When Zero Defect Construction Programs Sometimes Fail | Construction Field Mobility Blog

Quality Assurance
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Managers, directors and executives need to accept the firsthand responsibility for a quality management program, on an ongoing basis, day to day, week to week.

As Crosby highlights, quality will never right itself if management waives a red flag from time to time or perhaps only immediately after a quality crisis and not again. A culture of quality will never evolve if management only ships a quality poster to each job site, for example. Behaviors which drive a culture of quality will never form if management only holds a field quality meeting once or twice a year. Emailing out a new quality manual or shipping out a new quality binder will never forge enduring quality processes and best practices ? the manual may be filed away or shelved, unread by one of its critical audiences, the field personnel. These are only three common examples of careless treatment and scant attention to a quality progam on behalf of management, representing token gestures not genuine commitments.

Investing in Zero Defect programs or Enterprise Quality Management programs rewards itself in dividends many multiples over, first, if the investment is balanced and routine, as opposed to being unsystematic and sporadic, and second, if the commitment is made by management. Investment and commitment includes not only a monetary, time and resources investment, in quality tools and technologies for example, but a mindshare and energy commitment, which are somewhat less tangible and less quantifiable compared to funding for example, but equally as important.

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