Реферат: Total Quality Management In Construction Essay Research

customer driven. As the glob markets grow, new competitors with new technologies approached these markets providing better quality

products and involving the customers. This approach worked miracles for these new industries and valuable lessons should be learned

from this. Here are some strategies for improving customer and vendor relation: ?. Link organizational vision to customer satisfaction. ?.

Reward suppliers. ?. Move to a single source. ?. Minimize the overall number of vendors. ?. Identify the internal and external customers. ?.

Identify end users and distributors. ?. Establish routine dialogue with customers. ?. Involve the customer in planning and development.

Keep in mind that vendors must be qualified and have policies that are compatible with yours. Viewing these vendors as partners, rather

than adversaries leads to the ability to implement successfully such cost-saving measures as just-in-time, whereby materials arrive as

needed to the construction site.

7.Empowering The Worker

Empowering the worker means enabling the worker to achieve his or her highest potential. For most American companies, this is new,

and may be the most powerful and useful concept in quality management. Allowing and facilitating workers to achieve their highest

potential may seem obvious or impossible, but in fact it is neither. Empowering requires turning the organizations chart upside down,

recognizing that management is in a place to aid the worker in overcoming problems they encounter, not to place new roadblocks on the

way. Empowering strategies may include: I. Ownership. A key strategy in empowering employees is to allow them ownership of tasking,

project, or division. Ownership implies trust and requires a delegation of authority commensurate with the responsibility of the task.

Ownership can also be granted to a team. Ownership also demands that the final resolution of the tasking be in the hands of the owner.

II. Value all contributions. Whether or not we appreciate them, it is important to enhance self-esteem of the contributor to accept their

contribution and evaluate it. III. Every one has a value. If they didn?t why would they be employed? Treat everyone with respect. All

work has dignity to it. IV. Teams must own problem. Teams are a waste of time if management vetoes or substantially changes their

recommendation. If management is unable to trust the recommendations that come from the team, then management fear rules, and will

spiral to lower and lower productivity. V. Delegate authority to the lowest possible organizational level. Constantly ask: why should I do

this? If you have hired competent people, let them do there job. No one knows about the job than the person directly involved with it.

8.Training

The outcome of training is modified behavior. It may be enhanced interpersonal skills or specific manual skills, but there is a direct,

identifiable modification. Training need not consist solely of traditional classroom instruction. Employees can train other employees very

effectively. A company-wide curriculum should be developed that address the needs of each department. Courses should be just long

enough to be effective. Anything over three or four days is unlikely to immediately be absorbed into daily work habits. Immediate

reinforcement of the training is necessary to be effective.

Bibliography 1. R. Stein, The Next Phase of Total Quality Management., Macel Dekker, Inc.,1994. 2. T. Cartin, Principles and Practices of