Creating a culture of quality

By - , Build 190

In the building world, it can be easy to equate the notion of quality purely with workmanship, says BRANZ CEO Chelydra Percy. There’s no question that workmanship is an important aspect, but it is not the whole picture. Achieving quality takes more than just doing the job well.

C.Percy
C.Percy

THE MAN who revolutionised quality car making with the invention of the assembly line, Henry Ford, said, ‘Quality means doing it right when no one is looking.’

Quality as part of a worker’s DNA

He wasn’t talking about continually looking over his workers’ shoulders but developing a culture of quality that would ultimately become part of each worker’s DNA. Henry Ford dreamed of – and was successful in achieving – a workplace where employees practised quality in all their actions.

For example, no dirty overalls were allowed on the shop floor, uniforms were expected to be cleaned each day.

To Ford, this wasn’t simply about cleanliness, it was about pride and respect for the work that was being done. He believed that this level of attention to detail would follow through in all aspects of their work, resulting in a top-quality product.

Referrals drive new business

It’s worth reflecting on the benefits of creating a culture of quality at a time when reputations are won or lost in an instant on social media. Perhaps that’s even more important given that BRANZ research continues to find that referrals from family and friends are the biggest driver of new business for builders (see the article Considerate construction).

Creating a culture of quality shouldn’t be hard – it’s not about adding complexity and expense. However, it’s also not as easy as adding the word to the list of company values – achieving quality is ultimately about walking the talk.

Those in leadership positions can aspire to create a culture of quality in their businesses by demonstrating through their actions that quality is a core – and non-negotiable – value.

People are judged by their actions

Everyone is judged by their actions. So even low-bar changes such as keeping a work vehicle clean, tidying up a worksite or double-checking spelling have an impact far beyond the effort they take. Ask yourself – how can I improve what I do? Am I taking shortcuts? Do I put less effort into aspects of my job I think don’t really matter?

Build a culture that sweats the small stuff because the big stuff will ultimately benefit.

Decide what your ‘clean overalls’ actions might be. For example, it might be engaging more regularly with clients, improving forward-planning practices to avoid delays or working more collaboratively with the design team. Big or small, identify practices that build quality into the very heart of your business. The point is that, by doing the mahi, a standard is set that the entire workforce can emulate.

Celebrating our first Matariki

It’s worth noting that Henry Ford was also one of the first industrialists to recognise workers’ rights to fair pay. He also introduced a 5-day, 40-hour working week. He believed that quality would suffer if the workforce was underpaid and didn’t get sufficient rest, including holidays.

In June, we will be enjoying our first ever Matariki holiday. In te ao Māori, the rise of the Matariki (Pleiades or Seven Sisters) star cluster signals the lunar new year. It is a time to acknowledge the year past, celebrate the present and plan and prepare for the year ahead.

However you plan to spend this special and uniquely Kiwi long weekend, I wish you a healthy and prosperous year ahead.

Ngā mihi o Matariki, te tau hou Māori.

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C.Percy
C.Percy

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