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A/E DR Group   When Time & Money Matter                1
2Today’s Speaker            Gary M. Prather, P.E., MS, MBA                      President    Architects/Engineers Dispute ...
3Why do adults ask children what they want to be when they grow- up?
4 We’relooking   For ideas!
5Learning Objectives Attendees should be able to: •   Define quality •   Explain why quality efforts fail •   Describe the...
6       Agenda       I.     What Is Quality?       II.    Why Do Quality Efforts Fail?       III.   How Do I Implement a Q...
7Polling QuestionWhat firms are represented today?  a)   Architects  b)   Consulting engineers  c)   Contractors/Construct...
8I. What Is Quality? • Meeting client requirements • Meeting code requirements • Meeting team requirements • Meeting the s...
I. What Is Quality? “When we were finishing  our house, we found we  had a little cash left over,  on   account       of  ...
I. What Is Quality? “When we were finishing  our house, we found we  had a little cash left  over, on account of the  plum...
11I.    What Is Quality?               The Power of Perception     J.D. Power & Associates, premier automotive pollsters  ...
12I.   What Is Quality?                The Power of Perception     In her book Verdict Pending Fredonia French Dot found  ...
13I.    What Is Quality?                 The Power of Perception                “Director of First Impressions”     Sign a...
I.   What Is Quality     Key Points      Score Card                     Subject         Grade      Meeting client requirem...
15       Agenda       I.     What Is Quality?       II.    Why Do Quality Efforts Fail?       III.   How Do I Implement a ...
16Polling QuestionHow would you rate your firm’s qualityefforts?  a. Poor  b. Average  c. Above average  d. Really good
17                  Construction• Never enough time and money• Always an abundance of reasons why there is never  enough t...
18    II. Why Do Quality Efforts Fail?•    No buy in•    No money•    No time•    No execution
19       II. Why Do Quality Efforts Fail?          No Buy In   •   Principals   •   Project managers   •   Staff   •   Tea...
20       II. Why Do Quality Efforts Fail?          No Buy In   Case Files              Following Management’s LeadPQ-3
21       II. Why Do Quality Efforts Fail?          No Buy In   Case Files   •   Pressure to submit documents for State rev...
22Polling QuestionDo you budget for quality activities on aproject-specific basis?  a) Yes  b) No  c) Quality is a home of...
23    II. Why Do Quality Efforts Fail?       No Money•   Project reviews/meetings•   Coordination reviews•   Code reviews•...
No Money                                                                        Total                                    C...
25No Money                                                 Percent       Cost to   Total Projected   Final Design    Budge...
No Money              What’s Missing?                                                                        Total        ...
No Money                       Cost to   Percent   Cost to     Projected   Final Design         Date     Compl     Compl  ...
No Money                       Cost to      Percent   Cost to     Projected    Final Design        Date        Compl     C...
No Money                Cost to     Percent   Cost to     ProjectedFinal Design      Date       Compl     Compl          C...
No Money                      Cost to       Percent       Cost to    Final Design       Date         Compl         Compl  ...
31Polling QuestionDo your design schedules include time forquality-related activities?  a. Yes  b. No
No Time Design    Review     Design    Review     Design    Bid             &                    &                  &     ...
No TimeDesign    Review     Design      Review    Design    Bid            &                      &                 &     ...
No Time                                              PermitsDesign    Review     Design      Review    Design        Bid  ...
35Polling QuestionHow often do you bid a project before thecode review/building permit process iscomplete?  a. Never  b. O...
No Time  Design                           Project Red LineDetailed QA/QC           Permits                     Bid & Award...
No Time          Design               Project Red LineNo Time for QA/QC       Permits   Bid & Award                       ...
38    No Time       Quality Control Becomes Damage Control•   Excessive addenda•   Costly code-related change orders•   A ...
39       II. Why Do Quality Efforts Fail?          No Money & No Time  Case Files                       Stop & GoPQ-3
40    II. Why Do Quality Efforts Fail?       No Money & TimeCase Files•   Project bid without building permit in place•   ...
41II. Why Do Quality Efforts Fail?    No ExecutionNo Buy In + No Money + No Time = No Execution
42II. Why Do Quality Efforts Fail?    No Execution       No Execution = Poor Quality
43II. Why Do Quality Efforts Fail?   No Execution “Do not put off until  tomorrow what can be  put off till day-after-  to...
44 II. Why Do Quality Efforts Fail?     No Execution“Strategies most often fail becausethey aren’t executed well. Thingsth...
