culture shock berlin a survival guide to customs and etiquette
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culture shock berlin a survival guide to customs and etiquetteThis system addresses the design, development, production, installation and servicing of the company’s products. The manual also provides procedures or references for all activities comprising the quality management system to ensure compliance to the necessary requirements of the standard. The manual is used to familiarize them with the controls that have been implemented and to assure them that the integrity of our quality management system is maintained and focused on customer satisfaction and continuous improvement. The activity covered by ALJAZEEL is for supply flow line construction. Any outsourced process or activity is controlled as per applicable ISO 9001 requirements. Quality management system documents and data exist in hard copy and electronic format. A revised table of contents indicating the newly issued approved and accepted revision shall accompany the revised sections. In the case of sample forms a revised “Listing of Exhibits” shall indicate the latest exhibit revisions. Documents shall be re-issued after a practical number of changes have been made. This file shall contain a complete set of all project related contract documents, specifications, drawings, etc. All information generated during the life of the project shall be maintained in this job file. A copy of all documents returned by the client approved, or approved as noted, shall be maintained in the job file. All changes after contract award shall be properly documented and any associated addition or deduction to the contract price shall be immediately identified and submitted to the client for review and approval. Any revisions received shall be immediately forwarded to the project site for use while executing the project. Any field changes to the work shall be properly noted on the project site set of the drawings. The project site set of the drawings shall show the work exactly as the work was built. (Hereinafter referred to as the “As-Built” set of drawings.http://equator-maritime.com/userfiles/euro-pro-420-manual.xml
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) Customer satisfaction is monitored using appropriate and documented measures. Therefore, it is the policy of ALJAZEEL Co.They may delegate the performance of their assigned duties to qualified individuals, but they shall retain full responsibility for completing their projects in strict accordance with established quality control policies and the client’s specifications. All projects will be executed in a manner that emphasizes safety, quality, schedule and maximum cost effectiveness. Procedures, processes and management system controls have been developed to help ensure that these objectives are met. The results of management system effectiveness and customer satisfaction monitoring is analyzed and reviewed in conjunction with these objectives. This includes maintaining the integrity of the system during any significant changes. Management will ensure that its policy is understood, implemented, and maintained at all levels of the organization. Key business information, performance against targets and effectiveness of the QMS is communicated to the Management Team at monthly meetings. This information is cascaded throughout the company as appropriate by hardcopy and electronic means. This will include an assessment of any improvement opportunities and the need for any changes to the MS, including policy and objectives. A record of all Management Review Meetings is maintained. This is verified through audit and review, and is recorded as appropriate in an individual’s personnel file. The effectiveness of both internal and external training is evaluated and recorded, and subsequent corrective actions are implemented as required. This includes buildings, workspace, equipment, vehicles, communications, information systems and supporting services. These include appropriate office space, IT infrastructure, utilities and facilities.Planning of product realization will be consistent with the requirements of the other processes of the quality management system.http://www.creatgroup.com/userfiles/image/2020/10/euro-pro-7100-manual.xml These plans will include: It may take the form of work orders, work instructions, operator instructions, weld procedures, NDT testing, checklists, or pictures, depending on requirements. This determination and capture of product requirements includes the clarification and agreement of customer requirements including activity scope and service requirements. Any requirements not specified by the customer but necessary for product or service implementation or compliance with any related statutory and regulatory requirements are also considered to be a part of this process. The type and extent of control applied to the supplier and the purchased product will be dependent upon the effect of the purchased product on product quality or the quality system processes. Records of the results of these evaluations and any necessary actions resulting from these evaluations shall be maintained. Specific application will be via receiving inspection, certificates of conformance, etc. Determining factors for inspection criteria may include type of product, control exercised at supplier’s premises and records of conformance. Controlled conditions include, as applicable: This identification shall be recorded in the Job File and issued to the client with specified “As-Built” data. Any occurrence of loss, damage, deterioration or unsuitability of customer property is recorded on a nonconformance report and reported back to the customer. This preservation will include: Where no such standard