ACI 121R-98 became effective August 18, 1998.Copyright 1998, American Concrete Institute.All rights reserved including rights of reproduction and use in any form or by anymeans,includingthemakingofcopiesbyanyphotoprocess,orbyelectronicormechanical device, printed, written, or oral, or recording for sound or visual reproduc-tionorforuseinanyknowledgeorretrievalsystemordevice,unlesspermissioninwriting is obtained from the copyright proprietors.

ACICommitteeReports,Guides,StandardPractices,andCommentaries are intended for guidance in planning, design-ing, executing, and inspecting construction. Thisdocumentis intended for the use of individuals who are competentto evaluate the significance and limitations of its contentand recommendations and who will accept responsibilityfor the application of the material it contains. The AmericanConcrete Institute disclaims any and all responsibility for thestated principles. The Institute shall not be liable for any lossor damage arising therefrom.Reference to this document shall not be made in contractdocuments. If items found in this document are desired bytheArchitect/Engineertobeapartofthecontractdocu-ments, they shall be restated in mandatory language for in-corporation by the Architect/Engineer. 121R-1This document provides guidance for the development and implementationofqualitysystemsforconcreteconstructionprojects.Thesysteminvolvestheidentificationofqualityobjectivesandtheirincorporationintothequalityplan,whichisimplementedbyprojectparticipants.Thesystemisintendedtoallowuserjudgmentwithrespecttotheownersneeds;thedefinedqualityobjectives;theprojectsize,importance,andcomplexity;and the skills of the project organizations involved.ThisdocumentfollowstheANSI/ISO/ASQCQ9000SeriesofQualityManagementStandards,whicharealsoverysimilartotheautoindustryQS 9000 Standards.Keywords:acceptability;concreteconstruction;evaluation;inspection;quality systems; quality plans; structural design.CONTENTSChapter 1Introduction1.1Scope and purpose1.2DefinitionsChapter 2Administrative aspects of a quality system2.1Responsibilities of the owner2.2Characteristics of quality systems2.3Initial project and preconstruction meetingsChapter 3Quality planChapter 4Quality manual4.1Elements4.2Responsibilities of the project team4.3Quality policy4.4Organization responsibilities4.5Management representativesChapter 5Quality Manual Elements5.1Quality system procedures5.2Contract reviewQuality Management System for Concrete ConstructionACI 121R-98Reported by ACI Committee 121C. Raymond HaysChairmanPaul Zoltanetzky, Jr.SecretaryHarry G.AndersonAlejandro GrafAnand S. MehtaRon V. BaileyChaman GroverGerald R. MurphyLars BalckJoe GutierrezWilliam TwittyCarl BimelMorris V. HuffmanClara B. VillegasKenneth W. DayRobert S. JenkinsLionel VincentMartin J. FraduaRonald D. KulchakWoodward VogtClifford GordonErrol LimRoger E. Wilson 121R-2MANUAL OF CONCRETE PRACTICE5.3Design control5.4Document and data control5.5Purchasing5.6Control of owner supplied product5.7Product identification and traceability5.8Process control5.9Inspection and testing5.10Control of measuring and test equipment5.11Inspection and test status5.12Control of nonconforming product5.13Corrective and preventative action5.14Handling and storage5.15Control of quality records5.16Internal quality audits5.17Training5.18Statistical techniquesChapter 6Cited and recommended referencesAppendix AISO ConceptsCHAPTER 1INTRODUCTION1.1Scope and purposeThis document provides guidance for the development andimplementation of a quality system for concrete constructionprojects. It is based on the ISO 9000 Quality Systems Stan-dards requirements. With the exception of management re-sponsibilityandservicing,allelementsofISO9001arementionedbriefly.UndertheISOsystem,wherethecom-mittee has used the word should, ISO uses shall to makethese requirements mandatory. The imposition of ISO wouldmake the requirements mandatory. This document does notestablishprojectworkrelationships.Theprojectcontractdocumentswilldefinetheowner/projectteamrelationshipand govern the performance of these parties through the du-ration of the project. This document is a management tool in-tendedtofacilitatesuccessfulinteractionamongprojectteam members.Thisguidewillaccommodateprojectsthatvaryinsize,complexity, and number of organizations. On a large project,it is important that all major organizations involved developa quality plan with appropriate elements. On a small project,a single overall quality plan and the contract documents maysuffice.1.2DefinitionsThe definitions given in this section are taken from Amer-ican National Standards Institute/International