(As appeared in the Straits Times on 29th May 2006)

 

 

The management of construction is yet another intricate balance of vast theoretical knowledge selectively manifested to establish an original intent in correlation to current circumstances via the human judgement. It has become a management imperative for the industry to embrace the attitude towards Continuous Improvements and to relentlessly seek and implement into its arteries, stratagem that will enhance quality and efficiency in all possible aspects; so as to secure steadfast market growth and profitability in the face of the various strategic challenges to be expected amidst this prolonged economic downturn.

It remains an unenviable task to assess and prime any local contractor for a major paradigm shift and to launch an effective quality crusade in this depleted economy. We have traded time and efforts since prior this millennium to redefine quality within our organisation by invoking both management and operatives at all levels to identify and continually improve on our respective target outputs and benchmarks. By so doing, we have sought to form a socially cohesive environment leading towards greater systems awareness and ardour for quality culture that will heighten our competitiveness in bid to exceed our clients' expectations with an enhanced turnover.

Quality Assurance(QA) is solely a system instituted to emeliorate chiefly both structure and accountability in the varying and diverse aspects of administrations and operations through standardised protocols and framework; there is no promise of quality. We view the 9000 series' guidelines on QA (as with any other, past and present) by the International Organisation for Standardisation (ISO) and similar agencies, 9000 series may seem almost customary a process to many in the industry, our management verily delayed its offficial implementation till upon our colleagues' inculcation with the fundaments in support of our corporate venture down a customer-oriented, total quality route.

We do not believe in training to extinguish corporate flames, but the underlying education at root level to realise our long-term goals. Also, we see no marketing value in this certification, and believe that the same should be derived from the endorsement on the quality of our work. More importantly, we see constantly advocate the principles of total quality in every element of our strategic interests and to promote the homogeneity of systems knowledge within our organisation, with this certified system being but a common tool, and never a deterrence that seeks maintenance to fulfil statutory criterions.

However, we have to be mindful that pedagogical applications devoid of pertinent endeavours will only result in the unfortunate and inexorable aberration of the industry's standing and practice, thus ensuring our commercial irrelevance during these highly precarious times.

A clearly defined vision in tandem with our corporate philosophy shall serve as a basis for identifying and selecting our organisation's immediate and long-term goals. Identified and clearly defined; communicated, accepted, significant and realistic goals are essential in leading, motivating and focusing human talents to move efficiently toward our targets of achievement. Such is the essence of our CIP and total quality pursuits as reflected in our motto, "Towards the amalgamation of our objectives".

(Dr Raymond A. Teo, Edinburgh, 2003)