Construction Qulaity Management

As an experienced senior Supervisor working on custom built high cost homes, the quality of your finished projects dictates your success or failure in the industry.

• Identify some important components of your Quality Management Plan that will ensure that you will meet your client’s quality expectations.
• Discuss how your approach to quality aligns with ISO9000 principles

Please provide your answer below (Question 4):

Components of the Quality Management Plan to ensure clients quality expectations are met:

Communications management
The Construction Manager is the contact point for all quality, issues and emergencies on site. Emergency contact numbers will be displayed on notice boards at the work

site.

Regular site meetings will be held to discuss project progress and actual outputs against targets; and to discuss other issues such as incidents/accidents, near

misses, non-conformances, corrective actions and improvements.

Subcontractor and Suppliers purchasing
Outside organisations will be used to provide products, materials and services. The Construction Manager will evaluate these organisations to ensure that the quality

of their materials or services will meet contract requirements, and that they have the capacity and equipment to carrying out the contract on schedule. Ongoing

monitoring of performance continually validates qualifications of each subcontractor and supplier.

Purchasing Data
Purchasing documents shall contain data clearly describing the product ordered, including, where applicable:
• the type, class, grade or other precise identification;
• the title or other positive identification and applicable issue of specifications, drawings, process requirements, inspection instructions and other relevant

technical data, including requirements for approval or qualification of product, procedures, process equipment and personnel; and
• the title, number and issue of the quality system standard to be applied to the product.
Purchase Orders will be reviewed and approved by nominated personnel for adequacy of specified requirements prior to release.

Product Identification and Traceability
Positive identification of each product and its components will be made from applicable drawings and/or specifications from receipt through all stages for which the

Project Manager is responsible.
All products are identified by product code number, name, type or other information such as job number and purchaser order number.

Process control
Process control will ensure that all work is performed under controlled conditions.
• All production, installation and servicing processes which directly affect quality are identified and planned to ensure that the processes are carried out under

controlled conditions
•    The requirements for any qualification of process operations including associated equipment and personnel are specified.
•    Records are maintained for qualified processes, equipment and personnel.
•    Special consideration is given to the manufacture, inspection and testing processes where the results of which cannot be fully verified by subsequent inspection

and testing of the product. Such processes require pre-qualification of their process capability and are classified as “Special Processes”. All special processes are

carried out by qualified personnel using qualified process procedures, documentation and equipment. Special processes are regularly or continuously monitored to ensure

that the specified requirements are met.

Inspection and Testing
The Project Manager will identify each task that requires separate quality controls to assure and control quality results. Each task identified for quality control

will be subject to inspections before, during and after the work.
A series of inspections will be performed on each work task including
•    Material inspections
•    Work task Job-ready inspections
•    Daily work in process inspections
•    Work task Completion inspections
Results of inspections and tests will be recorded and form part of the project file. Each inspection verifies compliance with full scope of the relevant

specifications.
Control of Non-Conformances
Should a non-conformance be identified by an inspection, a systematic method will be used to control the item, correct it, and ensure that project quality is not

adversely impacted by the event. Non-conformances and their resolution will be recorded.
Should a problem occur in the quality of work, the issue will be contained and corrections made. The first action is to clearly mark the item by tape, tag, or other

easily observable signal to prevent inadvertent cover-up.
Corrective action then begins to bring the non-conformance into conformance by repair, replacement, or rework. Previously completed work is reinspected for similar

non-conformances.
Handling, Storage and Delivery
Third tier document procedures or instructions adhered to, to ensure that all products from time of receipt to delivery are properly handled, stored, packed, preserved

and delivered.

Document and Data Control
All documents and data are reviewed and approved for adequacy by authorised personnel prior to issue. Master lists of controlled documents identifying the current

revision status are maintained and are readily accessible in order to preclude the use of invalid and or obsolete documents.

Project Records
The Project Manager will ensure that all records required to manage the project according to the contract requirements are created, stored and disposed of according to

specified requirements. Records can be in the form of hard copy media, electronic media or other media. These records include all pertinent subcontractor records.

