Acec quality program
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The document provides an overview of a presentation on quality in design and construction. The key points are: 1) The presentation will define quality, explain why quality efforts often fail, describe how to implement an effective quality program, and discuss key quality considerations. 2) Common reasons quality efforts fail include lack of buy-in from project teams, insufficient budgeting and resources for quality activities, and failure to properly execute quality processes. 3) Implementing a successful quality program requires budgeting specifically for quality reviews and coordination, ensuring buy-in from all project stakeholders, and properly tracking quality metrics.
Acec quality program
- 1. A/E DR Group When Time & Money Matter 1
- 2. 2 Today’s Speaker Gary M. Prather, P.E., MS, MBA President Architects/Engineers Dispute Resolution Group
- 3. 3 Why do adults ask children what they want to be when they grow- up?
- 4. 4 We’re looking For ideas!
- 5. 5 Learning Objectives Attendees should be able to: • Define quality • Explain why quality efforts fail • Describe the key elements of a sound quality program • Implement a quality program
- 6. 6 Agenda I. What Is Quality? II. Why Do Quality Efforts Fail? III. How Do I Implement a Quality Program? IV. Key Quality Considerations V. Q&A PQ-1
- 7. 7 Polling Question What firms are represented today? a) Architects b) Consulting engineers c) Contractors/Construction managers d) Others
- 8. 8 I. What Is Quality? • Meeting client requirements • Meeting code requirements • Meeting team requirements • Meeting the standard of care • On time, on budget • Client perception
- 9. I. What Is Quality? “When we were finishing our house, we found we had a little cash left over, on account of the plumber not knowing it.”
- 10. I. What Is Quality? “When we were finishing our house, we found we had a little cash left over, on account of the plumber not knowing it.” Insight into Clients’ perception of design and construction???
- 11. 11 I. What Is Quality? The Power of Perception J.D. Power & Associates, premier automotive pollsters found that the attitudes of a dealer’s receptionist, cashier and service advisor are the most important factors in determining customer satisfaction with the dealer and with the automobile itself.
- 12. 12 I. What Is Quality? The Power of Perception In her book Verdict Pending Fredonia French Dot found the principle reason for malpractice suits is not doctors with lousy skills but patients who have been slighted or treated abruptly, who have been hurt. Patients that don’t sue are those who have been treated with kindness.
- 13. 13 I. What Is Quality? The Power of Perception “Director of First Impressions” Sign at the reception desk of an ENR Top 50 Contractor
- 14. I. What Is Quality Key Points Score Card Subject Grade Meeting client requirements ? Meeting code requirements ? Meeting team requirements ? Meeting the standard of care ? On time, on budget ? Client Perception ?
- 15. 15 Agenda I. What Is Quality? II. Why Do Quality Efforts Fail? III. How Do I Implement a Quality Program? IV. Key Quality Considerations V. Q&A PQ-1
- 16. 16 Polling Question How would you rate your firm’s quality efforts? a. Poor b. Average c. Above average d. Really good
- 17. 17 Construction • Never enough time and money • Always an abundance of reasons why there is never enough time and money
- 18. 18 II. Why Do Quality Efforts Fail? • No buy in • No money • No time • No execution
- 19. 19 II. Why Do Quality Efforts Fail? No Buy In • Principals • Project managers • Staff • Team members PQ-3
- 20. 20 II. Why Do Quality Efforts Fail? No Buy In Case Files Following Management’s Lead PQ-3
- 21. 21 II. Why Do Quality Efforts Fail? No Buy In Case Files • Pressure to submit documents for State review • Time trumped design quality • Never enough time to do It right • Never, ever enough time to do It over PQ-3
- 22. 22 Polling Question Do you budget for quality activities on a project-specific basis? a) Yes b) No c) Quality is a home office overhead expense d) Don’t know
- 23. 23 II. Why Do Quality Efforts Fail? No Money • Project reviews/meetings • Coordination reviews • Code reviews • Final check sets
- 24. No Money Total Cost to Percent Cost to Projected Final Design Budget Date Compl Compl Cost Front End Documents $ 5,000 $ - 0.0% $ 5,000 $ 5,000 Civil Engineering - Plan Views $17,000 $ - 0.0% $17,000 $ 17,000 - Elevations $12,000 $ - 0.0% $12,000 $ 12,000 - Sections $ 6,000 $ - 0.0% $ 6,000 $ 6,000 - Details $ 5,000 $ - 0.0% $ 5,000 $ 5,000 Technical Specifications $ 6,000 $ - 0.0% $ 6,000 $ 6,000 Structural $ 5,000 $ - 0.0% $ 5,000 $ 5,000 Mech/Elect/Plmg $ 6,000 $ - 0.0% $ 6,000 $ 6,000 Site Civil $ 3,000 $ - 0.0% $ 3,000 $ 3,000 Totals $65,000 $ - 0.0% $65,000 $ 65,000
- 25. 25 No Money Percent Cost to Total Projected Final Design Budget Cost to Date Compl Compl Cost - Plan Views $17,000 $ 8,500 50.0% $ 8,500 $ 17,000 - Elevations $12,000 $ 6,000 50.0% $ 6,000 $ 12,000 - Sections $ 6,000 $ 2,000 33.3% $ 4,000 $ 6,000 Spread Sheet Fantasy Dollars spent equal design completed? 50% Budget = 50% Design?
