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Acec quality program

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    Acec quality program Acec quality program Presentation Transcript

    • A/E DR Group When Time & Money Matter 1
    • 2Today’s Speaker Gary M. Prather, P.E., MS, MBA President Architects/Engineers Dispute Resolution Group
    • 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 key elements of a sound quality program • Implement a quality program
    • 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
    • 7Polling QuestionWhat firms are represented today? a) Architects b) Consulting engineers c) Contractors/Construction managers d) Others
    • 8I. What Is Quality? • Meeting client requirements • Meeting code requirements • Meeting team requirements • Meeting the standard of care • On time, on budget • Client perception
    • 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.”
    • 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???
    • 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.
    • 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.
    • 13I. What Is Quality? The Power of Perception “Director of First Impressions” Sign at the reception desk of an ENR Top 50 Contractor
    • 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 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
    • 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 time and money
    • 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 • Team membersPQ-3
    • 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 review • Time trumped design quality • Never enough time to do It right • Never, ever enough time to do It overPQ-3
    • 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 II. Why Do Quality Efforts Fail? No Money• Project reviews/meetings• Coordination reviews• Code reviews• Final check sets
    • 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
    • 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?
    • 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
    • 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 $ -
    • 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)
    • 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
    • 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
    • 31Polling QuestionDo your design schedules include time forquality-related activities? a. Yes b. No
    • No Time Design Review Design Review Design Bid & & & Approvals Approvals Award
    • No TimeDesign Review Design Review Design Bid & & & Approvals Approval Award s QA/QC TIME
    • No Time PermitsDesign Review Design Review Design Bid & & & Approvals Approval Award s QA/QC TIME
    • 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
    • No Time Design Project Red LineDetailed QA/QC Permits Bid & Award Construction
    • No Time Design Project Red LineNo Time for QA/QC Permits Bid & Award ConstructionFrom ToQuality Control Damage Control
    • 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 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• Project delay• Differing site condition discovered• Project delay• No superstructure permit• Project delay• Costly change order
    • 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- tomorrow just as well.”
    • 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 II. Why Do Quality Efforts Fail? No Execution Case Files The Road is Paved with Good IntentionsPQ-3
    • 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 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 Quality Program? IV. Key Quality Considerations V. Q&APQ-1
    • 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• Procurement• Quality-related activities• Document control• Corrective action• Quality assurance Records• Audits
    • 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 initiate solutions to quality problems
    • 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
    • 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
    • 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
    • III. How Do I Implement a Quality Program?Quality Program • The Quality Program shall consist of written procedures and instructions describing the QA Program.
    • 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.
    • 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.
    • 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
    • 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.
    • 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.
    • 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.
    • 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 framing with wood casement windows• Mixing materials a bad thing• Redesign to a single-source curtain wall manufacturer
    • 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.
    • 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.
    • 67Polling QuestionHow would you rate your firm’s designcoordination efforts? a. Poor b. Average c. Above average d. Really good e. Don’t know
    • 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.”
    • 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 documents • Claim brought by mechanical contractor • Settlement in excess of $300,000
    • Roof Collapse 71 Installed ductwork through I-beamsCourtesy of Rimkus Consulting, Houston Texas
    • 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.
    • 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.
    • 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.
    • 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
    • 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
    • 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• Costly changes• Project delays
    • 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.
    • 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
    • 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.
    • 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.
    • 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
    • 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.”
    • III. How Do I Implement a Quality Program? Quality-Related Activities Focus on Activities Relating to Information and Decisions
    • 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.
    • III. How Do I Implement a Quality Program? Skill Place Desire Design Process Information Materials and Decisions Tools Energy
    • 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 construction • Need for fast exchange of information and decisions • General contractor contributed funds for on-site design staff
    • 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
    • III. How Do I Implement a Quality Program? Document Control • The Quality Program shall have a control system for those documents affecting quality.
    • 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
    • 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• Procurement• Quality-related activities• Document control• Corrective action• Quality assurance records• Audits
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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 Quality Program? IV. Key Quality Considerations V. Q&APQ-1
    • 110IV. Key Quality Considerations Involve Project Managers in Contract Negotiations
    • 111IV. Key Quality Considerations Conduct Regular Project Views • Budget • Schedule • Quality • Consultant performance • Client issues • Client perception • Invoicing/payment • Action items
    • 112 IV. Key Quality Considerations The Devil is in the DetailsPQ 8 Courtesy of Rimkus Consulting, Houston Texas
    • 113 IV. Key Quality Considerations The Devil is in the Details Moisture below WindowsCourtesy of Rimkus Consulting, Houston Texas
    • 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.”
    • 115IV. Key Quality Considerations The Limits of EmailAn UCLA Study indicates that up to 93% ofcommunication effectiveness is determined bynonverbal cues.
    • 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.
    • 117IV. Key Quality Considerations Contractor Submittal Schedule • Require with the first pay application • Require update with every pay application thereafter
    • 118IV. Key Quality Considerations Contractor’s Submittal Review Process• Specify requirements• Review for information• With first pay application• Audit
    • 119IV. Key Quality Considerations RFI Management • Lead • Educate • Prioritize • Bucket • Take control
    • 120IV. Key Quality Considerations Pre-Installation Meetings • Critical construction activities • Shop drawings/submittals • Design team • Manufacturers’ representation • Crafts • Document
    • 121IV. Key Quality Considerations Over-Manage O &M Training • Planning & prepare • Go electronic • Require the right people be present • Use Video • Document
    • 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
    • 123IV. Key Quality ConsiderationsDon’t Forget Warranty-Ending Inspections• Develop a calendar• Prepare a checklist• Invite key players• Execute, execute, execute
    • 124IV. Key Quality Considerations Conduct Post Project Mortems • Addenda • Change orders • Financials • Client satisfaction • Client referrals, repeat business
    • IV. Key Quality Considerations Use Checklists • Comprehensive • Easy to implement • Document ready • Auditable
    • 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.
    • IV. Quality Considerations $ 1 $ 10 $ 100Source: Crosby, Philip B. Quality WithoutTears. New York, NY: McGraw-Hill, 1984.
    • IV. Key Quality Considerations $ 1 Prevent $ 10 $ 100Source: Crosby, Philip B. Quality WithoutTears. New York, NY: McGraw-Hill, 1984.
    • IV. Key Quality Considerations $ 1 Prevent $ 10 Catch $ 100Source: Crosby, Philip B. Quality WithoutTears. New York, NY: McGraw-Hill, 1984.
    • IV. Key Quality Considerations $ 1 Prevent $ 10 Catch $ 100 CorrectSource: Crosby, Philip B. Quality WithoutTears. New York, NY: McGraw-Hill, 1984.
    • 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
    • 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
    • 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 Quality Program? IV. Key Quality Considerations V. Q&APQ-1
    • Q&AGary M. Prather, P.E., MS, MBA A/E DR Group gary@ae-dr.com