Approach alignment with ISO principals
The objective is to supply a product that is fit for use and have the desired quality in accordance with customer requirements and specifications. The above aligns

with ISO principals as it aims to:
•    provide assurance to customers that its products and services will meet the customer’s specified requirements.
•    ensure that purchased items conform to specification before incorporating them in the works;
•    plan and control work processes;
•    plan and carry out inspection and testing to verify that the work processes are effective and that all finished work complies with the Contract;
•    ensure careful selection of subcontractors and confirmation that their work complies with the contract;
•    acknowledge and rectify any nonconforming work and improve work processes to prevent recurrence of nonconformities;
•    keep orderly records to demonstrate that the works comply with the contract; and
•    improve procedures and work practices when opportunities are identified to minimise errors, waste and product nonconformities

10.0 Quality Management
Contents
1.0 Introduction
2.0 Objectives
3.0 The Technical Definition
4.0 The General Case for Better Technical Quality
5.0 The need for production-based quality standards in industry
6.0 The management definition
7.0 History of Quality Management
8.0 Modern Interpretations
9.0 Current management-based quality standards: ISO 9000
10.0 The Emotive Definition
11.0 Relevance of ISO 9000:2000 in the broader construction industry
12.0 Technical Standards
13.0 Regulations
14.0 Readings
15.0 References
16.0 Discussion and Quiz
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1.0 Introduction
Quality is an important term for any entity involved in product delivery. As a
definition, quality can be used in a number of contexts:
• As a technical definition, where quality defines the degree to which a set of a
products characteristics meet their intended requirements
• As a managerial definition, where quality defines improvements in design
management, development and production of a product allowing decreased
cost and increased productivity – the driver being that lower-cost, higherquality products have inherent marketability
• As an emotive definition, where quality is defined via tangible and intangible
means as defined uniquely by each individual.
Each of these definitions is correct and therefore has a place in the management
and ultimate delivery of a domestic project, though this topic focuses more
significantly on the technical and managerial interpretations.
2.0 Objectives
By the conclusion of this topic, you should be able to:
• Understand the various definitions of quality and their applicability to a
domestic project
• Understand the reasons behind the development of quality standards from
product to process based
• Understand the significance of ISO 9000
• Understand the relevance of modern quality management systems to the
current construction industry, in particular limitation associated with domestic
projects
• Explain the importance of technical standards
• Detail the current regulation of technical performance and quality
performance in the building industry
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3.0 The technical definition
In a technical sense, quality is judged by the performance of a selected set of
characteristics against the requirements they are intended to fulfil.
The following statement attempts to capture a measure of quality but does not
provide any substantiation that the observations made can show high quality, low
quality, acceptable quality or otherwise.
• “These square wooden sections need to have a cross section of 25mm
square: of the 30 sections I’ve looked through, the average side length is
25.05mm.”
The following statement places the characteristic observed against the requirement
it is intended to fulfil, providing a basis on which quality may be evaluated
technically:
• “The tolerance on the dimensions listed above was 0.1mm. All parts fall within
that tolerance. These parts meet their quality requirements to this end.”
Higher quality for a given part is thus a refinement against existing specifications
and characteristics:
• “I’ve just measured another batch from another supplier, these guys are
manufacturing to the same specifications, but all their parts feature a side
length within 0.01mm of our target value. That’s ten times better than the
original batch! These parts are therefore higher quality.”
4.0 The general case for better technical quality
Large projects yielding a product are made up of many parts. Tolerances are
important: whilst it is impossible to manufacture or assemble any item with infinite
precision, the overall “fit” of any product is the sum of the tolerances of its parts and
assembly.
Imagine asking a bricklayer to lay a highly accurate brick wall – a structural wall – if
the bricks all varied notably in size. Attaining finish to the dimensional tolerances
possible with consistently manufactured bricks would become very difficult. Differing
amounts of mortar would be required to secure adjacent brick faces. The structural
properties of the wall would vary throughout the brick wall and would be difficult to
predict in any one place. The bricklayer would tire more easily – the job would
progress more slowly – from needing to support bricks of varying dimensions.
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In the case mentioned above, the need to have “better quality” bricks – considering
their dimensional qualities – needs to be both takes two very important dimensions:
• The dimensions of a given need to be accurate, ensuring that the dimensional
characteristics meet relevant requirements
• These dimensional characteristics also need to be repeatable, ensuring that
quality between bricks is consistent
A high-quality production process needs to be both accurate and repeatable; it is
little use having the capacity for good accuracy but poor repeatability, it is similarly
useless having excellent repeatability if the process it not accurate. With suitably
