QUALITY ASSURANCE - QUALITY CONTROL 101 - Short Article by Nik Zafri

I've noticed that many people still confuse Quality Assurance and Quality Control. Let me reclarify this with an example using "defects." I've created a table for QA/QC 101 to illustrate the differences.

KEY DIFFERENCES

Proactive vs. Reactive - QA is proactive, focusing on preventing defects by improving processes, while QC is reactive, focusing on identifying and fixing defects in the product/during project operation

Scope - QA is broad, encompassing all activities related to the implementation of processes, while QC is narrow, concentrating on specific outputs (products or deliverables).

Responsibility - QA is a responsibility of everyone involved in the development process, whereas QC is usually the responsibility of a specific team.

Both QA and QC are essential for ensuring high-quality products/projects and processes, but they serve different purposes and are implemented at different stages in the development lifecycle/project operation.

DRAFT GUIDELINE - DUE DILIGENCE FOR THE CONSTRUCTION INDUSTRY

You feel strong when you work in a strong team rather than working alone.

hashtag#duediligence hashtag#construction hashtag#constructionindustry hashtag#riskmanagement hashtag#auditor hashtag#qaqc hashtag#safety

I once collaborated with a team of professional consultants, including a Professional Engineer, a Chartered Auditor, a Legal Practitioner, Risk Management Consultant and I was put in charge of systems and methodologies including QA/QC/SHE elements.

This draft guideline (customized to the construction industry), which I devised, has proven instrumental in assisting numerous auditors tasked with conducting due diligence on large-scale construction projects, as mandated by regulatory authorities. To maintain confidentiality, specifics such as project names, authorities involved, team members' identities, and exact dates are withheld.

I hope this will serve you well, make amendments if you wish.

THE AFTERMATH OF POOR WORKMANSHIP IN CONSTRUCTION - Nik Zafri

No names, location and project will be cited. This is just merely information-sharing. Some of the contents have been altered on purpose to avoid legal complications. I am not a professional engineer but my experience has served me well.

Was hired to do a 3rd party quality inspection prior to CCC somewhere in Malaysia (no names, location and project will be cited) I would like to emphasize and make a professional disclaimer that the following case is an isolated case. It does not in any way at all represents the quality of workmanship in construction, building and civil engineering works in Malaysia.

I was a bit nostalgic when asked to do some "QC work" which I have not had much opportunity over the years to really "go down to the field" (too busy doing consulting advising work)

The owner and the authorities somehow "doubted" the inspection results being submitted by the "consultant" that they have hired.

Well, they are right!

a) I looked at the soil conditions in the surroundings and spotted the first problem. It is a bit complicated to have a strong foundation when it comes to housing projects on or even in the vicinity of hilly areas. (I sometimes wonder, how site investigation was conducted on the first place, how the soil test was done during that time - not to mention environmental impact assessment)

The previous consultant inspection did discover some problems of floor slabs, foundations that are cracked etc. But the root cause was inaccurate. It simply said "poor workmanship".

As suspected, I noticed some ground subsidence (settling) problems which by nature may have caused movement of the structure.

Compaction of the subsurface was not sufficient hence potentially creating further problems on the drainage during rainy season.

After a quick investigation, found out that there have been some minor landslides reports in the neighbourhood area which nobody took into account.

b) There have been signs of attempts to recast and hacked out but again, the concrete may not be properly recompacted by proper force of vibration/ ramming. "new" honeycombs are still spotted.

The concrete was not impermeable and densed due to improper compaction.

c) Materials used was definitely superficial. To quote one example, I noticed the windows from inside and outside - lack of sheet metal drip edge above the window header, the flashing is deteriorating, rough framing etc.

Thus, I did my own 'wet run' (spraying the water from inside and outside) - wow...everything started to leak here and there even through the sills. The previous inspection did not take into account the water spray test.

d) There were problems of segregation (mixed ingredients separated) everywhere. My best guess is the mixing was not measured properly against high coarse aggregate. The mix dropping may also have been done without proper chutes (perhaps dropping them through too great a height in placing)

e) Construction joints - poor compaction. There were stains/moistures on the concrete face. This may have been caused due to a layer of concrete laid before pouring is continued and the old concrete was not washed properly.

