Acec quality program

A/E DR Group

When Time & Money Matter

1

Today’s Speaker

Gary M. Prather, P.E., MS, MBA

President Architects/Engineers Dispute Resolution Group

2

Why do adults ask children what

they want to be when they grow-up?

3

We’re

looking

For

ideas!

4

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

5

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

Agenda

PQ-1

6

Polling Question

What firms are represented today?

a) Architects

b) Consulting engineers

c) Contractors/Construction managers

d) Others

7

I. What Is Quality?

• Meeting client requirements

• Meeting code requirements

• Meeting team requirements

• Meeting the standard of care

• On time, on budget

• Client perception

8

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???

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.

11

I. What Is Quality?


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.

12

I. What Is Quality?


“Director of First Impressions”

Sign at the reception desk of an ENR Top 50 Contractor

13

Score Card

Subject Grade

Meeting client requirements ?

Meeting code requirements ?

Meeting team requirements ?

Meeting the standard of care ?

On time, on budget

?

Client Perception ?

I. What Is Quality Key Points

I. What Is Quality?




V. Q & A

Agenda

PQ-1

15

Polling Question

How would you rate your firm’s quality

efforts?

a.Poor

b.Average

c. Above average

d.Really good

16

Construction

• Never enough time and money

• Always an abundance of reasons why there is never enough time and money

17


• No buy in

• No money

• No time

• No execution

18

II. Why Do Quality Efforts Fail? No Buy In

• Principals

• Project managers

• Staff

• Team members

PQ-3

19


Case Files

Following Management’s Lead

PQ-3

20


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

21

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

22

II. Why Do Quality Efforts Fail? No Money

• Project reviews/meetings

• Coordination reviews

• Code reviews

• Final check sets

23

No Money

Final Design Budget

Cost to

Date

Percent

Compl

Cost to

Compl

Total

Projected

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

No Money

Final Design Budget Cost to Date

Percent

Compl

Cost to

Compl

Total Projected

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?

25

No Money

Final Design Budget

Cost to

Date

Percent

Compl

Cost to

Compl

Total

Projected

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

What’s Missing?

No Money

Final Design

Cost to

Date

Percent

Compl

Cost to

Compl

Projected

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 $ -

No Money

Final Design

Cost to

Date

Percent

Compl

Cost to

Compl

Projected


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)

No Money

Final Design

Cost to

Date

Percent

Compl

Cost to

Compl

Projected


- 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

Final Design

Cost to

Date

Percent

Compl

Cost to

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

Polling Question

Do your design schedules include time for

quality-related activities?

a.Yes

b.No

31

No Time

Design Review

&

Approvals

Design Review

&

Approvals

Design Bid

&

Award

No Time

Design Review

&

Approvals

Design Review

&

Approvals

Design Bid

&

Award

QA/QC TIME

No Time

Design Review

&

Approvals

Design Review

&

Approvals

Design Bid

&

Award

QA/QC TIME

Permits

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

35

No Time

Design

Permits

Bid & Award

Construction

Detailed QA/QC

Project Red Line

No Time

From

Design

Permits

Bid & Award

Construction

No Time for QA/QC

Quality Control To

Damage Control

Project Red Line

No Time

Quality Control Becomes Damage Control

• Excessive addenda

• Costly code-related change orders

• A flood of Requests for Information

• Project delays

• Budget overruns

38

II. Why Do Quality Efforts Fail? No Money & No Time

Case Files

Stop & Go

PQ-3

39

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

40

II. Why Do Quality Efforts Fail? No Execution

No Buy In + No Money + No Time = No Execution

41


No Execution = Poor Quality

42


“Do not put off until

tomorrow what can be

put off till day-after-

tomorrow just as well.”

43

“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


44


Case Files

The Road is Paved with Good Intentions

PQ-3

45


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

46

II. Why Do Quality Efforts Fail? Key Points

• Commitment

• Money

• Time

• Management execution

47

I. What Is Quality?




V. Q & A

Agenda

PQ-1

48

Polling Question

Do you have a documented quality

program?

a.Yes

b.No

c. Don’t know

49

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

50


Organization

• Freedom to identify quality problems


Organization


• Freedom to recommend and initiate solutions to

quality problems


Organization


• Freedom to recommend and initiate

solutions to quality problems

• Freedom to verify implementation of

quality requirements


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


• Organization

• Quality program

• Design control

• Procurement




• Quality assurance records

• Audits

55


Quality Program

• The Quality Program shall consist of written

procedures and instructions describing the QA

Program.


Quality Program


procedures and instructions describing the QA

Program.

• The Quality Program shall include provisions for the training of personnel.


Quality Program


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.


• Organization

• Quality program

• Design control

• Procurement





• Audits

59


Design Control

• The Quality Program shall assure that the applicable

design control systems are established and

implemented.


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.


