- Quality Manager is not a full-time job position within the company.
 - There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
- Quality Manager is not a full-time job position within the company.
- There is a full-time Quality Manager supporting the company Quality Management Program.
- There is a Quality Manager with a staff of inspectors focused on assuring compliance to specifications at key milestones and project completions.
- Each project has an assigned Quality Manager that helps project teams prevent deficiencies and achieve First Time Quality.
- The company Quality Manager is a senior leadership position that fosters a First Time Quality culture and develops quality as a key asset for the company.
| - Management gets involved mostly when there is a major problem
- Management supports the Quality Program but does not play an active role.
- Management views the Quality Program as necessary to document compliance and to protect the company from defect claims and only enforces inspection and deficiency correction responsibilities when needed.
- Management is actively involved in developing the Quality Program as a strategic cost reduction and business development company asset and has established measurable quality improvement goals for the company.
- Management leads the organization to embrace First Time Quality as an organizational priority and quality goals are integrated into personnel performance measures and bonuses.
| - Fix deficiencies as they are found and correct any customer-found deficiencies and Punch Lists in a timely manner.
- Punch Lists are used to document work-in-process deficiencies and to make sure they are corrected.
- Inspections are conducted using Checklists to verify and document that project requirements are met, and the required project inspections are planned and tracked.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- The Quality Management Program strives for 100% First Time Quality throughout the construction process and continuously improves reliability and the company’s quality capabilities.
| - Field personnel do their best to make sure it is a quality project, but ultimately, the customer is responsible for identifying deficiencies and final acceptance.
- Company field personnel are accountable using their experience to meet project quality requirements ahead of customer inspections – field personnel create Punch Lists which subcontractors are accountable for fixing.
- Quality Management staff are responsible for using Checklists to independently document and approve completion of construction milestones as well as final project completion.
- A fully deployed data-driven Quality Management Program supplements compliance verification with a strong focus on preventing recurring issues and improving quality.
- Field personnel, foremen and subcontractors are accountable for First Time Quality whilst the Quality Management team focuses on process delivery and improvement.
| - Planned inspections consist mainly of customer hold points, code inspections, and final Punch Out with other inspections conducted as needed.
- Forward planning includes third-party engineering inspections required by project technical specifications.
- The Quality Management team proactively create an Inspection and Test Plan (ITP) for each project which includes company work-in-process and QA milestone inspections as well as third party inspections and customer hold points.
- Quality plans document how the company Quality Program will adapt to project-specific scope of work, quality risks and customer expectations and are used to enforce responsibilities and accountability for quality during construction.
- Guided by risk analysis and process quality capabilities, project quality planning implements the controls necessary to ensure there is an error-proof design-and-build process to achieve 100% First Time Quality.
| - Based on experience, field personnel decide what they inspect and when.
- Field supervision monitor work-in-progress and report the deficiencies found on Punch Lists and work is only considered complete when punch items are corrected.
- The Quality Management team independently inspect key project milestones using Checklists to document proper completion of work with data, pictures and observations.
- Inspection Checklists are used to record First Time Quality versus those that required correction for quality performance accountability and subcontractors use Checklists to document completed work which field supervision approve.
- The inspection process is extended to pre-construction design and engineering activities as well as the qualification of key personnel, subcontractors, and suppliers.
| - Field personnel use the customer’s Punch Lists to understand what deficiencies need corrections.
- Field personnel create their own Punch Lists, so foremen and subcontractors can follow up on deficiencies and these Punch Lists are periodically reviewed to identify any missed items.
- Deficiencies are documented on Checklists and daily reports – which include pictures – and automated dashboards, reports and alerts are used to monitor and control open and overdue deficiencies.
- Deficiency backlogs and response times are constantly measured and monitored to identity performance trends and accountability issues.
- High levels of First Time Quality performance allow for immediate response to deficiencies with less need for a comprehensive Punch Lists, monitoring and controls.
| - Quality performance is judged by the lack of customer complaints, back-charges incurred and insurance claims.
- Key quality metrics include the number of defects found and the $ value of quality-related Change Variance Purchase Orders (VPOs).
- Quality measures include Inspection and Test Plan (ITP) % completion, number of open issues and days to close deficiencies.
- First Time Quality performance scores for quality and safety are integrated into the company’s key performance indicator (KPI) metrics, bonuses, and personal performance goals.
- The number of First Time Quality defect-free inspections is the key measure of success enhanced by metrics for risk exposure, client satisfaction and revenue per employee.
| - The default position for dealing with chronic and repeated issues is to replace the offending personnel or under-performing subcontractor.
- Preventing deficiencies is made mostly in response to major problems, chronic deficiencies, or customer complaints.
- Data on defect frequency is used to identify problem areas and set improvement priorities whilst the Quality Management team initiates improvements from time to time to address problem areas.
- There are regular monthly quality improvement initiatives that are having a measurable effect on overall First Time Quality performance.
- Team leaders throughout the company routinely make quality improvements in their area using a standard quality improvement process with the Quality Management team facilitating cross-functional improvement initiatives.
| - There is a heavy reliance on chatting on the jobsite, cell phone calls and emails.
- Ad-hoc Punch Lists are created using spreadsheets with reminders sent by personal email.
- Construction Punch List and inspection apps are used to ‘go paperless’ and to help streamline workflows.
- Specialty construction Quality Management software automates jobsite inspection/deficiency workflows and project quality program communications and administration.
- The advanced analytics features of a construction Quality Management System (QMS) are used to improve First Time Quality performance where the scope of the QMS includes pre-construction quality planning through start-up and commissioning.
|
