CONSTRUCTION QUALITY

MANAGEMENT

H. L. CHAWLA
 High Quality of Workmanship

The completed project meets or exceeds the accepted standards

of workmanship in all areas. In other words, “the project must

produce what it said it would produce”. Quality typically

includes such as the amount of rework required.

 QUALITY CONCERNS IN CONSTRUCTION

A quality building is more than a collection of concrete and

steel, wood and glass. It is an investment–an investment of your
time, money and reputation.

• Increasingly important concern for Project Managers.

• Defects or failures in constructed facility can result in very
large costs.
• Even with minor defects, re-construction may be required &
facility of operation impaired.
• Increased costs & delays.
• Failures may cause personal injuries or fatalities.
• Increased costs of insurance, inspection & regulation.
 Most important decisions regarding the quality of construction
are made during design & planning stage.

• Component configuration
• Material specifications
• Functional performance

Quality control during construction consists largely of insuring

conformance to these original designs and planning decisions.
Multitude of Participants in a Construction Project:

• Owner
• Designer
• Contractor
• Project Manager
• Workers
• Inspector

Quality control should be the primary objective for all

members of the project team.

Quality improvement can serve as a catalyst for improved

productivity.
 Good quality control can pay for itself by:

• By suggesting new work methods

• By avoiding rework
• By avoiding long term problems

Owners- Should seek good quality control & seek out contractors who
maintain such standards.

Managers- Responsible for maintaining & improving quality control.

Employee/workers participation:

• Sought
• Rewarded
• Introduction of new ideas

Inspectors- Formal check on quality control.

Experience with Quality Circles

Quality circles represent a group of five to fifteen workers who meet

on a frequent basis to identify, discuss and solve productivity and
quality problems. A circle leader acts as liaison between the workers
in the group and upper levels of management. Appearing below are
some examples of reported quality circle accomplishments in
construction: [2]

1. On a highway project under construction by Taisei Corporation, it

was found that the loss rate of ready-mixed concrete was too high. A
quality circle composed of cement masons found out that the most
important reason for this was due to an inaccurate checking method.
By applying the circle's recommendations, the loss rate was reduced
by 11.4%.
2. In a building project by Shimizu Construction Company, many
cases of faulty reinforced concrete work were reported. The iron
workers quality circle examined their work thoroughly and soon
the faulty workmanship disappeared. A 10% increase in
productivity was also achieved.
 TOTAL QUALITY
MANAGEMENT (TQM)
Total Quality Management is an approach to the art of management
that originated in Japanese industry in the 1950's and has become
steadily more popular in the West since the early 1980's.

Total Quality is a description of the culture, attitude and organization

of a company that aims to provide, and continue to provide, its
customers with products and services that satisfy their needs. The
culture requires quality in all aspects of the company's operations,
with things being done right first time, and defects and waste
eradicated from operations.
Many companies have difficulties in implementing TQM.

Surveys by consulting firms have found that only 20-36% of

companies that have undertaken TQM have achieved either

significant or even tangible improvements in quality,

productivity, competitiveness or financial return. As a result

many people are sceptical about TQM. However, when you

look at successful companies you find a much higher

percentage of successful TQM implementation.

Some useful messages from results of TQM implementations:

1. if you want to be a first-rate company, don't focus on the second-

rate companies who can't handle TQM, look at the world-class

companies that have adopted it

2. the most effective way to spend TQM introduction funds is by

training top management, people involved in new product

development, and people involved with customers

• it's much easier to introduce EDM (Engineering Development

Model/ PDM (Product Data Management) in a company with a

TQM culture than in one without TQM. People in companies that

have implemented TQM are more likely to have the basic

understanding necessary for implementing EDM/PDM. For

example, they are more likely to view EDM/PDM as an

information and workflow management system supporting the

entire product life cycle then as a departmental solution for the

management of CAD data

Important aspects of TQM include customer-driven quality,

top management leadership and commitment, continuous

improvement, fast response, actions based on facts, employee

participation, and a TQM culture.

Customer-driven quality

TQM has a customer-first orientation. The customer, not internal

activities and constraints, comes first. Customer satisfaction is seen as
the company's highest priority. The company believes it will only be
successful if customers are satisfied. The TQM company is sensitive to
customer requirements and responds rapidly to them. In the TQM
context, `being sensitive to customer requirements' goes beyond defect
and error reduction, and merely meeting specifications or reducing
customer complaints. The concept of requirements is expanded to take
in not only product and service attributes that meet basic requirements,
but also those that enhance and differentiate them for competitive
advantage.
Each part of the company is involved in Total Quality, operating as a

customer to some functions and as a supplier to others. The

Engineering Department is a supplier to downstream functions such

as Manufacturing and Field Service, and has to treat these internal

customers with the same sensitivity and responsiveness as it would

external customers.
TQM leadership from top management

TQM is a way of life for a company. It has to be introduced and led by

top management. This is a key point. Attempts to implement TQM
often fail because top management doesn't lead and get committed -
instead it delegates and pays lip service. Commitment and personal
involvement is required from top management in creating and
deploying clear quality values and goals consistent with the objectives
of the company, and in creating and deploying well defined systems,
methods and performance measures for achieving those goals.
These systems and methods guide all quality activities and

encourage participation by all employees. The development and use

of performance indicators is linked, directly or indirectly, to

customer requirements and satisfaction, and to management and

employee remuneration.
Continuous improvement

Continuous improvement of all operations and activities is at the heart

of TQM. Once it is recognized that customer satisfaction can only be
obtained by providing a high-quality product, continuous
improvement of the quality of the product is seen as the only way to
maintain a high level of customer satisfaction. As well as recognizing
the link between product quality and customer satisfaction, TQM also
recognizes that product quality is the result of process quality. As a
result, there is a focus on continuous improvement of the company's
processes.
This will lead to an improvement in process quality. In turn this will

lead to an improvement in product quality, and to an increase in

customer satisfaction. Improvement cycles are encouraged for all the

company's activities such as product development, use of

EDM/PDM, and the way customer relationships are managed. This

implies that all activities include measurement and monitoring of

cycle time and responsiveness as a basis for seeking opportunities

for improvement.
Elimination of waste is a major component of the continuous

improvement approach. There is also a strong emphasis on

prevention rather than detection, and an emphasis on quality at the

design stage. The customer-driven approach helps to prevent errors

and achieve defect-free production. When problems do occur

within the product development process, they are generally

discovered and resolved before they can get to the next internal

customer.
Fast response

To achieve customer satisfaction, the company has to respond rapidly

to customer needs. This implies short product and service introduction
cycles. These can be achieved with customer-driven and process-
oriented product development because the resulting simplicity and
efficiency greatly reduce the time involved. Simplicity is gained
through concurrent product and process development. Efficiencies are
realized from the elimination of non-value-adding effort such as re-
design. The result is a dramatic improvement in the elapsed time from
product concept to first shipment.
Actions based on facts

