At the close of 2015, U.S. backlogs expanded as much as 3%, with infrastructure reaching an all-time high of 12 months and commercial/institutional construction at more than eight months.1
However, even though backlogs are on the upswing, the skilled labor shortage combined with the way in which projects are completed presents workforce risks that must be addressed. With a recent study revealing 52% of contractors struggling to fill such positions as PMs, estimators, and engineers,2 a lack of experienced staff increases the risk of jobsite accidents and construction defects. (See New Hires & Higher Risk.)
As the construction industry regains momentum, the need for a well-established Quality Assurance/Quality Control (QA/QC) program is significant. A strong, consistent program should include training and documentation procedures, and a group or person to oversee its adherence.3 The program should be rooted in the company’s standards, policies, and procedures. And, consistency in QA/QC implementation is crucial to its efficacy.
From Safety to Quality
Effective safety and quality management programs generally lead to more productivity, profitability, timeliness, and customer satisfaction. According to the National Safety Council, every dollar spent on safety results in at least a 4-to-1 payback.4
The same holds true for quality management – with a cost-benefit ratio that may be even greater. Exhibit 1 shows the parallels between how health and safety programs and QA/QC programs have both evolved.
Smaller contractors often see hardships in establishing a program, while larger companies often don’t see the need to improve their current programs. However, all contractors have much to gain.
If your company has an existing program, then now is the time to review its efficacy and determine how it can be adapted to better address the common missteps of an unseasoned team. If establishing a program for the first time, then consider both the veterans and newcomers in your workforce as you develop and implement processes and procedures.
Start by Being Proactive
Implementing QA/QC programs before breaking ground on a project puts the right tools and oversight in place to avoid potential defects. Quality pre-project planning (constructability analysis) and project-specific quality plans must be consistent with safety planning. Knowing the latest industry trends that stem from defects is as important as holding pre-mobilization and pre-task quality meetings.
Pre-install and first-work-in-place meetings should occur as two separate meetings at different times during the process.
First, the pre-install meeting allows the owner, design team, GC, subcontractors, and supervising foreman to discuss the work. For each specification section or subsection, this meeting is an opportunity to review the relevant documents pertaining to that scope of work and confirm the exact requirements from drawings, specifications, submittals, manufacturer installation requirements, and building codes.
Then, the first-work-in-place meeting reviews the first installation onsite to ensure it conforms to the project requirements. Everyone from the preparatory meeting as well as the manufacturer’s representative should attend.
Daily follow-up inspections, usually by the supervising foreman, should document the work and its conformity to the project’s requirements. Critical work, like the exterior building envelope, might require third-party inspection personnel to make daily observations. Meetings to discuss the project and documentation are important, as well as awareness of industry advisories and best practices.
Once the work begins, ensure products are being used correctly by following manufacturer guidelines, knowing manufacturer recommendations for installation, studying warranties, and knowing the limitations of materials and systems, as well as being aware of any compatibility issues. Product substitutions must be approved in writing and the point of origin for the products being installed should always be known.