good accuracy and repeatability, the fictional bricklayer presented above can state
with good confidence how long the wall would take to complete, what their
structural properties should be, how many bricks are required to achieve a given
height, etc.
5.0 The need for production-based quality standards in industry
The previous section alludes that quality (in a technical sense) helps define the
degree to which various production processes afford a final product such that it
possesses favourable characteristics relative to its requirements.
Within the above lies still considerable room for subjective argument – what defines
a high quality requirement from one supplier may be mediocre for another. This
alone, measuring individual characteristics against requirements, suggests a very
complex way of understanding a supplier or contractor’s technical quality.
Even an object as seemingly simple as a brick has the following technical
requirements:
• Multiple linear dimensions (certain side lengths)
• Multiple angular relations (all sides must be square)
• Certain constituency requirements (it must be made of certain ingredients in
defined quantities)
• Certain manufacturing requirements (the ingredients that make it must be
brought together using various manufacturing processes, each with their own
technical requirements)
• Certain structural requirements (it must possess a minimum compressive
strength and have predictable failure characteristics)
• Certain porosity requirements (such that designing a waterproof wall is
possible)
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• Certain acoustic requirements (such that designing appropriate acoustic
insulation is possible)
• Certain chemical properties (such that bonding bricks together using mortar in
a wall to form a structural element with predictable structural properties is
possible)
• Certain aesthetic properties (such that a project’s aesthetic requirements –
colour and finish – are able to be met using the product)
This is just for a brick – imagine the requirements for something more complex
made out of many parts.
If all components are able to be delivered to quality as a prerequisite, a significant
burden is relieved and the project may be completed to higher overall quality whilst
using less resources.
6.0 The management definition
The technical definition (described above) details quality as the performance of
given characteristics against set specifications, but it fails to encompass a number of
fundamentals required for good business practice for supplier and client alike:
• It does not allow for levels of quality to be simply, transparently and
effectively understood between various business entities
• Any single technical quality of one product or service is seldom directly
transferable across different products in a business transaction – how can the
quality of a firm’s output be accurately ascertained if two different, notdirectly-comparable characteristics are involved?
• Though it addresses technical characteristics, it does not address the
processes that drive them – technical quality of a product or service is
hierarchically dependent on the processes that create it
The second point is also important. Take the technical characteristics of the brick
(mentioned above): the benchmark that indicates a good linear tolerance quality
cannot be used to gauge good aesthetic quality. What if the supplier sells multiple
products (e.g. a plumbing supplier may supply a variety of items used in various
locations of the project and throughout various stages)? How can a single quality
level for that supplier be determined?
On one hand, measuring the individual properties of each and every product is
impractical and allows for subjectivity to enter into quality comparisons between
assessments of individual products’ characteristics (or between different parts – is
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everything that deems a tap “high quality” the same as what deems a hot water
pipe “high quality”?)
On the other hand it is even more important to ask the above question the other
way around: how can we ensure – what measures can we take –that all products
and services from a given supplier are of suitably high quality?
The key lies in the third point made above: by ensuring the necessary processes are
in place at every relevant stage in the organisation to create high quality products
and services. This perspective – to adopt a quality management system – was
developed to a significant degree by research W. Edwards Deming in the 1940’s.
7.0 History of Quality Management
The notion of a Quality Management System (QMS) was born effectively in the
1940’s, when Deming serves as a consultant to the US military. At the time the role
of this was effectively limited to ensuring SPC during wartime production.
Post World War II however, a ready opportunity for QMS flourished. After being
posted to assist postwar Japan in preparation for its 1951 census, Deming was
retained by the Japanese Union of Scientists and Engineers to teach SPC. Deming
went further, working cohesively with Japanese culture to impart foundations and
benefits of QMS: improve and control quality at all levels – not only the physical –
and reap benefits in reduced costs, productivity and market share.
The long-term effect was profound. After World War II, Japan had virtually no
industry to speak of, having been largely expended by wartime efforts, whereas the
US completely abandoned quality methods to focus instead on satisfying markedly
increased demand for product. What followed is well known:
• As Deming predicted, higher quality would serve to reduce costs via less
corporate and material wastage in the supply of a product or service – a cost
saving the Japanese were able to pass onto consumers
• As Deming also predicted, higher quality did not mean higher cost – once
controlled, it proved less expensive to manufacture good product using welldeveloped, tightly controlled processes than those focussing solely on