Design Control

• The design control system shall assure the adequate

review and selection of materials, parts and equipment.


Case Files

An Open Window to Problems


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


Design Control



• The design control system shall address material

compatibility, accessibility for maintenance, and in

service inspection and repair.


Design Control



• 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.

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

67

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.”


Case Files

Is There a Coordinator in the Hospital?


Case Files • Large medical center renovation

• Poorly coordinated design documents

• Claim brought by mechanical contractor

• Settlement in excess of $300,000

Roof Collapse

Installed ductwork through I-beams

Courtesy of Rimkus Consulting, Houston Texas

71


Design Control

• The design control system shall provide that all design

changes are subject to the same design control used in

the original design.


Design Control


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.


Design Control


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.


• Organization

• Quality Program

• Design Control

• Procurement





• Audits

75


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


Case Files

Trust, But Verify


Case Files • Structural design incomplete

• School district had tight schedule

• Costly changes

• Project delays


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.


• Organization

• Quality program

• Design control

• Procurement





• Audits

80


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.


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?


• Contract

• Project management

• Calculations

• Project meetings

• Team communications

• Coordination

• Design verification

• Construction administration

• Change orders

• Construction phase

• Budget and schedule

• Communications

• 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.”



Focus on Activities Relating to Information and Decisions


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.

86

Design

Process

Skill

Desire

Information

and Decisions

Energy Tools

Materials

Place



Case Files

Fast Track Needs Fast Information & Decisions


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


• Organization

• Quality program

• Design control

• Procurement





• Audits

90


Document Control

• The Quality Program shall have a control system

for those documents affecting quality.


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


Case Files

Filling in the Blanks

Bad Document Control


94


Good Document Control

95


• Organization

• Quality program

• Design control

• Procurement





• Audits

96


Corrective Action

• The Quality Program shall describe the measures

which assure that conditions adverse to quality

are promptly identified and corrected.

PQ-7


Corrective Action


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


Corrective Action






• The Quality Program shall provide for corrective

action to prevent future occurrences.

PQ-7


Corrective Action






• 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


• Organization

• Quality program

• Design control

• Procurement





• Audits

101


Quality Assurance Records

• The Quality Program shall assure that

records pertaining to quality are

generated.

PQ-7


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


• Organization

• Quality program

• Design control

• Procurement





• Audits

104


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


Audits




• External audits shall be performed on those

organizations affecting quality.

PQ-7


Audits




• 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

I. What Is Quality?




V. Q & A

Agenda

PQ-1

109


Involve Project Managers in

Contract Negotiations

110


• Budget

• Schedule

• Quality

• Consultant performance

• Client issues

• Client perception

• Invoicing/payment

• Action items

Conduct Regular Project Views

111


The Devil is in the Details

PQ 8 Courtesy of Rimkus Consulting, Houston Texas

112

Moisture below

Windows


The Devil is in the Details

Courtesy of Rimkus Consulting, Houston Texas

113


“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.”

114


The Limits of Email

An UCLA Study indicates that up to 93% of

communication effectiveness is determined by

nonverbal cues.

115


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.

116


Contractor Submittal Schedule

• Require with the first pay application

• Require update with every pay application thereafter

117


Contractor’s Submittal Review Process

• Specify requirements

• Review for information

• With first pay application

• Audit

118


RFI Management

• Lead

• Educate

• Prioritize

• Bucket

• Take control

119


Pre-Installation Meetings

• Critical construction activities

• Shop drawings/submittals

• Design team

• Manufacturers’ representation

• Crafts

• Document

120


• Planning & prepare

• Go electronic

• Require the right people be present

• Use Video

• Document

Over-Manage O &M Training

121


• 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

Over-Manage Punch Lists

122


• Develop a calendar

• Prepare a checklist

• Invite key players

• Execute, execute, execute

Don’t Forget Warranty-Ending Inspections

123


• Addenda

• Change orders

• Financials

• Client satisfaction

• Client referrals, repeat business

Conduct Post Project Mortems

124


Use Checklists

• Comprehensive

• Easy to implement

• Document ready

• Auditable


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

$ 100

Source: Crosby, Philip B. Quality Without Tears. New York, NY: McGraw-Hill, 1984.


$ 1 Prevent

$ 10

$ 100



$ 1 Prevent

$ 10 Catch

$ 100



$ 1 Prevent

$ 10 Catch

$ 100 Correct



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

The Father of Modern

Corporate Management

Peter Drucker once remarked that his Clients often would, after a visit, realize:

“We already know all this stuff he told us!”

132

Drucker’s reply:

“Yes, but they weren’t doing anything about it. Now perhaps they will.”

I. What Is Quality?




V. Q & A

Agenda

PQ-1

134

Q & A

Gary M. Prather, P.E., MS, MBA

A/E DR Group [email protected]

[email protected]

[email protected]

[email protected]

Date post:	20-Jan-2015
Category:	Design
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