Ok enough with that, there are a lot more. Let's talk about management during construction

i) This is a clear sign of poor project management

ii) There will also be a problem when you hire foreign workers - communication problem - not to mention language barrier may cause bigger problems

iii) The subcontractors may have been given very complicated jobs and the main contractor may also not been properly supervising

Well, the conclusion made by the project owners/stakeholders and the authorities were not good at all. I don't want to know what happened next.

I chucked when they asked me :

"Nik, are you a professional engineer?"

I replied "not a chance 'in hell' but you can thank my previous employers managing mega projects and my humble years of audit and inspection experience, that's where I learned the trade.

After all, you are the expert (Ir), you should be signing it..not me..aa..aaa."

They nodded and thanked me.

Shoddy construction workmanship/method are the reasons leading to failure of buildings and structural integrity. The root causes? Inadequate QC at site and negligence.

PENANG WAREHOUSE COLLAPSE - POSSIBLE CAUSES

(Photo Source : The Star)

The perspectives shared below are to be considered as strictly personal and unofficial opinions concerning the recent Penang Warehouse collapse, which tragically may have resulted in the loss of 4-5 workers' lives. It's a distressing event, especially given the recurrence of such incidents elsewhere in Malaysia. These viewpoints stem from my individual experience and are not intended to sway or impact any ongoing investigations conducted by the authorities in any manner

Beams under construction can collapse due to various reasons, including:

Design Flaws?

Since the project has been going on for quite some time, I do not think it is relevant to the design flaws. Possibly, the original plan or method statement of installation were not being adhered to leading to weak points or inadequate load-bearing capacities in the beams.

Material Deficiencies?

I also feel that it has little relation to substandard or faulty construction material but of course, you can never tell - low-quality steel or concrete can compromise the structural integrity of the beams.

Construction Errors?

Can also be the possible cause where mistakes made during the construction process, like inaccurate measurements, improper installation of reinforcements, or poor welding, can weaken the beams.

Excessive Loads?

Can be another possible cause. Beams may collapse if they're subjected to loads beyond their intended capacity, either due to unexpected heavy weights, construction equipment errors, or overloading (workers, materials or machines placed on the beam) during the construction phase.

Environmental Factors?

It was said that heavy rains are occurring during the time of construction. Extreme weather conditions like strong winds, heavy rains, (possibly ponding areas can also soften the ground) - can stress beams beyond their limits, causing them to fail.

Lack of Maintenance?

I am unsure whether this is the case but insufficient or improper maintenance during the construction phase could lead to deterioration of materials over time, weakening the beams.

Foundation Issues?

This can also be a cause where problems with the foundation or support structures at the said location can compromise the stability of the beams and eventually cause them to collapse.

Human Error?

This is a common problem. Where there is accident, the question of inadequate supervision will always arise. Others can include workers negligence or lack of adherence to safety protocols can contribute to mistakes that lead to beam collapse. All these comes back to supervision - either Safety or Construction.

Understanding these potential causes is crucial in ensuring proper precautions are taken during construction to prevent such collapses and maintain safety standards. Quality control, adherence to building codes, regular inspections, and employing skilled professionals are essential to mitigate these risks.

ARE YOU REALLY SERIOUS IN DOING BUSINESS?

 

ASEAN CONTROL WORLD EXPO/TRANS4M - KL CONVENTION CENTRE - 23-24/05/2022 - MY BRIEF OBSERVATIONS - NIK ZAFRI

ASEAN Control World Expo/Trans4M 2022 #controlworldexpo with Managing Principal of Noma SWO Consult - KL Convention Centre, KLCC

It was great. The exhibitors have range of sophisticated state of the art technology, devices, robotics, software and apps, IOT and Artificial Intelligence. The QA/QC-based multi-faceted analysis presented were really good with detailed explanation and justifications.

What I see lacking are :

a) is the link towards applicable codes of practice especially when you speak about Standard Deviation or displaying measurement tables - without the applicable codes of practice/standards, people may be wondering where do you based your argument to determine that "this is ok" or "this is not ok" or "within tolerance" or "not within tolerance

b) The analysis; although thorough; unfortunately the "deficiencies" are not linked to some form of two most important elements, Risk Analysis (for proactive Risk Identification and Assessment) and Root Cause Analysis (RCA) to prevent similar problems to reoccur or at least reduced in the future. RCA will determine the competency of the person correcting the arising problems whether such person require additional training etc.

c) The analysis; despite multi-faceted; is not focused on "by cost-analysis" - which is extremely important in my 20+ years experience in QA/QC profession.

d) Some apps, system and devices are good in detecting vibration and noise - proven useful for construction industry such as "piling" - which is quite limited unless they are used for preventive slope stability analysis or soil movement or perhaps can be a value-added tool during Site Investigation/Reconnaissance.