The statistical analysis of engineering and manufacturing facts is an

important part of TQM. Facts and analysis provide the basis for
planning, review and performance tracking, improvement of
operations, and comparison of performance with competitors. The
TQM approach is based on the use of objective data, and provides a
rational rather than an emotional basis for decision making. The
statistical approach to process management in both engineering and
manufacturing recognizes that most problems are system-related,
and are not caused by particular employees.
In practice, data is collected and put in the hands of the people

who are in the best position to analyze it and then take the

appropriate action to reduce costs and prevent non-conformance.

Usually these people are not managers but workers in the process.

If the right information is not available, then the analysis, whether

it be of shop floor data, or engineering test results, can't take

place, errors can't be identified, and so errors can't be corrected.

Employee participation

A successful TQM environment requires a committed and well-trained

work force that participates fully in quality improvement activities.
Such participation is reinforced by reward and recognition systems
which emphasize the achievement of quality objectives. On-going
education and training of all employees supports the drive for quality.
Employees are encouraged to take more responsibility, communicate
more effectively, act creatively, and innovate. As people behave the way
they are measured and remunerated, TQM links remuneration to
customer satisfaction metrics.
A TQM culture

It's not easy to introduce TQM. An open, cooperative culture has to be

created by management. Employees have to be made to feel that they

are responsible for customer satisfaction. They are not going to feel this

if they are excluded from the development of visions, strategies, and

plans. It's important they participate in these activities. They are

unlikely to behave in a responsible way if they see management

behaving irresponsibly - saying one thing and doing the opposite.

Product development in a TQM environment is customer-

driven and focused on quality. Teams are process-oriented,

and interact with their internal customers to deliver the

required results. Management's focus is on controlling the

overall process, and rewarding teamwork.

THE GUIDING PRINCIPLE:

 Successful Total Quality Management requires both behavioral and

cultural change.

 A successful TQM System brings two other management systems

together with a behavioral and cultural commitment to customer
quality.

 Thus, TQM becomes a system within itself by default or by choice.

 These three management systems must be aligned in a successful

TQM initiative:
 OM (organizational management system),
 HRM (human resource management systems) and
 TQM (total quality management).
 THE NEED FOR THREE INTEGRATED and SIMPLIFIED
MODELS

• Managers committed to successful implementation of total quality

management (TQM) must have both an HRD Model and an OD
Model that work together.

• In simplified terms, HRD + OD = TQM. Even though a TQM is an

entity within itself, it must see its existence as the catalytic blending
of the other two systems. It does not consume the other systems; it
empowers them to do what they have wanted to do - attain world
class customer quality.
 Total Quality Management (TQM) has the following seven
fundamental elements:

1. Management Commitment and Leadership

2. Training,
3. Teamwork,
4. Statistical Methods,
5. Cost of Quality,
6. Supplier Involvement, and
7. Customer Service.
TQM recognizes that people working together in teams toward

mutual goals is generally more effective than individuals working

alone. Teams composed of employees from various parts of the

company work to improve processes. On individual construction

projects, the parties may establish a team environment in which

the general contractor, subcontractors, suppliers, owners’

representative, and designers all work together.

TQM places emphasis on prevention, not correction. Process

improvement is approached in deliberate and professional

manners, using trained teams. These teams usually consist of a

representative from each area that might be involved in a

process. TQM recognizes that every employee has significant

potential to make improvements not only in his or her own

function, but to see and make known needs for improvements in

other areas.
It requires a perfect system that could:
• motivate;
• train;
• orient;
• provide a safe,
• clean,
• stimulating and satisfying work environment;
• provide a two way communication;
• encourage employee participation in planning, problem solving,
and
• decision making;
• provide recognition.
The basic ingredients for a construction project are the following:

1. Materials

2. Workmen

3. Machines

4. Management

5. Methods
While one can have a reasonable control on the machines,

management and methods, the need of the hour is to control the

materials and manpower. On the materials front, a certain types

of tests can control the quality but in case of workmen, there is a

lot to be desired.
 SUCCESS AND QUALITY

The word “Quality” most certainly evokes different

responses from different participants in a construction
process.

Each person perceives quite differently, usually depending

on his motivation in the evaluation of quality.
 MEASUREMENT OF QUALITY

There are many problems in the measurement of total quality.

• There is a vast difference between various performance

requirements.
• For some, the cost will be directly proportional to the
specifications and the performance fulfillment can be easily
tested.
• One professional practice reports the use of a simple but
crude measure for evaluating total quality based on three
basic factors
• Form
• Function
• Economy
A “QUALITY” PARADIGM

• Quality is temporal- quality may improve or deteriorate

depending on the age of the constructed facility and
change in the environment.
• Quality must be evaluated in- place- Performance must
be measured when the component is placed within the
total system but not in isolation
• Quality evaluation is a continuous process- Many of the
defects will not reveal themselves until much later.
Quality evaluation should be made continuously and
continually.
• Quality is by consensus.
• Quality is relative to cost- Cost and quality relationship is
not linear or necessarily negative.
Q
U
A
L
I
T
Y
COST

COST VS. QUALITY

• Quality is Resource Allocation
• Quality must be optimised- Where alternate solutions,
meeting the same objectives can be found, these should
be pitted against each other in terms of life-cycle cost.
 TERRY TOWEL FACTORY PROJECT, PUNJAB
1.0. INTRODUCTION

Construction Management constitutes a key element in Gherzi

Eastern Limited. The main controlling element of construction
Management is

• Cost
• Time
• Quality

This document has been prepared to assure the quality during

various stages of construction. The advent of Commercial
industrial Projects consisting of various utility systems has made
necessary the establishment of Standard Construction Quality
Management Program.
2. 0 CONSTRUCTION QUALITY MANAGEMENT

This can be defined as “A system” which involves a joint, but

independent effort of the contractor and the Construction
Managers/ Owner in order that the desirous levels of quality
indicated W1 the project specifications are achieved.