shortterm aims (e.g. satisfying demand)
• Deming’s ultimate benefits of a quality management system were realised –
higher quality at lower cost to the consumer – allowing Japanese product to
rapidly progress in all markets (local and export) from being considered
completely foreign to differentiated above US product on quality and cost
merits
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• The constant development of quality-driven processes allowed significant,
rapid improvement in those processes and the products they produced,
allowing Japan to develop significant technical depth in industries it had little
presence in previously – in many markets were Japan had trailed technically,
it’s products were now considered “class leading” and its firms’ “innovators in
the field”.
8.0 Modern interpretations
Deming was first to view quality as a product of an organisation-wide culture.
When employed in a modern organisation, this intention must take place as in a
structured format whose process is able to be benchmarked. QMS thus exist in a
number of modern interpretations developed by various companies or individuals to
suit their own requirements.
Some examples – a very short list of some very prominent systems – include:
• Six Sigma
• Toyota Production System (elements of which are sometimes referred to as
Lean
• Manufacturing)
• Statistical Process Control
• Total Quality Management
• GxP (used in the pharmaceuticals industry)
Each system features the following common themes:
• Development, documentation, benchmarking and control of quality-driven
processes and practices
• Development of preventative and corrective measures
• Indefinite commitment to infinite improvement in quality
• Even distribution of responsibility for change towards higher quality
• A focus on creating a productive workplace where pride in workmanship, job
responsibility and self-improvement are nurtured
• A strong belief in the relationship between improved quality and reduced cost
• Focus on teamwork between those responsible for different processes on
common product lines, such that improvements up and down the line may be
realised
• Favourability towards dealing with a single supplier relationship – preference
is given towards dealing with a single supplier in a given discipline, to
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establishing a mutually-beneficial, long term relationship with that supplier
where quality is the driver for success from which other aims are realised,
rather than choosing multiple suppliers in required instances on basis of
lowest cost
9.0 Current management-based quality standards: ISO 9000
At this point in this topic, we have come a considerable way from an understanding
of quality as a technical definition relevant to the performance of a single
characteristic against a single requirement for a single product. The defining themes
of a modern quality system mention nothing of the technical properties of our brick!
This is far from a bad thing – the process-based definition can be applied anywhere
to anything, from a brick made in Australia by a particular supplier, to a completely
different component used in a domestic project, made in another country, from a
different supplier.
The only point of contention left is to understand how this definition of quality
defined and accepted across different organisations. How can we be assured that a
given supplier operates with processes of a given quality?
The answer lies in the adoption of a quality standard. The current relevant industry
standards are moderated by the International Organization for Standardization (ISO)
and thus work with equal effect the world over.
ISO 9000 was developed from a relevant British standard (BS 5750), itself having
roots in a number of earlier British Standards that demanded a generic method of
assuring the quality of a supplier’s processes. The need from this grew from
American military project in the late 1950s, where suppliers across a wide variety of
products where required to demonstrate high quality in their product and relevant
processes – consequences otherwise were not acceptable. These quality assurance
standards spread from military, to the space industry, to civilian nuclear projects
throughout the US, UK and Canada. Ultimately the UK was first to deliver a civilian
version – BS 5750 in 1979.
ISO 9000 was adopted from this standard and consolidated first in 1987 (referred to
as ISO 9000:1987), which was revised significantly for 1994, again for 2000 and
again for 2008. The current version is thus ISO 9000:2008. The latest revision has
shifted the focus of the standards’ documentation away from its military origins and
has added much of corporate process management to ultimately incorporate
Deming’s work.
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The current ISO 9000:2008 documentation suite is split into several key significant
parts including:
• ISO 9001:2008 – sets out the requirements of a quality management system
• ISO 9000:2005 – covers the basic concepts and language
• ISO 9004:2009 – focuses on how to make a quality management system more
efficient and effective
• ISO 19011:2011 – sets out guidance on internal and external audits of quality
management systems.
A number of periphery standards exist to assist in the development and maintenance
of a working ISO 9000 system (e.g. to assist with auditing, measurement assurance,
quality plans, etc).
