for transverse tensile force consideration.
● Factor of safety based on transverse tension is less than 1.
Type 3 Cracks:
● Structural bending cracks due to reduced effective width and lack of bonding
● Bonding failure due to lack of bonding in lap at the mid -region of crosshead
● Cannot take up dead load plus crane load due to combined effect of bonding and
splitting.
● Factor of safety for longitudinal moment is less than 1.
Type 4 Cracks:
● Longitudinal cracks on the face of crosshead.
● New cracks propagated as the steel yielded.
● Vertical crack in pier stem initiated by tensile force at top of stem (see finite element
modeling)
FORENSICS|APPLICATION 2
Deficiencies in Design
● Alternative design did not provide adequate transverse steel in the crosshead;
● Alternative design T16@175mm (replaced T20@150mm in the original design) was inadequate in resisting tension in the
crosshead.
● This failure to take up transverse tension had caused splitting during erection of the box girders.
● The design calculations should have taken into account all loads including the crane loads during erection.
● The calculations for transverse steel in the alternative design and the consultant’s assessment of the cracks were grossly
missing.
● Location of lap for longitudinal bars in the mid region of crosshead was not appropriate as it caused congestion of
reinforcement – spacing of about 50mm between bars could not provide sufficient concrete for bonding.
● This had caused bonding failure even when the material quality and strength was adequate.
● Details in original design provided sufficient spacing between longitudinal steel (120mm) and there was no lap in the middle
region of crosshead.
Implications
● Procedures to be adhered in the management of a design and build procurement system by both parties were more akin to
those in a conventional procurement system, thus ‘best practices’ were not utilized.
● Although contractual matters pertaining to payment are clear and definite, it is against the normal procedures or usual
practices in certifying work done. Coupled with the uneven risks distribution, the client’s interest was compromised at all
times during the construction period.
BLOCKCHAIN MANAGEMENT
 CURRENT PARADIGM
BLOCK CHAIN
• Blockchain is a distributed ledger a simple database, but with
Central authorities
special properties of information, such as transactions or transfer actual value
agreements, that are stored across a network of computers. between two parties
• It is essentially a secure, public, distributed ledger. Each block is Multiple intermediaries
a record that contains a time stamp and linked to relevant blocks required to facilitate of
and data. assets and create trust

• That information is stored chronologically, can be viewed by

users, but is decentralized and is not usually managed by a central
authority such as a bank or government.
• One published, the information on the blockchain cannot be BLOCKCHAIN PARADIGM
Distributed nodes that
changed. It is just one single source of information or single maintain a shared source
source of truth on blockchain maintained by the network and its of information

protocol- copied and shared with all parties who interact on the Trust enabled by
cryptographic algorithm
network
• It was first introduced almost 12 years ago as the underlying
technology of Bitcoin. It’s a business tool, not just a new
technological innovation, which has the potential to facilitate a
paradigm shift in the industry towards effectiveness,
accountability and transparency.
CASE EXAMPLE

 A leading North American energy

infrastructure company was
building a power generation plant.
 The company assumed the role of
the prime contractor and
subcontracted major portions of
the work as time and material
subcontracts.
 These contractors further
subcontracted portions of the work
to other parties.
PROBLEMS FACED

1. The project team spent significant time and effort reviewing invoices and supporting documents
submitted by the contractors and subcontractors.
2. Due to the cost and the nature of the contract, the company relied on its major contractors to
accurately and truthfully submit the correct subcontract amounts.
3. The main contractors may have been incented to overstate subcontract amounts, since it would
increase the amount of markup the vendor could charge. Overstating amounts can occur in a
number of different ways, such as:
a. Incorrectly recording the sub amount
b. Incorrectly applying margin
c. Incorrectly applying tax, union fees, living allowances, CPP, etc.
d. Incorrectly applying tax or other statutory charges e.g. CPP
e. Incorrectly applying other markups or fees (e.g., union fees, living allowances)
4. The manual effort required to verify subcontractor amounts, coupled with poorly defined contract
requirements for cost acceptance, causes delays in invoice processing.
5. Also, the large number of pending change requests affects the project’s overall progress.
SMART CONTRACT
A smart contract is essentially a computer program that incorporates the terms and conditions of a contract
into computer code working on a network.¹ The contract self-executes based on the “if/then” principle,
where a situation is monitored and certain terms are executed by the computer program, based on the
situation

Step 1: Contract implementation Step 2: Contract Execution Step 3: Contract Amendment

Transcribe a construction Contract self- executes based on Transcribe amendments and

agreement into a smart contract the “if/then” principle, where change orders into a modified
between interested parties situations are monitored, terms smart contract between parties
are executed and transactions
Computer program incorporates are allocated by the computer The contract amendment that
terms and conditions of program, based on situation. includes new or modified
construction agreement into a contractual terms and logic is
Sends the transaction via
computer code running on a communicated to all parties.
blockchain network for validation
network. Modified smart contract is agreed
against set rules
Smart contract is agreed and Validation can be manual or and validated via consensus
validated via consensus vote in automated based on how it is vote in a blockchain network and
a blockchain network and stored setup. stored.
 Smart contracts was used to automate the invoice verification process. A three-way match of the invoice to the
purchase order/scope of work, certified progress and the master data was performed in real time. These three sources
would reside in the blockchain database, improving the overall transparency of the process.

Purchase order/Scope of work: Certified Progress Master data:

This contains activities completed by Contains the basis of the invoice.

This contains the list of activities
the subcontractor and certified by This includes the rate list, activity
contracted to the subcontractor by
the inspector/supervisor designated code list, markup list and
the owner/major contractor.
by the owner or prime contractor. acceptable operations ratios such
Matching with the invoice validates
Matching with the invoice ensures as:
that the invoiced work was ● Operator cost to equipment cost
that invoiced work has been
approved by appropriate owner ● Overhead cost to labour cost
appropriately demonstrated as
representatives. ● Logistic cost to overall cost
completed. ● Standby cost to invoice value

AUTOMATED MEASUREMENT AND PAYMENT

• Matching with the invoice validates that the contractual details are represented correctly, and that cost limits and
operational ratios are within set parameters.
• The transaction of invoice submission would occur using blockchain technology. This technology enables the
transaction to contain all the aspects of the contract and the invoice, allowing smart contracts to monitor and
administer any changes in the scope of work, master data and certified progress.
• Any change to the contract or the invoice is visible to the owner, the prime contractor and the subcontractor at the
same time
BENEFITS
The use of smart contracts could potentially provided the
following benefits:
1. Reduced non-compliant spend, which results in significant
savings in large complex builds.
2. Reduced overall spend by highlighting inefficiencies. Some
work is compliant to the contract but is not optimized.
3. The smart contract was embedded with pre-agreed
operating ratios for each activity and, in the case of any
noncompliance, an automatic alert would triggered to the
owner, the prime contractor and the subcontractor. Smart
contracts could give better and faster visibility to these
issues.
4. Allowed the company to reallocate resources to perform
front-end inspection work by automating invoice verification.
5. Additional inspection resources resulted in higher-quality
subcontractor work, which potentially reduced schedule
delays and cost overruns caused by rework of mistakes.
6. Reduced the ambiguities in the scope of work through the
implementation of well-defined smart contracts, which
helped in swift resolution of change orders and claims.
7. Improved transparency and trust among all stakeholders
through the automatic sharing of corrections to time and
material databases.
OTHER TECHNOLOGIES [GPR & IR]
GROUND PENETRATING RADAR
● Ground-penetrating radar (GPR) is a geophysical method that uses
radar pulses to image the subsurface. It is a non-intrusive method
of surveying the sub-surface to investigate underground utilities
such as concrete, asphalt, metals, pipes, cables or masonry.
● GPR uses high-frequency (usually polarized) radio waves, usually
in the range 10 MHz to 2.6 GHz. and detects the reflected signals
from subsurface structures.
● GPR can have applications in a variety of media, including rock,
soil, ice, fresh water, pavements and structures. In the right
conditions, practitioners can use GPR to detect subsurface objects,
changes in material properties, and voids and cracks.
● A GPR transmitter and antenna emits electromagnetic energy into
the ground. When the energy encounters a buried object or a
boundary between materials having different permittivities, it may
be reflected or refracted or scattered back to the surface. A
receiving antenna can then record the variations in the return
signal.
INFRARED SPECTROSCOPY
● Infrared spectroscopy is based on the fact that individual materials are defined and
therefore identified by their reflectance or absorbance of infrared light.
● The advantages of infrared techniques for soil analyses over other analytical
techniques include:
○ minimal sample preparation
○ the need for only basic infrastructure and human resources
○ simultaneous determination of several constituents in every sample and
○ the ability to analyse samples remotely. I.e. spectra are acquired
electronically and can therefore be transported electronically. SpectroSense SKL925 canopy sensor and area of measurement.

● Infrared technology offers the potential of a more precise and standardised soil
testing service. Soil analyses derived from standard chemical methods from
different laboratories, or at different times from the same laboratory, can be
difficult to compare.
● Infrared techniques provide information at higher spatial resolutions cheaper and
faster.
● Laboratory research has demonstrated the capacity of infrared spectroscopy to
predict soil physical, chemical, and biological properties. Predictions about content
of Organic carbon, Soil pH, Iron and aluminium oxide content, are being
successfully made using IR. Other soil properties that have been predicted are total
nitrogen, carbonate, lime requirement, cation exchange capacity and soil texture
(i.e. percentage sand, silt and clay).
CASE EXAMPLE
Application in Estimation of Subgrade Soil Density
● Use of GPR in assessing the subgrade condition and monitoring its
temporal variation provide valuable information regarding changes
associated with pavement deterioration, allowing for the beneficial
prediction of future road maintenance.
● A 2 GHz air-coupled GPR antenna system is used for this
example. The antenna was mounted in front of a truck, with the
control unit set inside of the driving cabin. The global positioning
system (GPS) device was used to precisely locate the data collected
with the GPR longitudinally on the road.
● A SIR30 Road scan system was used for data acquisition system
to collect GPR and GPS data.
● For validation purposes, sand cone and dynamic cone penetration
(DCP) tests were performed and compared with the estimated soils
strength from GPR data.
SMART QUALITY MONITORING
A construction project is a network of hundreds of processes, participants, products, and materials.

At a smart construction site, sensors and cameras are installed on site or worn by construction workers.

By analyzing data collected from the sensors, project managers may optimize working efficiency on site,
monitor the progress and quality of the project and/or detect safety issues.

Sensors may be attached to construction materials (e.g. embedded in concrete to monitor the curing
process), or in construction equipment to track their location and optimize their use. There may also
be wearable sensors or cameras on site, which monitor the safety of construction workers.

BENEFITS AND CHALLENGES

• Optimize the utilization of construction tools and machinery by tracking their location.
• Improve transparency of what is happening on site e.g. by means of progress reports.
• Improve quality of construction materials, e.g. by monitoring the curing process of concrete, or by
detecting changes in temperature or humidity on-site.
• Increase safety on-site e.g. by detecting when workers are exposed to high noise, bad air quality or
repetitive motions.
• Risk of cyber-attacks and data breach. The privacy rights of individuals need to be protected.
Application examples
• In the UK, the technology start-up Converge has demonstrated on more than 40
construction sites how sensors embedded in concrete can be useful for monitoring the
curing process and predict the curing time needed. Moreover, the sensors measure
temperature differentials to reduce the risk of thermal cracking
• The technology company Pillar Technologies offers sensors that can be installed on
construction sites to detect changes in temperature, humidity, dust, pressure and
noise. In the U.S., the sensors have e.g. been used on construction projects to detect water-
leaks and dangerously high temperatures, hereby potentially preventing a fire at the
construction site.
• The technology company [Link] offers a solution that constantly analyses camera feeds
from a construction site. Project managers may use this construction intelligence
solution as a second pair of eyes, which e.g. counts how many trucks has entered and
left the site, what the waiting time on site is, or whether the delivered materials match the
invoice. The solution is already used by a number of construction companies, including the
construction company Skanska
THANK YOU
QUALITY MANAGEMENT SYSTEM
By,
GROUP 8
Sharukh Saifi (SPA/NS/BEM/785)
Souvik Das (SPA/NS/BEM/787)

SCHOOL OF PLANNING AND ARCHITECTURE, NEW DELHI

DEPARTMENT OF BUILDING ENGINEERING AND MANAGEMENT

Q.8 Discuss Failure mode effects analysis, Process
Reengineering and Constructability Review. How
would you apply these in build quality assurance
for construction projects.
FMEA (Failure mode effects analysis)
Failure Mode and Effects Analysis (FMEA) is a quality tool used to identify potential failures and related effects on
processes and products, so continuous improvement in quality can be achieved by reducing them. FMEA Focuses on
design and process deficiencies.

Numerous types of FMEA are:

● Systems,
● Design and
● Processes.
The FMEA is currently being used to reduce the likelihood of failure in organizational processes, as well as to
reduce the occurrence of product and existing process failures. In construction the technique has also been used to
specific applications in engineering, such as hazard analysis.

Main function of FMEA in Construction are-

● To identify the change points needed for a project,

● To reduce costs by reducing errors,
● To reduce costs and time of rework and waste in processes
● Act as a guide to plan more efficient tests and provides a quick reference for troubleshooting.
● Provides systematic cataloging information about the failures of the product/process and to obtain documented
knowledge of the problems
Application of FMEA in build quality assurance for construction projects
FMEA is applied in construction projects to achieve quality output by considering following steps:
Benefits arising from FMEA applications;
● Improve the quality, reliability and safety of a product/process
● Improve company image and competitiveness
● Increase user satisfaction
● Reduce system development time and cost
● Collect information to reduce future failures, capture engineering knowledge
● Reduce the potential for warranty concerns
● Early identification and elimination of potential failure modes
● Emphasise problem prevention
CASE STUDY-
General information-

Project location - Jingqiao Development Zone of Shanghai, one of the biggest industrial buildings
The total building area - About 42,000 m2, including a two-storey industrial building with a size of 210 m long
and 100 m wide.
The main structural frame of the building is made of light steel structures.

In construction, the FMEA was used to analyze the integration of risk management at the start of each construction
stage. In this study, the stage of main frame construction was selected as an illustrative example.
● The contractor had assigned a team of experts in the management of the FMEA process.
● The team consisted of ten experts, including a client representative, a project manager, four OHS engineers,
three quality engineers, and a design engineer. They are the personnel who regularly supervise the construction
activities on site.
● The selected personnel provided suitable knowledge contributing to the site (case study).
● The potential failure modes listed in the FMEA report include the failures at different stages of construction. The
FMEA team worked together to gather the required information for completing the FMEA report (Gandhi &
Agrawal, 1992; Tay & Lim, 2006).
On the basis of RPN calculated from occurrence, severity, and detection of potential risks, a specific risk is
graded, and its acceptability is determined. The acceptability of risks is classified into four scenarios, including
acceptable, moderate, undesirable, and unacceptable.
CONCLUSION

● To improve OHS, environmental and quality performance, construction firms have started implementing
various management systems, including FMEA, OHSAS 18001, ISO 14001 and ISO 9001.

