Digital quality management in construction - Revision history

Editor at 13:13, 8 January 2026

2026-01-08T13:13:05Z

← Older revision		Revision as of 13:13, 8 January 2026
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	Managing the quality of design and construction has been a skill set for millennia, dating back to the earliest structures, when accepting and rejecting the quality of stone and timber based on deep experience, was vital for the successful building of a house, burial place or citadel. Over thousands of years, quality control knowledge and experience acquired, informed all levels of construction workers and ‘managers’ and was imbued into their training and supervision. That knowledge and experience was communicated in order to provide instruction, enable collaboration with others and ultimately build what was required.		Managing the quality of design and construction has been a skill set for millennia, dating back to the earliest structures, when accepting and rejecting the quality of stone and timber based on deep experience, was vital for the successful building of a house, burial place or citadel. Over thousands of years, quality control knowledge and experience acquired, informed all levels of construction workers and ‘managers’ and was imbued into their training and supervision. That knowledge and experience was communicated in order to provide instruction, enable collaboration with others and ultimately build what was required.

−	As quality control steadily gave way to a more strategic approach through first quality assurance and then quality management, so the influence of quality professionals grew until around the turn of the 21st century when it seems that ‘quality’ was merely a fad to be shunted ~~sideways~~ to make way for six sigma, business improvement and business excellence. The fundamentals of managing the quality of the built environment are sound but need to be brought into the digital world.	+	As quality control steadily gave way to a more strategic approach through first quality assurance and then quality management, so the influence of quality professionals grew until around the turn of the 21st century when it seems that ‘quality’ was merely a fad to be shunted side ways to make way for six sigma, business improvement and business excellence. The fundamentals of managing the quality of the built environment are sound but need to be brought into the digital world.

	= Quality Information Model =		= Quality Information Model =
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	--[[User:ConSIG_CWG\|ConSIG CWG]] 10:41, 09 Sep 2019 (BST)		--[[User:ConSIG_CWG\|ConSIG CWG]] 10:41, 09 Sep 2019 (BST)

−	= Related articles on Designing Buildings ~~Wiki~~ =	+	= Related articles on Designing Buildings =

	* 5 Whys		* 5 Whys
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	* Structural steelwork: a quality perspective		* Structural steelwork: a quality perspective

−	~~[[Category:Articles_needing_more_work]]~~ [[Category:DCN_Guidance]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Theory]] [[Category:Standards_/_measurements]] [[Category:Construction_management]] [[Category:BIM]]	+	[[Category:DCN_Guidance]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Theory]] [[Category:Standards_/_measurements]] [[Category:Construction_management]] [[Category:BIM]]

Editor at 16:48, 13 August 2021

2021-08-13T16:48:46Z

← Older revision		Revision as of 16:48, 13 August 2021
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	\| Information Management		\| Information Management
	\| Document Control duties to ensure controlled documents follow version control rules		\| Document Control duties to ensure controlled documents follow version control rules
−	\| Skills needed to add a quality management layer of information to BIM models and feed into ~~BEP’s~~. Quality professional responsible for assessing the quality assurance of data flowing through processes	+	\| Skills needed to add a quality management layer of information to BIM models and feed into BEPs. Quality professional responsible for assessing the quality assurance of data flowing through processes
	\|-		\|-
	\| Project reviews and approvals		\| Project reviews and approvals
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	Quality control was an inherent and noble skill base essential to building. The knowledge acquired over many, many generations and passed on to young apprentices and trainees established tried and trusted methods of working to assess the quality of raw and manufactured materials and components. QC was even more important given the circumstances of the past. Identifying materials from local sources would save time and money and locating areas for quarrying, tree felling, smelting and building kilns and lime burners required labourers who had knowledge of identifying the best seams of sandstone or the right size oak to minimise wasting time on imperfect specimens. Stone masons in India, were adept at using a metal hammer for testing the sound of a stone for suitability in construction.		Quality control was an inherent and noble skill base essential to building. The knowledge acquired over many, many generations and passed on to young apprentices and trainees established tried and trusted methods of working to assess the quality of raw and manufactured materials and components. QC was even more important given the circumstances of the past. Identifying materials from local sources would save time and money and locating areas for quarrying, tree felling, smelting and building kilns and lime burners required labourers who had knowledge of identifying the best seams of sandstone or the right size oak to minimise wasting time on imperfect specimens. Stone masons in India, were adept at using a metal hammer for testing the sound of a stone for suitability in construction.

