This is a case study by ASQ and its a great example of how quality tools can be applied to the construction industry.
“Two approaches to improvement to avoid: systems without passion and passion without systems” Tom Peters, Thriving on Chaos, 1987
“How will my investment in a criteria/award program impact my bottom-line?” is a question commonly asked by senior leaders. In other words, “What’s in it for my organization?”
There are a whole range of quality management tools and techniques and that includes Lean and Six Sigma. Includes being the key word. They are not by themselves ‘Quality Management’.
We can’t predict the future with 100-percent accuracy for 2014, but don’t we wish!
NHQA builders are using quality management tools and techniques to drive performance improvement to survive and thrive.
In business so often what one wants is a silver bullet, that one solution that will solve everything, improve the whole business in one swoop. This of course does not exist and so what we need to do is accept the fact that we need to use a range of tools and technique to run our business and not keep searching for the silver bullet.
Let's think of it this way, even if there were a silver bullet, it only is useful for ONE thing (ie in folklore killing a werewolf) so it’s actually a misnomer, a silver bullet is only useful for ONE problem, not everything!
BENCHMARK Roundtables 2013, November 6th & 7th 2013 Scottsdale AZ
Professional Builder Hosts Leading Builders in One-day Peer-to-peer Business Tune-up
A good predictor tool for rework and cost impact on a construction project is the Field Rework Index (FRI).
Take a past project on which you have good data on rework, waste and costs. Then cast your mind back to the design and construction stages of that project and then score each of the question listed below from 1-5, with 1 being the best rating. You can also do this evaluation as a team.
See if this score is giving an accurate estimate of rework and cost impact based on your hard data on that past project.
Benchmarking is a technique in which a company measures its performance against that of best in class companies, determines how those companies achieved their performance levels and uses the information to improve its own performance. Subjects that can be benchmarked include strategies, operations and processes. (ASQ)
There are two forms of benchmarking:
Performance: analysis of relative business performance through key performance metrics.
Process/Functional: analysis of key processes and functions.
The process for benchmarking is: