Guidebook on Alternative Quality Management Systems for Highway Construction (2015) / Chapter Skim
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Pages 34-67
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From page 34... ...
34 Common Quality Management Tools B.1 Pre-Bid Meeting with Specific Focus on Quality B.2 Industry Review of Requests for Proposals with a Focus on Quality B.3 Alternative Quality Management Approaches in Procurement B.4 Quality-Based Selection System B.5 Use of Warranties B.6 Requirements Management -- Verification B.7 One-On-One Procurement Meetings with a Focus on Quality B.8 Contractor Involvement in Establishing and Streamlining Quality Control Standards B.9 Alternative Technical Concepts B.10 External Contractor Panel Input B.11 Independent Party Design Review B.12 Over-the-Shoulder Agency Review B.13 In-Progress Design Workshops B.14 Discipline Task Force B.15 Formal Partnering with Regulatory Agencies B.16 Formal Team-Partnering/Goal-Setting Process B.17 Co-Location of Quality Management Personnel B.18 No Low-Bid Requirement for Subcontractors B.19 Use of Dual CEI/OCEI Roles B.20 Innovation in Witness and Hold Points B.21 Continuous Internal Process Audit B.22 Real-Time Electronic Quality Management Information B.23 Financial Incentives/Disincentives for Quality B.24 Contractor-Controlled QC Testing B.25 ISO 9000 Training Sessions B.26 Project-Specific Quality Management Team Training B.1 Pre-Bid Meeting with Specific Focus on Quality Project plans and specifications or procurement documents are not often perfect. As a result, when contractors prepare bids for projects having only seen the plans and specifications, confusion regarding the intent of the design team and agency can exist.
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35 requirements by prompting them to generate useful questions for the meeting and gives them a chance to hear the concerns and questions of others. When to Use It The agency typically hosts pre-bid meetings several days or weeks after plans are advertised for construction bids, but well before the bid deadline.
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36 planning and preparation of the RFP. An industry review process has the potential to provide firms with a better understanding of the project and provides an opportunity to address ambiguous project details before the RFP is released.
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37 that further the goals of the STA, this tool helps identify and select high-quality design consultants and contractors. Using higher quality designers and contractors is a proactive form of quality management, which seeks to improve the quality of the project construction process itself.
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38 What Is It? Quality-based selection is a process in which the RFP and the associated bid evaluation process consider quality aspects when evaluating proposals or bids.
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39 to make sure the contractor is adhering to the quality requirements and the proposed quality aspects from the contractor's proposal. Examples I-15 Widening and Beck Street Bridge Project (UDOT)
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41 The contractor then has the freedom to select materials, mix designs, techniques, and a quality control program. In terms of bonds, WisDOT requires a warranty bond be in place for the entire duration of the warranty period.
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42 perform rework is high. The higher the risk, the higher the proposed cost to complete the work.
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43 Intercounty Connector Project (Maryland State Highway Administration) The $2.4 billion Intercounty Connector project was a new alignment toll highway covering over 18 miles that was completed through three mega design-build contracts that were undertaken simultaneously.
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44 When to Use It One-on-one meetings take place after releasing the RFP and before proposers submit their proposals. The agency sets the meeting date and all participants attending, either by telephone or in person, are identified.
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45 should result in a more efficient and less costly quality management program.
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46 Why Use It? This tool enables the agency to obtain a preview of proposals prior to formal submission, while still ensuring that the proposers maintain their advantages through confidentiality.
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47 Compatible QAOs Deterministic, Assurance, Variable What Is It? An external contractor review of designs can be an important tool used by agencies to not only reduce design errors, but also improve the overall quality of the plans produced for their projects.
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48 useful recommendations, but requires the greatest diligence to ensure a fair bidding process. In contrast, a standing panel or the use of contractors not likely to bid on a project may be best at reducing claims of a non-competitive or unfair bidding process, but may produce less specific information.
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49 possible and whether agency resources are available. If it is decided that the agency cannot provide an objective review of the design or that the needed resources will not be available, then a third party can be hired to conduct reviews.
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50 management plan as well as overall project quality requirements (Gransberg, Datin, and Molenaar 2008)
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51 I-15 Widening, Beck Street Bridge Project (UDOT) UDOT utilized over-the-shoulder agency reviews during the development of the design for the I-15 Widening and Beck Street Bridge Project.
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52 the existing two-lane bridge over the Mississippi River with a new four-lane bridge. Contractor-driven, in-progress design workshops were held throughout the design process to address specific issues, such as the pier design and the arch design.
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53 What Is It? Partnering with regulatory agencies involves having open and honest communication among regulators, the STA, and the party applying for a permit (e.g., contractor, design builder, or concessionaire)
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54 Ford, M L., NCHRP Web Document 39: Managing Change in State Departments of Transportation: Scan 7 of 8: Innovations in Public-Public Partnering and Relationship Building in State DOTs, Transportation Research Board, National Research Council, Washington, D.C., 2001.
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55 parties and build a relationship that helps prevent conflict and mistrust later on in the project. Examples I-595 Express Corridor Project (FDOT)
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56 more efficiently and with fewer communication-related delays. Additionally, co-location is important for understanding agency concerns and for receiving agency reviews in a timely manner.
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57 How to Use It To use this tool, a project team must decide before the procurement process has started not to require contractors or DB teams to obtain their subcontractors on a low-bid, competitive basis. The approval to include or remove clauses from the construction contract allowing this practice may require approval from legal authorities to ensure that it does not violate state or federal statutes.
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58 plus contracts) , the contractor may not emphasize quality as strongly as the agency would like.
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59 Why Use It? At certain points during construction, a critical aspect of the project is complete and needs thorough inspection and testing as the next activity will be covering or enclosing that particular work, and it will be very difficult to perform rework once it is covered or enclosed (e.g., subsurface grading and preparation for a paving project)
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60 B.21 Continuous Internal Process Audit QC procedures are developed prior to beginning work. Then, as the work occurs, the necessary parties utilize the proper QC procedures to check the work.
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61 Juran, J
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62 quality assurance program. ELVIS supported the input of 43 different field and laboratory test results as well as their correlation with the results of agency verification testing.
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63 try to perform at a high level of quality consistently or repair the deficient work as quickly as possible. When to Use It Incentive clauses should be used when project managers have a clear idea of which aspects of a project's quality they would like to see maximized.
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64 Compatible QAOs Deterministic, Assurance, Variable, Oversight, Acceptance What Is It? This tool removes restrictions placed on contractors that force them to retain an independent laboratory for QC testing and inspection.
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65 FHWA, Contractor Quality Control Plans, Contractor Guidelines, and Example Quality Control Plan, USDOT, Federal Lands Highway Office, Washington, D.C. February 1998.
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66 understanding of the quality expected on the project. The cost of hiring the consultant may be offset by the cost savings realized when an entire team has the same understanding of quality goals and objectives.
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67 suitable level of quality in project activities, as specified by contract documents. Training ensures the establishment of high quality from the beginning of the project and establishes that personnel responsible for achieving quality are qualified to do so.
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