Planning for construction quality management should be the backbone of any project that comes in on time and on budget.

Few industries are as tightly regulated and controlled as the construction sector, but at the same time, few industries are as open to surprises. There are many things that can go wrong with construction projects, like bad weather or problems with subcontractors.

From the builder’s point of view, a construction quality management plan can help predict and deal with a lot of possible risk factors. If you don’t know what this means, we’ll explain it below, then tell you how to make and use one.

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What is construction quality management?

Construction quality management is similar to project management in many ways. It means taking a hands-on, quality-focused approach to all stages and parts of design, building, and working with clients. It calls for written standards that employees, subcontractors, and clients can all look at at any time. It’s important to keep an eye on active projects at every stage, finding and fixing problems as they come up instead of relying on client snagging lists or council intervention after the fact.

These are some of the things that may need to be thought about during a building project:

  • Changes in the style or quality of the materials supplied Failures on the part of the supplier or vendor
  • Unexpected problems or setbacks on the site
  • Changes in how much or how much a client wants
  • Methods of communication and the people who matter most
  • Auditing and testing

Construction quality management helps make sure that projects are finished on time and on budget, using high-quality materials and standards that have already been agreed upon. This is done by doing ongoing due diligence in these and many other areas. That gives your company the financial strength and confidence to confidently pitch for more work in the future, without worrying about cost overruns or fixes eating into profit margins at a time when inflation is higher than expected. It also shows that you are very skilled, which will make you look good to both past and future clients.

Creating a plan

A standard plan for managing quality in construction should be written as a document that can be used for all future projects. In the same way, Excel isn’t suitable for running complex construction projects because one document might not be able to cover all possible situations or types of projects. A small family builder may find themselves working on a conversion of a listed building or a mixed-use development where the plan needs to be changed a lot to stay useful.

After each construction project is finished, any quality management plan will need to be updated to make sure that lessons from the past are learned for future projects. There may be problems with who is in charge and who is responsible, with roles and responsibilities, with tools and materials. If a subcontractor tried to sell second-rate bricks or if there was a temporary breakdown in communication with the client, lessons can be learned for the future. A plan for managing quality in construction is never done; it is always changing.

A game of risk

Even though risk assessments aren’t exciting, they are essential for the whole life of any project. By making a construction quality management plan, you and your staff will be able to find possible liabilities or risks and find ways to deal with them. If the situation is new, you may need to find ways around problems like legal risks, worker training, or cash flow issues.

Small-scale supervision of ongoing projects makes sure that the agreed-upon standards are being met and that everything from the materials to the fit and finish is up to par. Few industries have as many risks as construction, or give safety rules as much importance (crane operation, fire regulations, scaffolding assembly, etc). Poor building methods, materials, or management can make buildings less safe and cut down on how long they are expected to last.

Maintaining standards at every stage

Most of the time, we think of snagging as a last-minute process that happens after a project handover is finished and is then fixed on demand. This way of managing construction quality is very inefficient and based on what the client wants. At every stage of a project, it’s much better to have a snagging list that gives clear instructions on minimum standards, materials, tolerances, and training to everyone who needs to know them.

Fixing problems as they come up is always better than taking action after the fact. Think about the difference between installing an SVP connector under a bath and not tightening it enough and then having to deal with a flood in the apartment below (potentially years later when resources have been redirected elsewhere). The first option is clearly better than the second.

There’s always more to learn

In the same way that quality management plans for construction should be organic and change over time, the construction industry as a whole is moving toward more efficiency and proactive quality management.

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