The effectiveness of formal quality management systems in achieving the required cover in reinforced concrete

Abstract

Much attention has been given to ways of controlling quality through formalized management systems. A study has recently been completed at the University of Birmingham, funded by the Building Research Establishment, designed to establish the extent to which construction specifications are being achieved in reinforced concrete structures and correlations between the quality levels achieved and the site organization structure, and control procedures and supervisory and workmanship practices. The findings suggest that the existence of formal quality control systems do not have the intended, positive impact on quality. The implications of this are discussed in terms of the need to recognize the limitations of trying to remedy sporadic defects through checking and to institute procedures aimed at eliminating systemic or chronic defects. Such a strategy would involve developing greater coordination between participants and enabling a properly trained work-force to do the work ‘right first time’. It is recognized that for this strategy to be realized, considerable changes in attitude, culture and procurement arrangements would be necessary.