exists, the Records will be maintained of appropriate action that was taken on the equipment and any product affected. Records of the results of calibration and verification of individual instruments will be maintained. This will be undertaken prior to initial use and reconfirmed as necessary. Statistical or other measurement techniques may be applied to establish sampling plans for inspections and testing. A number of different methods are used to monitor customer satisfaction. These methods include but are not limited to: The uses of the results of this customer satisfaction monitoring includes, but are not limited to: The audits and follow-up actions shall be carried out in accordance with documented procedures established to ensure improvement to overall company Quality program. Each audit report shall have the actions started and planned by the QCM and Project Manager for any nonconforming activities found. These methods will demonstrate the ability of the processes to achieve planned results. When planned results are not achieved, correction and corrective action will be taken as appropriate to ensure conformity of the product. This information may be reviewed at any time there is a perceived problem with the processes, but will be reviewed during management meetings and at the Management Review. This will be accomplished through: Products released before verification are identified to ensure the product can be recalled before release to the customer. The inspections are performed by the production personnel. The in-process inspection verifies that an operation was performed satisfactorily or reports received and the product can pass to the next processing stage unless under recall procedures. Personnel are to verify that all specified receiving and in-process inspections specified on the traveler heave been carried out satisfactorily. Prior to release, personnel ensure all inspections and tests have been completed and documentation is available and authorized, unless otherwise approved by the President and, where applicable the customer. Product release and service delivery will not proceed until all the planned arrangements have been satisfactorily completed. Evidence of conformity with the acceptance criteria will be maintained. Records will indicate the person(s) authorizing the release of product. Release by the President will not in any way compromise meeting customer requirements; and This action could take the form of recall of product, replacement of deficient components, notification to customers, or any other action deemed necessary. Sources of data include, but are not limited to: Trends and information found in the analysis of data will be compared to our progress towards our quality objectives. The management team will review this information at both its monthly meeting and the Management reviews of the Quality System. Controls are applied to ensure that corrective actions are implemented and that they are effective. All preventive actions will be reviewed at Management Review meetings. Action must always be taken for nonconformities identified during internal audits. Please download to view the full documents. We think everything in the web must be free. So this website was intended for free download articles fromWe are not related with any site in any case.We are not liable for the articles. You are self-liable for your download.This site utilizes cookies to guarantee you get the best experience on our site. You can learn how to disable cookie here.We are committed to ensuring that your privacy is protected. To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to upgrade your browser. Help Center less You can download the paper by clicking the button above. Related Papers Iso quality management system: a lesson from klia By Abdul Mohammed A case studies of intelligent buildings in Malaysia By Azlan Shah Ali IRJET-Study of Quality Management System in Construction By IRJET Journal Quality Management System at Construction Project: A Questionnaire Survey By Getaneh Tiruneh ASSESSMENT OF QUALITY MANAGEMENT PRACTICES OF CONSTRUCTION COMPANIES IN AKWA-IBOM STATE EKPENYONGANWAN EFFIONG EKPENYONG By EKPENYONGANWAN EKPENYONG Download pdf About Press Blog People Papers Job Board Advertise We're Hiring. The main aim of this article was to evaluate the impact of QMS implementation on main factors of construction projects in Metro Manila, Philippines. For this intention, the study was conducted an in-depth literature review from different books, journals, and websites, in order to understand profoundly quality management system, identify the characteristics of the vital factors of construction projects, and the findings of empirical studies concerning the effects of QMS on construction projects. Subsequently, a questionnaire was designed based on previous studies and then distributed randomly among the 37 managers with the aim of collecting data. Finally, the analysis of data was accomplished by descriptive statistics to find the results and conclusion.In construction industry, it can assist the compa nies to achieve succe ssfully the ir objectives, and ensure that al l phases of construction project consistently meet client' s requirements (need). The main aim of this article was to evaluate the impact of QMS implementation on main factors of construction projects in Metro Manila, Philippines. For this intention, the study was conducted an in-depth literature review from different books, journals, and websites, in order to understand pr ofoundly quality manag ement system, iden tify the characteristics of the vital factors of construction proj ects, and the findings of empirical studies concerning the effects of Q MS on con struction projects. Subsequently, a questionnaire was designed based on previous