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Avoiding claims in building design [[electronic resource] ] : risk management in practice / / Malcolm Taylor
| Avoiding claims in building design [[electronic resource] ] : risk management in practice / / Malcolm Taylor |
| Autore | Taylor Malcolm |
| Pubbl/distr/stampa | Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
343.41078624
692/.8 |
| Soggetto topico |
Building - Superintendence
Building - Planning Risk assessment Building - Quality control Construction contracts |
| ISBN |
1-281-31839-6
9786611318390 0-470-69041-0 0-470-68014-8 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Avoiding Claims in Building Design; Contents; Which form should be used?; Preface; Acknowledgements; Glossary of Terms; Introduction; For whom is this book written?; Some terms of reference; Why do practices need to manage risk?; Changes in society's perception of the professional; Does insurance affect the frequency of claims?; Professionals need the weapons to fight back; Claims - failure of management or design?; The structure of this book; Part One: Principles and Practice of Risk Management; 1 Defining and identifying risk; Definitions; Identifying risk; Conscious risk strategy
Identifying and ranking the risks in your own practice2 The Risk Anatomy of Practice; Introduction; Innovatory or cautious design?; Innovation and the young practice; Young, mature and older practices; The commercial elements of practice; Do you produce house style design?; Separation of design from production documentation; Balancing of resources and skills; Qualification and experience; How dispersed is your practice?; Delegation; Financial controls; Markets and marketing; Hierarchy and succession; Summary; 3 A View of the Professions: their Individual Risk Patterns; Introduction The architect as lead consultant and designerThe interior designer; The landscape architect; The planner; Civil and structural engineers; The services engineers; The quantity surveyor; The project manager; 4 The Boundaries of Risk Between the Professions; Introduction; Boundaries of responsibility; Joint ventures; Subconsulting; Additional risks for multidiscipline practices; Cooperation in times of trouble; 5 Risk Management and Quality Assurance Compared; Is quality assurance relevant to risk management?; Definitions; The rules of QA; How does QA work?; Why do firms need QA? QA and risk management comparedRelevance of QA to risk management; 6 The Practitioner and his Insurers; Professional indemnity insurance; Mutuals and the Wren Insurance Association; 7 Introducing Risk Management into the Office; Introduction; A model framework for all practices?; The components of a risk management system; Costing the process; Setting up the system; Applying the system; Maintaining the system; Part Two: The Processes of Risk Management; 8 Setting Up the Appointment; Introduction; The start of the process; Preparing the ground for the appointment; Anatomy of the appointment Preparing the appointmentThe institutes' standard forms of engagement; Completing the forms; 9 Standard Forms of Engagement: The Architect; Standard Form of Agreement for the Appointment of an Architect (SFA/99); Coordinating the scope of services with others; Coordinating whole team design; The architect's design duties; Conditions of appointment; Conditions of Engagement for the Appointment of an Architect (CE/99) for use with a Letterof Appointment; 10 Standard Forms of Engagement: Engineers, Quantity Surveyor, National Health Service and Project Manager; The Engineers ACE Conditions of Engagement for Engineering Services B(l) and B(2) (ACE/B1, ACE/B2) |
| Record Nr. | UNINA-9910145303403321 |
Taylor Malcolm
|
||
| Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Avoiding claims in building design [[electronic resource] ] : risk management in practice / / Malcolm Taylor
| Avoiding claims in building design [[electronic resource] ] : risk management in practice / / Malcolm Taylor |
| Autore | Taylor Malcolm |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
343.41078624
692/.8 |
| Soggetto topico |
Building - Superintendence
Building - Planning Risk assessment Building - Quality control Construction contracts |
| ISBN |
1-281-31839-6
9786611318390 0-470-69041-0 0-470-68014-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Avoiding Claims in Building Design; Contents; Which form should be used?; Preface; Acknowledgements; Glossary of Terms; Introduction; For whom is this book written?; Some terms of reference; Why do practices need to manage risk?; Changes in society's perception of the professional; Does insurance affect the frequency of claims?; Professionals need the weapons to fight back; Claims - failure of management or design?; The structure of this book; Part One: Principles and Practice of Risk Management; 1 Defining and identifying risk; Definitions; Identifying risk; Conscious risk strategy
