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Pearson BTEC Level 7 – Diploma / Extended Diploma in Strategic
Course
Management & Leadership
Unit No. Unit 11
Unit Name Strategic Quality and Systems Management
Schedule Name Sample Assignment

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 LEARNING OUTCOMES AND ASSESSMENT FEEDBACK

Name of the Assessor

Learning Outcomes Assessment Criteria (AC) Feedback

LO 1
1.1 - explain the importance of effective operations
Understand the role of
management in achieving organizational objectives
operations
management 1.2 - evaluate the success of existing operations
in an organization management processes in meeting an organization’s
overall strategic management objectives
LO 2
2.1 - explain the importance of effective quality
Understand the
management in achieving organizational objectives
importance of
managing quality 2.2 - evaluate the success of existing quality
in an organization management processes in meeting an organization’s
overall strategic management objectives
LO 3

3.1 - plan a strategic quality change to improve

organizational performance

Be able to plan a 3.2 - define resources, tools and systems to support

strategic quality business processes in a strategic quality change
change in an
organization 3.3 - evaluate the wider implications of planned
strategic quality change in an organization

3.4 - design systems to monitor the implementation of a

strategic quality change in an organization
LO 4

4.1 - implement a strategic quality change in an

organization.
Be able to implement
a strategic quality
4.2 - embed a quality culture in an organization to
change in an
ensure continuous monitoring and development
organization

4.3 - monitor the implementation of a strategic quality

change in an organization

LO 5
Be able to evaluate the 5.1 - evaluate the outcomes of a strategic quality change
outcomes of a in an organization
strategic quality
change in an 5.2 - Recommend areas for improvement to a strategic
Organization quality change that align with organizational objectives

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Overall Feedback on
current work with
emphasis on how the
student can further
improve in future.

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 Task: Report covering LO1, LO2, LO3, LO4 & LO5.

Assignment title Implementing Strategic Quality Change in an Organization.

Scope (LOs and ACs) of this assignment:

Learning Outcome 1: Understand the role of ‘Operations Management’ in an Organization.

▪ AC 1.1: Explain the importance of effective operations management in achieving organizational

objectives
▪ AC 1.2: Evaluate the success of existing operations management processes in meeting an
organization’s overall strategic management objectives

Learning Outcome 2: Understand the importance of managing quality in an organization.

▪ AC 2.1: Explain the importance of effective quality management in achieving organizational

objectives
▪ AC 2.2: Evaluate the success of existing quality management processes in meeting an
organization’s overall strategic management objectives

Learning Outcome 3: Be able to plan a strategic quality change in an organization.

▪ AC 3.1: Plan a strategic quality change to improve organizational performance

▪ AC 3.2: Define resources, tools and systems to support business processes in a strategic quality
change
▪ AC 3.3: Evaluate the wider implications of planned strategic quality change in an organization
▪ AC 3.4: Design systems to monitor the implementation of a strategic quality change in an
organization

Learning Outcome 4: Be able to implement a strategic quality change in an organization.

▪ AC 4.1: Implement a strategic quality change in an organization.

▪ AC 4.2: Embed a quality culture in an organization to ensure continuous monitoring and
development
▪ AC 4.3: Monitor the implementation of a strategic quality change in an organization

Learning Outcome 5: Be able to evaluate the outcomes of a strategic quality change in an

organization.

▪ AC 5.1: Evaluate the outcomes of a strategic quality change in an organization

▪ AC 5.2: Recommend areas for improvement to a strategic quality change that align with
organizational objectives
Assignment Task: Read the following Scenario, and prepare a report with the guidelines provided.

