Quality Control and Safety During Construction - Revision history

Thomas Reigstad: Blanked the page

2017-10-02T19:04:05Z

Blanked the page

Thomas Reigstad: /* Cost of Quality */

2017-10-02T19:00:20Z

Cost of Quality

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	-Prevention Cost<br>		-Prevention Cost<br>

	Identifying the sources to the costs will help distributing the resources to where they are most valuable. Thus improving the efficiency of the quality management and also the areas where QC will give the greatest benefit. In the end, intentionally, the increased quality will not result in extra costs. <ref> American Socciety of Quality, http://asq.org/learn-about-quality/cost-of-quality/overview/overview.html, access: 29.09.17</ref> <ref>Torill Evy Thune, Kvalitetssikring og internkontroll i bygg og anlegg, 4th Edition(2017), Byggnæringens forlag</ref>		Each of the classifications will look at different aspects of the economical impact on the quality system. Identifying the sources to the costs will help distributing the resources to where they are most valuable. Thus improving the efficiency of the quality management and also the areas where QC will give the greatest benefit. In the end, intentionally, the increased quality will not result in extra costs. <ref> American Socciety of Quality, http://asq.org/learn-about-quality/cost-of-quality/overview/overview.html, access: 29.09.17</ref> <ref>Torill Evy Thune, Kvalitetssikring og internkontroll i bygg og anlegg, 4th Edition(2017), Byggnæringens forlag</ref>

	===Cause and Effect Diagram===		===Cause and Effect Diagram===

Thomas Reigstad: /* Check Sheets */

2017-10-02T18:58:41Z

Check Sheets

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	===Check Sheets===		===Check Sheets===
	One of the most common ways to perform QC is by Check Sheets also referred to as Checklists. They give directions about what to control and how to do it. Using the construction of a concrete wall as an example. Typically parameters can be e.g. placement, height, reinforcement, form works etc. The sheets are created and adapted to each individual project. All controlled areas will be documented and stored for later auditing. The controls are directed towards areas where the companies know faults occur, often a result of the risk assessment, QP or Benchmarking. The Check Sheets is a combination of preventive and corrective QC. It is also considered one of the most basic and simple ways of QC, with only small amounts of planning required. On the other hand processing the information acquired from the Check Sheets requires a sufficient amount of work. Using the knowledge gained from the controls are important in future work. Check sheets are also dependent on the other supporting activities in the QC. To perfect the Check sheets it is important to use the previous mentioned methods, resulting in an ongoing development towards better quality. ~~the~~<ref>Industriskolen , http://www.niskolen.no/pil/Medlem/Kurs/Dokumentasjonogkvalitet/data/downloads/10_dokumentasjon-og-kvalitetssikring.pdf, accessed 16.09.17</ref> <ref>American Society for Quality, http://asq.org/learn-about-quality/data-collection-analysis-tools/overview/check-sheet.html</ref> <ref>Intouch Manufacturing Services, https://www.intouch-quality.com/blog/quality-control-inspection-checklists-and-how-to-use-them</ref>		One of the most common ways to perform QC is by Check Sheets also referred to as Checklists. They give directions about what to control and how to do it. Using the construction of a concrete wall as an example. Typically parameters can be e.g. placement, height, reinforcement, form works etc. The sheets are created and adapted to each individual project. All controlled areas will be documented and stored for later auditing. The controls are directed towards areas where the companies know faults occur, often a result of the risk assessment, QP or Benchmarking. The Check Sheets is a combination of preventive and corrective QC. It is also considered one of the most basic and simple ways of QC, with only small amounts of planning required. On the other hand processing the information acquired from the Check Sheets requires a sufficient amount of work. Using the knowledge gained from the controls are important in future work. Check sheets are also dependent on the other supporting activities in the QC. To perfect the Check sheets it is important to use the previous mentioned methods, resulting in an ongoing development towards better quality.<ref>Industriskolen , http://www.niskolen.no/pil/Medlem/Kurs/Dokumentasjonogkvalitet/data/downloads/10_dokumentasjon-og-kvalitetssikring.pdf, accessed 16.09.17</ref> <ref>American Society for Quality, http://asq.org/learn-about-quality/data-collection-analysis-tools/overview/check-sheet.html</ref> <ref>Intouch Manufacturing Services, https://www.intouch-quality.com/blog/quality-control-inspection-checklists-and-how-to-use-them</ref>

