Page 52 - QUALITY MAGAZINE_Volume 02 (Issue II)_Web Ready File (1)
P. 52

QUALIT Y JANUARY 2024















              9.     What are your future plans and
                     priorities for enhancing quality and
                     Lean Six Sigma integration in the
                     corporation’s projects?

            We are committed to embracing new technologies, and
            to do so effectively, we must adhere to stringent quality
            management systems. Without  this  commitment,  we
            risk  regressing  to  outdated  practices  from  the  1970s.
            By  integrating  cutting-edge  technologies  and  aiming
            to  export  our  materials  and  products,  we  must  align
            with  Lean  Six  Sigma  principles  and  robust  quality
            management systems.
            Key considerations include time management, reducing
            our  carbon  footprint,  and  carefully  selecting  the
            chemicals we use. Training our personnel to minimize
            material  waste  and  optimize  time  usage  is  essential.
            Implementing these practices across SD&CC ensures that
            we remain competitive and forward-thinking, ultimately
            enhancing our efficiency and sustainability.




             10.        At last, what you  would like to
                        share about SD&CC’s commitment
                        to quality and Lean Six Sigma in
                        construction?

            SD&CC  plays  a  crucial  role  in  adhering  to  regulations
            and  leveraging  opportunities,  particularly  through
            collaborations  with  universities.  By  engaging  in
            training programs, accessing valuable information, and
            participating in research initiatives, we can apply these
            insights in our operations. Our team is enthusiastic about
            embracing these challenges, and with the expertise we
            acquire, we can implement and demonstrate innovative
            practices in the market.
            This  proactive  approach  not  only  showcases  our
            capabilities  but  also  sets  a  benchmark  for  smaller
            construction companies to follow. This ripple effect can
            be a significant turning point, propelling our country’s
            construction  industry  forward  and  fostering  overall
            development.














                                                                                                                                                                                           Department of Industrial Quality Management
            Department of Industrial Quality Management
     50     Department of Industrial Quality Management                                                                                                                                    Department of Industrial Quality Management   51
            General Sir John Kotelawala Defence University                                                                                                                                       General Sir John Kotelawala Defence University
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