- 26. No Money What’s Missing? Total Cost to Percent Cost to Projected Final Design Budget Date Compl Compl Cost Front End Documents $ 5,000 $ - 0.0% $ 5,000 $ 5,000 Civil Engineering - Plan Views $17,000 $ - 0.0% $17,000 $ 17,000 - Elevations $12,000 $ - 0.0% $12,000 $ 12,000 - Sections $ 6,000 $ - 0.0% $ 6,000 $ 6,000 - Details $ 5,000 $ - 0.0% $ 5,000 $ 5,000 Technical Specifications $ 6,000 $ - 0.0% $ 6,000 $ 6,000 Structural $ 5,000 $ - 0.0% $ 5,000 $ 5,000 Mech/Elect/Plmg $ 6,000 $ - 0.0% $ 6,000 $ 6,000 Site Civil $ 3,000 $ - 0.0% $ 3,000 $ 3,000 Totals $65,000 $ - 0.0% $65,000 $ 65,000
- 27. No Money Cost to Percent Cost to Projected Final Design Date Compl Compl Cost Budget Variance Front End Documents $ - 0.0% $ 5,000 $ 5,000 $ 5,000 $ - Civil Engineering - Plan Views($2,000) $ - 0.0% $ 15,000 $ 15,000 $ 15,000 $ - - Elevations($2,000) $ - 0.0% $ 10,000 $ 10,000 $ 10,000 $ - - Sections $ - 0.0% $ 6,000 $ 6,000 $ 6,000 $ - - Details $ - 0.0% $ 5,000 $ 5,000 $ 5,000 $ - Technical Specifications $ - 0.0% $ 6,000 $ 6,000 $ 6,000 $ - - Interdisciplinary Coordination $ - 0.0% $ 4,000 $ 4,000 $ 4,000 $ - Structural $ - 0.0% $ 5,000 $ 5,000 $ 5,000 $ - Mech/Elect/Plmg $ - 0.0% $ 6,000 $ 6,000 $ 6,000 $ - Site Civil $ - 0.0% $ 3,000 $ 3,000 $ 3,000 $ - $ - $ 65,000 $ 65,000 $ 65,000 $ -
- 28. No Money Cost to Percent Cost to Projected Final Design Date Compl Compl Cost Budget Variance Front End Documents $ 4,000 75.0% $ 1,250 $ 5,250 $ 5,000 $ (250) Civil Engineering - Plan Views $ 7,500 40.0% $ 9,000 $ 16,500 $ 15,000 $ (1,500) - Elevations $ 6,000 60.0% $ 4,000 $ 10,000 $ 10,000 $ - - Sections $ 2,000 40.0% $ 3,600 $ 5,600 $ 6,000 $ 400 - Details $ 1,000 20.0% $ 4,000 $ 5,000 $ 5,000 $ - Technical Specifications $ 3,000 40.0% $ 3,600 $ 6,600 $ 6,000 $ (600) - Interdisciplinary Coordination $ - 0.0% $ 4,000 $ 4,000 $ 4,000 $ - Structural $ 4,000 30.0% $ 3,500 $ 7,500 $ 5,000 $ (2,500) Mech/Elect/Plmg $ 3,000 40.0% $ 3,600 $ 6,600 $ 6,000 $ (600) Site Civil $ 1,500 50.0% $ 1,500 $ 3,000 $ 3,000 $ - $32,000 $ 38,050 $ 70,050 $ 65,000 $ (5,050)
- 29. No Money Cost to Percent Cost to Projected Final Design Date Compl Compl Cost Budget Variance - Plan Views $ 7,500 40.0% $ 9,000 $ 16,500 $ 15,000 $ (1,500) - Elevations $ 6,000 60.0% $ 4,000 $ 10,000 $ 10,000 $ - - Sections $ 2,000 40.0% $ 3,600 $ 5,600 $ 6,000 $ 400 - Details $ 1,000 20.0% $ 4,000 $ 5,000 $ 5,000 $ - Management Decisions Not Spreadsheet Calculations