45       II. Why Do Quality Efforts Fail?          No Execution  Case Files          The Road is Paved with Good Intention...
46 II. Why Do Quality Efforts Fail?     No ExecutionCase Files• Firm drafts quality manual• Quality program is met with en...
47    II. Why Do Quality Efforts Fail?       Key Points•   Commitment•   Money•   Time•   Management execution
48       Agenda       I.     What Is Quality?       II.    Why Do Quality Efforts Fail?       III.   How Do I Implement a ...
49Polling QuestionDo you have a documented qualityprogram?  a. Yes  b. No  c. Don’t know
50III. How Do I Implement a Quality Program?     Key Quality Criteria•   Organization•   Quality program•   Design control...
III. How Do I Implement a Quality Program? Organization • Freedom to identify quality problems
III. How Do I Implement a Quality Program? Organization • Freedom to identify quality problems • Freedom to recommend and ...
III. How Do I Implement a Quality Program? Organization • Freedom to identify quality problems • Freedom to recommend and ...
III. How Do I Implement a Quality Program?Organization• Freedom to identify quality  problems• Freedom to recommend and  i...
55III. How Do I Implement a Quality Program?•   Organization•   Quality program•   Design control•   Procurement•   Qualit...
III. How Do I Implement a Quality Program?Quality Program   • The Quality Program shall consist of written     procedures ...
III. How Do I Implement a Quality Program?Quality Program   • The Quality Program shall consist of written     procedures ...
III. How Do I Implement a Quality Program?Quality Program   • The Quality Program shall consist of written     procedures ...
59III. How Do I Implement a Quality Program?     Key Quality Criteria•   Organization•   Quality program•   Design control...
III. How Do I Implement a Quality Program? Design Control  • The Quality Program shall assure that the applicable    desig...
III. How Do I Implement a Quality Program? Design Control  • The Quality Program shall assure that the applicable    desig...
III. How Do I Implement a Quality Program?Design Control • The design control system shall assure the adequate   review an...
III. How Do I Implement a Quality Program?  Case Files  An Open Window to Problems
III. How Do I Implement a Quality Program?Case Files• 16 story condo• Developer wanted operable windows• Composite steel f...
III. How Do I Implement a Quality Program?Design Control  • The design control system shall assure the adequate    review ...
III. How Do I Implement a Quality Program? Design Control   • The design control system shall assure the adequate     revi...
67Polling QuestionHow would you rate your firm’s designcoordination efforts?  a. Poor  b. Average  c. Above average  d. Re...
III. How Do Implement a Quality Program       Coordinate, Coordinate, Coordinate       “It’s clear to project management t...
III. How Do I Implement a Quality Program?  Case Files       Is There a Coordinator in the Hospital?
III. How Do I Implement a Quality Program?  Case Files  •   Large medical center renovation  •   Poorly coordinated design...
Roof Collapse                                       71               Installed ductwork through I-beamsCourtesy of Rimkus ...
III. How Do I Implement a Quality Program?Design Control  • The design control system shall provide that all design    cha...
III. How Do I Implement a Quality Program? Design Control  • The design control system shall provide that all design    ch...
III. How Do I Implement a Quality Program?Design Control • The design control system shall provide that all design   chang...
75III. How Do I Implement a Quality Program?•   Organization•   Quality Program•   Design Control•   Procurement•   Qualit...
III. How Do I Implement a Quality Program?ProcurementThe Quality Program shall insure that procurementdocuments include:  ...
III. How Do I Implement a Quality Program? Case Files               Trust, But Verify
III. How Do I Implement a Quality Program?Case Files•   Structural design incomplete•   School district had tight schedule...
III. How Do I Implement a Quality Program?Procurement• The Quality Program shall insure that procurement  documents includ...
80III. How Do I Implement a Quality Program?     Key Quality Criteria•   Organization•   Quality program•   Design control...
III. How Do I Implement a Quality Program?  Quality-Related Activities  • The Quality Program shall assure that activities...
III. How Do I Implement a Quality Program?  Quality-Related Activities    • The Quality Program shall assure that activiti...
How Do I Implement a Quality Program?Quality-Related Activities•   Contract•   Project management       •   Construction a...
III. How Do I Implement a Quality Program?  Quality-Related Activities    Clearly Defined Accountabilities    Not this:   ...
III. How Do I Implement a Quality Program?  Quality-Related Activities   Focus on Activities Relating to Information and D...