−	There has been a repeated synergy through all cultures of careful thought in creating a built environment in harmony with the built environment. The Hindu temple building was based upon the rules of the Vastu Shastras embracing the prana or universal life-force energy, captured in over 30 books written between 3000 BCE and 600 CE in Sanskrit. The I Ching book from Chinese Confucian culture has influenced ~~Feng Shui~~, which seeks to bring humans and nature close together and creating a positive effect in living spaces. In the Japanese writing system if you take the pictogram (Kanji) for "house" and the pictogram for "garden," it gives you "home."	+	There has been a repeated synergy through all cultures of careful thought in creating a built environment in harmony with the built environment. The Hindu temple building was based upon the rules of the Vastu Shastras embracing the prana or universal life-force energy, captured in over 30 books written between 3000 BCE and 600 CE in Sanskrit. The I Ching book from Chinese Confucian culture has influenced feng shui, which seeks to bring humans and nature close together and creating a positive effect in living spaces. In the Japanese writing system if you take the pictogram (Kanji) for "house" and the pictogram for "garden," it gives you "home."

	The ancient supervising material managers had to know how logistics for transporting and best methods for handling and storage of the materials. The issue is not that the ancient cultures had perfect management skills in construction materials since they no doubt also wasted materials and ordered inadequate types but rather we should notice that they developed an acute sense of the need for understanding the strength, texture, colour and durability of the material. We now need a better trained workforce and a higher level of practical quality management knowledge within project decision makers of construction businesses.		The ancient supervising material managers had to know how logistics for transporting and best methods for handling and storage of the materials. The issue is not that the ancient cultures had perfect management skills in construction materials since they no doubt also wasted materials and ordered inadequate types but rather we should notice that they developed an acute sense of the need for understanding the strength, texture, colour and durability of the material. We now need a better trained workforce and a higher level of practical quality management knowledge within project decision makers of construction businesses.
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	* Digital information.		* Digital information.
	* Failure modes and effect analysis (FMEA).		* Failure modes and effect analysis (FMEA).
		+	* Feng shui.
	* Golden Thread report published by CIOB and i3PT.		* Golden Thread report published by CIOB and i3PT.
	* Lifts and Escalators: A Quality Perspective		* Lifts and Escalators: A Quality Perspective

176.41.24.220 at 13:43, 9 June 2021

2021-06-09T13:43:25Z

← Older revision		Revision as of 13:43, 9 June 2021
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	* Structural steelwork: a quality perspective		* Structural steelwork: a quality perspective

−	[[Category:DCN_Guidance]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Theory]] [[Category:~~BIM~~]] [[Category:~~Standards_/_measurements~~]] [[Category:~~Construction_management~~]]	+	[[Category:Articles_needing_more_work]] [[Category:DCN_Guidance]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Theory]] [[Category:Standards_/_measurements]] [[Category:Construction_management]] [[Category:BIM]]

Editor at 10:21, 2 December 2020

2020-12-02T10:21:59Z

← Older revision		Revision as of 10:21, 2 December 2020
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	* Design: a quality management perspective		* Design: a quality management perspective
	* Digital information.		* Digital information.
−	* Failure modes and effect analysis (FMEA)	+	* Failure modes and effect analysis (FMEA).
		+	* Golden Thread report published by CIOB and i3PT.
	* Lifts and Escalators: A Quality Perspective		* Lifts and Escalators: A Quality Perspective
	* Mobilisation to site: a quality perspective		* Mobilisation to site: a quality perspective
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	* Structural steelwork: a quality perspective		* Structural steelwork: a quality perspective