Scenario: The learner is acting as an internal quality consultant for a chosen organization (preferably
where the learner is currently working). The learner is required to look at the existing quality
management procedures and systems within the organization, and, implement a strategic quality
change, ensuring the monitoring evaluation systems are in place and evaluating the outcomes of
change.
The report should include the following:
1. Executive Summary
2. Introduction of the Chosen Organization and existing quality management systems within the
organization
3. Explain the importance of effective operations management and quality management in
achieving the organizational objectives.
4. Evaluate the success of existing operations management processes and quality management
processes in achieving the chosen organization’s strategic management objectives.
5. Examine the need for strategic quality change and assess the factors that drive the need for the
strategic quality change. Assess the resource implications for not responding to these changes.
Plan a strategic quality change and implement it to improve organizational performance. Provide
measures and design systems to monitor the implementation of the planned strategic quality
change. The plan done needs to be action oriented, detailed, and should clearly define the
resources, tools and systems that will support the business processes involved in the quality
change process.
6. Evaluate the wider implications of strategic quality change on the organization from an external
perspective and the impact on people, systems and functions influencing performance within the
organization.
7. What is the quality culture in the chosen organization? Propose and embed an effective quality
culture to ensure continuous monitoring and progress.
8. Evaluate the outcomes of the strategic quality change and recommend areas of improvement to
the strategic quality change that aligns with the overall organizational objectives.
9. References (Adhering to Harvard Referencing Format)

The report shall not exceed 6,000 words and should include relevant examples and illustrations.
 CONTENTS

1. Executive Summery………………………………………………..09

2. Introduction & Quality Management System of GAC……...09

3. Importance of operations management and QMS in the

Constructions Industries…………………………………………...11

4. Objectives & Quality strengths of GAC………………………..12

5. The Strategic quality change Plan……………………………...14

A. Need for quality change in GAC……………………14

B. Factors that drive changes in the construction

Industries in UAE………………………………………...15

C. Implications of ignoring these changes……………16

D. Change implementation Plan……………………….17

a) Nature of the plan………………………………17

b) Perspective of the plan………………………..17

c) Change management model……………….18

d) Implementation process……………………....21

6. Implications of strategic quality plan on the organization….21

7. Quality Culture in GAC……………………………………………..22

8. Outcomes of the plan………………………………………………24

9. References…………………………………………………………….25
1. Executive Summary:
This assignment discusses about the quality management process of Gulf Asia
Contracting Co LLC. This further talks about how the quality strengths of GAC
helps in achieving the objectives of the company. This assignment examines
the need for quality change and the factors that drive the need for strategic
quality changes in the construction industries, with the examined factors, a
strategic quality plan for achieving customers confidence & satisfaction
(Customer Focus) which is one of the main clauses of ISO 9001: 2015 is
suggested to improve the organization’s performance and the outcomes of
the proposed plan is evaluated.
The research methods used are primary & secondary data by collecting data
through interviews and internet.

2. Gulf Asia Contracting Co. LLC

4th and 5th floor palace hotel building,
Downtown,
Dubai.
Tel.: +971 4 438 9 580
Fax: +971 4 438 9 579
PO Box: 43715, Dubai, UAE
Website: www.gactme.com

OVERVIEW
Gulf Asia is a contracting company established in the year 2000, in UAE. Gulf
Asia is the subsidiary company of RP group of companies, which was
established in the year 1970. The headquarters of Gulf Asia is in Downtown,
Dubai. It is one of the leading companies operating in Saudi Arabia, Qatar and
UAE, the number of employees working for GAC in the GCC region are around
5,500. The current clients of GAC are Crowne Plaza hotels, Geepas, ADNOC,
SHK Ammar Bin Humaid Bin Rashid AL Nuaimi, AL Shiraifi hotels, etc. the main
competitors of GAC are Arab tec, ALAC and Dubai construction company. In
the current scenario the challenges faced by the company are to provide a
safe environment with zero accidents, high quality output within the targeted
schedule and cost effective projects.

