Designing Buildings - User contributions [en]

Process Redesign: A Comprehensive Guide for Quality Professionals in Business and Engineering

2025-10-22T18:43:08Z

ConSIG CWG:

== Introduction ==

The engineering of a process is the design of the steps to realise a product/service and the release of the relevant procedures and instructions. The construction industry is featured by its complex projects, the fragmentation of stakeholders, and the pressure to respect clients' requirements while delivering on time and within budget. Hence, upon implementation or over time, the designed processes may prove to be inefficient. Process redesign can be a valid path to transform the work processes to achieve the initial goals.

This article aims to provide a comprehensive understanding of process redesign, tailored for quality professionals in the construction industry. It presents the fundamental principles, methodologies, and practical applications of process redesign, supported by academic research and real-world examples. The role quality professionals will be proven crucial in driving successful transformation.

For the scope for this article, we present the process redesign in its main configuration, giving our best advice how to take the most and proposing solutions that can be implemented in the construction industry.

== Understanding Process Redesign: ==

The process redesign is mainly intended as Business Process Redesign (BPR), developed for industries other than the construction sector. However, conscious of the peculiarity of the construction market (customer focused, project based, process oriented, performance improved and value generated), researchers developed a more specific Construction Process Redesign (CPR) (Cham, Fan, Yu, 1999). The focus remains on the BPR, as supported by wider research and because the CPR advises for a flexible approach, which is underpinned by this article.

BPR was defined by Davenport and Short in 1990 as the “analysis and design of workflows and processes within and between organisations” (Earl, 1994). The origins are dated to the activities of companies like Xerox, Ford, IBM, Cigna, Texas Instruments, who were transforming their way of organising their business in the 1980s. The changes were mainly around three areas:

* Redesign or reengineering their key business activities.
* Applying the concept of “process”, so inputs-outputs; something common nowadays, but not so at the time.
* Exploiting information technology to redesign the processes.

Process redesign was described by Hammer and Champy (1993) not only as incremental improvement but as a fundamental rethinking and radical redesign of business processes to achieve substantial positive impact in cost, quality, service, and speed. In the context of construction, this mandates to examine workflows to spot all the inefficiencies and implement appropriate change. Specifically:

* Redefining procurement strategies.
* Optimising material flow and logistics.
* Implementing advanced technologies for project management and collaboration.
* Standardising quality control procedures.
* Enhancing safety protocols.

As mentioned by Reijers&Mansar (2005), a “BPR initiative is commonly seen as a twofold challenge:

* a technical challenge, which is due to the difficulty of developing a process design that is a radical improvement of the current design,
* a socio-cultural challenge, resulting from the severe organisational effects on the involved people, which may lead them to react against those changes.”

Furthermore, the project management of a BPR is a challenge per se (Reijers&Mansar, 2005).

Finally, “the fundamental challenge is to come up with a new process design that is one or more ways superior to the existing plan” (Mansar&Reijers, 2005).

== Why is Process Redesign Crucial in Construction? ==

The nature of the construction industry poses various challenges:

* Fragmented Processes: there are numerous stakeholders, each with their own processes and systems. This fragmentation can lead to communication breakdowns, delays, and errors.
* Waste and Inefficiency: Traditional construction practices often involve significant waste of materials, time, and resources. Typical topics are:

# Overproduction: Producing materials or components before they are needed.
# Waiting: Delays caused by lack of materials, equipment, or information.
# Transportation: Unnecessary movement of materials or equipment.
# Inventory: Excess materials stored on site.
# Motion: Unnecessary movement of workers.
# Defects: Rework and repairs caused by errors or omissions.
# Overprocessing: Performing unnecessary tasks.
# Non-utilised talent: Not using the full skill set of the workers. Process redesign can help identify and eliminate these forms of waste, leading to significant cost savings and improved productivity.
# The change out of personnel during process execution with a potential for a lack of training on how the process works in operation.

* Quality Issues: Defects and rework are common in construction, leading to increased costs and delays.
* Safety Concerns: As any other industry, also Construction environment requires continuous focus on safety.
* Technological Integration: The adoption of new technologies, such as Building Information Modelling (BIM) and digital project management tools, necessitates process redesign to maximise their benefits.
* Sustainability: Increasing emphasis on sustainable construction practices requires rethinking traditional processes to minimise environmental impact.

Process redesign can help for all above-mentioned challenges. As examples:

* Enhancing resilience of the organisation and anticipating impactful events, for which mitigation plan must be prepared in advance.
* Identifying and eliminating inefficiencies.
* Improving quality by standardising processes and implementing robust quality control measures.
* Improving safety by implementing safer work practices, assessments, promoting culture of safety, and reducing risks.

== Principles of Process Redesign: ==

Effective process redesign is guided by several key principles:

* Customer Focus: Processes should be designed to meet the needs of the end customer, whether it's the building owner, the occupants, or the community. In construction, this means understanding client requirements and delivering projects that meet their expectations.
* Process Thinking: Process redesign requires a shift from a functional view to a process-oriented perspective. This involves understanding how different activities contribute to the overall project objectives.
* Radical Change: Process redesign ensures continuous improvement, but its implementation is not about incremental improvements; it's about making fundamental changes to achieve significant performance gains.
* Information Technology Enablement: Technology plays a crucial role in enabling process redesign. BIM, cloud-based collaboration tools, and mobile applications can streamline workflows and improve communication. Artificial intelligence can support, as well, even though its use is too recent to be supported by scientific studies and offer reliable support.
* Empowerment: Employees should be an active component of the BPR up to be empowered to make decisions that improve performance.
* Continuous Improvement: Process redesign is not a one-time event; it's an ongoing process of monitoring, evaluating, and refining processes. As written before, each change is radical, not a lifetime event.

== Steps in Process Redesign: ==

A typical process redesign project involves the following steps:

Define the Scope: Clearly define the boundaries of the process to be redesigned. Define the objectives to be satisfied. Identify the key stakeholders and their requirements.

Analyse the Current Process: Document the existing process and decompose it into its parts. A complex process may first be divided into sub-processes; then, each sub-process can be listed as a sequence of individual tasks. Flowcharts, process maps, or BPMN diagrams can be used. Identify bottlenecks, inefficiencies, and areas for improvement.

Design the New Process: Develop a new process that addresses the identified issues and meets the project objectives. Consider the use of technology, automation, and best practices. While designing the new process, it is crucial to assess the potential impact that the change may have upon other processes, which the process being redesigned may interface or interact with.

Implement the New Process: Develop a detailed implementation plan, including training, communication, and change management. The new process should be first tested in a controlled environment before full-scale implementation.

Monitor and Evaluate: The implementation shall be monitored to verify the performance of the new process and the gaps, if any, to be filled. The use of KPIs is strongly advised in this phase.

Continuous Improvement: Once established, the new process shall become part of the continuous improvement efforts, benefiting from a culture of learning that includes lessons learned, regular reviews and feedback mechanisms.

== How to select the best practice for the most common cases: the BPR Framework ==

After defining the BPR steps and before mentioning which tools and methodologies can be used to support the BPR effort, it is important to identify how to select the most appropriate best practice for our case.

Reijers&Mansar (2005) proposed a framework to lead the process redesign. Specifically, the scope is “to help the designer in selecting the proper best practices” for the BPR, collected over 20 years application in various areas (business planning, healthcare, manufacturing, and software development). The best practices are listed in the table below.

[[File:BPR_best_practices.jpg|link=File:BPR_best_practices.jpg]]

The choice is facilitated by six elements, integral part of the framework:

* the internal or external customers of the business process;
* the products (or services) generated by the business process;
* the business process with two views:

# the operation view: how is a business process implemented? (number of tasks in a job, relative size of tasks, nature of tasks, degree of customisation), and
# the behaviour view: when is a business process executed? (sequencing of tasks, task consolidation, scheduling of jobs, etc.);

* the participants in the business process considering:

# the organisation structure (elements: roles, users, groups, departments, etc.), and
# the organisation population (individuals: agents which can have tasks assigned for execution and relationships between them);

* the information the business process uses or creates;
* the technology the business process uses, and finally;
* the external environment other than the customers.

The framework was not developed for the construction industry and is presented in this article for completeness. However, some of the practices listed above can be applied even in the construction world.

== Methodologies for Process Redesign: ==

Once it is defined what we want to achieve, the target may be reached by several methodologies:

Lean Construction: Lean principles, derived from the Toyota Production System, focus on eliminating waste and maximising value. Lean construction tools, such as value stream mapping and 5S (refer to other articles from the ConSIG in DesignBuildingWiki), can be used to identify and eliminate inefficiencies in construction processes. 
Example: Implementing a "Last Planner System" to improve workflow reliability and reduce schedule variability.

Six Sigma: Six Sigma is a data-driven methodology that aims to reduce variation and defects in processes. DMAIC (Define, Measure, Analyse, Improve, Control) is a key tool used in Six Sigma projects. 
Example: Using statistical process control to monitor concrete strength and reduce the number of defective pours.

Business Process Modelling and Notation (BPMN): BPMN is a standardised graphical notation for representing business processes. It allows for clear communication and analysis of process flows. 
Example: Using BPMN to model the procurement process and identify bottlenecks.

Building Information Modelling (BIM): BIM is a digital representation of physical and functional characteristics of a facility. It enables collaboration, coordination, and clash detection, leading to improved project outcomes. 
Example: Using BIM to coordinate mechanical, electrical, and plumbing installations, reducing rework and delays.

Agile Project Management: Agile methodologies, such as Scrum and Kanban, emphasise iterative development, flexibility, and collaboration. They can be applied to construction projects to improve responsiveness to changing requirements. 
Example: Using daily stand-up meetings to improve communication and coordination on site.

== Practical Applications in Construction: ==

Here are some additional examples of how process redesign can be applied in different areas of construction:

Procurement: Streamlining the procurement process by implementing e-procurement systems, standardising contracts, and improving supplier relationships.

Material Management: Reducing material waste by implementing just-in-time delivery, using modular construction, and improving inventory control.

Site Logistics: Optimising site layout and material flow to improve efficiency and safety.

Quality Control: Implementing automated quality control systems, using BIM for clash detection, and improving communication between stakeholders.

Safety Management: Implementing safety training programs, conducting risk assessments, and using technology to monitor safety performance.

Project Management: Implementing agile project management methodologies, using BIM for project coordination, and improving communication between stakeholders.

Handover Process: Implementing a digital handover process to transfer project information efficiently.

Rework Reduction: Using root cause analysis to reduce the amount of rework needed on projects. Using better communication to reduce errors.

== Challenges and Considerations: ==

Before starting with BPR, it is critical to consider some factors linked to its challenging nature:

* Resistance to Change: Employees may resist changes to familiar processes. Effective communication, training, and change management are essential.
* Complexity: Break down complexity into manageable components.
* Data Availability: Data is essential for process analysis and improvement. It must be accurate and reliable throughout the redesign.
* Stakeholder Engagement: Engage all stakeholders in the process redesign effort, as their input and support are valid contributors to success.
* Technology Implementation: Selecting and implementing the right technology is critical for process redesign. Ensure that the technology is compatible with existing systems and meets the project requirements.
* Training: Workers must be trained on the new processes.

== The Role of Quality Professionals: ==

Quality professionals play a crucial role in process redesign in construction. They can:

* Lead Process Analysis: Use quality tools and techniques to analyse existing processes and identify areas for improvement.
* Facilitate Process Redesign Workshops: Bring together stakeholders to develop new process designs.
* Implement Quality Control Measures: Ensure that the new processes are implemented effectively and that quality standards are met.
* Monitor Process Performance: Collect data on key performance indicators and use them to track progress.
* Promote Continuous Improvement: Foster a culture of continuous improvement by encouraging feedback and implementing changes based on data.

== Conclusion: ==

Process redesign is a powerful tool for construction professionals to improve efficiency, quality, and safety. By applying the principles and methodologies discussed in this article, construction companies can achieve significant performance gains and stay competitive in a dynamic market. Quality professionals are instrumental in leading and supporting process redesign initiatives, ensuring that projects are delivered on time, within budget, and to the highest standards. The research on CPR is not as wide as for BPR. However, the flexibility recognised by the CPR and the transverse nature of the CPR offer a robust base for continuous improvement.

== References: ==

* H.A Reijers, S.Liman Mansar (2005). “Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics”. Omega, Volume 33, Issue 4. [https://doi.org/10.1016/j.omega.2004.04.012 https://doi.org/10.1016/j.omega.2004.04.012]
* Selma Liman Mansar, Hajo.A. Reijers, (2005). “Best practices in business process redesign: validation of a redesign framework”. Computers in Industry, Volume 56, Issue 5, June 2005, Pages 457-471. [https://doi.org/10.1016/j.compind.2005.01.001 https://doi.org/10.1016/j.compind.2005.01.001]
* Michael J Earl (1994). The new and the old of business process redesign. Journal of Strategic Information Systems 1994 3 (1) 5 –22. 0963-8687/94/010005-18 Butterworth-Heinemann Ltd
* Albert P.C. Chan, Linda C.N. Fan and Ann T.W. Yu (1998). “Construction process reengineering: a case study”. Logistics Information Management, Volume 12 – Number 6, 467-475. MCB University Press. ISSN 0957-6053

-----
Original article written by Giorgio Mannelli and reviewed by Colin Harley on behalf of the [https://www.quality.org/ Chartered Quality Institute], [http://consig.org/ Construction Special Interest Group] (ConSIG). Article peer reviewed by the ConSIG Thought Leadership Group (former Knowledge Working Group) and accepted for publication by the ConSIG Steering Committee.

--[https://www.designingbuildings.co.uk/wiki/User:ConSIG_CWG ConSIG CWG] 11 Oct 2025 (BST)

= Related articles on Designing Buildings =

* Accelerating change: A report by the Strategic Forum for Construction.
* Advanced construction technology.
* Business process reengineering BPR.
* Change management on construction projects.
* Construction manager.
* Information and communications technology in construction.
* Lean construction.
* Reinventing construction: a route to higher productivity.
* Supply chain management in construction.

[[Category:DCN_Commentary]] [[Category:DCN_Definition]] [[Category:DCN_Organisation]] [[Category:DCN_Project_Knowledge]] [[Category:Definitions]] [[Category:Education]] [[Category:Construction_techniques]]

Process Redesign: A Comprehensive Guide for Quality Professionals in Business and Engineering

2025-10-11T10:31:37Z

ConSIG CWG: Created page with "== Introduction == The engineering of a process is the design of the steps to realise a product/service and the release of the relevant procedures and instructions. The construc..."

== Introduction ==

The engineering of a process is the design of the steps to realise a product/service and the release of the relevant procedures and instructions. The construction industry is featured by its complex projects, the fragmentation of stakeholders, and the pressure to respect clients' requirements while delivering on time and within budget. Hence, upon implementation or over time, the designed processes may prove to be inefficient. Process redesign can be a valid path to transform the work processes to achieve the initial goals.

This article aims to provide a comprehensive understanding of process redesign, tailored for quality professionals in the construction industry. It presents the fundamental principles, methodologies, and practical applications of process redesign, supported by academic research and real-world examples. The role quality professionals will be proven crucial in driving successful transformation.

For the scope for this article, we present the process redesign in its main configuration, giving our best advice how to take the most and proposing solutions that can be implemented in the construction industry.

== Understanding Process Redesign: ==

The process redesign is mainly intended as Business Process Redesign (BPR), developed for industries other than the construction sector. However, conscious of the peculiarity of the construction market (customer focused, project based, process oriented, performance improved and value generated), researchers developed a more specific Construction Process Redesign (CPR) (Cham, Fan, Yu, 1999). The focus remains on the BPR, as supported by wider research and because the CPR advises for a flexible approach, which is underpinned by this article.

BPR was defined by Davenport and Short in 1990 as the “analysis and design of workflows and processes within and between organisations” (Earl, 1994). The origins are dated to the activities of companies like Xerox, Ford, IBM, Cigna, Texas Instruments, who were transforming their way of organising their business in the 1980s. The changes were mainly around three areas:

* Redesign or reengineering their key business activities.
* Applying the concept of “process”, so inputs-outputs; something common nowadays, but not so at the time.
* Exploiting information technology to redesign the processes.

Process redesign was described by Hammer and Champy (1993) not only as incremental improvement but as a fundamental rethinking and radical redesign of business processes to achieve substantial positive impact in cost, quality, service, and speed. In the context of construction, this mandates to examine workflows to spot all the inefficiencies and implement appropriate change. Specifically:

* Redefining procurement strategies.
* Optimising material flow and logistics.
* Implementing advanced technologies for project management and collaboration.
* Standardising quality control procedures.
* Enhancing safety protocols.

As mentioned by Reijers&Mansar (2005), a “BPR initiative is commonly seen as a twofold challenge:

* a technical challenge, which is due to the difficulty of developing a process design that is a radical improvement of the current design,
* a socio-cultural challenge, resulting from the severe organisational effects on the involved people, which may lead them to react against those changes.”

Furthermore, the project management of a BPR is a challenge per se (Reijers&Mansar, 2005).

Finally, “the fundamental challenge is to come up with a new process design that is one or more ways superior to the existing plan” (Mansar&Reijers, 2005).

== Why is Process Redesign Crucial in Construction? ==

The nature of the construction industry poses various challenges:

* Fragmented Processes: there are numerous stakeholders, each with their own processes and systems. This fragmentation can lead to communication breakdowns, delays, and errors.
* Waste and Inefficiency: Traditional construction practices often involve significant waste of materials, time, and resources. Typical topics are:

# Overproduction: Producing materials or components before they are needed.
# Waiting: Delays caused by lack of materials, equipment, or information.
# Transportation: Unnecessary movement of materials or equipment.
# Inventory: Excess materials stored on site.
# Motion: Unnecessary movement of workers.
# Defects: Rework and repairs caused by errors or omissions.
# Overprocessing: Performing unnecessary tasks.
# Non-utilised talent: Not using the full skill set of the workers. Process redesign can help identify and eliminate these forms of waste, leading to significant cost savings and improved productivity.
# The change out of personnel during process execution with a potential for a lack of training on how the process works in operation.

* Quality Issues: Defects and rework are common in construction, leading to increased costs and delays.
* Safety Concerns: As any other industry, also Construction environment requires continuous focus on safety.
* Technological Integration: The adoption of new technologies, such as Building Information Modelling (BIM) and digital project management tools, necessitates process redesign to maximise their benefits.
* Sustainability: Increasing emphasis on sustainable construction practices requires rethinking traditional processes to minimise environmental impact.

Process redesign can help for all above-mentioned challenges. As examples:

* Enhancing resilience of the organisation and anticipating impactful events, for which mitigation plan must be prepared in advance.
* Identifying and eliminating inefficiencies.
* Improving quality by standardising processes and implementing robust quality control measures.
* Improving safety by implementing safer work practices, assessments, promoting culture of safety, and reducing risks.

== Principles of Process Redesign: ==

Effective process redesign is guided by several key principles:

* Customer Focus: Processes should be designed to meet the needs of the end customer, whether it's the building owner, the occupants, or the community. In construction, this means understanding client requirements and delivering projects that meet their expectations.
* Process Thinking: Process redesign requires a shift from a functional view to a process-oriented perspective. This involves understanding how different activities contribute to the overall project objectives.
* Radical Change: Process redesign ensures continuous improvement, but its implementation is not about incremental improvements; it's about making fundamental changes to achieve significant performance gains.
* Information Technology Enablement: Technology plays a crucial role in enabling process redesign. BIM, cloud-based collaboration tools, and mobile applications can streamline workflows and improve communication. Artificial intelligence can support, as well, even though its use is too recent to be supported by scientific studies and offer reliable support.
* Empowerment: Employees should be an active component of the BPR up to be empowered to make decisions that improve performance.
* Continuous Improvement: Process redesign is not a one-time event; it's an ongoing process of monitoring, evaluating, and refining processes. As written before, each change is radical, not a lifetime event.

== Steps in Process Redesign: ==

A typical process redesign project involves the following steps:

Define the Scope: Clearly define the boundaries of the process to be redesigned. Define the objectives to be satisfied. Identify the key stakeholders and their requirements.

Analyse the Current Process: Document the existing process and decompose it into its parts. A complex process may first be divided into sub-processes; then, each sub-process can be listed as a sequence of individual tasks. Flowcharts, process maps, or BPMN diagrams can be used. Identify bottlenecks, inefficiencies, and areas for improvement.

Design the New Process: Develop a new process that addresses the identified issues and meets the project objectives. Consider the use of technology, automation, and best practices. While designing the new process, it is crucial to assess the potential impact that the change may have upon other processes, which the process being redesigned may interface or interact with.

Implement the New Process: Develop a detailed implementation plan, including training, communication, and change management. The new process should be first tested in a controlled environment before full-scale implementation.

Monitor and Evaluate: The implementation shall be monitored to verify the performance of the new process and the gaps, if any, to be filled. The use of KPIs is strongly advised in this phase.

Continuous Improvement: Once established, the new process shall become part of the continuous improvement efforts, benefiting from a culture of learning that includes lessons learned, regular reviews and feedback mechanisms.

== How to select the best practice for the most common cases: the BPR Framework ==

After defining the BPR steps and before mentioning which tools and methodologies can be used to support the BPR effort, it is important to identify how to select the most appropriate best practice for our case.

Reijers&Mansar (2005) proposed a framework to lead the process redesign. Specifically, the scope is “to help the designer in selecting the proper best practices” for the BPR, collected over 20 years application in various areas (business planning, healthcare, manufacturing, and software development). The best practices are listed in the table below.

[[File:BPR best practices.jpg]]

The choice is facilitated by six elements, integral part of the framework:

* the internal or external customers of the business process;
* the products (or services) generated by the business process;
* the business process with two views:

# the operation view: how is a business process implemented? (number of tasks in a job, relative size of tasks, nature of tasks, degree of customisation), and
# the behaviour view: when is a business process executed? (sequencing of tasks, task consolidation, scheduling of jobs, etc.);

* the participants in the business process considering:

# the organisation structure (elements: roles, users, groups, departments, etc.), and
# the organisation population (individuals: agents which can have tasks assigned for execution and relationships between them);

* the information the business process uses or creates;
* the technology the business process uses, and finally;
* the external environment other than the customers.

The framework was not developed for the construction industry and is presented in this article for completeness. However, some of the practices listed above can be applied even in the construction world.

== Methodologies for Process Redesign: ==

Once it is defined what we want to achieve, the target may be reached by several methodologies:

Lean Construction: Lean principles, derived from the Toyota Production System, focus on eliminating waste and maximising value. Lean construction tools, such as value stream mapping and 5S (refer to other articles from the ConSIG in DesignBuildingWiki), can be used to identify and eliminate inefficiencies in construction processes. 
Example: Implementing a "Last Planner System" to improve workflow reliability and reduce schedule variability.

Six Sigma: Six Sigma is a data-driven methodology that aims to reduce variation and defects in processes. DMAIC (Define, Measure, Analyse, Improve, Control) is a key tool used in Six Sigma projects. 
Example: Using statistical process control to monitor concrete strength and reduce the number of defective pours.

Business Process Modelling and Notation (BPMN): BPMN is a standardised graphical notation for representing business processes. It allows for clear communication and analysis of process flows. 
Example: Using BPMN to model the procurement process and identify bottlenecks.

Building Information Modelling (BIM): BIM is a digital representation of physical and functional characteristics of a facility. It enables collaboration, coordination, and clash detection, leading to improved project outcomes. 
Example: Using BIM to coordinate mechanical, electrical, and plumbing installations, reducing rework and delays.

Agile Project Management: Agile methodologies, such as Scrum and Kanban, emphasise iterative development, flexibility, and collaboration. They can be applied to construction projects to improve responsiveness to changing requirements. 
Example: Using daily stand-up meetings to improve communication and coordination on site.

== Practical Applications in Construction: ==

Here are some additional examples of how process redesign can be applied in different areas of construction:

Procurement: Streamlining the procurement process by implementing e-procurement systems, standardising contracts, and improving supplier relationships.

Material Management: Reducing material waste by implementing just-in-time delivery, using modular construction, and improving inventory control.

Site Logistics: Optimising site layout and material flow to improve efficiency and safety.

Quality Control: Implementing automated quality control systems, using BIM for clash detection, and improving communication between stakeholders.

Safety Management: Implementing safety training programs, conducting risk assessments, and using technology to monitor safety performance.

Project Management: Implementing agile project management methodologies, using BIM for project coordination, and improving communication between stakeholders.

Handover Process: Implementing a digital handover process to transfer project information efficiently.

Rework Reduction: Using root cause analysis to reduce the amount of rework needed on projects. Using better communication to reduce errors.

== Challenges and Considerations: ==

Before starting with BPR, it is critical to consider some factors linked to its challenging nature:

* Resistance to Change: Employees may resist changes to familiar processes. Effective communication, training, and change management are essential.
* Complexity: Break down complexity into manageable components.
* Data Availability: Data is essential for process analysis and improvement. It must be accurate and reliable throughout the redesign.
* Stakeholder Engagement: Engage all stakeholders in the process redesign effort, as their input and support are valid contributors to success.
* Technology Implementation: Selecting and implementing the right technology is critical for process redesign. Ensure that the technology is compatible with existing systems and meets the project requirements.
* Training: Workers must be trained on the new processes.

== The Role of Quality Professionals: ==

Quality professionals play a crucial role in process redesign in construction. They can:

* Lead Process Analysis: Use quality tools and techniques to analyse existing processes and identify areas for improvement.
* Facilitate Process Redesign Workshops: Bring together stakeholders to develop new process designs.
* Implement Quality Control Measures: Ensure that the new processes are implemented effectively and that quality standards are met.
* Monitor Process Performance: Collect data on key performance indicators and use them to track progress.
* Promote Continuous Improvement: Foster a culture of continuous improvement by encouraging feedback and implementing changes based on data.

== Conclusion: ==

Process redesign is a powerful tool for construction professionals to improve efficiency, quality, and safety. By applying the principles and methodologies discussed in this article, construction companies can achieve significant performance gains and stay competitive in a dynamic market. Quality professionals are instrumental in leading and supporting process redesign initiatives, ensuring that projects are delivered on time, within budget,

and to the highest standards. The research on CPR is not as wide as for BPR. However, the flexibility recognised by the CPR and the transverse nature of the CPR offer a robust base for continuous improvement.

== References: ==

* H.A Reijers, S.Liman Mansar (2005). “Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics”. Omega, Volume 33, Issue 4. https://doi.org/10.1016/j.omega.2004.04.012
* Selma Liman Mansar, Hajo.A. Reijers, (2005). “Best practices in business process redesign: validation of a redesign framework”. Computers in Industry, Volume 56, Issue 5, June 2005, Pages 457-471. https://doi.org/10.1016/j.compind.2005.01.001
* Michael J Earl (1994). The new and the old of business process redesign. Journal of Strategic Information Systems 1994 3 (1) 5 –22. 0963-8687/94/010005-18 Butterworth-Heinemann Ltd
* Albert P.C. Chan, Linda C.N. Fan and Ann T.W. Yu (1998). “Construction process reengineering: a case study”. Logistics Information Management, Volume 12 – Number 6, 467-475. MCB University Press. ISSN 0957-6053

-----
Original article written by Giorgio Mannelli and reviewed by Colin Harley on behalf of the [https://www.quality.org/ Chartered Quality Institute], [http://consig.org/ Construction Special Interest Group] (ConSIG). Article peer reviewed by the ConSIG Thought Leadership Group (former Knowledge Working Group) and accepted for publication by the ConSIG Steering Committee.

--[https://www.designingbuildings.co.uk/wiki/User:ConSIG_CWG ConSIG CWG] 11 Oct 2025 (BST)

[[Category:Definitions]] [[Category:Education]] [[Category:Construction_techniques]]

File:BPR best practices.jpg

2025-10-11T10:18:48Z

ConSIG CWG: uploaded a new version of "File:BPR best practices.jpg"

File:BPR best practices.jpg

2025-08-08T19:24:32Z

ConSIG CWG:

Accreditation of certification bodies

2025-05-23T16:21:58Z

ConSIG CWG:

= How to check certification (e.g. ISO 9001, ISO 45001, UKAS etc.) =

== Introduction ==

It is common for organisations to obtain certification which verifies compliance to particular standards. Dependent upon the certification, this can include:

* The management system complies with a particular standard (e.g. ISO 9001:2015, ISO 27000, ISO 14000 etc.)

* Operations are carried out in accordance with specified standards (e.g. a laboratory carrying out concrete testing is compliant to BS EN 12390-2: 2019 (Testing Hardened Concrete Part 2: Making and curing specimens for strength tests)).

(NOTE: Certification can also be obtained in relation to the physical product which verifies complies to particular standards (e.g. CARES certification / Agrement Certificates etc.) This aspect is not covered in this article.)

Obtaining such certification provides confidence to the customer the product or service is delivered in a manner which is compliant to the requirements without needing to undertake checks personally.

For example, it is very common during the tender stage of contracts to request a copy of the ISO 9001 certificate. This enables the client to obtain confidence the quality management system of the organisation operates in accordance with criteria specified in the ISO 9001 Quality Management System Standard. In turn, this provides a level of certainty the product or services will be delivered to a certain standard without needing to undertake detailed audits of the organisation themselves.

This certification is provided by Conformity Assessment / Certification Bodies.

Is it important to realise, though, that the certificate may not be valid. There are four items in particular which should be checked to ensure the certification is acceptable:

=== Check 1: Is the scope of the certification OK? ===

When checking certification, make certain registration covers the scope of work, product or material to be supplied: For example,

* ISO 9001 certificates should state the exact nature of the operations which have been certified. In some cases, it may be found the organisation has only been assessed (and, hence, certified) against part of the activities it undertakes.

* Organisations (e.g. laboratories) may be certified to carry out inspection and testing against certain standards only.

=== Check 2: Is the certificate still in date? ===

Certification bodies will regularly assess organisations to ensure the working practices are still being operated correctly, updated as required, and, where appropriate, are being improved. For this reason, certificates will only be valid for a specified period of time. Therefore, check the certificate is not out of date.

=== Check 3: Is the certificate genuine? ===

Conformity Assessment or Certification Bodies hold registers of organisations that they have audited and have been shown to conform to the requirements of one or more internationally recognised specifications, such as ISO 9001. If an organisation is claiming to be certified to a certain standard, the customer can check the register of the conformity assessment / certification body (often via their website) to verify the certificate is genuine.

=== Check 4: Who issued the certificate? ===

The first three checks then beg the question whether these conformity assessment / certification bodies are themselves operating in a suitably robust manner in assessing whether the certification can be provided. Otherwise, how can anyone be confident the certificate is merited? In other words, who checks the checker?

Certification bodies are themselves ‘accredited’ to issue certification to organisations by ‘Accreditation Bodies’.

For example, within the United Kingdom, UKAS (United Kingdom Accreditation Service) is the National Accreditation Body appointed by the Government ([https://www.ukas.com/about/ https://www.ukas.com/about/]) to assess organisations which provide certification. UKAS also is tasked by the Government to assess organisations which carry out testing, inspection and calibration services. Hence, it is often a requirement that certification bodies are ‘UKAS accredited’ (or an equivalent body).

Thus, National Accreditation Bodies provide recognition that a Conformity Assessment Body is conducting itself in a manner that demonstrates competence and impartiality in undertaking registration of organisations. A list of National Accreditation Bodies can be found at:

[https://www.iaf.nu/articles/IAF_MEMBERS_SIGNATORIES/4 https://www.iaf.nu//articles/IAF_MEMBERS_SIGNATORIES/4]

National Accreditation Bodies hold lists of the Conformity Assessment Bodies they have accredited which can be used to confirm that they really have been accredited.

At the top of the ‘checker’ hierarchy sits global organisation such as the ‘International Accreditation Forum’ ([https://www.iaf.nu/ https://www.iaf.nu/] responsible for determining how National Accreditation Bodies operate. UKAS is the UK Government’s appointed member of the international accreditation organisations and represents the UK’s interests ([https://www.ukas.com/customer-area/ukas-and-its-role-in-the-global-accreditation-system/ https://www.ukas.com/customer-area/ukas-and-its-role-in-the-global-accreditation-system/]).