- 30. No Money Cost to Percent Cost to Final Design Date Compl Compl Final Cost Budget Variance Front End Documents $ 5,000 100.0% $ - $ 5,000 $ 5,000 $ - Civil Engineering - Plan Views $18,000 100.0% $ - $ 18,000 $ 15,000 $ (3,000) - Elevations $11,000 100.0% $ - $ 11,000 $ 10,000 $ (1,000) - Sections $ 5,500 100.0% $ - $ 5,500 $ 6,000 $ 500 - Details $ 2,500 100.0% $ - $ 2,500 $ 5,000 $ 2,500 Technical Specifications $ 7,500 100.0% $ - $ 7,500 $ 6,000 $ (1,500) - Interdisciplinary Coordination $ - 100.0% $ - $ - $ 4,000 $ 4,000 Structural $ 5,500 100.0% $ - $ 5,500 $ 5,000 $ (500) Mech/Elect/Plmg $ 7,000 100.0% $ - $ 7,000 $ 6,000 $ (1,000) Site Civil $ 2,500 100.0% $ - $ 2,500 $ 3,000 $ 500 Totals $64,500 $ - $ 64,500 $ 65,000 $ 500
- 31. 31 Polling Question Do your design schedules include time for quality-related activities? a. Yes b. No
- 32. No Time Design Review Design Review Design Bid & & & Approvals Approvals Award
- 33. No Time Design Review Design Review Design Bid & & & Approvals Approval Award s QA/QC TIME
- 34. No Time Permits Design Review Design Review Design Bid & & & Approvals Approval Award s QA/QC TIME
- 35. 35 Polling Question How often do you bid a project before the code review/building permit process is complete? a. Never b. On less than 25% of projects c. More than 25% but less than 50% of projects d. Greater than 50% of projects e. Almost always
- 36. No Time Design Project Red Line Detailed QA/QC Permits Bid & Award Construction
- 37. No Time Design Project Red Line No Time for QA/QC Permits Bid & Award Construction From To Quality Control Damage Control
- 38. 38 No Time Quality Control Becomes Damage Control • Excessive addenda • Costly code-related change orders • A flood of Requests for Information • Project delays • Budget overruns
- 39. 39 II. Why Do Quality Efforts Fail? No Money & No Time Case Files Stop & Go PQ-3
- 40. 40 II. Why Do Quality Efforts Fail? No Money & Time Case Files • Project bid without building permit in place • Project delay • Differing site condition discovered • Project delay • No superstructure permit • Project delay • Costly change order
- 41. 41 II. Why Do Quality Efforts Fail? No Execution No Buy In + No Money + No Time = No Execution
- 42. 42 II. Why Do Quality Efforts Fail? No Execution No Execution = Poor Quality
- 43. 43 II. Why Do Quality Efforts Fail? No Execution “Do not put off until tomorrow what can be put off till day-after- tomorrow just as well.”