studies and then distributed randomly among the 37 managers with the aim of collecting data. Finally, the analysis of data was accomplished by descriptive statistics to find the results and conclusion. The findings have shown that the implementation of QMS can be affected mostly on customer's satisfaction, followed by cost, and time re spectively, while minimum effec tiveness of QMS was on scope (quality) throug h QMS implem entation in construction projects in Metro Manila. Keywords: ISO, ISO 9000 Family; Quality Manage ment System (QM S); Construction Projects; Critical Factors; Project Success Criteria, Customer's Satisfaction. I. INTRODUCTION The majority of the construction companies face many challenges and problems, such as “workmanship defects”, delay, and “cost overrun in complementing their projects in all over the world. Since over the past three decades, the globalization and competition have been increasing (Neyestani and Juanzon, 2016). Thus, the globalization and competition are the most important reasons that each construction company needs to improve and correct its system for achieving its objectives by management tools. As the results of studies in 776 proje cts across seven industries in different countries have showed construction and engineering companies were successfully achieve their goals because of being subject to particularly through planning, analysis and controlling by project manageme nt (Zwikael and Smyrk, 2011). Successful project management can be defined as having achieved the project objectives as on time, within cost, and quality (scope) to meet client's requirement (Kerzner, 2010). Quality is the most significant factor in the success of construction projects. But numerous reports have criticized the constructi on industry, especially in terms of productivity, quality and quality system (Ali and Ra hmat, 2010), and the majority of project managers focus on the cost and time instead of quality for construction projects, but the scholars emphasize more attention should be towards quality ( Mane and Patil, 2015). Nowadays, quality has not just implicated on products and services in the organizations, it can be related to the process, system, and management as well. Quality of construction project is a general philosophy by which process are carried in a total quality infrastructure (Alberto, 2011). The total quality infrastructure consists of several key pieces. The first, and one of the most important, is the quality system (Juran and Neyestani, B. (2016). “Effectiveness of Quality Mana gement System (QMS) on Construction Projects”. 90272 In 1987, the first edition of quality system was introduced by the International Organization for Standardization (ISO) to aim quality and customer's satisfact ion improvement. QMS is included systematic app roach, documentation, guidance, and audit that can be a part of every project management pro cesses from the moment the project initiates to the final steps in the project closure phase as well (Aized, 2012). ISO 9001 can improve the efficiency of the processes of the organizations by generic guidance and documentations, a nd continual improvement through “Plan-Do-C heck-Act” (PDCA) methodology to achieve successfully the satisfaction of c ustomer and quality objectives. Unfortunately, most construction companies in developing countries believe establishing QMS is just wasting time and money for consultancy, training, periodical internal and external audit, and certification fee, without any benefit, and it is just useful to have its certification as a market t ool. Therefore, the managers often focus on the certification as the primary objective and requirement more than value in the projects, and this kind of the notion can caue inefficient operation and lack of an effective QMS. That is why the most project managers do not usually t ake a broad enough view of what quality constitutes as QMS, and is not measuring how the project can add value to the client in the short and long term (Madsen, 2013). Some studies showed that lack of support from Top management is the most barrier to implement QMS in construction industry (khattak, and Arshad, 2015). Quality system was introduced by ISO on 15, March 1987. ISO is compatible with proprietary approaches to quality management such as th ose recommended by Deming, Juran, Crosby, and non- proprietary approaches such as TQM, Lean Six Sigma, FMEA, COQ, and other continuous improvement techniques (PMI, 2008). Successful implementation of QMS is to take it as a strategic decision for the organization. According to the latest survey of ISO (2014), 1,609,29 4 ISO certificates were issued, and the majority of them were belonged to QMS standard or 1,138,155 ISO 9001 certificates issued that met the requirements of QMS under external audit of third-party or Certification Body (UNIDO, 2012). Approximately, 1600 ISO 9001 certificates issued for different industries in the Philippines by 2014. The ISO 9000:1987 was included three standards for quality assurance: ISO 900 1, ISO 9002, and ISO 9003 for being a model for quality assurance in only final inspection and te sting. The first version of QMS standard or ISO 9000: 1994 emphasized on quality assurance via preventive actions added. ISO 9001:2000 was integrated ISO 9001, 9002 and 9003 into one standard or ISO 9001 and making new standard, its main aim was to shift from “quality assurance” to “quality management” (UNIDO, 2012). Accordingly, it made a radical change in thinking based on process approach, structure (8 clauses), and customer satisfaction. The third version was published in Nov. 2008 with minimal changes made from the 2000 version but greater emphas is on customer focus and satisfactio n (ISO, 2010). The main purpose of ISO 9001:200 8 is to clarify existing requirements and to improve consistency of approach with other management standards like EMSs. Recently, ISO 9001:20 15 (5 th ed.) was published in Sep. 2015. The latest edition is generated a radical change in thinking based on the identification of risk and risk control, structure with 10 clauses. Furthermore, this version can be integrated much better with other m anagement standards (ISO, 2015d). It is a framework to guide their organizations towards improved performance. ISO 9000:2005 has eight quality management principles. Recently, new version of quality management principles wa s published as ISO 9000:2015 that has seven principles only such as (ISO, Neyestani, B. (2016). “Effectiveness of Quality Mana gement System (QMS) on Construction Projects”. 