BriefGuideforQualityManagementinDevelopingCountriesSupportingNotesforthelecturepresentedbyDrT.AmirsoleymaniAttheAnnualConferenceofFederationofConsultantsfromIslamicCountriesAlgiers,October20,2001MandroCompany41,PadidarStreet,JahanKoudakAfricaBlvd,Tehran,Iran.Tel:(009821)8888847,Fax:(009821)8888998mandro@chase-mandro.comContentsPage1.Preface32.Introduction43.ThenecessitytoadoptQ.M.104.ThedevelopmentoftheQ.M.System125.SustainingtheQ.M.process156.Appendix1QualityManagementprocess187.Appendix2SelectedReading258End26PrefaceDuringtherecentyearsInternationalFederationofConsultingEngineers(FIDIC)haspursueditsmandateintheproductionofvariousdocuments,contractforms,guidesandmanualstoassistConsultingEngineersworldwidetoperformanddeliverservicestotheirclients.ThesepublicationshavefacilitatedthebusinesspracticeofConsultingEngineerstoestablishstandardsornorms,whichareusedbyalargeandincreasingnumberofConsultingEngineersandtheirclients.ThefirsteditionoftheGuidetoQualityManagementwasissuedin1994andwaspreparedbyacommitteechairedbyR.W.Bowes.SignificantcontributiontotheproductionofthefirsteditionofthatguidewasmadebyTomKernoftheAmericanConsultingEngineersCouncil.ThelatesteditionoftheFIDIC’sQualityManagementGuidewaspreparedbytheCommitteeunderthechairmanshipofTonnyJensenfromDenmark.SignificantcontributionsweremadebyDavidShepherdfromAustralia,FrankLeblancandBenNovakbothfromCanada.TheBriefGuideforQualityManagementinDevelopingCountriesistheextractfromtheFIDICQualityManagement.AsmostofthemembersoftheTotalQualityManagementCommitteeswerefromdevelopedcountries,theverysensitiveandintricaterelationshipsbetweentheclientsandtheconsultingengineeringfirmsinthedevelopingcountrieswerenotfocusedindetails.AlthoughthebasicprinciplesofQualityManagementaresimilarthroughouttheconsultingindustries,insomepartstheapproachtoattaintheQualityManagementslightlydiffersinthedevelopingcountries.TheaimoftheBriefGuideforQualityManagementintheDevelopingCountriesistoopenuptheculturalbarrierforthesatisfactoryClient-ConsultingEngineerrelationship.ThedevelopmentofaQualityManagementSysteminmanyfirmswilloftenbeaccompaniedbyimprovedbusinesspracticesdesignedtoenhancethequalityofbusinessmanagement.Therearesomedifferencesbetweenthe“good”andthe“bad”businesspracticesinthedevelopedincontrastwithdevelopingcountries.Firmsindevelopingcountriesareencouragedtoavoidjustified“claims”whichisregardedasaninherentlybadbusinesspractice.Therefore,thewholestructureofproducingserviceswithintheconsultingfirmsshouldbebasedon“noclaims”system.Similarlytheclientinthedevelopingcountriesareusuallymorelenientforthedelaysinthescheduleofworkthantheclientsinthedevelopedcountries.Aslightdelayintheexecutionoftheprojectsisnotcategorisedasabadbusinesspracticeifreasonableexplanationsaregiven.Ingeneralinthedevelopingcountriestheconsultingengineeringiswithinthescopeof“professionalism”,butinthedevelopedcountriestheconsultingengineershavebeenevolvedandemergedintothematureandsophisticatedstageofconsultingindustry.Therefore,itisimportanttoconsiderthestageofdevelopmentofconsultingengineeringfortheimplementationoftheGuideforQualityManagement.TheBriefGuidetoQualityManagementinDevelopingCountriesisthesupportingdocumentsforthepresentationofalecturegivenfortheabovesubjectattheAnnualConferenceofFederationofConsultantsfromIslamicCountriesinAlgierson21stOctober2001..1INTROD...