● Using FMEA it has been identified and evaluated that twenty potential risk factors from OHS, environment
and quality for an industrial building construction project. The acceptability of risks is graded into four
scenarios, including acceptable, moderate, undesirable, and unacceptable.

● It is more important to pursue for continuous improvement for OHS, environment and quality improvement in
implementing an integrated risk management. Compared to two or three separate risk management systems,
the combined risk management with a Plan-Do-Check-Act cycle can save time and effort, as it avoids
analyzing the same risk factor several times with a different scope of assessment.

● In FMEA we identify the various failure modes for each activity with the severity of Impact associated with
each mode. The failures during construction in one activity might Impact the quality of successor activity
because the fixed budget is allocated to the project in the contract and the contractor tries to stick to the budget
by compromising the quality of the other activities.
● Hence FMEA helps in achieving the quality of project by reducing the risk of failures in each activity and
hence the activity sticks to the original budget and time. So as per project management triangle when Time and
Cost are constant then the quality parameter is also constant.
 Constructability Review-

Constructability review is a process used during project design to infuse construction knowledge into the design
process. Constructability review is a project management technique to review construction processes from start to
finish during the pre-construction phase. It is to identify obstacles before a project is actually built to reduce or
prevent errors, delays, and cost overruns. It is an independent and structured review of construction bid documents by
construction professionals to make certain that the work requirements are clear, the documents are coordinated, and
that they assist the contractor in bidding, construction and project administration to result in reduced impacts to the
project.

Why is Constructability review needed?

1. To prevent conflicts among documents – that is, conflicts between drawings and specifications, between
drawings or between spec sections. When conflicts are minimized, the result is fewer RFIs, fewer field orders, a
smaller number of change orders and, hopefully, no disputes, claims or legal action

2. It saves the owner time and money by uncovering problems or potential problems that may be encountered
during construction such as errors, omissions, ambiguities and conflicts.

3. A proper Constructability Review could potentially bring more bidders to the table and may result in more
competitive and responsive bids.

4. The contractor could potentially save money by providing more confident bids, thus saving on estimating time.

5. If there is a quality control issue, all parties are encouraged to address it in the review.
Reviewer’s Qualifications
Experienced Construction Managers, inspectors and field engineers. Basically, that includes experienced
individuals who have worked closely with contractors and construction documents during any and all phases –
bid, award, construction, closeout and the warranty periods.

Best time to conduct Constructability Review

The review is best done at both the 90 and 100 percent design stages. At those stages, the work scope has been
finalized and all drawing details and notes have been incorporated and specifications have been assembled. At
the 100 percent stage, the designer considers the design complete except for some loose ends. Those loose ends
should theoretically be minor and pointed out to the reviewers so time isn’t wasted on them.
Documents to be reviewed
● plans and technical specifications
● contractor-supplied field office, scheduling requirements and the partnering process
● Table of Contents must be carefully reviewed to determine what technical specs or appendices are
missing
● bid item schedule
● Draft addendums (changes made after the bid cycle has started) and proposed drawing revisions for
changes needed after bid

Constructability Review helps in improving the quality of project by-

● Providing better understanding of construction documents

● Avoiding delay caused due to construction documents
● Reduces the amount change orders
● Provides the ability to plan ahead and pre-assemble components off site
● Providing the ability to plan for difficult scope of work, logistically or technologically
● Improves communication / relations among the project team members
APPLICATION of Constructability-

CASE 1(PROJECT DEVELOPMENT FOR ‘JABOTABEK’ RAILWAY FACILITIES)-

In Indonesia, the Department of Transportation is responsible for the development of transportation infrastructure such as
ports and railway as well as their related facilities. As part of the railway infrastructure development in the Jakarta-Bogor-
Tangerang-Bekasi (Jabotabek) area, the Department of Transportation has set up a project management group responsible
for managing that project from conceptual planning to completion.

CASE 2(SEPINGGAN AIRPORT PROJECT DEVELOPMENT)-

The Sub-directorate for Airport Engineering under the Directorate General of Air Transportation is responsible for
coordinating airport facility development, including the development of Sepinggan International Airport in Balikpapan,
East Kalimantan.

CASE 3 (16KM FUEL PIPELINE - KALTIM PRIMA COAL)-

PT. Kaltim Prima Coal (KPC) is a multinational mining company operating in Sangatta, East
Kalimantan. Typical projects that KPC builds are heavy engineering/infrastructure projects
for mining operations. As the mine is already in operation, most of the current construction
works are relatively small both in size and value
Constructability Efforts-
Constructability Parameters-
Business Process Reengineering-
“Reengineering is the fundamental rethinking and radical redesign
of business processes to achieve dramatic improvements in
critical, contemporary measures of performance such as cost,
quality, service and speed”.

BPR focuses on processes and not on tasks, jobs or people

What to Reengineer-
“A business process is a series of steps designed to produce a
product or a service. It includes all the activities that deliver
particular results for a given Customer”
Business Process-Reengineering principles-
● Organize around outcomes, not tasks.
● Have those who use the output of the process perform the process.
● Subsume information-processing work into the real work that produces the
information.
● Treat geographically dispersed resources as though they were centralized.
● Link parallel activities instead of integrating their results.
● Put decision points where the work is performed and build controls into the
process.
● Capture information once and at the source.
PROCESS REENGINEERING
It uses the business process engineering theory to establish a construction management process
reengineering CMPR approach to increase construction management performance. Inefficient operations
within a construction company's working process can be found using CMPR, and a new logical operation
process can be introduced to boost management performance. A construction company's
competitiveness is also enhanced in this way.
Application of process reengineering for construction projects
The idea of BPR in the construction industry for management process reengineering by developing a
CMPR execution model. This Model includes four major Steps-

Step1: process Representation

In process reengineering, one of the most difficult and important tasks is to identify and establish a
company’s process. The current system adopts the method of departmental function that divides up
originally related [Link] major steps are included in this model.
1. Clarification of Process- Includes development of Data Entity, Operation Function Matrix,
Rearrangement of Matrix and Definition of Name of Process.
2. Process Selection for Reengineering- The purpose of this step is to identify the prioritized order of
process reformations from the processes that have already been established
Step 2: Process Transformation
The transformation process is mainly the application of the conducted operational analysis. This section
presents a sample operational analysis describing the procurement/subcontracting process of company. The
purpose is to define the operational category and hierarchical structure of the process.

Step 3: Process evaluation

The primary objective of process reengineering is to satisfy customer [Link], to satisfy customer needs,
the functional target of the process should be customer oriented. Using QFD customer concerns are
transformed into targets of the process by the company. The main steps of the evaluation process are-
1. Definition of Operational Strategy and Policy of Company
2. Identification of Internal and External Customers of Process
3. Surveying of Customers’ Requirements of Process
4. Determination of Process Targets
5. Analysis of Process Target Achievement
6. Evaluation of Process Cost
Step 4: Process redesign
Process redesign includes two processes-
1. Identifying Defects of Process- The analysis results derived from the process evaluation model are
used to identify the major defects of the process.
2. Design of New Process- The principles of process redesign are identified and established based on the
problems discovered in the process evaluation model. Four rules of process redesign are-
I. Conduct of process reengineering for processes that are undervalued.
II. Design of new activities for operation targets that have a lower score
III. Consideration of teamwork to consolidate activities for those activities with a lower Ck value
IV. For those processes with a lower value-added evaluation, primary consideration should be given to the
deletion of nonvalue-added activities with high cost, or reconsideration of new composition activities.
Application of Process reengineering using BIM-
In construction the process of construction is re engineered with use of BIM. The normal construction
process tend to accumulate errors during construction due to conflicts between various consultants and
stakeholders. To resolve this issue the process is re engineered with use of BIM as a platform where
different consultants can work simultaneously and identify conflict points in planning stage itself and hence
making the process more efficient.
Information flow process model in conventional design Development Phase
Information flow process in Reengineered model Using BIM in design Development Phase
CONCLUSION
In construction the Reengineering process is basically adopted for the Construction Management.

S. Before Process Reengineering After Process Reengineering ( With BIM)

No. (Conventional)

1 Long Communication chain between Communication chain is reduced due to

consultants, client and contractor Information sharing common data base.

2 No common platform for information sharing Common platform for information sharing

3 Frequent conflicts are there due to lack of Multiple parties can work simultaneously on a
coordination among different consultants single information sharing platform, thus conflict
can be identified and resolved at initial stage itself.
QUALITY MANAGEMENT
SYSTEM
GROUP 1
APOORV AGRAWAL (SPA/NS/BEM/763)

ARPIT SINGH (SPA/NS/BEM/764)

QUES

RCC & STRUCTURAL STEEL BECAME THE CHOICE 20TH CENTURY BUILDING CONSTRUCTION
THAT CONTINUES TILL DATE. DISCUSS LATEST BIS STANDARDS AND TESTING PROCEDURES
FOR CONCRETE, REINFORCING STEEL AND STRUCTURAL STEEL FOR CONSTRUCTION
PROJECTS
HISTORY OF RCC & STRUCTURAL STEEL

▪ The development of construction methods in iron and steel was the most important
innovation in architecture since ancient times. These methods provide far stronger
and taller structures with less expenditure of material than stone, brick, or wood
and can produce greater unsupported spans over openings and interior or exterior
spaces. The evolution of steel frame construction in the 20th century entirely
changed the concept of the wall and the support.
▪ Cast iron, the first metal that could be substituted for traditional structural
materials, was used in bridge building as early as 1779. Its ability to bear loads and
to be produced in an endless variety of forms, in addition to its resistance to fire
and corrosion, quickly encouraged architectural adaptations, first as columns and
arches and afterward in skeletal structures.
▪ Replaced in the late 19th century by steel, which is more uniformly strong, elastic,
and workable, and its high resistance in all stresses can be closely calculated.
HISTORY OF RCC & STRUCTURAL STEEL

► Because it can be poured into forms while liquid to produce a great variety of
structural elements, it provides an economical substitute for traditional
materials, and it has the advantages of continuity (absence of joints) and of
fusing with other materials.
► Concrete was employed in ancient Egypt and was highly developed by the
ancient Romans, whose concrete made with volcanic-ash cement (pozzolana)
permitted a great expansion of architectural methods, particularly the
development of domes and vaults to cover large areas, of foundations, and of
structures such as bridges and sewerage systems.
► Concrete had only a limited importance for architecture until the invention of
reinforced concrete in the 1860s.
Indian Standard Codes on Cement
Concrete.
► Below enlisted are the IS codes that is recommended for Concrete.
 IS 383 – 1970: Specification for coarse and fine aggregate.
 IS 516 – 1959: Specification for compressive strength, flexural strength
 IS 456 – 2000: Code of Practices for plain and reinforced concrete etc.
 IS 1199 – 1959: Methods of sampling and analysis of concrete
 IS 10262 – 1982: Recommended Guide Lines for Concrete Mix Design
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
Clause Before Amendment After Amendment Remarks
Sl.
N
o.
1. 5.3 Aggregates shall comply with the requirements Aggregates shall comply with the requirements of IS Second sentence deleted.
Aggregates of IS 383. As far as possible preference shall be 383.
given to natural
aggregates.

2. 5.3.4 Coarse and fine aggregate shall be batched Coarse and fine aggregate shall be batched separately. Second sentence deleted.
separately. All-in-aggregate may be used only
where specifically permitted by the
engineer-in-charge.

3. 5.4 Water used for mixing and curing shall be Water, natural or treated, used for mixing and curing Substitution of 'Water,
Water clean and free from injurious amounts of oils, shall be clean and free from injurious amounts of oils, natural or treated,' for
acids, alkalis, salts, sugar, organic acids, alkalis, salts, sugar, 'Water’
materials or other substances that may be organic materials or other substances that may be
deleterious to concrete or steel. deleterious to concrete or steel.
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE

4. 5.4.3 Mixing or curing of concrete with sea water is not Sea water shall not be used for mixing or curing of First sentence substituted with
recommended because of presence of harmful salts concrete because of presence of harmful salts. Under 'Sea water shall not be used for
Sea Water
in sea water. Under unavoidable circumstances sea unavoidable circumstances sea water may be used for mixing or curing of concrete
water may be used for mixing or curing in plain mixing or curing in plain concrete with no embedded because of
concrete with no embedded steel after having given steel after having given due consideration to possible presence of harmful salts.’
due consideration to possible disadvantages and disadvantages and precautions including use of
precautions including appropriate cement system.
use of appropriate cement system.

5. 5.5.7 – New - The amount of admixture added to a mix shall be New clause added.
clause added recorded in the production record. Redosing of
admixtures is not normally permitted. In special
circumstances, if necessary, additional dose of admixture
may be added at a project site and mixed adequately in
mixer itself to regain the workability of concrete with the
mutual agreement between the producer/supplier and
the purchaser/user of concrete. However the
producer/supplier shall assure the ultimate quality of
concrete supplied by
him and maintain record of quantity and time of
addition.
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
6. Table 2 – In In this amendment, Classification of
Grades of Concrete has been changed. M60Gr.
Concrete has been shifted to Standard concrete
and from Grades M85 to M100 are
added to High strength concretes. In
note to M55 is replaced with M60.

7. 8.1 A durable concrete is one that performs satisfactorily in the A durable concrete is one that performs satisfactorily in the The word 'life' inserted after
working environment during its anticipated exposure working environment during its anticipated exposure conditions 'service'.
General
conditions during service. The materials and mix during service life. The materials and mix proportions specified
proportions specified and used should be such as to and used should be such as to maintain its integrity and, if
maintain its integrity and, if applicable, to applicable, to protect embedded metal from
protect embedded metal from corrosion. corrosion.

8. NOTES to Cement content prescribed in this table is irrespective Cement content prescribed in this table is irrespective of Existing note substituted.
of the grades of cement and it is inclusive of additions grades and types of cement and is inclusive of mineral
Table 5
mentioned in 5.2. The additions such as fly ash or admixtures mentioned in 5.2. The mineral admixtures such
Minimum
ground granulated as fly ash or ground
Cement
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
Content, blast furnace slag may be taken into account in the granulated blast furnace slag shall be taken into account in the
Maximum concrete composition with respect to the cement content concrete composition with respect to the cement content and
Water- Cement and water-cement ratio if the suitability is established and water-cement ratio not exceeding the limit of fly ash and slag
as long as the maximum amounts taken into account do specified in IS 1489(Part I) and IS 455 respectively, beyond
Ratio and
not exceed the limit of pozzolona and slag specified in IS which these additions though permitted, shall not be
Minimum
1489 (Part I) and IS 455 respectively. considered for these purposes.
Grade of
Concrete for
Different
Exposures with
Normal Weight
Aggregates of
20 mm
Nominal
Maximum Size
9. NOTES to Only 2 note items mentioned. 3. The minimum cement content, maximum free water-cement New note added.
ratio and minimum grade of concrete are individually related to
Table 5 – exposure.
Note 3
added
10. [Link] b) Use of low alkali ordinary Portland cement having b) Use of low alkali ordinary Portland cement having total alkali Substitution of ‘fly ash conforming to
total alkali content not more than 0.6 percent (as Na 2O content not more than 0.6 percent (as Na2O equivalent). IS 3812 (Part 1) or ground granulated'
Alkali- equivalent). Further advantage can be obtained by use of flyash conforming for 'fly ash (Grade 1) conforming to IS
aggregate Further advantage can be obtained by use of fly ash to IS 3812 (Part I) or ground granulated blast furnace slag 3812 or granulated' and '25 percent'
reaction (Grade 1) conforming to IS 3812 or granulated blast conforming to IS 12089 as part replacement of ordinary Portland for '20 percent’.
furnace slag conforming to IS 12089 as part replacement cement (having total alkali content as Na2O equivalent not more
of ordinary Portland cement (having total alkali content as than 0.6 percent), provided fly ash content is at least
Na2O equivalent not more than 0.6 percent), 25percent or slag content is at least 50 percent.
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
provided fly ash content is at least 20 percent or slag content
is at least 50 percent.