This hierarchical structure with different levels of checker is illustrated in the following figure

[[File:Relationship_between_entities_and_opportunities_for_verifying_conformity.png|link=File:Relationship_between_entities_and_opportunities_for_verifying_conformity.png]]

Figure 1: the relationships between the various entities and the opportunities for verifying conformity.

Such a structure provides a greater level of confidence to the client that the certificate presented is deserved and has only been issued following a suitable examination of the working practices against the standards in question.

Not all certification bodies are accredited by a National Body such as UKAS and there are other independent Accreditation bodies. Confidence may not be as strong where the certificate is issued by such an organisation as they sit outside the framework shown in Figure 1.

Organisations selecting Conformity Assessment Bodies to certify their organisations should review the Chartered Quality Institute’s (CQI) article ‘On the use of accreditation of conformity assessment bodies’ which recommends avoiding non-accredited bodies. This can be accessed [https://www.quality.org/accreditation-conformity-assessment-bodies#:~:text=The%20Chartered%20Quality%20Institute%20(CQI,the%20needs%20and%20expectations%20of here].

The CQI;s article ‘The dangers of cowboy certification’ provides further explanation of the reasons behind this policy and can be read [https://www.quality.org/knowledge/world-accreditation-day-special-dangers-cowboy-certification here].

-----
Original article written on behalf of the [http://consig.org/ Construction Special Interest Group (ConSIG) Thought Leadership Group (TLG former KWG)]. The [https://www.designingbuildings.co.uk/wiki/Information information] in this article was [https://www.designingbuildings.co.uk/wiki/Accurate accurate] at the time of the [https://www.designingbuildings.co.uk/wiki/Review review].

--[https://www.designingbuildings.co.uk/wiki/User:ConSIG_CWG ConSIG CWG]

[[Category:Definitions]] [[Category:Education]] [[Category:International]] [[Category:Regulations]] [[Category:Standards_/_measurements]]

Accreditation of certification bodies

2025-05-23T16:20:22Z

ConSIG CWG: Created page with "= How to check certification (e.g. ISO 9001, ISO 45001, UKAS etc.) = == Introduction == It is common for organisations to obtain certification which verifies compliance to part..."

= How to check certification (e.g. ISO 9001, ISO 45001, UKAS etc.) =

== Introduction ==

It is common for organisations to obtain certification which verifies compliance to particular standards. Dependent upon the certification, this can include:

* The management system complies with a particular standard (e.g. ISO 9001:2015, ISO 27000, ISO 14000 etc.)

* Operations are carried out in accordance with specified standards (e.g. a laboratory carrying out concrete testing is compliant to BS EN 12390-2: 2019 (Testing Hardened Concrete Part 2: Making and curing specimens for strength tests)).

(NOTE: Certification can also be obtained in relation to the physical product which verifies complies to particular standards (e.g. CARES certification / Agrement Certificates etc.) This aspect is not covered in this article.)

Obtaining such certification provides confidence to the customer the product or service is delivered in a manner which is compliant to the requirements without needing to undertake checks personally.

For example, it is very common during the tender stage of contracts to request a copy of the ISO 9001 certificate. This enables the client to obtain confidence the quality management system of the organisation operates in accordance with criteria specified in the ISO 9001 Quality Management System Standard. In turn, this provides a level of certainty the product or services will be delivered to a certain standard without needing to undertake detailed audits of the organisation themselves.

This certification is provided by Conformity Assessment / Certification Bodies.

Is it important to realise, though, that the certificate may not be valid. There are four items in particular which should be checked to ensure the certification is acceptable:

Check 1: Is the scope of the certification OK?

When checking certification, make certain registration covers the scope of work, product or material to be supplied: For example,

* ISO 9001 certificates should state the exact nature of the operations which have been certified. In some cases, it may be found the organisation has only been assessed (and, hence, certified) against part of the activities it undertakes.

* Organisations (e.g. laboratories) may be certified to carry out inspection and testing against certain standards only.

Check 2: Is the certificate still in date?

Certification bodies will regularly assess organisations to ensure the working practices are still being operated correctly, updated as required, and, where appropriate, are being improved. For this reason, certificates will only be valid for a specified period of time. Therefore, check the certificate is not out of date.

Check 3: Is the certificate genuine?

Conformity Assessment or Certification Bodies hold registers of organisations that they have audited and have been shown to conform to the requirements of one or more internationally recognised specifications, such as ISO 9001. If an organisation is claiming to be certified to a certain standard, the customer can check the register of the conformity assessment / certification body (often via their website) to verify the certificate is genuine.

Check 4: Who issued the certificate?

The first three checks then beg the question whether these conformity assessment / certification bodies are themselves operating in a suitably robust manner in assessing whether the certification can be provided. Otherwise, how can anyone be confident the certificate is merited? In other words, who checks the checker?

Certification bodies are themselves ‘accredited’ to issue certification to organisations by ‘Accreditation Bodies’.

For example, within the United Kingdom, UKAS (United Kingdom Accreditation Service) is the National Accreditation Body appointed by the Government ([https://www.ukas.com/about/ https://www.ukas.com/about/]) to assess organisations which provide certification. UKAS also is tasked by the Government to assess organisations which carry out testing, inspection and calibration services. Hence, it is often a requirement that certification bodies are ‘UKAS accredited’ (or an equivalent body).

Thus, National Accreditation Bodies provide recognition that a Conformity Assessment Body is conducting itself in a manner that demonstrates competence and impartiality in undertaking registration of organisations. A list of National Accreditation Bodies can be found at:

[https://www.iaf.nu/articles/IAF_MEMBERS_SIGNATORIES/4 https://www.iaf.nu//articles/IAF_MEMBERS_SIGNATORIES/4]

National Accreditation Bodies hold lists of the Conformity Assessment Bodies they have accredited which can be used to confirm that they really have been accredited.

At the top of the ‘checker’ hierarchy sits global organisation such as the ‘International Accreditation Forum’ ([https://www.iaf.nu/ https://www.iaf.nu/] responsible for determining how National Accreditation Bodies operate. UKAS is the UK Government’s appointed member of the international accreditation organisations and represents the UK’s interests ([https://www.ukas.com/customer-area/ukas-and-its-role-in-the-global-accreditation-system/ https://www.ukas.com/customer-area/ukas-and-its-role-in-the-global-accreditation-system/]).

This hierarchical structure with different levels of checker is illustrated in the following figure

[[File:Relationship between entities and opportunities for verifying conformity.png]]

Figure 1: the relationships between the various entities and the opportunities for verifying conformity.

Such a structure provides a greater level of confidence to the client that the certificate presented is deserved and has only been issued following a suitable examination of the working practices against the standards in question.

Not all certification bodies are accredited by a National Body such as UKAS and there are other independent Accreditation bodies. Confidence may not be as strong where the certificate is issued by such an organisation as they sit outside the framework shown in Figure 1.

Organisations selecting Conformity Assessment Bodies to certify their organisations should review the Chartered Quality Institute’s (CQI) article ‘On the use of accreditation of conformity assessment bodies’ which recommends avoiding non-accredited bodies. This can be accessed [https://www.quality.org/accreditation-conformity-assessment-bodies#:~:text=The%20Chartered%20Quality%20Institute%20(CQI,the%20needs%20and%20expectations%20of here].

The CQI;s article ‘The dangers of cowboy certification’ provides further explanation of the reasons behind this policy and can be read [https://www.quality.org/knowledge/world-accreditation-day-special-dangers-cowboy-certification here].

-----
Original article written on behalf of the [http://consig.org/ Construction Special Interest Group (ConSIG) Thought Leadership Group (TLG former KWG)]. The [https://www.designingbuildings.co.uk/wiki/Information information] in this article was [https://www.designingbuildings.co.uk/wiki/Accurate accurate] at the time of the [https://www.designingbuildings.co.uk/wiki/Review review].

--[https://www.designingbuildings.co.uk/wiki/User:ConSIG_CWG ConSIG CWG]

[[Category:Definitions]] [[Category:Education]] [[Category:International]] [[Category:Regulations]] [[Category:Standards_/_measurements]]

File:Relationship between entities and opportunities for verifying conformity.png

2025-05-23T16:17:20Z

ConSIG CWG:

User:ConSIG CWG

2025-05-05T10:21:52Z

ConSIG CWG:

The Construction Special Interest Group, Competency Working Group (ConSIG CWG) of the Chartered Quality Institute (CQI) is a group of construction representatives including consultants, contractors, subcontractors and client organisations who are committed to working collaboratively to improve quality across the Construction Industry with specific focus on elements related to competency.

The articles published on Designing Buildings Wiki include but are not limited to:

# [[5_Whys|5 Whys]]
# [[A_guide_to_the_5S_Methodology|A guide to the 5S Methodology]]
# [[Annex_SL|Annex SL]]
# [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|Anti-bribery and Ethics - A Construction Perspective]]
# [[Assurance_and_self-certification|Assurance and self-certification]]
# [[Auditing_management_systems|Auditing management systems]]
# [[Building_completion|Building completion]]
# [[CDM_Regulations:_a_quality_perspective|CDM Regulations: a quality perspective]]
# [[Change_control:_a_quality_perspective|Change control: a quality perspective]]
# [[Checking_and_approval_in_design_-_a_quality_management_perspective|Checking and approval in design - a quality management perspective]]
# [[Collaboration:_a_quality_management_perspective|Collaboration: a quality management perspective]]
# [[Continuous_Quality_Clues:_A_New_Approach_to_Quality_Control|Continuous Quality Clues: A New Approach to Quality Control]]
# [[Cost_of_quality_(COQ)|Cost of quality (COQ)]]
# [[Daily_huddle:_a_construction_perspective|Daily Huddle]]
# [[Design_Best_Practice_Self-Assessment_Tool|Design Best Practice Self-Assessment Tool]]
# [[Design_freeze:_a_quality_perspective|Design freeze: a quality perspective]]
# [[Design:_a_quality_management_perspective|Design: a quality management perspective]]
# [[Digital_quality_management_in_construction|Digital quality management in construction]]
# [[Digital_transformation|Digital transformation]]
# [[Failure_modes_and_effect_analysis_(FMEA)|Failure modes and effect analysis (FMEA)]]
# [[Fostering_a_Quality_Culture_in_Construction|Fostering a Quality Culture in Construction]]
# [[How_to_check_certification_(e.g._ISO_9001,_ISO_45001,_UKAS_etc.)|How to check certification (e.g. ISO 9001, ISO 45001, UKAS etc.)]]
# [[How_to_write_an_inspection_and_test_plan|How to write an inspection and test plan]]
# [[Inspection_%26_Test_Plan|Inspection & Test Plan]]
# [[Interpersonal_Relationships_in_Auditing|Interpersonal Relationships in Auditing]]
# [[Lean_Construction_-_A_Quality_Perspective|Lean Construction - A Quality Perspective]]
# [[Learning_from_lessons:_a_quality_perspective|Learning from lessons: a quality perspective]]
# [[Lifts_and_Escalators:_A_Quality_Perspective|Lifts and Escalators: A Quality Perspective]]
# [[Mobilisation_to_site:_a_quality_perspective|Mobilisation to site: a quality perspective]]
# [[Off-Site_Manufacturing|Off-Site Manufacturing]]
# [[Process_and_Flowcharting_/_Mapping_(Including_Standardisation)|Process and Flowcharting / Mapping (Including Standardisation)]]
# [[Quality_Benchmarks_-_A_Construction_Perspective|Quality Benchmarks - A Construction Perspective]]
# [[Quality_Checklist|Quality checklist]]
# [[Quality_culture_and_behaviours|Quality culture and behaviours]]
# [[Quality_in_the_Nuclear_sector|Quality in the Nuclear sector]]
# [[Quality_management_systems_(QMS)_-_beyond_the_documentation|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]]
# [[Risk_assessment:_a_quality_perspective|Risk assessment: a quality perspective]]
# [[Stakeholder_management:_a_quality_perspective|Stakeholder management: a quality perspective]]
# [[Structural_steelwork:_a_quality_perspective|Structural steelwork: a quality perspective]]
# [[Successful_Audits_-_Techniques_for_Everyone|Successful Audits - Techniques for Everyone]]
# [[Temporary_Works_Design_-_A_Quality_Management_Perspective|Temporary Works Design - A Quality Management Perspective]]
# [[The_importance_of_welding_assurance|The importance of welding assurance]]
# [[UKCA_and_CE_marking;_changes_in_detail|UKCA and CE marking]]
# [[Value_Stream_Mapping_in_the_Construction_Industry|Value Stream Mapping in the Construction Industry]]
# ‎[[What_is_continuous_improvement|What is continuous improvement]]
# [[Why_should_quality_be_important_to_the_construction_industry%3F|Why should quality be important to the construction industry?]]

Please visit the [https://www.quality.org/article/cqi-construction-special-interest-group-consig ConSIG page] on the [[w/index.php?title=W/index.php%3Ftitle%3DW/index.php%3Ftitle%3DWww.quality.org%26action%3Dedit%26redlink%3D1%26action%3Dedit%26redlink%3D1&action=edit&redlink=1|CQI website]] for further information.

Fostering a Quality Culture in Construction

2025-05-03T16:51:28Z

ConSIG CWG: Created page with "== Introduction == This article has been produced in an attempt to take lessons learned from other industry sectors such as aerospace, nuclear and oil & gas where changes to..."

== Introduction ==

This article has been produced in an attempt to take lessons learned from other industry sectors such as aerospace, nuclear and oil & gas where changes to the quality function have brought about improvements in ways of working that have benefitted customers and suppliers alike.

The article does not claim to be the complete guide to cultural change, nor does it go into great detail regarding how any initiatives are to be implemented.

The term ‘organisation’ is used throughout the article to mean the private sector both from a corporate or large-scale project standpoint and also within the public sector.

== Background ==

So how to foster a Quality culture within the construction sector?

The evidence from other industry sectors has shown that the factors that best deliver products and services, in any organisation be listed, broadly, as follows.

* Culture

* Structure and systems

* Competence

* Behaviour

Although listed in a particular order, none of these should be considered in isolation and, furthermore, are not mutually exclusive; they are interrelated and interdependent.

Considering each of these in greater detail.

Culture

* Common Goals

* Shared vision and values

* Declared aims, objectives and targets

* Ethics

* Morale

Structure and systems

* Clear organisational structure

* Clear roles and responsibilities

* Policies

* Processes

* Procedures

* Measurement

Competence

* The right people (at all levels)

* Training

* Personal development

* Involvement

Behaviour

* Attitude

* Commitment

* Values

* Respect (at all levels)

== The role of the Quality Manager ==

The role of the Quality Manager is key to changing the culture of an organisation.

In the past the quality manager was seen as an on-cost by senior management. In some cases, quality managers perceived themselves as inspectors responsible for the identification of non-compliant goods or services or auditors whose sole aim was the maintenance and protection of the organisation’s certification to ISO9001.

If an organisation-wide quality culture is to be developed, then this thinking has to be changed.

Quality managers must expand their roles in order that they are seen to bring benefits at all levels within the organisation. Rather than being seen as policing the work, which, in turn, leads them to being perceived as an added cost to the work in hand (and thus profitability) they should move towards being seen as facilitators, bringing value to the operation of the organisation as a whole. The way forward is for them to become promoters of better ways of working, demonstrating the value of the quality management system and facilitators of change.

This starts with changing the perception of their role within senior management.

Consider what influences senior management the most. Usually this is anything that affects the bottom line – profit and loss.

This can be broken down into facets such as efficient working, high quality output, little or no rework and high levels of customer satisfaction which, in turn, leads to market reputation.

There is also the recognition that a well-informed, involved and motivated workforce can only benefit the organisation and thus assist in meeting their goals.

This is not to say that quality managers should not continue to measure and influence the workings of the organisation by the means of audits, monitoring of processes and procedures, non-conformance reports or suggested improvements. It does mean, however, that their attitude has to be one of communicating and facilitating change where necessary.

Quality managers must have the interpersonal skills to be able to convince senior management of the benefits of taking the above four-step approach.

Senior management must take on board and commit to the approach. Without the commitment of senior management any initiatives introduced to provide and support the aims and objectives will undoubtedly fail.

== How to implement the four factors ==

Considering the four areas to success as listed above.

There follows a brief comment on how each of these may be addressed. These are not intended to be the only ways to approach the issue of fostering a quality culture in construction. There may well be others but it should be stated that these are actions that are proven to work in other industry sectors.

=== Culture ===

The organisation should have a clearly defined mission, vision and values which are communicated both within and to outside parties. The organisation should have a strategy for the way forward as to what its future aims and objectives are going forward. Each member within the organisation should have a clear understanding of the vision, strategy, values, ethics, aims and objectives. Each of them, at all levels, should understand these and the part that they must play in supporting them.

=== Structure and systems ===

The organisation should have a clearly defined structure, understood by all. Roles and responsibilities need to be fully understood at all levels. Care must be taken that all activities to be undertaken by the organisation are covered, that there are no gaps and no duplication.

There needs to be a structured management system which incorporates policies, processes, procedures and, if required, work methods. These must be measurable such that outcomes can be verified and improved where necessary. The management system needs to be robust and accessible but not be overly bureaucratic. It is to be owned, ultimately, by top management who, in most circumstances, will delegate day-to-day responsibility for its operation and performance to the designated quality manager.

=== Competence ===

Having the right people at all levels is vital to the success of any organisation. The measurement of capabilities is paramount. Where it is deemed that people need training, whether it be in their current role, as a means to promotion or where new products or services are undertaken, there must be plans in place for individual personal development.

=== Behaviour ===

Potentially the most important factor when considering the construction sector. There has to be a commitment within all levels of the organisation to make the changes that a new way of working will need to ensure successful outcomes. This may require changes in attitude, a commitment to change where necessary, an understanding of what is needed and how to achieve the aims and objectives of the organisation.

There must be respect shown to individuals at all levels within the organisation, an understanding of values and ethics and, possibly most important of all, a commitment by all to work together, aligned to achieve the stated aims and objectives.

== The role of senior management ==

The essence of senior management is commitment, closely followed by communication.

It is imperative that senior management buy in to the concepts as outlined. Each member of senior management should take on board the behaviours necessary to endorse and promote ways of communicating their commitment to the culture. This would include, but not necessarily be limited to, being visible at all levels of the organisation (sometimes referred to as MBWA – management by walking about), exhibiting behaviours that would support the culture, having the means to engage with individuals that may struggle with the culture, encouraging and supporting others within the organisation who have not taken on board or who a resistant to the culture.

Furthermore, senior management must ensure that a safe working environment is established for all, that suppliers are selected that commit to the same ethics as their own, including health, safety and welfare.

In order for the culture to be effective, senior management need to create, exhibit and support principles such as:

* a declared and communicated strategy including aims, objectives, goals and targets

* a no blame culture

* meeting behaviours such as generous listening, encouraging individuals to speak up, putting aside personal differences to focus on the performance of the work, disagree without being disagreeable, commitment to deliver on agreed actions

* encouraging feedback

* encouraging and incentivising innovation

* a commitment to training

* respect in the workplace at all levels

== Tools and Techniques ==

Communication – in order for each individual to understand the part that they can play in the ongoing success of the organisation it is important for them to understand how they can play their part. The strategy, aims, objectives and targets need to be visible by posters, leaflets or by electronic means in order that there is alignment at all levels to enable a common focus on what is needed for success. In addition, there should be a means of communicating from the bottom-up. In order to enable this, the organisation should implement and demonstrate a ‘no blame’ culture. If issues and problems arise during the execution of the work (product or service) then in successful organisations these can be raised without fear of penalty or retribution. If this is not a behaviour that is encouraged then issues become ‘hidden’ and may have major consequences going forward.

Training – Induction and on-the-job training is required to ensure that all individuals at all levels are aligned to the aims, objectives, targets and culture of the organisation such that they are best placed to support them. It is accepted that not all members of the organisation will have a full understanding of the details of their role from the outset. Methods need to be in place to recognise this and provide suitable training to overcome any shortcomings. This training may be possible in-house or it may be necessary to engage the participation of outside training bodies.

Coaching – It is likely that issues may arise when individuals are performing activities within their personal roles and responsibilities. In such cases it should be seen as a positive course of action that they seek support and assistance from others within the organisation. There should be no blame or stigma attached to requesting such support.

Recognition – Can come in many forms. Individuals can be incentivised financially by bonus payments or rewards for performance, by gifts, participation at events, by awards from senior management that reflect their achievements (normally as formal presentations with their colleagues in attendance such that recognition for exceptional performance can be witnessed by others). High performing teams may also be recognised by similar means and rewarded as a group.

== Barriers to success ==

The biggest barrier by far to success to improving the culture is the lack of commitment by senior management. If they cannot demonstrate this in their involvement and communication with others in the organisation then the culture cannot be seen to be supported.

Any lack of commitment by senior management will undoubtedly be reflected in a poor response at all levels of the organisation.

[It should be noted at this point that the biggest areas of concern in the construction industry in relation to the execution of work are contractual awareness, procurement (where lowest bidder appears to be the norm, rather than best value), design verification and the focus on through-life operation.]

== Conclusion ==

The main areas of influence that affect the implementation of a good working culture and thus achieve the desired outcomes are commitment, communication, respect and recognition.

These are not always easy to achieve but by involvement, inclusion, training and culture at all levels within an organisation everyone in that organisation can benefit both in their performance in their role and at a personal level going forward.

It is reiterated that there may well be other approaches to improving culture within an organisation but in highly regulated sectors of industry they are proven to bring value through successful implementation.

-----
Original article written by [https://www.linkedin.com/in/colin-harley-cqp-fcqi-ieng-miet-70a745a3/ Colin Harley] & reviewed by [https://www.linkedin.com/in/giorgiomannellimanagement/ Giorgio Mannelli], [https://www.linkedin.com/in/kevin-rogers-61448361/ Kevin Rogers] and [https://www.linkedin.com/in/alistair-connon-85ba80228/ Alistair Connon] on behalf of the [http://consig.org/ Construction Special Interest Group (ConSIG) Thought Leadership Group (TLG former KWG)]. Article peer reviewed by the TLG and submitted for publication by the ConSIG Steering Committee. The [https://www.designingbuildings.co.uk/wiki/Information information] in this article was [https://www.designingbuildings.co.uk/wiki/Accurate accurate] at the time of the [https://www.designingbuildings.co.uk/wiki/Review review].

--[https://www.designingbuildings.co.uk/wiki/User:ConSIG_CWG ConSIG CWG]

[[Category:Education]] [[Category:International]] [[Category:Organisations]] [[Category:Projects_and_case_studies]] [[Category:Construction_management]] [[Category:People]]

A guide to the 5S Methodology

2025-05-03T16:35:11Z

ConSIG CWG:

= A guide to the 5S Methodology =

Those who work with tools know how important is to maintain a certain order to be able to preserve each element in the best possible conditions; find it when needed so saving time and maintain efficiency; allow others to use it.

Those who sit at a desk may be aware of the “clean desk policy” that, in recent years, has become a standard in many organisations. Employees are requested to leave their desk in order, avoiding documents spread on the working space, piles of unbalanced folders, pens and pencils everywhere.

The basic idea is that clutter causes inefficiencies due, as an example, to the confusion generated by the disorganised distribution of the items on the space.

“Order”, “preserve”, “saving time”, “efficiency”, “clean”, “inefficiencies”. “confusion”, “disorganised”: all terms that are somehow connected to the 5S methodology.

Developed in Japan by Hiroyuki Hirano, a Toyota engineer, 5S is one of the fundamental elements of Lean Manufacturing and, of course, Lean Six Sigma. The name comes from the initials of five Japanese words: Seiri, Seiton, Seiso, Seiketsu, Shitsuke. If you are unfamiliar with the language, no worries; the English version has chosen five terms starting with “s” as well: Sort, Set in Order, Shine Standardise, Sustain.

5S offers a simple yet powerful solution and, when implemented effectively, it creates a clean, efficient, and safe work environment, boosting productivity and fostering a culture of continuous improvement.

== The 5S Pillars ==

Hirano identified 5 elements of the 5S approach:

# Sort (Seiri): The first step is to declutter. Identify essential and non-essential items. Discard anything that's broken, unused, or outdated. Label unclear items for further evaluation and designate a holding area for items slated for removal.

<ol start="2">
<li>Set in Order (Seiton): Organise the remaining items for easy access and retrieval. Clearly label shelves, drawers, and equipment. Use visual cues like color-coding or floor markings to designate specific locations. “Set in order” is more common in the manufacturing environment. In other industries this point is also referred to as “simplify”: everything that complicates the work environment can contribute to create waste of time, waste of space, inefficient use of resources, et al.</li>
<li>Shine (Seiso): Maintain a clean and hygienic workspace. Establish cleaning routines and assign responsibilities. Regular cleaning fosters a sense of ownership – supporting the achievement of better results - and prevents dirt and debris from accumulating.</li>
<li>Standardise (Seiketsu): Everyone needs to know why something has been done in a certain way. Develop and document best practices for maintaining the organised state achieved in the previous steps. Create visual aids like checklists and flowcharts to ensure consistency.</li>
<li>Sustain (Shitsuke): The final pillar emphasises continuous improvement. The word used by Hirano is “discipline”. Integrate 5S into daily routines and conduct regular audits to identify areas for improvement. Encourage teamwork and hold employees accountable for upholding the established standards.</li></ol>

As continuous improvement requires, critical to the success is the participation of the management and keeping the interest alive on the methodology.

== Benefits of 5S ==

* No drama: compared to other tools, 5S is easy to understand and can be implemented easily.

* Increased Productivity: less defects make reliable deliveries.

* Enhanced Safety: a clean and organised workspace minimises tripping hazards and promotes better awareness of surroundings.

* Better maintenance: equipment conditions should be evaluated periodically, improving the availability ratio (tools are available when needed).

* Reduced lead times: reduced clutter and improved organisation save time and effort, otherwise spent searching for tools and materials.

* Improved Quality: standardised processes and clear labelling lead to fewer errors and higher quality output.

* Boosted Morale: a clean and organised work environment fosters a sense of pride and ownership among employees.

* Reduced Waste: 5S promotes a culture of efficiency and reduces waste, by eliminating unnecessary items.

* Continuous Improvement: using 5S offers the opportunity to explore new ways of organising the resources, eventually leading to a virtuous circle.

== Getting Started with 5S ==

Implementing 5S doesn't require a significant investment and does not need expensive experts to guide you through. Start by gathering your team and clearly defining goals. A scalable approach is advisable: begin with a small, manageable area and work your way to apply the 5S stages throughout your company. Celebrate successes of your team and continuously refine your approach.

The 5S methodology offers a practical and effective framework for creating a well-organised and productive work environment. By adopting these principles, you can empower your team to work smarter, not harder.

== Beyond the Workplace ==

Like other tools – e.g. 5Whys - 5S was born and is primarily used in manufacturing and industrial settings. However, its principles can be applied to any work environment, including construction sites, and even to the personal life. By decluttering your physical and digital space, you can free up mental space and enhance overall well-being.

== Final considerations ==

The interesting part of the 5S methodology is that you might already be using it. Keeping your stuff in order has always been a wise behaviour. 5S methodology makes wiseness a step-by-step approach.

The pillars are as easy to remember and to be used as they are powerful. Their application may require specific knowledge of the work processes, but the majority of the situations in the construction industry can be improved in a straightforward way without involving expensive consultants or highly trained employees.

Eventually, the implementation may be enhanced by allowing everyone to contribute. As an example, a competition may be organised between teams managing similar activities: each team might offer innovative ways to address 5S expectations.

All that is required is to start; improvements will come as a natural effect.

== Examples of the 5S methodology ==

[[File:Comparison-between-before-and-after-5S-methodology-application_-_Researchgate.png|link=File:Comparison-between-before-and-after-5S-methodology-application_-_Researchgate.png]]

Figure 1 – Comparison between before and after 5S methodology application (Researchgate)

[[File:Before_and_after_5S_-_1_Sempai_co_uk.jpg|link=File:Before_and_after_5S_-_1_Sempai_co_uk.jpg]]

Figure 2 - Before and after 5S (Sempai)

[[File:Before_and_after_5S_2_Sempai_co_uk_1.jpg|link=File:Before_and_after_5S_2_Sempai_co_uk_1.jpg]]

Figure 3 - Before and after 5S (Sempai)

The following images are generated via artificial intelligence and show the work environment before and after the implementation of the 5S methodology.

[[File:Figure_4_-_AI_generated_example.jpg|link=File:Figure_4_-_AI_generated_example.jpg]]

Figure 4 – AI generated example

[[File:Figure_5_-_AI_generated_example.jpg|link=File:Figure_5_-_AI_generated_example.jpg]]

Figure 5 – AI generated example

[[File:Figure_6_AI_generated_example.jpg|link=File:Figure_6_AI_generated_example.jpg]]

Figure 6 – AI generated example

[[File:Figure_7_AI_generated_example.jpg|link=File:Figure_7_AI_generated_example.jpg]]

Figure 7 – AI generated example

== Reference ==

Hirano, H (1995). 5 pillars of the visual workplace – the sourcebook for 5S implementation. Productivity Press, New York. ISBN: 1-56327-047-1 
[https://about:blank/#v=onepage&q=H.%20Hirano&f=false 5 Pillars of the Visual Workplace - Hiroyuki Hirano - Google Books]

Researchgate – Figure 1 “Comparison between before and after 5S methodology application “ Uploaded by Mariano Jiménez Calzado [https://www.researchgate.net/figure/Comparison-between-before-and-after-5S-methodology-application_fig5_276267985 https://www.researchgate.net/figure/Comparison-between-before-and-after-5S-methodology-application_fig5_276267985]

Sempai.co.uk. Figure 2 & 3 “Before and after 5S”. www.sempai.co.uk

-----
Original article written by [https://www.linkedin.com/in/giorgiomannellimanagement/ Giorgio Mannelli] & reviewed by Graham Taylor and [https://www.linkedin.com/in/alistair-connon-85ba80228/ Alistair Connon] on behalf of the [http://consig.org/ Construction Special Interest Group (ConSIG) Thought Leadership Group (TLG former KWG)]. Article peer reviewed by the TLG and accepted for publication by the ConSIG Steering Committee. The [https://www.designingbuildings.co.uk/wiki/Information information] in this article was [https://www.designingbuildings.co.uk/wiki/Accurate accurate] at the time of the [https://www.designingbuildings.co.uk/wiki/Review review].

--[[User:ConSIG_CWG|ConSIG CWG]]

= Related articles on Designing Buildings =

* 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
* Cost of quality.
* Design freeze: a quality perspective
* Design: a quality management perspective
* Digital information.
* Digital quality management in construction
* Failure modes and effect analysis (FMEA).
* Feng shui.
* Golden Thread report published by CIOB and i3PT.
* Lifts and Escalators: A Quality Perspective
* Mobilisation to site: a quality perspective
* Quality assurance.
* Quality culture and behaviours
* Quality management.
* Quality management systems (QMS) - beyond the documentation.
* Quality manuals and quality plans
* Quality tools: fishbone diagram
* Stakeholder management: a quality perspective
* Structural steelwork: a quality perspective

[[Category:DCN_Commentary]] [[Category:DCN_Education_and_Training]] [[Category:DCN_Organisation]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Projects_and_case_studies]] [[Category:Research_/_Innovation]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Operations]]

A guide to the 5S Methodology

2025-05-03T16:32:30Z

ConSIG CWG:

= A guide to the 5S Methodology =

Those who work with tools know how important is to maintain a certain order to be able to preserve each element in the best possible conditions; find it when needed so saving time and maintain efficiency; allow others to use it.

Those who sit at a desk may be aware of the “clean desk policy” that, in recent years, has become a standard in many organisations. Employees are requested to leave their desk in order, avoiding documents spread on the working space, piles of unbalanced folders, pens and pencils everywhere.

The basic idea is that clutter causes inefficiencies due, as an example, to the confusion generated by the disorganised distribution of the items on the space.

“Order”, “preserve”, “saving time”, “efficiency”, “clean”, “inefficiencies”. “confusion”, “disorganised”: all terms that are somehow connected to the 5S methodology.

Developed in Japan by Hiroyuki Hirano, a Toyota engineer, 5S is one of the fundamental elements of Lean Manufacturing and, of course, Lean Six Sigma. The name comes from the initials of five Japanese words: Seiri, Seiton, Seiso, Seiketsu, Shitsuke. If you are unfamiliar with the language, no worries; the English version has chosen five terms starting with “s” as well: Sort, Set in Order, Shine Standardise, Sustain.