−	[[Category:~~Theory~~]] [[Category:~~BIM~~]] [[Category:~~Standards_/_measurements~~]] [[Category:~~DCN_Standard~~]] [[Category:Construction_management]]	+	[[Category:DCN_Guidance]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Theory]] [[Category:BIM]] [[Category:Standards_/_measurements]] [[Category:Construction_management]]

Designing Buildings at 14:56, 10 February 2020

2020-02-10T14:56:11Z

← Older revision		Revision as of 14:56, 10 February 2020
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	* Quality culture and behaviours		* Quality culture and behaviours
	* Quality management.		* Quality management.
		+	* Quality management systems (QMS) - beyond the documentation.
	* Quality manuals and quality plans		* Quality manuals and quality plans
	* Quality tools: fishbone diagram		* Quality tools: fishbone diagram
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	* Structural steelwork: a quality perspective		* Structural steelwork: a quality perspective

−	[[Category:Theory]] [[Category:BIM]] [[Category:Standards_/_measurements]] [[Category:Construction_management]]	+	[[Category:Theory]] [[Category:BIM]] [[Category:Standards_/_measurements]] [[Category:DCN_Standard]] [[Category:Construction_management]]

Designing Buildings at 07:50, 24 January 2020

2020-01-24T07:50:32Z

← Older revision		Revision as of 07:50, 24 January 2020
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	* Change control: a quality perspective		* Change control: a quality perspective
	* Collaboration: a quality management perspective		* Collaboration: a quality management perspective
		+	* Cost of quality.
	* Design freeze: a quality perspective		* Design freeze: a quality perspective
	* Design: a quality management perspective		* Design: a quality management perspective

Designing Buildings at 08:59, 19 September 2019

2019-09-19T08:59:16Z

← Older revision		Revision as of 08:59, 19 September 2019
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	These material management skills fall into the discipline of what we call quality management and yet studies indicate that defective materials cost the industry between 5 and 10% of the production cost [i]. With construction contractor profit margins at an average 1.5% [ii], it does not take a genius to question why so little attention is paid to material management quality and the wider scourge of waste in time and processes. We need as a profession to re-develop our appreciation for material management and re-discover a passion for hunting out waste in all its forms.		These material management skills fall into the discipline of what we call quality management and yet studies indicate that defective materials cost the industry between 5 and 10% of the production cost [i]. With construction contractor profit margins at an average 1.5% [ii], it does not take a genius to question why so little attention is paid to material management quality and the wider scourge of waste in time and processes. We need as a profession to re-develop our appreciation for material management and re-discover a passion for hunting out waste in all its forms.

−	To embed this quality knowledge, a business knowledge management (KM) strategy should embrace the requirements of quality professionals. As described in the seminal book, The Knowledge-Creating Company by Nonaka & Takeuchi [~~[#edn3\|[]]~~iii~~[[#edn3\|]]~~], knowledge is the basic unit for analysis, setting out the difference between explicit knowledge and tacit knowledge in organisations. The explicit knowledge is codified in written format such as manuals, specifications, reports designs and procedures. Tacit knowledge is what happens at the water cooler, when colleagues compare notes verbally, swap ideas and make suggestions. This exchange is not necessarily written down and yet it is crucial to any organisation in how it will succeed.	+	To embed this quality knowledge, a business knowledge management (KM) strategy should embrace the requirements of quality professionals. As described in the seminal book, The Knowledge-Creating Company by Nonaka & Takeuchi [iii], knowledge is the basic unit for analysis, setting out the difference between explicit knowledge and tacit knowledge in organisations. The explicit knowledge is codified in written format such as manuals, specifications, reports designs and procedures. Tacit knowledge is what happens at the water cooler, when colleagues compare notes verbally, swap ideas and make suggestions. This exchange is not necessarily written down and yet it is crucial to any organisation in how it will succeed.

