Quality Control

Quality control refers to the ability of an architect to maintain all components of an ongoing project to ensure that a certain degree of excellence is being met. In other words, it considers all aspects of the project including: the client’s needs, contracts, the design, the budget, the scope, the schedule, consistent communication (which determines relationships between major parties), constructability, staff (including all independent contractors and consultants), and any other expected or unexpected issues that may arise. There are several ways for the architect to maintain quality throughout the project. A quality management program can be put into place, the use of checklists may be implemented, process quality may be applied, lean systems may be put into place, constructability reviews can be conducted, and/or virtual reality tools may be included. Choosing how to maintain quality throughout the project is up to the architect, but is always dependent on the cooperation of all parties involved.

QUALITY MANAGEMENT PROGRAM

A useful way of entering into quality control is setting up a quality management program. Though it isn’t required, it’s a system that improves architectural performance by providing guidelines, support, and metrics to advance the capabilities of each individual firm and in effect the entire profession. In order for a quality management plan to be successful, it must reflect current and emerging design and production processes, and also incorporate existing inspection programs. For this to be possible, the program must be flexible and scalable. There are 3 different models an architect can implement when making a quality management program: inspection-based systems, process-based systems, and customer-based programs. Each model offers specific benefits and they may also be implemented so that some of all 3 are incorporated depending on the project.

Inspection-Based Systems - Architectural quality control was built on the foundation of inspection-based systems. Its primary concerns are necessary instruments of service, drawings and project manuals, and construction phase services. Inspection-based systems are created using production, oversight, review, and revision. In order to guarantee optimal results, a skilled staff is required, which also requires ongoing training. This process makes use of computer-aided drafting (CAD) and building information modeling (BIM). However, as architecture moved into 2DCAD, the inspection-based model became a bit problematic. Because CAD relies heavily on hand-drawing and paper-based models, senior staff can review work in progress; but in 2DCAD, most of the work is done on the computer and makes identifying mistakes or changes during the process more difficult. For this reason, while inspection-based systems are still implemented, they’re not typically used for large or intricate projects. Inspection-based systems are still necessary, but because of accelerated project delivery models, globalization, and the increasing amount of more complex building types, quality management systems (QM) that include a more integrated approach are required. Inspection doesn’t guarantee that work will be accurate, due to inspector oversight, or incomplete understanding of the overall project requirements provided by the design team.

Process-Based Systems - This model promotes quality because it introduces quality reviews to the design process. Using reviews during different steps of design (such as constructability reviews) results aren’t only inspected after design is completed. There are many systems of process-based QM, such as ISO 9001 and Six Sigma. Process-based QM includes supplier-based systems, integrated checklists, and inspection-based systems as well. Increasingly, practitioners also use software tools such as BIM to further develop quality processes. There are many 3D tools that enable firms to review the BIM against program and code requirements as well as combine architectural work with consultants’ work for a more complete analysis of design at various stages. BIM also allows for the review of 3D models during both design and construction. Having a central model from which to work makes collaboration and reviews easier and more accurate.

Customer-Based Systems - This model relies heavily on a service delivery model that considers everyone a customer—the client, the contractor, the reviewing agencies, and any consultants. Viewing all parties in this way helps the architect identify and build relationships with quality as the primary focus. In the profession, there are 2 types of customers: internal (project team, all staff, and consultants) and external (client, contractor, and end users of the building). For customer-based systems to work effectively, communication between the architect and each customer must be clear and consistent. Conversations between the architect and the client may be difficult because the architect has to convey realistic quality options, but they’re necessary in order to uncover the intent for and quality value of the project. When the architect views the project from this perspective, each customer’s needs may be identified and deliverables and services may be provided accordingly.

SIX SIGMA

Six Sigma is an improvement process, which focuses on identifying procedures and determining whether they’re necessary for project quality. It uses what is known as the DMAIC process:

• DEFINE the problem, the voice of the customer, and project goals

• MEASURE the most important aspects of current procedures and collect relevant data

• ANALYZE data, verifying cause-and-effect relationships and the effectiveness of those relationships

• IMPROVE current procedures based on the analysis

• CONTROL the process moving forward by correcting any deviations before they result in schedule, budget, or scope changes