- 44. 44 II. Why Do Quality Efforts Fail? No Execution “Strategies most often fail because they aren’t executed well. Things that are supposed to happen don’t happen. Either the organizations aren’t capable of making them happen, or the leaders of the business misjudge the challenges their companies face in the business environment or both.” Execution Larry Bossidy and Ram Charan Copyright 2002 Crown Business, New York, New York
- 45. 45 II. Why Do Quality Efforts Fail? No Execution Case Files The Road is Paved with Good Intentions PQ-3
- 46. 46 II. Why Do Quality Efforts Fail? No Execution Case Files • Firm drafts quality manual • Quality program is met with enthusiasm • Over time interest following quality program wanes • Firm is sued for professional negligence • Opposing legal counsel requests copy of quality manual during discovery • Firm realizes there is little documentation verifying compliance with quality manual
- 47. 47 II. Why Do Quality Efforts Fail? Key Points • Commitment • Money • Time • Management execution
- 48. 48 Agenda I. What Is Quality? II. Why Do Quality Efforts Fail? III. How Do I Implement a Quality Program? IV. Key Quality Considerations V. Q&A PQ-1
- 49. 49 Polling Question Do you have a documented quality program? a. Yes b. No c. Don’t know
- 50. 50 III. How Do I Implement a Quality Program? Key Quality Criteria • Organization • Quality program • Design control • Procurement • Quality-related activities • Document control • Corrective action • Quality assurance Records • Audits
- 51. III. How Do I Implement a Quality Program? Organization • Freedom to identify quality problems
- 52. III. How Do I Implement a Quality Program? Organization • Freedom to identify quality problems • Freedom to recommend and initiate solutions to quality problems
- 53. III. How Do I Implement a Quality Program? Organization • Freedom to identify quality problems • Freedom to recommend and initiate solutions to quality problems • Freedom to verify implementation of quality requirements
- 54. III. How Do I Implement a Quality Program? Organization • Freedom to identify quality problems • Freedom to recommend and initiate solutions to quality problems • Freedom to verify implementation of quality requirements • Sufficient independence from the pressures of production
- 55. 55 III. How Do I Implement a Quality Program? • Organization • Quality program • Design control • Procurement • Quality-related activities • Document control • Corrective action • Quality assurance records • Audits
- 56. III. How Do I Implement a Quality Program? Quality Program • The Quality Program shall consist of written procedures and instructions describing the QA Program.
- 57. III. How Do I Implement a Quality Program? Quality Program • The Quality Program shall consist of written procedures and instructions describing the QA Program. • The Quality Program shall include provisions for the training of personnel.
- 58. III. How Do I Implement a Quality Program? Quality Program • The Quality Program shall consist of written procedures and instructions describing the QA Program. • The Quality Program shall include provisions for the training of personnel. • Provisions shall be made for management’s review and audit of the Quality Program.
- 59. 59 III. How Do I Implement a Quality Program? Key Quality Criteria • Organization • Quality program • Design control • Procurement • Quality-related activities • Document control • Corrective action • Quality assurance records • Audits
- 60. III. How Do I Implement a Quality Program? Design Control • The Quality Program shall assure that the applicable design control systems are established and implemented.
- 61. III. How Do I Implement a Quality Program? Design Control • The Quality Program shall assure that the applicable design control systems are established and implemented. • The design control system shall assure that code requirements and design bases are correctly translated into specifications, drawings and other contract documents.
- 62. III. How Do I Implement a Quality Program? Design Control • The design control system shall assure the adequate review and selection of materials, parts and equipment.
- 63. III. How Do I Implement a Quality Program? Case Files An Open Window to Problems
- 64. III. How Do I Implement a Quality Program? Case Files • 16 story condo • Developer wanted operable windows • Composite steel framing with wood casement windows • Mixing materials a bad thing • Redesign to a single-source curtain wall manufacturer
- 65. III. How Do I Implement a Quality Program? Design Control • The design control system shall assure the adequate review and selection of materials, parts and equipment. • The design control system shall address material compatibility, accessibility for maintenance, and in service inspection and repair.
- 66. III. How Do I Implement a Quality Program? Design Control • The design control system shall assure the adequate review and selection of materials, parts and equipment. • The design control system shall address material compatibility, accessibility for maintenance, and in service inspection and repair. • The design control system shall address the control of design coordination among participating design organizations.