86III. How Do I Implement a Quality Program?            Information and decisions  Information and decisions drive the des...
III. How Do I Implement a Quality Program?                               Skill              Place                         ...
III. How Do I Implement a Quality Program?Case Files  Fast Track Needs Fast Information & Decisions
III. How Do I Implement a Quality Program? Case Files • Fast track river boat casino project • Phased design and construct...
90III. How Do I Implement a Quality Program?     Key Quality Criteria•   Organization•   Quality program•   Design control...
III. How Do I Implement a Quality Program?  Document Control    • The Quality Program shall have a control system      for...
III. How Do I Implement a Quality Program?  Document Control  • The Quality Program shall have a control system for    tho...
III. How Do I Implement a Quality Program?Case Files             Filling in the Blanks
94III. How Do I Implement a Quality Program?  Key Quality Criteria     Bad   Document    Control
95III. How Do I Implement a Quality Program?  Key Quality Criteria           Good         Document          Control
96III. How Do I Implement a Quality Program?     Key Quality Criteria•   Organization•   Quality program•   Design control...
III. How Do I Implement a Quality Program?   Corrective Action       • The Quality Program shall describe the measures    ...
III. How Do I Implement a Quality Program?   Corrective Action       • The Quality Program shall describe the measures    ...
III. How Do I Implement a Quality Program?   Corrective Action       • The Quality Program shall describe the measures    ...
III. How Do I Implement a Quality Program?   Corrective Action       • The Quality Program shall describe the measures    ...
101III. How Do I Implement a Quality Program?     Key Quality Criteria•   Organization•   Quality program•   Design contro...
III. How Do I Implement a Quality Program?   Quality Assurance Records       • The Quality Program shall assure that      ...
III. How Do I Implement a Quality Program?   Quality Assurance Records       • The Quality Program shall assure that recor...
104III. How Do I Implement a Quality Program?     Key Quality Criteria•   Organization•   Quality program•   Design contro...
III. How Do I Implement a Quality Program?   Audits       • The Quality Program shall provide audits to verify         com...
III. How Do I Implement a Quality Program?   Audits       • The Quality Program shall provide audits to verify         com...
III. How Do I Implement a Quality Program?   Audits       • The Quality Program shall provide audits to verify         com...
III. How Do I Implement a Quality Program?     Key Points •   Leadership •   Execute •   Document •   Verify
109       Agenda       I.     What Is Quality?       II.    Why Do Quality Efforts Fail?       III.   How Do I Implement a...
110IV. Key Quality Considerations        Involve Project Managers                    in          Contract Negotiations
111IV. Key Quality Considerations        Conduct Regular Project Views •   Budget •   Schedule •   Quality •   Consultant ...
112     IV. Key Quality Considerations              The Devil is in the DetailsPQ 8 Courtesy of Rimkus Consulting, Houston...
113   IV. Key Quality Considerations                  The Devil is in the Details                                         ...
114  IV. Key Quality Considerations“The difference betweenthe almost right word andthe right word is really alarge matter-...
115IV. Key Quality Considerations               The Limits of EmailAn UCLA Study indicates that up to 93% ofcommunication ...
116IV. Key Quality Considerations             Construction Estimates   • Are you a professional estimator?   • Is developi...
117IV. Key Quality Considerations        Contractor Submittal Schedule  • Require with the first pay application  • Requir...
118IV. Key Quality Considerations      Contractor’s Submittal Review Process•   Specify requirements•   Review for informa...
119IV. Key Quality Considerations                       RFI Management    •   Lead    •   Educate    •   Prioritize    •  ...
120IV. Key Quality Considerations                  Pre-Installation Meetings   •   Critical construction activities   •   ...
121IV. Key Quality Considerations             Over-Manage O &M Training •   Planning & prepare •   Go electronic •   Requi...
122IV. Key Quality Considerations               Over-Manage Punch Lists •   Hold the contractor accountable •   Use object...
123IV. Key Quality ConsiderationsDon’t Forget Warranty-Ending Inspections•   Develop a calendar•   Prepare a checklist•   ...
124IV. Key Quality Considerations         Conduct Post Project Mortems •   Addenda •   Change orders •   Financials •   Cl...
IV.    Key Quality Considerations                          Use Checklists  •   Comprehensive  •   Easy to implement  •   D...
IV.       Key Quality Considerations                                        Use Checklists • Used by airplane pilots since...
IV. Quality Considerations     $ 1     $ 10     $ 100Source: Crosby, Philip B. Quality WithoutTears. New York, NY: McGraw-...