	===Evaluation of the Quality Control===		===Evaluation of the Quality Control===

Thomas Reigstad: /* Limitations */

2017-10-02T18:58:22Z

Limitations

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	To keep the progress in a company, reaching towards their goals, QC can be a good measure. However, QC has to be used correctly. As many of the different sections in the article has discussed, handling the information acquired is very important. If the company cannot take advantage of their new knowledge and transfer this to future projects, the development will not continue and the QC is not fully utilized. The modern form of QC is yet very dependent on the evaluation and planning, thus emphasizes the importance of handling it correctly.		To keep the progress in a company, reaching towards their goals, QC can be a good measure. However, QC has to be used correctly. As many of the different sections in the article has discussed, handling the information acquired is very important. If the company cannot take advantage of their new knowledge and transfer this to future projects, the development will not continue and the QC is not fully utilized. The modern form of QC is yet very dependent on the evaluation and planning, thus emphasizes the importance of handling it correctly.

	Communication is important in any company, especially when it comes to meeting their customers. Defining what is good quality and what is not, can be essential to the success of a project. If the company's perception of good quality do not fit the customers requirements for quality, the QC would be worthless. It is therefore important for all parties to communicate what their expectations are beforehand to avoid any disagreements. Communicating these standards within the company is equally important.		Communication is important in any company, especially when it comes to meeting their customers. Defining what is good quality and what is not, can be essential to the success of a project. If the company's perception of good quality do not fit the customers requirements for quality, the QC would be worthless. It is therefore important for all parties to communicate what their expectations are beforehand to avoid any disagreements. Communicating these standards within the company is equally important.

	A third limitation is the costs of QC. Using extended QC with the accompanying methods and tools can be very expensive. If company spend more money and time on the QC then they make up for in failures the implementation will just act against its purpose. Before implementing the different tools and methods there should be done research by the company to decide the benefits of the QC. After all, the company has to make money.		A third limitation is the costs of QC. Using extended QC with the accompanying methods and tools can be very expensive. If the company spend more money and time on the QC then they make up for in failures the implementation will just act against its purpose. Before implementing the different tools and methods there should be done research by the company to decide the benefits of the QC. After all, the company has to make money.

	Having systems and methods to provide a good QC would in many cases be beneficial for the company. However, the idea that quality is important has to be implemented in the mindset of every employee in the company. Just following standards like the ISO 9001 or other tools without the understanding of why they are used does not engage in progress. Everyone involved in the process has to be committed and reach for their common goals.		Having systems and methods to provide a good QC would in many cases be beneficial for the company. However, the idea that quality is important has to be implemented in the mindset of every employee in the company. Just following standards like the ISO 9001 or other tools without the understanding of why they are used does not engage in progress. Everyone involved in the process has to be committed and reach for their common goals. The work culture and environment is focus areas to provide the workers with a strong focus on quality.

	==Annotated Bibliography==		==Annotated Bibliography==

Thomas Reigstad: /* Background */

2017-10-02T18:54:45Z

Background

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	==Background==		==Background==

	Until the mid-20th century the conventional way to make sure products were up to standards was with post-production controls, where the defect products would be repaired or thrown away. After the second world war companies started to rethink the idea as factories and production became more efficient and the demand bigger. Toyota introduced the Toyota Production System which later influenced the Lean-philosophy. In the 50’s the Deming-circle was introduced by W. Edwards Deming and is considered the origin of the total quality management (TQM). In the end of the 60’s the term Quality management systems arises. This was the first time where they would look at the entire process of making a product, not just the production in itself. The management and the service provided to the customers would be taken into account just as the quality of the product. The entire system is ~~build~~ up to provide the best possible quality. <ref>American Society of Quality, http://asq.org/learn-about-quality/total-quality-management/overview/tqm-history.html, accessed: 21.09.17</ref>		Until the mid-20th century the conventional way to make sure products were up to standards was with post-production controls, where the defect products would be repaired or thrown away. After the second world war companies started to rethink the idea as factories and production became more efficient and the demand bigger. Toyota introduced the Toyota Production System which later influenced the Lean-philosophy. In the 50’s the Deming-circle was introduced by W. Edwards Deming and is considered the origin of the total quality management (TQM). In the end of the 60’s the term Quality management systems arises. This was the first time where they would look at the entire process of making a product, not just the production in itself. The management and the service provided to the customers would be taken into account just as the quality of the product. The entire system is built up to provide the best possible quality. <ref>American Society of Quality, http://asq.org/learn-about-quality/total-quality-management/overview/tqm-history.html, accessed: 21.09.17</ref>

