Barriers to quality

Numerous barriers militate against achieving quality in the products of construction processes, even if it is accepted that quality standards relate to function.

The following role players are most relevant:

Owners.

Returns within specific time frames are critical and developers often sell projects within a short period of time. Long-term commitment is therefore not always present.

Designers.

Designers are compelled to adhere to the pressures of budgets, returns, local conditions, the likes and dislikes of communities and fashion in the market place.

Cost management professionals.

Budgets and finances force cost professionals to advise on alternatives, procurement methods, documentation and systems that do not always promote quality.

Contractors.

Contractors are responsible for generating standards of workmanship embodied in specifications, sometimes within extremely tight time constraints. Generally, their ability to deliver this undertaking is taken on trust. In practice each project will be tackled by a new management team, even if previous contractors are appointed. Also, almost inevitably, different subcontractors and operatives will materialize on site. Studies have shown that the final result is as much the outcome of a zealous agent, resident engineer or clerk of works as would arise from details in respective project specifications. The final demonstration of quality is the absence or presence of defects in the medium and long term (Bishop, 1987:24).

Steps to quality

It is very important to apply steps to quality during project planning and construction. These steps emanate from a combination of strategic approach and value system, which needs to be designed.

In the opinion of Dillard (1997), five important steps leading to the achievement of quality projects may be identified. These are:

Knowing the customer.

Who are the customers? What (and why?) are they developing?

Knowing the assignment.

The assignment or brief should be identified clearly. The assignment must also be defined and be quantifiable.

Dividing and conquering.

Divide the work and conquer it through success. The work must be divided into smaller units that facilitate more accurate measurement.

Frequent reviews.

Internal and external sessions in respect of processes, goals, inspections, audits, etc.

Putting the team in control.

The team must make decisions. 'Successful teams' are willing teams; willing to be assessed and have their work reviewed.

Teamwork and proactive team co-ordination are essential to the success of a project. Through a team-directed approach, the foregoing steps to quality become a logical part of the design, planning and construction process.

The experience and knowledge base of the team that executes a project are also very important in ensuring that project results are what is expected by the client and the community, and that projects adhere to the quality standards set by the team itself.

<Home> <CUG> <Public> <Edutech> <Calendar> <News> <Webshop> <Library> <Chat> <Links> <E-mail> <Classifieds> <Search>

+ site created on : 19 May, 1997 + site updated on : 28 Sep, 2011 +