5S offers a simple yet powerful solution and, when implemented effectively, it creates a clean, efficient, and safe work environment, boosting productivity and fostering a culture of continuous improvement.

== The 5S Pillars ==

Hirano identified 5 elements of the 5S approach:

# Sort (Seiri): The first step is to declutter. Identify essential and non-essential items. Discard anything that's broken, unused, or outdated. Label unclear items for further evaluation and designate a holding area for items slated for removal.

<ol start="2">
<li>Set in Order (Seiton): Organise the remaining items for easy access and retrieval. Clearly label shelves, drawers, and equipment. Use visual cues like color-coding or floor markings to designate specific locations. “Set in order” is more common in the manufacturing environment. In other industries this point is also referred to as “simplify”: everything that complicates the work environment can contribute to create waste of time, waste of space, inefficient use of resources, et al.</li>
<li>Shine (Seiso): Maintain a clean and hygienic workspace. Establish cleaning routines and assign responsibilities. Regular cleaning fosters a sense of ownership – supporting the achievement of better results - and prevents dirt and debris from accumulating.</li>
<li>Standardise (Seiketsu): Everyone needs to know why something has been done in a certain way. Develop and document best practices for maintaining the organised state achieved in the previous steps. Create visual aids like checklists and flowcharts to ensure consistency.</li>
<li>Sustain (Shitsuke): The final pillar emphasises continuous improvement. The word used by Hirano is “discipline”. Integrate 5S into daily routines and conduct regular audits to identify areas for improvement. Encourage teamwork and hold employees accountable for upholding the established standards.</li></ol>

As continuous improvement requires, critical to the success is the participation of the management and keeping the interest alive on the methodology.

== Benefits of 5S ==

* No drama: compared to other tools, 5S is easy to understand and can be implemented easily.

* Increased Productivity: less defects make reliable deliveries.

* Enhanced Safety: a clean and organised workspace minimises tripping hazards and promotes better awareness of surroundings.

* Better maintenance: equipment conditions should be evaluated periodically, improving the availability ratio (tools are available when needed).

* Reduced lead times: reduced clutter and improved organisation save time and effort, otherwise spent searching for tools and materials.

* Improved Quality: standardised processes and clear labelling lead to fewer errors and higher quality output.

* Boosted Morale: a clean and organised work environment fosters a sense of pride and ownership among employees.

* Reduced Waste: 5S promotes a culture of efficiency and reduces waste, by eliminating unnecessary items.

* Continuous Improvement: using 5S offers the opportunity to explore new ways of organising the resources, eventually leading to a virtuous circle.

== Getting Started with 5S ==

Implementing 5S doesn't require a significant investment and does not need expensive experts to guide you through. Start by gathering your team and clearly defining goals. A scalable approach is advisable: begin with a small, manageable area and work your way to apply the 5S stages throughout your company. Celebrate successes of your team and continuously refine your approach.

The 5S methodology offers a practical and effective framework for creating a well-organised and productive work environment. By adopting these principles, you can empower your team to work smarter, not harder.

== Beyond the Workplace ==

Like other tools – e.g. 5Whys - 5S was born and is primarily used in manufacturing and industrial settings. However, its principles can be applied to any work environment, including construction sites, and even to the personal life. By decluttering your physical and digital space, you can free up mental space and enhance overall well-being.

== Final considerations ==

The interesting part of the 5S methodology is that you might already be using it. Keeping your stuff in order has always been a wise behaviour. 5S methodology makes wiseness a step-by-step approach.

The pillars are as easy to remember and to be used as they are powerful. Their application may require specific knowledge of the work processes, but the majority of the situations in the construction industry can be improved in a straightforward way without involving expensive consultants or highly trained employees.

Eventually, the implementation may be enhanced by allowing everyone to contribute. As an example, a competition may be organised between teams managing similar activities: each team might offer innovative ways to address 5S expectations.

All that is required is to start; improvements will come as a natural effect.

== Examples of the 5S methodology ==

[[File:Comparison-between-before-and-after-5S-methodology-application_-_Researchgate.png|link=File:Comparison-between-before-and-after-5S-methodology-application_-_Researchgate.png]]

Figure 1 – Comparison between before and after 5S methodology application (Researchgate)

[[File:Before_and_after_5S_-_1_Sempai_co_uk.jpg|link=File:Before_and_after_5S_-_1_Sempai_co_uk.jpg]]

Figure 2 - Before and after 5S (Sempai)

[[File:Before_and_after_5S_2_Sempai_co_uk_1.jpg|link=File:Before_and_after_5S_2_Sempai_co_uk_1.jpg]]

Figure 3 - Before and after 5S (Sempai)

The following images are generated via artificial intelligence and show the work environment before and after the implementation of the 5S methodology.

[[File:Figure_4_-_AI_generated_example.jpg|link=File:Figure_4_-_AI_generated_example.jpg]]

Figure 4 – AI generated example

[[File:Figure_5_-_AI_generated_example.jpg|link=File:Figure_5_-_AI_generated_example.jpg]]

Figure 5 – AI generated example

[[File:Figure_6_AI_generated_example.jpg|link=File:Figure_6_AI_generated_example.jpg]]

Figure 6 – AI generated example

[[File:Figure_7_AI_generated_example.jpg|link=File:Figure_7_AI_generated_example.jpg]]

Figure 7 – AI generated example

== Reference ==

Hirano, H (1995). 5 pillars of the visual workplace – the sourcebook for 5S implementation. Productivity Press, New York. ISBN: 1-56327-047-1 
[https://about:blank/#v=onepage&q=H.%20Hirano&f=false 5 Pillars of the Visual Workplace - Hiroyuki Hirano - Google Books]

Researchgate – Figure 1 “Comparison between before and after 5S methodology application “ Uploaded by Mariano Jiménez Calzado [https://www.researchgate.net/figure/Comparison-between-before-and-after-5S-methodology-application_fig5_276267985 https://www.researchgate.net/figure/Comparison-between-before-and-after-5S-methodology-application_fig5_276267985]

Sempai.co.uk. Figure 2 & 3 “Before and after 5S”. www.sempai.co.uk

-----
Original article written by [https://www.linkedin.com/in/giorgiomannellimanagement/ Giorgio Mannelli] & reviewed by [https://www.linkedin.com/in/jonadshead/ G]raham Taylor and Alistair Connon on behalf of the [http://consig.org/ Construction Special Interest Group (ConSIG) Thought Leadership Group (TLG former KWG)]. Article peer reviewed by the TLG and accepted for publication by the ConSIG Steering Committee. The [https://www.designingbuildings.co.uk/wiki/Information information] in this article was [https://www.designingbuildings.co.uk/wiki/Accurate accurate] at the time of the [https://www.designingbuildings.co.uk/wiki/Review review].

--[[User:ConSIG_CWG|ConSIG CWG]]

= Related articles on Designing Buildings =

* 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
* Cost of quality.
* Design freeze: a quality perspective
* Design: a quality management perspective
* Digital information.
* Digital quality management in construction
* Failure modes and effect analysis (FMEA).
* Feng shui.
* Golden Thread report published by CIOB and i3PT.
* Lifts and Escalators: A Quality Perspective
* Mobilisation to site: a quality perspective
* Quality assurance.
* Quality culture and behaviours
* Quality management.
* Quality management systems (QMS) - beyond the documentation.
* Quality manuals and quality plans
* Quality tools: fishbone diagram
* Stakeholder management: a quality perspective
* Structural steelwork: a quality perspective

[[Category:DCN_Commentary]] [[Category:DCN_Education_and_Training]] [[Category:DCN_Organisation]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Projects_and_case_studies]] [[Category:Research_/_Innovation]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Operations]]

User:ConSIG CWG

2025-05-01T10:06:01Z

ConSIG CWG:

The Construction Special Interest Group, Competency Working Group (ConSIG CWG) of the Chartered Quality Institute (CQI) is a group of construction representatives including consultants, contractors, subcontractors and client organisations who are committed to working collaboratively to improve quality across the Construction Industry with specific focus on elements related to competency.

The articles published on Designing Buildings Wiki include but are not limited to:

# [[5_Whys|5 Whys]]
# [[A_guide_to_the_5S_Methodology|A guide to the 5S Methodology]]
# [[Annex_SL|Annex SL]]
# [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|Anti-bribery and Ethics - A Construction Perspective]]
# [[Assurance_and_self-certification|Assurance and self-certification]]
# [[Auditing_management_systems|Auditing management systems]]
# [[Building_completion|Building completion]]
# [[CDM_Regulations:_a_quality_perspective|CDM Regulations: a quality perspective]]
# [[Change_control:_a_quality_perspective|Change control: a quality perspective]]
# [[Checking_and_approval_in_design_-_a_quality_management_perspective|Checking and approval in design - a quality management perspective]]
# [[Collaboration:_a_quality_management_perspective|Collaboration: a quality management perspective]]
# [[Continuous_Quality_Clues:_A_New_Approach_to_Quality_Control|Continuous Quality Clues: A New Approach to Quality Control]]
# [[Cost_of_quality_(COQ)|Cost of quality (COQ)]]
# [[Daily_huddle:_a_construction_perspective|Daily Huddle]]
# [[Design_Best_Practice_Self-Assessment_Tool|Design Best Practice Self-Assessment Tool]]
# [[Design_freeze:_a_quality_perspective|Design freeze: a quality perspective]]
# [[Design:_a_quality_management_perspective|Design: a quality management perspective]]
# [[Digital_quality_management_in_construction|Digital quality management in construction]]
# [[Digital_transformation|Digital transformation]]
# [[Failure_modes_and_effect_analysis_(FMEA)|Failure modes and effect analysis (FMEA)]]
# [[How_to_check_certification_(e.g._ISO_9001,_ISO_45001,_UKAS_etc.)|How to check certification (e.g. ISO 9001, ISO 45001, UKAS etc.)]]
# [[How_to_write_an_inspection_and_test_plan|How to write an inspection and test plan]]
# [[Inspection_%26_Test_Plan|Inspection & Test Plan]]
# [[Interpersonal_Relationships_in_Auditing|Interpersonal Relationships in Auditing]]
# [[Lean_Construction_-_A_Quality_Perspective|Lean Construction - A Quality Perspective]]
# [[Learning_from_lessons:_a_quality_perspective|Learning from lessons: a quality perspective]]
# [[Lifts_and_Escalators:_A_Quality_Perspective|Lifts and Escalators: A Quality Perspective]]
# [[Mobilisation_to_site:_a_quality_perspective|Mobilisation to site: a quality perspective]]
# [[Off-Site_Manufacturing|Off-Site Manufacturing]]
# [[Process_and_Flowcharting_/_Mapping_(Including_Standardisation)|Process and Flowcharting / Mapping (Including Standardisation)]]
# [[Quality_Benchmarks_-_A_Construction_Perspective|Quality Benchmarks - A Construction Perspective]]
# [[Quality_Checklist|Quality checklist]]
# [[Quality_culture_and_behaviours|Quality culture and behaviours]]
# [[Quality_in_the_Nuclear_sector|Quality in the Nuclear sector]]
# [[Quality_management_systems_(QMS)_-_beyond_the_documentation|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]]
# [[Risk_assessment:_a_quality_perspective|Risk assessment: a quality perspective]]
# [[Stakeholder_management:_a_quality_perspective|Stakeholder management: a quality perspective]]
# [[Structural_steelwork:_a_quality_perspective|Structural steelwork: a quality perspective]]
# [[Successful_Audits_-_Techniques_for_Everyone|Successful Audits - Techniques for Everyone]]
# [[Temporary_Works_Design_-_A_Quality_Management_Perspective|Temporary Works Design - A Quality Management Perspective]]
# [[The_importance_of_welding_assurance|The importance of welding assurance]]
# [[UKCA_and_CE_marking;_changes_in_detail|UKCA and CE marking]]
# [[Value_Stream_Mapping_in_the_Construction_Industry|Value Stream Mapping in the Construction Industry]]
# ‎[[What_is_continuous_improvement|What is continuous improvement]]
# [[Why_should_quality_be_important_to_the_construction_industry%3F|Why should quality be important to the construction industry?]]

Please visit the [https://www.quality.org/article/cqi-construction-special-interest-group-consig ConSIG page] on the [[w/index.php?title=W/index.php%3Ftitle%3DWww.quality.org%26action%3Dedit%26redlink%3D1&action=edit&redlink=1|CQI website]] for further information.

File:Figure 7 AI generated example.jpg

2025-04-19T17:36:33Z

ConSIG CWG:

File:Figure 7 – AI generated example.jpg

2025-04-19T17:35:27Z

ConSIG CWG: uploaded a new version of "File:Figure 7 – AI generated example.jpg"

A guide to the 5S Methodology

2025-04-19T17:34:43Z

ConSIG CWG:

= A guide to the 5S Methodology =

Those who work with tools know how important is to maintain a certain order to be able to preserve each element in the best possible conditions; find it when needed so saving time and maintain efficiency; allow others to use it.

Those who sit at a desk may be aware of the “clean desk policy” that, in recent years, has become a standard in many organisations. Employees are requested to leave their desk in order, avoiding documents spread on the working space, piles of unbalanced folders, pens and pencils everywhere.

The basic idea is that clutter causes inefficiencies due, as an example, to the confusion generated by the disorganised distribution of the items on the space.

“Order”, “preserve”, “saving time”, “efficiency”, “clean”, “inefficiencies”. “confusion”, “disorganised”: all terms that are somehow connected to the 5S methodology.

Developed in Japan by Hiroyuki Hirano, a Toyota engineer, 5S is one of the fundamental elements of Lean Manufacturing and, of course, Lean Six Sigma. The name comes from the initials of five Japanese words: Seiri, Seiton, Seiso, Seiketsu, Shitsuke. If you are unfamiliar with the language, no worries; the English version has chosen five terms starting with “s” as well: Sort, Set in Order, Shine Standardise, Sustain.

5S offers a simple yet powerful solution and, when implemented effectively, it creates a clean, efficient, and safe work environment, boosting productivity and fostering a culture of continuous improvement.

== The 5S Pillars ==

Hirano identified 5 elements of the 5S approach:

# Sort (Seiri): The first step is to declutter. Identify essential and non-essential items. Discard anything that's broken, unused, or outdated. Label unclear items for further evaluation and designate a holding area for items slated for removal.

<ol start="2">
<li>Set in Order (Seiton): Organise the remaining items for easy access and retrieval. Clearly label shelves, drawers, and equipment. Use visual cues like color-coding or floor markings to designate specific locations. “Set in order” is more common in the manufacturing environment. In other industries this point is also referred to as “simplify”: everything that complicate the work environment can contribute to create waste of time, space, resources, et al.</li>
<li>Shine (Seiso): Maintain a clean and hygienic workspace. Establish cleaning routines and assign responsibilities. Regular cleaning fosters a sense of ownership – supporting the achievement of better results - and prevents dirt and debris from accumulating.</li>
<li>Standardise (Seiketsu): Everyone needs to know why something has been done in a certain way. Develop and document best practices for maintaining the organised state achieved in the previous steps. Create visual aids like checklists and flowcharts to ensure consistency.</li>
<li>Sustain (Shitsuke): The final pillar emphasises continuous improvement. The word used by Hirano is “discipline”. Integrate 5S into daily routines and conduct regular audits to identify areas for improvement. Encourage teamwork and hold employees accountable for upholding the established standards.</li></ol>

As continuous improvement requires, critical to the success is the participation of the management and keeping the interest alive on the methodology to ensure that

== Benefits of 5S ==

* No drama: compared to other tools, 5S is easy to understand and can be implemented easily.

* Increased Productivity: less defects improve makes reliable deliveries.

* Enhanced Safety: a clean and organised workspace minimises tripping hazards and promotes better awareness of surroundings.

* Better maintenance: equipment conditions should be evaluated periodically, improving the availability ratio (tools are available when needed).

* Reduced lead times: reduced clutter and improved organisation save time and effort, otherwise spent searching for tools and materials.

* Improved Quality: standardised processes and clear labelling lead to fewer errors and higher quality output.

* Boosted Morale: a clean and organised work environment fosters a sense of pride and ownership among employees.

* Reduced Waste: 5S promotes a culture of efficiency and reduces waste, by eliminating unnecessary items.

* Continuous Improvement: using 5S offers the opportunity to verify new way of organising the resources, eventually leading to a virtuous circle.

== Getting Started with 5S ==

Implementing 5S doesn't require a significant investment and does not need expensive experts to guide you through. Start by gathering your team and clearly defining goals. A scalable approach is advisable: begin with a small, manageable area and work your way to apply the 5S stages throughout your company. Celebrate successes of your team and continuously refine your approach.

The 5S methodology offers a practical and effective framework for creating a well-organised and productive work environment. By adopting these principles, you can empower your team to work smarter, not harder.

== Beyond the Workplace ==

Like other tools – e.g. 5Whys - 5S was born and is primarily used in manufacturing and industrial settings. However, its principles can be applied to any work environment, including construction sites, and even to the personal life. By decluttering your physical and digital space, you can free up mental space and enhance overall well-being.

== Final considerations ==

The interesting part of the 5S methodology is that you might already be using it. Keeping your stuff in order has always been a wise behaviour. 5S methodology makes wiseness a step-by-step approach.

The pillars are as easy to remember and to be used as they are powerful. Their application may require specific knowledge of the work processes, but the majority of the situations in the construction industry can be improved in a straightforward way without involving expensive consultants or highly trained employees.

Eventually, the implementation may be enhanced by allowing everyone to contribute. As an example, a competition may be organised between teams managing similar activities: each team might offer innovative ways to address 5S expectations.

All that is required is to start; improvements will come as a natural effect.

== Examples of the 5S methodology ==

[[File:Comparison-between-before-and-after-5S-methodology-application_-_Researchgate.png|link=File:Comparison-between-before-and-after-5S-methodology-application_-_Researchgate.png]]

Figure 1 – Comparison between before and after 5S methodology application (Researchgate)

[[File:Before_and_after_5S_-_1_Sempai_co_uk.jpg|link=File:Before_and_after_5S_-_1_Sempai_co_uk.jpg]]

Figure 2 - Before and after 5S (Sempai)

[[File:Before_and_after_5S_2_Sempai_co_uk_1.jpg|link=File:Before_and_after_5S_2_Sempai_co_uk_1.jpg]]

Figure 3 - Before and after 5S (Sempai)

The following images are generated via artificial intelligence and show the work environment before and after the implementation of the 5S methodology.

[[File:Figure_4_-_AI_generated_example.jpg|link=File:Figure_4_-_AI_generated_example.jpg]]

Figure 4 – AI generated example

[[File:Figure_5_-_AI_generated_example.jpg|link=File:Figure_5_-_AI_generated_example.jpg]]

Figure 5 – AI generated example

[[File:Figure_6_AI_generated_example.jpg|link=File:Figure_6_AI_generated_example.jpg]]

Figure 6 – AI generated example

[[File:Figure 7 AI generated example.jpg]]

Figure 7 – AI generated example

== Reference ==

Hirano, H (1995). 5 pillars of the visual workplace – the sourcebook for 5S implementation. Productivity Press, New York. ISBN: 1-56327-047-1 
[https://about:blank/#v=onepage&q=H.%20Hirano&f=false 5 Pillars of the Visual Workplace - Hiroyuki Hirano - Google Books]

Researchgate – Figure 1 “Comparison between before and after 5S methodology application “ Uploaded by Mariano Jiménez Calzado [https://www.researchgate.net/figure/Comparison-between-before-and-after-5S-methodology-application_fig5_276267985 https://www.researchgate.net/figure/Comparison-between-before-and-after-5S-methodology-application_fig5_276267985]

Sempai.co.uk. Figure 2 & 3 “Before and after 5S”. www.sempai.co.uk

-----
Original article written by [https://www.linkedin.com/in/giorgiomannellimanagement/ Giorgio Mannelli] & reviewed by [https://www.linkedin.com/in/jonadshead/ G]raham Taylor and Alistair Connon on behalf of the [http://consig.org/ Construction Special Interest Group (ConSIG) Thought Leadership Group (TLG former KWG)]. Article peer reviewed by the TLG and accepted for publication by the ConSIG Steering Committee. The [https://www.designingbuildings.co.uk/wiki/Information information] in this article was [https://www.designingbuildings.co.uk/wiki/Accurate accurate] at the time of the [https://www.designingbuildings.co.uk/wiki/Review review].

[[Category:Projects_and_case_studies]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Operations]]

File:Figure 7 – AI generated example.jpg

2025-04-19T17:33:51Z

ConSIG CWG: uploaded a new version of "File:Figure 7 – AI generated example.jpg"

File:Figure 6 AI generated example.jpg

2025-04-19T17:32:53Z

ConSIG CWG:

A guide to the 5S Methodology

2025-04-19T17:31:56Z

ConSIG CWG:

= A guide to the 5S Methodology =

Those who work with tools know how important is to maintain a certain order to be able to preserve each element in the best possible conditions; find it when needed so saving time and maintain efficiency; allow others to use it.

Those who sit at a desk may be aware of the “clean desk policy” that, in recent years, has become a standard in many organisations. Employees are requested to leave their desk in order, avoiding documents spread on the working space, piles of unbalanced folders, pens and pencils everywhere.

The basic idea is that clutter causes inefficiencies due, as an example, to the confusion generated by the disorganised distribution of the items on the space.

“Order”, “preserve”, “saving time”, “efficiency”, “clean”, “inefficiencies”. “confusion”, “disorganised”: all terms that are somehow connected to the 5S methodology.

Developed in Japan by Hiroyuki Hirano, a Toyota engineer, 5S is one of the fundamental elements of Lean Manufacturing and, of course, Lean Six Sigma. The name comes from the initials of five Japanese words: Seiri, Seiton, Seiso, Seiketsu, Shitsuke. If you are unfamiliar with the language, no worries; the English version has chosen five terms starting with “s” as well: Sort, Set in Order, Shine Standardise, Sustain.

5S offers a simple yet powerful solution and, when implemented effectively, it creates a clean, efficient, and safe work environment, boosting productivity and fostering a culture of continuous improvement.

== The 5S Pillars ==

Hirano identified 5 elements of the 5S approach:

# Sort (Seiri): The first step is to declutter. Identify essential and non-essential items. Discard anything that's broken, unused, or outdated. Label unclear items for further evaluation and designate a holding area for items slated for removal.

<ol start="2">
<li>Set in Order (Seiton): Organise the remaining items for easy access and retrieval. Clearly label shelves, drawers, and equipment. Use visual cues like color-coding or floor markings to designate specific locations. “Set in order” is more common in the manufacturing environment. In other industries this point is also referred to as “simplify”: everything that complicate the work environment can contribute to create waste of time, space, resources, et al.</li>
<li>Shine (Seiso): Maintain a clean and hygienic workspace. Establish cleaning routines and assign responsibilities. Regular cleaning fosters a sense of ownership – supporting the achievement of better results - and prevents dirt and debris from accumulating.</li>
<li>Standardise (Seiketsu): Everyone needs to know why something has been done in a certain way. Develop and document best practices for maintaining the organised state achieved in the previous steps. Create visual aids like checklists and flowcharts to ensure consistency.</li>
<li>Sustain (Shitsuke): The final pillar emphasises continuous improvement. The word used by Hirano is “discipline”. Integrate 5S into daily routines and conduct regular audits to identify areas for improvement. Encourage teamwork and hold employees accountable for upholding the established standards.</li></ol>

As continuous improvement requires, critical to the success is the participation of the management and keeping the interest alive on the methodology to ensure that

== Benefits of 5S ==

* No drama: compared to other tools, 5S is easy to understand and can be implemented easily.

* Increased Productivity: less defects improve makes reliable deliveries.

* Enhanced Safety: a clean and organised workspace minimises tripping hazards and promotes better awareness of surroundings.

* Better maintenance: equipment conditions should be evaluated periodically, improving the availability ratio (tools are available when needed).

* Reduced lead times: reduced clutter and improved organisation save time and effort, otherwise spent searching for tools and materials.

* Improved Quality: standardised processes and clear labelling lead to fewer errors and higher quality output.

* Boosted Morale: a clean and organised work environment fosters a sense of pride and ownership among employees.

* Reduced Waste: 5S promotes a culture of efficiency and reduces waste, by eliminating unnecessary items.

* Continuous Improvement: using 5S offers the opportunity to verify new way of organising the resources, eventually leading to a virtuous circle.

== Getting Started with 5S ==

Implementing 5S doesn't require a significant investment and does not need expensive experts to guide you through. Start by gathering your team and clearly defining goals. A scalable approach is advisable: begin with a small, manageable area and work your way to apply the 5S stages throughout your company. Celebrate successes of your team and continuously refine your approach.

The 5S methodology offers a practical and effective framework for creating a well-organised and productive work environment. By adopting these principles, you can empower your team to work smarter, not harder.

== Beyond the Workplace ==

Like other tools – e.g. 5Whys - 5S was born and is primarily used in manufacturing and industrial settings. However, its principles can be applied to any work environment, including construction sites, and even to the personal life. By decluttering your physical and digital space, you can free up mental space and enhance overall well-being.

== Final considerations ==

The interesting part of the 5S methodology is that you might already be using it. Keeping your stuff in order has always been a wise behaviour. 5S methodology makes wiseness a step-by-step approach.

The pillars are as easy to remember and to be used as they are powerful. Their application may require specific knowledge of the work processes, but the majority of the situations in the construction industry can be improved in a straightforward way without involving expensive consultants or highly trained employees.

Eventually, the implementation may be enhanced by allowing everyone to contribute. As an example, a competition may be organised between teams managing similar activities: each team might offer innovative ways to address 5S expectations.

All that is required is to start; improvements will come as a natural effect.

== Examples of the 5S methodology ==

[[File:Comparison-between-before-and-after-5S-methodology-application_-_Researchgate.png|link=File:Comparison-between-before-and-after-5S-methodology-application_-_Researchgate.png]]

Figure 1 – Comparison between before and after 5S methodology application (Researchgate)

[[File:Before_and_after_5S_-_1_Sempai_co_uk.jpg|link=File:Before_and_after_5S_-_1_Sempai_co_uk.jpg]]

Figure 2 - Before and after 5S (Sempai)

[[File:Before_and_after_5S_2_Sempai_co_uk_1.jpg|link=File:Before_and_after_5S_2_Sempai_co_uk_1.jpg]]

Figure 3 - Before and after 5S (Sempai)

The following images are generated via artificial intelligence and show the work environment before and after the implementation of the 5S methodology.

[[File:Figure_4_-_AI_generated_example.jpg|link=File:Figure_4_-_AI_generated_example.jpg]]

Figure 4 – AI generated example

[[File:Figure_5_-_AI_generated_example.jpg|link=File:Figure_5_-_AI_generated_example.jpg]]

Figure 5 – AI generated example

[[File:Figure 6 AI generated example.jpg]]

Figure 6 – AI generated example

[[File:figure 7]]

Figure 7 – AI generated example

== Reference ==

Hirano, H (1995). 5 pillars of the visual workplace – the sourcebook for 5S implementation. Productivity Press, New York. ISBN: 1-56327-047-1 
[https://about:blank/#v=onepage&q=H.%20Hirano&f=false 5 Pillars of the Visual Workplace - Hiroyuki Hirano - Google Books]

Researchgate – Figure 1 “Comparison between before and after 5S methodology application “ Uploaded by Mariano Jiménez Calzado [https://www.researchgate.net/figure/Comparison-between-before-and-after-5S-methodology-application_fig5_276267985 https://www.researchgate.net/figure/Comparison-between-before-and-after-5S-methodology-application_fig5_276267985]

Sempai.co.uk. Figure 2 & 3 “Before and after 5S”. www.sempai.co.uk

-----
Original article written by [https://www.linkedin.com/in/giorgiomannellimanagement/ Giorgio Mannelli] & reviewed by [https://www.linkedin.com/in/jonadshead/ G]raham Taylor and Alistair Connon on behalf of the [http://consig.org/ Construction Special Interest Group (ConSIG) Thought Leadership Group (TLG former KWG)]. Article peer reviewed by the TLG and accepted for publication by the ConSIG Steering Committee. The [https://www.designingbuildings.co.uk/wiki/Information information] in this article was [https://www.designingbuildings.co.uk/wiki/Accurate accurate] at the time of the [https://www.designingbuildings.co.uk/wiki/Review review].

[[Category:Projects_and_case_studies]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Operations]]

A guide to the 5S Methodology

2025-04-19T17:29:59Z

ConSIG CWG: Created page with "= A guide to the 5S Methodology = Those who work with tools know how important is to maintain a certain order to be able to preserve each element in the best possible conditions..."

= A guide to the 5S Methodology =

Those who work with tools know how important is to maintain a certain order to be able to preserve each element in the best possible conditions; find it when needed so saving time and maintain efficiency; allow others to use it.

Those who sit at a desk may be aware of the “clean desk policy” that, in recent years, has become a standard in many organisations. Employees are requested to leave their desk in order, avoiding documents spread on the working space, piles of unbalanced folders, pens and pencils everywhere.

The basic idea is that clutter causes inefficiencies due, as an example, to the confusion generated by the disorganised distribution of the items on the space.

“Order”, “preserve”, “saving time”, “efficiency”, “clean”, “inefficiencies”. “confusion”, “disorganised”: all terms that are somehow connected to the 5S methodology.

Developed in Japan by Hiroyuki Hirano, a Toyota engineer, 5S is one of the fundamental elements of Lean Manufacturing and, of course, Lean Six Sigma. The name comes from the initials of five Japanese words: Seiri, Seiton, Seiso, Seiketsu, Shitsuke. If you are unfamiliar with the language, no worries; the English version has chosen five terms starting with “s” as well: Sort, Set in Order, Shine Standardise, Sustain.

5S offers a simple yet powerful solution and, when implemented effectively, it creates a clean, efficient, and safe work environment, boosting productivity and fostering a culture of continuous improvement.

== The 5S Pillars ==

Hirano identified 5 elements of the 5S approach:

# Sort (Seiri): The first step is to declutter. Identify essential and non-essential items. Discard anything that's broken, unused, or outdated. Label unclear items for further evaluation and designate a holding area for items slated for removal.

<ol start="2">
<li>Set in Order (Seiton): Organise the remaining items for easy access and retrieval. Clearly label shelves, drawers, and equipment. Use visual cues like color-coding or floor markings to designate specific locations. “Set in order” is more common in the manufacturing environment. In other industries this point is also referred to as “simplify”: everything that complicate the work environment can contribute to create waste of time, space, resources, et al.</li>
<li>Shine (Seiso): Maintain a clean and hygienic workspace. Establish cleaning routines and assign responsibilities. Regular cleaning fosters a sense of ownership – supporting the achievement of better results - and prevents dirt and debris from accumulating.</li>
<li>Standardise (Seiketsu): Everyone needs to know why something has been done in a certain way. Develop and document best practices for maintaining the organised state achieved in the previous steps. Create visual aids like checklists and flowcharts to ensure consistency.</li>
<li>Sustain (Shitsuke): The final pillar emphasises continuous improvement. The word used by Hirano is “discipline”. Integrate 5S into daily routines and conduct regular audits to identify areas for improvement. Encourage teamwork and hold employees accountable for upholding the established standards.</li></ol>

As continuous improvement requires, critical to the success is the participation of the management and keeping the interest alive on the methodology to ensure that

== Benefits of 5S ==

* No drama: compared to other tools, 5S is easy to understand and can be implemented easily.

* Increased Productivity: less defects improve makes reliable deliveries.

* Enhanced Safety: a clean and organised workspace minimises tripping hazards and promotes better awareness of surroundings.

* Better maintenance: equipment conditions should be evaluated periodically, improving the availability ratio (tools are available when needed).

* Reduced lead times: reduced clutter and improved organisation save time and effort, otherwise spent searching for tools and materials.

* Improved Quality: standardised processes and clear labelling lead to fewer errors and higher quality output.

* Boosted Morale: a clean and organised work environment fosters a sense of pride and ownership among employees.

* Reduced Waste: 5S promotes a culture of efficiency and reduces waste, by eliminating unnecessary items.

* Continuous Improvement: using 5S offers the opportunity to verify new way of organising the resources, eventually leading to a virtuous circle.