	Tacit knowledge can be facilitated through Communities of Practice (CoP’s) and Experience (CoE’s) and should be set up to connect quality professionals with others in the same organisation and externally to facilitate an easier exchange of knowledge and wisdom.		Tacit knowledge can be facilitated through Communities of Practice (CoP’s) and Experience (CoE’s) and should be set up to connect quality professionals with others in the same organisation and externally to facilitate an easier exchange of knowledge and wisdom.
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	= References =		= References =

−	* ~~[[#ednref1\|~~[i]]] Josephson, P.-E., (1998) Defects and Defect Costs in Construction – A study of seven building projects in Sweden, Working Paper, Department of Management of Construction and Facilities, Chalmers University of Technology. Retrieved from [http://publications.lib.chalmers.se/records/fulltext/201455/local_201455.pdf http://publications.lib.chalmers.se/records/fulltext/201455/local_201455.pdf]	+	* [i] Josephson, P.-E., (1998) Defects and Defect Costs in Construction – A study of seven building projects in Sweden, Working Paper, Department of Management of Construction and Facilities, Chalmers University of Technology. Retrieved from [http://publications.lib.chalmers.se/records/fulltext/201455/local_201455.pdf http://publications.lib.chalmers.se/records/fulltext/201455/local_201455.pdf]
	* [ii] The Construction Index. (28 August 2017). Construction pre-tax margins average 1.5%. Retrieved from [https://www.theconstructionindex.co.uk/news/view/construction-pre-tax-margins-average-15 https://www.theconstructionindex.co.uk/news/view/construction-pre-tax-margins-average-15]		* [ii] The Construction Index. (28 August 2017). Construction pre-tax margins average 1.5%. Retrieved from [https://www.theconstructionindex.co.uk/news/view/construction-pre-tax-margins-average-15 https://www.theconstructionindex.co.uk/news/view/construction-pre-tax-margins-average-15]
	* [iii] Nonaka, I., and Takeuchi, H., (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press. Retrieved from [https://www.amazon.co.uk/Knowledge-Creating-Company-Japanese-Companies-Innovation/dp/0195092694 https://www.amazon.co.uk/Knowledge-Creating-Company-Japanese-Companies-Innovation/dp/0195092694]		* [iii] Nonaka, I., and Takeuchi, H., (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press. Retrieved from [https://www.amazon.co.uk/Knowledge-Creating-Company-Japanese-Companies-Innovation/dp/0195092694 https://www.amazon.co.uk/Knowledge-Creating-Company-Japanese-Companies-Innovation/dp/0195092694]
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	* Digital information.		* Digital information.
	* Failure modes and effect analysis (FMEA)		* Failure modes and effect analysis (FMEA)
−	* Inspection & Test Plan
	* Lifts and Escalators: A Quality Perspective		* Lifts and Escalators: A Quality Perspective
	* Mobilisation to site: a quality perspective		* Mobilisation to site: a quality perspective
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	* Stakeholder management: a quality perspective		* Stakeholder management: a quality perspective
	* Structural steelwork: a quality perspective		* Structural steelwork: a quality perspective
−	* Why should quality be important to the construction industry

	[[Category:Theory]] [[Category:BIM]] [[Category:Standards_/_measurements]] [[Category:Construction_management]]		[[Category:Theory]] [[Category:BIM]] [[Category:Standards_/_measurements]] [[Category:Construction_management]]

Designing Buildings at 08:57, 19 September 2019

2019-09-19T08:57:44Z

← Older revision		Revision as of 08:57, 19 September 2019
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	The ancient supervising material managers had to know how logistics for transporting and best methods for handling and storage of the materials. The issue is not that the ancient cultures had perfect management skills in construction materials since they no doubt also wasted materials and ordered inadequate types but rather we should notice that they developed an acute sense of the need for understanding the strength, texture, colour and durability of the material. We now need a better trained workforce and a higher level of practical quality management knowledge within project decision makers of construction businesses.		The ancient supervising material managers had to know how logistics for transporting and best methods for handling and storage of the materials. The issue is not that the ancient cultures had perfect management skills in construction materials since they no doubt also wasted materials and ordered inadequate types but rather we should notice that they developed an acute sense of the need for understanding the strength, texture, colour and durability of the material. We now need a better trained workforce and a higher level of practical quality management knowledge within project decision makers of construction businesses.