It is imperative that the Contractor performs the Quality Control

functions and the Construction Manager performs Quality
Assurance function for the fulfillment of Construction Quality
Management in a project
2.1. Quality Control (QC)

This is the regulatory process of measuring the actual quality

performance compared to the requirements of the specifications
and the difference acted upon.

The contractor is required to establish a QC system specific to

the project requirements specified the Technical Specifications
to provide a means to regulate, test and inspect all phases at
construction in order that compliance with the design and
contract requirements are ensured.
 The contractors regulatory procedure must be in accordance
with all contractual requirements. i.e. :

• Agreement
• General Obligations
• Job Specifications
• Design Documents

Standard QC plan helps to check

• The adequacy of the construction procedures adopted by him

• The Quality of workmanship
• The Quality of selected materials and equipments
• Safety Management
The contractors QC Plan includes following:

• QC inspection organisation, qualification, authority and

responsibility of inspectors
• Standardized methods of inspection including sub-contractors
• Standardized test methods
• Standardised QC forms for documentation, inspection, testing
and handing over
• Standardized procedure for the contractors QC and the
Construction Managers' interface.
• Standardised transmittals for obtaining the Construction
Managers approval on shop drawings and Soomiua1s.
2.2. Quality Assurance (QA)

Quality assurance is defined as “establishing criteria and their

assessing the accessing the confidence that the quality control
for any specific week is adequate for the required level”.

The purpose of quality assurance plan is to:

• Ensure that the results of each completed task complies with

the project specifications and design requirements.
2.3. QC/ QA Interface

To achieve an effective construction quality management the

contractor QC end construction Manager QA interlace should
be established

• QC inspection action will be marked on the form before

submission of Construction Manager QA representative
• Construction Manager representative will verify the adequacy
of contractor's QC Inspection Plan.
• Contractor is notified if inspection is acceptable and any
corrective and necessary is to be taken.
• Inspection action is d1ecked by construction Manager’s
representative prior to commencement of work.
3.0. MAJOR Control points for various civil & structural items

Quality Control on Construction work is executed broadly in line

with Approved Drawings and Technical Specification in the
Contract. THE MAJOR CONTROL POINTS ON INSPECTION
AND TEST PLAN FOR VARIOUS ITEMS of civil and structural
work.
 QUALITY POLICY

It is the Policy of Larsen & Toubro Limited, ECC Construction

Group to clearly define and meet quality requirements and to
actively promote continuous improvement in all aspects of our
business.

Our quality objectives are as follows:

• To consistently achieve compliance with all contractual and

environmental requirements.

• To actively encourage the ongoing process of development and

motivation of all our staff to improve the quality of our services to
achieve customer satisfaction.
• To implement departmental procedures consistent with the
International Standard requirements.

• To continually evaluate the quality system seeking further

improvements through regular assessment and review.
QUALITY MANAGEMENT IN HIGHWAY CONSTRUCTION

Presently a large number of highway projects are under execution in

India.

There has been a radical change in the construction technique.

A tremendous change has occurred in the mind- set.

For early completion & for better quality of construction, mechanization

has set in.

Total Quality Management (TQM) is the need of the hour.

The famous age-old Japanese philosophy of TQM means Do it right

first time, every time.

Quality objective must be clear & specific.

We must identify what has to be done to get as from where we are
& where we want to go.

Construction of roads is not concentrated at one particular spot

but scattered over a long stretch.

The following are basic stages of construction:

Earthwork, both in excavation (or cutting) and in filling (or

embankment)

Compaction of the soils in sub-grades and embankments

Construction of Rigid (Concrete) pavements

Construction of Flexible (Bituminous or asphaltic) pavements

 Similarly for the cross drainage works, the following are the
basic stages of construction:

• Foundations

• Superstructure

• Approaches

To achieve quality in construction, the following 2 basic

ingredients have to be kept in mind:

• Quality of materials used

• Quality of construction
 Some of the important milestones for a highway construction
project are as follows:

• Site mobilisation including setting up of camps

• Mobilisation of Plant & Equipment
• Selection of raw materials, incl. location of quarries.
• Setting up of plants:
1. Aggregate production
2. Wet mix plants
3. Concrete batching plants etc.
4. Asphalt plants
• Clearing & grubbing
• Earthwork –excavation & filling
• Cross drainage structures
• Pavements, including sub base & base course as also wearing
course
• Demobilisation
• Maa’n- Jafr- Azraq rigid pavement experience
• Experience on various national & State highways in India with
particular reference to APSH 5 & 11 projects
Andhra State Highway Project
Quality assurance programme
Specifications: generally MOST specifications
Emphasis on environmental protection
Contractual requirements
Tests for quality
Centralized & other field laboratories
Clearing & Grubbing
Embankments
Sub-grade
GSB (Granular sub base) 1st, 2nd & top layer
CRM (Crushed rock metal base) 1st & 2nd layer
Surface dressing
DBM (Dense bituminous macadam)
BC or AC layer

Basic tests:
• Sieve analysis to check gradation
• Moisture content
Plasticity index to check suitability of the soils
1. Plastic limit
2. Liquid limit
3. P.I.value
4. C.B.R. value

Field density to ascertain compaction

Bump Integrator test to check un-evenness or bumpiness or in

other words the riding quality
LIST OF TESTS CARRIED OUT ON APSH PROJECTS

1. Field dry density test (Sand replacement method) as per I.S. :

2720 for materials from borrow-pits for embankments/sub-
grade.
2. Field dry density test for the various layers of GSB.
3. Field dry density tests for CRM –1st layer & 2nd layer.
4. Aggregate impact value test as per I.S. : 2386 (Part-1V) 1963
for concrete, CRM & BC.
5. Elongation & Flakiness index as per I.S.: 2386: Part 1.
6. Sieve analysis for coarse & fine aggregates for concrete of
different grades.
7. Test for determination of penetration of bitumen as per I.S. :
1203:1958
8. Test for rate of application of bitumen for prime coat over CRM
top layer before Surface dressing.
9. Test for rate of application of bitumen for chips spreading.
10.Test for rate of application of bitumen for Tack coat for PCC
(Profile correction course).
11.Test for rate of application of bitumen for tack coat testing for
Asphaltic concrete.
12.Sieve analysis for GSB material.
13.Test for determining L.L & P.L .as per I.S.: 2720(Part 5)-1985.
14.Dry/wet sieve analysis for Granular sub-base.
15.Test for determining L.L. & P.L. for GSB after mixing sand.
16.Test for determination of the moisture-density relationship of
soil (heavy compaction) as per I.S.: 2720(Part- 8).
17.Test for determining CBR (California bearing ratio).
18.Sieve analysis for CRM (Crusher run macadam base).
19.Test for L.L. & P.L. for CRM material.
20.Test for bitumen content for DBM.
21.Test for bitumen content in Asphaltic or Bituminous concrete.
22.Core density test for DBM.
23.Core density test for AC/BC.
24.Test for compressive strength of concrete as per I.S.: 516-1959.
25.Test for fineness of cement (by dry sieving).
26.Test for consistency of cement.
27.Test for initial & final setting time of cement.
28.Compressive strength test of cement cubes.
29.B.I. test or roughometer test (Bump integrator) test for
checking surface regularity of pavement courses.
30.Various tests for water used in construction.
 MANAGING QUALITY IN
CONSTRUCTION PROJECTS