11. [Link] At sites where alkali concentrations are high or may become very At sites where alkali concentrations are high or may become very high, the Substitution of 'Additional protection may
high, the ground water should be lowered by drainage so that it will ground water should be lowered by drainage so that it will not come into be obtained by the use of suitable
Drainage not come into direct contact with the concrete. Additional direct contact with the concrete. impermeable barrier’ for the existing
protection may be obtained by the use of chemically resistant stone Additional protection may be obtained by the use of suitable impermeable para.
facing or a layer of plaster of Paris covered with suitable fabric, barriers.
such as jute thoroughly impregnated
with bituminous material.

12. 9.2 As the guarantor of quality of concrete used in the construction, the As the guarantor of quality of concrete used in the construction, the Highlighted text added.
constructor shall carry out the mix design and the mix so designed constructor shall carry out the mix design and the mix so designed (not the
Design Mix (not the method of design) shall be approved by the employer method of design) shall be approved by the employer within the limitations
Concrete 9.2.1 within the limitations of parameters and other stipulations laid of parameters and other stipulations laid down by this standard. If so
down by this standard. desired, the employer shall be provided with supporting data including
graphs showing strength versus water cement ratio for range of
proportions, complete trial mix proportioning details to substantiate the
choice of cement content, fine and coarse aggregate content, water,
mineral admixtures, chemical
admixtures etc.,

13. 9.2.2 The mix shall be designed to produce the grade of concrete The mix shall be designed to produce the grade of concrete having the Highlighted text added.
having the required workability and a characteristic strength not required workability and a characteristic strength not less than
less than appropriate values given in Table 2. The target mean appropriate values given in Table 2. Proportion/grading of aggregates
strength of concrete mix should be equal shall be made by trial in such a way as to
to the characteristic strength plus 1.65 times the standard make densest possible concrete. The target mean strength of

deviation. concrete mix should be equal to the

AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
characteristic strength plus 1.65 times the standard deviation.

14. Table 8 Substitution of table. In this amendment,

Assumed M55 and M60 has been added in the
Standard amended version to the Grade of Concrete.
Deviation Also note 2 is added.

15. 10.2 To avoid confusion and error in batching, consideration should be To avoid confusion and error in batching, consideration should be given Paragraph substituted.
given to using the smallest practical number of different concrete to using the smallest practical number of different concrete mixes on
Batching mixes on any site or in any one plant. In batching concrete, the any site or in any one plant. In batching concrete, the quantity of both
quantity of both cement and aggregate shall be determined by cement and aggregate shall be determined by mass; admixture, if solid,
mass; admixture, if solid, by mass; liquid admixture may however by mass; liquid admixture may however be measured in volume or
be measured in volume or mass; water shall be weighed or mass; water shall be weighed or measured by volume in a calibrated
measured by volume tank (see also IS
in a calibrated tank (see also IS 4925). Ready- 4925).
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
mixed concrete supplied by ready-mixed concrete plant shall be For large and medium project sites, the concrete shall be sourced from
preferred. For large and medium project sites the concrete shall Ready mixed concrete plants or from captive on site or off site
be sourced from ready mixed concrete plants or from on site or automatic batching and mixing plants. The concrete produced and
off site batching and mixing plants (see IS 4926). supplied by ready-mixed concrete plants shall be in accordance with IS
4926. In case of concrete from captive on site or off site automatic
batching and mixing plants, similar quality control shall be
followed.

16. 10.2.1 Except where it can be shown to the satisfaction of the The grading of aggregate shall be controlled by obtaining the coarse Paragraph substituted.
engineer-in-charge that supply of properly graded aggregate of aggregate in different sizes and blending them in right proportions, the
uniform quality can be maintained over a period of work, the different sizes being stocked in separate stock piles. The material should be
grading of aggregate should be controlled by obtaining the coarse stock-piled for several hours preferably a day before use. The grading of
aggregate in different sizes and blending them in the right coarse and fine aggregate should be checked as frequently as possible, the
proportions when required, the different sizes being stocked in frequency for a given job being determined by the engineer-in charge to
separate stock-piles. The material should be stock-piled for several ensure that the specified grading is maintained.
hours preferably a day before use. The grading of coarse and fine
aggregate should be checked as frequently as possible, the
frequency for a given job being determined by the engineer-in
charge to ensure that the specified grading is maintained.

17. 10.2.2 The accuracy of the measuring equipment shall be within + 2 The accuracy of measuring equipment shall be within ±2 percent of Existing clause substituted.
percent of the quantity of cement being measured and within + 3 the quantity of cement and mineral admixtures being measured
percent of the quantity of aggregate, admixtures and water being and within
measured. ±3percent of the quantity of aggregate, chemical admixtures and water
being measured. In a batching plant, the concrete production equipment
shall be
calibrated initially at the time of installation or
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
reconditioning of the equipment and subsequently at the
following intervals:
a) Mechanical/knife edge systems : At least once every
two months
b) Electrical / load cell systems : At least once every three
months
18. 10.2.3 Proportion/Type and grading of aggregates shall be made All ingredients of concrete shall be used by mass except water Existing clause substituted.
by trial in such a way so as to obtain densest possible and chemical admixtures which may be by volume.
concrete. All ingredients of the concrete should be used by
mass only.

19. 10.2.5 It is important to maintain the water-cement ratio It is important to maintain the water-cement ratio constant at Highlighted text added.
constant at its correct value. To this end, determination its correct value. To this end, determination of moisture
of moisture contents in both fine and coarse aggregates contents in both fine and coarse aggregates shall be made as
shall be made as frequently as possible, the frequency for frequently as possible, the frequency for a given job being
a given job being determined by the engineer-in- charge determined by the engineer-in-charge according to weather
according to weather conditions. The amount-of the conditions. The amount-of the added water shall be adjusted to
added water shall be adjusted to compensate for any compensate for any observed variations in the moisture
observed variations in the moisture contents. For the contents. For the determination of moisture content in the
determination of moisture content in the aggregates, IS aggregates, IS 2386 (Part 3) may be referred to.
2386 (Part 3) may be referred to. To allow for the Where batching plants are used, it is recommended to
variation in mass of aggregate due to variation in their determine moisture content by moisture probes fitted to the
moisture content, suitable adjustments in the masses of batching plants. To allow for the variation in mass of aggregate
aggregates shall also be made. In the absence of -exact due to variation in their moisture content, suitable
data, only in the case of nominal mixes, the amount of adjustments in the masses of aggregates shall also be made. In
surface water may be estimated from the values given in the absence of -exact data, only in the case of nominal mixes,
Table 10. the amount of surface water may be
estimated from the values given in Table 10.
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
20. 10.3 Concrete shall be mixed in a mechanical mixer. The mixer Concrete shall be mixed in mechanical mixer (see also IS 1791 Existing clause substituted.
should comply with IS 1791 and IS 12119. The mixers shall and IS 12119). It shall be ensured that stationary or central
Mixing
be fitted with water measuring (metering) devices. The mixers and truck mixers shall comply with the performance
mixing shall be continued until there is a uniform criteria of mixing efficiency as per IS 4634. Mixing efficiency
distribution of the materials and the mass is uniform in test shall be performed at least once in a year. The mixers shall
colour and consistency. If there is segregation after be fitted with water measuring (metering) devices. The mixing
unloading from the mixer, the concrete should be shall be continued until there is a uniform distribution of the
remixed. materials and the mass is uniform in colour and consistency. If
there is segregation after unloading from the mixer, the
concrete should be remixed.

21. 10.3.1 For guidance, the mixing time shall be at least 2 min. For As a guidance, the mixing time shall be at least 2min for Existing clause substituted.
other types of more efficient mixers, manufacturers’ conventional free fall (drum) batch type concrete mixers. For
recommendations shall be followed; for hydrophobic cement other types of more efficient mixers, manufacturers’
it may be decided by the engineer-in-charge. recommendations shall be followed.

22. 10.3.3 Dosages of retarders, plasticisers and superplasticisers Dosages of retarders, plasticisers and superplasticisers shall Existing clause substituted.
shall be restricted to 0.5, 1.0 and 2.0 percent be restricted to 0.5, 1.0 and
respectively by weight of 2.0 percent respectively by mass of cementitious materials;
cementations’ materials and unless a higher value is however, the dosages of polycarboxylate based admixtures
agreed upon between the manufacturer and the shall not exceed 1.0percent. A higher value of above
constructor based on performance test. admixtures may be used, if agreed upon between the
manufacturer and the constructor based on performance test
relating to workability, setting time and early age strength.
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
23. 11.1 In this amendment, The tolerances on
shapes, lines and dimensions are
General revised.

24. 13.4 Joints are a common source of weakness and, therefore, Joints are a common source of weakness and, therefore, it is Para 1, fourth sentence
it is desirable to avoid them. If this is not possible, their desirable to avoid them. If this is not possible, their number deleted.
Constructio n number shall be minimized. Concreting shall be carried shall be minimized.
Joints and out continuously up to construction joints, the position Concreting shall be carried out continuously up to construction
Cold Joints and arrangement of which shall be indicated by the joints, the position and arrangement of which shall be indicated
designer. Construction joints should comply with IS by the designer.
11817.
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
25. Table 11 In this amendment, The characteristic
compressive strength
compliance requirements are
revised. In the revision it is same for M15
and above grades. Note 2 is added.

26. 24.4.1 In some cases the support moments calculated from Table 26 for In some cases the support moments calculated from Table 26 for adjacent Existing clause substituted.
adjacent panels may differ significantly. The following procedure panels may differ significantly. The following procedure may be adopted to
Restrained Slab may be adopted to adjust them. adjust them.
a) Calculate the sum of moments at midspan and supports a) Calculate the sum of the midspan moments and the average of the
with Unequal
(neglecting signs). support moments (neglecting signs) for each panel.
Conditions at

Adjacent Panels
27. 26.2.1 Only 2 Note items mentioned. 3) For plain cement concrete of M15grade with nominal reinforcement, New note added.
the design bond stress may be taken as 1.0 N/mm2.
Developme nt
Length of Bars -
NOTES –
Note 3

added
28. [Link] For deformed bars conforming to IS 1786 these values shall be For deformed bars conforming to IS 1786 these values shall be Highlighted text added.
increased by 60 percent. For bars in compression, the values of increased by 60 percent. For bars in compression, the values of bond
Design bond stress bond stress for bars in tension shall be increased-by 25 percent. stress for bars in tension shall be increased-by 25 percent. For fusion
in limit state bonded epoxy coated deformed bars, design bond stress values shall be
method for plain taken as 80 percent of the values given in the above table.
bars intension
shall be as below:
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
29. 35.3.2 The surface width of the cracks should not, in The surface width of the cracks should not, in general, Last para, third sentence
Cracking – general, exceed 0.3 mm in members where cracking exceed 0.3 mm in members where cracking is not substituted.
3rd para is not harmful and does not have any serious harmful and does not have any serious adverse effects
adverse effects upon the preservation of reinforcing upon the preservation of reinforcing steel nor upon the
steel nor upon the durability of the structures. In durability of the structures. In members where cracking
members where cracking in the tensile zone is in the tensile zone is harmful either because they are
harmful either because they are exposed to the exposed to the effects of the weather or continuously
effects of the weather or continuously exposed to exposed to moisture or in contact soil or ground water,
moisture or in contact soil or ground water, an an upper limit of 0.2 mm is suggested for the maximum
upper limit of 0.2 mm is suggested for the maximum width of cracks. For particularly aggressive
width of cracks. For particularly aggressive environment, such as ‘very severe’ and ‘extreme’
environment, such as the ‘severe’ category in Table categories given in Table 3, the assessed surface width
3, the assessed surface width of cracks should not in
general, of cracks should not in general, exceed 0.1 mm.
exceed 0.1 mm.
30. 40.5.2 If shear reinforcement is required, the total area If shear reinforcement is required, the total area of this is Substitution of ΣASV for As in the
Shear of this is given by: given by: formula.
Reinforcem As = avb(Ԏv-2dԎc/aV)/0.87fy ≥0.4 avb/0.87fy ΣASV = avb(Ԏv-2dԎc/aV)/0.87fy ≥0.4 avb/0.87fy
ent for
Sections
Close to
supports
31. B-2.1.1 For M50, Tensile stress – 5.2 For For M50 and above, Tensile stress – 5.2 Substitution done.
Direct M55, Tensile stress – 5.6
Tension
AMENDMENT NO. 4 – MAY 2013 TO IS 456: 2000
PLAIN AND REINFORCE CONCRETE - CODE OF
PRACTICE
32. Table 21 Substitution of the entries
against M 55 and new row for M
60 inserted.

33. ANNEX E E-l : In the absence of more exact analysis, the E-l : In the absence of more exact analysis, the effective Substitution of 'Fig. 27' for 'Fig. 26'
(Clause 25.2) effective length of columns in framed structures may length of columns in framed structures may be obtained
EFFECTIVE be obtained from the ratio of effective length to from the ratio of effective length to unsupported length
LENGTH OF unsupported length lef/l given in Fig. 26 when lef/l given in Fig. 26 when relative displacement of the
COLUMNS relative displacement of the ends of the column is ends of the column is prevented and in Fig. 27 when
prevented and in Fig. 26 when relative lateral relative lateral displacement of the -ends is not prevented.
displacement of the - ends is not prevented. In the In the latter case, it is recommended that the effective
latter case, it is recommended that the effective length ratio Ief /l may not be taken to be less than 1.2.
length ratio Ief /l may not be taken to be less than
1.2.
Indian Standard Codes on Reinforcement
Details

Below enlisted are the IS codes that is recommended for reinforcement detailing and guidance.

