158 Slices
Medium 9781902375014

1.5 Conclusion

Low Sui Pheng Chartridge Books Oxford ePub


Development and implementation of ISO 9000

1.1 Introduction

Formal quality management systems are increasingly recognised worldwide as an essential attribute of any business. The objectives of quality management are to create and sustain management systems that are sound professionally, commercially, operationally and contractually.

In the 1970s, a large number of national standards were developed for quality systems used in the manufacturing, military and nuclear industries. In the late 1980s and early 1990s, formal quality management techniques were applied in many other business sectors including the service industry and professional organisations. The first quality management standards were not drafted for professional services but these still form the basis for all third party assessments in the service industry. The services provided by building professionals such as architects, engineers and quantity surveyors, unlike a product, often cannot be easily set down tangibly. These services and judgements are highly personalised and intangible. Issues change from time to time and very often there is no single way or an absolute answer to a set of problems, which cannot simply be reduced to pre-planned checklists and routines.

See All Chapters
Medium 9781902375014

6.4 Implications of survey findings

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.

See All Chapters
Medium 9781902375014

8.3 Comparing TQM with ISO 9000

Low Sui Pheng Chartridge Books Oxford ePub


Total Quality Management

8.1 Introduction

While quality management systems will help to promote good quality construction, it should be realised that the building industry is, however, frequently characterised by diverse professionals as well as a heavy dependence on foreign labour in some countries. This diversity and reliance can lead to cultural, social as well as professional stratification. Hence, to achieve quality construction, there is a need for all parties involved in the building process to cultivate a teamwork mindset. Unfortunately, such a mindset appears to be still lacking in today’s construction industry. It follows from such a situation that a more rational management approach for the construction process needs to be identified. The existing system of project implementation frequently leads to conflicts among the parties involved in the building process, hence rendering the system devoid of effective communication and teamwork. As construction projects become more varied and complex in nature, a fresh management paradigm seems imperative. In this context, a shift from the profession based scenario to a project-oriented team based scenario may be envisaged. The various disciplines should function within such a team culture, guided by policies, procedures and systems whilst focusing on the objectives and benefits identified for the project from the outset.

See All Chapters
Medium 9780253010469

4 The Old Library Debate: How Bloomington, Indiana Preserved Its Carnegie Library

Nancy R Hiller Quarry Books ePub

Elizabeth Schlemmer

Carnegie libraries are a common sight in cities and towns across the United States, monuments not only to the steel magnate whose wealth made their construction possible, but also to the largely unknown communities of people who planned and preserved them. Every Carnegie library building stands for the work of local citizens who believed in its worth.

At the turn of the twentieth century, Andrew Carnegie was the wealthiest man in the United States, having grown Carnegie Steel into the largest and most profitable business in the nation. After selling his enterprise to JP Morgan in 1901, Carnegie committed the remainder of his life to philanthropic and scholarly pursuits. As outlined in his 1889 essay on the disposal of riches, “The Gospel of Wealth,” he considered libraries among the institutions most deserving of support, and he required would-be beneficiaries to invest in their libraries’ establishment.

To be eligible for a library grant, a community had to demonstrate need, provide land for building, and promise to support and maintain the library with annual tax funds equal to ten percent of the grant amount. Local leaders hired the architect for the project, planned the design, stocked the building with books, and employed librarians.

See All Chapters
Medium 9781902375014

3.6 Case studies

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.

See All Chapters

See All Slices