OrganizationforStandardization/AmericanSocietyforQuality(ANSI/ISO/ASQ) A8402-1994.1.2.0 QualityThe totality of characteristics of an entitythat bear on its ability to satisfy stated and implied needs.1.2.1Qualityassurance(QA)Alltheplannedandsys-tematic activities implemented within the quality system anddemonstrated as needed, to provide adequate confidence thatan entity will fulfill requirements for quality. There are bothinternal and external purposes for quality assurance. Internalqualityassurance,withinanorganization,providesconfi-dencetomanagement.Externalqualityassurance,incon-tractual or other situations, provides confidence to the ownerorothers(suchasbuildingcodeofficialsorgovernmentagencies).1.2.2Qualitycontrol(QC)Operationaltechniquesandactivities that are used to fulfill the requirements for quality.Itinvolvesoperationaltechniquesandanactivityaimedatboth monitoring a process and at eliminating causes of unsat-isfactory performance at all stages in order to result in eco-nomic effectiveness.1.2.3 Quality planActivities that establish the objectivesandrequirementsforquality.Itusuallyisprojectspecificand makes reference to the quality manual.1.2.4QualitypolicyAstatementofanorganizationsobjectives and commitment to quality.1.2.5QualitysystemTheorganizationalstructure,re-sponsibilities,procedures,processes,andresourcesneededtoassurethatanorganizationsqualityobjectivesaremet.As used in this document, the quality system is spearheadedbytheownerandconsistsoftheownersinternalpoliciesandproceduresforcontracting,the(project)qualityplan,and the quality manuals implemented by the project team.1.2.6QualitymanualAdocumentthatstatescompanypolicy and describes the quality system of an organization. 1.2.7 ContractorA supplier in a contractual situation.1.2.8 OwnerThe organization that is responsible for theproject. The term encompasses the agents of the owner (suchas project/construction manager, engineer, architect, qualityconsultant,andothers)whohavebeendelegatedsomere-sponsibility. The word owner is used since that is the termused by ISO-9001. Many ACI documents use the term own-er. The owner is the recipient of the product.1.2.9 ProductA product is the result of activities or pro-cesses. It may include service, hardware, processed materi-als, software, or a combination thereof.1.2.10 ProcedureA specified way of doing an activity.Note: In many cases, procedures are documented.When a procedure is documented, the term written procedure or documented procedure is frequently used.A written procedure usually contains the purpose and scope of an activity; what shall be done and by whom; when, where, and how it shall be done.1.2.11 SubcontractorOrganization that provides a prod-uct to a supplier (contractor).1.2.12 SupplierOrganization that provides a product tothe owner.CHAPTER 2ADMINISTRATIVE ASPECTS OF A QUALITY SYSTEM2.1Responsibilities of the ownerThe owner is responsible for establishing a quality system,which includes selecting competent organizations and indi-viduals. If the owner does not have the skills or personnel, or 121R-3 QUALITY MANAGEMENTboth,requiredtofulfilltheseresponsibilities,theownershoulddesignateanorganizationorindividualtoperformthese functions. Table 2.1 describes the elements of a qualitysystem.2.2Characteristics of a quality systemTable 2.2 indicates the various phases of a project and howthe quality system is developed. These phases make up thelife cycle of the project. The table also indicates responsibil-ities of the organizations involved. It should be modified tofit the specific organizational arrangements and quality ob-jectives for the project. The quality system is viewed in terms of information flowbetweenprojectorganizationsandinteractionamongindi-vidualsintheprojectteam.Informationflowandmanage-ment of information is the lifeblood of the project, essentialfor achieving effective interaction among project personnel.Appendix A explains the relationship of process flow and thehierarchy of documents.This quality system ensures that project information flowis relevant, accurate, consistent, and timely. The project ben-efits because: standards of performance are established; areas of responsibility are specified; decision points are identified; appropriate follow-up, actions, and decisions are delin-eated; criteria for project performance and assessment are pro-vided.Thearrangementofaqualityplanintodiscreteprojectphasesisnotintendedtoimplythatprojectphasesdonotoverlap. Additionally, activities at a given phase may requirethat a new activity be initiated that relates to an earlier phase.Therefore,theboundariesbetweenprojectphasesarenotsharply defined.Each construction activity is unique because of the differ-ent and