Total Quality Management Strategies for Construction Project Success

1. TOTAL QUALITY MANAGEMENT (TQM) Increasing Productivity

2. Introduction • Planning prior to start Construction • Implementing Personnel Management Procedures • Planning and Scheduling • Material Management • Implementing an Emphasis on Cost and Risk • Implementing TQM philosophy (Total Quality Management)

3. Planning Prior to Start of Construction • Job Safety Layout • Safety and Communication • Locating Equipment and Material • Preparing a Project Plan • Schedule and Develop a plan for processing Change Orders

4. Implementing Personnel Management Procedures • Working for the Company rather than for a Job • Being attentive to the personal needs of the workers • Pride in Work • Measuring system of performance: Communicate expectations • Effective Communication: Share information, i.e.: Man hours budgeted, productivity goals. • Clients needs should be held with high importance. All clients look for 3 main attributes • Cost – handled completely by office / estimators • Quality – responsibility of field and supervisors • Schedule – combination of field and project managers

5. Planning and Scheduling • Quantity to be done • Tools needed • Materials needed • Equipment needed • One to Four Weeks revolving plan and schedule • Master Schedule

6. Material Management • Prepare an effective Job Site Layout • Order materials on a just in time basis when effective • Place materials off site when necessary • Document all material obstructions • Hold individuals responsible for material theft and wastage • Make workers knowledgeable of the cost of materials • Investigate incidences of multiple material handling

7. Implementing an Emphasis on Cost and Risk • Re-action vs. Pro-action • Measurement of Opportunities • Hours expended for punch list work • Equipment Idle Hours vs. Productive Hours • Laborer non-productive hours while waiting for instructions • Hours of double handling of materials • Opportunity for Improvements: • Bi-weekly write-up report on how a specific task can be improved

8. “Working HARD might not be Working SMART" • Risk emphasis: • Pay attention to productivity risk as well as production and the cost of production. • Damages to existing structure • Prioritize the risk of work tasks to be done during the day • Evaluate Cost: Everything should be viewed as handing and placing MONEY

9. TQM PHILOSOPHY

10. TQM philosophy • Involve everyone in the organization in controlling and continuously improving the process of how work is done, in order to meet customer expectations of quality • Customer Satisfaction • Employee Involvement and Empowerment • Focus on Process Improvement • Continuous Improvement

11. TRADITIONAL MANAGER • Inspects for it afterwards • Respects the Management Authority Only • Blames the Employees • One time improvement

12. TOTAL QUALITY MANAGER • BUILDS QUALITY • INVOLVES EMPLOYEES • FOCUSES ON IMPROVING PROCESS • STRIVES FOR CONTINUOUS IMPROVEMENT

14. IMPROVEMENT CYCLE

15. CRITICAL AREAS • Safety • Equipment Productivity • Monitoring Productive and Non-Productive standby usage for each piece of equipment • Piece of Equipment = Profit Center • Budget hours for equipment usage just like labor • Give recognition to supervisors with high productive equipment • Keep equipment available and in proper working conditions, avoid crew interruptions as much as possible • Communication, Field Record-Keeping, and Job Cost System • An individual that is required to fill out a form should be showed where the data goes and how it is used • Show him by example that the data was in fact used • Provide him with a subsequent feedback report • Quality and Pride in Work • Be attentive to performing high quality work • Poor quality is simply “Non-Acceptable” • Make the project a Company Matter, not a Project Matter • Pride in Work is critical to productivity improvement as well as quality

16. PRODUCTION WORKSHEESAMPLE