- 67. 67 Polling Question How would you rate your firm’s design coordination efforts? a. Poor b. Average c. Above average d. Really good e. Don’t know
- 68. III. How Do Implement a Quality Program Coordinate, Coordinate, Coordinate “It’s clear to project management that 90% of design fee and construction change order/cost overruns stem directly from incomplete and untimely electrical coordination information.”
- 69. III. How Do I Implement a Quality Program? Case Files Is There a Coordinator in the Hospital?
- 70. III. How Do I Implement a Quality Program? Case Files • Large medical center renovation • Poorly coordinated design documents • Claim brought by mechanical contractor • Settlement in excess of $300,000
- 71. Roof Collapse 71 Installed ductwork through I-beams Courtesy of Rimkus Consulting, Houston Texas
- 72. III. How Do I Implement a Quality Program? Design Control • The design control system shall provide that all design changes are subject to the same design control used in the original design.
- 73. III. How Do I Implement a Quality Program? Design Control • The design control system shall provide that all design changes are subject to the same design control used in the original design. • The design control system shall provide for an independent verification of design adequacy.
- 74. III. How Do I Implement a Quality Program? Design Control • The design control system shall provide that all design changes are subject to the same design control used in the original design. • The design control system shall provide for an independent verification of design adequacy. • The contract requirements shall require that sub- consultants develop and implement the necessary design control systems.
- 75. 75 III. How Do I Implement a Quality Program? • Organization • Quality Program • Design Control • Procurement • Quality-related activities • Document control • Corrective action • Quality assurance records • Audits
- 76. III. How Do I Implement a Quality Program? Procurement The Quality Program shall insure that procurement documents include: The applicable quality requirements The applicable code requirements Provisions for retaining quality documents The right to audit
- 77. III. How Do I Implement a Quality Program? Case Files Trust, But Verify
- 78. III. How Do I Implement a Quality Program? Case Files • Structural design incomplete • School district had tight schedule • Costly changes • Project delays
- 79. III. How Do I Implement a Quality Program? Procurement • The Quality Program shall insure that procurement documents include: The applicable quality requirements The applicable code requirements Provisions for retaining quality documents The right to audit • The Quality Program shall provide for the review and approval of procurement documents and changes thereto.
- 80. 80 III. How Do I Implement a Quality Program? Key Quality Criteria • Organization • Quality program • Design control • Procurement • Quality-related activities • Document control • Corrective action • Quality assurance records • Audits
- 81. III. How Do I Implement a Quality Program? Quality-Related Activities • The Quality Program shall assure that activities affecting quality such as procurement, construction, testing, and inspection are described by documents, instructions, procedures, or drawings.
- 82. III. How Do I Implement a Quality Program? Quality-Related Activities • The Quality Program shall assure that activities affecting quality such as procurement, construction, testing, and inspection are described by documents, instructions, procedures, or drawings. • The documents, instructions, procedures, and drawings shall include appropriate quantitative and qualitative provisions for ascertaining that the activities are accomplished in accordance with the requirements.
- 83. How Do I Implement a Quality Program? Quality-Related Activities • Contract • Project management • Construction administration • Calculations • Change orders • Project meetings • Construction phase • Team communications • Budget and schedule • Coordination • Communications • Design verification • Information & decisions
- 84. III. How Do I Implement a Quality Program? Quality-Related Activities Clearly Defined Accountabilities Not this: “All design calculations shall be reviewed.” But this: “The Project Executive shall review all design calculations.”
- 85. III. How Do I Implement a Quality Program? Quality-Related Activities Focus on Activities Relating to Information and Decisions
- 86. 86 III. How Do I Implement a Quality Program? Information and decisions Information and decisions drive the design- construction process. Making timely decisions and distributing Information in ‘real time’ is critical to managing design quality.
- 87. III. How Do I Implement a Quality Program? Skill Place Desire Design Process Information Materials and Decisions Tools Energy
- 88. III. How Do I Implement a Quality Program? Case Files Fast Track Needs Fast Information & Decisions
- 89. III. How Do I Implement a Quality Program? Case Files • Fast track river boat casino project • Phased design and construction • Need for fast exchange of information and decisions • General contractor contributed funds for on-site design staff
- 90. 90 III. How Do I Implement a Quality Program? Key Quality Criteria • Organization • Quality program • Design control • Procurement • Quality-related activities • Document control • Corrective action • Quality assurance records • Audits
- 91. III. How Do I Implement a Quality Program? Document Control • The Quality Program shall have a control system for those documents affecting quality.