== Getting Started with 5S ==

Implementing 5S doesn't require a significant investment and does not need expensive experts to guide you through. Start by gathering your team and clearly defining goals. A scalable approach is advisable: begin with a small, manageable area and work your way to apply the 5S stages throughout your company. Celebrate successes of your team and continuously refine your approach.

The 5S methodology offers a practical and effective framework for creating a well-organised and productive work environment. By adopting these principles, you can empower your team to work smarter, not harder.

== Beyond the Workplace ==

Like other tools – e.g. 5Whys - 5S was born and is primarily used in manufacturing and industrial settings. However, its principles can be applied to any work environment, including construction sites, and even to the personal life. By decluttering your physical and digital space, you can free up mental space and enhance overall well-being.

== Final considerations ==

The interesting part of the 5S methodology is that you might already be using it. Keeping your stuff in order has always been a wise behaviour. 5S methodology makes wiseness a step-by-step approach.

The pillars are as easy to remember and to be used as they are powerful. Their application may require specific knowledge of the work processes, but the majority of the situations in the construction industry can be improved in a straightforward way without involving expensive consultants or highly trained employees.

Eventually, the implementation may be enhanced by allowing everyone to contribute. As an example, a competition may be organised between teams managing similar activities: each team might offer innovative ways to address 5S expectations.

All that is required is to start; improvements will come as a natural effect.

== Examples of the 5S methodology ==

[[File:Comparison-between-before-and-after-5S-methodology-application - Researchgate.png]]

Figure 1 – Comparison between before and after 5S methodology application (Researchgate)

[[File:Before and after 5S - 1 Sempai co uk.jpg]]

Figure 2 - Before and after 5S (Sempai)

[[File:Before and after 5S 2 Sempai co uk 1.jpg]]

Figure 3 - Before and after 5S (Sempai)

The following images are generated via artificial intelligence and show the work environment before and after the implementation of the 5S methodology.

[[File:Figure 4 - AI generated example.jpg]]

Figure 4 – AI generated example

[[File:Figure 5 - AI generated example.jpg]]

Figure 5 – AI generated example

[[File:Figure 6 AI generated example.jpg]]

Figure 6 – AI generated example

[[File:Figure 7 AI generated example.jpg]]

Figure 7 – AI generated example

== Reference ==

Hirano, H (1995). 5 pillars of the visual workplace – the sourcebook for 5S implementation. Productivity Press, New York. ISBN: 1-56327-047-1 
[https://about:blank/#v=onepage&q=H.%20Hirano&f=false 5 Pillars of the Visual Workplace - Hiroyuki Hirano - Google Books]

Researchgate – Figure 1 “Comparison between before and after 5S methodology application “ Uploaded by Mariano Jiménez Calzado [https://www.researchgate.net/figure/Comparison-between-before-and-after-5S-methodology-application_fig5_276267985 https://www.researchgate.net/figure/Comparison-between-before-and-after-5S-methodology-application_fig5_276267985]

Sempai.co.uk. Figure 2 & 3 “Before and after 5S”. www.sempai.co.uk

-----
Original article written by [https://www.linkedin.com/in/giorgiomannellimanagement/ Giorgio Mannelli] & reviewed by [https://www.linkedin.com/in/jonadshead/ G]raham Taylor and Alistair Connon on behalf of the [http://consig.org/ Construction Special Interest Group (ConSIG) Thought Leadership Group (TLG former KWG)]. Article peer reviewed by the TLG and accepted for publication by the ConSIG Steering Committee. The [https://www.designingbuildings.co.uk/wiki/Information information] in this article was [https://www.designingbuildings.co.uk/wiki/Accurate accurate] at the time of the [https://www.designingbuildings.co.uk/wiki/Review review].

[[Category:Projects_and_case_studies]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Operations]]

File:Figure 7 – AI generated example.jpg

2025-04-19T17:27:51Z

ConSIG CWG:

File:Figure 6 – AI generated example.jpg

2025-04-19T17:27:20Z

ConSIG CWG:

File:Figure 5 - AI generated example.jpg

2025-04-19T17:26:51Z

ConSIG CWG:

File:Figure 4 - AI generated example.jpg

2025-04-19T17:26:23Z

ConSIG CWG:

File:Before and after 5S 2 Sempai co uk 1.jpg

2025-04-19T17:20:12Z

ConSIG CWG: uploaded a new version of "File:Before and after 5S 2 Sempai co uk 1.jpg"

File:Before and after 5S 2 Sempai co uk 1.jpg

2025-04-19T17:20:09Z

ConSIG CWG: uploaded a new version of "File:Before and after 5S 2 Sempai co uk 1.jpg"

File:Before and after 5S 2 Sempai co uk 1.jpg

2025-04-19T17:20:07Z

ConSIG CWG:

File:Before and after 5S - 1 Sempai co uk.jpg

2025-04-19T17:19:07Z

ConSIG CWG:

File:Comparison-between-before-and-after-5S-methodology-application - Researchgate.png

2025-04-19T17:17:24Z

ConSIG CWG:

User:ConSIG CWG

2025-02-10T07:05:14Z

ConSIG CWG:

The Construction Special Interest Group, Competency Working Group (ConSIG CWG) of the Chartered Quality Institute (CQI) is a group of construction representatives including consultants, contractors, subcontractors and client organisations who are committed to working collaboratively to improve quality across the Construction Industry with specific focus on elements related to competency.

The articles published on Designing Buildings Wiki include but are not limited to:

# [[5_Whys|5 Whys]]
# [[Annex_SL|Annex SL]]
# [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|Anti-bribery and Ethics - A Construction Perspective]]
# [[Assurance_and_self-certification|Assurance and self-certification]]
# [[Auditing_management_systems|Auditing management systems]]
# [[Building_completion|Building completion]]
# [[CDM_Regulations:_a_quality_perspective|CDM Regulations: a quality perspective]]
# [[Change_control:_a_quality_perspective|Change control: a quality perspective]]
# [[Checking_and_approval_in_design_-_a_quality_management_perspective|Checking and approval in design - a quality management perspective]]
# [[Collaboration:_a_quality_management_perspective|Collaboration: a quality management perspective]]
# [[Continuous_Quality_Clues:_A_New_Approach_to_Quality_Control|Continuous Quality Clues: A New Approach to Quality Control]]
# [[Cost_of_quality_(COQ)|Cost of quality (COQ)]]
# [[Daily_huddle:_a_construction_perspective|Daily Huddle]]
# [[Design_Best_Practice_Self-Assessment_Tool|Design Best Practice Self-Assessment Tool]]
# [[Design_freeze:_a_quality_perspective|Design freeze: a quality perspective]]
# [[Design:_a_quality_management_perspective|Design: a quality management perspective]]
# [[Digital_quality_management_in_construction|Digital quality management in construction]]
# [[Digital_transformation|Digital transformation]]
# [[Failure_modes_and_effect_analysis_(FMEA)|Failure modes and effect analysis (FMEA)]]
# [[How_to_check_certification_(e.g._ISO_9001,_ISO_45001,_UKAS_etc.)|How to check certification (e.g. ISO 9001, ISO 45001, UKAS etc.)]]
# [[How_to_write_an_inspection_and_test_plan|How to write an inspection and test plan]]
# [[Inspection_%26_Test_Plan|Inspection & Test Plan]]
# [[Interpersonal_Relationships_in_Auditing|Interpersonal Relationships in Auditing]]
# [[Lean_Construction_-_A_Quality_Perspective|Lean Construction - A Quality Perspective]]
# [[Learning_from_lessons:_a_quality_perspective|Learning from lessons: a quality perspective]]
# [[Lifts_and_Escalators:_A_Quality_Perspective|Lifts and Escalators: A Quality Perspective]]
# [[Mobilisation_to_site:_a_quality_perspective|Mobilisation to site: a quality perspective]]
# [[Off-Site_Manufacturing|Off-Site Manufacturing]]
# [[Process_and_Flowcharting_/_Mapping_(Including_Standardisation)|Process and Flowcharting / Mapping (Including Standardisation)]]
# [[Quality_Benchmarks_-_A_Construction_Perspective|Quality Benchmarks - A Construction Perspective]]
# [[Quality_Checklist|Quality checklist]]
# [[Quality_culture_and_behaviours|Quality culture and behaviours]]
# [[Quality_in_the_Nuclear_sector|Quality in the Nuclear sector]]
# [[Quality_management_systems_(QMS)_-_beyond_the_documentation|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]]
# [[Risk_assessment:_a_quality_perspective|Risk assessment: a quality perspective]]
# [[Stakeholder_management:_a_quality_perspective|Stakeholder management: a quality perspective]]
# [[Structural_steelwork:_a_quality_perspective|Structural steelwork: a quality perspective]]
# [[Successful_Audits_-_Techniques_for_Everyone|Successful Audits - Techniques for Everyone]]
# [[Temporary_Works_Design_-_A_Quality_Management_Perspective|Temporary Works Design - A Quality Management Perspective]]
# [[The_importance_of_welding_assurance|The importance of welding assurance]]
# [[UKCA_and_CE_marking;_changes_in_detail|UKCA and CE marking]]
# [[Value_Stream_Mapping_in_the_Construction_Industry|Value Stream Mapping in the Construction Industry]]
# ‎[[What_is_continuous_improvement|What is continuous improvement]]
# [[Why_should_quality_be_important_to_the_construction_industry%3F|Why should quality be important to the construction industry?]]

Please visit the [https://www.quality.org/article/cqi-construction-special-interest-group-consig ConSIG page] on the [[w/index.php?title=Www.quality.org&action=edit&redlink=1|CQI website]] for further information.

Process and flowcharting; mapping approaches for standardisation

2025-02-09T18:32:58Z

ConSIG CWG:

= Introduction =

Process flowcharting is usually considered as one of the 7 classic tools of quality, together with Pareto charts, cause-and-effect diagrams, control charts, check sheets, scatter diagrams, and histograms. Flowcharts are used to visualise the steps involved in a process. This method helps organisations understand, analyse, and improve their workflows. By standardising these processes, businesses can ensure consistency, efficiency, and quality across their operations.

Flowcharts can also be used to show the interfaces between departments/teams internally, and external stakeholders involved in/party to the process.

As well, they can also refer to a drop down sub process where more detail of a specific activity, eg a work instruction is needed for control.

= What is a Process? =

A process is an activity or group of activities starting with an input, adding value to it, and arriving to an output for a customer. It can be a planned and repetitive sequence of steps to provide a service or a product.

= What is a Flowchart and is it different from a process map? =

A flowchart is a map to show the sequence of steps and decision points that exist in a process.

The reference to “a map” causes confusion in the terminology. Commonly, process flowchart and process mapping are used interchangeably and, for this article, they will be used as synonyms. However, a process map is a more comprehensive representation of a process as it is not limited to steps, but includes inputs, outputs, roles and timelines.

So, process flowcharts and process maps differ for:

* The level of detail – a process map is a more comprehensive representation of a process as it is not limited to steps, but includes inputs, outputs, roles and timelines.
* Scope – flowchart better suits simple processes, while more complex ones may benefit from a process map
* Purpose – flowcharts can summarise a process to simplify its communication to the team and enhancing the understanding of what the work is about. Process maps, having higher level of details, can support analysis and improvement more than immediate application.

= When to use a Flowchart? =

A flowchart is quite versatile as it can be used to:

* Show the current status of a process.
* Mark changes
* Re-design a process

A flowchart can show actions, materials or services, reminding when a decision needs to be made and what options come from that. It can be adapted to virtually any process in any industry and can exist as a stand-alone document or to clarify the content of a procedure or work instruction.

What types of flowcharts exist?

The term flowchart encompasses a variety of charts. Some of them align with the scope of this article: macro- flowchart and top-down flowcharts. The others are mentioned here for completeness of information but are more complex and would require a longer and more detailed description on how to produce them.

The main flowcharts are:

* Macro flowchart (or high-level flowchart or high-level process map)

It shows the major steps of the process. It can be used as a starting point to show the bigger picture, before details are added. An example is the main steps to fill in an order.

[[File:Example_of_Macro_Flowchart_to_describe_how_to_fill_in_an_order.jpg|link=File:Example_of_Macro_Flowchart_to_describe_how_to_fill_in_an_order.jpg]]

Figure 1 – Example of Macro Flowchart to describe how to fill in an order

* Top-down flowchart

The focus is on major steps and the first level below them. The purpose is mainly clarity: not too many details but still enough to have a better understanding.

[[File:Example_of_Top-down_Flowchart_to_describe_how_to_prepare_an_offer.jpg|link=File:Example_of_Top-down_Flowchart_to_describe_how_to_prepare_an_offer.jpg]]

Figure 2 – Example of Top-down Flowchart to describe how to prepare an offer

* Detailed flowchart

This is the above mention process map: deep into details. It can contain major and minor activities, decisions, delays, and elements showing how the process is done.The production of a detailed flowchart is obviously longer and more articulated than the previous ones.

* Deployment flowchart

As the detailed flowchart, this is also a more complete chart that shows who performs what, who is assigned to each step.

* Several-levelled flowchart

It is a combination of macro and detailed flowcharts, showing different levels of detail of the same process.

= What are the benefits of flowcharts? =

Flowcharts offer numerous benefits for visualising and improving processes. A picture paints a thousand words is very true, especially nowadays when readers attention span to text is generally quite short. Here are some key advantages:

# Clarity and Simplification: used as stand-alone documents or as part of complex procedures, flowcharts break down complex processes into individual steps, making them easier to understand and follow. The logic of a process becomes clear to see.
# Improved Communication: the visual representation done in a flowchart can be easily shared and understood by all team members, enhancing communication and collaboration. It makes it unambiguous
# Identification of Bottlenecks: it can be hard to identify where delays happen in a process. By mapping out the entire process, flowcharts help identify inefficiencies and bottlenecks, allowing for targeted improvements.
# Standardisation: diagrams are less prone than words to interpretation. A flowchart guarantees that processes are performed consistently, supporting quality and reliability.
# Training and Onboarding: flowcharts can contain the main info to get proper understanding of how a process works, without the need to read long documents. So, visual aids can help new employees to quickly grasp processes, speeding up the training and onboarding.
# Documentation: they serve as a record of processes for future reference and audits.
# Problem-Solving: flowcharts help in diagnosing problems by visually tracing the steps where issues may arise.
# Efficiency: flowcharts can streamline processes by highlighting redundant or unnecessary steps, leading to increased efficiency.

= How to make a flowchart? =

The production of flowcharts still benefits from the old fashion “pen and paper” approach. Starting directly with PowerPoint or other software can be an obstacle: first the ideas need to be clear about the target to be achieved and the process to be charted.

These six steps support a good result:

# Write the process to be charted and define the borders of it. The boundary between two processes may overlap so it is critical to define since the start where the limits are. It is not essential that the decision is accurate, as the use of the flowchart will help correcting initial poor decision.
# Clarify the level of detail to be achieved. As shown before, there can be very detailed flowcharts but the deeper the analysis, the longer the time both to produce it and to agree with all the involved stakeholders.
# Use brainstorming to identify all the activities involved. It is a good exercise to verify the correctness and completeness of the procedures or guidelines in place to describe the process.
# Define the correct sequence of the activities.
# Start connecting the activities with arrows to show how the process flows.
# Achieve agreement with all the stakeholders.

The above works better with post-it notes, using one for each step, so that everyone has a clear picture of the activities and can easily relocate any, if needed.

It is for you to decide if you prefer a dogmatic approach by creating the flowchart “the right way” or not, with the standardised symbols. Ideally, because it has to work in your organisation, up to when it is clear to everyone, the correct use of symbols or other elements of the flowchart is of minor importance. After all, flowcharts are a tool: if it reaches the purpose, job done.

The reference to stakeholders is in the wider sense. Depending on the process, it can be useful to involve suppliers, clients and everyone working on the process.

Those who perform the process are the best qualified to draw the flowchart, even if they have never done one before. They hold the knowledge: the rest is merely a graphical representation that can be improved at a later stage, before releasing the flowchart.

The complexity of the process and the number of people involved may dictate how many sessions are needed to complete the task. There is not a right number of meetings. Eventually, there is a right way to conduct them: ensure that everyone participate and have clear the purpose of the meeting, with direct access to all the information.The symbols to be used are available in all main software like PowerPoint. Here below a short selection of symbols, sufficient to satisfy the basic needs.

[[File:Main_symbols_to_satisfy_basic_needs.jpg|link=File:Main_symbols_to_satisfy_basic_needs.jpg]]

Figure 3 – Main symbols to satisfy basic needs

[[File:An_example_of_flowchart_for_pouring_concrete.jpg|link=File:An_example_of_flowchart_for_pouring_concrete.jpg]]

Figure 4 – An example of flowchart for pouring concrete

[[File:An_example_of_flowchart_for_construction_management_-_page_2_of_2.jpg|link=File:An_example_of_flowchart_for_construction_management_-_page_2_of_2.jpg]][[File:An_example_of_flowchart_for_construction_management_-_page_1_of_2-new.jpg|link=File:An_example_of_flowchart_for_construction_management_-_page_1_of_2-new.jpg]]

Figure 5 & 6 – An example of flowchart for construction management

= Conclusions =

Flowcharts are a scalable tool that serves clarity and support improvement. There are various types of flowcharts, mainly linked to a specific level of detail. The lack of experience in producing a flowchart is not a limit: they are tools within everyone’s reach, regardless of their background. What is critical is taking the right steps to obtain a good result: defining the process, involving stakeholders, and fostering collaboration.

Flowcharts are such a powerful tool that they can be used on the go to explain a concept described in pages of procedures. The adherence to the coded symbols is not essential if the message is understood by the involved parties.

Original article written by Giorgio Mannelli, reviewed by Graham Taylor on behalf of the CQI [https://www.designingbuildings.co.uk/wiki/Construction Construction] Special [https://www.designingbuildings.co.uk/wiki/Interest Interest] Group ([https://www.quality.org/article/cqi-construction-special-interest-group-consig ConSIG]), and accepted for publication by the Thought/[https://www.designingbuildings.co.uk/wiki/Knowledge Knowledge] Working Group on 25/11/2024

[[Category:Definitions]] [[Category:Education]] [[Category:International]] [[Category:Theory]] [[Category:Construction_management]] [[Category:Operations]]

Process and flowcharting; mapping approaches for standardisation

2025-02-09T18:30:51Z

ConSIG CWG:

= Introduction =

Process flowcharting is usually considered as one of the 7 classic tools of quality, together with Pareto charts, cause-and-effect diagrams, control charts, check sheets, scatter diagrams, and histograms. Flowcharts are used to visualise the steps involved in a process. This method helps organisations understand, analyse, and improve their workflows. By standardising these processes, businesses can ensure consistency, efficiency, and quality across their operations.

Flowcharts can also be used to show the interfaces between departments/teams internally, and external stakeholders involved in/party to the process.

As well, they can also refer to a drop down sub process where more detail of a specific activity, eg a work instruction is needed for control.

= What is a Process? =

A process is an activity or group of activities starting with an input, adding value to it, and arriving to an output for a customer. It can be a planned and repetitive sequence of steps to provide a service or a product.

= What is a Flowchart and is it different from a process map? =

A flowchart is a map to show the sequence of steps and decision points that exist in a process.

The reference to “a map” causes confusion in the terminology. Commonly, process flowchart and process mapping are used interchangeably and, for this article, they will be used as synonyms. However, a process map is a more comprehensive representation of a process as it is not limited to steps, but includes inputs, outputs, roles and timelines.

So, process flowcharts and process maps differ for:

* The level of detail – a process map is a more comprehensive representation of a process as it is not limited to steps, but includes inputs, outputs, roles and timelines.
* Scope – flowchart better suits simple processes, while more complex ones may benefit from a process map
* Purpose – flowcharts can summarise a process to simplify its communication to the team and enhancing the understanding of what the work is about. Process maps, having higher level of details, can support analysis and improvement more than immediate application.

= When to use a Flowchart? =

A flowchart is quite versatile as it can be used to:

* Show the current status of a process.
* Mark changes
* Re-design a process

A flowchart can show actions, materials or services, reminding when a decision needs to be made and what options come from that. It can be adapted to virtually any process in any industry and can exist as a stand-alone document or to clarify the content of a procedure or work instruction.

What types of flowcharts exist?

The term flowchart encompasses a variety of charts. Some of them align with the scope of this article: macro- flowchart and top-down flowcharts. The others are mentioned here for completeness of information but are more complex and would require a longer and more detailed description on how to produce them.

The main flowcharts are:

* Macro flowchart (or high-level flowchart or high-level process map)

It shows the major steps of the process. It can be used as a starting point to show the bigger picture, before details are added. An example is the main steps to fill in an order.

[[File:Example_of_Macro_Flowchart_to_describe_how_to_fill_in_an_order.jpg|link=File:Example_of_Macro_Flowchart_to_describe_how_to_fill_in_an_order.jpg]]

Figure 1 – Example of Macro Flowchart to describe how to fill in an order

* Top-down flowchart

The focus is on major steps and the first level below them. The purpose is mainly clarity: not too many details but still enough to have a better understanding.

[[File:Example_of_Top-down_Flowchart_to_describe_how_to_prepare_an_offer.jpg|link=File:Example_of_Top-down_Flowchart_to_describe_how_to_prepare_an_offer.jpg]]

Figure 2 – Example of Top-down Flowchart to describe how to prepare an offer

* Detailed flowchart

This is the above mention process map: deep into details. It can contain major and minor activities, decisions, delays, and elements showing how the process is done.The production of a detailed flowchart is obviously longer and more articulated than the previous ones.

* Deployment flowchart

As the detailed flowchart, this is also a more complete chart that shows who performs what, who is assigned to each step.

* Several-levelled flowchart

It is a combination of macro and detailed flowcharts, showing different levels of detail of the same process.

= What are the benefits of flowcharts? =

Flowcharts offer numerous benefits for visualising and improving processes. A picture paints a thousand words is very true, especially nowadays when readers attention span to text is generally quite short. Here are some key advantages:

# Clarity and Simplification: used as stand-alone documents or as part of complex procedures, flowcharts break down complex processes into individual steps, making them easier to understand and follow. The logic of a process becomes clear to see.
# Improved Communication: the visual representation done in a flowchart can be easily shared and understood by all team members, enhancing communication and collaboration. It makes it unambiguous
# Identification of Bottlenecks: it can be hard to identify where delays happen in a process. By mapping out the entire process, flowcharts help identify inefficiencies and bottlenecks, allowing for targeted improvements.
# Standardisation: diagrams are less prone than words to interpretation. A flowchart guarantees that processes are performed consistently, supporting quality and reliability.
# Training and Onboarding: flowcharts can contain the main info to get proper understanding of how a process works, without the need to read long documents. So, visual aids can help new employees to quickly grasp processes, speeding up the training and onboarding.
# Documentation: they serve as a record of processes for future reference and audits.
# Problem-Solving: flowcharts help in diagnosing problems by visually tracing the steps where issues may arise.
# Efficiency: flowcharts can streamline processes by highlighting redundant or unnecessary steps, leading to increased efficiency.

= How to make a flowchart? =

The production of flowcharts still benefits from the old fashion “pen and paper” approach. Starting directly with PowerPoint or other software can be an obstacle: first the ideas need to be clear about the target to be achieved and the process to be charted.

These six steps support a good result:

# Write the process to be charted and define the borders of it. The boundary between two processes may overlap so it is critical to define since the start where the limits are. It is not essential that the decision is accurate, as the use of the flowchart will help correcting initial poor decision.
# Clarify the level of detail to be achieved. As shown before, there can be very detailed flowcharts but the deeper the analysis, the longer the time both to produce it and to agree with all the involved stakeholders.
# Use brainstorming to identify all the activities involved. It is a good exercise to verify the correctness and completeness of the procedures or guidelines in place to describe the process.
# Define the correct sequence of the activities.
# Start connecting the activities with arrows to show how the process flows.
# Achieve agreement with all the stakeholders.

The above works better with post-it notes, using one for each step, so that everyone has a clear picture of the activities and can easily relocate any, if needed.

It is for you to decide if you prefer a dogmatic approach by creating the flowchart “the right way” or not, with the standardised symbols. Ideally, because it has to work in your organisation, up to when it is clear to everyone, the correct use of symbols or other elements of the flowchart is of minor importance. After all, flowcharts are a tool: if it reaches the purpose, job done.

The reference to stakeholders is in the wider sense. Depending on the process, it can be useful to involve suppliers, clients and everyone working on the process.

Those who perform the process are the best qualified to draw the flowchart, even if they have never done one before. They hold the knowledge: the rest is merely a graphical representation that can be improved at a later stage, before releasing the flowchart.

The complexity of the process and the number of people involved may dictate how many sessions are needed to complete the task. There is not a right number of meetings. Eventually, there is a right way to conduct them: ensure that everyone participate and have clear the purpose of the meeting, with direct access to all the information.The symbols to be used are available in all main software like PowerPoint. Here below a short selection of symbols, sufficient to satisfy the basic needs.

[[File:Main_symbols_to_satisfy_basic_needs.jpg|link=File:Main_symbols_to_satisfy_basic_needs.jpg]]

Figure 3 – Main symbols to satisfy basic needs

[[File:An_example_of_flowchart_for_pouring_concrete.jpg|link=File:An_example_of_flowchart_for_pouring_concrete.jpg]]

Figure 4 – An example of flowchart for pouring concrete

[[File:An_example_of_flowchart_for_construction_management_-_page_2_of_2.jpg|link=File:An_example_of_flowchart_for_construction_management_-_page_2_of_2.jpg]][[File:An example of flowchart for construction management - page 1 of 2-new.jpg]]

Figure 5 & 6 – An example of flowchart for construction management

= Conclusions =

Flowcharts are a scalable tool that serves clarity and support improvement. There are various types of flowcharts, mainly linked to a specific level of detail. The lack of experience in producing a flowchart is not a limit: they are tools within everyone’s reach, regardless of their background. What is critical is taking the right steps to obtain a good result: defining the process, involving stakeholders, and fostering collaboration.

Flowcharts are such a powerful tool that they can be used on the go to explain a concept described in pages of procedures. The adherence to the coded symbols is not essential if the message is understood by the involved parties.

[[Category:Definitions]] [[Category:Education]] [[Category:International]] [[Category:Theory]] [[Category:Construction_management]] [[Category:Operations]]

File:An example of flowchart for construction management - page 1 of 2-new.jpg

2025-02-09T18:28:52Z

ConSIG CWG:

Process and flowcharting; mapping approaches for standardisation

2025-02-09T18:24:35Z

ConSIG CWG:

= Introduction =

Process flowcharting is usually considered as one of the 7 classic tools of quality, together with Pareto charts, cause-and-effect diagrams, control charts, check sheets, scatter diagrams, and histograms. Flowcharts are used to visualise the steps involved in a process. This method helps organisations understand, analyse, and improve their workflows. By standardising these processes, businesses can ensure consistency, efficiency, and quality across their operations.

Flowcharts can also be used to show the interfaces between departments/teams internally, and external stakeholders involved in/party to the process.

As well, they can also refer to a drop down sub process where more detail of a specific activity, eg a work instruction is needed for control.

= What is a Process? =

A process is an activity or group of activities starting with an input, adding value to it, and arriving to an output for a customer. It can be a planned and repetitive sequence of steps to provide a service or a product.

= What is a Flowchart and is it different from a process map? =

A flowchart is a map to show the sequence of steps and decision points that exist in a process.

The reference to “a map” causes confusion in the terminology. Commonly, process flowchart and process mapping are used interchangeably and, for this article, they will be used as synonyms. However, a process map is a more comprehensive representation of a process as it is not limited to steps, but includes inputs, outputs, roles and timelines.

So, process flowcharts and process maps differ for:

* The level of detail – a process map is a more comprehensive representation of a process as it is not limited to steps, but includes inputs, outputs, roles and timelines.
* Scope – flowchart better suits simple processes, while more complex ones may benefit from a process map
* Purpose – flowcharts can summarise a process to simplify its communication to the team and enhancing the understanding of what the work is about. Process maps, having higher level of details, can support analysis and improvement more than immediate application.

= When to use a Flowchart? =

A flowchart is quite versatile as it can be used to:

* Show the current status of a process.
* Mark changes
* Re-design a process

A flowchart can show actions, materials or services, reminding when a decision needs to be made and what options come from that. It can be adapted to virtually any process in any industry and can exist as a stand-alone document or to clarify the content of a procedure or work instruction.

What types of flowcharts exist?

The term flowchart encompasses a variety of charts. Some of them align with the scope of this article: macro- flowchart and top-down flowcharts. The others are mentioned here for completeness of information but are more complex and would require a longer and more detailed description on how to produce them.

The main flowcharts are:

* Macro flowchart (or high-level flowchart or high-level process map)

It shows the major steps of the process. It can be used as a starting point to show the bigger picture, before details are added. An example is the main steps to fill in an order.

[[File:Example_of_Macro_Flowchart_to_describe_how_to_fill_in_an_order.jpg|link=File:Example_of_Macro_Flowchart_to_describe_how_to_fill_in_an_order.jpg]]

Figure 1 – Example of Macro Flowchart to describe how to fill in an order

* Top-down flowchart 
The focus is on major steps and the first level below them. The purpose is mainly clarity: not too many details but still enough to have a better understanding.

[[File:Example_of_Top-down_Flowchart_to_describe_how_to_prepare_an_offer.jpg|link=File:Example_of_Top-down_Flowchart_to_describe_how_to_prepare_an_offer.jpg]]

Figure 2 – Example of Top-down Flowchart to describe how to prepare an offer

* Detailed flowchart 
This is the above mention process map: deep into details. It can contain major and minor activities, decisions, delays, and elements showing how the process is done.The production of a detailed flowchart is obviously longer and more articulated than the previous ones. 

* Deployment flowchart 
As the detailed flowchart, this is also a more complete chart that shows who performs what, who is assigned to each step. 

* Several-levelled flowchart 
It is a combination of macro and detailed flowcharts, showing different levels of detail of the same process.

= What are the benefits of flowcharts? =

Flowcharts offer numerous benefits for visualising and improving processes. A picture paints a thousand words is very true, especially nowadays when readers attention span to text is generally quite short. Here are some key advantages:

# Clarity and Simplification: used as stand-alone documents or as part of complex procedures, flowcharts break down complex processes into individual steps, making them easier to understand and follow. The logic of a process becomes clear to see.
# Improved Communication: the visual representation done in a flowchart can be easily shared and understood by all team members, enhancing communication and collaboration. It makes it unambiguous
# Identification of Bottlenecks: it can be hard to identify where delays happen in a process. By mapping out the entire process, flowcharts help identify inefficiencies and bottlenecks, allowing for targeted improvements.
# Standardisation: diagrams are less prone than words to interpretation. A flowchart guarantees that processes are performed consistently, supporting quality and reliability.
# Training and Onboarding: flowcharts can contain the main info to get proper understanding of how a process works, without the need to read long documents. So, visual aids can help new employees to quickly grasp processes, speeding up the training and onboarding.
# Documentation: they serve as a record of processes for future reference and audits.
# Problem-Solving: flowcharts help in diagnosing problems by visually tracing the steps where issues may arise.
# Efficiency: flowcharts can streamline processes by highlighting redundant or unnecessary steps, leading to increased efficiency.

= How to make a flowchart? =

The production of flowcharts still benefits from the old fashion “pen and paper” approach. Starting directly with PowerPoint or other software can be an obstacle: first the ideas need to be clear about the target to be achieved and the process to be charted.

These six steps support a good result:

# Write the process to be charted and define the borders of it. The boundary between two processes may overlap so it is critical to define since the start where the limits are. It is not essential that the decision is accurate, as the use of the flowchart will help correcting initial poor decision.
# Clarify the level of detail to be achieved. As shown before, there can be very detailed flowcharts but the deeper the analysis, the longer the time both to produce it and to agree with all the involved stakeholders.
# Use brainstorming to identify all the activities involved. It is a good exercise to verify the correctness and completeness of the procedures or guidelines in place to describe the process.
# Define the correct sequence of the activities.
# Start connecting the activities with arrows to show how the process flows.
# Achieve agreement with all the stakeholders.

The above works better with post-it notes, using one for each step, so that everyone has a clear picture of the activities and can easily relocate any, if needed.