varying conditions, and requirements associated witheach project. Additionally, an individual activity must com-plywithcost,safetyprocedures,andcodeandregulatoryTable 2.1Elements of a quality systemDOCUMENT CONTENTSORGANIZATION(S) RESPONSIBLE FOR DEVELOPMENT OF DOCUMENTSQuality Plan, Chapter 3 Owners policy statement Quality objectives Scope of work Organizational relationships Authority/responsibilities of various organiza-tionsOwner or designated project managerQuality Manual with Elements, Chapter 4 and 5 Elements applicable to that organizations scope of work Program Implementing proceduresAll organizations required by the owner to develop a QualityManualTable 2.2Development of a quality system by project phase and responsibilitiesProject phases Quality system phaseSource of qualityrequirements or reference guidanceResponsible review organization and actionPlanning and definition of requirementsOwner* develops project quality planOwner, project manager, consultant, engineer, and this documentOwner review and approval is required if project quality plan was developed by another orga-nizationDesignDesigner develops quality manualOwners project quality plan and this documentOwner or project manager reviews and approves designer quality manualProcurementOwner or project man-ager, or both, develops procurement proceduresOwner, project manager, designer, contractor, and this documentOwner, project manager, designer, and contractor jointly review procurement proceduresConstructionConstruction contractors develop and submit con-tractor quality manualAny combination of owners project quality plan, contract documents, and this documentOwner, project manager, and designer review contractors quality manualMaterial testingTesting laboratory develops and submits a material testing quality manualAny combination of owners project quality plan, contract documents, and this documentOwner, project manager, designer, or contractor review material testing laboratorys quality manual*Indicates owner or his designated project manager who may be the architect, engineer, construction manager, general contrac-tor, or quality consultant. 121R-4 MANUAL OF CONCRETE PRACTICErequirements.Efficiencyimproveswhenaconstructionprojectisconductedwithwell-definedplansanddetailedprocedures. The recommendations, in each phase, provide an overviewofthequalityprinciplesandnecessaryelementstoensurethatacoordinatedqualityplanisimplementedfortheproject.2.3Initial project and preconstruction meetingsTo facilitate communication among project organizations,theidentification,responsibility,andauthorityforinterac-tionandexchangeofinformationamongtheprojectteamsshouldbeestablished.Goodcommunicationsarethehall-mark of a quality project. All members of the project teamshould communicate frequently their expectations and antic-ipatedproblems.Openandfrankdiscussionsareessential.Plan for frequent meetings.Oncetheprojectteamhasbeenassembled,ameetingchaired by the owner is recommended. The agenda should bedistributed prior to the meeting. The meeting should includethe owner or the owners representative, design profession-als,contractors,principalsubcontractors,testingagencies,and representatives from regulatory agencies.Aftertheprojectmeeting,thecontractorshouldchairasimilar preconstruction meeting attended by subcontractors,materials suppliers, vendors, and other suppliers that supportthe contractor. The design professional may be invited to at-tend, but generally only as an observer or a source of infor-mationforthecontractor.Themeetingprocedureandagendaitemsaresimilartotheinitialprojectmeeting,butparticular emphasis is placed on performance of the contrac-tors team and commitment to the project. This is the phasewhere a review of such items as plans, specifications, uniquerequirements,andsubmittalsismadeanddiscussedtoen-sure that all parties are committed to the same quality assur-ance goals.Both meetings should develop common goals and lines ofcommunication for the participants involved in the project.Minutes of both meetings should be kept and distributed in atimely manner to all attendees by the chairman or a designee.Critical interface and authority issues (such as who can au-thorize the addition of water to concrete) should be decided up-on. Contingency authority delegation should be established inthe event that the originator authority is not available.CHAPTER 3QUALITY PLANTheprojectqualityplandocumentstheownersqualityobjectives and should be developed early in the project. As aminimum, the plan should include the following elements: Owners policy statement; Quality objectives and expectations; Scope of the plan; Organizational relationships and