CHECKLISTS

Checklists are another helpful way for the architect to communicate quickly and effectively with other members of the firm. They can be implemented at every phase of the project to ensure that things run according to and remain on schedule. They allow for the transfer of explicit knowledge, standards, and requirements of individuals doing particular tasks. Explicit knowledge refers to project requirements such as program, design type, code requirements, and site conditions. It also includes how a firm sets up file folders, prices various jobs, and bills the client. These items can all be made into checklists so that staff can understand the firm’s standard methods, all required information is in one location, and information included in the construction documents may easily be conveyed. The kind of knowledge received from experience, tacit knowledge, is not suitable for checklists. This may include understanding the nuances that result from an efficient drawing package, learning how to talk to contractors and clients, or finding solutions to differences of opinion within the architect’s firm. In order for checklists to be successful, they should be concise and comprised of need-to-know information according to who has access to the various checklists. In other words, the architect should make separate checklists so that staff has access to pertinent information, which saves time and avoids confusion. If possible, checklists should also borrow the formats of existing models, such as LEED rating requirements or the CHPS rating system, and be modified to fit the firm’s needs.

PROCESS QUALITY

Process quality refers to creating systems that don’t require human intervention. Because certain business processes lend themselves to automation and designing systems that routinize certain processes, process quality removes variance from the systems so that staff can focus on information that adds value to the project instead of tracking down information that has been misplaced. An example of this would be a simple software application that allows staff to post information to a central area (such as dropbox) for client information (such as business cards) or a module in a customer relationship management system (CRM). A CRM could allow for the registering of certain information such as a business call, what the call was about, and when a possible follow-up call should be made in response.

LEAN SYSTEMS

This type of production refers to a manufacturing model that focuses on value within the project, according to each customer. It’s based on 5 principles:

Specify value to the customer - This is an exaggerated version of customer-based quality systems, which acknowledges that the customer defines the quality of the project; the customer’s wants and needs are the most important factors. Value-added service and delivery to the customer is key. Therefore, processes should be defined based on the needs and requirements of the customer rather than the practice’s internal systems.

Identify the value system - When considering the customer as the most important aspect of the project, it’s important to identify the delivery processes that add value and those that don’t. An example would be when the contractor submits an RFI to the architect for review and response. The internal processes that are implemented to inventory and control RFIs would not add value to the contractor or the client (everything that occurs between the first step of an RFI: receive the RFI, and the final step: respond to the RFI).

Make value flow - This refers to cutting out unnecessary steps. Continuing the RFI example, this would be removing the steps between receiving the RFI and responding to the RFI. The most effective value flow would be if the contractor writes a question on the top of the RFI and the architect answers the question on the bottom. The other steps: processing, copying, logging, and filing the RFI would only be seen internally within the firm.

Institute pull - The contractor supplies to the client only what the client needs. This removes inventory, stockpiling, and there’s no waiting while a request is being processed. This also implies that if a deliverable is required, the contractor must acquire the material quickly in order to avoid schedule extension.

Pursue perfection - It’s important that all firms continuously improve. In order to do this, the design team should return to the first step of Lean Systems and go over each principle in order to discover where improvements can be made. Ideally, there will be areas where waste can be removed from the value stream and allow the firm to ‘lean’ its processes.

CONSTRUCTABILITY REVIEWS

A constructability review is a formal evaluation of project design, and it helps to determine if construction is practical based on the means, methods, and available products at the suggested time of construction. It’s also a process that enhances necessary construction knowledge during project design. Constructability reviews help to ensure that moving forward through the project, the client’s vision remains constructible. As a way to check on the status of the project at various design phases, if issues arise, these reviews also make it easier to identify changes and for those changes to be made. Similar to checklists, constructability reviews allow for pertinent information to be shared regarding the project components that require additional attention and those that are running smoothly. Unlike checklists, though, constructability reviews must be followed up with in order to ensure that any suggested changes are actually made. These reviews are also highly detailed in nature and require that an assigned party is responsible for them.

VIRTUAL REALITY

Some firms are beginning to convert their 3D models into virtual reality experiences. Instead of imagining certain experimental and visual outcomes of design decisions, the architect as well as the client can virtually walk through the building. This removes much of the unknown involved in transforming a design into a building, which makes finding errors easier, saving both time and money in the long run. However, if the architect is working at a smaller firm then access to virtual reality devices may prove too costly upfront. This method of checking design is still fairly new, but has proven successful as a tool to support the quality of a project.

CONCLUSION

Quality control refers to the overall ability for the architect to maintain the ongoing project efficiently. There are different ways to ensure quality control and combining several strategies helps to avoid overlooking details, problems, and minor adjustments so that the project remains true to the budget and stays on schedule. In order for quality control to take place, all major parties must have clear and consistent communication as well as a mutual goal in mind.