IV. Key Quality Considerations     $ 1 Prevent     $ 10     $ 100Source: Crosby, Philip B. Quality WithoutTears. New York,...
IV. Key Quality Considerations     $ 1 Prevent     $ 10 Catch     $ 100Source: Crosby, Philip B. Quality WithoutTears. New...
IV. Key Quality Considerations     $ 1 Prevent     $ 10 Catch     $ 100 CorrectSource: Crosby, Philip B. Quality WithoutTe...
IV. Key Quality Considerations             Execute, Execute, Execute  • QA programs must reflect day-to-day firm practices...
132Peter Drucker onceremarked that his Clientsoften would, after a visit,realize:“We already know allthis stuff he told us...
Drucker’s reply:“Yes, but they weren’t doinganything about it. Now perhapsthey will.”
134       Agenda       I.     What Is Quality?       II.    Why Do Quality Efforts Fail?       III.   How Do I Implement a...
Q&AGary M. Prather, P.E., MS, MBA         A/E DR Group         gary@ae-dr.com
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Acec quality program

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Transcript of "Acec quality program"

  1. 1. A/E DR Group When Time & Money Matter 1
  2. 2. 2Today’s Speaker Gary M. Prather, P.E., MS, MBA President Architects/Engineers Dispute Resolution Group
  3. 3. 3Why do adults ask children what they want to be when they grow- up?
  4. 4. 4 We’relooking For ideas!
  5. 5. 5Learning 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. 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&APQ-1
  7. 7. 7Polling QuestionWhat firms are represented today? a) Architects b) Consulting engineers c) Contractors/Construction managers d) Others
  8. 8. 8I. What Is Quality? • Meeting client requirements • Meeting code requirements • Meeting team requirements • Meeting the standard of care • On time, on budget • Client perception
  9. 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. 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. 11I. 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. 12I. 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. 13I. What Is Quality? The Power of Perception “Director of First Impressions” Sign at the reception desk of an ENR Top 50 Contractor
  14. 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. 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&APQ-1
  16. 16. 16Polling QuestionHow would you rate your firm’s qualityefforts? a. Poor b. Average c. Above average d. Really good
  17. 17. 17 Construction• Never enough time and money• Always an abundance of reasons why there is never enough time and money
  18. 18. 18 II. Why Do Quality Efforts Fail?• No buy in• No money• No time• No execution
  19. 19. 19 II. Why Do Quality Efforts Fail? No Buy In • Principals • Project managers • Staff • Team membersPQ-3
  20. 20. 20 II. Why Do Quality Efforts Fail? No Buy In Case Files Following Management’s LeadPQ-3
  21. 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 overPQ-3
  22. 22. 22Polling QuestionDo you budget for quality activities on aproject-specific basis? a) Yes b) No c) Quality is a home office overhead expense d) Don’t know
  23. 23. 23 II. Why Do Quality Efforts Fail? No Money• Project reviews/meetings• Coordination reviews• Code reviews• Final check sets
  24. 24. No Money Total Cost to Percent Cost to Projected Final Design Budget Date Compl Compl CostFront End Documents $ 5,000 $ - 0.0% $ 5,000 $ 5,000Civil 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 $ 5,000TechnicalSpecifications $ 6,000 $ - 0.0% $ 6,000 $ 6,000Structural $ 5,000 $ - 0.0% $ 5,000 $ 5,000Mech/Elect/Plmg $ 6,000 $ - 0.0% $ 6,000 $ 6,000Site Civil $ 3,000 $ - 0.0% $ 3,000 $ 3,000Totals $65,000 $ - 0.0% $65,000 $ 65,000
  25. 25. 25No 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. 26. No Money What’s Missing? Total Cost to Percent Cost to Projected Final Design Budget Date Compl Compl CostFront End Documents $ 5,000 $ - 0.0% $ 5,000 $ 5,000Civil 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 $ 5,000TechnicalSpecifications $ 6,000 $ - 0.0% $ 6,000 $ 6,000Structural $ 5,000 $ - 0.0% $ 5,000 $ 5,000Mech/Elect/Plmg $ 6,000 $ - 0.0% $ 6,000 $ 6,000Site Civil $ 3,000 $ - 0.0% $ 3,000 $ 3,000Totals $65,000 $ - 0.0% $65,000 $ 65,000