For an organisation to become ISO 9000 certified – to say that an organisation’s
processes meet the requirements of ISO 9000 – initial certification needs to be
undertaken by a 3
rd
party accreditation body. This removes partiality on part of the
supplier and removes responsibility from the customer when ensuring processes
meet requirements of the ISO 9000 system (specifically ISO 9001, giving rise to the
statement “ISO 9001:2008 certified”).
The certified company can then be registered as ISO 9000 compliant.
Certification is not a once-off process and instead must be audited at regular
intervals at which continuing compliance with the requirements of ISO 9000 quality
assurance can be demonstrated.
10.0 The emotive definition
The emotive definition of quality, though not a major focus of this chapter, is a key
element in contractor-client relations in the domestic project – in fact in any
construction project.
The aesthetic, tactile and other finish properties of a product lend the client a
significant impression on the emotive quality of the completed works. A particular
colour or finish of a material, the use of a certain product or the nature of completed
works – when finding strong favour with client needs and wants, whether expressed
or otherwise – serve to significantly heighten the client’s impression of quality and
thus their overall satisfaction with completed works.
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As a completed domestic project likely represents life’s most significant purchase for
a given client, the effect of client satisfaction on their ability to market a contractors
work favourably (or otherwise) should not be underestimated.
As adjustments to a design can generally only be practically made at the design
stage, key attention should be given to ensuring the client enjoy maximum possible
emotive quality from the completed works.
11.0 Relevance of ISO 9000:2000 in the broader construction industry
In the first case there are exceptions – in the automotive industry is considered
something of a model in ISO9000 certification. The original equivalent automotive
ISO standard (QS9000) became a de facto requirement between OEM’s (original
equipment manufacturers) and suppliers throughout the late 1990’s. Typically
automobiles are made of thousands of parts, each with high criticality (e.g. an
important role in the vehicle which would compromise its overall performance should
the part fail). Considerable work is expended in the automotive industry in predicting
part or assembly failure and incorporating preventative means pre manufacture. No
matter how simple a component, an automotive supplier without QS9000
certification was almost guaranteed incapable of entering the market – in not being
accepted by any OEM for product supply, better quality management became a
prerequisite for entering the market, to the point that larger manufactures have their
own quality models that existing and potential suppliers must meet. These
certifications are updated on a continual basis.
Appreciably – given the volume of vehicles sold by any manufacturer – OEM’s and
their suppliers are (when compared to various members of the domestic
construction industry) large corporate entities. Quality certification is an exhausting,
very detailed process requiring the involvement of quality management professionals
and significant time/cost expenditure.
The structure of business relationships in construction is unique from that of the
automotive world – there are interactions between large corporate entities at some
levels, though the projects involved are each significantly unique. Where automotive
business entities demand high, repeatable quality on large volumes of identical
products, construction demands far lower volume – in many cases single volumes –
of very complicated, very fiscally significant, unique works. There are many
requirements to be satisfied when selecting a constructor, contractor or supplier,
though ISO 9000 certification is not always one of them.
In part, this is a matter of practicality: certification for some entities within the
construction industry is not practical. Tradespersons operating from small
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businesses, for instance, could not afford the certification process, nor are their work
practices sufficiently complex, developing or otherwise competitive as to require
quality assurance. A minimum performance level, defined by technical specification,
in such industries is instead regulated.
Many companies offering construction services in the domestic and commercial
sectors and companies that project manage large numbers of subcontracts and
tradespersons do no have formal ISO certification. There is no requirement or
demand for all companies to have ISO accreditation but many take advantage of
various components of contemporary quality systems to increase competitiveness.
Large construction projects tendered to government in many countries for some
time required as a prerequisite that tenderers be ISO 90000 certified. Large
suppliers of products relevant to both major construction industry sectors (e.g.
domestic and commercial) – particularly where the products supplied are in a
competitive market demanding supplier innovation – are attaining ISO 9000
certification in growing numbers.
However a lack of demand for ISO 9000 in the domestic sector should not be
confused with a lack of demand for similar quality goals in domestic projects. Quality