−	These material management skills fall into the discipline of what we call quality management and yet studies indicate that defective materials cost the industry between 5 and 10% of the production cost~~[[#edn1\|~~[i]]]. With construction contractor profit margins at an average 1.5%~~[[#edn2\|~~[ii]]], it does not take a genius to question why so little attention is paid to material management quality and the wider scourge of waste in time and processes. We need as a profession to re-develop our appreciation for material management and re-discover a passion for hunting out waste in all its forms.	+	These material management skills fall into the discipline of what we call quality management and yet studies indicate that defective materials cost the industry between 5 and 10% of the production cost [i]. With construction contractor profit margins at an average 1.5% [ii], it does not take a genius to question why so little attention is paid to material management quality and the wider scourge of waste in time and processes. We need as a profession to re-develop our appreciation for material management and re-discover a passion for hunting out waste in all its forms.

−	To embed this quality knowledge, a business knowledge management (KM) strategy should embrace the requirements of quality professionals. As described in the seminal book, The Knowledge-Creating Company by Nonaka & Takeuchi[[#edn3\|[iii]]], knowledge is the basic unit for analysis, setting out the difference between explicit knowledge and tacit knowledge in organisations. The explicit knowledge is codified in written format such as manuals, specifications, reports designs and procedures. Tacit knowledge is what happens at the water cooler, when colleagues compare notes verbally, swap ideas and make suggestions. This exchange is not necessarily written down and yet it is crucial to any organisation in how it will succeed.	+	To embed this quality knowledge, a business knowledge management (KM) strategy should embrace the requirements of quality professionals. As described in the seminal book, The Knowledge-Creating Company by Nonaka & Takeuchi [[#edn3\|[]]iii[[#edn3\|]]], knowledge is the basic unit for analysis, setting out the difference between explicit knowledge and tacit knowledge in organisations. The explicit knowledge is codified in written format such as manuals, specifications, reports designs and procedures. Tacit knowledge is what happens at the water cooler, when colleagues compare notes verbally, swap ideas and make suggestions. This exchange is not necessarily written down and yet it is crucial to any organisation in how it will succeed.

	Tacit knowledge can be facilitated through Communities of Practice (CoP’s) and Experience (CoE’s) and should be set up to connect quality professionals with others in the same organisation and externally to facilitate an easier exchange of knowledge and wisdom.		Tacit knowledge can be facilitated through Communities of Practice (CoP’s) and Experience (CoE’s) and should be set up to connect quality professionals with others in the same organisation and externally to facilitate an easier exchange of knowledge and wisdom.
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	CoP’s and CoE’s can be created by identified individuals with specialist quality management knowledge eg inspection and testing, management systems, data quality, document control, configuration management and laboratory materials testing with a brief summary added to a profile page on the business Intranet or using knowledge management software. Those leading subject matter experts should proactively set up meetings, presentations, lunch & learn sessions, webinars and other accessible opportunities to both spread knowledge and encourage question and answer sessions.		CoP’s and CoE’s can be created by identified individuals with specialist quality management knowledge eg inspection and testing, management systems, data quality, document control, configuration management and laboratory materials testing with a brief summary added to a profile page on the business Intranet or using knowledge management software. Those leading subject matter experts should proactively set up meetings, presentations, lunch & learn sessions, webinars and other accessible opportunities to both spread knowledge and encourage question and answer sessions.