The Key operational area of GAC are:

1. General construction works such as construction of residential,
commercial, hotel, industrial buildings and service stations for Abu
Dhabi national oil company (ADNOC distribution).
2. Plant operations and maintenance.
3. Technical support services.
4. Shutdown and turnaround services.
5. Scaffolding services.
6. Fabrication services.
7. Trading operations.
PRIMARY BUSINESS
The main key products of GAC is execution of
(1) Residential & Commercial buildings for clients as mentioned above and
for the parent company itself, GAC takes up construction work of high raised
buildings
(2) ADNOC Service Stations: GAC is one among the few approved
contractors of ADNOC distributions to construct Service Stations in UAE
region.
(3) Oil & Gas Sector works: GAC is one of the reputed contractor for GASCO
(Oil & Gas Sector) qualified for executing high level of piping and substation
works in UAE
(4) Industrial Civil & MEP works: GAC takes-up industrial buildings and Hyper
Markets for various clients in and around UAE.
(5) Infrastructure works: Roads & Pavement works for the Industrial
establishments.
STRATEGY
• Takes up challenging projects.
• GAC has in- house skilled workforce with specialized machineries.
• GAC does not rely on third parties or subcontractors for the execution
of the project.
Quality Management system (QMS):

INPUT-→ PROCESSES-→ OUTPUT

Organization & its Operations & Support Customer Satisfaction
Context
Customers’ requirements Planning Result of QMS
Needs & Expectations Leadership Product/Services
of: Performance
Internal )a Evaluation &
Stakeholders Improvement
External )b
Stakeholders

3) Importance of Operations Management in construction industry:

Operations management is the business function responsible for managing the

process of creation of goods and services, it is the core function of any
organization (Sandres, 2014), some of the importance of operations
management in the construction industry are, it is an important aspect in the
construction process for the efficiency enhancement desired by the sector
(Araujo, 2011). Operation management on the construction site should receive
contemporary interest in trying to understand the new conditions for carrying
out operations (Koch, 2004). Operation management helps in continuous
improvement and addresses issues related to process efficiency in an
organization (Gonzalez, 2017). Operations management practices helps in
improving the performance of the organization (Battistoni, 2013). Operations
management efficiently uses resources to appropriately create output desired
by the organization (Anon., n.d.). Operations management focuses on
aligning the operations with the organization’s objective. Effective operations
management helps the organization to achieve its objective by gaining
customer satisfaction, it helps them deliver a defect free quality work and
service and complete the project on the agreed schedule within the planned
budget.
Importance of Quality Management in construction industry
Quality management is a blend of both quality and management tools which
focuses in increasing business and reducing losses due to wasteful practices, it
is important to implement quality management in a construction firm because
it helps in providing solutions to problems related to workmanship defect, time
and cost overrun (Giri, 2014), it provides the tools, techniques and procedures
for the operational success of the construction project, an effective quality
management practice in an organization inspires the confidence in the clients
to propose the project to the firm (P.P. Mane, 2015) , quality management
ensures proper control by reducing errors at every phase of the project,
identifies error beforehand , reduces repeating mistakes and initiates
corrective action (Neyestani, 2016). Quality management helps the
organization to achieve its objective by reducing the cost, delivering the
projects on time demanded by the clients and delivers the best quality work.

4. Objectives & Quality Strengths of GAC:

Objectives
Implementing Employees are Involvement of
Increase profit ISO/QMS, leads to given training for Top
Systematic & the specific management for
Standardized specialized tasks arranging
approach thus project to project resources for all
increases profit to avoid respective
rectification/rework project is
during execution. focused primarily
other than their
administrative
matters.
 The Customers’ When difficult tasks This involvement
Client’s satisfaction is are handled attracts clients’
satisfaction focused not only meticulously, GAC satisfaction &
as a tradition and gains the clients’ Confidence
also an important confidence and
clause of ISO satisfaction.
When Customers When clients’ Again with
Expanding are satisfies, more satisfaction & clients’
project new projects are Confidence are satisfaction, we
portfolio bagged with their gained, they start get
recommendations recommending recommendation
in the market. their counterparts for new projects.
to offload their
projects to GAC.
GAC strictly HSE personnel in Training
Zero follows the GAC are asked to programs are
accidents in guidelines of undergo training conducted as a
site. OSHAS and the programs policy
local authorities conducted by the developed by
and always keeps local & the Top
“Safety First” International Management
bodies. and allocate
budget for this.
ISO & OSHAS Trained and Involvement of
Quality certified experienced top Management
strength company. workforce.

