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Doster Construction Company has taken
extraordinary measures to ensure that our Owners are consistently
provided superior service and a quality structure. The ISO 9001 standard
provides Doster with the necessary framework to develop a quality
management system that encompasses the entire company. We utilize the
plan-do-check-act cycle to make all processes within the company work
together and to continually improve. This formal quality system is what
makes Doster better than the average. The
Quality Management System requires verification, validation, monitoring,
inspection and testing during each phase of the project. Verification of
Owner requirements is handled at the estimating phase and involves
setting three quality objectives:
- time requirements to complete the project;
- budget requirements to effectively complete the project;
- level of quality as defined by the Owner or established in the
plans and specifications in order to meet Owner satisfaction rating.
Validation of requirements begins at the estimating level and
continues through the transition to project management. During this
transition, validation of Owner requirements is reviewed by all team
members. Monitoring of the project includes verifying purchased product,
maintaining the project budget and schedule and holding bi-monthly
progress meetings. Inspection and testing activities relating to Owner
requirements are carried out through the construction phase into
closeout.
Doster’s Quality Management System entails the following:
- Planning of the System, including Document Control
- Defined Management Responsibility and Review of the System
- Defined Resource Management Requirements and Review
- Project Realization Process
- Measurement, Analysis and Improvement of the System
Doster’s QMS is audited twice per year by a registrar that is
accredited by the American National Standards Institute – Registrar
Accreditation Board. We also conduct quarterly internal audits of the
system.
ISO,
International Organization for Standardization, is a network of the
national standards institutes of 148 countries, on the basis of one
member per country. ISO is a non-governmental organization: its members
are not, as is the case in the United Nations system, delegations of
national governments. Nevertheless, ISO occupies a special position
between the public and private sectors. This is because, on the one
hand, many of its member institutes are part of the governmental
structure of their countries, or are mandated by their government. On
the other hand, other members have their roots uniquely in the private
sector, having been set up by national partnerships of industry
associations. Therefore, ISO is able to act as a bridging organization
in which a consensus can be reached on solutions that meet both the
requirements of business and the broader needs of society, such as the
needs of stakeholder groups like consumers and users. www.ISO.org
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