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While the Program is directed toward Turner’s efforts in the building process,
you will note throughout that Quality is everyone’s business. WDI, the
various Architects, Engineers, Consultants, vendors, and subcontractors,
along with Turner, must all be involved in a successful QA/QC program. If
one is absent quality may be impacted.
As the table of contents indicates, the QA/QC program is broken down into 8
major sections. The majority of the program is covered in sections 2 and 3,
and section 8 is intentionally left blank in the initial issuance of this program
for future quality updates. The Appendix found in section 7 provides some
typical checklists and monitoring tools that can be used to formulate more
detailed job specific checklists.
Quality applies not only to the physical elements of the construction project
but also to our scheduling, cost reporting, estimating, purchasing and
accounting functions, virtually everything we do. Quality is an attitude we
must necessarily have as individuals, and as Project team members. The
attitude of wanting to do the best possible work and service for our clients,
and us is what underlies the foundation of our Quality Program and the
success of its results. Quality must pervade all activities of our everyday
work life. We must constantly ask ourselves; what have I done today to help
assure the quality of the project?
Whether we are dealing with a complex exterior wall system, highly themed
finish work, a simple ceramic tile installation, a schedule, a payment
application, or an updated estimate we are committed to providing Walt
Disney Imagineering, our valued client, a quality job!
Quality Control Program – Page 2
Example: Grand Californian Hotel
Our engineering staff will work with the Procurement Manager to develop
subcontractor scopes that not only cover scope of work items, but also
address important submittal, mock-up, Constructability and quality issues
and requirements.
In many cases, prior to the start of any new item of work, we have the
subcontractor prepare initial sample installations for review of quality and
performance standards, which are established and enforced until final
completion and acceptance of the work. Any work falling below the
standards of the approved sample area of work is rejected.
The General Superintendent and his staff oversee the inspection of all field
installation work. Various area superintendents share this responsibility,
each following only those subcontractors performing work in their respective
areas. Where appropriate, materials and fabricated items are inspected at
the shops or plants of the manufacturers and again on the site to assure that
all material is satisfactory before installation. The engineering staff due to
their familiarity with the shop drawings and product data normally performs
shop or plant inspections.
The first operation of any new trade work is closely followed and inspected so
that the expected level of workmanship is established from the outset. The
appropriate staff makes a day-to-day check of new items of trade work. We
often call upon the field representatives of material manufacturers, suppliers
and product institutes to provide first hand technical information and instruct
the subcontractor’s personnel on the installation of their products. In
Constructability reviews are performed early in the project, for the purpose of
reviewing the existing design drawings and specifications and evaluating the
various building systems based on our varied experience on numerous
projects. Specifically the review includes:
When developing our bid list for the Grand Californian Hotel we started with a
base of subcontractors that we have successful past experience with on
projects of similar size and complexity. Where specialty or unique trades, or
new subcontractors that we are not familiar with are involved (that we do not
have any past experience with) we must pre-qualify them before they are
awarded a subcontract (or preferably before they bid if time allows). In
section 7 we have included a sample of our internal Subcontractor Job
performance evaluation. This form allows the job staff to communicate to
the Purchasing Manager how each subcontractor is performing.
There is no clear-cut date when the Preconstruction phase ends and the
construction phase starts. On the Disney Grand California Hotel there will be
a substantial overlap of the two. As an example, the Preconstruction for the
exterior wall and interior finishes will probably occur concurrently with the
installation of the foundations and the start of the structural frame. So the
Preconstruction thinking must adapt to this new ground rule, some things
have become fixed and what follows must fit what is already established.
There are obviously exceptions to this, but on a cost/benefit basis it is usually
more productive to make a change on paper rather that to work already
performed in the field.
Even where Turner has established a good Quality Assurance and Quality
Control Program during the Preconstruction, bidding, and purchasing phase it
should not be assumed that the physical work is meeting or will meet these
standards. During construction problems will surface. The QA/QC effort
during Preconstruction will help to minimize quality control problems, but not
eliminate them entirely.
The following is a listing of the many tools available to the project team to
help maintain the level of quality established by the contract documents.
3.3 Meetings
Over the life of the project various types of meetings will be held. While
these meetings are not explicitly QA/QC meetings; Quality Control issues will
always be discussed, problem areas recognized and correction plans put into
action.
format is especially important for bringing items Turner has become aware of
from its other meetings.
Turner Job Meetings. Turner shall hold monthly job review meetings.
These meeting are for Turner personnel only and shall be chaired by Turner’s
Project Manager. Attending will be the Project Director, Project Executive,
Project Manager(s), QA/QC Manager, General Superintendent, and Area
Engineers, and Superintendents directly involved in the items to be
discussed. Minutes of the Turner Job Meeting are distributed to all attendees
and a master copy is kept with the job files. This meeting provides a formal
communication for the Engineering and Superintending staff to review status
of purchasing, engineering, fabrication, deliveries, field installation, problem
areas, quality issues, and closeout. (See Section 6 for sample of the Job
Meeting Minutes)
importance of doing the job right the first time-avoid costly and time
consuming re-work.