	==Plan - Do - Check - Act==		==Plan - Do - Check - Act==

Thomas Reigstad: /* Background */

2017-10-02T18:54:27Z

Background

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	==Background==		==Background==

	Until the mid-20th century the conventional way to make sure products were up to standards was with post-production controls, where the defect products would be repaired or thrown away. After the second world war companies started to rethink the idea as factories and production became more efficient and the demand bigger. Toyota introduced the Toyota Production System which later influenced the Lean-philosophy. In the 50’s the Deming-circle was introduced by W. Edwards Deming and is considered the origin of the total quality management (TQM). In the end of the 60’s the term Quality management systems arises. This was the first time where they would look at the entire process of making a product, not just the production in itself. The management and the service provided to the customers would be taken into account just as the quality of the product. <ref>American Society of Quality, http://asq.org/learn-about-quality/total-quality-management/overview/tqm-history.html, accessed: 21.09.17</ref>		Until the mid-20th century the conventional way to make sure products were up to standards was with post-production controls, where the defect products would be repaired or thrown away. After the second world war companies started to rethink the idea as factories and production became more efficient and the demand bigger. Toyota introduced the Toyota Production System which later influenced the Lean-philosophy. In the 50’s the Deming-circle was introduced by W. Edwards Deming and is considered the origin of the total quality management (TQM). In the end of the 60’s the term Quality management systems arises. This was the first time where they would look at the entire process of making a product, not just the production in itself. The management and the service provided to the customers would be taken into account just as the quality of the product. The entire system is build up to provide the best possible quality. <ref>American Society of Quality, http://asq.org/learn-about-quality/total-quality-management/overview/tqm-history.html, accessed: 21.09.17</ref>

	==Plan - Do - Check - Act==		==Plan - Do - Check - Act==

Thomas Reigstad: /* Evaluation of the Quality Control */

2017-10-02T18:53:24Z

Evaluation of the Quality Control

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	''"A systematic and independent survey to determine whether the quality activities and their results are consistent with what is planned and whether they are efficiently implemented and appropriate for achieving the goals."''		''"A systematic and independent survey to determine whether the quality activities and their results are consistent with what is planned and whether they are efficiently implemented and appropriate for achieving the goals."''

	This can be done both internally and from a third-party view to get a completely objective result. It is ~~also~~ several ways to conduct the evaluation. Either by looking at the horizontal point of view where the separate systems or tools are being evaluated, or it can be done vertically where the system from start to end are being evaluated. Depending on the success of the project there has to be a decision on which to use.		This can be done both internally and from a third-party view to get a completely objective result. It is common that customers or the risk holders do an assessment like this, to make sure their investments are safe. Furter, there are several ways to conduct the evaluation. Either by looking at the horizontal point of view where the separate systems or tools are being evaluated, or it can be done vertically where the system from start to end are being evaluated. Depending on the success of the project there has to be a decision on which to use. The evaluation can look at the system but also other parameters i.g. economics, professional knowledge, work environment etc. Everything to make sure the organization keeps progressing.

	==Limitations==		==Limitations==

Thomas Reigstad: /* Evaluation of the Quality Control */

2017-10-02T18:39:50Z

Evaluation of the Quality Control

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	===Evaluation of the Quality Control===		===Evaluation of the Quality Control===

	~~As an~~ important part of the ISO 9001 system~~, evaluating~~ the QC after a project ~~is important~~. Thule describes the process like this:		An important part of the ISO 9001 system or the PDCA is the evaluation after the project ends. Thule describes the process like this:

	"An systematic and ~~independend assessment~~ to ~~conclude~~ whether the QC activities and their results ~~match~~ what ~~was planed,~~ and if they are		''"A systematic and independent survey to determine whether the quality activities and their results are consistent with what is planned and whether they are efficiently implemented and appropriate for achieving the goals."''