- 92. III. How Do I Implement a Quality Program? Document Control • The Quality Program shall have a control system for those documents affecting quality. • The document control system shall assure: Documents are reviewed for adequacy Means exist to assure that obsolete or superseded documents are replaced in a timely manner by updated revisions Document changes are reviewed and approved by the same organizations that performed the original review and approval
- 93. III. How Do I Implement a Quality Program? Case Files Filling in the Blanks
- 94. 94 III. How Do I Implement a Quality Program? Key Quality Criteria Bad Document Control
- 95. 95 III. How Do I Implement a Quality Program? Key Quality Criteria Good Document Control
- 96. 96 III. How Do I Implement a Quality Program? Key Quality Criteria • Organization • Quality program • Design control • Procurement • Quality-related activities • Document control • Corrective action • Quality assurance records • Audits
- 97. III. How Do I Implement a Quality Program? Corrective Action • The Quality Program shall describe the measures which assure that conditions adverse to quality are promptly identified and corrected. PQ-7
- 98. III. How Do I Implement a Quality Program? Corrective Action • The Quality Program shall describe the measures which assure that conditions adverse to quality are promptly identified and corrected • The Quality Program shall provide for the determination of the causes of adverse conditions. PQ-7
- 99. III. How Do I Implement a Quality Program? Corrective Action • The Quality Program shall describe the measures which assure that conditions adverse to quality are promptly identified and corrected • The Quality Program shall provide for the determination of the causes of adverse conditions. • The Quality Program shall provide for corrective action to prevent future occurrences. PQ-7
- 100. III. How Do I Implement a Quality Program? Corrective Action • The Quality Program shall describe the measures which assure that conditions adverse to quality are promptly identified and corrected • The Quality Program shall provide for the determination of the causes of adverse conditions. • The Quality Program shall provide for corrective action to prevent future occurrences. • The Quality Program shall provide for verification that the corrective action has been taken. PQ-7
- 101. 101 III. How Do I Implement a Quality Program? Key Quality Criteria • Organization • Quality program • Design control • Procurement • Quality-related activities • Document control • Corrective action • Quality assurance records • Audits
- 102. III. How Do I Implement a Quality Program? Quality Assurance Records • The Quality Program shall assure that records pertaining to quality are generated. PQ-7
- 103. III. How Do I Implement a Quality Program? Quality Assurance Records • The Quality Program shall assure that records pertaining to quality are generated. • The Quality Program shall assure that quality records are maintained and retrievable. PQ-7
- 104. 104 III. How Do I Implement a Quality Program? Key Quality Criteria • Organization • Quality program • Design control • Procurement • Quality-related activities • Document control • Corrective action • Quality assurance records • Audits
- 105. III. How Do I Implement a Quality Program? Audits • The Quality Program shall provide audits to verify compliance with appropriate aspects of the Quality Program and to determine the effectiveness of the program. PQ-7
- 106. III. How Do I Implement a Quality Program? Audits • The Quality Program shall provide audits to verify compliance with appropriate aspects of the Quality Program and to determine the effectiveness of the program. • External audits shall be performed on those organizations affecting quality. PQ-7
- 107. III. How Do I Implement a Quality Program? Audits • The Quality Program shall provide audits to verify compliance with appropriate aspects of the Quality Program and to determine the effectiveness of the program. • External audits shall be performed on those organizations affecting quality. • Internal audits shall be performed on those functions affecting quality. PQ-7
- 108. III. How Do I Implement a Quality Program? Key Points • Leadership • Execute • Document • Verify
- 109. 109 Agenda I. What Is Quality? II. Why Do Quality Efforts Fail? III. How Do I Implement a Quality Program? IV. Key Quality Considerations V. Q&A PQ-1
- 110. 110 IV. Key Quality Considerations Involve Project Managers in Contract Negotiations
- 111. 111 IV. Key Quality Considerations Conduct Regular Project Views • Budget • Schedule • Quality • Consultant performance • Client issues • Client perception • Invoicing/payment • Action items
- 112. 112 IV. Key Quality Considerations The Devil is in the Details PQ 8 Courtesy of Rimkus Consulting, Houston Texas
- 113. 113 IV. Key Quality Considerations The Devil is in the Details Moisture below Windows Courtesy of Rimkus Consulting, Houston Texas
- 114. 114 IV. Key Quality Considerations “The difference between the almost right word and the right word is really a large matter--it's the difference between the lightning bug and the lightning.”
