A experienced as and when all company

A quality management system includes undertakings
by which a company classifies its objectives and controls the procedures and
resources required to attain anticipated results. The system provides a means
of identifying actions that address intended and unintended significances in providing
products and services. Top management within companies express their views
through the company’s policy, this will comprise vision, mission, and
objectives. People are important resources within a company and the overall
performance of the company will depend upon how people perform within the organisation.
A quality management systems’ maximum effectiveness is experienced as and when
all company employees comprehend and apply the training, skills and experience desired
to perform their responsibilities. The responsibility in achieving these skills
lies with top management who is responsible to provide opportunities for people
to develop such proficiencies. Awareness is achieved when all employees fully
comprehend their responsibilities and how their engagements contribute to the success
of the company’s objectives (British Standard,
2015).

Unless quality is vigorously welcomed as a basic
belief of the company, directed by forceful but realistic quality goals,
quality will not happen. To accomplish quality leadership, a company must
change what it believes. The fundamental aim of the company must be to
construct the right product, to erect it right the first time, and to construct
it at a competitive price. Furthermore, the company will need to shift its attention
to the customer and provide not only a quality product but also a quality
service (Burrill & Ledolter, 1999).

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To progress from control to prevention
companies must approach quality in a way that allows the workforce to improve
production through preventing defects. It is imperative that the workforce stay
competitive and do it right the first time, on time, every time. This will
enable the company to save the cost of inspection, and rectifying defects (Burrill &
Ledolter, 1999).

Quality should be defined as the compliance
to requirements and is considered an essential principle of total quality
management (TQM). The urgency to improve quality standards applies right across
the construction industry. Research by Sommerville & McCosh (2006) show
that nine construction firms that performed worse than the average developer in
the industry were among the top ten developers in the United Kingdom. Research distinctively
related to quality in the house building industry is surprisingly insufficient
given the size of the construction industry. Current research only focuses
largely on regulatory defects, for instance infringements to both warranty
providers and building regulations. The elemental issues of what the
purchaser expects and what the purchaser want from their new house have been
hidden, with the hope that the purchaser wouldn’t notice. A
critical fact is, the Housing Forum between the year 2000 and 2003 highlighted
that customer satisfaction surveys announced a growing number of new home buyers
as being unhappy and the documented levels of satisfaction show a downward
tendency (Sommerville & McCosh, 2006).