N/A
Standard: £10 + VATMembers/Subscribers: Free
Members/Subscribers, log in to access
The Structural Engineer, Volume 65, Issue 4, 1987
It is the responsibility of the Senior Partner or Managing Director of abusiness enterprise, not of a member of middle management, to design and ensure the effective implementation of an appropriate training programme. All too often the responsibilities for matters relating to training of new recruits or existing members of staff are entrusted to an enthusiastic volunteer who is rarely given the appropriate authority, let alone resources to implement a programme of training. In most organisations the subject of training is well supported by management until the moment arises for them to nominate a member of their staff to go on a course. It is then that support for training rapidly converts to a barrage of excuses why the proposed candidate for training cannot be released. D.H. Stanger
Exponents of QA may argue that the claims presently made by both consultants and contractors of full QA being implemented on sites are not justified. Such exponents would suggest that the systems actually employed so far are merely a more formalised form of quality control. While we would agree with these arguments, we welcome the intention to achieve quality assured construction. L.J. Carvalho
Improving quality is the most urgent and difficult task facing all members of the building industry. ‘Quality’ is, however, now being perceived as an entity of its own capable of being rationalised into a universal system grandly named ‘quality assurance’. If the implications of such systematisation on the engineer’s responsibilities are not properly understood, all efforts to improve quality could be negated. B.H. Fisher