【正文】 Because of these distinguishing characteristics, the construction industry has generally been considered so different from other industries that quality control procedures that work effectively in a mass production industry have not been considered suitable for the construction industry. Consequently. quality control throughout the construction industry has not evolved to the total quality management level attained in other industries.Only in the past few years have major American contractors begun to recognize and adapt to construction the total quality control principles previously mentioned that have been employed successfully in manufacturing. Hawaiian Dredging initiated a program based upon quality control circles in January, 1980. In 1982, Brown and Root, Inc. undertook a program to train employees and work with subcontractors to implement total quality control procedures throughout the pany. Other major contractors in clouding Bottle and parsons are also working in this direction. As an indication of the growing interest in total quality control in construction ,a National Conference on Quality Assurance in the Building Community, dealing with a variety of concerns, was held is Dallas, Texas during July, 1983.Fig. 311 represents a typical, traditional construction project quality control flow chart. Project design and construction planning are carried out based upon a standard derived from relevant codes, owner requirements. and design pany standard practice. Construction is then managed to conform to this posite standard as interpreted by the constructor. Quality assurance via owner, designer, or building authority, or a bination , occurs after pletion, and is some case, after partial pensation. This process results in the following trends.QualityStandardProject Designand ConstructionPlanningConstructionManagementDemolition andReconstructionCompletionQualityAssuranceAcceptanceQuality is designed into and evaluated for each individual project each time. Except for some specialized areas of construction such as nuclear power plants and interstate road construction, there is no prehensive quality policy employed to establish quality assurance for the entire industry or large segments of the industry.No feedback system exists for reexamining quality control work. Correction only occurs when the owner, designer, or building authority points out defects in the project. This makes quality evaluation difficult.As a result, it is difficult to establish a data collection system to build an information base that could lead to early identification of defects. Since post pletion correction of unacceptable work on a correction project is damaging to a p nays or an individual’s reputation, or hoot, the defect that occurs during construction is usually corrected or concealed before the top level management or the owner discovers it . Thus, lack of information means no change in procedures, and allows the defect to reoccur during the next project.No mechanism exists for practical implementation of standards. This is not only because too many standards exist, but also because there are no efficient means for inputting new information and, thus, maintaining relevant standards.No system exists to manage quality throughout the design/construction process. While a “construction management” bloc appears in , it is only the execution of the construction plan, and does not contain a quality management.Even though we recognize that the construction industry differs in many ways from other industries, the problems occurring in construction quality control are believed to have the same basis as those in other industries, namely, improper concept identity. We should change the concept of quality control from “controlling quality ”to “controlling management for quality ”. This would result in using an integrated quality standard, based upon current industrywide experience, to define policies and organization to manage quality . Policies are defined for quality, for the control of quality, and or management of the quality control system.The organization created to implement the policies must have welldefined responsibilities and authority . In construction, failure can result from malfunction on the part of constructor, designer, or even owner, In most cases, however, it is the result of a bination of actions in several or all or these areas. The organization for implementing quality control is extremely important because the nature of a construction project to have diverse entities, each potentially contributing to action resulting in failure. The quality management organization must. therefore, have the ability to deal effectively with all parties involved.A quality control flow chart (see Fig, 312) demonstrates the following characteristics for a properly organized quality control program in the construction industry.QualityStandardPolicy DefinitionQuality managementProject Design and ConstructionPlanningconstructionManagementEvalutionFuturePlanningOrganizationSetup1The quality standard is derived from a current database created through feedback from previous projects, providing a more uniform and prehensive standard.2 Design and planning , construction and evaluation phases are integrated through the quality man agreement system.3 Defects are identified and corrected early.4 Feedback expands the quality database to eliminate repetition of the identified defects.Education, information and analysis, standardization, and the statistical approach all have been utilized separately in the traditional construction project. Effective unification of these activities through the concept of total quality control is essential to improved quality.翻譯資料 選于《工程英語》（土木類）/周開鑫編 .人民交通出版社譯文：