► IS 432- 1982: Mild steel & medium tensile steel bars and hard drawn steel wires for concrete reinforcement:
Part-II -Hard drawn steel wire.
► IS 1786-2008: Specification for High strength deformed steel bars and wires for concrete
reinforcement.
► IS 2502-1963: Code of practice for bending & fixing of bars for concrete reinforcement.
► IS 2751 -1998: Recommended practice for welding of mild steel plain & deformed bars for reinforced construction.
► IS 5525 -1969: Recommendation for detailing of reinforcement in reinforced concrete works.
► IS 9077 -1979: Code of practice for corrosion protection of steel reinforcement in RB & RCC construction.
► SP 34 -1987: Handbook on concrete reinforcement detailing.
Indian Standard Code for Structural
Steel Design for All Types of Structures
These are the codes which can be referred during design of steel structures.
Following are the codes generally used, for any specialized design, any other
code may also be referred which are not listed here.
Tests for concrete

► IS 516:1959 Method of test for strength of concrete

► IS 1199:1959 Methods of sampling and analysis of concrete
► IS 2386(Part 1):1963 Methods of test for aggregates for concrete: Part 1 Particle size and shape
► IS 2386(Part 2):1963 Methods of test for aggreegates for concrete: Part 2 Estimation of deleterious
materials and organic impurities
► IS 2386(Part 3):1963 Methods of test for aggregates for concrete: Part 3 Specific gravity, density,
voids, absorption and bulking
► IS 2386(Part 4):1963 Methods of test for aggregates for concrete: Part 4 Mechanical properties
► IS 2386(Part 5):1963 Methods of test for aggregates for concrete : Part 5 Soundness
► IS 2386(Part 6):1963 Methods of test for aggregates for concrete : Part 6 Measuring mortar making
properties of fine aggregates
► IS 2386(Part 7):1963 Methods of test for aggregates for concrete : Part 7 Alkali aggregate reactivity
► IS 2386(Part 8):1963 Methods of test for aggregates for concrete: Part 8 Petrographic examination
► IS 2430:1986 Methods for sampling of aggregates for concrete
Tests for concrete

► IS 2770(Part 1):1967 Methods of testing bond in reinforced concrete: Part 1

Pull-out test
► IS 4634:1991 Methods for testing performance of batch-type concrete mixers
► IS 5816:1999 Method of test for splitting tensile strength of concrete
► IS 7246:1974 Recommendations for use of table vibrators for consolidating
concrete
► IS 7320:1974 Specification for concrete slump test apparatus
► IS 7325:1974 Specification for apparatus for determining constituents of fresh
concrete
 QMS in Construction Projects
• Why health and safety and environment become most important factors for a PM on the site?
• Explain the hazards you will cater for during construction.
• Identify hazardous activities on an active site of a high-rise structure of more than 20 floors.
• Explain BIS codes you follow for Occupational Health Safety Assessment Series (OHSAS) &
Environmental Management System (EMS).

Group 4
Ruchita Dasgupta | Ashray Gangully | Rika Meshram
BEM 781 | BEM 769 | BEM 772

School of Planning and Architecture

New Delhi
 Contents

1. Health, Safety and Environment in

Construction Projects
2. BIS Codes for OHSAS and EMS
3. Case Example- Vatika Tranquil
Heights, Gurugram
Importance of Health, Safety and Environment in PM

■ medical care, rehabilitation, compensation insurance, pensions

payable in the case of fatalities and ancillary rework result in increase
01 PROJECT COST
in project cost.
■ business cost on timeline can be saved.

■ healthy and safe workplace complements productivity, quality and

environment of work in construction activities.
02 PRODUCTIVITY
■ Implementing health and safety measures can enhance working
efficiency of work force on construction site.

PROJECT ■ hazard on site can lead to a huge loss in working hours and also
03 SCHEDULE mean that workers are unhappy within their job roles.
Importance of Health, Safety and Environment in PM

■ Incorrect health and safety procedures implemented by PM means

LEGAL the team is not following clauses stated in contract or as/ labour law.
04 IMPLICATION ■ No casualties, non-violation of codes and strict measures establishes
the credibility of PM

PROJECT ■ Successful project goals for a PM include environmental

05 GOALS sustainability.

■ a safe working environment ensured through limiting the number of

EFFICIENT subcontractors can establish effective communication and
06 COMMUNICATION information transfer.
■ Better interface sets better roll-up safety reporting.
Hazards to cater during Construction

FACTORS CAUSES

Working at height ○ Lack of guardrails and unguarded openings,

○ Inadequate edge protection,
○ Unsecured ladders or scaffolding,
○ Loose tools and/or improperly stored materials on roofs/elevated walkways

Moving objects ○ Untidy and cluttered work areas that hinder safe manoeuvring
○ Lack of warning lights/beepers on moving vehicles and intersections
○ Poorly lit work areas
○ Working close to moving objects
○ Collision with mobile elements

Slips, trips and falls ○ Improper work area management

Noise ○ Improper hearing protective gear, hearing protectors, unable to hear a warning
call or not fitting properly with other PPE
Hazards to cater during Construction

FACTORS CAUSES

Hand arm vibration ○ Prolonged uses handheld power tools

syndrome

Material handling ○ Manual materials handling during lifting, holding, carrying, lowering, etc.

Unintended collapses ○ Falling into an excavation.

○ Collapse of excavation edge due extra loads are applied.
○ Undermining the integrity of nearby structures.

Unsafe construction ○ Asbestos in ceiling tiles, thermal paper and wall plaster, etc
and handling ○ Dust caused by stone masonry, rubble and general site clean-up
materials ○ Toxic fibres caused while laying carpet, inhaling paints, varnishes, etc.
○ Dusts caused during woodwork.

Electricity ○ Electrocution accidents

Exhaustion ○ Lack of social amenities such as drinking water, sanitation, etc.

Hazardous activities in high rise structure

■ Falling waste from above ■ Unsafe material handling

■ Individual falling and trips, ■ Failure to follow safety procedures
■ Electrical shock ■ Poor housekeeping
■ Crane and hoist operation ■ Improper guarding of equipment,
accidents platform
■ Failure to use personal protective ■ Improper illumination, ventilation
equipment ■ Unsafe design and construction
BIS Codes for OHSAS and
EMS

● Occupational Health Safety

Assessment Series (OHSAS) - ISO
45001: 2018 and ISO 14489:2018
● Environmental Management System
(EMS) - ISO 14001:2015
Environmental Management System
BIS code for Occupational Health Safety Assessment Series (OSHAS)
ISO 45001: 2018 Occupational health and safety management systems – Requirements with guidance for
use

What: World’s first International Standard for occupational health and safety (OH&S). It provides a
framework to increase safety, reduce workplace risks and enhance health and well-being at work,
enabling an organization to proactively improve its OH&S performance.

Aim: The aim is:

● to prevent work related injury and ill health to workers
● to provide safe and healthy workplaces
● for the organization to eliminate hazards and
● to minimize OH&S risks by taking effective preventive and protective measures.

Outcomes: The intended outcomes of an OH&S management system include:

● continual improvement of OH&S performance;
● fulfilment of legal requirements and other requirements;
● achievement of OH&S objectives.
BIS code for Occupational Health Safety Assessment Series (OSHAS)
ISO 45001: 2018 Occupational health and safety management systems – Requirements with guidance for
use

Core Clauses
1. Scope
These clauses provide a background to the standard with information
2. Normative references in terms of definition.
3. Terms of Definition
This clause sets out the requirements for the organization to define
4. Context of organization the ‘Scope’ of the system, and the subsequent planning of the
5. Leadership and worker system.

participation
6. Planning These clauses identify OSHA processes to be
7. Support established,implemented and maintained including understanding
of the policy framework, identification of hazards, management
8. Operation control of risks and worker participation.
9. Performance evaluation
[Link]
BIS code for Occupational Health Safety Assessment Series (OSHAS)
ISO 45001: 2018 Occupational health and safety management systems – Requirements with guidance for
use

The PDCA concept is an iterative process used by organizations to achieve continual improvement.

PLAN
ACT
Determine and assess OH&S risks, OH&S
take actions to continually improve the opportunities , establish OH&S objectives and
OH&S performance to achieve the processes necessary to deliver results in
intended outcomes. accordance with the organization’s OH&S policy

PDCA
CYCLE

CHECK DO
monitor and measure activities and processes Implement the processes as planned
with regard to the OH&S policy and OH&S
objectives, and report the results
BIS code for Occupational Health Safety Assessment Series (OSHAS)
ISO 45001: 2018 Occupational health and safety management systems – Requirements with guidance for
use
Different Methodologies of Auditing
ISO 45001: 2018 Occupational health and safety management systems – Requirements with guidance for
use

● RBT requires the Management Team to continually assess the

Risk Based Thinking (RBT)
issues that affect OH&S aspects of an organization
● RBT ensures that appropriate targets, resources and controls
are in place.
1st Part-Internal Audit
● RBT empowers organizations to make dynamic changes to their
objectives and focus, whilst at the same time ensuring that
Audit Planning resources are in place to control changes and unforeseen
circumstances.

Walk through Audits

2nd party- External Audits

3rd Party-Certification Audits

Different Methodologies of Auditing
ISO 45001: 2018 Occupational health and safety management systems – Requirements with guidance for
use

● Internal audits are taken at a moment in time to determine if

Risk Based Thinking (RBT)
policies and practices are effective and achieving the intended
aim.
● Goal is to identify positive evidence of conformity including
1st Part-Internal Audit
compliance obligations.
● Through inspection and observation they may identify
Audit Planning improvement opportunities and non-compliance in breach of
the management standard.

Walk through Audits

2nd party- External Audits

3rd Party-Certification Audits

Different Methodologies of Auditing
ISO 45001: 2018 Occupational health and safety management systems – Requirements with guidance for
use

Risk Based Thinking (RBT)

● Through risk based thinking a series of audits can be scheduled

1st Part-Internal Audit
to focus areas of higher risk and to engage with identified
groups of workers.
● The organization determines the frequency of audits.
Audit Planning
● Along with operational aspects the plan must cover core
processes including compliance obligations, management
Walk through Audits review and documented information.

2nd party- External Audits

3rd Party-Certification Audits

Different Methodologies of Auditing
ISO 45001: 2018 Occupational health and safety management systems – Requirements with guidance for
use

Risk Based Thinking (RBT)

1st Part-Internal Audit

Audit Planning ● A less formal approach

● This may be conducted by senior leadership or at operational
level.
Walk through Audits ● To inspect areas of the organization to pre-determined
questions.
● Opportunity to engage with workers, promote communication
2nd party- External Audits and build a positive safety culture within the organization.

3rd Party-Certification Audits

Different Methodologies of Auditing
ISO 45001: 2018 Occupational health and safety management systems – Requirements with guidance for
use

Risk Based Thinking (RBT)

1st Part-Internal Audit

Audit Planning

Walk through Audits

● Usually conducted by customers or organizations/regulators on
their behalf, to ensure the organization complies with legal
2nd party- External Audits requirements.
● It is a useful way to substantiate an organization OH&S claim, to
gather first-hand information and contact with workers prior to
3rd Party-Certification Audits commitment to a formal business relationship.
Different Methodologies of Auditing
ISO 45001: 2018 Occupational health and safety management systems – Requirements with guidance for
use

Risk Based Thinking (RBT)

1st Part-Internal Audit

Audit Planning
● Conducted by accredited certification bodies in compliance of the
ISO 45001 OH&S standard.
Walk through Audits ● Depending on the number of employees, sites, risk and
complexity of the organization, the certification body will determine
the number of audit days required to cover the full scope of the
2nd party- External Audits standard.
● Prior to certification, the organization may consider a gap analysis
3rd Party- Certification conducted by either consultant or certification body to identify
Audits gaps against the OH&S standard.
BIS code for Occupational Health Safety Assessment Series (OSHAS)
ISO 14489:2018 Code of Practice on Occupational Safety and Health Audit

What: The standard establishes audit objectives, criteria and practices and provides guidelines for
establishing, planning, conducting and documenting of audits on occupational safety and health
systems at workplace.

Aim: The aim is:

● to prevent work related injury and ill health to workers
● to provide safe and healthy workplaces
● for the organization to eliminate hazards and
● to minimize OH&S risks by taking effective preventive and protective measures.

Outcomes: Checklist for formulating a comprehensive Audit Report with 32 key components.
Key Components
ISO 14489:2018 Code of Practice on Occupational Safety and Health Audit

ENVIRONMENTAL OCCUPATION HYGIENE OCCUPATIONAL HEALTH

PROTECTION POLICIES & MONITORING & RECORD CENTRE (OHC )
STANDARDS KEEPING

FIRST AID ERGONOMICS SAFETY TRAINING

PPE EFFLUENT DISCHARGES WASTE MANAGEMENT

CAPITAL PROJECTS & NEW CONTROL OF EMISSIONS TO

PROCESSES CONTRACTORS ATMOSPHERE

INTERNAL SELF INSPECTION SAFETY PROMOTION & EMPLOYEE / SUPERVISOR

PUBLICITY SAFETY CONTROL

ACCIDENT INVESTIGATION & REPORTING SECURITY

BIS code for Environmental Management System (EMS)
ISO 14001:2015 Environmental Management System

Environmental Management System- ISO 14001:2015 sets out the criteria for an Environmental Management System
(EMS). It does not state requirements for environmental performance, but maps out a framework that a company or
organization can follow to set up an effective EMS. It provides a framework that an organization can follow, rather than
establishing environmental performance requirements.

At the highest level, ISO 14001:2015 covers the following topics with regard to environmental management systems:

● Context of the organization

● Leadership
● Planning
● Support
● Operation
● Performance evaluation
● Improvement
Developing an Environmental Management System - Plan

● Step 1: Define Organization's Goals for EMS

The first step in EMS planning is to decide why you are pursuing the development of an EMS. Are you trying
to improve your environmental performance (e.g., compliance with regulations or prevent pollution)?

● Step 2: Secure Top Management Commitment

One of the most critical steps in the planning process is gaining top management's commitment to support
EMS development and implementation. Management must first understand the benefits of an EMS and what
it will take to put an EMS in place.
Developing an Environmental Management System - Plan

● Step 3: Select An EMS Champion

Not all small or medium-sized organizations have the luxury of choosing among multiple candidates, but
your choice of project champion is critical. The champion should have the necessary authority, an
understanding of the organization, and project management skills.

● Step 4: Build An Implementation Team

A team with representatives from key management functions (such as engineering, finance, human
resources, production and/or service) can identify and assess issues, opportunities, and existing processes.
Include contractors, suppliers or other external parties as part of the project team, where appropriate.
Developing an Environmental Management System - Plan

● Step 5: Hold Kick-Off Meeting

Once the team has been selected, hold a kick-off meeting to discuss the organization's objectives in
implementing an EMS, the initial steps that need to be taken and the roles of team members. If possible, get
top management to describe its commitment to the EMS at this meeting.

● Step 6: Conduct Preliminary Review

The next step is for the team to conduct a preliminary review of your current compliance and other
environmental programs/systems, and to compare these against the criteria for your EMS (such as ISO
14001:2015)
Developing an Environmental Management System - Plan

● Step 7: Prepare Budget and Schedule:

Based on the results of the preliminary review, prepare a project plan and budget. The plan should describe
in detail what key actions are needed, who will be responsible, what resources are needed, and when the
work will be completed. Keep the plan flexible, but set some stretch goals. Look for potential "early
successes" that can help to build momentum and reinforce the benefits of the EMS.

 Step 8 Secure Resources, Assistance

The plan and budget should be reviewed and approved by top management. In some cases, there may be
outside funding or other types of assistance that you can use (from a trade association, a state technical
assistance office, etc.)
Developing an Environmental Management System - Plan

● Step 9: Involve Employees

Ownership of the EMS will be greatly enhanced by meaningful employee involvement in the EMS
development process. Employees are a great source of knowledge on environmental, and health and safety
issues related to their work areas as well as on the effectiveness of current processes and procedures.

