Page 51 - QUALITY MAGAZINE_Volume 02 (Issue II)_Web Ready File (1)

QUALIT Y JANUARY 2024

5. How does SD&CC ensure that its staff 6. What risk management strategies 7. What role does technology play in
and workers are adequately trained in
enhancing the quality of construction
are employed by SD&CC to mitigate
quality management practices? quality-related risks in projects? projects at SD&CC?
At the SD&CC, we conduct monthly internal audits across In our Quality Management System, there is a crucial Technology plays a significant role in our operations at
every division. These audits measure the divisions’ component called risk analysis. We employ risk-based SD&CC. We are continuously upgrading our machinery
performance against the standards specified by SD&CC, thinking, which involves forecasting all potential risks and training programs. Whenever possible, we send our
identifying any areas of incapability. Following these we might face and categorizing them according to their personnel abroad to gain exposure to new technologies,
audits, we hold management heads meetings quarterly likelihood of occurrence. Based on this analysis, we particularly in bridge construction. These advancements
and annually. In these meetings, we thoroughly discuss develop appropriate solutions, which may be either help us reduce costs, improve time management, and
the findings from the internal audits, address all short-term or long-term, to mitigate, avoid, and control minimize waste.
relevant issues, and formulate solutions to rectify any these risks effectively. Our commitment to technology is evident in the expertise
deficiencies. This proactive approach allows us to anticipate and of our engineers, especially the younger ones who bring
This structured approach ensures that we continuously manage risks systematically, ensuring that we maintain fresh ideas and innovative solutions. They have the
monitor and improve our processes, maintain high the highest standards of quality and operational opportunity to train alongside experienced professionals
standards, and uphold our commitment to quality and efficiency. By addressing potential issues before they and apply their knowledge in practical settings. Our R&D
excellence. By proactively addressing any shortcomings, become problems, we can safeguard our projects and lab and design team are at the forefront of incorporating
we foster a culture of continuous improvement and deliver consistent, reliable results to our clients. new technologies into our processes.
operational efficiency throughout the organization. In the realm of precast concrete products, we utilize
advanced chemicals to achieve early strength and
employ new systems to enhance overall quality. These
technological advancements enable us to deliver
superior products and maintain our reputation for
excellence.

8. What are the biggest challenges SD&CC
faces in maintaining high-quality
standards and Lean Six Sigma practices
in its projects?
Primarily, we undertake government projects, which
present unique challenges, particularly regarding price
escalation and additional work costs. We must maintain
strict cost controls due to the thin profit margins typical
of government contracts. While we strive to incorporate
new technologies with multiple site visits, this remains
a significant challenge compared to the private sector.
Additionally, we face stringent government regulations
and high transport costs.
Design flexibility is often constrained by various
government authorities, such as Pradeshiya Sabhas,
which often request basic concrete works using outdated
specifications from 10-15 years ago. This resistance
to change means that when we attempt to introduce
new technologies—like advanced light poles for the
Ceylon Electricity Board (CEB) or updated components
for the CGR—we cannot adjust the prices accordingly.
Consequently, we are limited in our ability to implement
modifications based on our innovative designs and
quality improvements.
Another challenge is the adoptability of workers to
dynamic construction industry. Training and transforming
the mindset of our labor force, especially minor staff
and laborers, is considerably more challenging in
construction than in a manufacturing setting. Changing
and educating existing personnel is a daunting task,
and adapting them to new standards and technologies
remains a significant hurdle.

Department of Industrial Quality Management
Department of Industrial Quality Management
48 Department of Industrial Quality Management Department of Industrial Quality Management 49
General Sir John Kotelawala Defence University General Sir John Kotelawala Defence University