Abstract
The construction industry has struggled to fully embrace the philosophy of defect prevention rather than detection as a quality objective. Quality is more often discussed in sales presentations and marketing literature than in strategic plans or board meetings. This paper explores quality principles and methodologies employed in the manufacturing industry over the past twenty years that have resulted in measurable performance improvements yet are not adopted by the construction industry. The focus of the paper is why the construction industry struggles to use integrated process control systems to comply with established standards and the effect of our culture on quality improvement deployment and obtainment.
© 2005 Association for Materials Protection and Performance (AMPP). All rights reserved. This work is protected by both domestic and international copyright laws. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the prior written permission of AMPP. Positions and opinions advanced in this work are those of the author(s) and not necessarily those of AMPP. Responsibility for the content of the work lies solely with the author(s).
2005
Association for Materials Protection and Performance (AMPP)
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