@stevec67 The point I was trying to make is it doesn't matter how strong the regulations are if those implementing them are run on a shoestring, regs don't get enforced, prosecutions don't happen. I'm done because you seem reluctant to read and connect what is written to the point made.
I'm agreeing with you that it's all about effective enforcement! I see exactly the same in my line of work in food manufacturing. I'm hired as a consultant to make this happen in food factories. Training, enforcement, culture change, all that. In fact I should right now be enough route to a company in Norwich, but they have given last minute backword counter to the contract.
I'm not reluctant to read and connect, what I am reluctant to do is accept an assertion offering a simple single cause solution without evidence. You tell me that the policing organisations are underfunded. They may be, I've not seen the evidence. You tell me that this makes it impossible for them to be effective. Again, maybe. Let's see. But all you come up with is examples of Persimmon building crap quality homes 7 years ago. Yes, we know. People are breaking the rules, but that doesn't tell us anything about why.
- It appears to me from your comments that you don t understand how building is regulated and policed.
- Some of your comments relate to H&S aW, which is a different matter with a totally different policing and regulatory structure, yet you use it to support your assertions about building regs.
- I've not seen your evidence.
- There is actually some evidence, from another poster, that supports your assertion, but you've not picked up on it.
Yet you suggest that I'm not engaging?
Whenever I read about poor quality homes, it's just me and another day at the office. For Persimmon, it's bricks and mortar. For me, it's yogurt. Or bread. Or meat. It doesn't matter. It's exactly the same business processes. Training, competency, culture. Training someone to follow a procedure, then managers ignore it and everybody wonders why the guy who's just been trained then goes on to ignore it also. There's a fault. The operator reports it on Monday. Nothing happens. He reports it Tuesday. Nothing happens. He reports it Wednesday. Nothing happens. He doesn't bother to report it on Thursday, what's the point? So the fault condition becomes the norm. The next fault isn't reported either, because what's the point? Then I get: "See the problem round here Steve is that they don't bother to report the fault." I report the fault, I escalate it and make myself thoroughly unpopular. "Well, we don't have the money Steve, the factory is fun down". Yes it fxxing is, but who ran it down? Oh, it's all about the money. You may think so, Mr Ops Director, but you are mistaken.
For any complex problem there is a simple, obvious, solution. That is simple, obvious, and wrong. You have offered your simple solution, that it it's all about funding of the policing organisations. It may be. However I'm reluctant to accept this until you give evidence. Offering up the failings of Persimmon Homes and or the HSE and H&SaW compliance does nothing towards this. Does low funding contribute? Quite probably, but I'm not prepared to take that on as a primary cause without evidence any more than I am prepared to accept a similar asserion in my line of work.
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