1. Chartered Square Project- Bangkok, Thailand

2. Rama IX Flyover Project, Bangkok, Thailand
3. Azraq- Ma’an – Jafr Highway Project, Jordan
4. Terry Towel Factory Project, Punjab
5. APSH Highways Projects, Andhra Pradesh
6. Municipal Solid Waste Project, Bangkok, Thailand
CHARTERED SQUARE-BANGKOK
CHARTERED SQUARE-BANGKOK
CHARTERED SQUARE-BANGKOK
CONCRETE POURING CURVE
Project : Chartered Square Bangkok
Date : _________________________Weather : ______________ Foreman: __________
Shift: Day/ Night T Time : ________________ Engineer : __________

Panel No. :
Length :
Depth :
Cut off Level :
Theort1 Vol. :
Actual Vol. :
CHARTERED SQUARE-BANGKOK
SHRINKAGE TEST FOR CONCRETE
MIX 3603853

SAMPL INITIAL LENGTH (Cm)  

E NO. LENGTH 1 2 3 4 5 6 DAYS 7
(Cm) DAY DAYS DAYS DAYS DAYS DA
YS
1  
2  
3  
4  
5  
6  
 
AVG.  
CHARTERED SQUARE-BANGKOK
INITIAL LENGTH (Cm)  
LENGTH 1 DAY 2 DAYS 3 DAYS 4 DAYS 5 DAYS 6 DAYS 7
(Cm) DA
YS
1
 

2
 

3  

4
 

5
 

6
 

AVG.  
 CHARTERED SQUARE-BANGKOK
PROJECT NAME: Chartered Square DATE PILE NO.
CLIENT RIG. LOCATION
WEATHER FINE. CLOUDY/ RAINY RIG. Operator REPORT No.

GENERAL PILE DESCRIPTION SOIL CONDITION

GROUND LEVEL

PILE DIAMETER

PILE TIP LEVEL

PILE TOP LEVEL

ACTUAL PILE STRENGTH

DEVIATION OF PILE

Contd.
 CHARTERED SQUARE-BANGKOK
DRILLING
Commence
Complete
Bored Depth
Length of Bore cased
Bottom Cleaning Reqd/ Not Reqd.
REINFORCEMENT BENTONITE SLURRY
Main Bar Viscosity Density
Helical pH Value Sand content
Start Finish Obstruction and standing by:
Time consumed
Concreting
Start Finish
Time Consumed Vol.
Actual cone length CONTRACTOR CONSULTANT
Avg. effective dia
 CHARTERED SQUARE-BANGKOK
SLURRY PLANT REPORT
PROJECT : CHARTERED SQUARE- BANGKOK
Date : _________ Plant Operator : _______________
Shift : (Day) / (Night) Engineer : _______________

BENTONITE ADDITIVE MIXING PROPORTION

Stock at beginning : ______ Stock at beginning : ______ Water : ______

New received : ______ New received : ______ Bentonite : ______

Mixed : ______ Mixed : ______ Additive : ______

Stock Remained : ______ Stock Remained : ______

 CHARTERED SQUARE-BANGKOK
SLURRY CONTROLS AT PLANT

TIME LOCATION VISCOSITY DENSITY SAND PH OBSERVATION

 CHARTERED SQUARE-BANGKOK
PILE OPERATION RECORD
PROJECT : CHARTERED SQUARE- BANGKOK

DEVIATION PILE NO. DATE

LOCATION DRILLING TIME

BORED DEPTH LOWERING TIME

CUT OFF TOP CASTING

WEATHER TREMIE PIPE

Contd.
 CHARTERED SQUARE-BANGKOK
CONCRETE CASTING RECORD

No. Vol. Ac. Vol. Time DEPTH TREMIE ACC. EMBEDDED

CONC. CONC. (Hrs) (M) LENGTH TREMIE TREMIE
Cum. (CUM) (M) LENGTH
(M)

Remarks
 CHARTERED SQUARE-BANGKOK
SLURRY PLANT REPORT
PROJECT : CHARTERED SQUARE- BANGKOK
Date : _________ Weather : ________ Foreman _________
Shift : (Day) / (Night) Time : _________ TO: ________
Engineer: _______________

PANEL NO. ________________ LENGTH _____________ DEPTH ______________

CUT OFF LEVEL ______ THEORETICAL VOL. ________ ACTUAL VOL. ________

TIME TRUCK VOL. AC. DEPTH REMARKS TREMIE EACH AC

NO. VOL. TREMIE TREMIE
LENGTH LENGTH
 CHARTERED SQUARE-BANGKOK
CONCRETE CASTING RECORD
PROJECT NAME : Chartered Square-Bangkok Pile No.______ DIAMETER : ____
CASTING DATE : ______ WEATHER : ________ RECORDER : ______

Elev. Volume of concrete Casting time Top of Elev.