is still very much in demand from consumer and industry-supporting bodies alike.
12.0 Technical standards
Technical standards do exist in the construction industry. These state various
requirements for materials, assemblies and processes. When manufactured to a
given technical standard, the technical properties of the product considered allows
its functionality to be depended upon. Judgements on its suitability for a given job
can be made on the basis of this technical quality: a material as fundamental as
cement can be supplied in conformance with various technical standards. The
standard may stipulate any number of requirements, including (but not limited to):
• Characteristics of the final manufactured product
• Manufacturing techniques
• Key ingredients and their properties
The net result resulting products differ in technical properties, which give way to
unique suitability to different jobs.
Technical standards used throughout Australia (and something New Zealand) are
maintained by Standards Australia and are prefixed by “AS”. Refer to
http://www.standards.org.au/Pages/default.aspx
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Whilst these standards are developed to suit Australian requirements, not all
standards are developed wholly in Australia – many standards contain references to
foreign (e.g. country specific or international) standards – some in fact are largely
based on such standards – representing an evolutionary processes in developing
standards best suited to Australian needs.
Particularly large standards may be split into parts, and may feature revisions and
supplements as the need to upgrade them arises. Generally standard revisions are
denoted by year. Where the standard denotes a pure technical specification, the
prefix “ATS” is becoming commonplace.
Given the size and importance of the construction industry, the complexity and
growing demands of the products it produces, it is not surprising that “Standards
Australia’s Building and Utilities division represents the largest area of
standardisation”. Among its key areas includes a subsection dedicated to domestic
housing.
13.0 Regulations
A regulation, is different to a quality standard or certification: a regulatory
requirement places restrictions on the properties of a product, such that the product
cannot be sold or certified for use without meeting the stipulations set forth in the
relevant regulation. Regulations thus serve a number of important functions:
• They set forth minimum performance standards for a product, project or
operator that ensure various aspects of a project are met with key regard
given to areas judged highly sensitive – particularly those where
unsatisfactory performance would expose unsatisfactory or unacceptable
consequences (e.g. where susceptibility towards undue part/system failure
exists, where loss of life could conceivably arise ,etc.)
• In doing so, regulation serves to exclude substandard products, projects or
operators from entering the market
• The expectations created by regulations imposed in the relevant industry
apply with legally enforceable effect between entities operating in that
industry
A key relationship exists between standards and regulation: a regulation may serve
to enforce a relevant standard as a performance requirement. Whilst the standards
used in a given regulation may be updated over time to reflect growing/evolving
needs, the intent of the regulation remains unchanged.
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Whilst not a quality system, regulations and the standards that they enforce serve to
implement a minimum technical quality standard in the industry they operate in. The
Australian Building Codes Board (http://www.abcb.gov.au) is responsible for the
development of the Building Code of Australia. This documents the technical
provisions by which buildings and other constructions in Australia must abide. The
ABCB’s power is Australia-wide. Its board is made up of a number of ministerially
appointed stakeholders to the building industry representing a variety of
perspectives, and its work.
The use of quality management can also be regulated in an industry, whether by an
existing standard or model (e.g. ISO 9000, Six Sigma, etc), by set practices or by
setting requirements which require appropriate quality management tools to attain.
In Victoria, the Building Commission (www.buildingcommission.com.au) regulates
building quality. A list of the statutory bodies the commission works with and the
functions that together they serve to provide can be found on their website.
14.0 Readings
Building Commission (2007), Guide to Standards and Tolerances
Hoonakkera, P., Carayona, P. and Loushinec, T. (2010), ‘Barriers and benefits of
quality management in the construction industry: An empirical study’, total Quality
Management, Vol. 21, No. 9, September 2010, 953–969
Low Sui Pheng, Darren Wee, (2001), ’Improving maintenance and reducing building
defects through ISO 9000’, Journal of Quality in Maintenance Engineering, Vol. 7 Iss:
1 pp. 6 – 24
15.0 References
Davis, M., Aquilano, N., Chase, R., “Fundamentals of Operations Management”,
Fourth edition, Irwin/Mcraw-Hill, 1999 (chapter 6, “Quality Management”)
16.0 Discussion and Quiz
Respond to the discussion and / or quiz in Benet listed in the discussion or quiz
folder under ‘Quality Management’

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