Large Construction Project Quality Plan - ISO 9001-2008 using ISO 10006

John Broomfield

Staff member
Super Moderator
#11
With the Price of Nonconformity probably running at 20 to 40% I see no reason to charge more for being asked to invest in the prevention of nonconformity.

Besides, the owner's selection criteria should exclude the designers and contractors for whom using its management system to deliver quality (in accordance with the national quality management system standard) is a novel experience.
 
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John Broomfield

Staff member
Super Moderator
#12
Here is the source for my statement regarding the money that could be saved by managing quality.

Please refer to the image which is a table showing the declining costs of poor quality against higher sigma levels.

The table is from 'Six Sigma? by Mikel Harry and Richard Schroeder.
 

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mgcm1

Starting to get Involved
#13
Hershal, thanks for that - I'm fortunate that i have a very astute procurement manager determining all the standards needed and ensuring the purchases are made on that basis - so i think that is sorted. I've also hammered home "documents build buildings" so that is relatively sound.
John the costings of quality we all know but i think it is it is such an intangible concept for some its a difficult point to sell to the functional teams. Engineers/ contractors tend to have a mindset of "if its not broke why fix it". So your costing matrix is very useful.
I ve begun using quotes such as "think it say it, do it, prove it , improve it" . to spread the "Q" word to the vocational groups. This prompted a very interesting effect as different cultures thought "do it " and "prove it" should switch in sequence.
On reflection that disparity may prove to be a source of serial non conformance, through different inherent approaches to individual activities.
 

John Broomfield

Staff member
Super Moderator
#14
Hershal, thanks for that - I'm fortunate that i have a very astute procurement manager determining all the standards needed and ensuring the purchases are made on that basis - so i think that is sorted. I've also hammered home "documents build buildings" so that is relatively sound.
John the costings of quality we all know but i think it is it is such an intangible concept for some its a difficult point to sell to the functional teams. Engineers/ contractors tend to have a mindset of "if its not broke why fix it". So your costing matrix is very useful.
I ve begun using quotes such as "think it say it, do it, prove it , improve it" . to spread the "Q" word to the vocational groups. This prompted a very interesting effect as different cultures thought "do it " and "prove it" should switch in sequence.
On reflection that disparity may prove to be a source of serial non conformance, through different inherent approaches to individual activities.
mgcm,

I see no need to reinvent the wheel. What is wrong with Plan, Do, Check, Act?

In other words, plan the work, work the plan, check the work against the plan, act to improve the plan and work as necessary.

John
 
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mgcm1

Starting to get Involved
#15
Thanks I've used PDCA already - but still think I need to get more across. Am trying to get across the explain not blame opportunity that NCR's are, but people are so skeptical of that - in many cases for good reason.

I'm also trying to search out a standard that stipulates third party checking of major designs in construction. I've found clauses that imply such diligence but none that frame it well. Would I have to go into the manufacturing standards of the construction components to extrapolate such a clause?
 

John Broomfield

Staff member
Super Moderator
#16
Thanks I've used PDCA already - but still think I need to get more across. Am trying to get across the explain not blame opportunity that NCR's are, but people are so skeptical of that - in many cases for good reason.

I'm also trying to search out a standard that stipulates third party checking of major designs in construction. I've found clauses that imply such diligence but none that frame it well. Would I have to go into the manufacturing standards of the construction components to extrapolate such a clause?
mgcm1,

Yes, the contractual barriers can result in blame culture but partnering attempts to prevent this. Really, it is the project management system that should be blamed whether that system is formally recognized or not. The beauty of this is that the PMS cannot fight back or get defensive; it can be one of its most important attributes.

Of course, relying on third party inspection runs counter to all the thinking and processes that prevent nonconformity. But you may find this paper useful on the use of the PE's Seal on drawings.

Chartered Engineers may work to a similar standard. Here is the competence standard common to all Chartered Engineers.

John
 
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mgcm1

Starting to get Involved
#17
thank you once again. 3rd party isnt budgeted for but instinct is telling to me get one - things will fall apart otherwise. its surprising that a more detached view for construction projects is not welcomed by iso as i think it would recognize some of the scope involved.
 

John Broomfield

Staff member
Super Moderator
#18
Gary,

Sorry, when I said "formally recognized" I was talking about the owner and the entire project team.

For this, the PMS needs to be documented by the team to the extent necessary for their effective, planning, operation, control, monitoring and audit.

No more than that. Indeed, I doubt the value of obtaining accredited certification of the PMS.

John
 

John Broomfield

Staff member
Super Moderator
#19
Here is the source for my statement regarding the money that could be saved by managing quality.

Please refer to the image which is a table showing the declining costs of poor quality against higher sigma levels.

The table is from 'Six Sigma? by Mikel Harry and Richard Schroeder.
For those who do not believe the relationship between sigma level and cost of poor quality here is another reference:

"Quantifying Levels of Wasted Time in Construction with Meta-Analysis"
by Michael J. Horman and Russell Kenley

Their investigation in 2005 found that the magnitude of wasted time in building projects is substantial at an average of 49.6% with a standard deviation of 11.9%.
 

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