It is for you to decide if you prefer a dogmatic approach by creating the flowchart “the right way” or not, with the standardised symbols. Ideally, because it has to work in your organisation, up to when it is clear to everyone, the correct use of symbols or other elements of the flowchart is of minor importance. After all, flowcharts are a tool: if it reaches the purpose, job done.

The reference to stakeholders is in the wider sense. Depending on the process, it can be useful to involve suppliers, clients and everyone working on the process.

Those who perform the process are the best qualified to draw the flowchart, even if they have never done one before. They hold the knowledge: the rest is merely a graphical representation that can be improved at a later stage, before releasing the flowchart.

The complexity of the process and the number of people involved may dictate how many sessions are needed to complete the task. There is not a right number of meetings. Eventually, there is a right way to conduct them: ensure that everyone participate and have clear the purpose of the meeting, with direct access to all the information.The symbols to be used are available in all main software like PowerPoint. Here below a short selection of symbols, sufficient to satisfy the basic needs.

[[File:Main symbols to satisfy basic needs.jpg]]

Figure 3 – Main symbols to satisfy basic needs

[[File:An example of flowchart for pouring concrete.jpg]]

Figure 4 – An example of flowchart for pouring concrete

[[File:An example of flowchart for construction management - page 2 of 2.jpg]]

Figure 5 & 6 – An example of flowchart for construction management

= Conclusions =

Flowcharts are a scalable tool that serves clarity and support improvement. There are various types of flowcharts, mainly linked to a specific level of detail. The lack of experience in producing a flowchart is not a limit: they are tools within everyone’s reach, regardless of their background. What is critical is taking the right steps to obtain a good result: defining the process, involving stakeholders, and fostering collaboration.

Flowcharts are such a powerful tool that they can be used on the go to explain a concept described in pages of procedures. The adherence to the coded symbols is not essential if the message is understood by the involved parties.

File:An example of flowchart for construction management - page 1 of 2.jpg

2025-02-09T18:23:00Z

ConSIG CWG: uploaded a new version of "File:An example of flowchart for construction management - page 1 of 2.jpg"

File:An example of flowchart for construction management - page 2 of 2.jpg

2025-02-09T18:19:32Z

ConSIG CWG:

File:An example of flowchart for construction management - page 1 of 2.jpg

2025-02-09T18:18:52Z

ConSIG CWG:

File:An example of flowchart for pouring concrete.jpg

2025-02-09T18:16:25Z

ConSIG CWG: uploaded a new version of "File:An example of flowchart for pouring concrete.jpg"

File:An example of flowchart for pouring concrete.jpg

2025-02-09T18:16:22Z

ConSIG CWG:

File:Main symbols to satisfy basic needs.jpg

2025-02-09T18:14:51Z

ConSIG CWG:

Process and flowcharting; mapping approaches for standardisation

2025-02-09T18:12:24Z

ConSIG CWG:

= Introduction =

Process flowcharting is usually considered as one of the 7 classic tools of quality, together with Pareto charts, cause-and-effect diagrams, control charts, check sheets, scatter diagrams, and histograms. Flowcharts are used to visualise the steps involved in a process. This method helps organisations understand, analyse, and improve their workflows. By standardising these processes, businesses can ensure consistency, efficiency, and quality across their operations.

Flowcharts can also be used to show the interfaces between departments/teams internally, and external stakeholders involved in/party to the process.

As well, they can also refer to a drop down sub process where more detail of a specific activity, eg a work instruction is needed for control.

= What is a Process? =

A process is an activity or group of activities starting with an input, adding value to it, and arriving to an output for a customer. It can be a planned and repetitive sequence of steps to provide a service or a product.

= What is a Flowchart and is it different from a process map? =

A flowchart is a map to show the sequence of steps and decision points that exist in a process.

The reference to “a map” causes confusion in the terminology. Commonly, process flowchart and process mapping are used interchangeably and, for this article, they will be used as synonyms. However, a process map is a more comprehensive representation of a process as it is not limited to steps, but includes inputs, outputs, roles and timelines.

So, process flowcharts and process maps differ for:

* The level of detail – a process map is a more comprehensive representation of a process as it is not limited to steps, but includes inputs, outputs, roles and timelines.
* Scope – flowchart better suits simple processes, while more complex ones may benefit from a process map
* Purpose – flowcharts can summarise a process to simplify its communication to the team and enhancing the understanding of what the work is about. Process maps, having higher level of details, can support analysis and improvement more than immediate application.

= When to use a Flowchart? =

A flowchart is quite versatile as it can be used to:

* Show the current status of a process.
* Mark changes
* Re-design a process

A flowchart can show actions, materials or services, reminding when a decision needs to be made and what options come from that. It can be adapted to virtually any process in any industry and can exist as a stand-alone document or to clarify the content of a procedure or work instruction.

What types of flowcharts exist?

The term flowchart encompasses a variety of charts. Some of them align with the scope of this article: macro- flowchart and top-down flowcharts. The others are mentioned here for completeness of information but are more complex and would require a longer and more detailed description on how to produce them.

The main flowcharts are:

* Macro flowchart (or high-level flowchart or high-level process map)

It shows the major steps of the process. It can be used as a starting point to show the bigger picture, before details are added. An example is the main steps to fill in an order.

[[File:Example_of_Macro_Flowchart_to_describe_how_to_fill_in_an_order.jpg|link=File:Example_of_Macro_Flowchart_to_describe_how_to_fill_in_an_order.jpg]]

Figure 1 – Example of Macro Flowchart to describe how to fill in an order

* Top-down flowchart

The focus is on major steps and the first level below them. The purpose is mainly clarity: not too many details but still enough to have a better understanding.

[[File:Example_of_Top-down_Flowchart_to_describe_how_to_prepare_an_offer.jpg|link=File:Example_of_Top-down_Flowchart_to_describe_how_to_prepare_an_offer.jpg]]

Figure 2 – Example of Top-down Flowchart to describe how to prepare an offer

* Detailed flowchart

This is the above mention process map: deep into details. It can contain major and minor activities, decisions, delays, and elements showing how the process is done.The production of a detailed flowchart is obviously longer and more articulated than the previous ones.

* Deployment flowchart

As the detailed flowchart, this is also a more complete chart that shows who performs what, who is assigned to each step.

* Several-levelled flowchart

It is a combination of macro and detailed flowcharts, showing different levels of detail of the same process.

= What are the benefits of flowcharts? =

Flowcharts offer numerous benefits for visualising and improving processes. A picture paints a thousand words is very true, especially nowadays when readers attention span to text is generally quite short. Here are some key advantages:

# Clarity and Simplification: used as stand-alone documents or as part of complex procedures, flowcharts break down complex processes into individual steps, making them easier to understand and follow. The logic of a process becomes clear to see.
# Improved Communication: the visual representation done in a flowchart can be easily shared and understood by all team members, enhancing communication and collaboration. It makes it unambiguous
# Identification of Bottlenecks: it can be hard to identify where delays happen in a process. By mapping out the entire process, flowcharts help identify inefficiencies and bottlenecks, allowing for targeted improvements.
# Standardisation: diagrams are less prone than words to interpretation. A flowchart guarantees that processes are performed consistently, supporting quality and reliability.
# Training and Onboarding: flowcharts can contain the main info to get proper understanding of how a process works, without the need to read long documents. So, visual aids can help new employees to quickly grasp processes, speeding up the training and onboarding.
# Documentation: they serve as a record of processes for future reference and audits.
# Problem-Solving: flowcharts help in diagnosing problems by visually tracing the steps where issues may arise.
# Efficiency: flowcharts can streamline processes by highlighting redundant or unnecessary steps, leading to increased efficiency.

= How to make a flowchart? =

The production of flowcharts still benefits from the old fashion “pen and paper” approach. Starting directly with PowerPoint or other software can be an obstacle: first the ideas need to be clear about the target to be achieved and the process to be charted.

These six steps support a good result:

# Write the process to be charted and define the borders of it. The boundary between two processes may overlap so it is critical to define since the start where the limits are. It is not essential that the decision is accurate, as the use of the flowchart will help correcting initial poor decision.
# Clarify the level of detail to be achieved. As shown before, there can be very detailed flowcharts but the deeper the analysis, the longer the time both to produce it and to agree with all the involved stakeholders.
# Use brainstorming to identify all the activities involved. It is a good exercise to verify the correctness and completeness of the procedures or guidelines in place to describe the process.
# Define the correct sequence of the activities.
# Start connecting the activities with arrows to show how the process flows.
# Achieve agreement with all the stakeholders.

The above works better with post-it notes, using one for each step, so that everyone has a clear picture of the activities and can easily relocate any, if needed.

It is for you to decide if you prefer a dogmatic approach by creating the flowchart “the right way” or not, with the standardised symbols. Ideally, because it has to work in your organisation, up to when it is clear to everyone, the correct use of symbols or other elements of the flowchart is of minor importance. After all, flowcharts are a tool: if it reaches the purpose, job done.

The reference to stakeholders is in the wider sense. Depending on the process, it can be useful to involve suppliers, clients and everyone working on the process.

Those who perform the process are the best qualified to draw the flowchart, even if they have never done one before. They hold the knowledge: the rest is merely a graphical representation that can be improved at a later stage, before releasing the flowchart.

The complexity of the process and the number of people involved may dictate how many sessions are needed to complete the task. There is not a right number of meetings. Eventually, there is a right way to conduct them: ensure that everyone participate and have clear the purpose of the meeting, with direct access to all the information.

The symbols to be used are available in all main software like PowerPoint. Here below a short selection of symbols, sufficient to satisfy the basic needs.

{|
|width="33%"| Symbol
|width="33%"| Name
|width="33%"| Usage
|-
| [[File:w0ar8gWTFUkA75zTClWOzZMtHBgjgIfBcIY5LX6BTd8fWcawzAMs2qE+AuT7DfMVNB1MwAAAABJRU5ErkJggg==]]
| Start/Stop
| The beginning or the end of a sequence.
|-
| [[File:Dxeb1tss9vueLmPaX6wntlNxMWJGCBigIgBIgaIGCBigIgBIgaIGCBigIgBIgaIGCBigIgBIgaIGCBigIgBIgaIGCBigIgBIgaIGCBigIgBIgaIGCBigIgBIgaIGCBigIgBm4iuZ6y5zfWM+bA1tz9dD7+IAPxvjC84rbqWm48lmwAAAABJRU5ErkJggg==]]
| Process
| A step of the activity. It can be an activity itself, whose graphical representation would require an additional flowchart.
|-
| [[File:U7qXpjBtlbknSvwrhCumk69I6warYAAAAAElFTkSuQmCC]]
| Sub process
| An activity that contains a series of small parts.
|-
| [[File:qhCNGVwqpt5FtP9Kw3aQtOAxDxLoEAdp1OjGVTzkJInhdWbWPtvtjOTO047k36Uli1DdQ20gXA4gOt75kOB5AcnyTtARdWbQMBbGns+IpaB9f3RLyPcDtO2fqe6SAAES8IgpADodBvCN8UOP7A1nkAAAAASUVORK5CYII=]]
| Decision
| A “yes/no” decision, each linked to a different path within the flowchart.
|-
| [[File:Fav+trV4+NVX9StHpPtWVv1mvn233WwIAEJeGhj9XG9n5RJzhXgAAAABJRU5ErkJggg==]]
| Manual operation
| An operation done by human being.
|-
| [[File:QYdm+AJTrgpyAAAAABJRU5ErkJggg==]]
| Document
| The need to consider a specific document as step of the flowchart.
|}

Figure 3 – Main symbols to satisfy basic needs

[[File:9k=]]

Figure 4 – An example of flowchart for pouring concrete

[[File:D+q0ljTkzBLzgAAAABJRU5ErkJggg==]]

[[File:0IIIYQQQuQJ8D9Ua+iWScLHTQAAAABJRU5ErkJggg==]]

Figure 5 & 6 – An example of flowchart for construction management

= Conclusions =

Flowcharts are a scalable tool that serves clarity and support improvement. There are various types of flowcharts, mainly linked to a specific level of detail. The lack of experience in producing a flowchart is not a limit: they are tools within everyone’s reach, regardless of their background. What is critical is taking the right steps to obtain a good result: defining the process, involving stakeholders, and fostering collaboration.

Flowcharts are such a powerful tool that they can be used on the go to explain a concept described in pages of procedures. The adherence to the coded symbols is not essential if the message is understood by the involved parties.

Process and flowcharting; mapping approaches for standardisation

2025-02-09T18:07:09Z

ConSIG CWG: Created page with "= Introduction = Process flowcharting is usually considered as one of the 7 classic tools of quality, together with Pareto charts, cause-and-effect diagrams, control charts, che..."

= Introduction =

Process flowcharting is usually considered as one of the 7 classic tools of quality, together with Pareto charts, cause-and-effect diagrams, control charts, check sheets, scatter diagrams, and histograms. Flowcharts are used to visualise the steps involved in a process. This method helps organisations understand, analyse, and improve their workflows. By standardising these processes, businesses can ensure consistency, efficiency, and quality across their operations.

Flowcharts can also be used to show the interfaces between departments/teams internally, and external stakeholders involved in/party to the process.

As well, they can also refer to a drop down sub process where more detail of a specific activity, eg a work instruction is needed for control.

= What is a Process? =

A process is an activity or group of activities starting with an input, adding value to it, and arriving to an output for a customer. It can be a planned and repetitive sequence of steps to provide a service or a product.

= What is a Flowchart and is it different from a process map? =

A flowchart is a map to show the sequence of steps and decision points that exist in a process.

The reference to “a map” causes confusion in the terminology. Commonly, process flowchart and process mapping are used interchangeably and, for this article, they will be used as synonyms. However, a process map is a more comprehensive representation of a process as it is not limited to steps, but includes inputs, outputs, roles and timelines.

So, process flowcharts and process maps differ for:

* The level of detail – a process map is a more comprehensive representation of a process as it is not limited to steps, but includes inputs, outputs, roles and timelines.
* Scope – flowchart better suits simple processes, while more complex ones may benefit from a process map
* Purpose – flowcharts can summarise a process to simplify its communication to the team and enhancing the understanding of what the work is about. Process maps, having higher level of details, can support analysis and improvement more than immediate application.

= When to use a Flowchart? =

A flowchart is quite versatile as it can be used to:

* Show the current status of a process.
* Mark changes
* Re-design a process

A flowchart can show actions, materials or services, reminding when a decision needs to be made and what options come from that. It can be adapted to virtually any process in any industry and can exist as a stand-alone document or to clarify the content of a procedure or work instruction.

What types of flowcharts exist?

The term flowchart encompasses a variety of charts. Some of them align with the scope of this article: macro- flowchart and top-down flowcharts. The others are mentioned here for completeness of information but are more complex and would require a longer and more detailed description on how to produce them.

The main flowcharts are:

* Macro flowchart (or high-level flowchart or high-level process map) 
It shows the major steps of the process. It can be used as a starting point to show the bigger picture, before details are added. An example is the main steps to fill in an order.

[[File:Example of Macro Flowchart to describe how to fill in an order.jpg]]

Figure 1 – Example of Macro Flowchart to describe how to fill in an order

* Top-down flowchart 
The focus is on major steps and the first level below them. The purpose is mainly clarity: not too many details but still enough to have a better understanding.

[[File:Example of Top-down Flowchart to describe how to prepare an offer.jpg]]

Figure 2 – Example of Top-down Flowchart to describe how to prepare an offer

* Detailed flowchart 
This is the above mention process map: deep into details. It can contain major and minor activities, decisions, delays, and elements showing how the process is done.The production of a detailed flowchart is obviously longer and more articulated than the previous ones. 

* Deployment flowchart 
As the detailed flowchart, this is also a more complete chart that shows who performs what, who is assigned to each step. 

* Several-levelled flowchart 
It is a combination of macro and detailed flowcharts, showing different levels of detail of the same process.

= What are the benefits of flowcharts? =

Flowcharts offer numerous benefits for visualising and improving processes. A picture paints a thousand words is very true, especially nowadays when readers attention span to text is generally quite short. Here are some key advantages:

# Clarity and Simplification: used as stand-alone documents or as part of complex procedures, flowcharts break down complex processes into individual steps, making them easier to understand and follow. The logic of a process becomes clear to see.
# Improved Communication: the visual representation done in a flowchart can be easily shared and understood by all team members, enhancing communication and collaboration. It makes it unambiguous
# Identification of Bottlenecks: it can be hard to identify where delays happen in a process. By mapping out the entire process, flowcharts help identify inefficiencies and bottlenecks, allowing for targeted improvements.
# Standardisation: diagrams are less prone than words to interpretation. A flowchart guarantees that processes are performed consistently, supporting quality and reliability.
# Training and Onboarding: flowcharts can contain the main info to get proper understanding of how a process works, without the need to read long documents. So, visual aids can help new employees to quickly grasp processes, speeding up the training and onboarding.
# Documentation: they serve as a record of processes for future reference and audits.
# Problem-Solving: flowcharts help in diagnosing problems by visually tracing the steps where issues may arise.
# Efficiency: flowcharts can streamline processes by highlighting redundant or unnecessary steps, leading to increased efficiency.

= How to make a flowchart? =

The production of flowcharts still benefits from the old fashion “pen and paper” approach. Starting directly with PowerPoint or other software can be an obstacle: first the ideas need to be clear about the target to be achieved and the process to be charted.

These six steps support a good result:

# Write the process to be charted and define the borders of it. The boundary between two processes may overlap so it is critical to define since the start where the limits are. It is not essential that the decision is accurate, as the use of the flowchart will help correcting initial poor decision.
# Clarify the level of detail to be achieved. As shown before, there can be very detailed flowcharts but the deeper the analysis, the longer the time both to produce it and to agree with all the involved stakeholders.
# Use brainstorming to identify all the activities involved. It is a good exercise to verify the correctness and completeness of the procedures or guidelines in place to describe the process.
# Define the correct sequence of the activities.
# Start connecting the activities with arrows to show how the process flows.
# Achieve agreement with all the stakeholders.

The above works better with post-it notes, using one for each step, so that everyone has a clear picture of the activities and can easily relocate any, if needed.

It is for you to decide if you prefer a dogmatic approach by creating the flowchart “the right way” or not, with the standardised symbols. Ideally, because it has to work in your organisation, up to when it is clear to everyone, the correct use of symbols or other elements of the flowchart is of minor importance. After all, flowcharts are a tool: if it reaches the purpose, job done.

The reference to stakeholders is in the wider sense. Depending on the process, it can be useful to involve suppliers, clients and everyone working on the process.

Those who perform the process are the best qualified to draw the flowchart, even if they have never done one before. They hold the knowledge: the rest is merely a graphical representation that can be improved at a later stage, before releasing the flowchart.

The complexity of the process and the number of people involved may dictate how many sessions are needed to complete the task. There is not a right number of meetings. Eventually, there is a right way to conduct them: ensure that everyone participate and have clear the purpose of the meeting, with direct access to all the information.

The symbols to be used are available in all main software like PowerPoint. Here below a short selection of symbols, sufficient to satisfy the basic needs.

File:Example of Top-down Flowchart to describe how to prepare an offer.jpg

2025-02-09T17:57:52Z

ConSIG CWG:

File:Example of Macro Flowchart to describe how to fill in an order.jpg

2025-02-09T17:53:16Z

ConSIG CWG:

Pre-contract award: a quality perspective

2024-11-28T17:03:09Z

ConSIG CWG:

= Introduction =

This article seeks to explain the process of responding to a tender with a focus on potential risk areas such as commercial, technical, safety, quality and environmental. It concentrates on a tendering or competitive bidding approach. It does not consider the financial aspects of bidding.

The Pre-contract award stage covers the activities from receiving an invitation to submit a proposal through to the contract award decision. It is about offer and acceptance, offer by the bidding organization (Bidder) and acceptance by the Client. This article will concentrate on identifying quality-related aspects that apply from receiving the invitation to managing the submission of the offer in response. It is assumed that any prequalification stage in the bidding process has been completed such that initial client/bidder requirements can be met prior to the formal request to bid being received.

Every client wants to receive a reliable and effective asset for there to be a successful result from their project, but this is not enough. They are also seeking to enhance their own reputation with their stakeholders as a further benefit. This therefore presents an opportunity for the Bidder not only to protect its own interests but also to enhance its reputation at the same time. To achieve both, there are five factors that need to be considered by the Bidder at the Pre-contract award stage.

Table 1 - Five factors that need to be considered by the Bidder at the Pre-contract award stage.

[[File:Five_factors_pre-contract.jpg|link=File:Five_factors_pre-contract.jpg]]

Note: These five factors are used as the structure for this article.

= Input: The invitation to bid - Understanding the Client’s requirements =

There are many ways an invitation to bid can be received, e.g. automatic notifications via electronic portals, notices in industry publications, in writing and even verbally.

Understanding the Client’s needs and wants is important, e.g. calling on previous experience of working with this Client, or type of Client, to arrive at a view of their requirements.

The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone. Consideration must be given to the client stated requirements versus their actual needs.

Formal procurement processes allow for submitting enquiries when requirements are not clear to the Bidder. Large Government contracts often have an electronic mechanism for enquiries. Alternatively, the Bidder can ask the Client directly. Many clients are not experts in all the fields of work they are commissioning so will likely welcome your efforts to clarify their position.

It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. Standards and specifications stated in the client requirements must also be taken into consideration.

The first control point (gateway) is for the prospective Bidder to decide whether it is worthwhile for them to commit resources to putting a proposal together. Primarily, this involves a judgement for the Bidder about whether it and its subcontractors have the necessary capabilities (competence) to do the work for the client and whether it has the resources available (labour, equipment and materials). The purpose is to determine whether the task is achievable and if it is financially viable for the Bidder, i.e. offers good value for the return on the investment it will need to make.

An invitation is usually time-limited as to when a response is required. This means the bid team needs to get organized promptly. It also introduces an element of stress that needs to be managed if a good proposal is to be submitted on-time.

= Identifying and mitigating commercial risks that arise from the bid, including oversight of the supply chain =

The response to the Client’s invitation begins with a review of the client’s contractual terms.

This includes understanding any special commitments. These are terms placed on the bidder that are additional to the norm, e.g. responsibility for managing the provision and installation of building cladding, issuing certificate(s) for work performed etc.

The nature of the risks introduced by this work need to be ascertained (via a formal risk evaluation process) – for both Client and Bidder. The Bidder must understand the risks for both organizations in order to deliver a project that serves the Client’s purpose and does not harm the interests of the Bidder.

There are many types of commercial risks depending on the type of organization and its activities. The following are some of the most common in the construction industry:

=== Fulfilling an ethical policy ===

The Bidder must establish whether it wants to work with this Client and its associates on this scheme. Depending on factors such as:

* The source of funding for the scheme being transparent, the type of work (market sector) and the customs.
* Laws and codes of practice of the territory within which the work will take place.
* Bribery and corruption on the part of others is a threat to the bidding company’s reputation by association. Measures against bribery and corruption are also known as anti-fraud or anti-collusion.

Due Diligence is a research process used to identify and mitigate these ethical risks in the company’s working relationship with the client and other parties to the scheme. Due Diligence can extend from internet searches by an individual to a more sophisticated approach by the company in subscribing to electronic search tools specializing in risk. The latter can give a profile of the client’s market challenges and those of other parties’ businesses, and their ethical behaviour. These tools can also provide an understanding of the territory where the scheme is to take place.

The due diligence process can also be applied to suppliers and subcontractors.

Overall, as part of an anti-bribery risk assessment, this information can enable the company to arrive at the level of risk presented by the scheme. Then it will also be clear where actions (countermeasures) are needed whether it be with the client or in dealings with the supply chain.

Avoiding Conflict of Interest (COI), e.g. guarding against using an individual(s) on the bid who has been working on another part of the scheme in question or where that individual has a relative involved in decision making at the client. In both examples, this could give them ‘Insider’ knowledge and therefore provide the bidding organization and its partners with an unethical advantage.

It may be the case that effective mitigation cannot be identified for the risks, e.g. for commercial ones such as bribery and corruption, even after discussion with the client. In such a circumstance, the best option may be to withdraw from the bidding process.

Further information on anti-bribery management is contained in the following article: “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021. [1]

=== Resourcing for the scheme: ===

Competency – There is a need to ascertain whether professionals at all levels with the right skills and knowledge are available, or can be recruited, to work in the territory concerned. These are often referred to as Suitably Qualified & Experienced Persons (SQEP). By law, some countries require an Engineer in the design oversight role who is locally registered.

At this early stage it is necessary to consider where the workforce will be recruited from to prevent any association by the bidder and its subcontractors with ‘Modern Slavery’. Modern slavery can include employing people on poor wages and in harsh conditions. More widely, the term encompasses

trafficking and slavery, servitude and forced or compulsory labour. Avoiding such practices is of particular concern to the construction industry which is vulnerable in this area. For instance, it is important to monitor compliance with living wage legislation (or higher standards) in countries such as the UK.

There is a need to be vigilant where there is a project policy in place to procure locally to the scheme as potential subcontractors and suppliers may not be known to the bidding organization. Nevertheless, the benefits such a policy brings to local communities must be recognized.

Procurement strategy: The technical ability of potential Subcontractors and/or suppliers to meet quality requirements needs to be assessed. Evidence of past performance when working with the organization (available in supplier records) is key information for gauging their ability to deliver to the agreed specifications on this scheme, and to do that on time and on budget. If the Subcontractor / supplier is new to the organization then a more in-depth assessment of performance will be required, likely including an audit or a wider survey of any potential key suppliers’ competencies and capacities.

Purchasing strategy: Resource planning is necessary to identify the availability of relevant physical resources, including materials, equipment and technology which are essential to delivering the project successfully. It may be necessary to identify critical paths in planning for items with a long lead time. It is also important to factor in price inflation for the duration of the scheme for the products to be purchased.

In the Oil & Gas industry, for instance, it is not uncommon for there to be a limited market with only a single source supplier available for some technical activities. This means established relationships are important to be able to draw upon to ensure the organization has a supplier at all, that the quality of their work is known and that their cost is at a competitive rate.

Similarly, again notably in the Oil & Gas industry, there are cases of restriction in the supply chain where equipment is provided by the owner of the asset. Besides any possible concerns around corruption, the bidding organization would want to have involvement in the quality assurance of that equipment as it will have an impact on the successful delivery of the scheme.

=== Procurement gateways ===

The commercial position (pricing) along with the Bidder’s technical capabilities and risk assessments for the scheme are assessed at procurement gateways. These are decision points in the bid where formal reviews are required which culminate in authorization to proceed with the bid being given by management. They are thresholds to be crossed, e.g. before committing resources to develop the bid response further.

Procurement gateways can be internal to the bidding company, e.g. before submission of the proposal, and external as part of the requirements of a client’s procurement portal, typically the case with Government bodies for public sector procurement. Stages for some other gateways are:

* Expression of Interest (EOI).
* Pre-Qualification (PQ) for a tender, which often requires the completion of a questionnaire.
* Invitation To Tender (ITT).

=== Privacy & information ===

The bid team must consider whether it will handle personal data (to or from the client). If it will, it must organize to discharge its obligation to protect the data during handling and while retained in its care. It also has a duty to return or securely destroy that information when no longer required. A risk assessment may be used to plan this protection.

The client may require the signing of a confidentiality agreement by a Director on behalf of the bid organization or even by each member of the team. The implications of such a legally based document need to be assessed before signing.

= Identifying major safety, quality, environmental and technical risks to be mitigated for the scheme =

The Bidder will want to include evidence in the proposal of the awards it has received, such as for health & safety and environment, but it is also necessary to look more closely at the risks presented in these areas for the specific job being bid.

=== Health & Safety and technical risks: ===

Health & Safety risks can often be associated with technical risks. Technical risks can include:

* Innovation: i.e. understanding what potential there may be to construct in a new way (e.g. using unproven technology) that saves cost to the benefit of the client. As it’s new, this introduces a level of risk because it has not been done before. This may be mitigated by putting together a team with a high competence level and having extra review (hold) points to gauge progress.
* Digital: exploiting the potential for automation in construction can have the benefit of addressing risk.
* Location / geography: ascertain whether the construction site is accessible and of suitable terrain in which to work. This may present geotechnical challenges (e.g. tunnelling in sands and clay as with a Metro scheme) or excavating volcanic rock (e.g. as for a hydropower project).

Safety considerations at the Pre-contract award phase will provide an overview of:

* Personal safety – Health & Safety risk assessment, e.g. if site surveys are necessary in advance of contract award, to establish hazards presented by the location, and the issue of a Risk Assessment and Method Statement (RAMS) if any work is to be carried out.
* Design safety – including identifying who will perform the role of Principal Designer.
* Site safety – including the process for appointment of the Principal Contractor.

=== Quality risks: ===

In response to the Grenfell Tower fire disaster in London, UK in 2017 the Construction Industry has released a new standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components. Some additional items it focuses on are:

* Looking at the scheme for its relevance to the whole project lifecycle, not just delivery.
* Again, considering the whole life cycle of the asset through to decommissioning and re-use.
* How straightforward the scheme is to construct (Buildability).
* Taking into account in the planning, the needs of stakeholders who may be impacted by the scheme.

Specifications and standards: There is a need to ensure future compliance by the scheme with specifications and standards. This starts by understanding at the Bid stage the applicability of any the client has quoted in the tender document and seeking to identify others considered relevant.

Where work is outside the base country, it is also important to gain an understanding of laws, regulations and standards that apply in the territory where the scheme will be constructed.

Design: A concern for many Contractors is insufficient checking and approval of the design leading to a potential error going undetected and entering the construction process. Whilst responsibility for this lies with the Designer, it is important the Contractor builds a relationship with them based on trust to provide a degree of assurance.

Partnering: Ideally supply chain partners will work collaboratively to deliver the project. There is a standard for this: ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework [3] – It mandates the key document for managing collaboration between the parties as the Relationship Management Plan (RMP), preparation for which is begun at the Pre-contract award stage.

Further information on risk assessment can be found in the following article: “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022. [4]

=== Environmental risks, including sustainability and social value opportunities ===

An assessment in overview of the most significant aspects and impacts arising for the project is needed at the Pre-contract award stage to guard against surprises later, at the construction stage. This would include:

Environmental, Social value & Governance (ESG)

* All organizations are required by law to ensure that they prevent pollution. ESG goes beyond environmental risk assessment to look at sustainability opportunities and the value of the scheme for its impact on society, including local residents. An example would be the benefits of connectivity of a new rail scheme.

Climate impact and resilience:

* In particular, estimating the amount of carbon which will be used by the scheme and released by it in the manufacturing and construction processes as well as in operation. Reducing the use of steel would be an example of a mitigation measure here.
* Assessing what is required technically for the finished construction to ensure it is resilient to the environmental impacts given the projected levels of climate change, e.g. understanding the construction methods and procurement standards necessary to resist the impact of climate change.

= Output: Addressing Client requirements in the proposal (offer) with risks and opportunities considered =

Once the work has been priced, the aim is to submit an offer that is beneficial to both the Client’s and Bidder’s organizations, financially, technically and with risks known. The bid needs to offer added value to the Client for the investment in the asset it is making and a profitable return for the Bidder for successful delivery.

=== Bid matched to Client’s requirements ===

It may seem obvious, but a well-written proposal addresses the Client’s requirements directly and considers their explicit and implied expectations. The Client will after all be assessing the bid on this basis, so it is important to make it easy for them. The proposal should also, where necessary, set out the Bidder’s understanding of certain key points such as risks, for the avoidance of doubt.

The focus should be on delivering what the Client wants, not what the Bidder wants the Client to want.

=== Bid structured to protect and enhance the bidding company’s interests ===

At this stage, all the actions necessary to mitigate the risks identified in the bid must be understood and considered achievable, both practically and economically.

Opportunities are usually considered in tandem with risks and the resulting understanding of the potential benefits presented by the scheme can differentiate the bid from a competitor’s offering, i.e. in marketing terms an opportunity can prove to be a Unique Selling Point (USP).

In the same way, plans for effective risk mitigation, particularly of technical risks, can also set the proposal apart from rival bidders.

Learning gained to date should be assimilated into the bid by calling on:

* Knowledge from earlier bids of this type, both successful and unsuccessful ones (i.e. an understanding of why that was).
* Experience gained from previous technical work similar to this scheme.

= Activities while awaiting the bid decision and on receipt of that decision =

It is good practice to prepare for the likelihood of mobilization should the contract be won.