  27. 27. No Money Cost to Percent Cost to Projected Final Design Date Compl Compl Cost Budget VarianceFront EndDocuments $ - 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 $ -TechnicalSpecifications $ - 0.0% $ 6,000 $ 6,000 $ 6,000 $ -- InterdisciplinaryCoordination $ - 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. 28. No Money Cost to Percent Cost to Projected Final Design Date Compl Compl Cost Budget VarianceFront EndDocuments $ 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 $ -TechnicalSpecifications $ 3,000 40.0% $ 3,600 $ 6,600 $ 6,000 $ (600)- InterdisciplinaryCoordination $ - 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. 29. No Money Cost to Percent Cost to ProjectedFinal 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. 30. No Money Cost to Percent Cost to Final Design Date Compl Compl Final Cost Budget VarianceFront EndDocuments $ 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 $ 2,500TechnicalSpecifications $ 7,500 100.0% $ - $ 7,500 $ 6,000 $ (1,500)- InterdisciplinaryCoordination $ - 100.0% $ - $ - $ 4,000 $ 4,000Structural $ 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 $ 500Totals $64,500 $ - $ 64,500 $ 65,000 $ 500
  31. 31. 31Polling QuestionDo your design schedules include time forquality-related activities? a. Yes b. No
  32. 32. No Time Design Review Design Review Design Bid & & & Approvals Approvals Award
  33. 33. No TimeDesign Review Design Review Design Bid & & & Approvals Approval Award s QA/QC TIME
  34. 34. No Time PermitsDesign Review Design Review Design Bid & & & Approvals Approval Award s QA/QC TIME
  35. 35. 35Polling QuestionHow often do you bid a project before thecode review/building permit process iscomplete? 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. 36. No Time Design Project Red LineDetailed QA/QC Permits Bid & Award Construction
  37. 37. No Time Design Project Red LineNo Time for QA/QC Permits Bid & Award ConstructionFrom ToQuality Control Damage Control
  38. 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. 39 II. Why Do Quality Efforts Fail? No Money & No Time Case Files Stop & GoPQ-3
  40. 40. 40 II. Why Do Quality Efforts Fail? No Money & TimeCase 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. 41II. Why Do Quality Efforts Fail? No ExecutionNo Buy In + No Money + No Time = No Execution
  42. 42. 42II. Why Do Quality Efforts Fail? No Execution No Execution = Poor Quality
  43. 43. 43II. 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. 44 II. Why Do Quality Efforts Fail? No Execution“Strategies most often fail becausethey aren’t executed well. Thingsthat are supposed to happen don’thappen. Either the organizationsaren’t capable of making themhappen, or the leaders of thebusiness misjudge the challengestheir companies face in the businessenvironment or both.”ExecutionLarry Bossidy and Ram CharanCopyright 2002Crown Business, New York, New York
  45. 45. 45 II. Why Do Quality Efforts Fail? No Execution Case Files The Road is Paved with Good IntentionsPQ-3
  46. 46. 46 II. Why Do Quality Efforts Fail? No ExecutionCase 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. 47 II. Why Do Quality Efforts Fail? Key Points• Commitment• Money• Time• Management execution
  48. 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&APQ-1
  49. 49. 49Polling QuestionDo you have a documented qualityprogram? a. Yes b. No c. Don’t know
  50. 50. 50III. 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. 51. III. How Do I Implement a Quality Program? Organization • Freedom to identify quality problems
  52. 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. 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. 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. 55III. 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. 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. 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. 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. 59III. 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. 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. 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. 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. 63. III. How Do I Implement a Quality Program? Case Files An Open Window to Problems
  64. 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. 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. 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. 67Polling QuestionHow would you rate your firm’s designcoordination efforts? a. Poor b. Average c. Above average d. Really good e. Don’t know
  68. 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. 69. III. How Do I Implement a Quality Program? Case Files Is There a Coordinator in the Hospital?