As GAC is an ISO 9001: 2015 & OSHAS 18001: 2007 certified company, Quality
management system is adopted resulting timely completion of project with the
expected profit margins, with gaining the confidence and satisfaction of the
client. Gaining the confidence & satisfaction of the client, helps GAC for
bagging more business directly or through their recommendations. GSC
achieves Zero Accident status as it follows the guidelines of local authorities
and deploys requisite number of safety personals.
Training for most of the employees in the team are given by GAC which again
helps GAC to work with confidence and achieve all the quality objectives. The
involvement of top management of GAC is yet another positive point for
execution of projects achieving the customers’ satisfaction to a highest level
and thus attain continual improvement in terms of quality products/services.
5. Strategic quality change plan:
A. Need for quality change in Gulf Asia:
The three factors that drives a need for quality change in GAC are:
Global competition:
In the gulf construction industries, there are renowned global players who have
entered the market with innovative Quality standards and methodologies like
ISO standards, Green building concepts etc. To compete with these giants, it
is essential for GAC to adopt these standards & methodologies and implement
Quality Management System more effectively to sustain in the market.
Change in Clients’ needs:
All the clients expect a quality product or service as deliverable, which can
only be achieved by adopting quality standards by risk based thinking and
adopting prevention methods and eliminating “rectification or reworking”.
Focusing on customers’ needs and strive to achieve continual improvement in
the process adopted. This gains clients’ confidence and satisfaction. Further
helps in getting new projects through the client.
Technology:
Considering the overall fast improvement in technology in the industries, GAC
needs to update their processes in order to be in par with the global
competitors. To implement this changes, GAC’s management should
conducts training programs so that the team involved in the execution are well
aware to implement the same at the time of execution.

B. Factors that drive changes in the construction industry in UAE:

Political Factors:
In UAE, especially in Dubai, in order to be in par with any other countries in the
globe, the authorities have changed their process for applying building permits
system, structural inspection requests, obtaining NOCs etc. which in turn affect
the functional aspects of Construction Industries. This is mainly due to the
sudden changes taking place with a very meager notice period. This might
affect the progress of work. Sometimes, due to the sudden blockage (full or
partial) due to non-conformities of internal stakeholders like ready-mix
concrete suppliers, material testing laboratories by the authorities, interruption
of supply/services occurs which results is stoppage of work till such blockages
are cleared thus delay in completion of the project.

Economic factors:
Implementation/increasing of taxes, authority fee, fuel costs, bank policies etc.
are adversely affecting the construction industries. Also the clients’ payment in
time, is very important factor to streamline the cash flow of the company.
Loss of market:
It is basically losing an opportunity to sell the product/service to the customer
or in otherwise, demand Vs. Supply. The real estate market in the globe is not
doing well. In this situation, construction Industries are not able to achieve the
targeted goals and loss in profit margin.
Budgetary Constrains:
When the above factors are not considered in the initial stages of allocation
of budget, budgetary constraints occur which will affect the cash flow of the
company, affecting the profit margin. This is a failure of not considering risk
based thinking in the initial stage of preparing budget for the project.
Cost Cutting
Failure to adopt appropriate cost cutting criteria will result in affecting the
wastage of material, time etc. thus ending up with loss in profit.
Restructuring
Companies initiate restructuring within the team yields effective results when
they analyze the strengths & weaknesses of their team through the team
leader and restructuring of organizational structure should be modified
keeping the company’s interest in first place.
New Technology
The companies adopting new technologies that are invented will have the
effective results and will be in par with the global competitors. For constructing
core walls in the high raised buildings, when avoiding conventional method of
form work, “Jump Forms” are used which will save time in dismantling and re-
erecting of form work and an absolute verticality is maintained throughout the
height. This will gain customer satisfaction and pave ways to get more business.
C. Implications of ignoring these changes
➢ Delay in completion of the project in case of noncompliance to all
the above factors.
➢ Sustainability in the market will be a question mark due to blacklisting
by the authorities in case of failure in adhering political issues.
➢ Interruption in cash flow and affects the bagging new orders and
delay in internal stakeholder’s payment.
➢ Lack of customer confidence and satisfaction in case of
noncompliance of all the above factors.
➢ Improper financial management will lead to disaster like bankruptcy.
➢ Losing chances to compete globally.
➢ Chances of employees leaving the company & joining with the
competitors.
➢ Will not be eligible to take-up projects of specialization.
D. Change Implementation Plan

