Applying the ISO standards to a construction company: a case study

Hiyassat, Mohammed

doi:10.1016/s0263-7863(99)00051-4

Cited by 35 publications

(14 citation statements)

References 7 publications

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“…According to Kale and Arditi (2006), "ISO 9000 is one of the most important administrative innovations of the last two decades." Construction companies adopt ISO 9000 as the basis for their QMSs (Turk, 2006;Ng, 2005;Love and Li, 2000;Hiyassat, 2000;Motazed-Keivani et al, 1999); however, it should be considered that "ISO certification by itself does not guarantee the quality of products or services of an organization to be better than the quality of other organizations" (Palaneeswaran et al, 2006). "The original ISO quality standards from 1987 went through a major revision in 1994" (Sroufe and Curkovic, 2008).…”

Section: Construction Need To Qualitymentioning

confidence: 99%

Performance measurement in a quality management system

2011

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Certification to quality assurance standards has become a must for many construction companies nowadays to be able to survive in highly competitive market.Companies face some difficulties while deploying a quality management system. On the other hand and from resource management point of view, resource utilization should be optimized both in company and its projects. This optimization is sought to be cost saving and time reduction while enhancing quality in many recent studies.The main challenge in resource optimization is employees' and workers' low morale and their resistance against organizational change. In order to overcome this problem and creating a motive environment in construction companies, a robust decision support tool is needed to efficiently and objectively measure and monitor employee performances.The core research objectives of this study are to: (1) overcome main pitfalls of quality management system deployment including large amount of paperwork, unstructured documentation, improper communication, and low employee morale;(2) formulate a conceptual framework to quantify employee performances based on three management factors of time, cost, and quality to be used as a basis for motivation system; and (3) develop an online office automation system using web and database capabilities of Microsoft Visual Studio .NET 2008 that simultaneously aims to optimize resource utilization.First, an extensive literature survey was conducted and through a questionnaire survey, the research methodology was designed.iv Second, a performance measurement framework was developed to enable efficient and effective resource utilization in construction projects and companies. The framework incorporates three management factors of time, cost, and quality and objectively quantifies each employee's performance. It was aimed to reduce the subjectivity of performance calculations through quantifying work quality. The performance factors could be further employed as a motivation tool for employees while being used as a performance monitoring decision tool for manager.Third, a prototype web-based office automation system was developed to enable the integration of the research developments of this study with information technology to facilitate its adoption in the construction companies. The system is designed to: (1)

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Section: Construction Need To Qualitymentioning

confidence: 99%

Performance measurement in a quality management system

2011

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“…The major problems that cause costly errors in construction are [4,5]: i) inadequate training and management of designers. The results of low quality design are variation orders and claims due to frequent changes in the detailed information throughout the project's construction process; ii) inadequate or incorrect specifications in the tender; iii) inadequate definition of responsibilities within management groups both in the office and on site; iv) poor communication among parties involved in the contract, leading to confusion and costly delays; v) inadequate training and management of the construction labour force on site; and vi) inadequate verification procedures and policies to ensure that design, materials and workmanship meet specific requirements.…”

Section: Introductionmentioning

confidence: 99%

Quality improvement in construction by using a Vandermonde interpolation technique

Tam

Lê

2007

International Journal of Project Management

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Cost and quality are considered as the two most important elements in all construction activities.However, the quality of products or services does not focus only on their ultimate delivery, but also on the quality of the whole business model. Prevention-Appraisal-Failure (PAF) modelling is the most commonly adopted methodology to assess the quality performance of the construction organization. However, it cannot successfully show the correlation between prevention, appraisal, and failure costs, hence, it is difficult to determine the optimal point among these costs. A case study is proposed in this paper by presenting activities of a hydro-seeding company. Quality management data of the company are also attached and analysed by using a Vandermonde interpolation technique. This new method clearly shows an optimal point of the total cost which is a summation of prevention, appraisal and failure costs. Comparisons with the PAF modelling of the data are made. Data interpolation can also be used to thoroughly study the company's performance in terms of investment and managing its resources.

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“…The first ISO standards for QMS ISO 9000:1987 were adopted from a British Standard-the BS 5750 standard (Buttle, 1997;Hiyassat, 2000;Laux and Hurburgh, 2010). This version of ISO and its subsequent version ISO 9000:1994 had three models-9001, 9002, and 9003-in which the 9001 model was meant for quality assurance in design, development, production, installation, and servicing; the 9002 model was for quality assurance in production, installation, and servicing; and the 9003 model was for quality assurance at final inspection (a 1994 version of 9003 also included preventive action).…”

Section: Literature Review On Iso 9001:2000/2008 Standardmentioning

confidence: 99%

Transforming into a Lean Six Sigma Enterprise Through ISO 9001 Standard-Based Quality Management System

Karthi

Devadasan

Selvaraju

et al. 2014

Journal of Enterprise Transformation

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2 Lean Six Sigma is very effective when implemented as an integrated approach rather than implementing Six Sigma or lean separately. For this reason, the contemporary enterprises are taking steps to evolve as Lean Six Sigma enterprises for waste elimination and quality improvement. It has become essential for all the enterprises to obtain ISO 9001:2008 certification to sustain their growth in the open market. Under this scenario, it is more advantageous to implement Lean Six Sigma through ISO 9001:2008 standard based Quality Management System. With the aid of a recently developed model L6QMS-2008 for transforming enterprise into Lean Six Sigma enterprise through ISO 9001 standard based Quality Management System, this research paper draws comparison between two enterprises that have taken efforts to apply the L6QMS-2008 model.

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Applying the ISO standards to a construction company: a case study

Cited by 35 publications

References 7 publications

Performance measurement in a quality management system

Performance measurement in a quality management system

Quality improvement in construction by using a Vandermonde interpolation technique

Transforming into a Lean Six Sigma Enterprise Through ISO 9001 Standard-Based Quality Management System

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