90272 ISO 9001 or “quality m anagement certification” is a standard that sets out the requirements that are generic and are intended to be applicable t o all organizations, regardless of t heir type, size and product provided for quality management system, technical committee of ISO which is TC-176 formulates all the standards of ISO 9001 (khattak, and Arshad, 2015). In ISO 9001:2008, the standard emphasizes more on customer satisfaction through fulfillm ent of its requirements (Kuen and Zailani, 2007). ISO 9001 does not specify what the objectives relating to “quality” or “meeting customer needs” should be. Instead, it requires organizations to define t hese objectives the mselves and continually improve their processes in order to reach them ( ISO, 2015b). All organizations use processes to achieve their objectives, ISO defined process as set of interrelated or interacting activities that use inputs to deliver an intended result (ISO, 2015d). Thus, ISO 9001: 2008 and 2015 both are based on process approach. The intention of the process approach is to increase an organization's effectiveness and efficiency in achieving its defined object ives and customer's satisfaction. Also, it helps the organizations to control the linkages between processes and the interfaces between the functional h ierarchies of the organization (ISO, 2008). As can be se en in Table 1, t he process approach in ISO 9001:2008 incorporates the PDCA cycle and preventive action-based under the identification and elimination of the root cause s of the pr oblems (e.g. errors, defects, lac k o f ade quate pr ocess c ontrols) (ISO, 2008), whereas ISO 9001:2015 incorporates the PDCA cycle and “risk-based thinking” (ISO, 2015d ). Consequently, the main changes within the ISO 9001:2015 in comparison with ISO 9001:2008 are as follows (IAF, 2015): 1) “The adoption of the HLS as set out in Annex SL; 2) An explicit requirement for risk-based thi nking to understanding better process approach; 3) Less emphasis on documents, and fewer prescribed requirements; 4) Increased emphasis on organizational context (Environ ment); 5) Increased leadership requirements, and; 6) Greater emphasis on achieving desired outcomes to improve customer satisf action”. Set the objectives of the system and processes to deliver results (“What to do”and “how to do it”). Do Implement the processes. Implement and control what was planned. Check Monitor and measure processes and product against policies, objectives and requirements for the product and report the results. Monitor and measure processes and results against policies, objectives and requirements and report results. Act Take actions to continually improve process performance. Take actions to improve processes performance. Furthermore, ISO 9001:2008 and 2015 have approximately the same requirements. Table 2 depicts the clauses of two different versions of ISO 9001. The first three clauses of ISO 9001:2008 and 2015 are not applicable in process approach, these clauses just give some essen tial information related to the requirements of QM S implementation.These models also show all the requirements of the International Standard ISO 9001:2008 and 2015, but their frameworks do not determine processes at a detailed level for the organizations.Its emphasi s is to address the needs and expectations of all the interested parties of the organization (employees, owners, suppliers, partners, and society in general), in order to achieve sustained success (ISO, 2010). ISO 9004 can guide top management wishes to extend the benefits of ISO 900 1 in pursuit of systematic and continual improvement of the organization's overall performance, and it can be used separately or in combination with ISO 9001 (ISO, 2009). ISO 19011 (2011 version, 2 nd ed.) is t he only QMS st andard, which is exclusive to audit (internal and external) QMS and EMS. Effective audits ensure that an imp lemented QMS meets the requirements specified in ISO 9001. Critical Elements within Construction Projects Kerzner (2010) explained the project can be considered to be any series of activities and tasks that being completed within certain specifica tions and consuming resources thro ughout se veral functional lines for getting spec ific objectives. One important aspect of proj ect management is analyzing the information related to the optimum balance among the project's objectives (Hajiagha et al., 2015). These goals should be based on the organization and business objectives to survive in the market and competing with other companies, project management has a significant role to achieve theses objectives. As in any other business, constr uction projects are aiming to achieve success, and the project success depends on its expectations and how they are fulfilled (Proust, 2011), in order to meet the project requirements Neyestani, B. (2016). “Effectiveness of Quality Mana gement System (QMS) on Construction Projects”. 