Download - The Existing Quality Paradigm and Implications for Lean Construction. by Mark Gilligan S.E
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The Existing Quality Paradigmand Implications for Lean Construction.
byMark Gilligan S.E.
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Quality
What do we mean by quality?
• Quality of a product
• Quality of workmanship
• The way we do our work
• Process by which we manage quality.
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Quality
We also talk about:
• Quality Assurance
• Quality Control
• Quality Management
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Quality
• Tradesmen
• Engineers
• Architects
• Owners
• End Users
Everybody has a unique understanding of quality based on personal experience and values.
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Quality
Workers attitudes towards quality has a strong impact on the final product.
Post Northridge Earthquake test program provided provided interesting insights.
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Quality
Lessons learned:
• Workers opinions on quality matter.
• Workers idea of quality was flawed.
• Project specifications were not being followed.
These problems continue to be a challenge
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Quality
Definition of Quality:
“Quality is compliance with the expectations of the Customer”
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Quality
Understanding the Customers expectations can be a challenge.
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Quality
Supplemental Definition:
Contract documents reflect the expectations of the Customer.
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Quality
• The value of these definitions is that they can help focus our expectations.
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Existing Quality Paradigm
• Existing attitudes.
• Common practices.
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Existing Quality Paradigm
• Building Code requirements.
• Construction Contracts.
Existing quality paradigm has been shaped by:
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Existing Quality Paradigm
• Focus is on Compliance (passing the tests specified in the code). The focus is not on Quality of the work.
• If the focus was on the quality of the work the test and inspection results would be used to refine the quality system and make improvements.
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Existing Quality Paradigm
Building Code.
• Building Code has Quality Assurance requirements that are the responsibility of the Owner
• Some proscriptive Quality Control provisions are finding their way into the standards.
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Existing Quality Paradigm
Quality Assurance
• Quality Assurance consists of tests and inspections performed by the Owner to give himself and the building official assurance that the work Complies with the construction documents.
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Existing Quality Paradigm
Quality Assurance
• Passing Quality Assurance tests and inspections is a precondition to issuance of certificate of occupancy.
• Need to obtain certificate of occupancy creates a bias towards compliance.
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Existing Quality Paradigm
Why are we not focusing on Quality?
• Lack of awareness of the problems.
• Clients and Engineers often do not appreciate the difference between quality and compliance.
• Other issues are seen as requiring immediate attention.
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Existing Quality Paradigm
Quality Control
• Quality Control consists of those activities undertaken by the Contractor to monitor the quality of the work and to insure that the it is satisfactory.
• Quality Control activities can include tests and inspections but also includes efforts to improve the work.
• Quality control is open ended.
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Existing Quality Paradigm
• The Contractor performs no Quality Control tests or inspections.
• Relies solely on Owners Quality Assurance tests and inspections.
• This practice is contrary to the intent of the contract.
Common Practice
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Existing Quality Paradigm
Why are Contractors not proactive about Quality Control?
• Expected profit based on normal number of defects.
• Costs of addressing root causes would be charged against project.
• Long term risks are devalued.• No consequences.
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Existing Quality Paradigm
• Some reference standards now provide detailed lists of Quality Control tests and inspections.
• These standards appear to give Contractor a safe harbor.
• Standards are inconsistent with the concept that the contractor’s quality control obligations are open ended.
Quality Control in Standards.
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Existing Quality Paradigm
• Repairing defects improves the quality of the project.
• Tests and inspections improve the quality of the project.
Common assumptions by engineers:
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Existing Quality Paradigm
• Tests and inspections can provide information about the current state of quality.
• The data does nothing to improve the quality of the project unless somebody uses that data to make improvements.
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Existing Quality Paradigm
• Repairing a specific weld will improve the quality of that weld but does nothing to improve the other welds that likely have defects
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Existing Quality Paradigm
• Engineer often not in the loop.
• Engineer often unfamiliar with testing and inspection issues.
• Additional tests and inspections not encouraged because of expense.
When defect rates are high the Engineer could recommend additional tests and inspections. Several reasons this is not the norm:
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Existing Quality Paradigm
Our understanding of the Quality of the work is distorted by:
• Tests will not identify some types of defects.
• Poor testing and inspection practices.
• Inspectors do not find all defects.
• Inspectors not reporting corrected defects
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Building Regulations
Attitudes are biased by the belief that we need to do no more than is required by the building code.
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Building Regulations.
• Building Code does not require the contractor to address the root cause of defects.
• Building Code does not require changes to inspection frequency when problems are identified.
• Building Code does require the identified defects be corrected.
Building Code Limitations:
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Statistical Control
• Statistical Control a a basic tool that helps us to understand the process.
• A process is “in statistical control” when the test values cluster around the mean and stay within the control limits
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Statistical Control
Fig 1 Control Chart “in Control”
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Statistical Control
Fig 2 Control Chart
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Statistical Control
• If only every 4th test was performed none of the defects in Figure 2 would be found.
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Statistical Control
Fig 2 Control Chart
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Statistical Control
• If we have less than 100% testing and inspection the process must be more tightly controlled to have the same level of confidence in the completed work.
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Statistical Control
• The need for historical data will result in data from multiple projects being used.
• This changes the focus from the current project to stability of the process over multiple projects.
Implications of Control Charts:
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Why A New Paradigm
Why should we change if we are not experiencing problems?
• Minor problems are costing us money.
• Minor problems can be precursors to major disruptions.
• Need to minimize damage due to infrequent events such as earthquake, hurricanes, and tornados.
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Why A New Paradigm
The Challenger disaster and the moment frame damage identified by the Northridge Earthquake were the result of ignoring problems.
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Why A New Paradigm
• Practicing Lean means pushing the limits.
• “Design Paradigms” by Henry Petroski shows pushing the limits leads to failures.
• Thus if we implement Lean we need to focus on early detection of problems.
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Why A New Paradigm
• The efforts to reduce time, control costs, and add value requires higher levels of quality.
• A lean system doesn’t have the buffers to absorb the defects.
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Why a New Paradigm
• If we are concerned about the quality of our projects we need to change the way we do our work.
• We will need to be more formal in documenting our processes and training our personnel.
• We must be more involved in managing the quality of our work.
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Why a New Paradigm
We Need:
• A long term approach to quality not one focused on documenting compliance for individual projects.
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Built-In-Quality
We need to shift to an approach that is:
• Proactive
• Focused on meeting expectations the first time.
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Built-In-Quality
Four Key concepts to Built-In-Quality
1. Do it right the first time
2. Find the problems early
3. Correct the problems when they are found.
4. Identify and address the root causes.
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Built-In-Quality
1. Do it right the first time.
• Following the processes.
• Doing the work in accordance with the standards.
• Design the work so mistakes are prevented.
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Built-In-Quality
All of the other concepts are in support of doing it right the first time.
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Built-In-Quality
2. Find the problems early.
• Workers inspect the work as they touch it.
• Provide classical testing and inspection to monitor the quality.
• Periodically stress the system to find problems early.
• Adopt a culture of continual improvement.
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Built-In-Quality
3. Correct the problems when they are found.
• Don’t allow defects to repeat.
• Do not let defects pass to the next stage.
• Provide prompt design assistance when needed.
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Built-In-Quality
4. Identify and address root causes.
• Addressing root causes is essential if we do not want problem to repeat.
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Built-In-Quality
• Built-in-Quality is a new paradigm for construction.
• Built-in-Quality is a basic part of the Lean journey.
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Thank you
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