The Benefits Outweigh The Cost
Some Of The Benefits of a Quality System:
- Improved control of risk in the construction tendering process
- Consistent standards of contract planning
- Fast and effective control of change
- Better assessment and management of sub-contractors
- Essential documentation and provision of essential records
Sub Contractors / Specialist Contractors
- Improved control of the process of tendering to / negotiation with main contractors
- Consistency in obtaining the necessary information and attendances to carry work out safely and profitably
- Better identification of valid instructions
- More rapid payment of invoices/applications
- Reduction in disputes with main contractors
benefits of a quality system for Architects / Consulting Engineers
- Improved understanding / control of the client's brief
- Clear definition of responsibilities within the design team
- Effective control of change and control of information
and the disadvantages?
All good quality management system requires effort to set up and commitment to establish and maintain.
All systems, including quality management systems require some degree of self-discipline by those with responsibilities.
Bad quality system can create un-necessary paperwork and can get in the way of the organisation operating effectively.
Solutions to these common situations aren't easy, or they wouldn't be common.
Our expertise is in helping our clients find solutions that are appropriate to their business balancing the cost and effort required to control the risk against the magnitude of the risk.
We believe that our clients should realise practical benefits from the introduction of quality management systems.
Do any of the following situations sound familiar to you?
"We finished concreting the raft foundation and then we remembered to test the drains. There was a problem, so we had to excavate back through the raft to sort it out. What should have been a simple repair cost us a lot of time and money (and embarrassment)."
"Checking work of different trades is always a problem, especially with a tight programme and problems tend to be left to the finishing trades. On high rise student flats we found that errors in the plumb of the blockwork by the brickies (that we had paid in full and were now off the site) lead to extra costs and problems with the tilers who spent twice the programmed time trying to finish off kitchens and bathrooms."
"We included in our tender a price from a sub-contractor who had tendered to other main contractors pricing the work. We won the job, sent the full documentation to the sub-contractor who then said that the price he had offered us was based on incomplete information sent to him by other tendering main contractors and that now his only options were to increase or withdraw his price."
"They tie us into the main contract, which is 'available for inspection' in their offices, with terms and conditions that aren't applicable to our element of the work. Our only choices seem to be to put in an uncompetitive price to cover the potential costs or to take a risk."
"Their foreman asked us to do extra work on the second and third floors. The lads responded quickly and got it done before the end of the programme period. Now they won't pay us, as their is no record of the instruction and our invoice is held up."
"We and the Structural Engineers had a site meeting with the client at the start of the job. The client said the programme was very tight and he would rely on our existing good working relationships and we should keep things as informal as possible. The project ran into difficulties, mainly due to budget, and there were many variations. We kept good records of all of this, the structural engineers took the client's advice at face value and didn't. The situation inevitably ended in a dispute. With our detailed records we eventually got paid, the structural engineer didn't."
"I had just started on the production of construction information, when the partner told me our fee for the project had already been used up."
"We pride ourselves on responding quickly but sometimes it backfires. Last month an associate accepted a new job from an existing client and then found that they still hadn't paid for the last two."