=== Plan the handover ===

At this point, even though the award decision is not known, it is important to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised as soon as the go ahead for the scheme is received:

* Clearly defined Scope of Work.
* Schedules – programme and deliverables.
* Any technical documentation, including drawings provided by the client in the tender.
* Risk and Opportunity (RNO) assessments.
* Record of the review of the risks introduced by commercial terms - to inform the review that will take place later, on award.

Many organizations have a Customer Relationship Management (CRM) system on which to track the status of the bid. These can enable reminders to be set at defined intervals, e.g. to act as prompts to follow up on progress with the client.

=== Contract award ===

On receipt, the contract itself (the acceptance by the client) needs to be reviewed by the bidding organization to ensure it has a comprehensive understanding of what is required to be delivered. Clarifications may be sought from the client to ensure both parties have a shared understanding.

Furthermore, the successful Bidder, must also check the contract to confirm whether there are any variations to what was proposed. If there are, there needs to be a process for managing change, including internal authorization by the Bidder, to accept those changes (known as Change Control).

This review is also sought by ISO 9001:2015 – Quality management systems – Requirements [5] which requires a review before committing to supply products and services to a client. That commitment would be the signing of the contract.

Further development of the planning, including resource scheduling, can now begin.

=== Strengths and weaknesses ===

When the result of the bid is known (positive or negative) the bidding organization should request feedback from the client in order to learn from the client what attributes of the proposal made it attractive to them, and/or where thy felt it could be improved upon. This knowledge can assist with framing responses to future bid activity with a range of clients.

= Summary =

Pre-contract award is the initial tender stage for a construction scheme that must be managed effectively for the Bidder to be successful in winning the work itself. Done well, the Pre-contract award stage mitigates risk areas such as commercial, technical, safety, quality and environmental and identifies value for both client and bidder, and in more than just financial terms.

The following five factors are important at this stage:

# Input: Understanding the Client’s requirements in the invitation.
# Identifying and mitigating commercial risks, including oversight of the supply chain.
# Identifying other major risks to be mitigated.
# Output: Addressing Client requirements with risks and opportunities considered.
# Activities while awaiting the bid decision.

It may be beneficial that an internal review is conducted by the Bidder prior to formal submission of the proposal document to the client. It is recommended that this should be conducted by the Bidder’s personnel who have not been involved in the bidding process such that they can act as the prospective client.

The proposal submitted should address all aspects of the stated client requirements as well as any other options and/or opportunities as deemed relevant.

These are some ideas from the article that may be beneficial:

* The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone.
* It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. This will ‘add value’ to the content of the proposal.
* For managing quality risks, this article references the new construction industry standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components.
* Planning the handover to the delivery team is important, even though the award decision may not yet be known, it is necessary to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised

This article does not consider the financial aspects of bidding.

= Reference sources: =

[1] “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021.

[2] BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector.

[3] ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework.

[4] “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022.

[5] This review is also sought by ISO 9001:2015 – Quality management systems – Requirements.

Original article written by [https://www.linkedin.com/in/kevin-rogers-61448361?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAAA0P37AB5OJX_ROyowfguowHrPQTvJhlYm4&lipi=urn%3Ali%3Apage%3Asearch_results_generic_index%3Bffffcfd8-0360-443d-95bb-6237cf7c621c Kevin Rogers] & reviewed by [https://www.linkedin.com/in/colin-harley-cqp-fcqi-ieng-miet-70a745a3?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAABYALboBlRsitS3sogtaRmQnXW4Nq6xGQb8&lipi=urn%3Ali%3Apage%3Ad_flagship3_search_srp_all%3BDb3s1ka9QvGKMz9VVKOiXg%3D%3D Colin Harley] on behalf of the [http://consig.org/ Construction Special Interest (ConSIG) Comptency Working Group (CWG)]. Article peer reviewed by the CWG and accepted for publication by the ConSIG Steering Committee 27/11/2024.

[[Category:Organisations]] [[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Contracts_/_payment]] [[Category:Operations]]

Pre-contract award: a quality perspective

2024-11-28T17:01:40Z

ConSIG CWG:

= Introduction =

This article seeks to explain the process of responding to a tender with a focus on potential risk areas such as commercial, technical, safety, quality and environmental. It concentrates on a tendering or competitive bidding approach. It does not consider the financial aspects of bidding.

The Pre-contract award stage covers the activities from receiving an invitation to submit a proposal through to the contract award decision. It is about offer and acceptance, offer by the bidding organization (Bidder) and acceptance by the Client. This article will concentrate on identifying quality-related aspects that apply from receiving the invitation to managing the submission of the offer in response. It is assumed that any prequalification stage in the bidding process has been completed such that initial client/bidder requirements can be met prior to the formal request to bid being received.

Every client wants to receive a reliable and effective asset for there to be a successful result from their project, but this is not enough. They are also seeking to enhance their own reputation with their stakeholders as a further benefit. This therefore presents an opportunity for the Bidder not only to protect its own interests but also to enhance its reputation at the same time. To achieve both, there are five factors that need to be considered by the Bidder at the Pre-contract award stage.

Table 1 - Five factors that need to be considered by the Bidder at the Pre-contract award stage.

[[File:Five_factors_pre-contract.jpg|link=File:Five_factors_pre-contract.jpg]]

Note: These five factors are used as the structure for this article.

= Input: The invitation to bid - Understanding the Client’s requirements =

There are many ways an invitation to bid can be received, e.g. automatic notifications via electronic portals, notices in industry publications, in writing and even verbally.

Understanding the Client’s needs and wants is important, e.g. calling on previous experience of working with this Client, or type of Client, to arrive at a view of their requirements.

The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone. Consideration must be given to the client stated requirements versus their actual needs.

Formal procurement processes allow for submitting enquiries when requirements are not clear to the Bidder. Large Government contracts often have an electronic mechanism for enquiries. Alternatively, the Bidder can ask the Client directly. Many clients are not experts in all the fields of work they are commissioning so will likely welcome your efforts to clarify their position.

It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. Standards and specifications stated in the client requirements must also be taken into consideration.

The first control point (gateway) is for the prospective Bidder to decide whether it is worthwhile for them to commit resources to putting a proposal together. Primarily, this involves a judgement for the Bidder about whether it and its subcontractors have the necessary capabilities (competence) to do the work for the client and whether it has the resources available (labour, equipment and materials). The purpose is to determine whether the task is achievable and if it is financially viable for the Bidder, i.e. offers good value for the return on the investment it will need to make.

An invitation is usually time-limited as to when a response is required. This means the bid team needs to get organized promptly. It also introduces an element of stress that needs to be managed if a good proposal is to be submitted on-time.

= Identifying and mitigating commercial risks that arise from the bid, including oversight of the supply chain =

The response to the Client’s invitation begins with a review of the client’s contractual terms.

This includes understanding any special commitments. These are terms placed on the bidder that are additional to the norm, e.g. responsibility for managing the provision and installation of building cladding, issuing certificate(s) for work performed etc.

The nature of the risks introduced by this work need to be ascertained (via a formal risk evaluation process) – for both Client and Bidder. The Bidder must understand the risks for both organizations in order to deliver a project that serves the Client’s purpose and does not harm the interests of the Bidder.

There are many types of commercial risks depending on the type of organization and its activities. The following are some of the most common in the construction industry:

=== a) Fulfilling an ethical policy ===

The Bidder must establish whether it wants to work with this Client and its associates on this scheme. Depending on factors such as:

* The source of funding for the scheme being transparent, the type of work (market sector) and the customs.
* Laws and codes of practice of the territory within which the work will take place.
* Bribery and corruption on the part of others is a threat to the bidding company’s reputation by association. Measures against bribery and corruption are also known as anti-fraud or anti-collusion.

Due Diligence is a research process used to identify and mitigate these ethical risks in the company’s working relationship with the client and other parties to the scheme. Due Diligence can extend from internet searches by an individual to a more sophisticated approach by the company in subscribing to electronic search tools specializing in risk. The latter can give a profile of the client’s market challenges and those of other parties’ businesses, and their ethical behaviour. These tools can also provide an understanding of the territory where the scheme is to take place.

The due diligence process can also be applied to suppliers and subcontractors.

Overall, as part of an anti-bribery risk assessment, this information can enable the company to arrive at the level of risk presented by the scheme. Then it will also be clear where actions (countermeasures) are needed whether it be with the client or in dealings with the supply chain.

Avoiding Conflict of Interest (COI), e.g. guarding against using an individual(s) on the bid who has been working on another part of the scheme in question or where that individual has a relative involved in decision making at the client. In both examples, this could give them ‘Insider’ knowledge and therefore provide the bidding organization and its partners with an unethical advantage.

It may be the case that effective mitigation cannot be identified for the risks, e.g. for commercial ones such as bribery and corruption, even after discussion with the client. In such a circumstance, the best option may be to withdraw from the bidding process.

Further information on anti-bribery management is contained in the following article: “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021. [1]

=== b) Resourcing for the scheme: ===

Competency – There is a need to ascertain whether professionals at all levels with the right skills and knowledge are available, or can be recruited, to work in the territory concerned. These are often referred to as Suitably Qualified & Experienced Persons (SQEP). By law, some countries require an Engineer in the design oversight role who is locally registered.

At this early stage it is necessary to consider where the workforce will be recruited from to prevent any association by the bidder and its subcontractors with ‘Modern Slavery’. Modern slavery can include employing people on poor wages and in harsh conditions. More widely, the term encompasses

trafficking and slavery, servitude and forced or compulsory labour. Avoiding such practices is of particular concern to the construction industry which is vulnerable in this area. For instance, it is important to monitor compliance with living wage legislation (or higher standards) in countries such as the UK.

There is a need to be vigilant where there is a project policy in place to procure locally to the scheme as potential subcontractors and suppliers may not be known to the bidding organization. Nevertheless, the benefits such a policy brings to local communities must be recognized.

Procurement strategy: The technical ability of potential Subcontractors and/or suppliers to meet quality requirements needs to be assessed. Evidence of past performance when working with the organization (available in supplier records) is key information for gauging their ability to deliver to the agreed specifications on this scheme, and to do that on time and on budget. If the Subcontractor / supplier is new to the organization then a more in-depth assessment of performance will be required, likely including an audit or a wider survey of any potential key suppliers’ competencies and capacities.

Purchasing strategy: Resource planning is necessary to identify the availability of relevant physical resources, including materials, equipment and technology which are essential to delivering the project successfully. It may be necessary to identify critical paths in planning for items with a long lead time. It is also important to factor in price inflation for the duration of the scheme for the products to be purchased.

In the Oil & Gas industry, for instance, it is not uncommon for there to be a limited market with only a single source supplier available for some technical activities. This means established relationships are important to be able to draw upon to ensure the organization has a supplier at all, that the quality of their work is known and that their cost is at a competitive rate.

Similarly, again notably in the Oil & Gas industry, there are cases of restriction in the supply chain where equipment is provided by the owner of the asset. Besides any possible concerns around corruption, the bidding organization would want to have involvement in the quality assurance of that equipment as it will have an impact on the successful delivery of the scheme.

=== c) Procurement gateways ===

The commercial position (pricing) along with the Bidder’s technical capabilities and risk assessments for the scheme are assessed at procurement gateways. These are decision points in the bid where formal reviews are required which culminate in authorization to proceed with the bid being given by management. They are thresholds to be crossed, e.g. before committing resources to develop the bid response further.

Procurement gateways can be internal to the bidding company, e.g. before submission of the proposal, and external as part of the requirements of a client’s procurement portal, typically the case with Government bodies for public sector procurement. Stages for some other gateways are:

* Expression of Interest (EOI).
* Pre-Qualification (PQ) for a tender, which often requires the completion of a questionnaire.
* Invitation To Tender (ITT).

=== d) Privacy & information ===

The bid team must consider whether it will handle personal data (to or from the client). If it will, it must organize to discharge its obligation to protect the data during handling and while retained in its care. It also has a duty to return or securely destroy that information when no longer required. A risk assessment may be used to plan this protection.

The client may require the signing of a confidentiality agreement by a Director on behalf of the bid organization or even by each member of the team. The implications of such a legally based document need to be assessed before signing.

= Identifying major safety, quality, environmental and technical risks to be mitigated for the scheme =

The Bidder will want to include evidence in the proposal of the awards it has received, such as for health & safety and environment, but it is also necessary to look more closely at the risks presented in these areas for the specific job being bid.

=== a) Health & Safety and technical risks: ===

Health & Safety risks can often be associated with technical risks. Technical risks can include:

* Innovation: i.e. understanding what potential there may be to construct in a new way (e.g. using unproven technology) that saves cost to the benefit of the client. As it’s new, this introduces a level of risk because it has not been done before. This may be mitigated by putting together a team with a high competence level and having extra review (hold) points to gauge progress.
* Digital: exploiting the potential for automation in construction can have the benefit of addressing risk.
* Location / geography: ascertain whether the construction site is accessible and of suitable terrain in which to work. This may present geotechnical challenges (e.g. tunnelling in sands and clay as with a Metro scheme) or excavating volcanic rock (e.g. as for a hydropower project).

Safety considerations at the Pre-contract award phase will provide an overview of:

* Personal safety – Health & Safety risk assessment, e.g. if site surveys are necessary in advance of contract award, to establish hazards presented by the location, and the issue of a Risk Assessment and Method Statement (RAMS) if any work is to be carried out.
* Design safety – including identifying who will perform the role of Principal Designer.
* Site safety – including the process for appointment of the Principal Contractor.

=== b) Quality risks: ===

In response to the Grenfell Tower fire disaster in London, UK in 2017 the Construction Industry has released a new standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components. Some additional items it focuses on are:

* Looking at the scheme for its relevance to the whole project lifecycle, not just delivery.
* Again, considering the whole life cycle of the asset through to decommissioning and re-use.
* How straightforward the scheme is to construct (Buildability).
* Taking into account in the planning, the needs of stakeholders who may be impacted by the scheme.

Specifications and standards: There is a need to ensure future compliance by the scheme with specifications and standards. This starts by understanding at the Bid stage the applicability of any the client has quoted in the tender document and seeking to identify others considered relevant.

Where work is outside the base country, it is also important to gain an understanding of laws, regulations and standards that apply in the territory where the scheme will be constructed.

Design: A concern for many Contractors is insufficient checking and approval of the design leading to a potential error going undetected and entering the construction process. Whilst responsibility for this lies with the Designer, it is important the Contractor builds a relationship with them based on trust to provide a degree of assurance.

Partnering: Ideally supply chain partners will work collaboratively to deliver the project. There is a standard for this: ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework [3] – It mandates the key document for managing collaboration between the parties as the Relationship Management Plan (RMP), preparation for which is begun at the Pre-contract award stage.

Further information on risk assessment can be found in the following article: “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022. [4]

=== c) Environmental risks, including sustainability and social value opportunities ===

An assessment in overview of the most significant aspects and impacts arising for the project is needed at the Pre-contract award stage to guard against surprises later, at the construction stage. This would include:

Environmental, Social value & Governance (ESG)

* All organizations are required by law to ensure that they prevent pollution. ESG goes beyond environmental risk assessment to look at sustainability opportunities and the value of the scheme for its impact on society, including local residents. An example would be the benefits of connectivity of a new rail scheme.

Climate impact and resilience:

* In particular, estimating the amount of carbon which will be used by the scheme and released by it in the manufacturing and construction processes as well as in operation. Reducing the use of steel would be an example of a mitigation measure here.
* Assessing what is required technically for the finished construction to ensure it is resilient to the environmental impacts given the projected levels of climate change, e.g. understanding the construction methods and procurement standards necessary to resist the impact of climate change.

= Output: Addressing Client requirements in the proposal (offer) with risks and opportunities considered =

Once the work has been priced, the aim is to submit an offer that is beneficial to both the Client’s and Bidder’s organizations, financially, technically and with risks known. The bid needs to offer added value to the Client for the investment in the asset it is making and a profitable return for the Bidder for successful delivery.

=== a) Bid matched to Client’s requirements ===

It may seem obvious, but a well-written proposal addresses the Client’s requirements directly and considers their explicit and implied expectations. The Client will after all be assessing the bid on this basis, so it is important to make it easy for them. The proposal should also, where necessary, set out the Bidder’s understanding of certain key points such as risks, for the avoidance of doubt.

The focus should be on delivering what the Client wants, not what the Bidder wants the Client to want.

=== b) Bid structured to protect and enhance the bidding company’s interests ===

At this stage, all the actions necessary to mitigate the risks identified in the bid must be understood and considered achievable, both practically and economically.

Opportunities are usually considered in tandem with risks and the resulting understanding of the potential benefits presented by the scheme can differentiate the bid from a competitor’s offering, i.e. in marketing terms an opportunity can prove to be a Unique Selling Point (USP).

In the same way, plans for effective risk mitigation, particularly of technical risks, can also set the proposal apart from rival bidders.

Learning gained to date should be assimilated into the bid by calling on:

* Knowledge from earlier bids of this type, both successful and unsuccessful ones (i.e. an understanding of why that was).
* Experience gained from previous technical work similar to this scheme.

= Activities while awaiting the bid decision and on receipt of that decision =

It is good practice to prepare for the likelihood of mobilization should the contract be won.

=== a) Plan the handover ===

At this point, even though the award decision is not known, it is important to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised as soon as the go ahead for the scheme is received:

* Clearly defined Scope of Work.
* Schedules – programme and deliverables.
* Any technical documentation, including drawings provided by the client in the tender.
* Risk and Opportunity (RNO) assessments.
* Record of the review of the risks introduced by commercial terms - to inform the review that will take place later, on award.

Many organizations have a Customer Relationship Management (CRM) system on which to track the status of the bid. These can enable reminders to be set at defined intervals, e.g. to act as prompts to follow up on progress with the client.

=== b) Contract award ===

On receipt, the contract itself (the acceptance by the client) needs to be reviewed by the bidding organization to ensure it has a comprehensive understanding of what is required to be delivered. Clarifications may be sought from the client to ensure both parties have a shared understanding.

Furthermore, the successful Bidder, must also check the contract to confirm whether there are any variations to what was proposed. If there are, there needs to be a process for managing change, including internal authorization by the Bidder, to accept those changes (known as Change Control).

This review is also sought by ISO 9001:2015 – Quality management systems – Requirements [5] which requires a review before committing to supply products and services to a client. That commitment would be the signing of the contract.

Further development of the planning, including resource scheduling, can now begin.

=== c) Strengths and weaknesses ===

When the result of the bid is known (positive or negative) the bidding organization should request feedback from the client in order to learn from the client what attributes of the proposal made it attractive to them, and/or where thy felt it could be improved upon. This knowledge can assist with framing responses to future bid activity with a range of clients.

= Summary =

Pre-contract award is the initial tender stage for a construction scheme that must be managed effectively for the Bidder to be successful in winning the work itself. Done well, the Pre-contract award stage mitigates risk areas such as commercial, technical, safety, quality and environmental and identifies value for both client and bidder, and in more than just financial terms.

The following five factors are important at this stage:

# Input: Understanding the Client’s requirements in the invitation.
# Identifying and mitigating commercial risks, including oversight of the supply chain.
# Identifying other major risks to be mitigated.
# Output: Addressing Client requirements with risks and opportunities considered.
# Activities while awaiting the bid decision.

It may be beneficial that an internal review is conducted by the Bidder prior to formal submission of the proposal document to the client. It is recommended that this should be conducted by the Bidder’s personnel who have not been involved in the bidding process such that they can act as the prospective client.

The proposal submitted should address all aspects of the stated client requirements as well as any other options and/or opportunities as deemed relevant.

These are some ideas from the article that may be beneficial:

* The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone.
* It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. This will ‘add value’ to the content of the proposal.
* For managing quality risks, this article references the new construction industry standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components.
* Planning the handover to the delivery team is important, even though the award decision may not yet be known, it is necessary to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised

This article does not consider the financial aspects of bidding.

= Reference sources: =

[1] “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021.

[2] BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector.

[3] ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework.

[4] “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022.

[5] This review is also sought by ISO 9001:2015 – Quality management systems – Requirements.

Original article written by [https://www.linkedin.com/in/kevin-rogers-61448361?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAAA0P37AB5OJX_ROyowfguowHrPQTvJhlYm4&lipi=urn%3Ali%3Apage%3Asearch_results_generic_index%3Bffffcfd8-0360-443d-95bb-6237cf7c621c Kevin Rogers] & reviewed by [https://www.linkedin.com/in/colin-harley-cqp-fcqi-ieng-miet-70a745a3?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAABYALboBlRsitS3sogtaRmQnXW4Nq6xGQb8&lipi=urn%3Ali%3Apage%3Ad_flagship3_search_srp_all%3BDb3s1ka9QvGKMz9VVKOiXg%3D%3D Colin Harley] on behalf of the [http://consig.org/ Construction Special Interest (ConSIG) Comptency Working Group (CWG)]. Article peer reviewed by the CWG and accepted for publication by the ConSIG Steering Committee 27/11/2024.

[[Category:Organisations]] [[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Contracts_/_payment]] [[Category:Operations]]

Pre-contract award: a quality perspective

2024-11-28T16:59:29Z

ConSIG CWG:

= Introduction =

This article seeks to explain the process of responding to a tender with a focus on potential risk areas such as commercial, technical, safety, quality and environmental. It concentrates on a tendering or competitive bidding approach. It does not consider the financial aspects of bidding.

The Pre-contract award stage covers the activities from receiving an invitation to submit a proposal through to the contract award decision. It is about offer and acceptance, offer by the bidding organization (Bidder) and acceptance by the Client. This article will concentrate on identifying quality-related aspects that apply from receiving the invitation to managing the submission of the offer in response. It is assumed that any prequalification stage in the bidding process has been completed such that initial client/bidder requirements can be met prior to the formal request to bid being received.

Every client wants to receive a reliable and effective asset for there to be a successful result from their project, but this is not enough. They are also seeking to enhance their own reputation with their stakeholders as a further benefit. This therefore presents an opportunity for the Bidder not only to protect its own interests but also to enhance its reputation at the same time. To achieve both, there are five factors that need to be considered by the Bidder at the Pre-contract award stage.

Table 1 - Five factors that need to be considered by the Bidder at the Pre-contract award stage.

[[File:Five_factors_pre-contract.jpg|link=File:Five_factors_pre-contract.jpg]]

Note: These five factors are used as the structure for this article.

= Input: The invitation to bid - Understanding the Client’s requirements =

There are many ways an invitation to bid can be received, e.g. automatic notifications via electronic portals, notices in industry publications, in writing and even verbally.

Understanding the Client’s needs and wants is important, e.g. calling on previous experience of working with this Client, or type of Client, to arrive at a view of their requirements.

The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone. Consideration must be given to the client stated requirements versus their actual needs.

Formal procurement processes allow for submitting enquiries when requirements are not clear to the Bidder. Large Government contracts often have an electronic mechanism for enquiries. Alternatively, the Bidder can ask the Client directly. Many clients are not experts in all the fields of work they are commissioning so will likely welcome your efforts to clarify their position.

It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. Standards and specifications stated in the client requirements must also be taken into consideration.

The first control point (gateway) is for the prospective Bidder to decide whether it is worthwhile for them to commit resources to putting a proposal together. Primarily, this involves a judgement for the Bidder about whether it and its subcontractors have the necessary capabilities (competence) to do the work for the client and whether it has the resources available (labour, equipment and materials). The purpose is to determine whether the task is achievable and if it is financially viable for the Bidder, i.e. offers good value for the return on the investment it will need to make.

An invitation is usually time-limited as to when a response is required. This means the bid team needs to get organized promptly. It also introduces an element of stress that needs to be managed if a good proposal is to be submitted on-time.

= Identifying and mitigating commercial risks that arise from the bid, including oversight of the supply chain =

The response to the Client’s invitation begins with a review of the client’s contractual terms.

This includes understanding any special commitments. These are terms placed on the bidder that are additional to the norm, e.g. responsibility for managing the provision and installation of building cladding, issuing certificate(s) for work performed etc.

The nature of the risks introduced by this work need to be ascertained (via a formal risk evaluation process) – for both Client and Bidder. The Bidder must understand the risks for both organizations in order to deliver a project that serves the Client’s purpose and does not harm the interests of the Bidder.

There are many types of commercial risks depending on the type of organization and its activities. The following are some of the most common in the construction industry:

== a) Fulfilling an ethical policy ==

The Bidder must establish whether it wants to work with this Client and its associates on this scheme. Depending on factors such as:

* The source of funding for the scheme being transparent, the type of work (market sector) and the customs.
* Laws and codes of practice of the territory within which the work will take place.
* Bribery and corruption on the part of others is a threat to the bidding company’s reputation by association. Measures against bribery and corruption are also known as anti-fraud or anti-collusion.

Due Diligence is a research process used to identify and mitigate these ethical risks in the company’s working relationship with the client and other parties to the scheme. Due Diligence can extend from internet searches by an individual to a more sophisticated approach by the company in subscribing to electronic search tools specializing in risk. The latter can give a profile of the client’s market challenges and those of other parties’ businesses, and their ethical behaviour. These tools can also provide an understanding of the territory where the scheme is to take place.

The due diligence process can also be applied to suppliers and subcontractors.

Overall, as part of an anti-bribery risk assessment, this information can enable the company to arrive at the level of risk presented by the scheme. Then it will also be clear where actions (countermeasures) are needed whether it be with the client or in dealings with the supply chain.

Avoiding Conflict of Interest (COI), e.g. guarding against using an individual(s) on the bid who has been working on another part of the scheme in question or where that individual has a relative involved in decision making at the client. In both examples, this could give them ‘Insider’ knowledge and therefore provide the bidding organization and its partners with an unethical advantage.

It may be the case that effective mitigation cannot be identified for the risks, e.g. for commercial ones such as bribery and corruption, even after discussion with the client. In such a circumstance, the best option may be to withdraw from the bidding process.

Further information on anti-bribery management is contained in the following article: “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021. [1]

== b) Resourcing for the scheme: ==

Competency – There is a need to ascertain whether professionals at all levels with the right skills and knowledge are available, or can be recruited, to work in the territory concerned. These are often referred to as Suitably Qualified & Experienced Persons (SQEP). By law, some countries require an Engineer in the design oversight role who is locally registered.

At this early stage it is necessary to consider where the workforce will be recruited from to prevent any association by the bidder and its subcontractors with ‘Modern Slavery’. Modern slavery can include employing people on poor wages and in harsh conditions. More widely, the term encompasses

trafficking and slavery, servitude and forced or compulsory labour. Avoiding such practices is of particular concern to the construction industry which is vulnerable in this area. For instance, it is important to monitor compliance with living wage legislation (or higher standards) in countries such as the UK.

There is a need to be vigilant where there is a project policy in place to procure locally to the scheme as potential subcontractors and suppliers may not be known to the bidding organization. Nevertheless, the benefits such a policy brings to local communities must be recognized.

Procurement strategy: The technical ability of potential Subcontractors and/or suppliers to meet quality requirements needs to be assessed. Evidence of past performance when working with the organization (available in supplier records) is key information for gauging their ability to deliver to the agreed specifications on this scheme, and to do that on time and on budget. If the Subcontractor / supplier is new to the organization then a more in-depth assessment of performance will be required, likely including an audit or a wider survey of any potential key suppliers’ competencies and capacities.

Purchasing strategy: Resource planning is necessary to identify the availability of relevant physical resources, including materials, equipment and technology which are essential to delivering the project successfully. It may be necessary to identify critical paths in planning for items with a long lead time. It is also important to factor in price inflation for the duration of the scheme for the products to be purchased.

In the Oil & Gas industry, for instance, it is not uncommon for there to be a limited market with only a single source supplier available for some technical activities. This means established relationships are important to be able to draw upon to ensure the organization has a supplier at all, that the quality of their work is known and that their cost is at a competitive rate.

Similarly, again notably in the Oil & Gas industry, there are cases of restriction in the supply chain where equipment is provided by the owner of the asset. Besides any possible concerns around corruption, the bidding organization would want to have involvement in the quality assurance of that equipment as it will have an impact on the successful delivery of the scheme.

== c) Procurement gateways ==

The commercial position (pricing) along with the Bidder’s technical capabilities and risk assessments for the scheme are assessed at procurement gateways. These are decision points in the bid where formal reviews are required which culminate in authorization to proceed with the bid being given by management. They are thresholds to be crossed, e.g. before committing resources to develop the bid response further.

Procurement gateways can be internal to the bidding company, e.g. before submission of the proposal, and external as part of the requirements of a client’s procurement portal, typically the case with Government bodies for public sector procurement. Stages for some other gateways are:

* Expression of Interest (EOI).
* Pre-Qualification (PQ) for a tender, which often requires the completion of a questionnaire.
* Invitation To Tender (ITT).

== d) Privacy & information ==

The bid team must consider whether it will handle personal data (to or from the client). If it will, it must organize to discharge its obligation to protect the data during handling and while retained in its care. It also has a duty to return or securely destroy that information when no longer required. A risk assessment may be used to plan this protection.

The client may require the signing of a confidentiality agreement by a Director on behalf of the bid organization or even by each member of the team. The implications of such a legally based document need to be assessed before signing.

= Identifying major safety, quality, environmental and technical risks to be mitigated for the scheme =

The Bidder will want to include evidence in the proposal of the awards it has received, such as for health & safety and environment, but it is also necessary to look more closely at the risks presented in these areas for the specific job being bid.

== a) Health & Safety and technical risks: ==

Health & Safety risks can often be associated with technical risks. Technical risks can include:

* Innovation: i.e. understanding what potential there may be to construct in a new way (e.g. using unproven technology) that saves cost to the benefit of the client. As it’s new, this introduces a level of risk because it has not been done before. This may be mitigated by putting together a team with a high competence level and having extra review (hold) points to gauge progress.
* Digital: exploiting the potential for automation in construction can have the benefit of addressing risk.
* Location / geography: ascertain whether the construction site is accessible and of suitable terrain in which to work. This may present geotechnical challenges (e.g. tunnelling in sands and clay as with a Metro scheme) or excavating volcanic rock (e.g. as for a hydropower project).

Safety considerations at the Pre-contract award phase will provide an overview of:

* Personal safety – Health & Safety risk assessment, e.g. if site surveys are necessary in advance of contract award, to establish hazards presented by the location, and the issue of a Risk Assessment and Method Statement (RAMS) if any work is to be carried out.
* Design safety – including identifying who will perform the role of Principal Designer.
* Site safety – including the process for appointment of the Principal Contractor.

== b) Quality risks: ==

In response to the Grenfell Tower fire disaster in London, UK in 2017 the Construction Industry has released a new standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components. Some additional items it focuses on are:

* Looking at the scheme for its relevance to the whole project lifecycle, not just delivery.
* Again, considering the whole life cycle of the asset through to decommissioning and re-use.
* How straightforward the scheme is to construct (Buildability).
* Taking into account in the planning, the needs of stakeholders who may be impacted by the scheme.

Specifications and standards: There is a need to ensure future compliance by the scheme with specifications and standards. This starts by understanding at the Bid stage the applicability of any the client has quoted in the tender document and seeking to identify others considered relevant.

Where work is outside the base country, it is also important to gain an understanding of laws, regulations and standards that apply in the territory where the scheme will be constructed.

Design: A concern for many Contractors is insufficient checking and approval of the design leading to a potential error going undetected and entering the construction process. Whilst responsibility for this lies with the Designer, it is important the Contractor builds a relationship with them based on trust to provide a degree of assurance.

Partnering: Ideally supply chain partners will work collaboratively to deliver the project. There is a standard for this: ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework [3] – It mandates the key document for managing collaboration between the parties as the Relationship Management Plan (RMP), preparation for which is begun at the Pre-contract award stage.

Further information on risk assessment can be found in the following article: “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022. [4]

== c) Environmental risks, including sustainability and social value opportunities ==

An assessment in overview of the most significant aspects and impacts arising for the project is needed at the Pre-contract award stage to guard against surprises later, at the construction stage. This would include:

Environmental, Social value & Governance (ESG)

* All organizations are required by law to ensure that they prevent pollution. ESG goes beyond environmental risk assessment to look at sustainability opportunities and the value of the scheme for its impact on society, including local residents. An example would be the benefits of connectivity of a new rail scheme.