−	Quality knowledge can be codified so that it is easier for colleagues to find authoritative texts on key quality subjects. Again a specialist KM software can be utilised or an Intranet webpage with links out. Such signposting should also be comprehensively linked to the Integrated Management System so that there is a ‘one stop shop’ for users in understanding how to find information. Examples of authoritative texts may include: British and international standards (which may be found through links to specialist databases such as IHS~~[[#edn4\|~~[iv]]]), trade journal articles, construction case studies, online academic libraries, internal reports and strategies, CQI member resources and books. All such sources of information should be accessed within copyright laws and permissions sought, where required.	+	Quality knowledge can be codified so that it is easier for colleagues to find authoritative texts on key quality subjects. Again a specialist KM software can be utilised or an Intranet webpage with links out. Such signposting should also be comprehensively linked to the Integrated Management System so that there is a ‘one stop shop’ for users in understanding how to find information. Examples of authoritative texts may include: British and international standards (which may be found through links to specialist databases such as IHS [iv]), trade journal articles, construction case studies, online academic libraries, internal reports and strategies, CQI member resources and books. All such sources of information should be accessed within copyright laws and permissions sought, where required.

	The Quality Knowledge Management system may need to be maintained and updated and this may become the responsibility of the quality professional but this is a great opportunity to keep in touch with innovations and latest editions of standards.		The Quality Knowledge Management system may need to be maintained and updated and this may become the responsibility of the quality professional but this is a great opportunity to keep in touch with innovations and latest editions of standards.
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	= References =		= References =

−	[[#ednref1\|[i]]] Josephson, P.-E., (1998) Defects and Defect Costs in Construction – A study of seven building projects in Sweden, Working Paper, Department of Management of Construction and Facilities, Chalmers University of Technology. Retrieved from [http://publications.lib.chalmers.se/records/fulltext/201455/local_201455.pdf http://publications.lib.chalmers.se/records/fulltext/201455/local_201455.pdf]	+	* [[#ednref1\|[i]]] Josephson, P.-E., (1998) Defects and Defect Costs in Construction – A study of seven building projects in Sweden, Working Paper, Department of Management of Construction and Facilities, Chalmers University of Technology. Retrieved from [http://publications.lib.chalmers.se/records/fulltext/201455/local_201455.pdf http://publications.lib.chalmers.se/records/fulltext/201455/local_201455.pdf]
−		+	* [ii] The Construction Index. (28 August 2017). Construction pre-tax margins average 1.5%. Retrieved from [https://www.theconstructionindex.co.uk/news/view/construction-pre-tax-margins-average-15 https://www.theconstructionindex.co.uk/news/view/construction-pre-tax-margins-average-15]
−	~~[[#ednref2\|~~[ii]]] The Construction Index. (28 August 2017). Construction pre-tax margins average 1.5%. Retrieved from [https://www.theconstructionindex.co.uk/news/view/construction-pre-tax-margins-average-15 https://www.theconstructionindex.co.uk/news/view/construction-pre-tax-margins-average-15]	+	* [iii] Nonaka, I., and Takeuchi, H., (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press. Retrieved from [https://www.amazon.co.uk/Knowledge-Creating-Company-Japanese-Companies-Innovation/dp/0195092694 https://www.amazon.co.uk/Knowledge-Creating-Company-Japanese-Companies-Innovation/dp/0195092694]
−		+	* [iv] IHS Markit. Retrieved from [http://www.ihsti.com http://www.ihsti.com]
−	~~[[#ednref3\|~~[iii]]] Nonaka, I., and Takeuchi, H., (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press. Retrieved from [https://www.amazon.co.uk/Knowledge-Creating-Company-Japanese-Companies-Innovation/dp/0195092694 https://www.amazon.co.uk/Knowledge-Creating-Company-Japanese-Companies-Innovation/dp/0195092694]	+
−		+
−	~~[[#ednref4\|~~[iv]]] IHS Markit. Retrieved from [http://www.ihsti.com http://www.ihsti.com]	+

