By Ron Baden Hellard
Overall caliber administration is essential to long term company good fortune. it's even more acceptable to development than are the tactics that have been built for and used with nice good fortune in production undefined. BS 5750 (Quality structures) half 1-3 or even half eight are extra proper to repetitive strategies than to one-off projects.
This ebook indicates that the philosophy and ideas of caliber administration follow simply as a lot to the development as tailored to take account of the very various strategies concerned
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Additional info for Total quality in construction projects : achieving profitability with customer satisfaction
Improved quality must never be seen as a threat. When an improved process needs fewer man-hours to perform, the people released should be considered an asset available for other uses and guaranteed continued employment. Total quality management has been described as a culture change. Culture changes are needed in many areas, and Table 3 could be used as a statement of goals and as a check-list to gauge progress. It is taken from a programme of the US Air Force, where total quality management is seen as equally valid as in commerce or industry.
The fourth direction, that of sideways management, is readily recognised in large organisations as one fraught with difficulty. This is where colleagues of equal status and authority cannot agree on matters where their authority or influence overlap, or where their own planned objectives or procedures are in conflict with those of some other department. Normal management structures resolve this situation by reference upwards. The new concepts of total quality management aim to solve more problems of this kind without the reference up, and by shallower management pyramids, quality circles and the like.
This competition sometimes arises from the drive to maintain leadership in the market for sophisticated and technically advanced services; in other cases it comes from the challenge of economies with lower labour costs. At the same time the expectations of customers, employees and investors have risen and technology is advancing with increasing rapidity. Against this background, failing to satisfy customers' needs and expectations, or failing to do so right first time, has been acknowledged as costing manufacturing companies somewhere between 10% and 30% of their sales revenue.