Climate impact and resilience:

* In particular, estimating the amount of carbon which will be used by the scheme and released by it in the manufacturing and construction processes as well as in operation. Reducing the use of steel would be an example of a mitigation measure here.
* Assessing what is required technically for the finished construction to ensure it is resilient to the environmental impacts given the projected levels of climate change, e.g. understanding the construction methods and procurement standards necessary to resist the impact of climate change.

= Output: Addressing Client requirements in the proposal (offer) with risks and opportunities considered =

Once the work has been priced, the aim is to submit an offer that is beneficial to both the Client’s and Bidder’s organizations, financially, technically and with risks known. The bid needs to offer added value to the Client for the investment in the asset it is making and a profitable return for the Bidder for successful delivery.

== a) Bid matched to Client’s requirements ==

It may seem obvious, but a well-written proposal addresses the Client’s requirements directly and considers their explicit and implied expectations. The Client will after all be assessing the bid on this basis, so it is important to make it easy for them. The proposal should also, where necessary, set out the Bidder’s understanding of certain key points such as risks, for the avoidance of doubt.

The focus should be on delivering what the Client wants, not what the Bidder wants the Client to want.

== b) Bid structured to protect and enhance the bidding company’s interests ==

At this stage, all the actions necessary to mitigate the risks identified in the bid must be understood and considered achievable, both practically and economically.

Opportunities are usually considered in tandem with risks and the resulting understanding of the potential benefits presented by the scheme can differentiate the bid from a competitor’s offering, i.e. in marketing terms an opportunity can prove to be a Unique Selling Point (USP).

In the same way, plans for effective risk mitigation, particularly of technical risks, can also set the proposal apart from rival bidders.

Learning gained to date should be assimilated into the bid by calling on:

* Knowledge from earlier bids of this type, both successful and unsuccessful ones (i.e. an understanding of why that was).
* Experience gained from previous technical work similar to this scheme.

= Activities while awaiting the bid decision and on receipt of that decision =

It is good practice to prepare for the likelihood of mobilization should the contract be won.

== a) Plan the handover ==

At this point, even though the award decision is not known, it is important to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised as soon as the go ahead for the scheme is received:

* Clearly defined Scope of Work.
* Schedules – programme and deliverables.
* Any technical documentation, including drawings provided by the client in the tender.
* Risk and Opportunity (RNO) assessments.
* Record of the review of the risks introduced by commercial terms - to inform the review that will take place later, on award.

Many organizations have a Customer Relationship Management (CRM) system on which to track the status of the bid. These can enable reminders to be set at defined intervals, e.g. to act as prompts to follow up on progress with the client.

== b) Contract award ==

On receipt, the contract itself (the acceptance by the client) needs to be reviewed by the bidding organization to ensure it has a comprehensive understanding of what is required to be delivered. Clarifications may be sought from the client to ensure both parties have a shared understanding.

Furthermore, the successful Bidder, must also check the contract to confirm whether there are any variations to what was proposed. If there are, there needs to be a process for managing change, including internal authorization by the Bidder, to accept those changes (known as Change Control).

This review is also sought by ISO 9001:2015 – Quality management systems – Requirements [5] which requires a review before committing to supply products and services to a client. That commitment would be the signing of the contract.

Further development of the planning, including resource scheduling, can now begin.

== c) Strengths and weaknesses ==

When the result of the bid is known (positive or negative) the bidding organization should request feedback from the client in order to learn from the client what attributes of the proposal made it attractive to them, and/or where thy felt it could be improved upon. This knowledge can assist with framing responses to future bid activity with a range of clients.

= Summary =

Pre-contract award is the initial tender stage for a construction scheme that must be managed effectively for the Bidder to be successful in winning the work itself. Done well, the Pre-contract award stage mitigates risk areas such as commercial, technical, safety, quality and environmental and identifies value for both client and bidder, and in more than just financial terms.

The following five factors are important at this stage:

# Input: Understanding the Client’s requirements in the invitation.
# Identifying and mitigating commercial risks, including oversight of the supply chain.
# Identifying other major risks to be mitigated.
# Output: Addressing Client requirements with risks and opportunities considered.
# Activities while awaiting the bid decision.

It may be beneficial that an internal review is conducted by the Bidder prior to formal submission of the proposal document to the client. It is recommended that this should be conducted by the Bidder’s personnel who have not been involved in the bidding process such that they can act as the prospective client.

The proposal submitted should address all aspects of the stated client requirements as well as any other options and/or opportunities as deemed relevant.

These are some ideas from the article that may be beneficial:

* The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone.
* It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. This will ‘add value’ to the content of the proposal.
* For managing quality risks, this article references the new construction industry standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components.
* Planning the handover to the delivery team is important, even though the award decision may not yet be known, it is necessary to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised

This article does not consider the financial aspects of bidding.

= Reference sources: =

[1] “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021.

[2] BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector.

[3] ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework.

[4] “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022.

[5] This review is also sought by ISO 9001:2015 – Quality management systems – Requirements.

Original article written by [https://www.linkedin.com/in/kevin-rogers-61448361?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAAA0P37AB5OJX_ROyowfguowHrPQTvJhlYm4&lipi=urn%3Ali%3Apage%3Asearch_results_generic_index%3Bffffcfd8-0360-443d-95bb-6237cf7c621c Kevin Rogers] & reviewed by [https://www.linkedin.com/in/colin-harley-cqp-fcqi-ieng-miet-70a745a3?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAABYALboBlRsitS3sogtaRmQnXW4Nq6xGQb8&lipi=urn%3Ali%3Apage%3Ad_flagship3_search_srp_all%3BDb3s1ka9QvGKMz9VVKOiXg%3D%3D Colin Harley] on behalf of the [http://consig.org/ Construction Special Interest (ConSIG) Comptency Working Group (CWG)]. Article peer reviewed by the CWG and accepted for publication by the ConSIG Steering Committee 27/11/2024.

[[Category:Organisations]] [[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Contracts_/_payment]] [[Category:Operations]]

Pre-contract award: a quality perspective

2024-11-28T16:57:32Z

ConSIG CWG:

= Introduction =

This article seeks to explain the process of responding to a tender with a focus on potential risk areas such as commercial, technical, safety, quality and environmental. It concentrates on a tendering or competitive bidding approach. It does not consider the financial aspects of bidding.

The Pre-contract award stage covers the activities from receiving an invitation to submit a proposal through to the contract award decision. It is about offer and acceptance, offer by the bidding organization (Bidder) and acceptance by the Client. This article will concentrate on identifying quality-related aspects that apply from receiving the invitation to managing the submission of the offer in response. It is assumed that any prequalification stage in the bidding process has been completed such that initial client/bidder requirements can be met prior to the formal request to bid being received.

Every client wants to receive a reliable and effective asset for there to be a successful result from their project, but this is not enough. They are also seeking to enhance their own reputation with their stakeholders as a further benefit. This therefore presents an opportunity for the Bidder not only to protect its own interests but also to enhance its reputation at the same time. To achieve both, there are five factors that need to be considered by the Bidder at the Pre-contract award stage.

Table 1 - Five factors that need to be considered by the Bidder at the Pre-contract award stage.

[[File:Five_factors_pre-contract.jpg|link=File:Five_factors_pre-contract.jpg]]

Note: These five factors are used as the structure for this article.

= 1. Input: The invitation to bid - Understanding the Client’s requirements =

There are many ways an invitation to bid can be received, e.g. automatic notifications via electronic portals, notices in industry publications, in writing and even verbally.

Understanding the Client’s needs and wants is important, e.g. calling on previous experience of working with this Client, or type of Client, to arrive at a view of their requirements.

The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone. Consideration must be given to the client stated requirements versus their actual needs.

Formal procurement processes allow for submitting enquiries when requirements are not clear to the Bidder. Large Government contracts often have an electronic mechanism for enquiries. Alternatively, the Bidder can ask the Client directly. Many clients are not experts in all the fields of work they are commissioning so will likely welcome your efforts to clarify their position.

It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. Standards and specifications stated in the client requirements must also be taken into consideration.

The first control point (gateway) is for the prospective Bidder to decide whether it is worthwhile for them to commit resources to putting a proposal together. Primarily, this involves a judgement for the Bidder about whether it and its subcontractors have the necessary capabilities (competence) to do the work for the client and whether it has the resources available (labour, equipment and materials). The purpose is to determine whether the task is achievable and if it is financially viable for the Bidder, i.e. offers good value for the return on the investment it will need to make.

An invitation is usually time-limited as to when a response is required. This means the bid team needs to get organized promptly. It also introduces an element of stress that needs to be managed if a good proposal is to be submitted on-time.

= 2. Identifying and mitigating commercial risks that arise from the bid, including oversight of the supply chain =

The response to the Client’s invitation begins with a review of the client’s contractual terms.

This includes understanding any special commitments. These are terms placed on the bidder that are additional to the norm, e.g. responsibility for managing the provision and installation of building cladding, issuing certificate(s) for work performed etc.

The nature of the risks introduced by this work need to be ascertained (via a formal risk evaluation process) – for both Client and Bidder. The Bidder must understand the risks for both organizations in order to deliver a project that serves the Client’s purpose and does not harm the interests of the Bidder.

There are many types of commercial risks depending on the type of organization and its activities. The following are some of the most common in the construction industry:

== a) Fulfilling an ethical policy ==

The Bidder must establish whether it wants to work with this Client and its associates on this scheme. Depending on factors such as:

* The source of funding for the scheme being transparent, the type of work (market sector) and the customs.
* Laws and codes of practice of the territory within which the work will take place.
* Bribery and corruption on the part of others is a threat to the bidding company’s reputation by association. Measures against bribery and corruption are also known as anti-fraud or anti-collusion.

Due Diligence is a research process used to identify and mitigate these ethical risks in the company’s working relationship with the client and other parties to the scheme. Due Diligence can extend from internet searches by an individual to a more sophisticated approach by the company in subscribing to electronic search tools specializing in risk. The latter can give a profile of the client’s market challenges and those of other parties’ businesses, and their ethical behaviour. These tools can also provide an understanding of the territory where the scheme is to take place.

The due diligence process can also be applied to suppliers and subcontractors.

Overall, as part of an anti-bribery risk assessment, this information can enable the company to arrive at the level of risk presented by the scheme. Then it will also be clear where actions (countermeasures) are needed whether it be with the client or in dealings with the supply chain.

Avoiding Conflict of Interest (COI), e.g. guarding against using an individual(s) on the bid who has been working on another part of the scheme in question or where that individual has a relative involved in decision making at the client. In both examples, this could give them ‘Insider’ knowledge and therefore provide the bidding organization and its partners with an unethical advantage.

It may be the case that effective mitigation cannot be identified for the risks, e.g. for commercial ones such as bribery and corruption, even after discussion with the client. In such a circumstance, the best option may be to withdraw from the bidding process.

Further information on anti-bribery management is contained in the following article: “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021. [1]

== b) Resourcing for the scheme: ==

Competency – There is a need to ascertain whether professionals at all levels with the right skills and knowledge are available, or can be recruited, to work in the territory concerned. These are often referred to as Suitably Qualified & Experienced Persons (SQEP). By law, some countries require an Engineer in the design oversight role who is locally registered.

At this early stage it is necessary to consider where the workforce will be recruited from to prevent any association by the bidder and its subcontractors with ‘Modern Slavery’. Modern slavery can include employing people on poor wages and in harsh conditions. More widely, the term encompasses

trafficking and slavery, servitude and forced or compulsory labour. Avoiding such practices is of particular concern to the construction industry which is vulnerable in this area. For instance, it is important to monitor compliance with living wage legislation (or higher standards) in countries such as the UK.

There is a need to be vigilant where there is a project policy in place to procure locally to the scheme as potential subcontractors and suppliers may not be known to the bidding organization. Nevertheless, the benefits such a policy brings to local communities must be recognized.

Procurement strategy: The technical ability of potential Subcontractors and/or suppliers to meet quality requirements needs to be assessed. Evidence of past performance when working with the organization (available in supplier records) is key information for gauging their ability to deliver to the agreed specifications on this scheme, and to do that on time and on budget. If the Subcontractor / supplier is new to the organization then a more in-depth assessment of performance will be required, likely including an audit or a wider survey of any potential key suppliers’ competencies and capacities.

Purchasing strategy: Resource planning is necessary to identify the availability of relevant physical resources, including materials, equipment and technology which are essential to delivering the project successfully. It may be necessary to identify critical paths in planning for items with a long lead time. It is also important to factor in price inflation for the duration of the scheme for the products to be purchased.

In the Oil & Gas industry, for instance, it is not uncommon for there to be a limited market with only a single source supplier available for some technical activities. This means established relationships are important to be able to draw upon to ensure the organization has a supplier at all, that the quality of their work is known and that their cost is at a competitive rate.

Similarly, again notably in the Oil & Gas industry, there are cases of restriction in the supply chain where equipment is provided by the owner of the asset. Besides any possible concerns around corruption, the bidding organization would want to have involvement in the quality assurance of that equipment as it will have an impact on the successful delivery of the scheme.

== c) Procurement gateways ==

The commercial position (pricing) along with the Bidder’s technical capabilities and risk assessments for the scheme are assessed at procurement gateways. These are decision points in the bid where formal reviews are required which culminate in authorization to proceed with the bid being given by management. They are thresholds to be crossed, e.g. before committing resources to develop the bid response further.

Procurement gateways can be internal to the bidding company, e.g. before submission of the proposal, and external as part of the requirements of a client’s procurement portal, typically the case with Government bodies for public sector procurement. Stages for some other gateways are:

* Expression of Interest (EOI).
* Pre-Qualification (PQ) for a tender, which often requires the completion of a questionnaire.
* Invitation To Tender (ITT).

== d) Privacy & information ==

The bid team must consider whether it will handle personal data (to or from the client). If it will, it must organize to discharge its obligation to protect the data during handling and while retained in its care. It also has a duty to return or securely destroy that information when no longer required. A risk assessment may be used to plan this protection.

The client may require the signing of a confidentiality agreement by a Director on behalf of the bid organization or even by each member of the team. The implications of such a legally based document need to be assessed before signing.

= 3. Identifying major safety, quality, environmental and technical risks to be mitigated for the scheme =

The Bidder will want to include evidence in the proposal of the awards it has received, such as for health & safety and environment, but it is also necessary to look more closely at the risks presented in these areas for the specific job being bid.

== a) Health & Safety and technical risks: ==

Health & Safety risks can often be associated with technical risks. Technical risks can include:

* Innovation: i.e. understanding what potential there may be to construct in a new way (e.g. using unproven technology) that saves cost to the benefit of the client. As it’s new, this introduces a level of risk because it has not been done before. This may be mitigated by putting together a team with a high competence level and having extra review (hold) points to gauge progress.
* Digital: exploiting the potential for automation in construction can have the benefit of addressing risk.
* Location / geography: ascertain whether the construction site is accessible and of suitable terrain in which to work. This may present geotechnical challenges (e.g. tunnelling in sands and clay as with a Metro scheme) or excavating volcanic rock (e.g. as for a hydropower project).

Safety considerations at the Pre-contract award phase will provide an overview of:

* Personal safety – Health & Safety risk assessment, e.g. if site surveys are necessary in advance of contract award, to establish hazards presented by the location, and the issue of a Risk Assessment and Method Statement (RAMS) if any work is to be carried out.
* Design safety – including identifying who will perform the role of Principal Designer.
* Site safety – including the process for appointment of the Principal Contractor.

== b) Quality risks: ==

In response to the Grenfell Tower fire disaster in London, UK in 2017 the Construction Industry has released a new standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components. Some additional items it focuses on are:

* Looking at the scheme for its relevance to the whole project lifecycle, not just delivery.
* Again, considering the whole life cycle of the asset through to decommissioning and re-use.
* How straightforward the scheme is to construct (Buildability).
* Taking into account in the planning, the needs of stakeholders who may be impacted by the scheme.

Specifications and standards: There is a need to ensure future compliance by the scheme with specifications and standards. This starts by understanding at the Bid stage the applicability of any the client has quoted in the tender document and seeking to identify others considered relevant.

Where work is outside the base country, it is also important to gain an understanding of laws, regulations and standards that apply in the territory where the scheme will be constructed.

Design: A concern for many Contractors is insufficient checking and approval of the design leading to a potential error going undetected and entering the construction process. Whilst responsibility for this lies with the Designer, it is important the Contractor builds a relationship with them based on trust to provide a degree of assurance.

Partnering: Ideally supply chain partners will work collaboratively to deliver the project. There is a standard for this: ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework [3] – It mandates the key document for managing collaboration between the parties as the Relationship Management Plan (RMP), preparation for which is begun at the Pre-contract award stage.

Further information on risk assessment can be found in the following article: “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022. [4]

== c) Environmental risks, including sustainability and social value opportunities ==

An assessment in overview of the most significant aspects and impacts arising for the project is needed at the Pre-contract award stage to guard against surprises later, at the construction stage. This would include:

Environmental, Social value & Governance (ESG)

* All organizations are required by law to ensure that they prevent pollution. ESG goes beyond environmental risk assessment to look at sustainability opportunities and the value of the scheme for its impact on society, including local residents. An example would be the benefits of connectivity of a new rail scheme.

Climate impact and resilience:

* In particular, estimating the amount of carbon which will be used by the scheme and released by it in the manufacturing and construction processes as well as in operation. Reducing the use of steel would be an example of a mitigation measure here.
* Assessing what is required technically for the finished construction to ensure it is resilient to the environmental impacts given the projected levels of climate change, e.g. understanding the construction methods and procurement standards necessary to resist the impact of climate change.

= 4. Output: Addressing Client requirements in the proposal (offer) with risks and opportunities considered =

Once the work has been priced, the aim is to submit an offer that is beneficial to both the Client’s and Bidder’s organizations, financially, technically and with risks known. The bid needs to offer added value to the Client for the investment in the asset it is making and a profitable return for the Bidder for successful delivery.

== a) Bid matched to Client’s requirements ==

It may seem obvious, but a well-written proposal addresses the Client’s requirements directly and considers their explicit and implied expectations. The Client will after all be assessing the bid on this basis, so it is important to make it easy for them. The proposal should also, where necessary, set out the Bidder’s understanding of certain key points such as risks, for the avoidance of doubt.

The focus should be on delivering what the Client wants, not what the Bidder wants the Client to want.

== b) Bid structured to protect and enhance the bidding company’s interests ==

At this stage, all the actions necessary to mitigate the risks identified in the bid must be understood and considered achievable, both practically and economically.

Opportunities are usually considered in tandem with risks and the resulting understanding of the potential benefits presented by the scheme can differentiate the bid from a competitor’s offering, i.e. in marketing terms an opportunity can prove to be a Unique Selling Point (USP).

In the same way, plans for effective risk mitigation, particularly of technical risks, can also set the proposal apart from rival bidders.

Learning gained to date should be assimilated into the bid by calling on:

* Knowledge from earlier bids of this type, both successful and unsuccessful ones (i.e. an understanding of why that was).
* Experience gained from previous technical work similar to this scheme.

= 5. Activities while awaiting the bid decision and on receipt of that decision =

It is good practice to prepare for the likelihood of mobilization should the contract be won.

== a) Plan the handover ==

At this point, even though the award decision is not known, it is important to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised as soon as the go ahead for the scheme is received:

* Clearly defined Scope of Work.
* Schedules – programme and deliverables.
* Any technical documentation, including drawings provided by the client in the tender.
* Risk and Opportunity (RNO) assessments.
* Record of the review of the risks introduced by commercial terms - to inform the review that will take place later, on award.

Many organizations have a Customer Relationship Management (CRM) system on which to track the status of the bid. These can enable reminders to be set at defined intervals, e.g. to act as prompts to follow up on progress with the client.

== b) Contract award ==

On receipt, the contract itself (the acceptance by the client) needs to be reviewed by the bidding organization to ensure it has a comprehensive understanding of what is required to be delivered. Clarifications may be sought from the client to ensure both parties have a shared understanding.

Furthermore, the successful Bidder, must also check the contract to confirm whether there are any variations to what was proposed. If there are, there needs to be a process for managing change, including internal authorization by the Bidder, to accept those changes (known as Change Control).

This review is also sought by ISO 9001:2015 – Quality management systems – Requirements [5] which requires a review before committing to supply products and services to a client. That commitment would be the signing of the contract.

Further development of the planning, including resource scheduling, can now begin.

== c) Strengths and weaknesses ==

When the result of the bid is known (positive or negative) the bidding organization should request feedback from the client in order to learn from the client what attributes of the proposal made it attractive to them, and/or where thy felt it could be improved upon. This knowledge can assist with framing responses to future bid activity with a range of clients.

= Summary =

Pre-contract award is the initial tender stage for a construction scheme that must be managed effectively for the Bidder to be successful in winning the work itself. Done well, the Pre-contract award stage mitigates risk areas such as commercial, technical, safety, quality and environmental and identifies value for both client and bidder, and in more than just financial terms.

The following five factors are important at this stage:

# Input: Understanding the Client’s requirements in the invitation.
# Identifying and mitigating commercial risks, including oversight of the supply chain.
# Identifying other major risks to be mitigated.
# Output: Addressing Client requirements with risks and opportunities considered.
# Activities while awaiting the bid decision.

It may be beneficial that an internal review is conducted by the Bidder prior to formal submission of the proposal document to the client. It is recommended that this should be conducted by the Bidder’s personnel who have not been involved in the bidding process such that they can act as the prospective client.

The proposal submitted should address all aspects of the stated client requirements as well as any other options and/or opportunities as deemed relevant.

These are some ideas from the article that may be beneficial:

* The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone.
* It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. This will ‘add value’ to the content of the proposal.
* For managing quality risks, this article references the new construction industry standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components.
* Planning the handover to the delivery team is important, even though the award decision may not yet be known, it is necessary to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised

This article does not consider the financial aspects of bidding.

= Reference sources: =

[1] “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021.

[2] BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector.

[3] ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework.

[4] “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022.

[5] This review is also sought by ISO 9001:2015 – Quality management systems – Requirements.

Original article written by [https://www.linkedin.com/in/kevin-rogers-61448361?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAAA0P37AB5OJX_ROyowfguowHrPQTvJhlYm4&lipi=urn%3Ali%3Apage%3Asearch_results_generic_index%3Bffffcfd8-0360-443d-95bb-6237cf7c621c Kevin Rogers] & reviewed by [https://www.linkedin.com/in/colin-harley-cqp-fcqi-ieng-miet-70a745a3?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAABYALboBlRsitS3sogtaRmQnXW4Nq6xGQb8&lipi=urn%3Ali%3Apage%3Ad_flagship3_search_srp_all%3BDb3s1ka9QvGKMz9VVKOiXg%3D%3D Colin Harley] on behalf of the [http://consig.org/ Construction Special Interest (ConSIG) Comptency Working Group (CWG)]. Article peer reviewed by the CWG and accepted for publication by the ConSIG Steering Committee 27/11/2024.

[[Category:Organisations]] [[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Contracts_/_payment]] [[Category:Operations]]

Pre-contract award: a quality perspective

2024-11-28T16:53:03Z

ConSIG CWG:

Contents

Introduction

1. Input: the invitation to bid - Understanding the Client’s requirements

2. Identifying and mitigating commercial risks that arise from the bid, including oversight of the supply chain

a) Fulfilling an ethical policy

b) Resourcing for the scheme

c) Procurement gateways

d) Privacy & information

3. Identifying major safety, quality, environmental and technical risks to be mitigated for the scheme

a) Health & Safety and technical risks

b) Quality risks

c) Environmental risks, including sustainability and social value opportunities

4. Output: addressing Client requirements in the proposal (offer) with risks and opportunities considered

a) Bid matched to Client’s requirements

b) Bid structured to protect and enhance the bidding company’s interests

5. Activities while awaiting the bid decision and on receipt of that decision

a) Plan the handover

b) Contract award

c) Strengths and weaknesses

Summary

Reference sources

-----
= Introduction =

This article seeks to explain the process of responding to a tender with a focus on potential risk areas such as commercial, technical, safety, quality and environmental. It concentrates on a tendering or competitive bidding approach. It does not consider the financial aspects of bidding.

The Pre-contract award stage covers the activities from receiving an invitation to submit a proposal through to the contract award decision. It is about offer and acceptance, offer by the bidding organization (Bidder) and acceptance by the Client. This article will concentrate on identifying quality-related aspects that apply from receiving the invitation to managing the submission of the offer in response. It is assumed that any prequalification stage in the bidding process has been completed such that initial client/bidder requirements can be met prior to the formal request to bid being received.

Every client wants to receive a reliable and effective asset for there to be a successful result from their project, but this is not enough. They are also seeking to enhance their own reputation with their stakeholders as a further benefit. This therefore presents an opportunity for the Bidder not only to protect its own interests but also to enhance its reputation at the same time. To achieve both, there are five factors that need to be considered by the Bidder at the Pre-contract award stage.

Table 1 - Five factors that need to be considered by the Bidder at the Pre-contract award stage.

[[File:Five_factors_pre-contract.jpg|link=File:Five_factors_pre-contract.jpg]]

Note: These five factors are used as the structure for this article.

== 1. Input: The invitation to bid - Understanding the Client’s requirements ==

There are many ways an invitation to bid can be received, e.g. automatic notifications via electronic portals, notices in industry publications, in writing and even verbally.

Understanding the Client’s needs and wants is important, e.g. calling on previous experience of working with this Client, or type of Client, to arrive at a view of their requirements.

The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone. Consideration must be given to the client stated requirements versus their actual needs.

Formal procurement processes allow for submitting enquiries when requirements are not clear to the Bidder. Large Government contracts often have an electronic mechanism for enquiries. Alternatively, the Bidder can ask the Client directly. Many clients are not experts in all the fields of work they are commissioning so will likely welcome your efforts to clarify their position.

It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. Standards and specifications stated in the client requirements must also be taken into consideration.

The first control point (gateway) is for the prospective Bidder to decide whether it is worthwhile for them to commit resources to putting a proposal together. Primarily, this involves a judgement for the Bidder about whether it and its subcontractors have the necessary capabilities (competence) to do the work for the client and whether it has the resources available (labour, equipment and materials). The purpose is to determine whether the task is achievable and if it is financially viable for the Bidder, i.e. offers good value for the return on the investment it will need to make.

An invitation is usually time-limited as to when a response is required. This means the bid team needs to get organized promptly. It also introduces an element of stress that needs to be managed if a good proposal is to be submitted on-time.

== 2. Identifying and mitigating commercial risks that arise from the bid, including oversight of the supply chain ==

The response to the Client’s invitation begins with a review of the client’s contractual terms.

This includes understanding any special commitments. These are terms placed on the bidder that are additional to the norm, e.g. responsibility for managing the provision and installation of building cladding, issuing certificate(s) for work performed etc.

The nature of the risks introduced by this work need to be ascertained (via a formal risk evaluation process) – for both Client and Bidder. The Bidder must understand the risks for both organizations in order to deliver a project that serves the Client’s purpose and does not harm the interests of the Bidder.

There are many types of commercial risks depending on the type of organization and its activities. The following are some of the most common in the construction industry:

a) Fulfilling an ethical policy

The Bidder must establish whether it wants to work with this Client and its associates on this scheme. Depending on factors such as:

* The source of funding for the scheme being transparent, the type of work (market sector) and the customs.
* Laws and codes of practice of the territory within which the work will take place.
* Bribery and corruption on the part of others is a threat to the bidding company’s reputation by association. Measures against bribery and corruption are also known as anti-fraud or anti-collusion.

Due Diligence is a research process used to identify and mitigate these ethical risks in the company’s working relationship with the client and other parties to the scheme. Due Diligence can extend from internet searches by an individual to a more sophisticated approach by the company in subscribing to electronic search tools specializing in risk. The latter can give a profile of the client’s market challenges and those of other parties’ businesses, and their ethical behaviour. These tools can also provide an understanding of the territory where the scheme is to take place.

The due diligence process can also be applied to suppliers and subcontractors.

Overall, as part of an anti-bribery risk assessment, this information can enable the company to arrive at the level of risk presented by the scheme. Then it will also be clear where actions (countermeasures) are needed whether it be with the client or in dealings with the supply chain.

Avoiding Conflict of Interest (COI), e.g. guarding against using an individual(s) on the bid who has been working on another part of the scheme in question or where that individual has a relative involved in decision making at the client. In both examples, this could give them ‘Insider’ knowledge and therefore provide the bidding organization and its partners with an unethical advantage.

It may be the case that effective mitigation cannot be identified for the risks, e.g. for commercial ones such as bribery and corruption, even after discussion with the client. In such a circumstance, the best option may be to withdraw from the bidding process.

Further information on anti-bribery management is contained in the following article: “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021. [1]

b) Resourcing for the scheme:

Competency – There is a need to ascertain whether professionals at all levels with the right skills and knowledge are available, or can be recruited, to work in the territory concerned. These are often referred to as Suitably Qualified & Experienced Persons (SQEP). By law, some countries require an Engineer in the design oversight role who is locally registered.

At this early stage it is necessary to consider where the workforce will be recruited from to prevent any association by the bidder and its subcontractors with ‘Modern Slavery’. Modern slavery can include employing people on poor wages and in harsh conditions. More widely, the term encompasses

trafficking and slavery, servitude and forced or compulsory labour. Avoiding such practices is of particular concern to the construction industry which is vulnerable in this area. For instance, it is important to monitor compliance with living wage legislation (or higher standards) in countries such as the UK.

There is a need to be vigilant where there is a project policy in place to procure locally to the scheme as potential subcontractors and suppliers may not be known to the bidding organization. Nevertheless, the benefits such a policy brings to local communities must be recognized.

Procurement strategy: The technical ability of potential Subcontractors and/or suppliers to meet quality requirements needs to be assessed. Evidence of past performance when working with the organization (available in supplier records) is key information for gauging their ability to deliver to the agreed specifications on this scheme, and to do that on time and on budget. If the Subcontractor / supplier is new to the organization then a more in-depth assessment of performance will be required, likely including an audit or a wider survey of any potential key suppliers’ competencies and capacities.

Purchasing strategy: Resource planning is necessary to identify the availability of relevant physical resources, including materials, equipment and technology which are essential to delivering the project successfully. It may be necessary to identify critical paths in planning for items with a long lead time. It is also important to factor in price inflation for the duration of the scheme for the products to be purchased.

In the Oil & Gas industry, for instance, it is not uncommon for there to be a limited market with only a single source supplier available for some technical activities. This means established relationships are important to be able to draw upon to ensure the organization has a supplier at all, that the quality of their work is known and that their cost is at a competitive rate.

Similarly, again notably in the Oil & Gas industry, there are cases of restriction in the supply chain where equipment is provided by the owner of the asset. Besides any possible concerns around corruption, the bidding organization would want to have involvement in the quality assurance of that equipment as it will have an impact on the successful delivery of the scheme.

c) Procurement gateways

The commercial position (pricing) along with the Bidder’s technical capabilities and risk assessments for the scheme are assessed at procurement gateways. These are decision points in the bid where formal reviews are required which culminate in authorization to proceed with the bid being given by management. They are thresholds to be crossed, e.g. before committing resources to develop the bid response further.

Procurement gateways can be internal to the bidding company, e.g. before submission of the proposal, and external as part of the requirements of a client’s procurement portal, typically the case with Government bodies for public sector procurement. Stages for some other gateways are:

* Expression of Interest (EOI).
* Pre-Qualification (PQ) for a tender, which often requires the completion of a questionnaire.
* Invitation To Tender (ITT).

d) Privacy & information

The bid team must consider whether it will handle personal data (to or from the client). If it will, it must organize to discharge its obligation to protect the data during handling and while retained in its care. It also has a duty to return or securely destroy that information when no longer required. A risk assessment may be used to plan this protection.

The client may require the signing of a confidentiality agreement by a Director on behalf of the bid organization or even by each member of the team. The implications of such a legally based document need to be assessed before signing.

