|Title:||Case study - managing consultants/contractors quality performance in the new airport project|
|Subject:||Airports -- China -- Hong Kong -- Design and construction -- Quality control -- Case studies|
Quality assurance -- China -- Hong Kong -- Case studies
Consultants -- China -- Hong Kong -- Case studies
Contractors -- China -- Hong Kong -- Case studies
Hong Kong Polytechnic University -- Dissertations
Institute of Textiles and Clothing
|Pages:||vii, 151 leaves : ill. ; 30 cm|
|Abstract:||The current practices employed for managing Consultants/Contractors' quality performance in the Hong Kong's new airport project are examined. A variety of inadequacies and shortcomings are identified in the whole project cycle. Improvement means for such problems are determined and a consolidated model of key quality activities and quality interfaces is proposed in this study in order to enhance the operational effectiveness of the current practices as well as to provide some guidelines for reference in the industry. More resources are recommended to be put into the tender selection processes for contracts in such infrastructure projects. Full details of the Tenderer's quality system are required for assessment, and quality audit is included to serve as a further optional means to gather adequate quality information for the selection process. Besides, a formal scheme in incorporating "quality" to the overall assessment is deemed necessary. Payment schedule for Consultants is to be made more evenly apportioned to take account for their foreseeable workload in the later construction stage such that their commitment can be maintained up to the contract completion. A quality personnel from each Consultant is required for ensuring the proper implementation of its quality system and information of the current performance of the quality system are also required for review during the contract execution. In order to ensure the actual implementation of Quality Assurance practices by Contractors during the construction stages, a clear message has to be conveyed to them that besides their actual construction progress, their commitment to implementing and maintaining an effective quality management system is also counted when judging their payment milestone achievement. Contractual right in assessing and selecting any tiers of Sub-contractors is an important means in ensuring that works are assigned to competent parties only. Further, the Contractors' nomination of Quality Manager responsible for implementing the quality system should be subject to review for ensuring their competence. Time frame limitation for Contractors in making re-submission is necessary for facilitating the reviewing process such that the availability of appropriate quality documents are ensured before the commencement of that particular trade of work. Though the seemingly difference in job natures of Design Consultants and Work Contractors, a close resemblance of the constituent ISO clauses is observed for nonconformities identified in the audits of these two categories. As a whole, nonconformities identified in the top 8 clauses of these audits have actually accounted for 83.25% of all the problems. They are namely, in the order of decreasing significance, document & data control, inspection & testing, control of quality records, design control, process control, internal quality audits, corrective & preventive action and purchasing respectively. It is clear that such a ranking provides a priority for improvement to be made in the most effective and efficient means.|
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