● Step 10: Monitor and Communicate Progress

As you build the EMS, be sure to regularly monitor your progress against the goals and project plan, and
communicate this progress within the organization. Be sure to communicate the accomplishments that have
been made and describe what happens next.
 Vatika Tranquil Heights,
Gurugram

SITE AREA 11.2 acre

BUILT UP AREA 79445 sqm
NO. OF TOWERS 8
High rise 2 (G + 39)
136m
High rise 1 (G + 32)
115m
Mid rise 3 (G + 13) 52m
Mid rise 2 (G + 9) 37m
CLUBHOUSE 1 block
BASEMENT 2 nos.
 Occupational Health and Safety System: Framework
Inputs

4.1 Understanding Determining internal and external issues within the builder’s organization
the organization and relevant to the purpose and their ability to affect the intended outcomes.
its context
Vatika Group of Housing
4.0 Context or Organization

4.2 Understanding Determining: a) stakeholders relevant to OS&H management -

the needs and Architects,consultants,contractors, (b) the needs and expectations of stakeholders
expectations of and (c) legal needs related to OH&S management
workers,other
interested parties

4.3 Determining the Establishing the scope by addressing the internal and external issues,needs and
scope of OH&S requirements,enlist the work breakdown structure(activities,products,services and
management tools) within the organizations control.
system

4.4 OH&SA Establish,implement, maintain and continually improve the OH&S management
management system
system
 Occupational Health and Safety System: Framework
Inputs Processes Outcomes

4.1 Understanding Adherence to the plan

the organization and and codes of OH&S
its context
Vatika Group of Housing

Eliminating hazards and

4.0 Context or Organization

4.2 Understanding reducing OH&S risks at

the needs and site
expectations of
workers,other Management of change
interested parties process to enhance
OH&S at work,by
minimizing the
4.3 Determining the
introduction of new
scope of OH&S
hazards.
management
system
Organizational
4.4 OH&S management review &
management Continual improvement
system
 Environmental Management System: Process

Environmental Policy

Environmental Aspects Legal Permits

Communication Integrated
Documentation Key elements assessment
Document control program
Record management
Rework criteria Measures for compliance Structure
Training
Monitoring &
Operational control
measurement
Environmental management program Emergency planning
& response

Management review

Inferred from Brookhaven National Laboratory (2000), “Site Environmental Report)

Environmental Management System: Key Elements

HEALTH AND SAFETY SAFETY COMMITTEE ENVIRONMENTAL

POLICY PROTECTION

ON SITE MOVEMENT WORKING AT HEIGHTS PPE

MATERIAL HANDLING & MATERIAL, EQUIPMENT & HYGIENE OF WORKFORCE

STORAGE TECHNOLOGY

ELECTRICITY AND FIRE HAZARD EMERGENCY & DISASTER

ILLUMINATION CONTROL

MANAGEMENT OF WASTE & NOISE ASSESSMENT & OCCUPATIONAL HEALTH &

FLAMMABLE MATERIALS CONTROL SAFETY AUDIT
Health, Safety and Environment: Measures of compliance

PRE Health & Safety 1. Shall be stated in contract and issued to various
CONSTRUCTION Policy management teams in a language understood.
2. Policy to include procedure for investigation and reporting
of accidents / dangerous occurrences.

Safety committee 1. Composition of employee / management in compliance

with state regulation or with IS 45001 certification.
2. Establish schedule & documented review.
3. Establish operating procedure for hazardous activities.

Permits 1. Environmental clearance, fire clearance,etc.

Environmental 1. Establishment of environmental policy to fulfil GRIHA

Protection criterion.

Safety training 1. Training of managers / supervisors for health, safety and

security of workforce.
Health, Safety and Environment: Measures of compliance

SITE On Site movement 1. Site Clearance and laying of site with internal roads.
PREPARATION 2. Installation of signage/light/mirror at intersection.

Material, 1. Establishment of storage at site (temporary shed or open

Equipment and storage) with clear demarcation as per codes.
Technology 2. Size as per maximum demand / procurement method.

Personal Protective 1. Establishment of site office with storage for PPE (safety
Equipment (PPE) helmet, goggles, ear plugs, gloves, mask, face shield, etc.).
2. Size as per maximum demand / procurement method.

Illumination 1. Laying of temporary electrical cables for setting up lights.

Hygiene of 1. Establishment of drinking water and sanitation facilities at

Workforce (Social site office.
amenities) 2. Establishment of labour hutment with basic facilities.
3. Occupational health center with provision of first aid.
Health, Safety and Environment: Measures of compliance

SITE Environmental 1. Compliance with GRIHA - high barricading around the

PREPARATION Protection construction area, wheel washing, water sprinkling on fine
aggregate, proper exhaust for diesel generator, etc.
2. Preservation of top soil.
3. Establishing waste management plan with segregation of
waste for on-site/off-site recycling.
4. Establish ground water recharge pits for drainage of water
during construction at identified locations on site.
5. Establishment of effluent treatment plants.
Health, Safety and Environment: Measures of compliance

EXCAVATION On Site movement 1. Demarcation of movement of mechanical excavators

according to working arm length.
2. Allocation of parking spaces for dumpers.

Material, 1. Placing of excavated earth directly in dumper with minimum

Equipment and scope of manual handling.
Technology

PPE 1. Issue of appropriate PPE to all workforce from site office.

Unintended 1. Excavation edge to be maintained as per slope marked in

collapse drawing with a working platform at every 3m height (as
issued by site / structure engineer).
Health, Safety and Environment: Measures of compliance

SUBSTRUCTURE On Site movement 1. Provision of ramps (as per drawing) with warning
sign/signal at intersection.

Material, 1. Setting up of batching plant with pumps for concreting.

Equipment and 2. Setting up of steel yard with certified cut and bend
Technology machinery for bar bending.
(including erection 3. Ply board shuttering with adjustable steel hoists for
and guarding) minimum deviation during erection and casting.

PPE 1. Issue of appropriate PPE to all workforce from site office.

Working at Heights 1. Provision of guard rails along excavation edge.

2. Provision of guard rails along lift pits and trenches.
Health, Safety and Environment: Measures of compliance

SUPER Material, 1. System shuttering used for G + 33 and G + 39 towers and

STRUCTURE AND Equipment and ply board shuttering used for G + 9 and G + 13 towers.
FINISHING Technology 2. Setting up of monkey crane for G + 9 and G + 13 as
(including erection instructed by EIC (phase wise erection).
and guarding) 3. Setting up of tower crane for G + 33 and G + 39 as per
structure drawing (phase wise erection).
4. Erection shall be in compliance with safety codes (ISO
12480-3:2016 and/or IS 13367-1 (1992) and IS 807 (2006).
5. Scaffolding and ladders with guard rails or safety nets for
external finishes (IS 3696-1 (1987).

Working at Heights 1. Provision of guard rails along edges in balcony, lift pit, etc.
2. Provision of safety nets every 6th floor.

Illumination 1. Provision of adequate working light on all floors.

Health, Safety and Environment: Measures of compliance

SUBSTRUCTURE, PPE 1. Issue of appropriate PPE to all workforce from site office.
SUPER
STRUCTURE AND Electrical 1. All equipment have electrical leakage circuit breaker.
FINISHING 2. All cables, switches, fuse distribution boards properly
demarcated and identifiable.

Permits 1. Permits for scaffolding, electrical, excavation, welding, etc.

Fire hazard 1. Issue of comprehensive fire evacuation procedure.

2. Procedure for control, handling, storage & use of flammable
materials.
3. Installation of extinguishers.

Emergency and 1. Issue of “On Site Emergency Plan & Disaster Control
Disaster control measures" procedures for Emergencies such as leakage of
gas, spillage of Chemical & big fire.
Thank You
QMS in Construction Projects
• ISO 19011: 2018 Guidelines for auditing management systems.
• ISO 10005: Guidelines to Quality Plans.
• ISO 10007:2017 Project Configuration Management.

Group 15
Ruchita Dasgupta | Ashray Gangully | Rika Meshram
BEM 781 | BEM 769 | BEM 772

School of Planning and Architecture

New Delhi
 Contents

1. ISO 19011: 2018 Guidelines for

auditing management systems

1. ISO 10005:2018 Quality

Management System - Guidelines to
Quality Plans

1. ISO 10007:2017 Project

Configuration Management
ISO 19011: 2018 Guidelines for
auditing management systems
Overview
ISO 19011: 2018 Guidelines for auditing management systems

Previously Revision 1 Revision 2 Current R3

ISO 10011-1 :1990 ISO 19011 :2002 ISO 19011 :2011 ISO 19011 :2018
ISO 10011-2 :1991 Guidelines for auditing management systems
ISO 10011-3 :1990
ISO 14010 :1996 ● Provides guidance on auditing
ISO 14011 :1996 management systems
ISO 14012 :1996 - Principles of auditing
- Managing an audit
- Conducting management system
audits
*Withdrawn
- Guidance on the evaluation of
competence of individuals involved in
the audit process

● Applicable to all organizations that

need to plan and conduct internal or
external audits
Process cycle
ISO 19011: 2018 Guidelines for auditing management systems

3. Reviewing results 1. Define Program

and processes objectives

ISO 19011
guidelines

2. Completing the
audits as needed
Process cycle
ISO 19011: 2018 Guidelines for auditing management systems

● Defining program objectives

○ Ensuring you understand the specific objectives you hope to achieve
01 ○ Making audit arrangements
○ Assigning roles and responsibilities
○ Defining number, scope, location, and duration of audits
○ Determining criteria and specific checklists
○ Establishing review procedures

● Completing the audits as needed

02 ○ Planning and reviewing internal documents
○ Collecting and verifying audit evidence
○ Generating findings and preparing reports
○ Communicating findings
Process cycle
ISO 19011: 2018 Guidelines for auditing management systems

● Reviewing the results and process

03 ○ Assessing results and trends
○ Conforming with audit program procedures
○ Evolving needs and expectations of interested parties
○ Analyzing audit program records
○ Examining effectiveness of the measures to address risks
○ Ensuring confidentiality and information security
Types of Audit
ISO 19011: 2018 Guidelines for auditing management systems

Audit can be conducted against a range of

1st Party Audit ● Internal Audit criteria, separately or in combination.

● Requirements defined in one or more

management system standards
● External provider audit ● Policies and requirement specification by
2nd Party Audit ● Other external interested
relevant interested parties
party audit
● Statutory and regulatory requirements
● One or more management system
● Certification and / or processes defined by the organisation
accreditation audit ● Management system plans relating to the
3rd Party Audit
● Statutory regulatory and provision of specific outputs of
similar audit
management systems like; quality plan /
project plan
Principles of Auditing
ISO 19011: 2018 Guidelines for auditing management systems

Integrity

Risk based Fair

approach Presentation

Audit
Evidence Principles Due
based professional
approach care

Independence Confidentiality
Managing an Audit Programme
ISO 19011: 2018 Guidelines for auditing management systems

Establishing audit program objectives Initiating audit

Plan
Determining and evaluating audit program Preparing audit activities
risks and opportunities

Conducting audit activities

Establishing audit program
Do
Preparing and distributing audit report
Implementing audit program

Monitoring audit program Completion of audit Check

Reviewing and improving audit program Construction audit follow up Act

Conducting an audit
ISO 19011: 2018 Guidelines for auditing management systems

Evaluation method Objectives Examples

Review of records To verify the background of the author Analysis of records o education, training, employment,
professional credentials and auditing experience

Feedback To provide information about how the Surveys, questionnaire, personal references,
performance of the author is perceived testimonials, complaints, performance evaluation, peer
review

Interview To evaluate desired professional behaviour and Personal interviews

communication skills, to verify information and
test knowledge and to acquire additional
information

Observation To evaluate desired professional behaviour and Role playing, witnessed audits, on-the-job performance
the ability to apply knowledge and skills

Testing To evaluate desired behaviour and knowledge Oral and written exams, psychometric testing
and skills and their application

Post-audit review To provide information on the auditor Review of the audit report, interviews with the audit
performance during the audit activities, identify team leader, appropriate feedback from the auditee
strengths and opportunities for improvement
Conclusion
ISO 19011: 2018 Guidelines for auditing management systems

Purpose: ISO 19011 is defined as the standard that sets forth guidelines for auditing management
systems. The standard contains guidance on managing an audit program, the principles of auditing, and the
evaluation of individuals responsible for managing the audit programs.

Need: It is a systematic and independent examination to determine whether quality activities and related
results comply with planned arrangements and whether these arrangements are implemented effectively
and are suitable to achieve objectives.

Overall, ISO 19011:2018 aims to consolidate and improve existing guidelines for auditing practices to help
organizations conduct and manage a successful audit program with the focus on risk and opportunities.
 ISO 10005: QMS -
Guidelines to Quality Plans

Document specifying which processes,

procedures and associated resources will be
applied by whom and when, to meet the
requirements of a specific project, product,
process or contract.

1. Using a Quality Plan

2. Developing a Quality Plan
3. Contents of a Quality Plan
4. Operational and control of Quality
Plan
Using a Quality Plan: Importance
ISO 10005: Quality Management System - Guidelines to Quality Plans

Case Specific Application of organization’s QMS

Meet stakeholder requirements

Develop and validate new product, services, processes

Demonstrate how requirements are met (internally and externally)

Organize and manage requirements

Optimize use of resources

Minimize risk

Establish modified organization, site or partnering arrangement

Monitoring requirements in absence of MS

Using a Quality Plan: Specifications of Risk-Based Thinking
ISO 10005: Quality Management System - Guidelines to Quality Plans

specifying intended results rather than the EXTERNAL PROVIDER

01 methods and resources to be applied to the
specific case - allow to introduce and apply
innovation in methods,
specifying minimum requirements for controls
02 and documented information
practices and resources.
- broader range of potential

defining quality plan requirements for the external providers with

03 specific case rather than requiring conformity different levels of maturity of
with a management system standard, such as
their management systems.
ISO 9001
Developing a Quality Plan
ISO 10005: Quality Management System - Guidelines to Quality Plans

Context Inputs Scope Preparation Presentation

❏ existing ❏ customer ❏ Stakeholder

management plans ❏ Initiation by Supported by
requirements, requirements, defining roles. graphical
or processes
❏ Internal issues - ❏ Industry ❏ Type of product ❏ Develop a QP representations,
resource constraint, specifications; and services; with required written work
communication ❏ Case specific ❏ Organization’s activities to be instructions,
method, etc.
❏ External issues - requirements processes / quality carried out. visual media,
statutory / regulatory ❏ Risk-opportunity characteristics; ❏ Consistent software
requirements, market assessment ❏ Resources content and applications, or
issues, etc.
❏ Resources avail. needed
❏ Internal + External format, compatible combination of
issues – quality and ❏ MS and DI ❏ Extent to which to scope, inputs, methods
market objectives, etc. ❏ communication QP is supported needs of users
❏ Need of all requirements. by QMS. and output
stakeholders
Contents of a Quality Plan
ISO 10005: Quality Management System - Guidelines to Quality Plans
Contents of a Quality Plan
ISO 10005: Quality Management System - Guidelines to Quality Plans
Operation and Control of a Quality Plan
ISO 10005: Quality Management System - Guidelines to Quality Plans

Review +
Accept

Improvement

Implement +
Feedback +

Monitor
Revision
Process Approach Quality Plan: Broader view
ISO 10005: Quality Management System - Guidelines to Quality Plans

Sources of Input Input Activities Output Receivers of

outputs
1. Industry ● HMC - local bye ● DBR
Specifications laws Start point: End ● Quality plan
Appoint point: Project plan
High rise ● Environmental formulation
construction clearances consultant Propose ● Communicatio Environmental
Sustainable arch. ● AIA clearance conc. n through plan
Site design
Construction time - ● Structure design investigate huddle
Health and
2Y for SZ4 ● Audit report
safety plan
Handover time -2.5Y ● GRIHA rating Check bye format
1. Customer ● Techn. for rapid laws Information
requirements construction management
High end lifestyle ● Manual for plan
Unparalleled quality material specs
Sustainable living
On-time delivery
Efficient amenities

quality control chart

Process Approach Quality Plan: Work package
ISO 10005: Quality Management System - Guidelines to Quality Plans

Sources of Input Input Activities Output Receivers of

outputs
1. Industry ● HMC - local bye ● DBR
Specifications laws Start point: End ● Communicatio
23 criterion point: Project plan
Sustainable arch. ● Environmental n through
Construction time - clearances EIA huddle Environmental
2Y ● Structure design GRIHA ● Audit report plan
Handover time -2.5Y for SZ4 compl. format
1. Customer ● GRIHA rating report
requirements
High end lifestyle
Unparalleled quality
Sustainable living

quality control chart

Table type Quality Plan: Broader view
ISO 10005: Quality Management System - Guidelines to Quality Plans
Activity Description Procedure Department

Scope This quality plan is applicable to the processes related to

delivery of high-end home with unparalleled quality.

