Managing Quality into the Workplaceby Howard A. Peek, Brown & Root Inc, Houston, TX, USA,
Donald J. Brown, Brown & Root Inc, Houston, TX, USA,
Document Type: Proceeding Paper
Part of: Construction QA/QC Systems that Work: Case Studies
In February, 1983, the author's organization began a process designed to enhance attitudes about quality in every individual member of the organization. The process requires educating each individual, from chief executive officer to mail room clerk to laborer, in the principles of quality improvement as we now define them. To date, one thousand officers and managers have attended either a 2- one-half day, or a 4 day training course to learn the principles of managing the quality improvement process. Additionally, almost nine thousand supervisors and employees have attended quality training programs to learn the individual's role in quality improvement. The education effort was predicated on management's conviction that quality, as defined here, must be first among equals with schedule and cost; that is, we must deliver our product or service on time, at the agreed upon price and in conformance to the contract, right, the first time.
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