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Quality Management Best Practice Refresh (Best Practice)

RT-254 Topic Summary
RT 254

Overview

This research team analyzed and documented the Quality Management (QM) systems, programs, and improvement activities currently used in the Capital Facilities Delivery (CFD) industry.

Key elements of an effective QMS were identified as reported by owners, contractors, and suppliers. The team found that no single QMS standard would ensure than an organization will achieve the highest levels of quality. While ISO 9001 is the most commonly used QM standard, most of the other industry QM standards have elements in common.

The QM systems reported as highly effective were differentiated by the amount of focus placed on the following six key practices, with the importance of leadership and accountability cutting across all six areas:

  • Leadership and management commitment to QMS
  • Level of QMS training
  • Emphasis on supplier and contractor QMS
  • Extensive use of metrics
  • Management of work process improvements
  • QMS certification and accreditation

Implementation Resource (IR) 254-2 provides a three-step process for comparing an organization’s present QM system against those of organizations that report having highly effective QM systems. This process also allows users to determine how best to improve their systems.

IR254-2 includes the following tools:

  • A QM Maturity Matrix
  • Key drivers of a QMS
  • Comparison of the elements of QM and business excellence system

Key Findings and Implementation Tools

1 : Three-step QMS Assessment and Improvement Process

Three-step QMS Assessment and Improvement Process (RS254-1, p. 21)

Step 1:  Define and Develop Your QMS 
Action #1:Understand the Requirements for a QMS
Action #2:Document the CFD Processes Governed by Your QMS
Action #3:Gain Management Commitment for QMS Implementation
 
Step 2:Assess the Effectiveness and Maturity of Your QMS
Action #4:Assess Your QMS Compliance with ISO 9000
Action #5:Measure QMS Effectiveness vs. Your Objectives
Action #6:Evaluate the Maturity of Your QMS
 
Step 3:  Improve the Effectiveness of Your QMS 
Action #7:Understand the Key Drivers of QMS Improvement
Action #8:Understand the Characteristics of Highly Effective QMS
Action #9:Identify and Act on QMS Improvement Opportunities
Reference: (RS254-1)

2 : Quality Maturity Matrix

Quality Maturity Matrix – it is possible to determine the maturity of a QM system (IR254-2 Appendix F, p. 55)

  1. Self assessment tool to evaluate your QMS maturity
  2. Evaluates six key categories of an effective QMS
  3. Compares and ranks against the best in the CFD industry
  4. A qualitative tool - very easy to use
  5. Won’t replace an audit, but good for a quick snapshot
  6. Can be used to evaluate any organization’s QMS maturity – not necessarily just your own
  7. Useful tool for any owner, contractor, or auditor
  8. Benefits of QMM
    1. Shows where your organization needs to improve to compare favorably with the best in industry
    2. Can be used as a bid evaluation aid
    3. Sanity check at a project stage gate / phase review
    4. Can provide a snapshot of QMS synergies or gaps in established project teams
Reference: (IR254-2)

3 : QMS Correlation Matrix

QMS Correlation Matrix (IR254-1, p. 10)

  1. Comparison of key elements for 13 quality systems and programs
  2. Includes extremely effective QMS programs in use today by CII members
Reference: (IR-254-1)

4 : Implementation Tool #1

IR254-2, Implementing and Improving Quality Management Systems in the Capital Facilities Delivery Industry

This resource provides a three-step QM Process. In addition it includes: 
  1. QM Maturity Matrix – for the CFD industry, to enable self-assessment for determining QMS maturity (Appendix F)
  2. The QM/Business Excellence Systems Correlation Matrix - to allow users to compare different quality systems (Appendix B) 
  3. The ISO 9001 Compliance Checklist – to assist organizations on evaluating an existing QMS against ISO 9001 (Appendix E)
  4. A summary of characteristics of organizations with highly effective QMS (Appendix H)
Reference: (IR254-2)

Key Performance Indicators

Improved quality, Improved materials management

Research Publications

Best Practices in Quality Management for the Capital Facilities Delivery Industry - RR254-11

Publication Date: 06/2010 Type: Research Report Pages: 270 Status: Reference

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Implementing and Improving Quality Management Systems in the Capital Facilities Delivery Industry - IR254-2

Publication Date: 03/2010 Type: Implementation Resource Pages: 67 Status: Tool

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Best Practices in Quality Management for the Capital Facilities Delivery Industry - RS254-1

Publication Date: 02/2010 Type: Research Summary Pages: 28 Status: Supporting Product

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Presentations from CII Events

Plenary Session - What CII Members Are Doing Today in Quality Management

Publication Date: 06/2009 Presenter: Number of Slides: 14 Event Code: AC09

Implementation Session - What CII Members Are Doing Today in Quality Management

Publication Date: 06/2009 Presenter: Number of Slides: 62 Event Code: AC09

Session - Implementing A Modern Quality Management System

Publication Date: Presenter: Number of Slides: 43 Event Code: PIW410

Tags

Knowledge Areas:
Quality Management
Project Phase:
Commissioning & Startup, Concept, Construction, Detailed Design (Engineering), Detailed Scope, Feasibility, Handover & Closeout, Procurement
Project Function/Role:
Architects & Engineering, Construction, Procurement & Contracts, Project Management, Quality Management
Industry Group:
Buildings, Heavy Industrial, Infrastructure, Light Industrial
Regions:
Africa – South Africa, Asia – China, India, Southeast Asia, Australia, Europe – Scandinavia, Russia, Middle East, North America – USA, Canada, Mexico, South America – Central America, Brazil
10-10 input Metrics:
Controlling, Quality, Supply Chain

Keywords

Quality, Quality Management System, QMS, Quality Management Matrix, ISO 9001, ISO 9004, Quality Performance Measurement, Project Performance Measurement, Compliance Checklist

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