Quality In Construction

IMPORTANT ASPECTS FOR QUALITY IMPROVEMENT

During the study of quality improvement responses, I got a perception of some professional regarding the meaning of improvement which is as follows:

1. PLAN: Plan a change or test of how something works.

2. DO: Carry out the plan.

3. STUDY: Look at the results. What did you find out?

4. ACT: Decide what actions should be taken to improve.

A major difference between construction and manufacturing is that most constructed facilities are unique, while manufactured goods usually are mass-produced. Therefore, to attain learning effects comparable to those achieved in mass-production, learning from failures in construction needs to take place at an industry-wide level. Further, methods of Quality Management

The lack of sustainability and potential health and safety problems in completed projects, an increase in the number of disputes and the failure to provide value for money in completed contracts are obvious outcomes of the lack of quality of construction. Quality of construction in this context is defined as that quality, which meets or exceeds the requirements of the employer, as specified in the contract documents, while complying with law, codes, standards and regulatory policy that apply to the contract for construction. Quality in the constructed project is achieved when the project team works together to fulfill their responsibilities to complete the project objectives in a manner that satisfies and fulfills the requirements of each

To study impacts of the quality management in construction of Nepal, the market situation of Nepalese construction has been studied carefully and possible impacts were listed with reference to literature review. It is well known that the implementation of quality programs usually impacts the way that most of the areas of the companies work and their interrelationships. It involves not only actions in process management but also great efforts in people management and, in several cases, deep changes in the organizational culture. First of all, it is remarkable that most companies were having for the first time a reflection on how they organize the work that they were developing. The quality programs were responsible for a better role, authority and responsibility definition in those organizations. The process management approach was also introduced, making clear the interfaces between the several companies’ sectors. Communication systems importance was, then, enhanced and these systems, in most cases, improved. In all cases it was observed an intensification of the habit of doing meetings. It was also observed the intensification of the engagement of the workers in the discussion of the firms’