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Good Practice Guidance for Refurbishment Projects

Nowadays quality thinking has spread across the entire property process and extends to all management functions, making inspection of manufactured product on its own seem a rather than primitive idea. Quality management has become proactive, making plans to bring about continuous quality improvement and to achieve a more desirable future. The aim is to get rid of poor quality and keep the quality process going during post occupancy. Quality management has progressed, establishing proactive rather than reactive management. Continuous quality improvement in properties has become one of the most important parts in TQM progress, and based on statistical method Deming, one of the most famous quality guru, formulated a system for problem solving to implementing CQI as the Plan, Do, Check and Action cycle. According to him once these states have been systematically completed the cycle starts again with further planning. As for J. M Juran, continuous improvement has acquired a broad meaning, i.e., enduring efforts to act upon both chronic and sporadic problems and to make refinements to process. (Smith, 2003)

How to implement CQI in the briefing: The objective of refurbishment projects is to continuously improve quality by eliminating non-conformance in every activity throughout the property management. The benefits which can accrue from implementation of a successful quality Improvement Program are enormous: improved customer satisfaction, elimination of error and waste, reduction in operating costs, increased motivation and commitment of employees, increased profitability and competitiveness. However, implementation of CQI is not a step to be undertaken lightly in properties and especially in this case where there are 5 different scenarios. According to L&M Faure the process demands absolute commitment from every one stating with senior management, if it is to succeed. And inadequate attention to consistently meeting the requirement of customers frequently results in business failure. Every company is unique; consequently, every continuous quality improvement program will be unique. The aim of this essay is to provide an insight into what is possible regarding refurbishment and post occupancy. Good practice guidance contains many different areas which relate to business practice especially in the property sector.


As the nature of this refurbishment project is narrowly focused but well defined, there is scope for further investigation and research into the wider issues of refurbishment strategies and how it interrelates with other "Marketing functions" and "Business strategy". Value can be added to the research area through further research of year on year comparisons of the primary and secondary data collected. This would enable the company to identify trends and asses the efficiency and effectiveness of their marketing strategies in enhancing the market share of occupancy from their office business on a yearly basis. From a strategic point of view this would help the company to evaluate changes to their refurbishment strategy so that they can remain focused.

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