interfaces; Authority and responsibilities of organizations and con-tractors; A description of the quality manual those organizations are required to establish and implement.As a project goes through the phases outlined in Table 2.2,the plan may change. The owner and the project team shouldperiodically review and, if necessary, update the plan duringthe life of the project. Updated copies of the plan should beprovided to all affected organizations. Verification of imple-mentation of changes should be conducted.CHAPTER 4QUALITY MANUAL4.1ElementsEachorganizationassignedresponsibilityintheplanshould detail in a quality manual the methods used to meetthe owners quality objectives stated in the plan. The qualitymanual should include those elements described in Chapter5 as appropriate to their scope of work. A quality manualwill normally contain or refer to, at a minimum: Quality policy; The responsibilities, authorities, and interrelationships of the personnel who manage, perform, verify, or review work-affecting quality; The procedures, such as quality system procedures, design procedures, and construction procedures; A statement about reviewing, updating, and controlling the manual.Aqualitymanualcanvaryindepthandformattosuittheneeds of the organization.4.2Responsibilities of the project teamAlistingofqualitymanualelementsthatshouldbead-dressed by each project organization is shown in Table 4.1.Asimilartableshouldbedevelopedbytheownerortheowners designee in the project quality plan. Each organiza-tionshowninthetableshoulddeveloptheirownmanual.Typically, these manuals, once developed, would serve morethan one project.4.3Quality policyManagementwithexecutiveresponsibilityshoulddefineits policy for quality, including objectives for quality and itscommitmenttoquality.Thequalitypolicyshouldberele-vant to the owners goals and the expectations. Managementshould ensure that this policy is understood at all levels of theorganization.4.4Organization responsibilitiesThe quality manual should define the organizational struc-ture, responsibility, and authority of personnel and organiza-tions that manage, perform, verify, or review work affectingquality. This should include designation of the person or or-ganizationresponsibleformanagementanddirectionofquality assurance.4.5Management representativeThedesignprofessionalorcontractorsmanagement,orboth, with executive responsibility should appoint a memberof their own management who, irrespective of other respon-sibilities,shouldhavedefinedauthorityforensuringthataquality manual is established, implemented, and maintainedin accordance with the contract. 121R-5 QUALITY MANAGEMENTCHAPTER 5QUALITY MANUAL ELEMENTS5.1Quality system proceduresThe project team members should: prepare procedures consistent with the requirements of the contract and the owners stated quality policy, and effectively implement the quality system and its proce-dures.5.2Contract reviewThesupplierandanysubcontractorshouldhaveadocu-mented procedure for reviewing bids or accepting a contract.The purpose of this procedure is to ensure that the scope ofwork is clearly defined and the supplier and any subcontrac-tor has the capability to meet the contract. 5.3Design controlThedesignprofessionalshouldestablishandmaintainprocedures to control and verify the design of the product inorder to ensure that the specified requirements are met.5.4Document and data controlThe project team members should establish and maintainprocedurestocontrolalldocumentsanddatathatrelatetothe requirements of the contract including, to the extent ap-plicable, documents of external origin such as standards andowners drawings.Document control is critical to a projects success to en-sure that the latest revisions of drawings and specificationsare used in the execution of the work.5.5PurchasingThe project team members should establish and maintainprocedurestoensurethatpurchasedproductsconformtospecifiedrequirements.Theserequirementsapplyonlytothose responsible for purchasing permanent building materi-als or equipment. The selection of a supplier should be based on an evalua-tion of the suppliers capability to process materials in accor-dancewiththerequirementsofcontractdocumentsandtodeliverthematerialsatarateconsistentwiththeprojectschedule. The evaluation should include review of the sup-pliers history of performance, a review of appropriate doc-umentation for objective evaluation, and a determination ofthe suppliers technical capability. For concrete productionfacilities, certification by National Ready Mix Concrete As-sociation (NRMCA) procedure is recommended. For precastconcreteproductionfacilities,certificationbythePrecast/Prestressed