Identifying and ranking the risks in your own practice2 The Risk Anatomy of Practice; Introduction; Innovatory or cautious design?; Innovation and the young practice; Young, mature and older practices; The commercial elements of practice; Do you produce house style design?; Separation of design from production documentation; Balancing of resources and skills; Qualification and experience; How dispersed is your practice?; Delegation; Financial controls; Markets and marketing; Hierarchy and succession; Summary; 3 A View of the Professions: their Individual Risk Patterns; Introduction The architect as lead consultant and designerThe interior designer; The landscape architect; The planner; Civil and structural engineers; The services engineers; The quantity surveyor; The project manager; 4 The Boundaries of Risk Between the Professions; Introduction; Boundaries of responsibility; Joint ventures; Subconsulting; Additional risks for multidiscipline practices; Cooperation in times of trouble; 5 Risk Management and Quality Assurance Compared; Is quality assurance relevant to risk management?; Definitions; The rules of QA; How does QA work?; Why do firms need QA? QA and risk management comparedRelevance of QA to risk management; 6 The Practitioner and his Insurers; Professional indemnity insurance; Mutuals and the Wren Insurance Association; 7 Introducing Risk Management into the Office; Introduction; A model framework for all practices?; The components of a risk management system; Costing the process; Setting up the system; Applying the system; Maintaining the system; Part Two: The Processes of Risk Management; 8 Setting Up the Appointment; Introduction; The start of the process; Preparing the ground for the appointment; Anatomy of the appointment Preparing the appointmentThe institutes' standard forms of engagement; Completing the forms; 9 Standard Forms of Engagement: The Architect; Standard Form of Agreement for the Appointment of an Architect (SFA/99); Coordinating the scope of services with others; Coordinating whole team design; The architect's design duties; Conditions of appointment; Conditions of Engagement for the Appointment of an Architect (CE/99) for use with a Letterof Appointment; 10 Standard Forms of Engagement: Engineers, Quantity Surveyor, National Health Service and Project Manager; The Engineers ACE Conditions of Engagement for Engineering Services B(l) and B(2) (ACE/B1, ACE/B2) |
| Record Nr. | UNISA-996218280503316 |
|
Taylor Malcolm
|
||
| Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. di Salerno | ||
| ||
Avoiding claims in building design : risk management in practice / / Malcolm Taylor
| Avoiding claims in building design : risk management in practice / / Malcolm Taylor |
| Autore | Taylor Malcolm |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
343.41078624
692/.8 |
| Soggetto topico |
Building - Superintendence
Building - Planning Risk assessment Building - Quality control Construction contracts |
| ISBN |
9786611318390
9781281318398 1281318396 9780470690413 0470690410 9780470680148 0470680148 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Avoiding Claims in Building Design; Contents; Which form should be used?; Preface; Acknowledgements; Glossary of Terms; Introduction; For whom is this book written?; Some terms of reference; Why do practices need to manage risk?; Changes in society's perception of the professional; Does insurance affect the frequency of claims?; Professionals need the weapons to fight back; Claims - failure of management or design?; The structure of this book; Part One: Principles and Practice of Risk Management; 1 Defining and identifying risk; Definitions; Identifying risk; Conscious risk strategy
Identifying and ranking the risks in your own practice2 The Risk Anatomy of Practice; Introduction; Innovatory or cautious design?; Innovation and the young practice; Young, mature and older practices; The commercial elements of practice; Do you produce house style design?; Separation of design from production documentation; Balancing of resources and skills; Qualification and experience; How dispersed is your practice?; Delegation; Financial controls; Markets and marketing; Hierarchy and succession; Summary; 3 A View of the Professions: their Individual Risk Patterns; Introduction The architect as lead consultant and designerThe interior designer; The landscape architect; The planner; Civil and structural engineers; The services engineers; The quantity surveyor; The project manager; 4 The Boundaries of Risk Between the Professions; Introduction; Boundaries of responsibility; Joint ventures; Subconsulting; Additional risks for multidiscipline practices; Cooperation in times of trouble; 5 Risk