Roles

 In the construction industry, achieving quality requires a clear delineation of responsibilities and authorities among the key participants—architects, engineers, consultants, and contractors. 

While Quality Assurance (QA) focuses on the planned and systematic activities to provide confidence that requirements will be met (process-oriented), Quality Control (QC) involves the operational techniques and activities used to fulfill those requirements (product-oriented) (Rumane 2018; Unknown Author n.d.b).



The following sections outline the specific responsibilities and authorities of project participants and the concept of quality circles.



1. Architects and Engineers (Designers)

The design professionals (Architects and Engineers) are responsible for converting the owner's requirements into a specific facility through detailed drawings and specifications.

  • Design Phase QA: They must ensure the design meets the owner’s needs, regulatory codes, and safety standards. This involves conducting design reviews, checking for constructability, and coordinating between different disciplines (e.g., civil, mechanical, electrical) to avoid conflicts (Rumane 2018).
  • Specifications: They have the authority to specify quality standards, materials, and workmanship requirements in the contract documents. These documents serve as the baseline for all QC activities during construction (Seetharaman n.d.; Rumane 2018).
  • Construction Phase Authority:
    • Interpretation: They interpret contract documents and resolve technical discrepancies (Rumane 2018).
    • Approvals: They have the authority to review and approve shop drawings, material samples, and technical submittals to ensure compliance with the design intent (Rumane 2013).
    • Site Visits: They perform periodic site visits to verify that the work is progressing according to the design concept (Watson & Howarth 2011).


2. Consultants (Supervision/Project Managers)

Consultants, often appointed by the owner, act as the owner's representative to supervise the construction process. In many traditional contracts, the design firm also acts as the supervision consultant.

  • Project Supervision: The supervision consultant (often led by a Resident Engineer) is responsible for the daily monitoring and control of the contractor’s work. They ensure the project is completed within the specified scope, time, and budget (Rumane 2018).
  • QA/QC Oversight:
    • Auditing: They audit the contractor’s Quality Control Plan (QCP) to ensure it complies with ISO 9000 or other specified standards (Rumane 2018).
    • Inspection Authority: They have the authority to inspect works at various stages (e.g., concrete pouring, finishes) and issue Non-Conformance Reports (NCRs) if work does not meet specifications (Rumane 2013).
    • Stop Work: In cases of serious non-compliance or safety hazards, they typically have the authority to stop work until corrective actions are taken (Unknown Author n.d.c).
  • Testing: They witness tests (e.g., soil density, concrete strength) and approve test reports submitted by independent agencies (Rumane 2018).




3. Contractors

The contractor bears the primary responsibility for the "quality of construction" (conformance). They must build the facility as specified in the contract documents.



  • Quality Control Plan (CQCP): The contractor must develop and implement a project-specific Quality Control Plan. This plan details the organizational structure for quality, inspection procedures, and testing schedules (Rumane 2018).
  • Execution and Inspection:
    • Internal Checks: The contractor is responsible for their own internal inspection and testing before submitting work to the consultant for approval. This includes verifying materials upon delivery and checking workmanship (Rumane 2018).
    • Submittals: They are responsible for the timely submission of shop drawings, method statements, and material samples for approval (Rumane 2013).
    • Subcontractor Management: The main contractor is responsible for the quality of work performed by subcontractors and suppliers. They must ensure subcontractors possess the necessary skills and resources to meet project standards (Unknown Author n.d.a).
  • Corrective Action: The contractor has the duty to rectify any defective work identified by their own QC team or the supervision consultant (Rumane 2018).

4. Quality Circles

A Quality Circle is a participative management technique used to improve quality and productivity from the bottom up.



  • Definition: It consists of a small group of employees (typically 5–15) from the same work area who meet voluntarily and regularly to identify, analyze, and solve work-related problems (Rumane 2018; Watson & Howarth 2011).
  • Key Elements:
    • Voluntary Participation: Employees join willingly, fostering a culture of ownership.
    • Training: Members are trained in problem-solving techniques, such as Ishikawa (Fishbone) diagrams and Pareto charts, to analyze root causes of defects (Watson & Howarth 2011).
    • Empowerment: The circle recommends solutions to management. If approved, the circle often helps implement the solution.
  • Responsibilities: Their primary role is to identify local problems (e.g., frequent material wastage, safety hazards) and recommend improvements to management to enhance the "total quality" of the organization (Rumane 2018).


Bibliography

  • Rumane, A. R. (2013). Quality Tools for Managing Construction Projects. CRC Press.
  • Rumane, A. R. (2018). Quality Management in Construction Projects (2nd ed.). CRC Press.
  • Seetharaman, S. (n.d.). Construction Engineering and Management.
  • Unknown Author. (n.d.a). An Introduction to Construction Management.
  • Unknown Author. (n.d.b). Quality Assurance and Quality Control [Lecture Notes]. College of Science and Technology.
  • Unknown Author. (n.d.c). Construction Management for Industrial Projects.
  • Watson, P., & Howarth, T. (2011). Construction Quality Management: Principles and Practice. Routledge.

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