The Project Engineering staff will review all shop drawings and submittals
required by the contract documents prior to submitting them to WDI (who
then forwards them to UDG and its consultants). This review will not only
take into account contractual obligations but also contiguous work with which
it must be coordinated. Shop drawings and/or material submittals not
substantially complying with contract requirements will be returned to the
subcontractor for correction prior to formal submittal to the design team.
The Turner Engineering staff will provide a shop drawing/submittal schedule
that has been coordinated with the construction schedule as a tool to monitor
and control the submittal process. Wherever possible shop drawings and
submittals are to be completed well ahead of the time material is needed in
the field.
Upon contract award, and prior to any submittals or work in the field, involve
the subcontractors in the Quality Requirements of the project. Make them
understand that we want Quality Assured from the start of the project and
not just Quality Controlled at the end by correcting a punch list. If the
subcontractor gets this message early, the chance of getting a Quality job is
much improved.
Insist that each subcontractor assure the quality of the project by providing a
job specific quality control plan for his or her trade(s). The plan should cover
work in their shop if applicable, as well as work in the field. Reinforce the
“no substitutions” mind set with all subcontractors.
3.7 Mock-ups
Section 01453 of the Project Manual defines the mock up requirements for
this project. The most significant mock-up will be of two (2) full size
guestrooms. This mock-up when completed will establish the level of quality
the remaining work will be judged against. Throughout the life of the project,
Turner is constantly reviewing the Constructability of the building. As the
need arises, a mock-up will be done to help with Constructability, fit,
appearance, and quality of certain large and small items within the project.
The Project Team for comments and approval will do each mock-up prior to
the work it represents and reviewed.
♦ Interior finishes (any finishes that are not part of the room
mock-up)
The first operation of any new trade work is closely followed and inspected so
that the expected level of workmanship is established from the very
beginning. The appropriate field staff makes a day-to-day check of new
items of trade work. Each Turner staff member is constantly performing
inspections on all aspects of the project. Most inspections are performed
without any formal reporting. However, many inspections will have formal
reports as required by the specifications and/or Turner. The specifications
{01440 1.03 D} require that prior to concealing the work Turner submit a
sign off sheet to WDI, signed by Turner and the appropriate subcontractors,
indicating that the work has been installed in accordance with the Contract
Documents and has been reviewed and approved as required by the
applicable testing and jurisdictional authorities.
Turner and the appropriate subcontractors will coordinate and implement the
inspection requirements of the City of Anaheim, as required by the local
building codes. Inspections and sign-offs will be obtained from the
Mechanical, Electrical, and Building Inspectors, as well as the Fire
Department where applicable.
Throughout the life of the project Turner’s Quality Control Staff will submit
weekly reports to WDI indicating non-conforming items of work with an
explanation for the cause of the non-conformance (if applicable), and
proposed remedial action to be taken. Subsequent reports will track the
corrective action taken.
At times the project’s field staff may get too involved with production and the
quality may suffer. The help overcome this, Turner will periodically hold
“quality tours” by Turner staff who are not assigned to this particular project.
These objective observers help the job staff to see all of the forest and not
just the trees. The principal is the same as a safety inspection, another set
of eyes to assure that Turner provides the best possible quality.
Each subcontractor shall confirm that their materials and equipment are
packed and protected and preserved in proper manner to avoid effects from
supports, bracing, lifting, and items are strong enough to withstand shipping
and handling; and preservation procedures are sufficient and complete.
Unloading at the site shall be accomplished using only the proper equipment
of the correct size and standard practices. All materials shall be inspected
before unloading and after unloading. Any damage to be immediately noted
and reported to the subcontractor for replacement before installation.
Whenever practical, materials delivered to the job site shall be stored under
permanent cover and protected from environmental elements (direct sun,
wind, rain, etc.). If there is no permanent shelter available and the materials
must be stored in the open then each subcontractor shall confirm that:
While it may seem very basic, one of the best ways to maintain the quality in
the final product is to protect it from the construction environment after it is
completed. Each subcontractor will be responsible to protect his or her own
work. Not only will we instill in the trades the desire for a quality project, but
also we will promote respecting the work of others.
From time to time Turner will call on specialists outside of the immediate
project team. The construction industry has many associations and societies
that zero in on specific areas of our business, and are a great source of
specialized expertise. Following their recommendations before the fact may
save future problems, though we should always remember that the design
responsibility lies with the Architect, not an association.
Turner also has a wealth of in-house staff that have had experience in many
and varied fields. Where the job staff may not have the appropriate
experience, other staff within the territory, and/or company may have
experience with a new or difficult trade. The Turner internal e-mail system is
the conduit for communicating with other staff members not assigned to the
Grand Californian Hotel.