Management and Quality Assurance Compared; Is quality assurance relevant to risk management?; Definitions; The rules of QA; How does QA work?; Why do firms need QA? QA and risk management comparedRelevance of QA to risk management; 6 The Practitioner and his Insurers; Professional indemnity insurance; Mutuals and the Wren Insurance Association; 7 Introducing Risk Management into the Office; Introduction; A model framework for all practices?; The components of a risk management system; Costing the process; Setting up the system; Applying the system; Maintaining the system; Part Two: The Processes of Risk Management; 8 Setting Up the Appointment; Introduction; The start of the process; Preparing the ground for the appointment; Anatomy of the appointment Preparing the appointmentThe institutes' standard forms of engagement; Completing the forms; 9 Standard Forms of Engagement: The Architect; Standard Form of Agreement for the Appointment of an Architect (SFA/99); Coordinating the scope of services with others; Coordinating whole team design; The architect's design duties; Conditions of appointment; Conditions of Engagement for the Appointment of an Architect (CE/99) for use with a Letterof Appointment; 10 Standard Forms of Engagement: Engineers, Quantity Surveyor, National Health Service and Project Manager; The Engineers ACE Conditions of Engagement for Engineering Services B(l) and B(2) (ACE/B1, ACE/B2) |
| Record Nr. | UNINA-9910818187903321 |
|
Taylor Malcolm
|
||
| Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Benchmarking in construction [[electronic resource] /] / Steven McCabe
| Benchmarking in construction [[electronic resource] /] / Steven McCabe |
| Autore | McCabe Steven |
| Pubbl/distr/stampa | Malden, Mass., : Blackwell Science, 2001 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
690.068
690.0685 |
| Soggetto topico |
Building - Quality control
Benchmarking (Management) |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-282-34173-1
9786612341731 0-470-69605-2 0-470-69530-7 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
BENCHMARKING IN CONSTRUCTION; Contents; Foreword; Preface; Acknowledgements; Chapter 1 Introduction; 1.1 What reading this book will assist you to do; 1.2 People - the core concept of benchmarking for best practice; 1.3 Understanding the importance of benchmarking - a personal perspective; 1.4 Learning from the best: the Japanese construction industry; 1.5 Rethinking Construction: a catalyst for change in British construction?; 1.6 The Construction Best Practice Programme; 1.6.1 The key performance indicators; 1.7 A brief outline of subsequent chapters
Chapter 2 Getting to Grips with the ConceptsObjectives; 2.1 Establishing the principle of benchmarking for best practice; 2.2 Defining benchmarking and best practice; 2.3 Types of benchmarking; 2.3.1 Internal benchmarking; 2.3.2 Competitive benchmarking; 2.3.3 Functional or generic benchmarking; 2.4 The Rank Xerox story; 2.4.1 What did Rank Xerox do?; 2.4.2 Summarising the Rank Xerox approach; 2.5 Conclusion; Summay; Chapter 3 What is TQM and its Importance to Benchmarking?; Objectives; 3.1 Defining TQM; 3.2 The origins of TQM - the influence of Deming (1900-1993) and Juran (1904) 3.2.1 SPC (Statistical Process Control) - the cornerstone of Deming's philosophy3.2.2 Juran's quality trilogy; 3.3 The Toyota story - an early example of benchmarking; 3.4 The development of TQM in the West; 3.4.1 The move from inspection and quality control to quality assurance and TQM; 3.5 Achieving customer delight - the importance of recognising people as a key component of TQM; Summary; Chapter 4 Facilitating a Change in Organisational Culture; Objectives; 4.1 Organisational culture; 4.1.1 What is organisational culture?; 4.2 Senior management's role in creating cultural change 4.2.1 What senior managers in construction organisations can do to create culture change4.3 The role of middle managers and change agents; 4.4 'Getting the troops on board'; 4.4.1 Motivation of people; 4.4.2 Using teamwork in cultural change; 4.4.3 Types of team; 4.4.4 Picking the right members for a successful team; 4.4.5 Development of the team; 4.5 The role of learning organisations in TQM and benchmarking; 4.6 Methods of organisational learning; Summary; Chapter 5 The Use of Critical Success Factors, Processes and Systems in Benchmarking; Objectives; 5.1 Where to start from 5.2 Critical success factors and key performance indicators5.2.1 Critical success factors; 5.2.2 Key performance indicators; 5.3 The importance of understanding processes; 5.4 Process mapping: 'the metaphor of the cup of tea'; 5.5 Quality systems and procedures; 5.5.1 The use of quality systems in continuous improvement; Summary; Chapter 6 Benchmarking Customer Satisfaction; Objectives; 6.1 The paradigm shift in customer value strategy; 6.2 The benefits of retaining customers; 6.3 Factors that must be considered when measuring customer satisfaction 6.4 A selection of models that can be used to carry out benchmarking of customer satisfaction |
