Lunda Quality Management Plan Contractor-Engineer Conference Presentation

January 22, 2009

Presentation TopicsBackgroundBridge Industry Typical Quality IssuesLunda’s Quality Management PlanQuality Management Plan Field

ImplementationResultsConclusion

Need for QualityIn today’s economic and political climate,

government must find ways to trim costs and manage cash-flow while continuing to deliver excellent customer service.

Elected officials are challenging their departments to increase efficiency, prevent errors and provide the traveling public with more value for their tax dollars.

FHWA and WisDOT are emphasizing quality and challenging contractors to take a more active role in ensuring a quality product.

Defining Quality ExpectationsHow do project owners communicate quality

requirements to the construction contractors?- Plans- Standard Specifications- Special Provisions- On site communication

Field Manager WisDOT Report of Contractor’s Performance Form

Quality of Work – construction methods, materials, structural adequacy, appearance, workmanship, attention to detail (30% of score)

Quality BenefitsSafer projectsLonger lasting more durable projectsSatisfied clientsMore efficient work effortMore profitable workMore enjoyable workMore employment opportunities

Typical Bridge Industry Quality IssuesStructure layout problemsPreboring problemsRail anchorage and anchor bolt placement

problemsFinishing beam seats at correct elevation and

making them levelDeck curing (timeliness of covering and fogging)Damaging girders during deck removalImproper welding techniquesFormwork (fit and finish)Cracks in prestressed girdersErosion control issues

Lunda Quality Management Plan DevelopmentLunda management evaluated internal and

industry quality issuesLunda created a QM organizational structureDetermined QC roles and responsibilitiesWorked with a consultant and WisDOT to

formerly draft a Quality Management planImplemented the plan in 2008

Lunda Quality Organization

Lunda Quality Control PolicyQuality is an important aspect of all our work and we expect an unqualified commitment to high quality performance from every Lunda employee. Our clients want and deserve our very best performance on their projects. Each employee should expect nothing less than their best from themselves and others within Lunda. It is the expectation of both Lunda and our clients.

Quality Control Manager ResponsibilitiesProvide independent quality oversight for all

regions Perform independent reviews of ongoing projects

and write a Job Quality Report for each visit Perform training and instructionReview and assess non-conforming work and assist

staff to learn from and eliminate its occurrenceReview owner assessments and discuss and set

goals to address shortfallsAddress industry issues through Bridge Tech

CommitteeDevelop and ensure completion of Quality Hold

Points in the field

Quality Hold PointsA Quality Hold Point (QHP) occurs when an

individual or a crew complete an element or sub-element of the project and they stop to ensure that the just completed work meets the plans and specifications for that work.

Quality Hold Points QC Manager creates the hold points for each

project with a series of Quality FormsProject Superintendent will share the QHPs with

the engineer and then with the foremen and crewForeman will apply the QHPs in the field and

initial and date QHP form when hold point is completed

QC Manager and Superintendants review on regular basis the QC forms to ensure the QC program is being followed

Job Quality Report is also issued after each site visit by the Quality Control Manager

Lunda Program SuccessesIncreased overall quality awarenessRework is downReduction in layout errors through the Lunda’s internal

review processQuality of deck pours has improvedSeveral written procedures /guidelines have been created

and implemented (Sawcutting, deck removal, slab span decks, etc.)

Best practices are being developed and implementedSharing of knowledge through the Job Quality Reports and

on site visitsImproved relationships with project staff and have more

satisfied owners

Future Program DevelopmentContinue to improve the quality of Lunda workLearn from problems and develop best practices

to eliminate them in the futureContinue to research other quality management

techniques and policies and apply internally Continue to develop and refine the Quality Hold

Points and Quality Control formsContinue to improve participation in the QC

process by foremen and superintendantsExpand Quality Management program to monitor

subcontractors

Conclusion“A quality controlled job has the lowest cost to

the contractor and the greatest satisfaction for the specifier and owner……A contractor can pay for the controlled cost of a quality control system designed to provide the appropriate level of quality, or the uncontrolled costs associated with low quality work.” The Contractors Guide to Quality Concrete Construction

Patrick Wiseley P.E. Cell - 920.450.1357 pwiseley@lundaconstruction.com