The pursuit of quality in Hong Kong construction

Abstract

Construction organizations have responded in different ways to the increasing demands for quality. An interim assessment of the benefits and costs of different approaches is useful in determining future directions for organizations that have already, or are about to, set up construction quality management systems. Evidence from a series of surveys in Hong Kong indicates that long term strategies are needed, for example targeting ‘total quality management’ or comprehensive quality management systems, with ISO 9000 certification being only one step along this route. Specific issues to be addressed are identified, such as the development of construction‐specific guidelines and the integration of safety and dispute avoidance systems in a comprehensive quality management system. A framework is also proposed to assist in selecting the optimal quality management route for a given construction organization. Lessons learned from Hong Kong and elsewhere can be incorporated in this framework, and will help separate rhetoric from reality in rationalizing the quality management strategies of construction organizations.