GENERAL STATEMENT AND SCOPE

This Change Implementation Plan (CIP) has been developed and shall
be implemented to ensure that all ‘activities’ are controlled and
documented and records are maintained to ensure full compliance with
the Clients’ requirements/Satisfaction. This CIP is designed for Customer
 Confidence and Satisfaction which forces change in the overall quality
management System.
a. The nature of this plan: The nature of the plan is pro-active which means
taking steps in the initial stages and prevent any loss of opportunity to
gain the customer satisfaction which brings changes in the quality
management processes. The customer satisfaction brings more
opportunity for getting new projects from the customer or through the
customer. The nature of this plan is not evolutionary or Revolutionary
because this is designed based on risk based thinking to avoid any laps
in the system beforehand, as they do not slight or major impact on the
status quo of the organization.
b. Perspective of the Plan:
The perspective that best suits the plan is contingency perspective, as
there is a change suggested in the conventional process of the top
management interacting with the client, to the site execution team that
focuses on customer confidence and satisfaction in order to achieve
company’s objectives most efficiently & effectively.

MEETINGS
TOP CUSTOMER
LETTERS
MANAGEME FOCUS
REPORTS
NT

CONVENTIONAL PROCESS ON CUSTOMER FOCUS

1. PROJECT
TOP QUALITY PLAN
MANAGEMENT 2. MATERIAL
CUSTOMER
APPROVALS
CONFIDENCE
3. INSPECTION
&
REQUESTS
DELEGATION OF POWER SATISFACTIO
4. WITNESSING
N
MAJOR
ACTIVITIES
5. REVIEW
MEETINGS
6. REPORTS.
 SITE
EXECUTION
TEAM

CHANGE PROCESS ON CUSTOMER FOCUS

c. Change Management Model:

Lewin's Change Management Model is used because the model helps
in minimizing the disruption of the structure’s operations and the change
adopted is permanent. In GAC, Top Management interacts with the
client/customer.

