Quality Control Experience

Project Manager, Caterpillar’s Development & Learning Center, Panama

Overall responsibility for CM team providing consulting services on commercial building installations from planning and design phase through final project closeout. Oversight of budgets and project controls systems, bid and award of subcontracts, procurement, prepare strategies for procurement and phasing, quality control.  Managed installation of systems and transition to turn-over and occupancy.

Senior Project Manager, Projects, US Government and US Navy Facility Engineering Commands

Managed a US. Navy project to complete technical data surveys for two US Navy Facility Engineering Commands (FECs) in the US. Extensive documentation and reporting were required   for the coordination and compilation of data into a formal technical document to the client. Project responsibilities included proposal management for CONUS and OCONUS projects.  Managed the efforts to set up project reporting, including the project execution plan for an $800M multi-year program management contract for the U.S. Government.

Senior Project Manager, Wyeth Pharmaceutical Expansion, Canada

Responsibilities included the procurement and construction activities required for a pharmaceutical manufacturing facility expansion. Project required integration of a new expansion into the existing facility.

Senior Project Manager, Gorman Rupp Industries Phase 2, Mansfield, OH

Responsible for the design, procurement and construction for a 450,000 square foot manufacturing complex. Established project mobilization, budget, and procurement of subcontract services; outlined permitting requirements to allow environmental applications through the U.S. Government, State of Ohio and the City of Mansfield to proceed.

Senior Project Manager, U.S. Dept. of Defense, Iraq/Kuwait

Responsible for design/build projects completed for the U.S. Military in Iraq and Kuwait under cost-reimbursable and firm-fixed-price contracts.  Projects were of large-scale industrial types, and were executed under difficult circumstances that ranged from high voltage transmission lines to sweet water canal and pumping station refurbishment, medium voltage distribution systems including substations, dam repair and underground sanitary repairs. Specific projects included:

  • 400kV 260-KM long high voltage transmission line repair, Baiji/Baghdad, start to finish fast track project directly managed to successful repair and energizing;
  • Sadr City underground sanitary sewer repair, deep point repairs up to 6 to 8-meters deep, high pressure jetting of large diameter UG pipe;
  • Basra Sweet water canal repair, 220KM long with two lift stations, 8 cubic meters per second flow, deep excavations for embankment repair, complete rework of standby power, 1 cubic meter per second pump rebuild, etc.
  • Adhaim Dam; assessment of existing incomplete project, completed engineering study to determine stability and work required to complete the project;
  • Diyala Governate medium voltage electrical distribution system including substations;
  • Kuwait/Iraq Border Crossing Facility, design/build firm fixed price fast track directly managed from start to finish, on time and under budget. Extreme conditions in remote location.

Project Manager, LSP Organization, Bronx, NY

Managed subcontract work required to expedite construction at a health care facility.  Priced changes initiated by the owner or required due to field conditions, maintained close coordination with the owner, and conducted negotiations with the subcontractors.

Regional Operations/Project Manager, Lucent Technologies, Delco Electronics, Johnson Controls, General Electric, General Motors

Overall responsibility for design/build projects (for Lucent, Avaya and Global Crossings) in Argentina, Brazil, Chile, Egypt, Mexico, Venezuela, and the US.  Work involved design and construction of facilities for manufacturing, corporate offices, warehousing, etc.  Projects were executed under fixed-price and cost-reimbursable contracts.  Responded to clients’ demands and expectations, ISO 9001 compliance requirements, reporting, etc.

Quality Control Engineer/Inspector, Sr. QA/QC Inspector, QA/QC Manager; GM, Saturn Corporation, Exxon, Northville Corporation

  • Trans Panama Pipeline: Design/build petroleum pipeline project in Panama, constructed two pump stations including the tie-in to an existing petroleum off-loading/storage/loading facility. The pipeline was laid from the Caribbean to the Pacific requiring construction activities in very remote areas across the Isthmus of Panama.  Other significant features of work included 800k barrel storage tanks and seabed pipeline.
  • Cerrejon Coal Mine: Design/build direct hire and subcontract administration for turnkey facilities required to construct a port railroad and mines facilities to extract coal in Colombia South America. Responsible for all QA
  • Fairfax Automotive Plant: CM services for a 1M sf automotive manufacturing complex in Kansas City, added QC responsibilities for this project included review of subcontractor submittals for contract and design compliance. Responsible for all electrical/mechanical inspections in the Energy Conversion Building constructed on site to support the facility services (chilled water, electrical power, compressed air, etc.).
  • Saturn Automotive Plant: CM and direct hire services provided for 4M sf of manufacturing facilities in Springhill, TN. Completed source inspection of all structural steel fabrication (50k tons) requiring extensive travel throughout the eastern US.  Completed the project as the QC manager executing closeout of program.

Quality Control

Construction quality management is one of the pillars of project management and project delivery. Good construction quality management can reduce the number of mistakes and rework in a project. This can help projects come in on time and budget and helps contractors maintain a good relationship and reputation. Here are some tips for improving construction quality management.

What is Construction Quality Management

Construction quality management is quality control on the job site. It’s what assures that all parts of the project will be up to code and safe for users. Typically internal and external inspectors will conduct tests. They’ll test for things like soil compaction, concrete strength, welding, and more. Usually, these tests are performed during and after work, unless it’s for specific building materials. To ensure the right materials are used building materials should be checked before the execution of work. Inspectors test the final project at the end of construction, this final test determines whether or not the project is up to code and can be costly if it isn’t.

Where Quality Management Fails

However, not every project meets code requirements because of all the contractors and teams. Without set management systems or policies many quality assurance and quality control practices slip through. The superintendent is responsible for the quality of work, many times they’re overworked. And with the change of crew and suppliers from job to job quality and standards could vary. The entire supervisory process is informal and makes quality management hard to control. Switching to a more structured management process helps improve quality on construction sites and reduce the amount of time and money spent on rework.

Construction Quality Management Process Elements

The best way to improve construction quality management is to create and implement a formal process. Any process needs to have defined objectives and who will be accountable a formalized structure, and training to start. But that’s the big picture, any construction quality management process will need a way to verify quality at every stage, detect and mitigate potential issues, verify and document any and all outcomes, as well as assess the effectiveness of the quality objectives. It might seem like a lot to deal with; however, creating a process is just a couple steps.

1. Set Quality Standards

The first step to crafting a construction quality management process is to research the specifications and quality requirements for each part of the project. But it isn’t just about knowing the standards, so you need to create documentation for distribution and clarification. Occasionally that means clarifying requirements with further papers. Once you’ve finished setting quality standards and documenting what they should be, you can create your process and work on training.

The quality management process will consist of a quality control plan and a quality assurance process. The quality control plan will specify any unique project requirements, define who is responsible for quality standards and how they’ll determine it, as well as the procedures and practices to meet and exceed quality requirements. Whereas, the quality assurance process will outline inspection requirements, the timing of them, all reporting measures, and who is responsible for receiving and acting upon reports.

2. Set Educational Training

As important as setting your standards is training. Once you’ve identified the people responsible for the construction quality management processes, they need to know how to do their jobs. You need to educate them on the quality standards and requirements, as well as what the procedures will be. Since they are to be responsible for the quality of the project, they might want to educate those reporting to them about the specific standards their team must meet.

3. Measuring Construction Quality Management Processes

Once the training is complete, and the processes are in place, all that’s left is measuring the quality management. The person in charge of quality assurance should review all plans in place to see if the work practices, materials, and finished work meet quality standards. If there are any issues with the work or materials, they should take the necessary steps to fix it. They’ll coordinate all efforts to ensure that the project exceeds or meets standards using the quality control procedures.