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6.1 Introduction

Low Sui Pheng Chartridge Books Oxford ePub


ISO 9000 for small construction firms

6.1 Introduction

The application of ISO 9000 Quality Management Systems (QMS) seems to be confined presently to the larger construction firms and not their smaller counterparts. However, many of the smaller firms are employed by large construction firms as their subcontractors. It therefore appears that QMS should also be extended to the smaller construction firms if the long-term objective of developing a construction industry which is capable of producing consistently good quality work is to be achieved (Low, 1995). This chapter presents the findings of a survey which examined the reasons why small construction firms are not receptive to ISO 9000. It also suggests measures to overcome some of the hurdles currently faced by small construction firms when developing and implementing quality management systems within their organisations. Total Quality Management within the construction industry can be achieved only when both large and small contractors have implemented quality management systems in their operations.

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14 “Dying by littles”

Gary M. Lavergne University of North Texas Press PDF

chapter fourteen

“Dying by littles”

“The [capital murder] statute fairly well covered the field, but it doesn’t cover this.

. . . As far as I am concerned it ought to be.”

—Norman Kinne

Assistant District Attorney, Dallas County



ot long after Abdelkrim Belachheb shot and nearly killed

John McNeill, McNeill met with Norman Kinne as the latter prepared for trial. McNeill fully expected that one day he was going to be able to witness Belachheb’s execution. Kinne had the task of telling McNeill that the crime Belachheb had committed amounted to six counts of murder—not capital murder, meaning no death penalty and certainly no execution. John became angry and the best Kinne could do was assure him that the law was going to be changed.1

“Charlie [Belachheb] got the maximum penalty under the law, which is not enough,” Kinne told the press immediately after trial.

“He should have gotten the death penalty.”2

There was even some question as to whether Judge Meier had the right to “stack” Belachheb’s life sentences. In 1984, any sentence could be stacked, except for some instances of theft. Shortly after she sentenced Belachheb, Frank Jackson called Judge Meier at home and said he didn’t think she could make the sentences

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7.10 Implementation of the proposed quality cost system on site

Low Sui Pheng Chartridge Books Oxford ePub


A system for quantifying construction quality costs

7.1 Introduction

There are three components that make up quality costs: Prevention, Appraisal and Failure costs. The ISO 9000 standard introduces a quality management system that has been widely claimed would reduce the costs of business. One of the ways it does this is through a reduction in quality costs. The ISO 9000 quality management system establishes work procedures that reduce defects. Proper design and implementation of these work procedures lead to reduced wastage as more work would be done right the first time. Ultimately, the costs of operation would decrease. However, no study has been done based on the above premise. Although it has been widely claimed that ISO 9000 would reduce the costs of doing business, no studies have been undertaken within the context of ISO 9000 certified construction firms. Due to this vacuum, this chapter proposes a cost system to capture site quality costs. The aims of this chapter are to:

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3.5 Research methodology

Low Sui Pheng Chartridge Books Oxford ePub


Managing change under ISO 9000

3.1 Introduction

An effective quality management system is one which adopts customer-oriented strategies and has an organisational form which can respond efficiently to customer preference. It should also encourage innovations - new technologies, new markets, new customer applications of existing products, new products, new organisational forms, new requirements for entrepreneurial activities - and be flexible enough to meet social and economic changes in the environment. The improvement of existing quality management systems through flexibility and innovation will increase product and service quality. This will in turn enhance and advance the organisation’s business objective.

The “segmentalist” and “integrative” concepts are examined in this chapter using detailed case studies of two construction firms. These should be removed from or implemented into the organisation where necessary. Organisations must adopt the “integrative” approach which looks ahead to the challenges of the future rather than the “segmentalist” approach which is contented with past accomplishments. A corporate renaissance must be created within the organisation to take on these challenges and implement change and innovation. It is therefore necessary to develop the humanistic factors and a “participatory management” environment. However, in so doing, the technical aspects are also of importance and should not be totally ignored. These are collectively the key elements to maintaining a quality management system effectively.

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7. Navigating the fog: overcome daunting obstacles

Rajiv Narang Kogan Page ePub


Navigating the fog

Overcome daunting obstacles

All orbit-shift stories are heroic and even romantic, in hindsight. They hide the fear, the pain and the moments of self-doubt when the orbit shifter was confronted with seemingly insurmountable obstacles. They hide the many, many points when the orbit-shifter was faced with dark nights, when it seemed much easier to give up and return to the comfort of the old orbit.

Orbit shifters start combating dilution when they enrol stakeholders and prevent the orbit-shifting idea from getting compromised. But enrolment alone is not enough an orbit-shifting idea will still face many execution hurdles.

Executing an orbit-shifting innovation is a journey filled with tunnels of fog multiple points where the orbit shifter is confronted with new unforseen problems. Faced with fog, orbit shifters dont give up or give in. It is their capacity to navigate the fog that differentiates an orbit shifter from a settler.

The next and the next door

In making the LifeStraw happen, the team at Vestergaard Frandsen was repeatedly confronted with fog the execution obstacles seemed to be never ending. For a year and a half, the team persisted with research and over 120 prototypes were made, with variations in the kinds and quantities of the various chemicals, absorbents, pre-filters etc. There was a time when the mounting numbers of prototypes seemed daunting, but the organization remained unwavering in its commitment to the research agenda. As Navneet Garg, Chief Development Officer at Vestergaard Frandsen, says: The question always was, How can we do it? it was not whether we wanted to do it or not.1

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