The other problem is that the datum (like Lidar) should also make way for conversion/input into the modern Architectural Building Information Model to simulate or project the image via Augmented Reality and Virtual Reality.

e) On Personal Observations : I've also noticed the visitors are a little low, whether they have a low interest towards the "tech-nerdy" exhibition or the time is not right or perhaps the cost/pricing of sophisticated systems are "too high" to procure during post-lockdown recovery period. Whatever the case maybe, the organizers should promote this event a little more bigger in the future - considering the displays are significantly important to the future of industries.

CAN TRADE SECRETS BE PROTECTED TODAY? - Overview by Nik Zafri

Nowadays, any organization with full infrastructure of ICT network and systems practicing 'data sharing' using the B2B and B2C platforms, painstakingly since early 2000 are now expanding their business.

However, when we talk about 'data transparency', the challenge is safeguarding 'sensitive data' (such as trade-secrets) and at the same time, not to intervene with the flow of information.

But today, should such secrets are not properly safeguarded, the sensitive data can suddenly become obsolete tomorrow due to "information explosion" on the net. Today, one organization introduced the latest technology, (no-hush-hush) - the next day, you'll see that the 'so-called new technology' ended up with similar but more improvised technology at the cheaper price - surprisingly from another country that thousands of miles away.

To avoid leaking problems, the plumbers are usually ICT and Human Resource Management - but what about the losses due to leaking information. Although the two departments are the right ones to deal with personnel revealing confidential information but it is still deemed as 'fire-fighting'. True enough, it happens again and again.

Humbly, let me share my own experience when I was employed to one organization to make a 'turnaround' under consultancy capability.

Without going into too much details, all I can conclude is that I managed to convince top management and other units/departments to return to the basics (looking back into the Core Business Process profusely written in their very own Company Manual - (chuckle they will find)

1) Research and Development, 

2) Design, 

3) Innovation, 

4) Advertising and Promotion, 

5) Market Survey, 

6) Marketing and Sales. 

Despite the hiccups I had with the 'Executive Management' team, I have succesfully managed to 'rehighlight' the aforesaid '6 profit centre' units to ALWAYS be in the lead to entice prospects, new customers and returning customers.

The 'data sharing' practices (what to share with the customers even on the company's website) must FIRST come and being reviewed by these units as they are the ones who knows better than any other units/departments which data is deemed as confidential or otherwise. 

The root cause of failure is always linked to another department or unit coming in 'too early' into the picture and doing 'someone's else job'. 

Sometimes, rewarding scheme for people achieving targets and definitely punishing those who did not can be BOTH FATAL.

People will start cutting corners, stabbing one another, stepping on other "cats tails" and God knows what. 

What if rewarding and punishing are being applied to Occupational Safety and Health matters, then there may be dangerous risks and hazards even leading to incidents and accidents - when workers start to cut corners either to achieve the objectives OR the fear of not achieving it. 

Mind you, I'm neither implying that other departments/units are of less significance nor rewarding system should not be practiced.

I'm really talking about :

a) 'Who to do What and When' and also 

b) effective monitoring must first be in place before considering to reward or to punish.

CONSTRUCTION ISO DOCUMENTATION FOR SALE (EDITABLE) - NIK ZAFRI

BASED ON ISO 45001:2018, ISO 9001:2015 AND ISO 14001:2015

PENGURUSAN KUALITI MENYELURUH - Nota Skrap (Nik Zafri)

1) Kepimpinan

·         Keperluan mengukur/menyemak semula prestasi keseluruhan operasi

·         TQM menjadi sebahagian daripada proses perniagaan

·         Keperluan sumber – kakitangan, mesin, komputer dll

·         Peningkatan Berterusan dengan sokongan pengurusan tertinggi

·         Undang-Undang, Peraturan, Piawaian dipatuhi

·         Kepuasan Pelanggan

·         Kuasa, Peranan dan Tanggungjawab Kakitangan

2) Penyesuaian Kakitangan/Pekerja (Orientasi)