  70. 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. 71. Roof Collapse 71 Installed ductwork through I-beamsCourtesy of Rimkus Consulting, Houston Texas
  72. 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. 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. 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. 75III. 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. 76. III. How Do I Implement a Quality Program?ProcurementThe Quality Program shall insure that procurementdocuments include:  The applicable quality requirements  The applicable code requirements  Provisions for retaining quality documents  The right to audit
  77. 77. III. How Do I Implement a Quality Program? Case Files Trust, But Verify
  78. 78. III. How Do I Implement a Quality Program?Case Files• Structural design incomplete• School district had tight schedule• Costly changes• Project delays
  79. 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. 80III. 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. 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. 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. 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. 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. 85. III. How Do I Implement a Quality Program? Quality-Related Activities Focus on Activities Relating to Information and Decisions
  86. 86. 86III. 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. 87. III. How Do I Implement a Quality Program? Skill Place Desire Design Process Information Materials and Decisions Tools Energy
  88. 88. III. How Do I Implement a Quality Program?Case Files Fast Track Needs Fast Information & Decisions
  89. 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. 90III. 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. 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. 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. 93. III. How Do I Implement a Quality Program?Case Files Filling in the Blanks
  94. 94. 94III. How Do I Implement a Quality Program? Key Quality Criteria Bad Document Control
  95. 95. 95III. How Do I Implement a Quality Program? Key Quality Criteria Good Document Control
  96. 96. 96III. 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. 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. 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. 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. 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. 101III. 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. 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. 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. 104III. 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. 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. 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. 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. 108. III. How Do I Implement a Quality Program? Key Points • Leadership • Execute • Document • Verify
  109. 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&APQ-1
  110. 110. 110IV. Key Quality Considerations Involve Project Managers in Contract Negotiations
  111. 111. 111IV. Key Quality Considerations Conduct Regular Project Views • Budget • Schedule • Quality • Consultant performance • Client issues • Client perception • Invoicing/payment • Action items
  112. 112. 112 IV. Key Quality Considerations The Devil is in the DetailsPQ 8 Courtesy of Rimkus Consulting, Houston Texas
  113. 113. 113 IV. Key Quality Considerations The Devil is in the Details Moisture below WindowsCourtesy of Rimkus Consulting, Houston Texas
  114. 114. 114 IV. Key Quality Considerations“The difference betweenthe almost right word andthe right word is really alarge matter--its thedifference between thelightning bug and thelightning.”
  115. 115. 115IV. Key Quality Considerations The Limits of EmailAn UCLA Study indicates that up to 93% ofcommunication effectiveness is determined bynonverbal cues.
  116. 116. 116IV. 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. 117IV. Key Quality Considerations Contractor Submittal Schedule • Require with the first pay application • Require update with every pay application thereafter
  118. 118. 118IV. Key Quality Considerations Contractor’s Submittal Review Process• Specify requirements• Review for information• With first pay application• Audit
  119. 119. 119IV. Key Quality Considerations RFI Management • Lead • Educate • Prioritize • Bucket • Take control
  120. 120. 120IV. Key Quality Considerations Pre-Installation Meetings • Critical construction activities • Shop drawings/submittals • Design team • Manufacturers’ representation • Crafts • Document
  121. 121. 121IV. Key Quality Considerations Over-Manage O &M Training • Planning & prepare • Go electronic • Require the right people be present • Use Video • Document
  122. 122. 122IV. 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. 123IV. Key Quality ConsiderationsDon’t Forget Warranty-Ending Inspections• Develop a calendar• Prepare a checklist• Invite key players• Execute, execute, execute
  124. 124. 124IV. Key Quality Considerations Conduct Post Project Mortems • Addenda • Change orders • Financials • Client satisfaction • Client referrals, repeat business
  125. 125. IV. Key Quality Considerations Use Checklists • Comprehensive • Easy to implement • Document ready • Auditable
  126. 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. 127. IV. Quality Considerations $ 1 $ 10 $ 100Source: Crosby, Philip B. Quality WithoutTears. New York, NY: McGraw-Hill, 1984.
  128. 128. IV. Key Quality Considerations $ 1 Prevent $ 10 $ 100Source: Crosby, Philip B. Quality WithoutTears. New York, NY: McGraw-Hill, 1984.
  129. 129. IV. Key Quality Considerations $ 1 Prevent $ 10 Catch $ 100Source: Crosby, Philip B. Quality WithoutTears. New York, NY: McGraw-Hill, 1984.
  130. 130. IV. Key Quality Considerations $ 1 Prevent $ 10 Catch $ 100 CorrectSource: Crosby, Philip B. Quality WithoutTears. New York, NY: McGraw-Hill, 1984.
  131. 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. 132Peter Drucker onceremarked that his Clientsoften would, after a visit,realize:“We already know allthis stuff he told us!” The Father of Modern Corporate Management
  133. 133. Drucker’s reply:“Yes, but they weren’t doinganything about it. Now perhapsthey will.”
  134. 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&APQ-1
  135. 135. Q&AGary M. Prather, P.E., MS, MBA A/E DR Group gary@ae-dr.com
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