| Record Nr. | UNINA-9910144527003321 |
|
McCabe Steven
|
||
| Malden, Mass., : Blackwell Science, 2001 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Benchmarking in construction [[electronic resource] /] / Steven McCabe
| Benchmarking in construction [[electronic resource] /] / Steven McCabe |
| Autore | McCabe Steven |
| Pubbl/distr/stampa | Malden, Mass., : Blackwell Science, 2001 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
690.068
690.0685 |
| Soggetto topico |
Building - Quality control
Benchmarking (Management) |
| ISBN |
1-282-34173-1
9786612341731 0-470-69605-2 0-470-69530-7 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
BENCHMARKING IN CONSTRUCTION; Contents; Foreword; Preface; Acknowledgements; Chapter 1 Introduction; 1.1 What reading this book will assist you to do; 1.2 People - the core concept of benchmarking for best practice; 1.3 Understanding the importance of benchmarking - a personal perspective; 1.4 Learning from the best: the Japanese construction industry; 1.5 Rethinking Construction: a catalyst for change in British construction?; 1.6 The Construction Best Practice Programme; 1.6.1 The key performance indicators; 1.7 A brief outline of subsequent chapters
Chapter 2 Getting to Grips with the ConceptsObjectives; 2.1 Establishing the principle of benchmarking for best practice; 2.2 Defining benchmarking and best practice; 2.3 Types of benchmarking; 2.3.1 Internal benchmarking; 2.3.2 Competitive benchmarking; 2.3.3 Functional or generic benchmarking; 2.4 The Rank Xerox story; 2.4.1 What did Rank Xerox do?; 2.4.2 Summarising the Rank Xerox approach; 2.5 Conclusion; Summay; Chapter 3 What is TQM and its Importance to Benchmarking?; Objectives; 3.1 Defining TQM; 3.2 The origins of TQM - the influence of Deming (1900-1993) and Juran (1904) 3.2.1 SPC (Statistical Process Control) - the cornerstone of Deming's philosophy3.2.2 Juran's quality trilogy; 3.3 The Toyota story - an early example of benchmarking; 3.4 The development of TQM in the West; 3.4.1 The move from inspection and quality control to quality assurance and TQM; 3.5 Achieving customer delight - the importance of recognising people as a key component of TQM; Summary; Chapter 4 Facilitating a Change in Organisational Culture; Objectives; 4.1 Organisational culture; 4.1.1 What is organisational culture?; 4.2 Senior management's role in creating cultural change 4.2.1 What senior managers in construction organisations can do to create culture change4.3 The role of middle managers and change agents; 4.4 'Getting the troops on board'; 4.4.1 Motivation of people; 4.4.2 Using teamwork in cultural change; 4.4.3 Types of team; 4.4.4 Picking the right members for a successful team; 4.4.5 Development of the team; 4.5 The role of learning organisations in TQM and benchmarking; 4.6 Methods of organisational learning; Summary; Chapter 5 The Use of Critical Success Factors, Processes and Systems in Benchmarking; Objectives; 5.1 Where to start from 5.2 Critical success factors and key performance indicators5.2.1 Critical success factors; 5.2.2 Key performance indicators; 5.3 The importance of understanding processes; 5.4 Process mapping: 'the metaphor of the cup of tea'; 5.5 Quality systems and procedures; 5.5.1 The use of quality systems in continuous improvement; Summary; Chapter 6 Benchmarking Customer Satisfaction; Objectives; 6.1 The paradigm shift in customer value strategy; 6.2 The benefits of retaining customers; 6.3 Factors that must be considered when measuring customer satisfaction 6.4 A selection of models that can be used to carry out benchmarking of customer satisfaction |
| Record Nr. | UNISA-996212480803316 |
|
McCabe Steven
|
||
| Malden, Mass., : Blackwell Science, 2001 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. di Salerno | ||
| ||
Benchmarking in construction [[electronic resource] /] / Steven McCabe
| Benchmarking in construction [[electronic resource] /] / Steven McCabe |
| Autore | McCabe Steven |
| Pubbl/distr/stampa | Malden, Mass., : Blackwell Science, 2001 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
690.068
690.0685 |
| Soggetto topico |
Building - Quality control
Benchmarking (Management) |
| ISBN |
1-282-34173-1
9786612341731 0-470-69605-2 0-470-69530-7 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
BENCHMARKING IN CONSTRUCTION; Contents; Foreword; Preface; Acknowledgements; Chapter 1 Introduction; 1.1 What reading this book will assist you to do; 1.2 People - the core concept of benchmarking for best practice; 1.3 Understanding the importance of benchmarking - a personal perspective; 1.4 Learning from the best: the Japanese construction industry; 1.5 Rethinking Construction: a catalyst for change in British construction?; 1.6 The Construction Best Practice Programme; 1.6.1 The key performance indicators; 1.7 A brief outline of subsequent chapters