a) Unfreeze
In any organizations’ hierarchy level, the top management will be
interacting with the client/customer. The disadvantage in this method is
that, the clients are not aware of the day to day operations/activities
progressing in the site. When client is involved/made aware of the day
to day operations in a transparent way, it is easy for any organization to
build-up confidence and satisfaction of client which will help the
organization in getting more business from the client or through them.
In light of the above, GAC should take up this matter of achieving
Customer Satisfaction & Confidence with its top management by
involving client or his representative in day to day operations at site with
quality management tools(Documentation like approval sheet,
Inspection sheet, variation orders etc.). The client or his representative
will approve all the material to be used in the projects (Brand-
characteristic etc. as per specification). Client also ensure that the
approved material are reaching the site and used in the project.
A meeting with top management should be arranged and convince
them about the company’s benefits of involvement of customer in the
day to day operations. Also emphasis the point that the involvement of
customer will reflect transparency in the operations and the client will
know for sure that the quality material are used with their approval prior
to start of any activity. Formal approval to be taken from the top
management for change management, team leader who will be
involved in day to day activities & team members.
A team should formed with a leader who should be an influenced and
tactful in his behavior be fully aware of the importance of Customer
Satisfaction. Customer satisfaction and convince the team members to
follow the instructions during the course of execution. Both, top
management and the team members will have concern to how they
will manage the new portfolio. However a well-defined documented
information should be prepared on the processes involved in the new
task by the team duly approved by the top management.
b) Change:
During the transformation process, GAC should conduct frequent
meeting with the execution team and address the process & tools used
in achieving this task, with the benefits expected through this to the
company. Also an interacting session should be conducted to clear any
doubt in carrying out the tasks. All the team members involved in this
project, should be made aware that the interference of the client or his
representative during the course of execution will be frequent and how
& who should be interacting with them. A clear-cut roles & responsibilities
 are documented for information & record. The team leader should
empowered to execute this task by the top management and he further
delegates power to the selected members in the team according to
their knowledge and status.
c) Refreeze:
When the transformation process is completed, GAC should amend the
documented information with advantageous changes experienced
during the implementation process considering eliminating barriers to
sustain changes and obtain management approval for the document
to be used in all the projects of GAC. This document also consist of
various forms which are submitted to customer for their
approval/comments as tool for measuring the effectiveness of the
proposal.
In order to sustain this change, GAC management should monitor the
effectiveness of the quality of Leadership and the team members &
support the team strongly. Also during the meetings all the members
should be informed on the process with the assurance of supporting
them individually and also feedback from the team members should be
taken to find-out the operational difficulties, advantages etc. to be
discussed & recorded. (Mindtools,2018)mk,.
d. Implementation Process:
PHASE RESOURCES TOOLS SYSTEMS
UNFREEZE Top Management Documented Information Quality plan
Team Leader Train Programs
Team members Frequent Meetings
CHANGE Top Management Documented Information Quality plan
Team Leader Train Programs
Team members Frequent Meetings
REFREEZE Team Leader Documented Information Quality plan
Team members Required formats

6. Implication of strategic quality plan on the organization:

As per the above table on Recourse, Tool & System and as discussed in
the change Management model, the wider implications of the resource
are, Top management’s confidence by delegating the powers to the
team leader, Team leader exercise the leadership qualities to make the
entire team members who are striving to achieve the Customer
satisfaction and gain the confidence of top management. As far as
tools, there are many formats used as monitoring tools like Inspection
requests, Approval formats for materials used in the construction,
Method statements of specialized works, Shop drawings etc. put-up for
clients’ approval, review meetings are conducted and the minutes of
meeting are recorded, which are the main tools for monitoring the
process and measurement of the implication of the system. Finally, the
System is the documented information which describes the processes,
procedures and policies required for planning and execution
(production/development/service) in the core business area of GAC.
(I.e. areas that can impact the organization’s ability to meet customer
Satisfaction/requirements.)
7. Quality Culture in GAC:
Taking Ownership is considered as the best quality culture in GAC. The
project team members in various sites are allowed to work with freedom
and encourage them to take-up further challenging jobs. The members
of the teams will not allow any wastages in consumable material. For
example, when the form work is de-shuttered, automatically the form
works are cleaned off from all the cement particles etc. A check-list is
being signed by the supervisor each and every time to confirm that the
cleaning work is done. In most of the construction companies, this
cleaning processes takes place only after 3 to 4 usages. Similarly,
reinforcement wastages are maintained below the allowable limits with
micro level engineering working is done at site level.
Delegation of Power in GAC is one of the special quality which helps
GAC not to depend upon any individual for completing any given tasks
without any stoppage at any time. Whenever the head or any other
 member of the team is on vacation, they will have to make a handing-
over note specifying all the charges & powers in writing which will be
sent to client for information, well in advance. This helps the flow of work
very smooth. This also helps GAC to gain the confidence of the client to
know about team members
Internal NCR: GAC’s Quality Department conducts surveillance
inspection frequently to ensure that all the activities of GAC and
subcontractors are executed as per the requirements of client. During
the inspections if any noncompliance is found, then GAC’s QAQC
department issues internal Non Compliance Report to its own
construction team or to the appointed subcontractor. This is taken-up to
the management level to find a solution and not to repeat the same
again.
Incentives and rewards: Yet another commonly used to recognize the
excellent work, safe working, non-absentees are rewarded periodically
in a public gathering in order to motivate others to strive to get rewards.
Also the teams achieving the schedule ahead of the target are given
special incentives which is a driving force for the other teams also to
gear-up their works.
Proposed Quality Culture to ensure continuous Monitoring & progress in
GAC:
The following are proposed for progress monitoring:-
a) Progress Planning:
➢ Project planning section should prepare daily manpower
projections with required output.
➢ 3 weeks look ahead program which also indicates the last week’s
projections vs. achievements.
➢ Monthly progress targets.
b) Progress Reporting system:
➢ Daily Progress Report with daily manpower at site.
 ➢ Weekly Progress Report with progress photographs and indicating
the status of progress achieved.
➢ Monthly progress reports indicating achievements (Positive &
Negative) and mitigation plan in case of any laps.
c) Progress review meetings:
➢ Daily Progress meeting: This meeting shall be conducted within the
project team with the daily report. In case of any delays, a plan
should be discussed to complete the laps in the next day’s
schedule in addition to that day’s targets.
➢ Weekly Progress Meetings: The meeting shall be held based on
the weekly progress Report. Look ahead program and the actual
target achieved are discussed in depth and plan for further
improvement in the progress and in case of any backlogs, ways
and mean to catch-up with the targeted schedule are defined.
This shall be a continuous process to ensure that there is no slippage in the
progress planned and complete the project most efficiently. This proposed
quality culture will be effective in achieving the targets without any delays and
remove the obstacles cropping-up during the day/week.