Objective The objective is to provide a customer satisfaction of 99%

through on-time delivery, quality delivery, efficient amenities.

Management Home buyers will be in direct communication with Vatika

responsibility executive at all times. All professionals related to planning,
executing, controlling and monitoring of the residential
colony are provided on demand in reference documents.

Documentation Documentation of work progress can be accessed online

through huddle and/or from head office.

Resources Conceptual level resources are provided by design and

management team in Vatika head office.
Table type Quality Plan: Broader view
ISO 10005: Quality Management System - Guidelines to Quality Plans
Activity Description Procedure Department

Customer All materials and finishes associated with flooring, wall

specification finishes, fitting and fixture, handrail and parapet, jali facade,
etc. are provided with detailed drawings and 3-dimensional
views of colony. Any deviation from material finished can be
worked out as per progress of structure.

communication All communication can be directed through emails or huddle.

Design and Design and development complies with the following

development 1. Construction of G+39 monolith structure in compliance
with seismic zone IV.
2. All materials and finishes are in compliance with tender
documents.
3. 3d view and walk throughs are available on huddle.
4. The colony is designed in compliance with 4 star
GRIHA rating.
5. A prototype unit each for 2BHK, 3BHK and 4BHK will
be provided as sample flat.
Table type Quality Plan: Broader view
ISO 10005: Quality Management System - Guidelines to Quality Plans
Activity Description Procedure Department

Preservation of All flats with be in compliance with sample flat available for
output viewing flooring, wall and ceiling finish, railing, toilet
finished, counter tops, fitting and fixture, light fixtures, etc.

Identification Bills for bulk purchase of fitting /fixtures may be provided on

and traceability demand.

Audit Phase wise audit report will be available on demand.

Non-conforming In case of non-compliance with proposed design, necessary

output changes will be provided.

Externally Services related to maintenance of property, landscaping,

provided security and community services will be provided for a
services period of 5 years from delivery of phase 1.

Customer The handover of properties in phase 1 will be done in 2

property years from start of project.
Conclusion
ISO 10005: Quality Management System - Guidelines to Quality Plans

Quality plan can be developed for

individual work packages in a Quality control

projects thus, providing an

integrated delivery, documentation
and monitoring process. A better
scope for attending to customer
Quality Quality
review will result in better customer management assurance
satisfaction level.
 ISO 10007:2017 QMS -
Guidelines for Configuration
Management
ISO 10007: 2017 standard gives guidance
on the use of the configuration
management within an organization. Its
guidance is specifically recommended for
meeting "the product identification and
traceability requirements"

1. Overview of ISO
2. Goals of configuration Management
3. Configuration Management Procedure
4. Configuration Management Process
Overview
ISO 10007:2017 Configuration Management

What: ISO 10007 gives guidance on the use of configuration management within an organization. It
is applicable to the support of projects from concept to disposal. It is a collection of Management
tools techniques and experience designed to reduce costs and improve quality.
Origin: Configuration Management originated in the United States Department of Defense in the
1950s as a technical management discipline for hardware material items—and it is now a standard
practice in virtually every industry.

Objective: To define and control the components of the service and infrastructure that maintains
accurate configuration information.

Where does Configuration Management apply to:

● Hardware
● Software
● Firmware
● Documentation
● Specification
● Combinations
Overview
ISO 10007:2017 Configuration Management

ISO 10007: 2017 Guidelines for Configuration Management

4. Configuration 5. Configuration
2. Normative 3. Terms and
[Link] Management management
references definitions
responsibility processes

4.1 Responsibilities 5.1 General

and Authorities 5.2 Configuration
4.2 Dispositioning management planning
Authority 5.3 Configuration
Identification
5.4 Change control
5.5 Configuration status
accounting
5.6 Configuration audit
Goals of Configuration Management
ISO 10007 Configuration Management

Configuration management documents the project’s configuration. It provides identification and

traceability, the status of achievement of its physical and functional requirements, and access to
accurate information in all phases of the life cycle.
Configuration Management Procedure
ISO 10007 Configuration Management

Includes all CM Understanding of Feedback from

processes proposed change stakeholders

[Link]
Planning
[Link]
Identification - Discussion and
[Link] - Why configuration agreement to
Control must be changed? configuration
[Link] change is required.
Status accounting
[Link]
Audit
Configuration Management Process
ISO 10007 Configuration Management

Configuration Process of identifying the attributes that define every aspect of a

Identification configuration project that has an end-user purpose.

Set of processes and approval stages required to change a

Configuration configuration item's attributes and to re-baseline them. Change demand
Change Control can be generated either from within the company or externally from the
customer or a supplier.

Configuration The ability to record and report on the configuration baselines associated
Status Accounting with each configuration item at any moment of time. (Traceability)

Configuration audits should be performed in accordance with documented

Configuration procedures to determine whether a product conforms to its requirements
Audit and product configuration information. Configuration audits are
separated into functional and physical configuration audits.
 Case Example - Vatika Tranquil Heights, Gurugram
ISO 10007 Configuration Management

Responsibilities & Clear identification of stakeholders and responsibility and authority

authorities allocation related to the implementation and verification of the configuration
management process.
Configuration Multiple Stakeholders
Planning
Vatika
Housing Clients PMC Contractors
Configuration Group
Identification
MEP Auditing
Legal team O&M team
consultants team
Configuration
Change Control
The following should be considered for Vatika Housing:
Configuration 1. Complexities and nature of project: A G+39 housing tower based in
Status Accounting Gurgaon which falls in zone 4
2. Any special needs during the different project life cycle stages need to be
Configuration identified.
Audit
 Case Example - Vatika Tranquil Heights, Gurugram
Configuration Management Application

Responsibilities & An efficient Configuration management plan for the project:

authorities
● Shall identify the configuration management procedures to be used related
to the project.
Configuration
Planning ● Make reference to relevant procedures existing of the Vatika Housing group.
● Shall describe the responsibilities and authorities for carrying out
Configuration configuration management throughout the life cycle of the product
Identification ● Shall be documented, approved and controlled by the in house team.

Configuration
Change Control

Configuration
Status Accounting

Configuration
Audit
 Case Example - Vatika Tranquil Heights, Gurugram
Configuration Management Application

Responsibilities & a. Project Structure and Selection of configuration of items:

authorities
Selection Criteria of items must consider:
● Statutory and regulatory requirements for the project
Configuration
● Criticality in terms of risks and safety
Planning
● New or modified technology, design or development
● Procurement conditions
Configuration ● Support and service during and post completion of project
Identification

Configuration
Change Control

Configuration
Status Accounting

Configuration
Audit
 Case Example - Vatika Tranquil Heights, Gurugram
Configuration Management Application

Responsibilities & b. Project configuration information: Product configuration information

authorities
comprises both product definition and product operational information.
Project configuration must include
Configuration
Planning ● Requirements as stated by clients
● Specifications of materials and manpower
● Design & detail drawings
Configuration ● Test specifications for tools and machinery to be applied
Identification
● Maintenance
● Operating handbooks.
Configuration
Change Control
c. Configuration baselines: A configuration baseline consists of the
approved product configuration information that represents the definition of the
Configuration
Status Accounting project.

Configuration
Audit
 Case Example - Vatika Tranquil Heights, Gurugram
Configuration Management Application

Responsibilities & ● After the initial release of product configuration information and
authorities
identification, all changes should be controlled.
● Process of change control –
Configuration
Planning ○ Description and justification for the change and record of the change
proposed.
○ Categorization of the change, in terms of complexity, resources and
Configuration scheduling and cost.
Identification
○ Evaluation of the consequences of the change on timeline,quality and
cost of project.
Configuration ○ Details of how the change should be implemented,verified and
Change Control documented.
● Evaluation of change-The extent of any evaluation should be based on
Configuration the complexity of the project, and category of the change.
Status Accounting

Configuration
Audit
 Case Example - Vatika Tranquil Heights, Gurugram
Configuration Management Application

Responsibilities & Configuration status accounting is the ability to record and report on the
authorities
configuration baselines associated with each configuration item at any
moment of time.
Configuration
Planning ● Records: Configuration status accounting records are created. These
records allow for visibility and traceability and for the efficient
management of the evolving configuration.
Configuration ● Reports: Reports of varying types will be needed for configuration
Identification
management purposes. Such reports may cover individual configuration
items or the complete product.
Configuration
Change Control

Configuration
Status Accounting

Configuration
Audit
 Case Example - Vatika Tranquil Heights, Gurugram
Configuration Management Application

Responsibilities & ● Auditing is an “objective assurance and consulting activity designed to add
authorities
value and improve an organization’s operations”
● Configuration audits should be performed in accordance with documented
Configuration procedures to determine whether a project conforms to its requirements
Planning
and project configuration information.
● There are two types of configuration audits:
Configuration ○ Functional audit: This is a formal examination to verify that a configuration
Identification item has achieved the functional and performance characteristics
specified in its product configuration information.
Configuration ○ Physical audit: This is a formal examination to verify that a configuration
Change Control item has achieved the physical characteristics specified in its product
configuration information.
Configuration
Status Accounting

Configuration
Audit
Conclusion
ISO 10007 Configuration Management
AIM: To promote common understanding and use of the subject, and to assist organizations applying
configuration management to improve their performance.

FOCUS: Establishing and maintaining consistency of a product's/project’s performance, and its functional
and physical attributes with its requirements, design, and operational information throughout its life.

BENEFITS : Configuration management can provide a framework for

a) greater management and organization of information,
b) assure increased stability and efficiency of the divisions of an organization, and,
c) through a greater attention to detail, reduce risk and cost down the line.

The ultimate goal of CM is of improving an organization’s

performance by assuring the proper accounting of the enterprise’s
configuration items, the entities within a configuration that satisfy an
end use function.
Thank You
Quality Management System | Presentation

Group 16 | Process Cost & PAF Model

26/04/2021

Abhinav Saini
4th semester
SPA/NS/BEM/760
Venu Gopal Aditya
4th semester
SPA/NS/BEM/790
1
Process Cost Model (PCM)
(IS BS 6143: Part 1)

• This Part of BS 6143 provides guidance on the modelling and determination of costs
associated within any business process in a manner consistent with the pursuit of
continuous improvement and the concept of total quality management.
• The process cost model sets out a method for applying quality costing to any process
or service
• The categories of quality costs have been rationalized to the cost of conformance and
the cost of nonconformance
• The method depends on the use of process modelling and the standard gives
guidelines on useful techniques
• The application of the process control model is compatible within the concept of total
quality management.

2
• Total quality management (TQM) requires the management of processes, not just of
outputs. This is fundamental to improving quality and productivity in manufacture
and service enterprises alike.
• Every person within the organization contributes to and operates within a process,
and every process should have an identified process owner who is responsible for
the effectiveness of that process.
• Historically, the concept of a quality cost model has suggested that certain
identifiable costs are in some way related to the “quality” of the end result. By
contrast, within the TQM culture, all business activity is related to processes and
therefore the cost model should reflect the total costs of each process rather than
an arbitrarily defined cost of quality.
• The only partitioning which is ultimately valid is that between the costs of
conformance to requirements and the costs of nonconformance.
• Both are usually capable of improvement. The “process” may be considered at any
level within the organization, e.g. the process may be a particular work stage, or it
may be the overall process of operating the business. In either case, the process uses
materials and resources and the process owner, whether an individual, a supervisor
or the managing director, needs the facility to monitor the costs of that process and
take action to ensure that these are minimized.

3
Process Cost Model (PCM)

1. The Process : TQM requires the management of processes, not just of outputs every
process should have an identified process owner, who is responsible for the
effectiveness of that process.
2. Identification of inputs, outputs, controls and resources : to identify all the
elements of the process. It also focuses attention on the need for the process.
3. The process cost elements :
Cost elements associated with the process can be
identified and recorded under one of the following
categories:
a) people;
b) equipment;
c) materials;
d) environment.
Each individual cost element also needs to be identified as a cost of conformance and/or
a cost of nonconformance and the source of the data recorded.

4
4. Preparation of the process cost model: The cost model is constructed by
identifying all of the key activities to be monitored and listing them as either COC
or CONC.
Cost of conformance (COC) is the cost of operating the process as specified in a 100 %
effective manner i.e process cannot be achieved at a lower cost. This is the minimum
cost for the process as specified
Cost of nonconformance (CONC) is the cost of inefficiency within the specified
process, i.e. over resourcing of excess costs of people, materials and equipment
arising from unsatisfactory inputs, errors made, rejected outputs and various other
modes of waste. These are considered non-essential process costs.
Careful setting up of the cost model is critical to the success of the technique and is
the first task of the process owner. Once set up, the model is used for regular
reporting on performance. In order to achieve this, the model needs to remain stable
to allow comparison with previous periods to be made and cost trends to be
monitored.

5
5. Using the model:
• Make Teams : Quality improvement teams be formed to review particular aspects or
processes of the organization. These teams should be encouraged to prepare a
process cost model and use this initially in the data collection and analysis phase,
identifying opportunities to be investigated, and subsequently during the monitoring
phase, in order to report on the improvements achieved.

• Identify process : The process should be identified and isolated as a discrete set of
activities and given a name. The owner should be identified. The outputs from the
process should be identified and each output should be recognized as going to one
or more customers. The inputs to a process should be identified, such as material
and data. The controls and resources should also be identified.

• Identify costs : Each process will contain a number of key activities. These should be
identified. The cost of conformance and cost of nonconformance elements for each
activity should be identified and established

• Cost report : The organization should adopt a uniform format for the cost report. The
report should contain a complete list of the costs of conformance and
nonconformance elements, and should specify:
6
a) identification of all inputs, outputs, controls and resources of the process being
considered;

b) whether actual or synthetic costs are used;

c) the means of calculation for each element of cost;

d) the source of cost data.