Chapter 2 Getting to Grips with the ConceptsObjectives; 2.1 Establishing the principle of benchmarking for best practice; 2.2 Defining benchmarking and best practice; 2.3 Types of benchmarking; 2.3.1 Internal benchmarking; 2.3.2 Competitive benchmarking; 2.3.3 Functional or generic benchmarking; 2.4 The Rank Xerox story; 2.4.1 What did Rank Xerox do?; 2.4.2 Summarising the Rank Xerox approach; 2.5 Conclusion; Summay; Chapter 3 What is TQM and its Importance to Benchmarking?; Objectives; 3.1 Defining TQM; 3.2 The origins of TQM - the influence of Deming (1900-1993) and Juran (1904) 3.2.1 SPC (Statistical Process Control) - the cornerstone of Deming's philosophy3.2.2 Juran's quality trilogy; 3.3 The Toyota story - an early example of benchmarking; 3.4 The development of TQM in the West; 3.4.1 The move from inspection and quality control to quality assurance and TQM; 3.5 Achieving customer delight - the importance of recognising people as a key component of TQM; Summary; Chapter 4 Facilitating a Change in Organisational Culture; Objectives; 4.1 Organisational culture; 4.1.1 What is organisational culture?; 4.2 Senior management's role in creating cultural change 4.2.1 What senior managers in construction organisations can do to create culture change4.3 The role of middle managers and change agents; 4.4 'Getting the troops on board'; 4.4.1 Motivation of people; 4.4.2 Using teamwork in cultural change; 4.4.3 Types of team; 4.4.4 Picking the right members for a successful team; 4.4.5 Development of the team; 4.5 The role of learning organisations in TQM and benchmarking; 4.6 Methods of organisational learning; Summary; Chapter 5 The Use of Critical Success Factors, Processes and Systems in Benchmarking; Objectives; 5.1 Where to start from 5.2 Critical success factors and key performance indicators5.2.1 Critical success factors; 5.2.2 Key performance indicators; 5.3 The importance of understanding processes; 5.4 Process mapping: 'the metaphor of the cup of tea'; 5.5 Quality systems and procedures; 5.5.1 The use of quality systems in continuous improvement; Summary; Chapter 6 Benchmarking Customer Satisfaction; Objectives; 6.1 The paradigm shift in customer value strategy; 6.2 The benefits of retaining customers; 6.3 Factors that must be considered when measuring customer satisfaction 6.4 A selection of models that can be used to carry out benchmarking of customer satisfaction |
| Record Nr. | UNINA-9910830431703321 |
|
McCabe Steven
|
||
| Malden, Mass., : Blackwell Science, 2001 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Benchmarking in construction / / Steven McCabe
| Benchmarking in construction / / Steven McCabe |
| Autore | McCabe Steven |
| Pubbl/distr/stampa | Malden, Mass., : Blackwell Science, 2001 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina | 690/.0685 |
| Soggetto topico |
Building - Quality control
Benchmarking (Management) |
| ISBN |
9786612341731
9781282341739 1282341731 9780470696057 0470696052 9780470695302 0470695307 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
BENCHMARKING IN CONSTRUCTION; Contents; Foreword; Preface; Acknowledgements; Chapter 1 Introduction; 1.1 What reading this book will assist you to do; 1.2 People - the core concept of benchmarking for best practice; 1.3 Understanding the importance of benchmarking - a personal perspective; 1.4 Learning from the best: the Japanese construction industry; 1.5 Rethinking Construction: a catalyst for change in British construction?; 1.6 The Construction Best Practice Programme; 1.6.1 The key performance indicators; 1.7 A brief outline of subsequent chapters
Chapter 2 Getting to Grips with the ConceptsObjectives; 2.1 Establishing the principle of benchmarking for best practice; 2.2 Defining benchmarking and best practice; 2.3 Types of benchmarking; 2.3.1 Internal benchmarking; 2.3.2 Competitive benchmarking; 2.3.3 Functional or generic benchmarking; 2.4 The Rank Xerox story; 2.4.1 What did Rank Xerox do?; 2.4.2 Summarising the Rank Xerox approach; 2.5 Conclusion; Summay; Chapter 3 What is TQM and its Importance to Benchmarking?; Objectives; 3.1 Defining TQM; 3.2 The origins of TQM - the influence of Deming (1900-1993) and Juran (1904) 3.2.1 SPC (Statistical Process Control) - the cornerstone of Deming's philosophy3.2.2 Juran's quality trilogy; 3.3 The Toyota story - an early example of benchmarking; 3.4 The development of TQM in the West; 3.4.1 The move from inspection and quality control to quality assurance and TQM; 3.5 Achieving customer delight - the importance of recognising people as a key component of TQM; Summary; Chapter 