== 3. Identifying major safety, quality, environmental and technical risks to be mitigated for the scheme ==

The Bidder will want to include evidence in the proposal of the awards it has received, such as for health & safety and environment, but it is also necessary to look more closely at the risks presented in these areas for the specific job being bid.

a) Health & Safety and technical risks:

Health & Safety risks can often be associated with technical risks. Technical risks can include:

* Innovation: i.e. understanding what potential there may be to construct in a new way (e.g. using unproven technology) that saves cost to the benefit of the client. As it’s new, this introduces a level of risk because it has not been done before. This may be mitigated by putting together a team with a high competence level and having extra review (hold) points to gauge progress.
* Digital: exploiting the potential for automation in construction can have the benefit of addressing risk.
* Location / geography: ascertain whether the construction site is accessible and of suitable terrain in which to work. This may present geotechnical challenges (e.g. tunnelling in sands and clay as with a Metro scheme) or excavating volcanic rock (e.g. as for a hydropower project).

Safety considerations at the Pre-contract award phase will provide an overview of:

* Personal safety – Health & Safety risk assessment, e.g. if site surveys are necessary in advance of contract award, to establish hazards presented by the location, and the issue of a Risk Assessment and Method Statement (RAMS) if any work is to be carried out.
* Design safety – including identifying who will perform the role of Principal Designer.
* Site safety – including the process for appointment of the Principal Contractor.

b) Quality risks:

In response to the Grenfell Tower fire disaster in London, UK in 2017 the Construction Industry has released a new standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components. Some additional items it focuses on are:

* Looking at the scheme for its relevance to the whole project lifecycle, not just delivery.
* Again, considering the whole life cycle of the asset through to decommissioning and re-use.
* How straightforward the scheme is to construct (Buildability).
* Taking into account in the planning, the needs of stakeholders who may be impacted by the scheme.

Specifications and standards: There is a need to ensure future compliance by the scheme with specifications and standards. This starts by understanding at the Bid stage the applicability of any the client has quoted in the tender document and seeking to identify others considered relevant.

Where work is outside the base country, it is also important to gain an understanding of laws, regulations and standards that apply in the territory where the scheme will be constructed.

Design: A concern for many Contractors is insufficient checking and approval of the design leading to a potential error going undetected and entering the construction process. Whilst responsibility for this lies with the Designer, it is important the Contractor builds a relationship with them based on trust to provide a degree of assurance.

Partnering: Ideally supply chain partners will work collaboratively to deliver the project. There is a standard for this: ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework [3] – It mandates the key document for managing collaboration between the parties as the Relationship Management Plan (RMP), preparation for which is begun at the Pre-contract award stage.

Further information on risk assessment can be found in the following article: “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022. [4]

c) Environmental risks, including sustainability and social value opportunities

An assessment in overview of the most significant aspects and impacts arising for the project is needed at the Pre-contract award stage to guard against surprises later, at the construction stage. This would include:

Environmental, Social value & Governance (ESG)

* All organizations are required by law to ensure that they prevent pollution. ESG goes beyond environmental risk assessment to look at sustainability opportunities and the value of the scheme for its impact on society, including local residents. An example would be the benefits of connectivity of a new rail scheme.

Climate impact and resilience:

* In particular, estimating the amount of carbon which will be used by the scheme and released by it in the manufacturing and construction processes as well as in operation. Reducing the use of steel would be an example of a mitigation measure here.
* Assessing what is required technically for the finished construction to ensure it is resilient to the environmental impacts given the projected levels of climate change, e.g. understanding the construction methods and procurement standards necessary to resist the impact of climate change.

== 4. Output: Addressing Client requirements in the proposal (offer) with risks and opportunities considered ==

Once the work has been priced, the aim is to submit an offer that is beneficial to both the Client’s and Bidder’s organizations, financially, technically and with risks known. The bid needs to offer added value to the Client for the investment in the asset it is making and a profitable return for the Bidder for successful delivery.

a) Bid matched to Client’s requirements

It may seem obvious, but a well-written proposal addresses the Client’s requirements directly and considers their explicit and implied expectations. The Client will after all be assessing the bid on this basis, so it is important to make it easy for them. The proposal should also, where necessary, set out the Bidder’s understanding of certain key points such as risks, for the avoidance of doubt.

The focus should be on delivering what the Client wants, not what the Bidder wants the Client to want.

b) Bid structured to protect and enhance the bidding company’s interests

At this stage, all the actions necessary to mitigate the risks identified in the bid must be understood and considered achievable, both practically and economically.

Opportunities are usually considered in tandem with risks and the resulting understanding of the potential benefits presented by the scheme can differentiate the bid from a competitor’s offering, i.e. in marketing terms an opportunity can prove to be a Unique Selling Point (USP).

In the same way, plans for effective risk mitigation, particularly of technical risks, can also set the proposal apart from rival bidders.

Learning gained to date should be assimilated into the bid by calling on:

* Knowledge from earlier bids of this type, both successful and unsuccessful ones (i.e. an understanding of why that was).
* Experience gained from previous technical work similar to this scheme.

== 5. Activities while awaiting the bid decision and on receipt of that decision ==

It is good practice to prepare for the likelihood of mobilization should the contract be won.

a) Plan the handover

At this point, even though the award decision is not known, it is important to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised as soon as the go ahead for the scheme is received:

* Clearly defined Scope of Work.
* Schedules – programme and deliverables.
* Any technical documentation, including drawings provided by the client in the tender.
* Risk and Opportunity (RNO) assessments.
* Record of the review of the risks introduced by commercial terms - to inform the review that will take place later, on award.

Many organizations have a Customer Relationship Management (CRM) system on which to track the status of the bid. These can enable reminders to be set at defined intervals, e.g. to act as prompts to follow up on progress with the client.

b) Contract award

On receipt, the contract itself (the acceptance by the client) needs to be reviewed by the bidding organization to ensure it has a comprehensive understanding of what is required to be delivered. Clarifications may be sought from the client to ensure both parties have a shared understanding.

Furthermore, the successful Bidder, must also check the contract to confirm whether there are any variations to what was proposed. If there are, there needs to be a process for managing change, including internal authorization by the Bidder, to accept those changes (known as Change Control).

This review is also sought by ISO 9001:2015 – Quality management systems – Requirements [5] which requires a review before committing to supply products and services to a client. That commitment would be the signing of the contract.

Further development of the planning, including resource scheduling, can now begin.

c) Strengths and weaknesses

When the result of the bid is known (positive or negative) the bidding organization should request feedback from the client in order to learn from the client what attributes of the proposal made it attractive to them, and/or where thy felt it could be improved upon. This knowledge can assist with framing responses to future bid activity with a range of clients.

== Summary ==

Pre-contract award is the initial tender stage for a construction scheme that must be managed effectively for the Bidder to be successful in winning the work itself. Done well, the Pre-contract award stage mitigates risk areas such as commercial, technical, safety, quality and environmental and identifies value for both client and bidder, and in more than just financial terms.

The following five factors are important at this stage:

# Input: Understanding the Client’s requirements in the invitation.
# Identifying and mitigating commercial risks, including oversight of the supply chain.
# Identifying other major risks to be mitigated.
# Output: Addressing Client requirements with risks and opportunities considered.
# Activities while awaiting the bid decision.

It may be beneficial that an internal review is conducted by the Bidder prior to formal submission of the proposal document to the client. It is recommended that this should be conducted by the Bidder’s personnel who have not been involved in the bidding process such that they can act as the prospective client.

The proposal submitted should address all aspects of the stated client requirements as well as any other options and/or opportunities as deemed relevant.

These are some ideas from the article that may be beneficial:

* The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone.
* It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. This will ‘add value’ to the content of the proposal.
* For managing quality risks, this article references the new construction industry standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components.
* Planning the handover to the delivery team is important, even though the award decision may not yet be known, it is necessary to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised

This article does not consider the financial aspects of bidding.

== Reference sources: ==

[1] “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021.

[2] BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector.

[3] ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework.

[4] “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022.

[5] This review is also sought by ISO 9001:2015 – Quality management systems – Requirements.

Original article written by [https://www.linkedin.com/in/kevin-rogers-61448361?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAAA0P37AB5OJX_ROyowfguowHrPQTvJhlYm4&lipi=urn%3Ali%3Apage%3Asearch_results_generic_index%3Bffffcfd8-0360-443d-95bb-6237cf7c621c Kevin Rogers] & reviewed by [https://www.linkedin.com/in/colin-harley-cqp-fcqi-ieng-miet-70a745a3?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAABYALboBlRsitS3sogtaRmQnXW4Nq6xGQb8&lipi=urn%3Ali%3Apage%3Ad_flagship3_search_srp_all%3BDb3s1ka9QvGKMz9VVKOiXg%3D%3D Colin Harley] on behalf of the [http://consig.org/ Construction Special Interest (ConSIG) Comptency Working Group (CWG)]. Article peer reviewed by the CWG and accepted for publication by the ConSIG Steering Committee 27/11/2024.

[[Category:Organisations]] [[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Contracts_/_payment]] [[Category:Operations]]

Pre-contract award: a quality perspective

2024-11-28T16:50:39Z

ConSIG CWG: Created page with "Contents Introduction 1. Input: the invitation to bid - Understanding the Client’s requirements 2. Identifying and mitigating commercial risks that arise from the bid, inclu..."

Contents

Introduction

1. Input: the invitation to bid - Understanding the Client’s requirements

2. Identifying and mitigating commercial risks that arise from the bid, including oversight of the supply chain

a) Fulfilling an ethical policy

b) Resourcing for the scheme

c) Procurement gateways

d) Privacy & information

3. Identifying major safety, quality, environmental and technical risks to be mitigated for the scheme

a) Health & Safety and technical risks

b) Quality risks

c) Environmental risks, including sustainability and social value opportunities

4. Output: addressing Client requirements in the proposal (offer) with risks and opportunities considered

a) Bid matched to Client’s requirements

b) Bid structured to protect and enhance the bidding company’s interests

5. Activities while awaiting the bid decision and on receipt of that decision

a) Plan the handover

b) Contract award

c) Strengths and weaknesses

Summary

Reference sources

-----
Introduction

This article seeks to explain the process of responding to a tender with a focus on potential risk areas such as commercial, technical, safety, quality and environmental. It concentrates on a tendering or competitive bidding approach. It does not consider the financial aspects of bidding.

The Pre-contract award stage covers the activities from receiving an invitation to submit a proposal through to the contract award decision. It is about offer and acceptance, offer by the bidding organization (Bidder) and acceptance by the Client. This article will concentrate on identifying quality-related aspects that apply from receiving the invitation to managing the submission of the offer in response. It is assumed that any prequalification stage in the bidding process has been completed such that initial client/bidder requirements can be met prior to the formal request to bid being received.

Every client wants to receive a reliable and effective asset for there to be a successful result from their project, but this is not enough. They are also seeking to enhance their own reputation with their stakeholders as a further benefit. This therefore presents an opportunity for the Bidder not only to protect its own interests but also to enhance its reputation at the same time. To achieve both, there are five factors that need to be considered by the Bidder at the Pre-contract award stage.

Table 1 - Five factors that need to be considered by the Bidder at the Pre-contract award stage.

[[File:Five factors pre-contract.jpg]]

Note: These five factors are used as the structure for this article.

1. Input: The invitation to bid - Understanding the Client’s requirements

There are many ways an invitation to bid can be received, e.g. automatic notifications via electronic portals, notices in industry publications, in writing and even verbally.

Understanding the Client’s needs and wants is important, e.g. calling on previous experience of working with this Client, or type of Client, to arrive at a view of their requirements.

The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone. Consideration must be given to the client stated requirements versus their actual needs.

Formal procurement processes allow for submitting enquiries when requirements are not clear to the Bidder. Large Government contracts often have an electronic mechanism for enquiries. Alternatively, the Bidder can ask the Client directly. Many clients are not experts in all the fields of work they are commissioning so will likely welcome your efforts to clarify their position.

It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. Standards and specifications stated in the client requirements must also be taken into consideration.

The first control point (gateway) is for the prospective Bidder to decide whether it is worthwhile for them to commit resources to putting a proposal together. Primarily, this involves a judgement for the Bidder about whether it and its subcontractors have the necessary capabilities (competence) to do the work for the client and whether it has the resources available (labour, equipment and materials). The purpose is to determine whether the task is achievable and if it is financially viable for the Bidder, i.e. offers good value for the return on the investment it will need to make.

An invitation is usually time-limited as to when a response is required. This means the bid team needs to get organized promptly. It also introduces an element of stress that needs to be managed if a good proposal is to be submitted on-time.

2. Identifying and mitigating commercial risks that arise from the bid, including oversight of the supply chain

The response to the Client’s invitation begins with a review of the client’s contractual terms.

This includes understanding any special commitments. These are terms placed on the bidder that are additional to the norm, e.g. responsibility for managing the provision and installation of building cladding, issuing certificate(s) for work performed etc.

The nature of the risks introduced by this work need to be ascertained (via a formal risk evaluation process) – for both Client and Bidder. The Bidder must understand the risks for both organizations in order to deliver a project that serves the Client’s purpose and does not harm the interests of the Bidder.

There are many types of commercial risks depending on the type of organization and its activities. The following are some of the most common in the construction industry:

a) Fulfilling an ethical policy

The Bidder must establish whether it wants to work with this Client and its associates on this scheme. Depending on factors such as:

* The source of funding for the scheme being transparent, the type of work (market sector) and the customs.
* Laws and codes of practice of the territory within which the work will take place.
* Bribery and corruption on the part of others is a threat to the bidding company’s reputation by association. Measures against bribery and corruption are also known as anti-fraud or anti-collusion.

Due Diligence is a research process used to identify and mitigate these ethical risks in the company’s working relationship with the client and other parties to the scheme. Due Diligence can extend from internet searches by an individual to a more sophisticated approach by the company in subscribing to electronic search tools specializing in risk. The latter can give a profile of the client’s market challenges and those of other parties’ businesses, and their ethical behaviour. These tools can also provide an understanding of the territory where the scheme is to take place.

The due diligence process can also be applied to suppliers and subcontractors.

Overall, as part of an anti-bribery risk assessment, this information can enable the company to arrive at the level of risk presented by the scheme. Then it will also be clear where actions (countermeasures) are needed whether it be with the client or in dealings with the supply chain.

Avoiding Conflict of Interest (COI), e.g. guarding against using an individual(s) on the bid who has been working on another part of the scheme in question or where that individual has a relative involved in decision making at the client. In both examples, this could give them ‘Insider’ knowledge and therefore provide the bidding organization and its partners with an unethical advantage.

It may be the case that effective mitigation cannot be identified for the risks, e.g. for commercial ones such as bribery and corruption, even after discussion with the client. In such a circumstance, the best option may be to withdraw from the bidding process.

Further information on anti-bribery management is contained in the following article: “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021. [1]

b) Resourcing for the scheme:

Competency – There is a need to ascertain whether professionals at all levels with the right skills and knowledge are available, or can be recruited, to work in the territory concerned. These are often referred to as Suitably Qualified & Experienced Persons (SQEP). By law, some countries require an Engineer in the design oversight role who is locally registered.

At this early stage it is necessary to consider where the workforce will be recruited from to prevent any association by the bidder and its subcontractors with ‘Modern Slavery’. Modern slavery can include employing people on poor wages and in harsh conditions. More widely, the term encompasses

trafficking and slavery, servitude and forced or compulsory labour. Avoiding such practices is of particular concern to the construction industry which is vulnerable in this area. For instance, it is important to monitor compliance with living wage legislation (or higher standards) in countries such as the UK.

There is a need to be vigilant where there is a project policy in place to procure locally to the scheme as potential subcontractors and suppliers may not be known to the bidding organization. Nevertheless, the benefits such a policy brings to local communities must be recognized.

Procurement strategy: The technical ability of potential Subcontractors and/or suppliers to meet quality requirements needs to be assessed. Evidence of past performance when working with the organization (available in supplier records) is key information for gauging their ability to deliver to the agreed specifications on this scheme, and to do that on time and on budget. If the Subcontractor / supplier is new to the organization then a more in-depth assessment of performance will be required, likely including an audit or a wider survey of any potential key suppliers’ competencies and capacities.

Purchasing strategy: Resource planning is necessary to identify the availability of relevant physical resources, including materials, equipment and technology which are essential to delivering the project successfully. It may be necessary to identify critical paths in planning for items with a long lead time. It is also important to factor in price inflation for the duration of the scheme for the products to be purchased.

In the Oil & Gas industry, for instance, it is not uncommon for there to be a limited market with only a single source supplier available for some technical activities. This means established relationships are important to be able to draw upon to ensure the organization has a supplier at all, that the quality of their work is known and that their cost is at a competitive rate.

Similarly, again notably in the Oil & Gas industry, there are cases of restriction in the supply chain where equipment is provided by the owner of the asset. Besides any possible concerns around corruption, the bidding organization would want to have involvement in the quality assurance of that equipment as it will have an impact on the successful delivery of the scheme.

c) Procurement gateways

The commercial position (pricing) along with the Bidder’s technical capabilities and risk assessments for the scheme are assessed at procurement gateways. These are decision points in the bid where formal reviews are required which culminate in authorization to proceed with the bid being given by management. They are thresholds to be crossed, e.g. before committing resources to develop the bid response further.

Procurement gateways can be internal to the bidding company, e.g. before submission of the proposal, and external as part of the requirements of a client’s procurement portal, typically the case with Government bodies for public sector procurement. Stages for some other gateways are:

* Expression of Interest (EOI).
* Pre-Qualification (PQ) for a tender, which often requires the completion of a questionnaire.
* Invitation To Tender (ITT).

d) Privacy & information

The bid team must consider whether it will handle personal data (to or from the client). If it will, it must organize to discharge its obligation to protect the data during handling and while retained in its care. It also has a duty to return or securely destroy that information when no longer required. A risk assessment may be used to plan this protection.

The client may require the signing of a confidentiality agreement by a Director on behalf of the bid organization or even by each member of the team. The implications of such a legally based document need to be assessed before signing.

3. Identifying major safety, quality, environmental and technical risks to be mitigated for the scheme

The Bidder will want to include evidence in the proposal of the awards it has received, such as for health & safety and environment, but it is also necessary to look more closely at the risks presented in these areas for the specific job being bid.

a) Health & Safety and technical risks:

Health & Safety risks can often be associated with technical risks. Technical risks can include:

* Innovation: i.e. understanding what potential there may be to construct in a new way (e.g. using unproven technology) that saves cost to the benefit of the client. As it’s new, this introduces a level of risk because it has not been done before. This may be mitigated by putting together a team with a high competence level and having extra review (hold) points to gauge progress.
* Digital: exploiting the potential for automation in construction can have the benefit of addressing risk.
* Location / geography: ascertain whether the construction site is accessible and of suitable terrain in which to work. This may present geotechnical challenges (e.g. tunnelling in sands and clay as with a Metro scheme) or excavating volcanic rock (e.g. as for a hydropower project).

Safety considerations at the Pre-contract award phase will provide an overview of:

* Personal safety – Health & Safety risk assessment, e.g. if site surveys are necessary in advance of contract award, to establish hazards presented by the location, and the issue of a Risk Assessment and Method Statement (RAMS) if any work is to be carried out.
* Design safety – including identifying who will perform the role of Principal Designer.
* Site safety – including the process for appointment of the Principal Contractor.

b) Quality risks:

In response to the Grenfell Tower fire disaster in London, UK in 2017 the Construction Industry has released a new standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components. Some additional items it focuses on are:

* Looking at the scheme for its relevance to the whole project lifecycle, not just delivery.
* Again, considering the whole life cycle of the asset through to decommissioning and re-use.
* How straightforward the scheme is to construct (Buildability).
* Taking into account in the planning, the needs of stakeholders who may be impacted by the scheme.

Specifications and standards: There is a need to ensure future compliance by the scheme with specifications and standards. This starts by understanding at the Bid stage the applicability of any the client has quoted in the tender document and seeking to identify others considered relevant.

Where work is outside the base country, it is also important to gain an understanding of laws, regulations and standards that apply in the territory where the scheme will be constructed.

Design: A concern for many Contractors is insufficient checking and approval of the design leading to a potential error going undetected and entering the construction process. Whilst responsibility for this lies with the Designer, it is important the Contractor builds a relationship with them based on trust to provide a degree of assurance.

Partnering: Ideally supply chain partners will work collaboratively to deliver the project. There is a standard for this: ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework [3] – It mandates the key document for managing collaboration between the parties as the Relationship Management Plan (RMP), preparation for which is begun at the Pre-contract award stage.

Further information on risk assessment can be found in the following article: “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022. [4]

c) Environmental risks, including sustainability and social value opportunities

An assessment in overview of the most significant aspects and impacts arising for the project is needed at the Pre-contract award stage to guard against surprises later, at the construction stage. This would include:

Environmental, Social value & Governance (ESG)

* All organizations are required by law to ensure that they prevent pollution. ESG goes beyond environmental risk assessment to look at sustainability opportunities and the value of the scheme for its impact on society, including local residents. An example would be the benefits of connectivity of a new rail scheme.

Climate impact and resilience:

* In particular, estimating the amount of carbon which will be used by the scheme and released by it in the manufacturing and construction processes as well as in operation. Reducing the use of steel would be an example of a mitigation measure here.
* Assessing what is required technically for the finished construction to ensure it is resilient to the environmental impacts given the projected levels of climate change, e.g. understanding the construction methods and procurement standards necessary to resist the impact of climate change.

4. Output: Addressing Client requirements in the proposal (offer) with risks and opportunities considered

Once the work has been priced, the aim is to submit an offer that is beneficial to both the Client’s and Bidder’s organizations, financially, technically and with risks known. The bid needs to offer added value to the Client for the investment in the asset it is making and a profitable return for the Bidder for successful delivery.

a) Bid matched to Client’s requirements

It may seem obvious, but a well-written proposal addresses the Client’s requirements directly and considers their explicit and implied expectations. The Client will after all be assessing the bid on this basis, so it is important to make it easy for them. The proposal should also, where necessary, set out the Bidder’s understanding of certain key points such as risks, for the avoidance of doubt.

The focus should be on delivering what the Client wants, not what the Bidder wants the Client to want.

b) Bid structured to protect and enhance the bidding company’s interests

At this stage, all the actions necessary to mitigate the risks identified in the bid must be understood and considered achievable, both practically and economically.

Opportunities are usually considered in tandem with risks and the resulting understanding of the potential benefits presented by the scheme can differentiate the bid from a competitor’s offering, i.e. in marketing terms an opportunity can prove to be a Unique Selling Point (USP).

In the same way, plans for effective risk mitigation, particularly of technical risks, can also set the proposal apart from rival bidders.

Learning gained to date should be assimilated into the bid by calling on:

* Knowledge from earlier bids of this type, both successful and unsuccessful ones (i.e. an understanding of why that was).
* Experience gained from previous technical work similar to this scheme.

5. Activities while awaiting the bid decision and on receipt of that decision

It is good practice to prepare for the likelihood of mobilization should the contract be won.

a) Plan the handover

At this point, even though the award decision is not known, it is important to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised as soon as the go ahead for the scheme is received:

* Clearly defined Scope of Work.
* Schedules – programme and deliverables.
* Any technical documentation, including drawings provided by the client in the tender.
* Risk and Opportunity (RNO) assessments.
* Record of the review of the risks introduced by commercial terms - to inform the review that will take place later, on award.

Many organizations have a Customer Relationship Management (CRM) system on which to track the status of the bid. These can enable reminders to be set at defined intervals, e.g. to act as prompts to follow up on progress with the client.

b) Contract award

On receipt, the contract itself (the acceptance by the client) needs to be reviewed by the bidding organization to ensure it has a comprehensive understanding of what is required to be delivered. Clarifications may be sought from the client to ensure both parties have a shared understanding.

Furthermore, the successful Bidder, must also check the contract to confirm whether there are any variations to what was proposed. If there are, there needs to be a process for managing change, including internal authorization by the Bidder, to accept those changes (known as Change Control).

This review is also sought by ISO 9001:2015 – Quality management systems – Requirements [5] which requires a review before committing to supply products and services to a client. That commitment would be the signing of the contract.

Further development of the planning, including resource scheduling, can now begin.

c) Strengths and weaknesses

When the result of the bid is known (positive or negative) the bidding organization should request feedback from the client in order to learn from the client what attributes of the proposal made it attractive to them, and/or where thy felt it could be improved upon. This knowledge can assist with framing responses to future bid activity with a range of clients.

Summary

Pre-contract award is the initial tender stage for a construction scheme that must be managed effectively for the Bidder to be successful in winning the work itself. Done well, the Pre-contract award stage mitigates risk areas such as commercial, technical, safety, quality and environmental and identifies value for both client and bidder, and in more than just financial terms.

The following five factors are important at this stage:

# Input: Understanding the Client’s requirements in the invitation.
# Identifying and mitigating commercial risks, including oversight of the supply chain.
# Identifying other major risks to be mitigated.
# Output: Addressing Client requirements with risks and opportunities considered.
# Activities while awaiting the bid decision.

It may be beneficial that an internal review is conducted by the Bidder prior to formal submission of the proposal document to the client. It is recommended that this should be conducted by the Bidder’s personnel who have not been involved in the bidding process such that they can act as the prospective client.

The proposal submitted should address all aspects of the stated client requirements as well as any other options and/or opportunities as deemed relevant.

These are some ideas from the article that may be beneficial:

* The sophistication of the Client’s understanding around the proposed work needs to be considered early. The Client’s stated requirements can be impacted by the level of knowledge within its organization. Dependent upon the 'intelligence' of the client it may be necessary to consider their needs, e.g. in a workshop, rather than address the stated requirements alone.
* It is important to remember that understanding client requirements includes identifying opportunities beneficial to the scheme as well as risks. This will ‘add value’ to the content of the proposal.
* For managing quality risks, this article references the new construction industry standard, BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector [2]. It augments the generic ISO 9001 and, in the case of bidding, it sets out formally additional requirements for review when providing products and services, including materials and components.
* Planning the handover to the delivery team is important, even though the award decision may not yet be known, it is necessary to prepare for a positive outcome to the bid, by organizing all the information that would be needed by the construction team, so they are ready to deliver what the bid promised

This article does not consider the financial aspects of bidding.

Reference sources:

[1] “Anti-bribery and ethics - a construction perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|https://www.designingbuildings.co.uk/wiki/Anti-bribery_and_Ethics_-_A_Construction_Perspective]] , October 2021.

[2] BS 99001:2022 – Quality management systems – Specification for the application of BS EN ISO 9001:2015 in the built environment sector.

[3] ISO 44001:2017 – Collaborative business relationship management systems – Requirements and framework.

[4] “Risk assessment: a quality perspective“, Chartered Quality Institute, Construction Special Interest Group, [[Risk_assessment:_a_quality_perspective|https://www.designingbuildings.co.uk/wiki/Risk_assessment:_a_quality_perspective]] , November 2022.

[5] This review is also sought by ISO 9001:2015 – Quality management systems – Requirements.

Original article written by [https://www.linkedin.com/in/kevin-rogers-61448361?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAAA0P37AB5OJX_ROyowfguowHrPQTvJhlYm4&lipi=urn%3Ali%3Apage%3Asearch_results_generic_index%3Bffffcfd8-0360-443d-95bb-6237cf7c621c Kevin Rogers] & reviewed by [https://www.linkedin.com/in/colin-harley-cqp-fcqi-ieng-miet-70a745a3?miniProfileUrn=urn%3Ali%3Afs_miniProfile%3AACoAABYALboBlRsitS3sogtaRmQnXW4Nq6xGQb8&lipi=urn%3Ali%3Apage%3Ad_flagship3_search_srp_all%3BDb3s1ka9QvGKMz9VVKOiXg%3D%3D Colin Harley] on behalf of the [http://consig.org/ Construction Special Interest (ConSIG) Comptency Working Group (CWG)]. Article peer reviewed by the CWG and accepted for publication by the ConSIG Steering Committee 27/11/2024.

[[Category:Organisations]] [[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Contracts_/_payment]] [[Category:Operations]]

File:Five factors pre-contract.jpg

2024-11-28T16:42:56Z

ConSIG CWG:

User:ConSIG CWG

2024-11-24T15:04:38Z

ConSIG CWG:

The Construction Special Interest Group, Competency Working Group (ConSIG CWG) of the Chartered Quality Institute (CQI) is a group of construction representatives including consultants, contractors, subcontractors and client organisations who are committed to working collaboratively to improve quality across the Construction Industry with specific focus on elements related to competency.

The articles published on Designing Buildings Wiki include but are not limited to:

# [[5_Whys|5 Whys]]
# [[Annex_SL|Annex SL]]
# [[Anti-bribery_and_Ethics_-_A_Construction_Perspective|Anti-bribery and Ethics - A Construction Perspective]]
# [[Assurance_and_self-certification|Assurance and self-certification]]
# [[Auditing_management_systems|Auditing management systems]]
# [[Building_completion|Building completion]]
# [[CDM_Regulations:_a_quality_perspective|CDM Regulations: a quality perspective]]
# [[Change_control:_a_quality_perspective|Change control: a quality perspective]]
# [[Checking_and_approval_in_design_-_a_quality_management_perspective|Checking and approval in design - a quality management perspective]]
# [[Collaboration:_a_quality_management_perspective|Collaboration: a quality management perspective]]
# [[Continuous_Quality_Clues:_A_New_Approach_to_Quality_Control|Continuous Quality Clues: A New Approach to Quality Control]]
# [[Cost_of_quality_(COQ)|Cost of quality (COQ)]]
# [[Daily_huddle:_a_construction_perspective|Daily Huddle]]
# [[Design_Best_Practice_Self-Assessment_Tool|Design Best Practice Self-Assessment Tool]]
# [[Design_freeze:_a_quality_perspective|Design freeze: a quality perspective]]
# [[Design:_a_quality_management_perspective|Design: a quality management perspective]]
# [[Digital_quality_management_in_construction|Digital quality management in construction]]
# [[Digital_transformation|Digital transformation]]
# [[Failure_modes_and_effect_analysis_(FMEA)|Failure modes and effect analysis (FMEA)]]
# [[How_to_check_certification_(e.g._ISO_9001,_ISO_45001,_UKAS_etc.)|How to check certification (e.g. ISO 9001, ISO 45001, UKAS etc.)]]
# [[How_to_write_an_inspection_and_test_plan|How to write an inspection and test plan]]
# [[Inspection_%26_Test_Plan|Inspection & Test Plan]]
# [[Interpersonal_Relationships_in_Auditing|Interpersonal Relationships in Auditing]]
# [[Lean_Construction_-_A_Quality_Perspective|Lean Construction - A Quality Perspective]]
# [[Learning_from_lessons:_a_quality_perspective|Learning from lessons: a quality perspective]]
# [[Lifts_and_Escalators:_A_Quality_Perspective|Lifts and Escalators: A Quality Perspective]]
# [[Mobilisation_to_site:_a_quality_perspective|Mobilisation to site: a quality perspective]]
# [[Off-Site_Manufacturing|Off-Site Manufacturing]]
# [[Quality_Benchmarks_-_A_Construction_Perspective|Quality Benchmarks - A Construction Perspective]]
# [[Quality_Checklist|Quality checklist]]
# [[Quality_culture_and_behaviours|Quality culture and behaviours]]
# [[Quality_in_the_Nuclear_sector|Quality in the Nuclear sector]]
# [[Quality_management_systems_(QMS)_-_beyond_the_documentation|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]]
# [[Risk_assessment:_a_quality_perspective|Risk assessment: a quality perspective]]
# [[Stakeholder_management:_a_quality_perspective|Stakeholder management: a quality perspective]]
# [[Structural_steelwork:_a_quality_perspective|Structural steelwork: a quality perspective]]
# [[Successful_Audits_-_Techniques_for_Everyone|Successful Audits - Techniques for Everyone]]
# [[Temporary_Works_Design_-_A_Quality_Management_Perspective|Temporary Works Design - A Quality Management Perspective]]
# [[The_importance_of_welding_assurance|The importance of welding assurance]]
# [[UKCA_and_CE_marking;_changes_in_detail|UKCA and CE marking]]
# [[Value_Stream_Mapping_in_the_Construction_Industry|Value Stream Mapping in the Construction Industry]]
# ‎[[What_is_continuous_improvement|What is continuous improvement]]
# [[Why_should_quality_be_important_to_the_construction_industry%3F|Why should quality be important to the construction industry?]]

Please visit the [https://www.quality.org/article/cqi-construction-special-interest-group-consig ConSIG page] on the [[www.quality.org|CQI website]] for further information.