(cum) Casting
Start Finish

±0.00

Design Volume Over Break

Casting time Tremie Size
RAMA-IX FLYOVER,BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
Azraq-Ma’an-Jafar Highway Project- Jordan
Azraq-Ma’an-Jafar Highway Project- Jordan
Azraq-Ma’an-Jafar Highway Project- Jordan
 MANAGING QUALITY IN
CONSTRUCTION PROJECTS

1. Chartered Square Project- Bangkok, Thailand

2. Rama IX Flyover Project, Bangkok, Thailand
3. Azraq- Ma’an – Jafr Highway Project, Jordan
4. Terry Towel Factory Project, Punjab
5. APSH Highways Projects, Andhra Pradesh
6. Municipal Solid Waste Project, Bangkok, Thailand
CHARTERED SQUARE-BANGKOK
CHARTERED SQUARE-BANGKOK
CHARTERED SQUARE-BANGKOK
CONCRETE POURING CURVE
Project : Chartered Square Bangkok
Date : _________________________Weather : ______________ Foreman: __________
Shift: Day/ Night T Time : ________________ Engineer : __________

Panel No. :
Length :
Depth :
Cut off Level :
Theort1 Vol. :
Actual Vol. :
CHARTERED SQUARE-BANGKOK
SHRINKAGE TEST FOR CONCRETE
MIX 3603853

SAMPL INITIAL LENGTH (Cm)  

E NO. LENGTH 1 2 3 4 5 6 DAYS 7
(Cm) DAY DAYS DAYS DAYS DAYS DA
YS
1  
2  
3  
4  
5  
6  
 
AVG.  
CHARTERED SQUARE-BANGKOK
INITIAL LENGTH (Cm)  
LENGTH 1 DAY 2 DAYS 3 DAYS 4 DAYS 5 DAYS 6 DAYS 7
(Cm) DA
YS
1
 

2
 

3  

4
 

5
 

6
 

AVG.  
 CHARTERED SQUARE-BANGKOK
PROJECT NAME: Chartered Square DATE PILE NO.
CLIENT RIG. LOCATION
WEATHER FINE. CLOUDY/ RAINY RIG. Operator REPORT No.

GENERAL PILE DESCRIPTION SOIL CONDITION

GROUND LEVEL

PILE DIAMETER

PILE TIP LEVEL

PILE TOP LEVEL

ACTUAL PILE STRENGTH

DEVIATION OF PILE

Contd.
 CHARTERED SQUARE-BANGKOK
DRILLING
Commence
Complete
Bored Depth
Length of Bore cased
Bottom Cleaning Reqd/ Not Reqd.
REINFORCEMENT BENTONITE SLURRY
Main Bar Viscosity Density
Helical pH Value Sand content
Start Finish Obstruction and standing by:
Time consumed
Concreting
Start Finish
Time Consumed Vol.
Actual cone length CONTRACTOR CONSULTANT
Avg. effective dia
 CHARTERED SQUARE-BANGKOK
SLURRY PLANT REPORT
PROJECT : CHARTERED SQUARE- BANGKOK
Date : _________ Plant Operator : _______________
Shift : (Day) / (Night) Engineer : _______________

BENTONITE ADDITIVE MIXING PROPORTION

Stock at beginning : ______ Stock at beginning : ______ Water : ______

New received : ______ New received : ______ Bentonite : ______

Mixed : ______ Mixed : ______ Additive : ______

Stock Remained : ______ Stock Remained : ______

 CHARTERED SQUARE-BANGKOK
SLURRY CONTROLS AT PLANT

TIME LOCATION VISCOSITY DENSITY SAND PH OBSERVATION

 CHARTERED SQUARE-BANGKOK
PILE OPERATION RECORD
PROJECT : CHARTERED SQUARE- BANGKOK

DEVIATION PILE NO. DATE

LOCATION DRILLING TIME

BORED DEPTH LOWERING TIME

CUT OFF TOP CASTING

WEATHER TREMIE PIPE

Contd.
 CHARTERED SQUARE-BANGKOK
CONCRETE CASTING RECORD

No. Vol. Ac. Vol. Time DEPTH TREMIE ACC. EMBEDDED

CONC. CONC. (Hrs) (M) LENGTH TREMIE TREMIE
Cum. (CUM) (M) LENGTH
(M)

Remarks
 CHARTERED SQUARE-BANGKOK
SLURRY PLANT REPORT
PROJECT : CHARTERED SQUARE- BANGKOK
Date : _________ Weather : ________ Foreman _________
Shift : (Day) / (Night) Time : _________ TO: ________
Engineer: _______________

PANEL NO. ________________ LENGTH _____________ DEPTH ______________

CUT OFF LEVEL ______ THEORETICAL VOL. ________ ACTUAL VOL. ________

TIME TRUCK VOL. AC. DEPTH REMARKS TREMIE EACH AC

NO. VOL. TREMIE TREMIE
LENGTH LENGTH
 CHARTERED SQUARE-BANGKOK
CONCRETE CASTING RECORD
PROJECT NAME : Chartered Square-Bangkok Pile No.______ DIAMETER : ____
CASTING DATE : ______ WEATHER : ________ RECORDER : ______

Elev. Volume of concrete Casting time Top of Elev.

(cum) Casting
Start Finish

±0.00

Design Volume Over Break

Casting time Tremie Size
RAMA-IX FLYOVER,BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
RAMA-IX FLYOVER, BANGKOK
Azraq-Ma’an-Jafar Highway Project- Jordan
Azraq-Ma’an-Jafar Highway Project- Jordan
Azraq-Ma’an-Jafar Highway Project- Jordan
APSH HIGHWAYS PROJECTS, ANDHRA
PRADESH- APSH 5
Test Results for Excavated Material
LABORATORY EQUIPMENT FOR Thane Belapur Road (MIDC)
Project

The following items of laboratory equipment as a minimum shall be

provided in the field Laboratory:

The equipment and instruments shall be new and shall be quality

certified by Bureau of Indian Standards (BIS)
Sr. No. Sub Item, Specification Nos.
No. Required
A: . General
(i) Balance
(a) 7 Kg to 10 Kg Capacity semi- 2
self Indicating Electronic
Type-Accuracy 1gm
Sr. No. Sub Item, Specification Nos.
No. Required
A: . General
(i) Balance
(b) 500 gm Capacity semi-self 1
Indicating Electronic Type-
Accuracy 0.01gm
(c) Pan Balance 10 Kg Capacity- 6
Accuracy 0.5 gm.
(d) Platform Scale- 300 kg 1
capacity
Sr. No. Sub Item, Specification Nos.
No. Required
(ii) Ovens- Electrically Operated
thermostatically controlled
(a) From 100o C to 200o C- 2
Sensitivity