4 Facilitating a Change in Organisational Culture; Objectives; 4.1 Organisational culture; 4.1.1 What is organisational culture?; 4.2 Senior management's role in creating cultural change 4.2.1 What senior managers in construction organisations can do to create culture change4.3 The role of middle managers and change agents; 4.4 'Getting the troops on board'; 4.4.1 Motivation of people; 4.4.2 Using teamwork in cultural change; 4.4.3 Types of team; 4.4.4 Picking the right members for a successful team; 4.4.5 Development of the team; 4.5 The role of learning organisations in TQM and benchmarking; 4.6 Methods of organisational learning; Summary; Chapter 5 The Use of Critical Success Factors, Processes and Systems in Benchmarking; Objectives; 5.1 Where to start from 5.2 Critical success factors and key performance indicators5.2.1 Critical success factors; 5.2.2 Key performance indicators; 5.3 The importance of understanding processes; 5.4 Process mapping: 'the metaphor of the cup of tea'; 5.5 Quality systems and procedures; 5.5.1 The use of quality systems in continuous improvement; Summary; Chapter 6 Benchmarking Customer Satisfaction; Objectives; 6.1 The paradigm shift in customer value strategy; 6.2 The benefits of retaining customers; 6.3 Factors that must be considered when measuring customer satisfaction 6.4 A selection of models that can be used to carry out benchmarking of customer satisfaction |
| Record Nr. | UNINA-9911019532803321 |
|
McCabe Steven
|
||
| Malden, Mass., : Blackwell Science, 2001 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Construction Quality in the Alternate Project Delivery Environment
| Construction Quality in the Alternate Project Delivery Environment |
| Autore | Cavalline Tara |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | , : American Society of Civil Engineers, , 2021 |
| Descrizione fisica | 1 online resource (471 pages) |
| Disciplina | 624.068 |
| Altri autori (Persone) |
MorianDennis
SchexnayderCliff J |
| Collana | ASCE Press |
| Soggetto topico | Building - Quality control |
| ISBN |
1-5231-4461-0
0-7844-8363-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Intro -- Contents -- Preface -- Prologue -- Chapter 1: Introduction to Quality -- 1.1 Design-Bid-Build -- 1.2 Alternate Project Delivery Methods -- 1.2.1 Design-Build -- 1.2.2 Construction Manager/General Contractor -- 1.2.3 Construction Management-At-Risk -- 1.2.4 Alternative Technical Concepts -- 1.2.5 Public-Private Partnership -- 1.2.6 Integrated Project Delivery -- 1.3 Changing Roles -- 1.4 Quality Assurance -- 1.5 Alternative Project Deliveries and Quality Assurance Responsibility -- 1.6 Quality Assurance Organization -- 1.7 Quality Control Plans -- 1.8 Public-Private Partnership -- 1.9 Quality Decisions -- 1.10 Warranties -- 1.11 Challenges -- References -- Chapter 2: Quality Management -- 2.1 Process Management Programs for Quality -- 2.2 Total Quality Management -- 2.2.1 Customer Focus (the Ultimate Judge) -- 2.2.2 Employee Empowerment (Involvement) -- 2.2.3 Process Centered (Input to Output) -- 2.2.4 Integrated System (Horizontal Thought, Elimination of Stovepipes) -- 2.2.5 Strategic and Systematic Approach (Organizational Vision) -- 2.2.6 Fact-Based Decision-Making (Collection and Analyzing of Data) -- 2.2.7 Communications (Organizational) -- 2.2.8 Continuous Improvement (Improvement of Processes) -- 2.3 International Organization for Standardization -- 2.3.1 ISO 9000:2015, Quality Management Systems-Fundamentals and Vocabulary -- 2.3.2 ISO 9001:2015, Quality Management Systems-Requirements -- 2.3.3 ISO 9004:2009, Managing for the Sustained Success of an Organization-A Quality Management Approach -- 2.3.4 ISO 9000 Applied to a Construction Organization -- 2.4 Quality Management -- 2.4.1 Convergence of Ideas -- 2.4.2 Customer (TQM 1 and ISO 1) -- 2.4.3 Leadership (ISO 2) -- 2.4.4 Those Who Do the Work (TQM 2 and ISO 3) -- 2.4.5 Teach, Train, and Coach Employees (Graniterock) -- 2.4.6 Process (TQM 3 and ISO 4).
2.4.7 Decision-Making (TQM 6 and ISO 6) -- 2.4.8 Improvement (TQM 8 and ISO 5) -- 2.5 Corporate Quality Management Plans -- 2.5.1 Define Current Corporate Structure and Operations -- 2.5.2 Key Processes, Interfaces, and Outputs -- 2.5.3 Key Performance Indicators -- 2.5.4 Ethical, Social, Environmental, and Safety Policies -- 2.6 Innovation: The Future -- 2.6.1 Need for a Flexible Approach -- References -- Chapter 3: Introduction to Quality Assurance -- 3.1 Introduction -- 3.2 Understanding Quality Assurance -- 3.2.1 Traditional Approach to Quality Assurance -- 3.2.2 Quality Assurance in the Current Industry Environment -- 3.3 Elements Used and Development of a Quality Assurance Program -- 3.4 Role of Quality Assurance in Alternative Delivery (Design-Build) Projects -- 3.5 Testing -- 3.5.1 On-Site Testing -- 3.5.2 Verification for