Error reduction strategies - what did we learn?
10 Jun 24To achieve continuous improvement and error reduction in construction it is not just essential to engage senior leadership but also to foster behavioural change at all levels, delegates at GIRI members' meeting were told. Changing attitudes to error reporting and capturing data on frequency, root cause, and cost of error is also vital to inform strategies. And, when things do go wrong, don't just stop at correcting the problem. Ensure you understand why it occured and have taken steps to prevent it happening again.
Here's a round up of the key insights from our speakers.
Putting quality on the agenda
GIRI has been a lever for change at National Highways, said director for quality, standards and lean Paul Doney. Following an internal review, the organisation put quality on the agenda at the highest level and is focusing on behavioural changes throughout the supply chain to drive improvements.
Planning to get it right
VolkerStevin’s Quality Ripple programme is moving forward via tools learned from the business-wide rollout of GIRI training, said HSEQS & IM director Duncan Aspin, before handing over to head of planning Martin Roby, who explained how a focus on planning is helping VolkerStevin improve overall delivery.
Delivering HS2's GIRI strategy
HS2 Ltd is working with its supply chain to embed its right-first-time approach through GIRI principles to achieve improvements in a consistent way, said the organisation’s head of quality and IMS Richard Strugnell. Key to this is changing the culture around non-conformance reports (NCRs) to encourage reporting and reap the benefits of lessons learned.
Influencing quality through quality control and assurance
"By sharing insights and partnering with builders, NHBC has significantly enhanced build quality in the new home sector," said senior construction quality manager Marc Separovic. "However, there's still scope for further improvements, and we believe implementing our recent R&D into quality assurance industry-wide will further drive advancements and create a new optimal efficiency.”
Managing error: what to do when things go wrong
Go back to basics, start by addressing the biggest risks, and don’t stop at correcting the problem, GIRI board member Helen Soulou told GIRI members. She argued that the only way to start getting things right is to put preventative actions in place, and to monitor the impact of these actions to ensure continuous improvement.
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