Quality is designed into and evaluated for each individual project each time. Except for some specialized areas of
construction such as nuclear power plants and interstate
road construction, there is no comprehensive quality
policy employed to establish quality assurance for the
entire industry or large segments of the industry.
• No feedback system exists for reexamining quality
control work. Correction only occurs when the owner,
designer, or building authority points out defects in the
project. This makes quality evaluation difficult.
• It is difficult to establish a data collection system to
build an information base that could lead to early identification
of defects. Since post-completion correction
of unacceptable work is damaging to a company's or
an individual's reputation, or both, the defect that occurs
during construction is usually corrected or concealed
before top level management or the owner discovers
it. Thus, lack of information means no change in procedures,
and allows the defect to reoccur during the next
project.
• No mechanism exists for practical implementation of
standards. This is not only because too many standards
exist, but also because there are no efficient means for
inputting new information and, thus, maintaining
relevant standards.
• No system exists to manage quality throughout the
design/construction process. While a 'construction management'
block appears in Figure 3, it is only the
execution of the construction plan, and does not contain
a quality management component