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O & P Construction Services are one of the few contractors of our size to operate a Quality Management System accredited to ISO 9001:2015
The quality of all our operations is managed at all stages of the construction process from conception to completion.
With the ethos firmly on ‘get it right first time’ we have continued to make improvements in all areas of service.
One of the most important tools we use, to ensure the service we provide is unbeatable, are our client satisfaction surveys, which are completed by the client and the architect, when projects have concluded.
The authors are asked to rate eight key areas of our performance, on a sliding scale running from 0 being poor, with 5 being exceptional.
This data allows us to fully review projects based not on financial measure, but on the impartial observation of our project partners. This process is essential as we are able to close the quality circle and ensure that the high levels of satisfaction our clients enjoy, improves year on year, in line with our policy of continuous improvement in all aspects of our operations.
The investment in these systems allow us to offer total peace of mind to all our clients that we can deliver projects on time, on budget and to the highest standards of quality, build and finish.
Having established, documented, implemented, maintained and continually improved our effectiveness at completing your projects on time, to specification and to your budget. By continuously monitoring, measuring and analyzing our work operations to ensure we deliver consistently on our promises of quality and programme. This systemization of our operations means we reduce mistakes on site, generate less waste and can offer a consistently high level of performance.
Our client satisfaction continues to improve year on year due to this, and we continuously see where improvements in our operations and client dealings can be made.
Critical path analysis allows us to calculate the longest path of planned activities to the end of the project, and the earliest and latest that each activity can start and finish without making the project longer.
This process determines which activities are critical, and which have float. In essence, it determines the shortest possible time to complete a project. It allows us to accurately forecast lead times and build them in to the programme, to ensure projects are not affected by late delivery.
It also allows managers to prioritize activities for the effective management of project completion. By continuously monitoring of the schedule, the project manager can track the critical activities, and be alerted at the earliest possible opportunity to any potential threats to project completion, so that avoiding action can be taken.