90272 Representation of the structure on International Standard in PDCA cycle of QMS for ISO 9001:2015 Extremely, it is essential to identify and focus on construction project objectives as the results of project. A survey was conducted among international organizations in Gaza Strip-Palestine by Enshassi et al. (2014), revealed that the vital factors cooperate to a successful post-evaluation system in construction projects, and these elements are namely cost, time, quality, project efficiency, owner's satisfa ction, project effectiveness, safety, risk, HR, communication, procurements, and environment. As presented in Table 3, several authors have researched the subject on project success as critical factors, but the concept of project success is still remained ambig uously defined.Some authors like Kerzner (2010) specified the project' success as the one that assesses both primary and secondary factors (customer's satisfaction). Therefore, money (cost), time (delay), and quality (process, performance, products, etc.) are reliable, countable, and controllable notions that managers and practitioners are used to considering as main criteria of project success. These three factors are predominant in the management of usual construction projects (Proust, 2011).Thus, the organization objectives (Internal factors) mirror business objectives (External factors). I n implementing successful projects, cost and time should focus to promote business benefits like ROI, NPV, etc., and the benefits of faster delivery or time-to-market. Impact of QMS on Construction Projects The QMS is widely used by the organizations for achieving operational and market benefits, it is an optimized standard to upgrade and promote the companies and projects performance. The studies on the impact of QMS reported that these objectives are not alw ays ach ieved. However, the succ essful implementation of the I SO 9001 (QMS) standard depends on how the standard is perceived by the companies. As a results, the previous studies on the impact of QMS revealed that the majority of the scholars found the positive effect of QMS on projects (Manders, 2015). For example, a survey by UNIDO (2012) in the Philippines and few countries in Asia, showed that the most of the respondents believed QMS can make excellent (57) and good (22) influence on the organizations, and the only 3 stated the negative impacts of QMS on the firms. Likewise, over 54 had internally motivated reasons (including internal improvement and corporate or top ma nagement objective), whilst 39 had externally motivated reasons (customers, markets or govern ments pressure) to implement QMS in their organizations. Without doubt, QMS provides the consistency and satisfaction in terms of methods, materials, equipment, etc.QMS is the part of every project management processes from the moment the project initiates to the final steps in the project closure phase. These processes can improve the performance of project continuously by PDCA methodology. Many studies and literature have been identified and determined the benefits of QMS that can affect positively on the orga nizational performance and ma rket in different industries. Based on the findings of several empirical studies, the most aim of QMS standards is to promote the customer's satisfaction, and many studies have been shown that it seems QMS is successful for achieving thi s aim by improving and stimulating the processes of ISO 9001-certified construction projects. In Malaysian construction c ompanies, the majority of the respondents believed that the functionality and clients' satisfaction are respectively the most influences of QMS implementation into construction projects (Ali, and Rahmat, 2010). In addition, Mane and Patil (2015) found the 90 of the respondents asserted customer satisfaction and 80 client satisfaction are the most importan t aspect for maintaining QMS for constr uction projects in India. III. RESEARCH METHODOLOGY Research Design As a descriptive study, this research was designed to evaluate effectiveness of QMS implementation on the construction projects based on descriptive methods. Thus, the literature review was first carried out to understanding the topic, and the concepts of the study, in order to develop an appropriate survey questionnaire for obtaining data from the construction projects. The questions were designed on the basis of literature review and preliminary studies. Then the questionnaires were randomly distributed among the respondents working in ISO 9000-certified construction companies in Metro Manila, Philippines. Data Collection The data sources were categorized to prime sources, and secondary sources. Prime sources provide original data for this research. The purposive and convenience sampling method was used in choosing the respondents. Participants in the study were managers in different levels, areas, and specialists within the construction companies. Totally, the 37 usable questionnaires were collected, and used in the statistical analysis. The secondary sources were from journals, books, articles, and journals published, to identify data about the research topic, and likewise to conduct study for further details in the research. Questionnaire survey The questionnaire was used as the primary tool for collecting data. In this study, the survey questionnaire was divided into two main parts: Part I is related to the general information (demographic characteristics) of the respondents. The questions asked were closed-ended questions with a five point Likert rating scale. Furthermore, the questionnaires were personally distributed and retrieved by the researcher to target respondents. The completed questionnaires were collected from them. Also, the confidentiality and anonymity of the participants were protected, for this matter their names were not required on the questionnaires.