8. For every projects, GAC prepares a Project Quality Plan (PQP). This
documents is duly reviewed by the Project Execution Team and further sent to
the Client or his Representative for approval. This PQP gives a clear picture on
the Quality Management System (QMS) to be adopted in that particular
project and enables GAC to achieve their objective easily. QAQC Manager
of the organization is authorized to make any amendment to this PQP and the
change implementation plan should be incorporated with the PQP and
accord approval from Customer.
The main objective of this plan is gaining Customer Confidence &
Satisfaction by involving customer or his representative in every day’s activities,
thus creating transparency in the dealing of GAC. This will obviously enable the
company to gain customers confidence and satisfaction as long as the plan is
strictly coordinated & followed. Normally, if the customers are not technically
qualified to inspect the day to day activities, they appoint overseeing
consultant to check and ensure that work is progressing as per their
requirement, without any violation of the regulations of the local authorities
and using the quality accessories/material. GAC initiates an Inspection
Request (IR) format prior to start of any new activities before 24 hours to enable
them to schedule their inspection plan. Similarly, GAC initiates Material
approval forms, Material Inspection forms etc. to the client for their approval
and also to ensure that the same approved material are arrived at site. In
support of these formats, data sheets of the products, country of origin, etc.
are attached for more transparency. This process is repeated for every activity
of the project. With this, the customer will surely get full confidence and
satisfaction. To ensure this, GAC sends a Customer Feed-back Form which
should be filled and returned by the customer. This will give the confidence &
satisfaction level of the Customer. GAC initiate training program to the team
members according to their roles & responsibilities and to the requirement of
the project. The outcome of this training will reflects in the output or the
functions of individuals.

OUTCOMES OF THE PLAN:

• When the company gets the confidence and satisfaction on the overall
performance & end results, this will enable GAC to bag more projects
from the client.
• Client will testify GAC’s performance to the market and thus GAC can
bag more opportunities to get further projects.
• This will help the company to deal professionally and sustain in the
market.
• GAC’s turnover will be increased,
• Cash flow will be automatically streamlined.
• Enhance its profit margin.
 • The internal stakeholders are also benefitted and they will try to be in
the company for a long time.
• GAC’s top management will also will have confidence and satisfaction
on the teams.

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