Every contractor commits to quality in construction when pitching their services. But then some clients find themselves negotiating warranty issues within months after project completion. Somewhere between design and delivery, quality fell through the cracks.
Levi Strauss & Company ended all its commercials during the late 1980's with the quote, "The quality goes in before the name goes on". Consumers could immediately identify with the statement.
If surveyed, it’s easy to surmise that clients in the building construction industry desire quality from their capital projects. A manufacturing facility, processing plant or corporate headquarters should grow in value and prove more useful. An organization definitely wants quality in construction before the company logo goes up on the side of the structure.
All reputable building contractors desire to provide quality in construction for every project they deliver. Yet, client demands have begun to trend towards building projects delivered within shorter time frames and smaller budgets. Achieving a high level of quality in construction becomes much more challenging under these circumstances.
Gulfstream has utilized Haskell for numerous capital projects.View this project profile. »
Quality must be coordinated among a diverse group of contributors working together for one end result. A quality design can be ruined by poor engineering. The quality work of a skilled electrician gets rendered meaningless if a building's roof leaks. In the world of building construction, every member of the team—including subcontractors—must be committed to the goal of quality in construction.
Haskell's Director of Quality Tom Grogan faces the challenge of ensuring quality for Haskell clients. The fundamental principle of quality improvement for Grogan can be summed up simply as, "That's what you told the customer you were going to do."
Attaining superior quality in building construction must be accomplished at every phase of the project. In Grogan's words, every contributor must, "do something better today, than you did yesterday" in order to "move the needle" one increment at a time towards building construction quality.
Grogan put theory into action when he developed Haskell's Quality Improvement Program (QIP). The QIP seeks to quantify quality, incorporate a repeatable process and identify trends to consistently focus on quality improvement.
Haskell incorporates important procedures, making quality improvement more than a marketing buzz word.
- Reward proactive over reactive behavior. Haskell's QIP puts a grade on a varied array of factors. Identifying faulty design before construction gets credit. Completing the risk mitigation plan prior to construction gets the passing grade.
- Surveying customer satisfaction throughout the project. Haskell's QIP gets customer feedback during all phases of the project.
- Dedicated expert quality control personnel. Quality control personnel come with years of experience and knowledge, including nationally recognized thought-leaders within their industry.
- First work in-place. Quality of work gets reviewed in the beginning. For example QC's inspect and test the first five window installations. If the work passes muster, that becomes the standard for all other window installations. This keeps subcontractors aligned with overall quality in construction goals.
- Quarterly reviews by executive management. QIP scores get shared with the COO, emphasizing Haskell's commitment to quality throughout the company.
- Net-Promoter scoring. At the end of every project, a third-party survey's clients based upon their willingness to recommend Haskell. On a scale of 1 - 10, only scores of nine or ten qualify as passing.