Manufactured Products -- 3.5.3 Certification Acceptance -- 3.6 Forms of Alternative Contracting -- 3.6.1 Warranty -- 3.6.2 Construction Manager-General Contractor, Also Known as Construction Management at Risk -- 3.6.3 Design-Build -- 3.6.4 Design-Build-Operate -- 3.6.5 Public-Private Partnership -- 3.6.6 Design-Sequencing -- 3.6.7 Integrated Project Delivery -- 3.6.8 Multi-Prime -- 3.6.9 Alternative Technical Concepts -- 3.7 Complexities of Quality Assurance for Alternate Delivery Projects -- REFERENCES -- Chapter 4: Prescriptive versus Performance Specifications -- 4.1 Project Specifications -- 4.1.1 Contract Documents -- 4.1.2 Contract Specification Defense -- 4.2 Prescriptive Specifications -- 4.3 Performance Specifications -- 4.3.1 End Result Specifications -- 4.3.2 Quality Assurance Specifications -- 4.3.3 Performance-Related Specifications -- 4.4 Proprietary Specifications -- 4.5 Other Types of Specifications -- 4.5.1 Statistically Based Specifications -- 4.5.2 Warranty Specifications. 4.5.3 Materials and Workmanship Warranties -- 4.5.4 Performance Warranties -- 4.5.5 Composite Specifications -- 4.5.6 Reference Standards -- 4.6 A New Contracting Environment -- 4.6.1 Achieving Quality -- References -- Chapter 5: Quality Assurance in the Design Phase -- 5.1 Overview -- 5.2 Project Planning Relationship to Qualtiy Assurance Considerations -- 5.3 Quality Assurance of Plans and Specifications -- 5.3.1 Design Concepts -- 5.3.2 Quality Assurance of Design Activities -- 5.3.3 Design Quality Checks -- 5.3.4 Outline for a Typical Quality Review Process -- 5.3.5 Specification Development -- 5.4 Relationship between Design and Construction Quality Assurance -- 5.5 Incorporation of Construction Quality Assurance Requirements in Bid Documents -- 5.6 Summary -- References -- Chapter 6: Quality Assurance in the Construction Phase -- 6.1 Overview -- 6.2 Quality Assurance Programs -- 6.2.1 Elements Required in Development -- 6.2.2 Quality Assurance Elements Required on the Project -- 6.2.3 Execution -- 6.2.4 Quality Assurance Review Process -- 6.3 Applying Quality Assurance to Alternative Project Delivery Methods -- 6.3.1 Contractor Shared Risk in Alternate Project Delivery -- 6.3.2 Construction Manager/General Contractor -- 6.3.3 Design-Build and Its Variations -- 6.3.4 Public-Private Partnerships -- 6.3.5 Integrated Project Delivery/Alliancing -- 6.3.6 Design Sequencing -- 6.3.7 Multi-Prime -- 6.3.8 Alternative Technical Concepts -- 6.3.9 Electronic Documentation System -- 6.4 Application to Specific Construction Elements -- 6.4.1 Quality Assurance for Sitework and Soils -- 6.4.2 Quality Assurance for Aggregates -- 6.4.3 Quality Assurance for Asphaltic Cement Concrete -- 6.4.4 Quality Assurance for Portland Cement Concrete -- 6.4.5 Quality Assurance for Structures: Steel, Aluminum, Timber, and Other Building Envelope Components. 6.5 Building Construction Quality Assurance Processes -- 6.5.1 Introduction to Building Code Requirements -- 6.5.2 Building Construction Disciplines -- 6.5.3 Building Inspections -- 6.5.4 Inspector Requirements -- 6.5.5 Quality Assurance/Quality Control Inspections for Building Construction -- 6.5.6 Tools for Conducting Quality Assurance -- 6.5.7 Quality Assurance for Masonry Construction -- 6.5.8 Timber/Wood Products -- References -- Chapter 7: Introduction to Quality Control -- 7.1 What is Quality Control? -- 7.2 How Does Quality Control Fit into an Overall Quality Management Plan? -- 7.3 Quality Control for Site Work -- 7.3.1 Manufactured Products -- 7.3.2 Examples of Manufactured Product Quality Control -- 7.3.3 Methods for Supplied Products Incorporated into the Work: Materials under Certification Acceptance -- 7.4 How is Quality Control Established and Maintained? -- 7.4.1 Conformance -- 7.4.2 Nonconformance -- 7.4.3 Lines of Responsibility -- 7.5 Role of Quality Control in Alternative Project Deliveries -- 7.6 Quality Control Testing -- 7.7 Looking Forward at Asphalt Mixture Designs -- 7.8 Looking Forward at Concrete Mixture Designs -- References -- Chapter 8: Variation and Sampling -- 8.1 Variation -- 8.2 Types of Variation -- 8.3 True Variation -- 8.4 Reported Variation -- 8.5 Causes of Variation -- 8.6 Variation in Construction -- 8.7 Sampling and Acceptance Plans -- 8.8 Guidance for Developing Sampling and Acceptance Plans -- 8.9 Case Study: Probability Sampling Method -- References -- Chapter 9: Tools for Construction Quality Improvement -- 9.1 Introduction -- 9.2 Data Collection -- 9.3 Data Acquisition and Management in the Digital Age -- 9.4 Quality Imrprovement Tools -- 9.4.1 Checksheets and Datasheets -- 9.4.2 Materials Tickets -- 9.4.3 Tally Sheets -- 9.4.4 Stem-and-Leaf Plots -- 9.4.5 Location Plots -- 9.4.6 Matrix Methods. 