Document Detail

Title: RR254-11 - Best Practices in Quality Management for the Capital Facilities Delivery Industry
Publication Date: 6/1/2010
Product Type: Research Report
Status: Reference
Pages: 270
Needy, Univ. of Arkansas; Ries, Univ. of Florida
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The quality management boom took place in the 1980’s over 25 years ago, resulting in the development of a discipline known as Total Quality Management (TQM). There were many players and developments in this era, but the mark made by the so-called “gurus” including Shewhart (plan, do, study, act), Deming (14 Points for Management), Juran (Economics of Quality Conformance), Crosby (zero defects, do it right the first time, and the Quality Management Maturity grid), Ishikawa (fish bone diagram), and Taguchi (quality loss function) were profound and still remain significant today. There is recent debate that the term TQM has become too narrowly focused and this sentiment has given way to the broader, more comprehensive term lean. The lean movement is not new. Taiichi Ohno, of Japan’s Toyota Motor Corporation, is recognized as being the father of just-in-time (JIT). JIT gained widespread support in Japan in the early 1970s (Womack & Jones, 1996). Today it is commonly accepted that JIT as well as other initiatives such as cellular manufacturing, six sigma, TQM, business process reengineering, total preventive maintenance (TPM), 5S, kaizen, poka-yoke, statistical process control (SPC), value stream mapping, and quality function deployment (QFD) all fall under the lean umbrella. The major underlying elements of lean include production excellence, continuous improvement, identification and elimination of waste, simplicity, flexibility, visibility, and people. CII has been a leader in sponsoring research on the application of lean and TQM in the capital facilities industry. Highlights of these efforts include the works of Diekmann, Krewedl, Balonick, Stewart, and Won (2004) who defined lean construction as the continuous process of eliminating waste, meeting or exceeding all customer requirements, focusing on the entire value stream and pursuing perfection in the execution of a constructed project. They go on to say that the lean philosophy can apply to the design, procurement, and production functions. Within the quality management field CII commissioned numerous studies over the past two decades including costs of quality deviations in design and construction (Burati and Farrington, 1987); identifying customer requirements through QFD (Oswald and Burati, 1992a, 1993); guidelines for implementing TQM in the Engineering & Construction (E&C) industry (Oswald and Burati, 1992b); quality performance measurements of the Engineer-Procure-Construct (EPC) process (Glagola, Ledbetter, and Stevens, 1992: Stevens, Kloppenborg, and Glagola, 1994); and making zero rework a reality by comparing zero accident methodology to zero rework and quality management (Smith and Jirik, 2006). To support this quality management initiative, CII initiated the Quality Management Task Force in 1985 resulting in the development of the Quality Performance Management System (QPMS). Although these initiatives have served the CII membership well, there have been many quality management systems recently developed for capital facilities project management. Furthermore, there have been significant advancements in the areas of TQM and lean, indicating a need to re-examine the current CII body of knowledge (BOK) as it relates to quality management best practices.