A holistic approach to quality

As we move into a new era of quality (Industry 4.0), we are now connected more than ever with a digital revolution in data capture. But for a moment, let’s forget about the Cloud, Internet of Things (IoT), and Artificial Intelligence (AI), and instead, focus on the people that are involved in executing a construction project from start to finish. 

To ensure that the information being captured during the lifecycle of a construction project is accurate, we must invest time to engage with those that check the levels and sign off the tests, before handing over the baton. Our workforce have to be aware of the importance of the information that they are capturing to support an Inspection and Test Plan (ITP); progressive quality inspections or confirmation that a defect has been rectified to the specified requirements.  

Having a clear plan in place and making sure that people are trained and competent is critical to accurately capturing the contractual, regulatory and legislative information required to achieve practical completion.

We need to be honest with ourselves when checks are completed, so that if there is a shortfall, inaccuracy or deviation from the requirements, it is fixed or recorded for rectification immediately.

The responsibility doesn’t stop at the supervisors and operatives that manage and install the equipment. It also extends to the managers, directors, computer-aided design (CAD) teams, consultants, architects, and ultimately the end user. Whether they appreciate it or not, people working in those positions would have touched on quality at some stage; therefore, one missing link could break the construction chain. 

In 1962, former US President John F Kennedy asked a caretaker in the NASA Space Center, “What are you doing?” His response wasn’t “I am cleaning the floor”, it was “helping to put a man on the moon”. Mr Kennedy was completely bought into the vision of what NASA were trying to achieve. We need more of this in construction. Having the right culture supported by top management promotes the right environment to produce high quality results. 

Some of you may recall the old saying: “not too hot, not too cold but just right” from the children’s story book, ‘Goldilocks and The Three Bears’. This should be the same for quality; push it too hard and you get resistance, and if you don’t push it enough you then risk failure. 

In this decade, those working in construction should ensure:

• They’re getting the job right first time round, to avoid carrying out reworks;
• Quality is implemented in all parts of their organisation;
• They’re hiring certified individuals and organisations to reduce costly jobs for rectifying defects at a later stage.

The latter point takes time and money, which is why we sometimes commence projects with gaps that we try to fill as we build. Some gaps, however, are too large that it becomes impossible to close them in the agreed timescales and budget. This is when shortcuts can occur. How can we continue to let this happen? 

It is not until we create a collaborative, holistic approach that we can construct buildings that surpass client expectations; are on budget; defect free; injury free, and will stand the test of time.