9.4.7 Project Planning Tools -- 9.4.8 Flowcharts -- 9.4.9 Affinity and Interrelationship Diagrams -- 9.4.10 Ishikawa Diagrams -- 9.4.11 Pareto Analysis -- 9.4.12 Histograms and Cumulative Frequency Plots -- 9.4.13 Scatterplots -- References -- Chapter 10: Run Charts, Control Charts, Statistical Sampling, and Percent within Limits -- 10.1 Introduction -- 10.2 Statistical Sampling -- 10.3 Run Charts and Control Charts -- 10.4 Percent within Limits -- 10.4.1 Selection of Quality Characteristics for APD Projects -- 10.4.2 Development of Appropriate Specifications -- 10.4.3 Selection of Test Methods for Monitoring Quality Characteristics -- 10.4.4 Process for Certifying Personnel for Sampling and Testing Procedures -- 10.4.5 Statistically Based Procedures Evaluating Quality Characteristics -- 10.5 Example PWL Process Calculations -- 10.5.1 Evaluation of the F-Test Statistic -- 10.5.2 Evaluation of the t-Test Statistic -- 10.5.3 Project-Specific PWL -- 10.5.4 Benefits of PWL -- 10.5.5 Application to APDs -- References -- Chapter 11: Special Inspection -- 11.1 Introduction -- 11.2 Historical Development of Code Provisions -- 11.3 Current IBC Special Inspection Requirements -- 11.4 Jurisdictional Inspections, Structural Observations, and Special Inspections -- 11.5 Roles and Responsibilities -- 11.5.1 Building Official -- 11.5.2 Project Owner -- 11.5.3 RDP in Responsible Charge -- 11.5.4 Architect of Record -- 11.5.5 Structural Engineer of Record -- 11.5.6 Mechanical/Electrical/Plumbing Engineer of Record -- 11.5.7 Special Inspection Coordinator -- 11.5.8 Third-Party Agencies -- 11.5.9 Approved Agency for Special Inspections -- 11.5.10 Special Inspector -- 11.5.11 Contractor -- 11.5.12 Commissioning Agent -- 11.6 Conducting the Special Inspections and Testing Program -- 11.7 Periodic versus Continuous Inspections -- 11.8 Reporting. 11.9 Structural Special Inspection. |
| Record Nr. | UNINA-9911006837503321 |
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Cavalline Tara
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| , : American Society of Civil Engineers, , 2021 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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Construction quality management : principles and practice / / Paul Watson and Tim Howarth
| Construction quality management : principles and practice / / Paul Watson and Tim Howarth |
| Autore | Watson Paul, Dr. |
| Pubbl/distr/stampa | Abingdon, Oxon ; ; New York, N.Y. : , : Spon Press, , 2011 |
| Descrizione fisica | 1 online resource (329 p.) |
| Disciplina | 690.068/5 |
| Altri autori (Persone) | HowarthTim |
| Soggetto topico | Building - Quality control |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-283-24108-0
9786613241085 1-135-16508-4 0-203-85966-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Front Cover; Construction Quality Management; Copyright Page; Contents; List of figures; List of tables and boxes; Author biographies; Preface; Abbreviations; Introduction; 1. An overview of key theorists and quality philosophy; 2. Measuring project and corporate performance; 3. ISO 9001:2008; 4. The European Foundation for Quality Management Excellence Model (EFQM EM); 5. Quality and environmental management systems; 6. Developing a learning organisational culture; 7. Quality management systems for health and safety in construction; Answers to set questions and case studies; Index |
| Record Nr. | UNINA-9910457372103321 |
|
Watson Paul, Dr.
|
||
| Abingdon, Oxon ; ; New York, N.Y. : , : Spon Press, , 2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Construction quality management : principles and practice / / Paul Watson and Tim Howarth
| Construction quality management : principles and practice / / Paul Watson and Tim Howarth |
| Autore | Watson Paul, Dr. |
| Pubbl/distr/stampa | Abingdon, Oxon ; ; New York, N.Y. : , : Spon Press, , 2011 |
| Descrizione fisica | 1 online resource (329 p.) |
| Disciplina | 690.068/5 |
| Altri autori (Persone) | HowarthTim |
| Soggetto topico | Building - Quality control |
| ISBN |
1-283-24108-0
9786613241085 1-135-16508-4 0-203-85966-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Front Cover; Construction Quality Management; Copyright Page; Contents; List of figures; List of tables and boxes; Author biographies; Preface; Abbreviations; Introduction; 1. An overview of key theorists and quality philosophy; 2. Measuring project and corporate performance; 3. ISO 9001:2008; 4. The European Foundation for Quality Management Excellence Model (EFQM EM); 5. Quality and environmental management systems; 6. Developing a learning organisational culture; 7. Quality management systems for health and safety in construction; Answers to set questions and case studies; Index |
| Record Nr. | UNINA-9910781577103321 |
|
Watson Paul, Dr.
|
||
| Abingdon, Oxon ; ; New York, N.Y. : , : Spon Press, , 2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