(iii) Sieves, as per IS 460-1962

(a) IS Sieves 450 mm internal dia. 2 set

of sieve sets as per BIS of
required sieve sizes complete
with lid and pan
Sr. No. Sub Item, Specification Nos.
No. Required
(b) IS Sieves 200 mm internal dia. 2 set
(brass frame and steel or brass
wire cloth mesh) consisting of
sieve sets of required sieve
sizes complete with lid and
pan
(iv) Sieve shaker capable of taking 1
200 mm and 450 mm dia.
Sieves electrically operated
with some time switch
assembly (As per BIS)
Sr. No. Sub Item, Specification Nos.
No. Required
(v) 200 tonnes compression 1
testing machine
(vi) Stop watches 1/5 sec. 2
Accuracy
(vii) Glassware comprising of 6 each
Breakers, Pipettes, dishes,
measuring cylinders (100 to
1000 c capacity) glass rods &
funnels, glass thermometers
range 0o C to 100o C and
metallic thermometers range
300o C
Sr. No. Sub Item, Specification Nos.
No. Required
(viii) Hot Plates 200 mm dia (1500 2
watt)
(ix) Enamel trays
(a) 600 mm x 450 mm x 50 mm 10
(b) 450 mm x 300 mm x 40 mm 10
(c) 300 mm x 250 mm x 40 mm 6
(d) Circular plates of 250 mm dia. 6
(x) Water Testing Kit 1
(xi) First Aid Box 1
Sr. No. Sub Item, Specification Nos.
No. Required
B. For Soils
(i) Water Still 1
(ii) Liquid Limit Device with 1
Casagrande and ASTM
grooving tools as per IS: 2720
(iii) Sampling pipettes fitted with 2 set
pressure and suction, 10 ml
Capacity
(iv) Compaction Apparatus
(Proctor) as per IS:2720 (part
8) Complete with collar, base
plate and hammer
MUNICIPAL SOLID WASTE PROJECT, BANGKOK, THAILAND

QUALITY ASSURANCE AND SAFETY PROGRAM

Effective quality assurance and safety programs are essential

for the success of this project. As such, both quality assurance
and safety have been an integral part of the Contractor's
responses to the General and Technical specifications. In
particular:

• Project Implementation Plan, section IV, A3 - Quality Control

• Project Implementation Plan, section III, C1 - Worker Safety
Program
• Technical Schedule 12 - Occupational Health and Safety;
Safety Equipment; Accident Prevention.
• Technical Schedule 13 - Fire Safety and Emergency Response
Measures
• Technical Schedule 14. Training Programs
Nevertheless, consistent with the requirements of schedule CS 13,
the following is an adjunct to the above mentioned Quality
Assurance and Safety Programs.

The Contractor's Quality Assurance Plan will comply with the

requirements and guidelines contained in ISO (International
Organization for Standardization Organization, International)
9001, Quality Systems­ Model for quality assurance in
design/development, production, installation, and servicing. The
Quality Assurance Plan will include a description of the method to
be used to implement the applicable Quality System Requirements
(Sections 4.1 through 4.20) of ISO 9001. The Quality Assurance
Plan will include or reference the procedures established to
implement the Quality System Requirements. These procedures
will describe the methodology, processes, controls, instructions,
and checklists necessary to assure the quality of the work
performed.
Design Stage

During the design stage, the Contractor will review all

applicable design specifications, schematics, blue prints, etc.
with select engineers and operators from the Contractor's other
facilities, and proposed operational personnel from this Green
Bangkok Resource Recovery and Recycling Complex. A major
focus of this review is to assure that adequate design
considerations are given for Quality Assurance and Safety.
Questions to be answered during this review include:
• Have adequate design provisions been incorporated to obtain
and sustain product quality assurance?
• Have adequate design provisions been incorporated to protect
the health and safety of the employees?

Construction and Procurement Stages

During the construction and procurement stages, in addition
to the Contractor's quality assurance and safety programs, as
discussed in the Project Implementation Plan and the
Technical Schedules, and as referenced in ISO 9001,
subcontractors must adhere to the following:
General

The subcontractors will furnish for review by the Contractor, not

later than thirty days after receipt of notice to proceed, two
copies of the subcontractor proposed Quality Assurance Plan,
which will comply with ISO 9001 and which will be consistent
with the Contractor's Quality Assurance Plan. The plan shall
identify personnel, procedures, control, instructions, test,
records, and forms to be used. Construction will begin only after
acceptance of the Quality Assurance Plan or acceptance of an
interim plan by the Contractor.
The subcontractor will have qualified personnel to assure contract
compliance, subject to acceptance by the Contractor. Qualifications
shall consider experience and ability to perform the assigned
responsibilities.

The Contractor will notify the subcontractor of any detected

noncompliance. The subcontractor will take immediate corrective
action after receipt of such notice. If the subcontractor fails or
refuses to comply promptly the Contractor may issue an order
stopping all or part of the work; and/or may withhold a portion of
pending progress payments for non-conformance, until satisfactory
corrective action has been taken. Time lost due to such stop orders
will not be made the subject of claim for extension of time or for
excess costs or damages by the subcontractor.
The subcontractor will immediately provide written notification to
the Contractor of any nonconforming condition.

The Contractor reserves for itself (or its agents), its Employer (or its
agents) the right of access to the subcontractor facilities and records,
including those of subcontractors to the subcontractor and suppliers,
for quality assurance or quality control. This right of access will be
announced or unannounced.

Commissioning Operation and Maintenance Stages

During the commissioning, operation and maintenance stages an

Operations Quality Assurance Plan will be instituted in compliance
with ISO 9002, Quality Systems for Production and Installation, in
order to assure that policies and practice for operations, management,
purchasing, handling and testing are to the best world-wide practices.
The aim of the Quality Assurance Plan will be:

• To assure that all statutory, regulatory and corporate

requirements are met.
• To achieve the most economic use of resources, systems and
installations for the benefit of the Employer.
• To assure the highest contractual service offered to the
Employer.
• To assure sensitivity to the needs of the community and
environment.
• To develop and maintain a. commitment to quality amongst all
employees.
Management

The Quality Assurance Plan will be periodically reviewed by the

Plant Manager to assure suitability and effectiveness.

The Plant Manager will assure that £he requirements of the

Quality Assurance Plan are being met.

Adequate resources will be made available to carry out the tasks

laid down in the Quality Assurance Plan.

The Plant Manager will assure that adequate training is provided

in operational and administrative procedures.
Quality Assurance Plan

The Contractor will develop, maintain and review a Quality

Assurance Plan that meets the applicable criteria of International
Standards Organization ISO 9002.

The Quality Assurance Plan will be designed to avoid non-

compliance with the stipulated criteria.

The Quality Assurance Plan will be regularly reviewed.