Improvement process : A programme of quality improvement activities should be

planned, on the basis of information contained in the report, and priorities established.
The process owner should consider iterative cycles of improvement using teams or
individuals and monitor the resultant cost changes.
From consideration of the initial balance of cost of conformance (COC) and cost of
nonconformance (CONC), decisions may be made as to whether the process design or the
elimination of waste is the first priority. After improvements have been made, the
balance may shift and attention move to the other aspect, this alteration continuing
unless other areas of the balance offer greater scope for improvements and returns.

7
Application in Construction Process

• PCM 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.
• In applying the PCM, a construction process must be identified.
• PCM can be applied to any construction processes, but the authors have chosen the
‘concreting process’

8
Application in Construction Process
Process cost model for concreting process

Guidelines and
Relevant Standards Drawing Specification
Procedures

Material wastes

Materials: Defects
Concrete, Concrete
Timber,
Concreting
Members
Reinforcement
Inspection
Reports
Material Testing
Report

Equipment: Overhead:
Labors:
Vibrators, Engineers,
Concreters,
Pumps General
Steelworkers
Finishing Foreman,
formworkers
materials Foreman
9
Application in Construction Process
• 38-storey high twin residential blocks housing project.
• The data collection included COC and CONC for 18 typical floors (Floors 21
through 38).
• quantity surveyor of this project was responsible for providing the COC data.

Cost of conformance (COC) per typical floor

Cost Remark

Formwork 321 505 Labour + Materials

Reinforcement 103 537 Labour + Materials
Concrete 162 290 Labour + Materials
Equipment 10 282 Tower crane
Material testing 225 Reinforcement
1600 Concrete

Total Cost of conformance: 599 439 (1014/sq.m.)

10
Application in Construction Process

The CONC is not as easy to acquire as the

COC. The acquisition of CONC is to be
described in three parts:
(A) formwork placing, (B) reinforcement
placing, and (C) concrete placing.

A. For formwork placing : Proper written

records of defects are usually done by
foremen and/or site engineers and kept
for reference. The related CONC can be
calculated based on the estimated time
and labour required for fixing each non-
conformance occurrence.

11
Application in Construction Process
B. Reinforcement Placement : A form containing a checklist of all the common defects was
designed to facilitate the site staff in the data collection process.
The number of occurrence of each type of defects was recorded and the time and cost required
for the remedial work were then estimated based on current labour rate.

12
 Application in Construction Process
C. Concreting : honeycombing caused by insufficient compaction of freshly placed concrete was the
most common non conformance that required extensive repair work. Defects were marked as Type 1
& Type 2.
The time and cost required to complete the remedial work of each type of honeycombs was
estimated based on the current labour and material rates.

13
Application in Construction Process

14
 Application in Construction Process

The cost of nonconformance ranged from 0.39% to 0.65% of the total process cost. It can be seen that
the cost of non-conformance for this particular process is quite insignificant

15
PAF Model
(IS 10708 & BS 6143: Part 2)
• Armand Feigenbaum (in 1983), showed a link between expenditure on prevention and
reduction of assessment costs and costs of defects.
• This led to the formation of a PAF model - Prevention, Assessment and Failures. The
PAF model presented prevention, assessment and internal and external failures as
quality costs.
• It is a revised version of the traditional method of product quality costing in
manufacturing industries. Traditionally quality performance has been reported to
management in terms of rejection and defective material reports. This vital information
is often difficult to analyse and interpret in terms of costs. As a result, cost saving
opportunities may be overlooked.
• Measuring these costs is not so easy to do and requires a lot of effort but the benefits
are considerable as this is the language of money (presented in financial terms).
Cost of quality

Prevention cost Appraisal cost Failure cost

Internal Failure External Failure

16
Prevention Costs are costs related to all activities to prevent defects from occurring and
to keep appraisal and failure to a minimum.

Failure costs are of 2 types, internal costs arising from inadequate quality discovered
before the transfer of ownership from supplier to purchaser and external costs arising
from inadequate quality discovered after transfer of ownership from the supplier.
Appraisal costs are those costs that occur because of the need to control products and
services to ensure a high quality level in all stages, conformance to quality standards,
and performance requirements. 17
Benefit
The real aim of measuring these costs whether at project or business level is that you can
identify what the main costs are and to determine opportunities for improvement.

Before After

Ideally the business wants to be able to spend more money on prevention to reduce the
level of failure costs which will ultimately mean cost savings. This is a great opportunity for
the quality team to `add value` to the business.
18
• The basic suppositions of the PAF model are that investment in prevention and
appraisal activities will reduce failure costs, and that further investment in
prevention activities will reduce appraisal costs.
• Furthermore, reductions in external complaints are important not only to reduce
costs but to maintain purchaser goodwill and company morale.

19
Optimizing quality cost
The objective of a CoQ system is to find the
level of quality that minimizes total CoQ.
Theoretically, it can be presumed that the
quality level corresponding to the minimum
of total direct operating quality costs is the
economic quality level.

Technique to determine the optimum level is

to analyze the inter-relationship among the
various cost components. Theoretically, the
prevention and appraisal costs should be
equal to or greater than the failure costs. If
reverse is the case in any practical situation,
it indicates the need to give greater emphasis
on prevention and appraisal costs so as to
approach the optimum quality level.

• Another effective cost analysis tools is the use of pareto analysis. After identifying the
cost component which is significant, for example, the cost of failures. Once the vital few
are known, the projects can be developed to reduce the cost contributed by them.

20
Quality cost elements and collection of cost data
Quality cost elements differ from company to company and industry to industry. Hence,
management should identify cost element s specific to their needs.

When the list of cost elements has been identified, next step is to collect cost data.

Step 1: calculates those costs that are directly attributable to the

“quality” function.

Step 2: identify costs that are not directly the responsibility of the
“quality” function but which should be counted as part of the total
quality related cost of the organization.

Step 3: identify the internal costs of budgeted failures.

Step 4: Identify the internal costs of unplanned failures.

Step 5: Identify the cost of failures after change of ownership.

Cost Data sources: scrap reports, salary details, inspection and test records, nonconformance
reports, product cost information, manufacturing expense reports etc.
21
Application | Examples
This is a typical quality cost element
comparison from a manufacturing company.
Theoretically, Prevention + Appraisal cost
should be greater than or equal to Failure
cost. In the example, failure cost is much
higher than P+A cost which means
management needs to spend more on P+A.

This is a Quality cost data by department as

percentage of total quality cost from a
manufacturing company.
By applying pareto principle, we can see
management would want to reduce the TQC
for the first 4 departments.

22
How to report data?
• Reports and data should be presented in a manner that relevant to the business
objectives and should therefore have a consistent basis against which true
comparisons can be made.
• They should represent the business from different viewpoints (trend analysis) and
be sensitive to business changes.
• It is recommended that at least three measurement bases be related initially to
quality costs.
Some examples:
Labour base : Unit base :

Cost base : Cost comparison :

Sales base : Cost element comparison:

23
Challenges
• The stakeholders in a construction project include the developer, design firms, PMC,
main contractor (general contractor) and sub-contractors. There is a tendency to pass
on the cost of Quality by the developer to the main contractor and from the main
contractor to the subcontractor(s), through stringent provisions in the contract
agreement. Much of construction today happens through sub-contracting. Thus,
something that should be of interest for all, gets pushed down to the agency which has
the least resources and bandwidth to pay attention to COQ.

• While it is easy to identify and isolate the cost of assessment, it is not easy to do so for
the cost of prevention. There are many indirect interventions for preventing
errors/defects that are not exclusively focussed towards quality. Part of the costs
associated with training, motivation of employees, preventive maintenance of
equipment, vendor pre-qualification, site logistics etc. are incurred not for quality
alone, but for other project objectives such as cost, speed and safety.

• Similar is the case with cost of failure. The measurable cost of failure (cost of repairs) is
often a small part of total cost of failure which may include immeasurable aspects like
delays, claims/litigation, damage to brand and loss of future business.

• The cost accounting practice may also make it difficult to identify and isolate any cost
into COQ and non-COQ bucket.
24
Application in construction industry | EXAMPLE
(this example has been adopted from a research conducted on cost of quality in dubai (Hisham et al. 2008))

Project Details
• Project is located in Dubai, the United Arab Emirates. It consists of constructing 291
multistoried residential buildings, with a total budget of around $870 million ($595
million for civil work).
• The project has a total land area of 233 Hectares and a total building built area of
2,744,844 m2 . The project’s expected population is 50,000 people.
• The daily total average number of labors working in this project is around 16,500 labors.
• The project is divided into 11 sub-projects with number of buildings in each project
ranging from 16 to 36, and total number of flats ranging from 1200 to 2700. Fig. 3
summarizes the total contract sum for each of these sub-projects.
• The project is constructed by 9 main contractors and is supervised by one
multidisciplinary consultant and is managed by an international project management
company specialized in managing complex large-scale projects.
• All the sub-projects have the same technical specification; thus, the same level of quality
was expected.
• All sub-projects were daily inspected by the consultant and the project management
team’s (PMT) quality control staff.
• As all the sub-projects share the same consultant and the same PMT, it will be
reasonable to assume that all the works of all the sub-projects were inspected with the
same quality control benchmark to achieve the same level of quality.
25
PAF framework used to identify cost element and subsequently determine quality cost
for analysis.

26
• The sample used in this research consists of 209 big construction companies (9
contractors and 200 subcontractors) working in the mega residential project.
• This large number of construction companies represents a sample size of 3.52% of
the total number of construction companies in Dubai – and 14.7% of more than 20
workers companies.
• Two types of documents were being used in the project to advise the contractors to
rectify the defected performed works, these were: ‘advice of defects’ and ‘daily field
report’.
• Two types of documents were being used in the project to advise the contractors to
rectify the defected performed works, these were: ‘advice of defects’ and ‘daily field
report’.

27
• The total cost of quality for the project was $7.7 million which represents 1.3% of
the total project civil work value.

28
Fig 6. shows that only in
sub-projects A, E, and F, failure
costs were less than preventive
costs and appraisal costs combined
together. Increasing the failure
costs, which indicates the
occurrence of a high percentage of
defected works, can harm the
contractor’s reputation as a
constructor of projects with a good
quality.

Almost in all the sub-projects the

appraisal costs were less than 15%
of the CoQ as shown in Fig. 7. This
was expected, mainly because in
this research most of the
contractors working in the
sub-projects were depending on
the inspection done by the
consultant and the PMT
29
During superstructure and finishes phases, the highest preventive cost occurs, while the
highest appraisal costs occur in the superstructure phase. Failure costs, on the other
hand, appear to be high in finishes and snagging phases. Apparently, CoQ during
finishes phase appear to be the highest as shown in Fig. 11 which presents CoQ for the
whole project.

No contractor in all the sub-projects gave any technical training courses to his site staff
or QC/QA staff. Although this reduces both the preventive and the appraisal costs, this
may have led to increase the failure costs. Obviously, it is expected that training courses
shall enhance the knowledge of the staff and introduce better techniques and
construction methods to them, which will lead, on the long run, to a better product
quality with fewer defected works.
30
Calculating the optimum value for cost of quality (CoQ)
1. The values for (X + Z), W, and CoQ are used to plot three curves representing each
variable, respectively.
2. For each variable, a polynomial trendline from the second degree is determined and
the equations representing different curves are estimated.
3. Using the obtained equation, the calculation of the optimum quality level
(corresponding to the minimum point of the CoQ curve) as follows:

CoQ = ¼ 368.45x2 - 20955x + 401301, where x is the quality level.

The minimum value of the CoQ curve was obtained by partially differentiating the
equation:

which results into value of x=28.44 and COQ = 103321

That is, the minimum value for cost of quality in the CoQ curve – which represents its
optimum value – is equal to $103,321. Traditionally, this is the point at which
management hopes to arrive; where the trade-off between prevention and appraisal
costs is balanced with failure costs, and where the total costs are minimized.

31
• The above figure shows that in order to reach optimal point, more money has to be
been spent in preventing the defects and appraising the performed works than
correcting the defects in the produced works.
• This research indicated that the average failure cost in the construction industry in
Dubai is .7% of the project total cost. The contractors, now, have to be aware that
around .7% of the total project cost will be lost due to not doing the things right from
the first time. Therefore, they have to try to minimize the defects and reworks in
their projects. However, in their attempt to do so, they should consider the optimum
value for cost of quality. 32
 QUALITY MANAGEMENT SYSTEM
QUESTION 2- Discuss quality standards of Brickwork, Woodwork, Flooring and Internal Water
Supply. How will you implement it on site on a medium level construction project?

16th March 2021

Presented by-
Group 2
Saloni Aggarwal (SPA/NS/BEM/782)
Vaneet Kaundal (SPA/NS/BEM/789)
 PART A
Quality standards of Brickwork, Woodwork, Flooring and Internal Water Supply
Quality control (QC)

● It is the part of quality management that ensures products and services comply with requirements.
● A work method that facilitates the measurement of the quality characteristics of a unit, compares them with the
established standards, and analyses the differences between the results obtained and the desired results in
order to make decisions which will correct any differences.
● It can be done by controlling the technical specifications to ensure that the construction works are carried out
correctly.
● It not only include products and materials, but also the execution and completion of the works.
● One way of controlling quality is based on the inspection or verification of finished products. It is a final
control, located between producer and client.
● Statistical Control- When tests are destructive, the decision to accept or reject a full batch must be made on
the basis of the quality of a random [Link] control can be applied to the final product (acceptance
control) or during the production process (process control).

Manufacturing and Storage &

Procurement Workmanship Inspection
Testing Handling

Quality Control measures can be implemented during these stages of a construction activity.
Quality Standards for Brickwork
 Manufacturing and Testing Procurement

1. General Requirements (*IS: 1077 – Information for the manufacturer/ Supplier

1992 (R2002) )
● Classification- are classified on the basis ●Exposure zone for brickwork to determine appropriate
of average compressive strength. specification.
● General Quality- color and finishing ●Suitability for application.
● Dimensions and Tolerances ●Preliminary cost information
2. Physical Requirements(*IS: 3495 (Part I ●Initial Construction Strategy including planning and
to IV) 1992 (R2002) preliminary start date.
● Compressive strength ●Likely volumes.
● Water absorption
● Efflorescence *Brick Development Association UK
● Warpage
3. Method for sampling and criteria for
conformity (*IS 5454: 1976))

BRICKWORK
 Storage & Handling Workmanship

Recommendations on stacking and storage of IS: 2212 – 1991 Code deals with the construction of clay
Bricks (IS 4082-1996) brick masonry in general and the erection of clay brick walls
Stacking in particular.
● Bricks shall not be dumped at site- Stacked in
● All the bricks shall be thoroughly soaked in clean water
regular tiers to minimize the breakage and immediately before use.
defacement. ● The space over which the brickwork is to be started
● Brick stacks shall be placed close to the site shall be slightly wetted.
of work so that least effort is required to ● Brick shall be laid on a full bed of mortar to ensure
unload and transport the bricks again. proper adhesion.
● Shall be stacked on dry firm ground. ● Cross joints and wall joints shall be properly flushed
● Bricks of different types shall be stacked and packed with mortar so that no hollow spaces are
separately. left.
Loading and unloading ● Properly filled joints ensure maximum strength and
● Building bricks shall be loaded or unloaded a resistance to penetration of moisture.
pair at a time unless palletised. ● Care shall be taken to ensure that the brick work is
kept wet for seven days commencing from 24 hours.
● Unloading of building bricks or handling in any
other way likely to damage the corners or
edges or other parts of bricks shall not be
permitted. BRICKWORK
 INSPECTION

● To ensure satisfactory performance and to ascertain whether all

the recommended practice of workmanship is adopted at every
stage an inspection is done.