Concrete Institute (PCI) is recommended.5.6Control of owner-supplied productThe supplier should have documented procedures for con-trol of verification, storage, and maintenance of owner-sup-plied product.5.7Product identification and traceabilityWhereappropriate,thesuppliershouldestablishandmaintain procedures for identifying the product by suitablemeans from receipt and during all stages of production, de-livery, and installation.Where and to the extent that traceability is a specified re-quirement, the subcontractor or supplier shall establish andTable 4.1Elements of a quality manualElementSupplier, Architect, EngineerSupplier, Contractor SubcontractorSubcontractor, Material SupplierMaterial Testing LaboratoryQuality policy X*X X X XOrganization responsibilities X X X X XContract review, Section 5.2 X X X X XDesign control, Section 5.3 X Document and data control, Section 5.4 X X X X XPurchasing, Section 5.5 X X X Control of owner-supplied product, Section 5.6 X X X Product identification and traceability, Section 5.7 X X X Process control, Section 5.8 X X X X XInspection and testing, Section 5.9 X X X XControl of measuring and test equipment, Section 5.10X X X X XInspection and test status, Section 5.11 XControl and nonconforming product, Section 5.12 X X X X XCorrective and preventive action, Section 5.13 X X X X Handling and storage, Section 5.14 X X X Control of quality records, Section 5.15 X X X X XInternal quality audits, Section 5.16 X X X X XTraining, Section 5.17 X X X X XStatistical techniques, Section 5.18 X X X X X*An X indicates that the organization should have a section in their quality manual addressing the scope of responsibility (such as review, approve, comment, reject) for that element. 121R-6 MANUAL OF CONCRETE PRACTICEmaintainproceduresforuniqueidentificationofindividualproduct or batches. This identification should be recorded. 5.8Process controlThe supplier should identify and plan the production and in-stallation processes, which directly affect quality. They shouldensurethattheseprocessesarecarriedoutundercontrolledconditions. Controlled conditions include the following: Procedures defining the manner of production and installation where the absence of such procedures could adversely affect quality; Use of suitable production and installation equipment and suitable working environment; Compliance with reference standards/codes, quality plans, or documented procedures, or all three; Monitoring and control of suitable process parameters and product characteristics; Approval of processes and equipment, as appropriate; Criteria for workmanship, which should be stipulated in the clearest practical manner (i.e., written standards, representative samples, or illustrations); Suitable maintenance of equipment to ensure continu-ing process capability; Qualifications of personnel that will be assigned to the project.5.9Inspection and testing The supplier should establish and maintain procedures forinspectionandtestingactivitiesinordertoverifythatthespecified requirements of the product are met. The requiredinspectionandtesting,andtherecordstobeestablished,should be detailed in the quality plan or procedures. Materi-alstestingshouldbeperformedbyalaboratoryaccreditedaccording to the requirements of ASTM C 1077.4 Minimum requirements for inspection of all constructionoperationsshouldbedefinedandinspectionshouldfollowtheguidanceofACI311.4R,andACISP-2.5 Inspectorsshould have appropriate certification per ACI. Minimum re-quirements may include inspection of the formwork system,the proper installation of reinforcing steel, the concrete qual-ity as evidenced by required tests, verification of operationsand facilities of production, concrete placements, and curing.Other considerations that could be included are reshore andform removal requirements, repair work, core drilling, sam-pling and testing, weather conditions, bonding and jointing,levelingandalignmentoperations,finishingoperations,grouting operations, and protective coating operations. Peri-odicphotographsdocumentingconstructionsequence,jobprogress, and construction details are desirable. 5.10Control of measuring and test equipmentThe supplier and subcontractor should establish and main-tainprocedurestocontrol,calibrate,andmaintaininspec-tion, measuring, and test equipment (including test software)usedbythesuppliertodemonstratetheconformanceofthe product to the specified requirements. Inspection, mea-suring, and test equipment should be used in a manner thatensuresthatthemeasurementuncertaintyisknownandisconsistent with the required measurement capability. 