The Quality Assurance Plan will:

• States the Contractor's policies, objectives, philosophies and

practices.
• Define who does what, when where, how and why.
• Determine the specific tasks and activities required to operate the
equipment.
Contractual

The Contractor will assure that procedures will exist to maintain

adherence to the specification.

The Contractor will regularly review its capability to fulfill its

obligations.

The Contractor will comply with all statutory requirements.

The Contractor will assure that all appropriate insurances are

reviewed and are current.
Document Control

All documents will be reviewed and approved by authorised

personnel prior to issue.

Obsolete documents will be promptly removed.

Changes to documents will be reviewed by the Plant Manager.

All documents will be coded, indexed and filed according to

procedures.

A register will be maintained for the effective control of all relevant

documents.

Any changes or amendments to the contents of the Quality

Assurance Plan will be recorded and all authorized holders will be
notified of the change or amendment.
Purchasing (Procurement of Products and/or Services)

Products and services used for operations or maintenance will

conform to the requirements of the specifications.

A register shall be kept of all operations and maintenance suppliers.

Purchasing of goods or services will be clearly identified.

Handling, Storage and Packaging

All incoming goods and equipment will be handled and stored

according to supplier recommendations.

Goods, materials or equipment leaving the facility shall be packed

and transported according to manufacturers' recommendations.
Process Control

The Contractor will allow the Employer's Representative access to

the facility and all operational records at any reasonable time.

Unacceptable Waste

Incoming MSW considered to be unacceptable will be segregated

and disposed of with the cooperation of the provide and/or applicable
regulatory agency.

Document and records will be kept detailing the recourse used in the
above
Records & Reports

Facility data in the form of “As-built” drawings will be kept on site in

either hard copies or CAD files.

Records will be easily retrievable and be protected against

deterioration, loss, damage and interference.

Records shall be kept of any non-conformance.

Monthly and annually, the Contractor will submit to the Employer's

Representative (s) a detailed statement on waste received waste
processed, waste, marketed, operational performance and other
pertinent operational information.
 POLICY AND INITIATIVES ON
CONSTRUCTION QUALITY IN SOME
OF THE COUNTRIES
Construction quality is an essential requirement for occupational

safety and durability of structures. The Construction Industry

Development Board of Singapore evolved the CIDB

Construction Quality Assessment System (CONQUAS) in 1989

to assess the quality of building construction agencies.

The Construction Industry Institute of Australia has also been playing
a very major role in the field of "Constructability" which is the
optimum integration of construction knowledge and experience in
planning, engineering, procurement and field operations to achieve
overall project objectives.

They have also evolved a scheme for "Benchmarking" as a process of

establishing standards and goals for improvement by identifying and
adapting the best practices currently employed elsewhere in business.
Although benchmarking has been adopted by many allied industries,
the construction industry has been slow to apply the technique.
 CANADA
The quality of construction in Canada is to a significant level guided
by the various national and provincial codes which exist and are
strictly adhered to The National Research Council is responsible for
developing and maintaining national model codes for building,
plumbing, fire and energy. Consequently, there exists a National
Building Code, a National Plumbing Code and a National Fire Code.
The Canadian Standards Association is responsible for the national
electrical code.
Although these national codes exist, regulation of most aspects of
the construction industry is a provincial mandate. Consequently,
most provinces in Canada have their own codes relating to the
various aspects of the construction industry, which are more often
than not based largely on the national codes.
Enhancement of quality assurance:

Various research organisations and industry associations in Canada

have ongoing programmes towards a process of continuous
improvement in construction quality. Prominent among these is
Construction Specifications Canada, which has the mandate for an
initiative known as the National Master Specification. CSC Seeks to
enhance the quality of the design and management aspects of
construction activity through programs of publication, education,
professional development, and certification. Government supported
institutions such as the Institute for Research
in Construction, which is part of Canada's National Research Council
(NRC) and the Canadian Construction Material Center also play an
important part.
 PHILIPPINES

Enhancement of Quality Assurance:

For the contracting sector, the adoption of the Constructors
Performance Evaluation System (CPES) is required for all
infrastructure projects of the National Government. The CPES is a
system for upgrading the performance of a contractor for a specific
kind of project using a set of criteria. In addition, the CPES also
provides a mechanism to monitor and review each project's quality of
workmanship and materials as well as contractors' compliance as
regards contract time, facilities, resources deployment, environment,
safety and health concerns.
 USA

CONSTRUCTION QUALITY AND SAFETY:

Quality control in construction involves sticking with minimum

standards of material and workmanship in order to insure the
performance of the facility according to the design. For the purpose
of insuring compliance, samples and statistical methods are used for
accepting or rejecting work completed and batches of materials.
Total quality control is a commitment to quality expressed in all
parts of an organization and involves many elements.
Design reviews to insure safe and effective construction procedures
are a major element. Other elements include extensive training for
personnel, shifting the responsibility for detecting defects from
quality control inspectors to workers, and continually maintaining
equipment. Worker involvement in improved quality control is often
formed in quality circles in which workers meet regularly to make
suggestions for quality improvement. Improved quality control
became a competitive advantage.
 HONGKONG

Enhancement of Quality Assurance:

According to the Hong Kong Quality Assurance Agency (HKQAA),

836 QA certificates have been issued with ISO 9000 by this Agency
alone. Note that this pioneering Agency claims to have 70-80 percent
of the market share, hence the total certificates issued may be as high
as 1000. Also note that one construction firm may get more than one
QA certificate. However, the number of firms involved is not
available.
The construction industry was the first commercial sector to look for
ISO 9000 certification, because the Hong Kong Government, as the
biggest housing developer in the colony, decided to tackle the
problem of sick buildings by enhancing a quality management
system in the construction industry.
 JAPAN
Building Quality:

Improving quality assurance through ISO 9000 series compliance.

The Ministry of Land, Infrastructure and Transport (MLIT) has been
working since 1996 on about 50 pilot projects to promote a better
understanding of the ISO 9000 series, and to engage a wide range of
interested parties in a discussion concerning the benefits and
problems associated with the application of ISO 9000 standards to
public works projects.
As a result, the MLIT has determined that there is a high potential for
the application of ISO 9000 series standards to effectively serve as a
means of improving quality assurance standards on public works and
other construction projects.
 KOREA

Construction Quality:
The number of firms with ISO 9000 certification increased until 1999,
but after 2000, the number of them is decreasing. In 1999 the number
of companies with ISO 9000 certification increased 2,645, while the
number of them is decreasing in 2000 and until now.