	This article was originally written by Paul Marsden, CQP MCQI, on behalf of the CQI Construction Special Interest Group, reviewed by Gavin Avery on behalf of the Competency Working Group and approved for publication by the Steering Committee on 24 July 2019		This article was originally written by Paul Marsden, CQP MCQI, on behalf of the CQI Construction Special Interest Group, reviewed by Gavin Avery on behalf of the Competency Working Group and approved for publication by the Steering Committee on 24 July 2019

Designing Buildings at 08:55, 19 September 2019

2019-09-19T08:55:24Z

← Older revision		Revision as of 08:55, 19 September 2019
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	--[[User:ConSIG_CWG\|ConSIG CWG]] 10:41, 09 Sep 2019 (BST)		--[[User:ConSIG_CWG\|ConSIG CWG]] 10:41, 09 Sep 2019 (BST)
		+
		+	= Related articles on Designing Buildings Wiki =
		+
		+	* 5 Whys
		+	* Annex SL
		+	* Assurance and self-certification
		+	* Auditing management systems
		+	* Building information modelling.
		+	* CDM Regulations: a quality perspective
		+	* Change control: a quality perspective
		+	* Collaboration: a quality management perspective
		+	* Design freeze: a quality perspective
		+	* Design: a quality management perspective
		+	* Digital information.
		+	* Failure modes and effect analysis (FMEA)
		+	* Inspection & Test Plan
		+	* Lifts and Escalators: A Quality Perspective
		+	* Mobilisation to site: a quality perspective
		+	* Quality assurance.
		+	* Quality culture and behaviours
		+	* Quality management.
		+	* Quality manuals and quality plans
		+	* Quality tools: fishbone diagram
		+	* Stakeholder management: a quality perspective
		+	* Structural steelwork: a quality perspective
		+	* Why should quality be important to the construction industry

	[[Category:Theory]] [[Category:BIM]] [[Category:Standards_/_measurements]] [[Category:Construction_management]]		[[Category:Theory]] [[Category:BIM]] [[Category:Standards_/_measurements]] [[Category:Construction_management]]

79.67.174.182 at 14:10, 9 September 2019

2019-09-09T14:10:58Z

← Older revision		Revision as of 14:10, 9 September 2019
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	The lifeblood of quality management processes is information. Without unique, accurate, timely, complete, accessible, valid and reliable information then these processes will fail to fully demonstrate performance ie that the as-built product conforms with the design specification and it is ‘fit for purpose’. The right information must be collated and supplied to the quality professional (and to all those colleagues who also need quality management information), at the right time to allow judgements to be made that empowers decision makers in business to act.		The lifeblood of quality management processes is information. Without unique, accurate, timely, complete, accessible, valid and reliable information then these processes will fail to fully demonstrate performance ie that the as-built product conforms with the design specification and it is ‘fit for purpose’. The right information must be collated and supplied to the quality professional (and to all those colleagues who also need quality management information), at the right time to allow judgements to be made that empowers decision makers in business to act.

−	Digital Quality Management is fundamentally about ‘facilitating the performance guarantee’ of the built structure and is broken down into the four information management elements required for construction; people, processes, machines and materials (see Figure 1). We should enough conviction in our quality management principles, to state unequivocally that the outcomes of the built asset have a guarantee of performance. If we cannot facilitate such a guarantee, then what is the point of quality management in construction?	+	Digital Quality Management is fundamentally about ‘facilitating the performance guarantee’ of the built structure and is broken down into the four information management elements required for construction; people, processes, machines and materials (see Figure 1). We should have enough conviction in our quality management principles, to state unequivocally that the outcomes of the built asset have a guarantee of performance. If we cannot facilitate such a guarantee, then what is the point of quality management in construction?

	[[File:Digital_management_in_construction_Figure_1.png\|link=File:Digital_management_in_construction_Figure_1.png]]		[[File:Digital_management_in_construction_Figure_1.png\|link=File:Digital_management_in_construction_Figure_1.png]]