When situations occur where the Architect and or its consultants are plowing
new ground – using new and maybe untried systems or methods. Turner may
suggest that a third party expert do a peer review. Turner is not against new
materials or products, but we must protect WDI if at all possible. If required
this peer review would provide another set of eyes to look at the proposed
design element. We have used Peer Reviews successfully on other projects
to look at such things as EIFS and waterproofing details. The cost for a peer
review is normally paid by Owner, but could be included as part of the cost of
work.
At the project level, Turner will call upon manufacturers, vendors, and
subcontractors to present information on the latest procedures or materials
to supplement current “know-how” in such areas as: roofing, flashing, glass
and glazing, EIFS, sealants, themed construction, mechanical and electrical
systems as required. One probable seminar for the Hotel would cover the
Guestroom Locking system provided by manufacturer.
The following procedures are for the typical guestrooms and suites. The
procedures will be similar for all other areas.
At this stage Turner will inspect the rooms. Any discrepancies will be noted
on the typical guestroom inspection form (see the Appendix for sample
forms. A job specific form will be developed during the room mock-up). The
superintendent performing the inspection will use colored dot stickers
numbered to correspond to the item on the list of discrepancies. The master
list of discrepancies will be input into to an Excel (or similar) spreadsheet,
which can then be sorted by subcontractor. Once the corrections are made
the rooms should be 100% complete. This work will be done prior to the
installation of the FF&A.
Turner’s FF & A Coordinator will inspect each room prior to requesting WDI to
review the room as substantially complete. See section 3.18 for substantial
completion procedure.
The procedure for this section can be broken up into four parts, checkout,
startup, demonstration and acceptance. Each part will be monitored using a
job specific startup and demonstration log. Specification sections 01788
Project Record Documents, 15030 HVAC Commissioning, and 16900 Electrical
Commissioning Plan have very specific programs for the start-up and
commissioning of the M and E systems. Turner will develop a program, with
input (and concurrence) from the appropriate subcontractor(s), WDI, and the
Architect and its consultants that will include and supplement these
programs.
Equipment Checkout. All equipment and systems (or portions thereof) are
to be completed, inspected and checked prior to startup. Equipment is to be
Startup. After equipment and systems have been checked for compliance,
a startup checklist will be performed for each piece of equipment or system.
Each responsible subcontractor will perform startup, and/or manufacturer as
required by the specification and recorded in the Systems Startup and
Demonstration Log.
The size of the Grand Californian Hotel establishes the need to complete,
inspect, and turnover the facility in several steps or phases. These phases
will be broken down into several areas such as guest rooms, public areas, TI,
RD&E, kitchen or food service, back of house, administrative areas, building
exterior, site landscape and hardscape, and other areas as necessary.
When the Work has reach substantial completion Turner will submit a written
certification to WDI stating that a designated portion of the work has been
inspected and that the Work is complete in accordance with the Contract
Documents and ready for WDI’s review. The written certification will also
contain a list of items to be completed and/or corrected (AKA punchlist). WDI
and Turner (and Architect or consultants) will then make a review of the work
to verify the status of completion, and add any items to the list they agree
may be necessary. To help expedite this process it may be desirable for
Turner and WDI to develop the items to be completed and/or corrected
together.
The punch list process must be established early in the job. Turner will take
the lead in developing the review process. A team consisting of
representatives from Turner, WDI, UDG, and any consultants or
subcontractors that may be necessary will then review the process and
provide any comments and/or suggestions. A standard form will be
developed that will be used for all punch lists that will be able to sort by
responsible subcontractor, room, area, and/or floor number. It is important
that there is consistency in how the punchlist is tabulated.
Turner is a strong believer in the use of “Items to complete lists”. These lists
are generated prior to substantial completion, with a goal of zero
punchlist. We find it more effective to conduct our own continuous
inspections prior to inspection by the Owner or Architect.
Turner will recognize those individuals and companies who provide a quality
service and product. We have experienced that an amazing synergy can be
built among the trade workers by such a program. Providing an incentive
that the project is “theirs” contributes greatly to a conscientiousness of
quality by the trade workers.
The Individual Award will be given out once a quarter to that individual (or
individuals) who have shown exemplary quality efforts for that quarter. The
individual will be someone who has been working in the field for at least one
month during each quarter. The person will be recognized by a special "gift',
such as a Turner baseball cap, jacket, coffee mug, project photo, T-shirt, etc.
The Company Awards will be given out once a year (twice during the life of
the project) to the companies who have shown an outstanding effort toward
the overall quality of the project. The companies will be recognized by the
issuance of a QA/QC Plaque.
All awards will be judged and recommended by the Turner Project Staff with
input from WDI and Urban Design Group, and their consultants (if applicable).
The following is a listing of the staff responsibilities for the QA/QC Manager,
General Superintendent, and Project Engineering Manager. Of course these
responsibilities also delegate down to the Area, and Assistant level positions.
All Staff
QA/QC Manager
General Superintendent
Inspect deliveries
Understand and communicate sequence of work
Maintain a safe and clean project
Develop Turner “ work to complete” or pre-punch lists.
Perform final walk through with WDI, develop actual punchlist
Work with Engineer to establish turnover procedures
Contents