5.11Inspection and test statusTheinspectionandteststatusoftheproductshouldbeidentified by suitable means that indicate the conformance ornonconformance of the product with regard to inspection andtests performed. The identification of inspection and test sta-tusshouldbemaintained,asdefinedinthequalityplanorprocedures, or both, throughout production and installationof the product to ensure that only products that have passedthe required inspections and tests (or released under an au-thorized concession) are dispatched, used, or installed. ACI311.4Rand311.5Rcontaindetailedrecommendationsforthe inspection of concrete construction.5.12Control of nonconforming productThe supplier should establish and maintain procedures toensure that products that do not conform to specified require-mentsarepreventedfromunintendeduseorinstallation.Thiscontrolshouldprovideforidentification,documenta-tion, evaluation, segregation (when practical), disposition ofnonconforming products, and for notification, as required inthe project quality plan. Categories of dispositions are as follows: Repair: the process of restoring an item to an accept-able condition even though the repaired item may not comply with the original requirements; Rework: the process of restoring an item to the original requirement; Accepted as is: a nonconforming condition that, after evaluation, is determined to satisfy requirements, including those of performance, maintainability, fitness for use, and safety; Reject: a disposition that indicates an item is unsuitable for its intended purposes and cannot be economically reworked or repaired. The item should be segregated or removed and replaced.Repairedorreworkeditemsshouldbereinspected.Be-causerepaireditemsmaynotcomplywiththeoriginalre-quirements, criteria for the acceptability of the repair shouldbe furnished to the individual or team performing the inspec-tion.Reworkeditemsshouldbeinspectedinaccordancewith the original requirements.5.13Corrective and preventive actionCorrective action request: Significant nonconformance ofa recurring nature, that indicates a system problem should beaddressedinacorrectiveactionrequest.Determiningtheroot cause of such conditions, as well as the appropriate cor-rective actions, should preclude future similar nonconform-ing conditions. The supplier should establish and maintain procedures forimplementingcorrectiveandpreventiveaction.Anycor-rective or preventive action taken to eliminate the causes ofactual or potential nonconformities shall be to a degree ap-propriatetothemagnitudeofproblemsandcommensurate 121R-7 QUALITY MANAGEMENTwith the risks encountered. Changes to the procedures result-ing from corrective and preventive action should be imple-mented and recorded.5.14Handling and storage Procedures for handling and storage should be establishedas required by the contract.5.15Control of quality recordsProcedures for identification, collection, indexing, access,filing,storagemaintenance,anddispositionofqualityrecordsshouldbeestablished.Qualityrecordsshouldbemaintained to demonstrate conformance to specified require-ments and the effective operation of the quality system. Thefollowing is a list of some of the records and documents thatmay be applicable: Contract documents; Procedures; Personnel qualification records; Design drawings and calculations; Specifications; Procurement documents; Material qualification records; Field sketches and working drawings; Change orders; Technical reports and photos; Inspection and test records; Nonconformance reports; Concrete mixture proportions and delivery tickets; Placing drawings; As-built drawings; Contractors log books.Generally, the minimum storage requirement is 3 years aftertheprojecthasreceivedfinalacceptance.Iftheownerre-quires a longer period, it should be specified.5.16Internal quality auditsQuality audits should be scheduled on the basis of the sta-tus and importance of the activity to be audited and shouldbe carried out by personnel independent of those having di-rect responsibility for the activity being audited. The designprofessional,contractorandotherprojectteammembersmay have a procedure for internal quality audits. Such a pro-cedure is a requirement for ISO 9001.Companies certified by ANSI/ISO/ASQC 9001, QS9001,NRMCA, and PCI are subject to external audits on an annualbasis, if not more frequently.Theownershouldestablishandmaintainproceduresforplanning and implementing external quality audits to verifywhetherqualityactivitiesandrelatedresultscomplywithplanned arrangements and to determine the effectiveness ofthe quality system. Use of companies subject to independentexternal audits such as ANSI/ISO should reduce the frequen-cy and extent of external audits by the owner. 