- 115. 115 IV. Key Quality Considerations The Limits of Email An UCLA Study indicates that up to 93% of communication effectiveness is determined by nonverbal cues.
- 116. 116 IV. Key Quality Considerations Construction Estimates • Are you a professional estimator? • Is developing estimates the best use of your staff? • Do you have a clue about current construction costs? If you answered “No” to any of these questions, consider available alternatives.
- 117. 117 IV. Key Quality Considerations Contractor Submittal Schedule • Require with the first pay application • Require update with every pay application thereafter
- 118. 118 IV. Key Quality Considerations Contractor’s Submittal Review Process • Specify requirements • Review for information • With first pay application • Audit
- 119. 119 IV. Key Quality Considerations RFI Management • Lead • Educate • Prioritize • Bucket • Take control
- 120. 120 IV. Key Quality Considerations Pre-Installation Meetings • Critical construction activities • Shop drawings/submittals • Design team • Manufacturers’ representation • Crafts • Document
- 121. 121 IV. Key Quality Considerations Over-Manage O &M Training • Planning & prepare • Go electronic • Require the right people be present • Use Video • Document
- 122. 122 IV. Key Quality Considerations Over-Manage Punch Lists • Hold the contractor accountable • Use objective acceptance criteria • Be thorough, and final • Punch list success can equal project success • How you finish influences client satisfaction
- 123. 123 IV. Key Quality Considerations Don’t Forget Warranty-Ending Inspections • Develop a calendar • Prepare a checklist • Invite key players • Execute, execute, execute
- 124. 124 IV. Key Quality Considerations Conduct Post Project Mortems • Addenda • Change orders • Financials • Client satisfaction • Client referrals, repeat business
- 125. IV. Key Quality Considerations Use Checklists • Comprehensive • Easy to implement • Document ready • Auditable
- 126. IV. Key Quality Considerations Use Checklists • Used by airplane pilots since 1930s • Surgical teams benefit* Patient mortality rates cut nearly in half Complications reduced by more than a third * Source: Hayes, Alex B, et al. “A Surgical Safety Checklist to Reduce Morbidity and Mortality in a Global Population.” New England Journal of Medicine 360 (2009): 491-499.
- 127. IV. Quality Considerations $ 1 $ 10 $ 100 Source: Crosby, Philip B. Quality Without Tears. New York, NY: McGraw-Hill, 1984.
- 128. IV. Key Quality Considerations $ 1 Prevent $ 10 $ 100 Source: Crosby, Philip B. Quality Without Tears. New York, NY: McGraw-Hill, 1984.
- 129. IV. Key Quality Considerations $ 1 Prevent $ 10 Catch $ 100 Source: Crosby, Philip B. Quality Without Tears. New York, NY: McGraw-Hill, 1984.
- 130. IV. Key Quality Considerations $ 1 Prevent $ 10 Catch $ 100 Correct Source: Crosby, Philip B. Quality Without Tears. New York, NY: McGraw-Hill, 1984.
- 131. IV. Key Quality Considerations Execute, Execute, Execute • QA programs must reflect day-to-day firm practices • Put it in writing; expect to do it • Expect to do it; document it
- 132. 132 Peter Drucker once remarked that his Clients often would, after a visit, realize: “We already know all this stuff he told us!” The Father of Modern Corporate Management
- 133. Drucker’s reply: “Yes, but they weren’t doing anything about it. Now perhaps they will.”
- 134. 134 Agenda I. What Is Quality? II. Why Do Quality Efforts Fail? III. How Do I Implement a Quality Program? IV. Key Quality Considerations V. Q&A PQ-1
- 135. Q&A Gary M. Prather, P.E., MS, MBA A/E DR Group gary@ae-dr.com