FACTORS FOR POOR QUALITY MANAGEMENT

PROJECT QUALITY MANAGEMENT :

Project quality management is the process of continually measuring the quality of all activities and taking corrective action until the desired quality is achieved. Quality management processes help to control the cost of a project, establish standards, and determine the steps to achieving and confirming those standards. Effective quality management of a project also lowers the risk of product failure or unsatisfied, unhappy clients. 

Project quality management happens with these three processes:

1. Quality planning.
2. Quality assurance.
3. Quality control.

In Pakistan, the construction sector is the key source of economic development. According to a trading economics report, the construction industry has contributed about 5.33 percent to the total GDP of Pakistan (Pakistan, 2019). According to statistics of 2018 from the economic trends, the construction sector provides around 7.8 Percent of employees to the workforce, which is 0.3 percent more than the stats of 2015, thus showing that a very large population depends on the construction industry.

Hence, poor performance factors must be controlled. For this, the first step is to know the common reason for poor performance regarding health and safety, environment, and Innovation, and Learning related factors at construction sites. Therefore, this study focuses on identifying common reasons for poor performance in the construction of Pakistan.

 CUT CORNERS IN PROJECT QUALITY MANAGEMENT:

1. HEALTH AND SAFETY FACTORS.

Health and safety are the most critical parameters in the construction industry because it plays a vital role in minimizing risk in construction sites. Application of health and safety factors in the organization ranks at first. Therefore, there must be a guide to provide knowledge regarding the importance of health and safety to manage the reason.

      2. PROJECT LOCATION.

The location of the project plays a vital role in enhancing its market value and also the easy availability of building materials to the site location of project enables the smooth running of the project.

      3. ENVIRONMENT FACTORS.

The environment is the most important part of project success and sustainability. Climate condition is the most prominent reason. This is because Pakistan has different climate influences for other regions. It is not easy to work in the Sindh Province for the labor who is habitual to work in KPK.

     4. RESOURCES AND TIME FACTORS.

Back to the outdated belief that each department has its own responsibilities, upper management has not been willing to allocate sufficient time and resources to quality control. Traditionally, they have not felt responsible for fixing errors or flaws that challenge quality. They see the expenditure of time as taking away from their separate duties and would rather relegate these to a single department. They failed to see the seriousness of the situation.

5. TECHNOLOGICAL FACTORS.

Technology makes it possible for firms to improve significantly and innovate, systems, processes, and skillsets. This all points to much-improved quality on the shop floor, and a smoother running firm overall.

While employees and middle management tend to embrace the changes and improvements, technology is often met with resistance at the higher levels. New technologies are often viewed by upper management as consuming too much time and resources and unnecessary in some circumstances. This resistance has created a barrier to improved quality.

     6. NON-AVAILABILITY OF QUALITY EQUIPMENT.

Quality equipment and quality-related production equipment represent a substantial financial investment for a firm. This equipment must be reliable and well-maintained. While many companies are quick to spot problems and deficiencies, they are not as ready to invest in quality equipment.

      7. NON PROVISION OF CAPACITY BUILDING.

There is often a rush to get new employees working, so training is minimal and brief. This presents problems over time as many employees can feel inadequately trained for their positions. This lack of confidence may or may not be shared with management. There can be a fear of reprisals, like a reprimand for not remembering everything from the initial training, or losing the position altogether.

CONCLUSION:

The main reason for poor performance is not applying proper health and safety factors in the organization. In addition, the environment was also considered one of the important factors affecting the performance of the organization or project. The unavailability of the competent

staff and the proper training of the available staff also resulted in the poor performance of the construction projects.