5.17TrainingThesuppliershouldestablishandmaintainproceduresforidentifying training needs and provide for the training of all per-sonnelperformingactivitiesaffectingquality.Personnelper-forming specific assigned tasks should be qualified on the basisof appropriate education, training, experience, or all three, as re-quired. Appropriate records of training should be maintained.TheAmericanConcreteInstitutecertificationprogramsshould be used to establish qualifications for concrete con-structioninspectors,concretecraftsmen,andlaboratorytechnicians.5.18Statistical techniquesThe supplier should identify the need for statistical tech-niquesrequiredforestablishing,controlling,andverifyingprocess capability and product characteristics.ACI 318 requires the use of statistics to establish mix pro-portions or conservative assumptions are required (ACI 318-95, Section 5.3.3.2 and 5.4). ACI 214 provides the method ofevaluation of strength testing.The owner should ensure that the concrete supplier is fur-nished copies of all concrete test reports. CHAPTER 6REFERENCES6.1Cited and recommended referencesThe documents of the various standards-producing organi-zations referred to in this documented are listed below withtheir serial designation:American Concrete Institute (ACI)SP-2 ACI Manual of Concrete Inspection116 Standard Specifications for Tolerancesfor Concrete Construction and Materials214 Recommended Practice for Evaluationof Strength Testing of Concrete311.4R Guide for Concrete Inspection311.5R Batch Plant Inspection and Field Testing of Ready Mix Concrete318 Building Code Requirements for Structural Concrete 303 Standard Specification for Cast-in-Place Architectural Concrete American Society of Testing and Material (ASTM)ASTM C 94 Standard Specification for Ready-Mixed ConcreteASTM C 1077 Practice for Laboratories Testing Concrete and Concrete AggregatesANSI/ISO*/ASQCISO 8402:1994 Quality Management and Quality Assurance Vocabulary ISO 9000-1: 1994 Quality Management and Quality Assurance StandardsPart 1: Guidelines for Selection and UseISO 9001 Quality SystemsModel for 121R-8 MANUAL OF CONCRETE PRACTICEQuality Assurance in Design/Development, Production, Installation, and ServicingISO 9002Quality SystemsModel for Quality Assurance in Production, Installation, and ServicingISO 9003 Quality SystemsModel for Quality Assurance in Final Inspection and TestISO 9004-1 Quality Management and Quality Systems ElementsGuidelines*ISO = International Organization for Standardization.ASQC = American Society for Quality Control.National Ready Mix Concrete Association (NRMCA)NRMCA Quality Control Manual, Section 3: Certification ofReady Mix Concrete Production FacilitiesPrestressed/Precast Concrete Institute (PCI)PCI Prestressed Concrete Institute Quality Control ManualACI Certification ProgramsACI Concrete Field Testing Technician Grade IACI Concrete Laboratory Technician Grades I & IIACI Concrete Construction InspectorACI Concrete CraftsmanThe above references may be obtained from the followingorganizations:American Society for Quality Control (ASQC)611 East Wisconsin AvenueP.O. Box 3005Milwaukee, WI 53201-3005Phone: (414) 272-8575Fax: (414) 272-1734National Ready Mix Concrete Association (NRMCA)900 Spring StreetSilver Spring, MD 20910Phone: (301) 585-1400Fax: (301) 585-4219Precast/Prestress Concrete Institute175 West Jackson Blvd.Chicago, IL 60604Phone: (312) 786-0300Fax: (312) 786-0353American Society of Testing and Material (ASTM)100 Barr Harbor DriveWest Conshahocken, PA 19428-2959Phone: (610) 832-9693Fax: (610) 832-9555American Concrete Institute (ACI)P.O. Box 9094Farmington Hills, MI 48333-9094Phone:. (248) 848-3700Fax: (248) 848-3701 121R-9 QUALITY MANAGEMENTFig. 1Flow chart of process.APPENDIX A ISO CONCEPTSA quality system is based on the concept that all work is aprocess. Every process has inputs and outputs. This providesan opportunity to make measurement of the inputs and out-puts at various places in the process. Examples of inputs andoutputs are:In flowchart form, the process is shown in Fig. 1.TYPE EXAMPLEProduct related Raw materials Intermediate product (concrete) Sample product Final productInformation related Product requirements Product characteristics Measurement data from sampled product Feedback on performanceThe pyramid can best illustrate the relationship of policy,organization, and procedures.TheISOQualityManagementSystemprovidesaframe-work around which an organization can build its organization.As of January 6, 1996, there were 130,000 ISO certificatedawarded worldwide and 91 countries have adopted ISO as theirchoiceofqualitymanagementcertification.Thereweremorethan 20,000 certified companies in the U.S. as of January 1998.