’95 ’96 ’97 ’98 ’99 ’00 ’01.6 Total

17 152 631 1,472 2,645 881 183 5,981

 SINGAPORE
Policy and Initiatives on Construction Quality

Enhancement of Quality Assurance

Quality Certification Scheme

 TOTAL NUMBER OF CERTIFIED FIRMS

Types of Certification No. of Firms

BCA ISO 9000 Certification Schemes 385
 Contractors 250
 Consultants/ Public Agencies 110
 Education & Training for Construction Industry 1
 Occupational Safety & Health and Environmental 1
Auditing Training & Consultancy for Construction
Industry
 Developers/ Property Services/ Project 1
Management
 Others 15
BCA ISO 14000 Certification 15
BCA OHSMS (Occupational Health and Safety 15
Management Scheme) Certification
 CONQUAS Score
Yearly Average CONQUAS Score

Year 1992 1993 1994 1995 1996 1997 1998 1999 2000

CONQUAS Score 71.3 72.5 71.6 72.2 73.9 74.3 75.8 76.5 77.8
(Yearly Average)
 BONUS SCHEME FOR
CONSTRUCTION QUALITY

The Bonus Scheme for Construction Quality (BSCQ) is set up to

promote the upgrading of workmanship in the construction industry.
Contractors will be paid a bonus by the government if their quality of
workmanship exceeds a stipulated standard for the relevant building
category. However, they will be penalised if their quality
workmanship is poor. The measure of building quality will be based
on the CONQUAS Score that the project had obtained.
The Scheme, which is applicable to both local and foreign contractors,
will apply to tender called with effect from 1 June 1998. It is
applicable for all CW01 (General Building) contracts for new public
sector building projects valued above $5 million. Also applicable for
public projects with a combination of new building works and other
works such as upgrading, alteration and additions etc. The SSCQ shall
apply once it is specified in the tender document regardless of the
outcome of the tender prices. Apart from bonus/discount award, under
the scheme, merit or default point will be given to the contractor for
the completed project based on the CONQUAS score. These points
will help the contractors who got higher CONQUAS score to have ten­
dering advantage for their future projects over the poorly scored
contractors.
 SRILANKA

Enhancement of quality assurance

The Institute for Construction Training and Development (ICTAD)

which is playing a very positive role as the lead agency for acting as a
facilitator, co-coordinator and promoter of the development of
construction industry in Sri Lanka has identified parameters affecting
quality such as standards processes, procedures, documentation,
practices etc. and has several mechanisms in place to promote quality
of construction. Some of the main mechanisms are:
a) Committee on Standards for Construction Materials to:

• Identify problems related to Quality in construction Materials

and find solutions.
• Formulate standards for new Materials.
• Recommend Mandatory Standards.
• Implementation of standards.

The committee has resolved many problems related to the Quality

of Materials and made the standards mandatory for portland
cement, structural steel, corrugated asbestos roofing sheets and flat
asbestos sheets.
b) Registration and Grading of Construction Contractors according to
their ability and field of speciality in order to make sure that the
contractors do not, undertake jobs beyond their capabilities.
 VIETNAM

Enhancement of quality assurance:

The Government Degree 87/CP 1997 allows for ODA (Official

Development Assistance-Japan) projects to have right to select
relevant technical standards (ISO, British, American, France, and
Japan, etc.). The Government also imposed certain standards for
compulsory application (soil and hydrology, fire, explosion, climate,
safety, sanitation etc.) Degree 52/CP July 1999 and 12/CP indicates
Government role on violations of environmental, planning, and the
application of Vietnamese Codes.
 INDIA

Construction Quality/ Quality Assurance:

The Specifications, norms and the quality of the product is inspected

on the basis of codes specified by Bureau of Indian Standards. Indian
Standards are fairly elaborate and are gradually being modified to
conform to ISO Standards. Apart from this, several scientific and
Research and Development Institutions, CSIR, CBRI, IITs, Material
testing labs also provide necessary input support.
CIDC together with Building Materials Technology Promotion

Council, Bureau of Indian Standards and several other institutions

have initiated a Performance Appraisal Certification Scheme

(PACS) which has authorised Test labs as well as R&D Institutions

in the country to authenticate the performance related claims, made

by several manufacturing organisations.

The number of Organisations which have ISO certification is very

large. However, due to the relatively small turnover of each, the

volume of Production represented by these entities is very small. The

process of acquisitions and mergers has started in India, which is

liable to lead to larger Corporate entities with higher levels of

standardisation.
 PERFORMANCE APPRAISAL
CERTIFICATION SCHEME FOR INDIA

Performance Appraisal Certification Scheme (PACS) is a third party

operated voluntary scheme for providing Performance Appraisal

Certificate (PAC) to a manufacturer/supplier/installer of a product

which includes building materials, products, components, elements

and system etc. after due process of assessment. The process includes:
• Verifying through laboratory/field tests, and field trials as
required, study of historical data, supporting documents, reports of
independent agencies which might have evaluated the product
earlier, that the product conforms to the requirements for
satisfactory perfor­mance, durability and safety.

• Establishing criteria of performance, if not available already.

• Issue of PAC providing, amongst other things, necessary data to

designers and users
The verification and review process is a periodic activity, not merely
confined to initial grant of PAC.

The operation of PAC includes a mechanism for obtaining pro active

user feedback and user complaint redressal.

PAC is also liable to suspension/withdrawal/cancellation if warranted

due to the PAC Holder not complying with conditions stipulated in
the PAC and its grant.
Quality Assurance

It is also expected that a formal and documented quality assurance

system should be in operation by the holder of the certificate. The
evaluation of production facility is to be carried out early in the
assessment .so that any areas of concern may be specified at a
formative stage. It is important to draw distinction between the QA
assessment for PACS and the procedure carried out by various
organizations against the requirements of the QA standard ISO 9000.
Whereas QA on the ISO 9000 is production or service related, PACS
work is product related and is concerned with fitness for purpose.
Awareness about PACS

Construction agencies and other organizations involved in

construction through their involve­ment in Board of Agreement and
Technical Assessment Committee (s) will be aware about the
development of product and will be able to express their views at the
processing stages itself to bring improvement in the product.
Construction Industry Development Council, a well known
organization promoted by the Planning Commission, Govt. of India
and the Construction Industry has joined hands with BMTPC
through MOU to create a technological awareness between the
materials manufacturers, promoters and users about the scheme
through workshops, seminars, publications and media, etc.
[email protected]