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Quality Management System Pyramid for Construction

Including Quality Concepts, Tools for Achieving Quality, Processes for Utilizing Tools, People Make it Possible, and OMS Overview. Describes why, defines what, and shares how.

Thiel Butner

on 24 March 2015

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Transcript of Quality Management System Pyramid for Construction

Why Now? What's Different?
Quality Concepts
Tools for Achieving Quality
Processes for Utilizing Tools
People Make it Possible
If Cars Were Built
Like Houses...
Quality Control
"a set of processes [that are] in place to avoid deviating from requirements and standards that would meet the agreed-upon goal."

Quality Assurance
"the act of measuring—monitoring the work to ensure that the contractor’s processes are working."

QC is aIways the contractor's responsibility.
QA and QC
- Internal processes and accountability

- External inspections and audits

Internal Failure
- Identified by QA inspections

External Failure
- Identified by future occupants

: Balance these costs for
minimum impact
on the bottom line
The Cost of Quality
Support from HERS Rater
Program Selection
Plans Review

During Construction:
Contractor Training
On-Site Subcontractor Training
Inspections with Suggestions
Ongoing coaching
New Tools of the Trade
GOAL: Identify, prioritize, and greatly reduce emerging or recurring issues
Hotspot Identification
A temporary task force comes together with management's support in order to create the larger framework for the QC checklist.

Based on clear, measurable requirements and standards
Includes actionable hotspot analysis
Describes integration with other trades
Includes provisions for performance-based language in scopes and contracts
Quality Management Policy
A team drafts an internal QC checklist that serves as the skeleton checklist for all similar projects. Site Managers fine-tune the checklist for their specific project and their specific subcontractors.

Based on significant specific tasks
Includes trade and individual accountability
Used as a self-check throughout construction
Integrated into standard project schedule
Quality Control Checklist
Learn to use the equipment, require subs to pre-test or pre-inspect, and keep records
Exchange information between Project Managers based on job experience
Continue your building science education
Implement Hotspot Analysis, as required

Are you passing every inspection the first time?
Ongoing Refinement
How do you track who's doing what?

Assign individuals to specific tasks, then train them on the processes and equipment that are available to help them succeed.

Management's support
Expectations and Accountability
Energy Efficiency
More insulation/ Higher R-value
More effective Insulation
Increased air tightness
Decreased envelope permeability
Smaller (and more efficient) HVAC
Indoor air quality
Moisture management
Combustion safety
Narrower margin of error
New materials and methods

Increased complexity
A Hotspot
Limits effectiveness or efficiency
Occurs more than once
Requires resources to resolve
Cost and schedule impact
Potential unintended consequences
-- John Tooley
Adapted from "Final Report of Quality Assurance Activities for New Homes" by Home Innovation Research Labs for Building America
Hypothetically $20k
Hypothetically $11k
Trust, but verify.
“Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, costly. Quality comes not from inspection but from improvement of the process.”
-- Dr. W. Edwards Deming
Become your own expert.
"Quality problems are usually the result of failed processes."
-- John Tooley
If "workers know they won’t be blamed, they
will be more willing to work with management to improve processes and raise quality."

-- John Tooley


Janice Romanosky, Principal
Jane Willeboordse
Thiel Butner
Full transcript