● As the correct strength of masonry cannot be ascertained

without destruction, a close supervision during the course of
construction is necessary to ensure satisfactory performance.

● The strength of brickwork depends on the strength of individual

brick, strength of mortar, bond and workmanship.

● The engineer in-charge may order for the inspection of the

finished work. If the results of such an inspection proves that the
workmanship or/and the material is not of the standard required,
the work will be rejected and removed forthwith and be replaced
by works of the accepted standard of quality and materials with
no extra cost.

BRICKWORK
[Link] Stage Quality Check Labour/Professionals Involved

1. Manufacturing and Testing Dimensions, color, water Quality Engineer

(Physical and Technical absorption, wrapage, Engineer Incharge
Specifications) compression strength,
Efflorescence

2. Procurement Billing quantity Planning/Billing Engineer

Manufacturer's Certificate

3. Storage and Handling Unloading and loading Unskilled labour

Stacking Site Supervisor
Storage Facility

4. Workmanship Soaking Mason- Blueprint reading,

Bond and plumbness physically strong and agile, basic
Mortar Consistency understanding of maths
Courses and Joints Quality Engineer
Curing Site Supervisor

5. Inspection Cross Check / Documentation Executive Engineer/ Assistant

Engineer
BRICKWORK
Quality Standards for Woodwork
 Manufacturing and Testing Procurement

1. Maximum permissible moisture ●Wood and wooden materials for which compliance with
content of timber used for different the regulations concerning forestry in its country or
purpose (*IS: 287 : 1993 (R2017) ) geographical area of origin has been confirmed by
2. Evaluation of working quality of timber method under the authorization of associations.
under different wood working
operations- Method of test(*IS 8292 : ●Potential suppliers must understand exactly what you
require in terms of species, quality control and
1992 (R2016 )
certification.
● Planning and subsequent sanding test
● Turning test
●Preliminary cost information
● Shaping, mortizing and boring test
● Moisture content and specific gravity
●Initial Construction Strategy including planning and
3. Seasoning of Timber (*IS 1141)
preliminary start date.
4. Preservation of Timber (*IS 401)
●Likely volumes requirements at same locations to
avoid difference in colour and grain size .
WOODWORK
 Storage & Handling Workmanship

Recommendations on stacking and storage of ● Plywood Boards

Timber(IS 4082-1996) ○ BWP grade or BWR grade (*IS 303)
○ Marine plywood (*IS 710)
● Timber shall be stored in stacks upon well treated ○ Fire resistant plywood (*IS 5509)
and even surfaced beams, sleepers or brick pillars
so as to be above the ground level by at least 150
● Non-Asbestos Fibre Boards (*IS 14862)
mm.
● Timber shall be stored in stacks upon well treated
and even surfaced beams, sleepers or brick pillars ● Veneered Decorative Plywood (*IS 1328)
so as to be above the ground level by at least 150
mm. ● Panelled And Glazed Shutters
● Heavy weights, such as metal rails or large sections Door Shutters (*IS1003 PART 1)
of wood, are recommended to be placed on the top
of the stack to prevent distortion or warping of the ● Panelled And Glazed Shutters
timber in the stack.
Window and ventilator shutter (*IS1003 PART 2)

● Wood work and joinery (IS1200:Part 21 )

WOODWORK
 INSPECTION

CPWD Specifications and BIS codes provide and various recommendations for
inspecting workmanship and quality, as mentioned below :

1. Mandatory Tests for flush doors *IS 2202 : Part 1

○ End immersion Test
○ Knife test
○ Adhesion Test
2. Mandatory Tests for Mortice Locks *IS 2209 - Testing of spring
3. Door Shutters - Methods of Tests *IS 4020 (Part 1 to 16).
4. Joints and Fixing of Frames
5. Dimensions and Tolerances of Components
6. Surface finish
7. Fixing of Fittings

WOODWORK
Quality Standards for Flooring
 Manufacturing and Testing Procurement

Mandatory Tests
Terrazzo Tiles (IS 1237)- For minimum of 5000 tiles. Information for the manufacturer/supplier
1. Transverse strength
2. Water Absorption ● Batch requirements of each order as per the
3. Abrasion test work need be ascertained, so that there no
Ceramic Tiles (IS 13630)- For minimum of 3000 tiles. difference in the material executed at same
1. Dimensions and Surface quality location / space.
2. Water absorption, compressive strength, acid
resistance as per IS 4457 ● Preliminary cost information
Natural building Stone (IS 1124)
1. Water absorption ● Initial Construction Strategy including planning
2. Apparent specific gravity and preliminary start date.
3. Porosity
● Availability of volumes needed.
● Cement Flooring
● Timber Flooring ● Check quality certification
● Brick Flooring
FLOORING
 Storage & Handling Workmanship

Recommendations on stacking and storage(IS ● Materials used

4082-1996) ● Design considerations-thickness, layers, ingredients
Floor tiles and mix proportion, prevention of cracks
● Shall not be dumped in heaps- Tiles shall be ● Preliminary operations
stacked on regular platform as far as possible ● Preparatory works- handling and storage of materials,
under cover in proper layers and in tiers. mixing if materials
● In the stacks tiles shall also be placed so that ● Spreading the underlayer
the mould surface of one faces the another. ● Laying- Skilled labour
● Height of the stack shall not be more than 1 ● Curing
metre. ● Grinding
● Preferred to transport these on the site in ● Skirting and Dado
platform trolleys. ● Maintenance
Cement
● Cement shall be stacked and stored in bags Code of practice for laying in-situ terrazzo floor finish (IS
and shall be kept free from moisture or any 2114)
dampness.
● Stacked above the floor on wooden planks
with clear distance of 150-200mm from the
floor. Flooring
 Workmanship

● Method of measurement of Building and Civil

Engineering work (Part 11) paving, floor finishes, dado
and skirting (IS 1200)
● Code of practice for laying and finishing of cement
concrete flooring tiles (IS 1443)
● Code of practice for laying in-situ terrazzo floor finish (IS
2114)
● Code of practice for laying in-situ cement concrete
flooring(IS 2571)
● Code of practice for construction of timber floors (IS
3670)
● Code of practice for laying of burnt clay brick floor (IS
5766)

Flooring
 INSPECTION

Quality in flooring is ensured during its laying. However inspection can be carried out to check on
the following:-

● Alignment of tiles/stone/marble should be in one line or as per specifications.

● Acceptable Slope as specified and wherever needed- The surface of the flooring shall be
frequently checked during laying with straight edge of about 2m long so as to attain a true
surface with required slope.
● Cement Flooring- The finished floor shall not sound hollow when tapped with a wooden
mallet. If there is a hollow sound on gently tapping off the slab, such slab shall be removed
and reset properly.
● Marble Flooring- All visible angles and edges of the slabs shall be true, square or as
required, and free from chippings and the surface shall be true and plane.
● Tolerances in thickness of all types of natural stones as specified may be accepted
considering market availability by Engineer-in-Charge.
● Tiles- The joints shall be kept as thin as possible and in straight lines or to suit the required
pattern, unless specified use of specific spacers.

Flooring
Quality Standards for Internal Water
Supply
 Manufacturing and Testing Procurement

Indian Plumbing Association (IPA) and

International Association of Plumbing & ●Measurements of required sizes , lengths and list of
Mechanical Officials (IAPMO) assembly of pipes and fitting need to be checked as
● The Uniform Plumbing Code – India (UPC-I) per layout drawing
● Green Plumbing Code Supplement-India
● Water Efficient Products – India (WEP-I) ●Suitability for application for the project - Diameter,
Sanitary Appliances Thickness, Brand Materials.
● IS 771 (Part 1 to 7)
● IS 772 ●Preliminary cost information
● IS 774
Water supply Pipes ●Initial Construction Strategy including planning and
● PVC IS 4984 : 2016 (5 Revision) preliminary start date.
● UPVC IS 4985 : 2000 (3 Revision)
● CPVC IS 15778 : 2007 ●Likely volumes.
● CI IS 1536 : 2001
Tested for Tolerance w.r.t. Size Thickness Material and
Weight of the products
Internal Water Supply
 Storage & Handling Workmanship

Recommendations on stacking and storage ● Code of practice for building drainage (IS 1742)
(IS 4082-1996)
● The pipes shall be unloaded where they are ● Code of basic requirements for water supply,
required when the trenches are ready to drainage and sanitation (IS 1172 : 1993 (4
receive them.
Revision)
● Storage shall be done on firm, level and clear
ground and wedges shall be provided at the
● Code of practice for water supply in buildings
bottom layer to keep the stack stable.
● The stack shall be in pyramid shape or the
(IS 2065 : 1983 (2 Revision)
pipes length-wise and cross-wise in alternate
layers. ● Code of practice for domestic hot water
● The pyramid stack is advisable in smaller installations (IS 7558 : 1974 )
diameter pipes for conserving space in storing
them. The height of the stack shall not exceed ● Handbook on Water Supply and Drainage (SP
1.5 M. 35 (S&T) : 1987)
● Storage of PVC pipes in heated areas
exceeding 27°C Should be avoided.

Internal Water Supply

 INSPECTION

Quality in Internal water supply is majorly ensured during its laying. However inspection can be
carried out to check on the following:-

● Check for loose connection and leakages

● Inspection for faults or damages to water storage units

● Acceptable water pressure and working of allied fixtures

● Alignment of pipes, stability of holding clamps and protection measures if required.

● Check and replace for damaged or faulty sanitary fixtures after construction activities.

● Inspection for faults or damages to equipments like pumps/motors, overflow systems,

heating equipment, primary filtration provisions, etc.

Flooring
Storage and Stacking
 PART B
Implementation on a site for a medium level project
Quality Management System at Site
● It is mostly observed that success of implementing any quality standards critically begins with top
management.
● The need of establishing the quality, articulating standards and establishing desired outcome is a
priority.
● The manager or person in charges needs to define the quality parameters and closely monitor the
work progress.
● Its an important part of Quality Management System to be implemented on Site.

1. Resource Management
2. Plan and Develop Processes Measurement
3. Analysis and Improvement
4. Documentation and Record Keeping
Quality Management System
1. Resource Management
● Providing the required resources, including personnel, technology and time.
● Ensuring that qualified and competent people are available with appropriate experience and training.
● Training programs, including job-specific requirements and understanding.

2. Plan and Develop Processes

● Activities for the project must be thought over and carefully decided.
● Time-tested and proven procedures may be identified to establish a set of overarching processes and scheduled
works as per the requirements of the project.

3. Measurement, Analysis and Improvement

● Monitoring and measurement need to be conducted to ensure that both the operation and control of these
processes are effective.
● Audits may be performed to ensure that processes, standards and procedures are being properly implemented
and documented.
● A variant of an audit, referred to as an evaluation, can be conducted to ensure the integrity and continual
improvement of work processes.
Internal Audits: The project owners to ensure the integrity typically establish internal audit programs and continuous
improvement of the work processes.
Stakeholder Audits: Quality audits by various stakeholders are permitted and typically require adequate notification to
conduct.
Regulatory Audits: The business or project should offer full cooperation with audits and evaluations.
Person in charge may perform quality checks/audits as per recommendations of standards to keep
conformity as per the requirements and quality. For example :

[Link] Activity Procedure/Code Audit Acceptance Responsible Personnel Remark

of Practice Frequency Criteria Action
Required
Contractor/ Operator
Engineer

3
Quality Management System
4. Documentation and Record Keeping

● Records may be generated to validate conformance and compliance with project requirements and applicable
regulations and codes of quality and standards. These need to be maintained in a secure environment for the
project.
● In the case of projects, records are part of the final turn over to the owner/operator for commissioning and
operations.
● Records are established and maintained to provide evidence of conformity and compliance to demonstrate the
effective operation as per the requirements and quality standards.
Reference- Karnataka rural infrastructure development limited
Instructions for quality control at site for buildings

Example
 Karnataka rural infrastructure development limited
Instructions for quality control at site for buildings
General Brickwork : Methodology Process

1. Soak all bricks for a minimum period of one hour before use and remove from tank sufficiently in
advance so that they are skin dry before actual laying.

2. Before laying the bricks in foundation, hack the top surface of the foundation block, clean, wet and
spread a layer of mortar of 12 mm (minimum) thickness, to prepare the surface. In case of masonry
works resting on rock base, lay a leveling layer of 150 mm (average) thickness in concrete of M10 grade.

3. Lay all brickwork in English bond, even and true to line, plumb or specified batter and level. Break all
joints in successive courses and lay joints accurately.

4. Lay all bricks with frogs up, if any on a full bed of mortar. Slightly press the bricks so that the mortar
gets into all hollow space of bricks to ensure proper adhesion. Flush all joints and pack with mortar, to fill
all hollow spaces.

Example
5. Build brickwork in uniform layers so that no part of brickwork shall rise more than one metre above
the general construction level, to avoid unequal settlement and improper jointing.

6. Remove all loose bricks and mortar while joining partially set or entirely set brick masonry with new
one and roughen and wet with cement slurry to achieve proper bond. In case of vertical and inclined
joints, achieve proper bond by inter locking the bricks.

7. Tool all joints on exposed faces to give a concave finish, the thickness of joint not exceeding 10 mm.

8. Keep masonry work in cement mortar constantly moist on all faces for a minimum period of seven
days. Leave the top of masonry work flooded with water at the close of the day. During hot weather wet
or cover all finished or partly completed work to prevent rapid drying of brickwork. Maintain watering and
curing at the close of day’s work or for other period of cessation of works.

9. Erect single scaffolding for plastering, pointing and any finishing in which one end of the putlogs/ pole
shall rest in the hole provided in the header course of brick masonry. Provide double scaffolding having
two independent supports clear of the work when brick work is exposed and not to be finished.

Example
Example
Example
Storage of material

1. Store cement bags on wooden platforms minimum 200 mm above the floor level and minimum 600
mm above ground level whichever is higher in perfectly dry and water tight sheds.
2. Stack and store different types of cement separately, in a manner to facilitate their removal and use
in an ordinary manner.
3. Store lime in weather proof sheds. Store hydrated lime in the same manner as cement and the
period of storage shall not be more than one month
4. Store bricks in regular tiers as they are unloaded to minimize breakage and defacement. Stock
bricks for use in different situations or different types separately.
5. Store sand, stone dust, marble dust etc. at proper place so as to prevent contamination of foreign
material due to wind etc. When stacked on ground, do not remove them from stock pile within 300
mm of the ground.

Example
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THANK YOU