			This can be done both internally and from a third-party view to get a completely objective result. It is also several ways to conduct the evaluation. Either by looking at the horizontal point of view where the separate systems or tools are being evaluated, or it can be done vertically where the system from start to end are being evaluated. Depending on the success of the project there has to be a decision on which to use.

	==Limitations==		==Limitations==

Thomas Reigstad: /* Performing the Quality Control */

2017-10-02T18:21:18Z

Performing the Quality Control

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	===Check Sheets===		===Check Sheets===
	One of the most common ways to perform QC is by Check Sheets also referred to as Checklists. They give directions about what to control and how to do it. Using the construction of a concrete wall as an example. Typically parameters can be e.g. placement, height, reinforcement, form works etc. The sheets are created and adapted to each individual project. All controlled areas will be documented and stored for later auditing. The controls are directed towards areas where the companies know faults occur, often a result of the risk assessment, QP or Benchmarking. The Check Sheets is a combination of preventive and corrective QC. It is also considered one of the most basic and simple ways of QC, with only small amounts of planning required. On the other hand processing the information acquired from the Check Sheets requires a sufficient amount of work. Using the knowledge gained from the controls are important in future work. Check sheets are also dependent on the other supporting activities in the QC. To perfect the Check sheets it is important to use the previous mentioned methods, resulting in an ongoing development towards better quality. the<ref>Industriskolen , http://www.niskolen.no/pil/Medlem/Kurs/Dokumentasjonogkvalitet/data/downloads/10_dokumentasjon-og-kvalitetssikring.pdf, accessed 16.09.17</ref> <ref>American Society for Quality, http://asq.org/learn-about-quality/data-collection-analysis-tools/overview/check-sheet.html</ref> <ref>Intouch Manufacturing Services, https://www.intouch-quality.com/blog/quality-control-inspection-checklists-and-how-to-use-them</ref>		One of the most common ways to perform QC is by Check Sheets also referred to as Checklists. They give directions about what to control and how to do it. Using the construction of a concrete wall as an example. Typically parameters can be e.g. placement, height, reinforcement, form works etc. The sheets are created and adapted to each individual project. All controlled areas will be documented and stored for later auditing. The controls are directed towards areas where the companies know faults occur, often a result of the risk assessment, QP or Benchmarking. The Check Sheets is a combination of preventive and corrective QC. It is also considered one of the most basic and simple ways of QC, with only small amounts of planning required. On the other hand processing the information acquired from the Check Sheets requires a sufficient amount of work. Using the knowledge gained from the controls are important in future work. Check sheets are also dependent on the other supporting activities in the QC. To perfect the Check sheets it is important to use the previous mentioned methods, resulting in an ongoing development towards better quality. the<ref>Industriskolen , http://www.niskolen.no/pil/Medlem/Kurs/Dokumentasjonogkvalitet/data/downloads/10_dokumentasjon-og-kvalitetssikring.pdf, accessed 16.09.17</ref> <ref>American Society for Quality, http://asq.org/learn-about-quality/data-collection-analysis-tools/overview/check-sheet.html</ref> <ref>Intouch Manufacturing Services, https://www.intouch-quality.com/blog/quality-control-inspection-checklists-and-how-to-use-them</ref>

			===Evaluation of the Quality Control===

			As an important part of the ISO 9001 system, evaluating the QC after a project is important. Thule describes the process like this:

			"An systematic and independend assessment to conclude whether the QC activities and their results match what was planed, and if they are

	==Limitations==		==Limitations==

Thomas Reigstad: /* Annotated Bibliography */

2017-10-02T17:41:57Z

Annotated Bibliography

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	==Annotated Bibliography==		==Annotated Bibliography==

	''Books:''		'''Books:'''

	Chris Hendrickson, (2000), Project Management for Construction Fundamental Concepts for Owners, Engineers, Architects and Builders, Department of Civil and Environmental Engineering, Carnegie Mellon University, Pittsburgh		Chris Hendrickson, (2000), Project Management for Construction Fundamental Concepts for Owners, Engineers, Architects and Builders, Department of Civil and Environmental Engineering, Carnegie Mellon University, Pittsburgh