·         Orientasi/Pengenalan/Penyesuaian Kakitangan/Pekerja

·         Pembangunan :

o  Kerjaya, Pengurusan, Peribadi, Penyeliaan

·         Latihan/Induksi/Kursus/Pendidikan

Kaitan secara generik kepada elemen 6

3) Dasar dan Strategi

i) Dasar

·         Memastikan hubungan perniagaan yang baik antara pelanggan dan organisasi, memastikan kejayaan jangkapanjang, memahami keperluan organisasi dan pelanggan

·         Komited untuk mencapai sasaran kualiti, kos dan perancangan/penjadualan,

·         Melakukan satu bentuk penyelidikan yang bersistem serta berbentuk pencegahan dengan penggunaan penilaian risiko dan lain-lain kaedah,

·         Menjana peningkatan berterusan dan inovasi berdasarkan proses perniagaan yang cekap, ukuran yang jelas, amalan terbaik dan tinjuan pelanggan

·         Membangunkan kemahiran, kreativiti, penguasaan dan akauntabiliti ke atas kakitangan/pekerja menerusi program yang melibatkan pihak pengurusan

ii) Strategi

·         Ukuran pencapaian dasar menerusi kaedah Scorecard, KRA atau Objektif Jabatan/Bahagian

·         Sumber untuk pencapaian sasaran

·         Input adalah dari pengajaran (lessons learned) dari aktiviti lalu seperti hasil analisa SWOT, Aduan/Pengendalian Pelanggan, Laporan Audit, Pemeriksaan, Analisa/Data, Penilaian Risiko, Post-Mortem dsb.

Kaitan secara generik dengan elemen 9

4) Usahasama dan Sumber

·         Usahasama dengan stakeholders – pelanggan, masyarakat, pembekal, pihak berkuasa dll.

·         Strategi yang dirancang untuk mengekal atau meningkatkan tahap hubungan termasuk program Tanggungjawab Sosial Korporat (CSR) dll.

·         Manual, Pelan, Prosedur, Arahan, Senarai Periksa, Rekod, kakitangan, mesin, komputer dll

Kaitan secara generik dengan elemen 8

5) Proses

·         Melakar Core Business Process (CBP) organisasi secara keseluruhan, tanggungjawab ke atas proses dan dokumen yang berkaitan dengan proses

·         Memastikan TQM adalah sebahagian daripada CBP

·         Manual, Pelan, Prosedur, Arahan, Senarai Periksa, Rekod, kakitangan, mesin, komputer dll

·         Audit/Pemeriksaan/Penilaian Risiko

6) Kepuasan Pekerja/Kakitangan

·         Penguasaan/Rasa Pemilikan Kakitangan/Pekerja

·         Bekerja secara berpasukan

·         Imbuhan Pekerja

·         Kepimpinan yang dihormati/ditaati

·         Latihan dan Pembangunan

·         Penilaian Prestasi

·         Tinjuan Kepuasan Pekerja

·         Tunjukajar dan Kaunseling

·         Sumber yang mencukupi

7) Kepuasan Pelanggan

·         Tindakan Pembetulan terhadap ketidakpatuhan terhadap kehendak/spesifikasi pelanggan

·         Klasifikasi Pelanggan samada kategori lama dan baru, pesanan berulang

·         Pengendalian aduan pelanggan

·         Tinjauan Kepuasan Pelanggan

·         Peningkatan Berterusan

8) Penerimaan Masyarakat dan Pengguna

·         Aspek Keselamatan/Kesihatan Pekerjaan dan Pengurusan Alam Sekitar

·         Bagaimana impak OSH dan EMS ke atas masyarakat

·         Tanggungjawab Sosial Korporat dan lain-lain program bersama masyarakat

9) Hasil Prestasi Kunci

i) Kewangan

·         Hasil (Revenue), Perbelanjaan, Pendapatan Bersih, Aliran Tunai, Nilai Aset

ii) Pelanggan

·         Kepuasan Pelanggan, Perulangan Pesanan dan Program Mengekalkan Pelanggan, Syer Pasaran, Kekuatan Jenama

iii) Proses Dalaman

·         Inventori, Pesanan, Peruntukan Sumber, Pengurusan/Kitaran Masa, Kualiti

iv) Perkembangan Pembelajaran (Learning Growth)

·         Kepuasan Kakitangan, Turnover terkawal, Kemahiran Kakitangan, Pendidikan Kakitangan