A General Contractor’s Quality Journey - MNASQ.org · Quality in the Construction Industry ......
Transcript of A General Contractor’s Quality Journey - MNASQ.org · Quality in the Construction Industry ......
> A General Contractor’s Quality Journey
Quality is like concrete: They are both harder than they look.
2
The Construction Industry Culture
Caste System
The craftsman with the most/best skills is king
Knowledge is power
Information is hoarded
The hardest workers are promoted, not necessarily the best
Construction workers are voracious problem solvers
Get ’R Done - NOW!
Are you Done Yet?
We’ve always done it that way
Don’t reveal your mistakes
You can’t put me behind a desk job!
3
The Construction Challenge
Everything is unique
• The Facility
• The Location
• Drawings and Specs
• Project Schedule
• Project Partners
• Project Team Members
• Subcontractors
• Craftsman
• Material Suppliers
• The Results
4
Quality in the Construction Industry A Generic Picture of the Past
Quality was narrowly defined – just meet the specs
Inspect quality into the work …. only if you had to
Fit & Finish are in the eye of the beholder
Repeat the work until the customer accepts it
Craftsman skill dictated the quality of the work
Quality often took a back seat to schedule and cost
5
Productivity Construction vs. Manufacturing
6
Effect of Quality Mistakes on Cost Inflation and Project Estimates
90
95
100
105
110
115
120
Project A Project B Project C Project D
Unquantified Impact of Mistakes
Budget (Hours)
7
Would you tackle this job?
Job Description:
Stop the Bleeding!
8
Defining our Quality System
Take what has always worked and add:
• PDCA
• Malcolm Baldrige
• Army Corps of Engineers
• Lean/Kaizen
• Six Sigma
• ISO 9001
• Secret sauce
The system must integrate Safety, Quality, Efficiency to improve Cost, Schedule, and Morale
9
Mortenson’s Quality Vision
Our vision is that Mortenson will do the job right the first time with Zero Rework.
We will implement and continuously improve a quality system that will help create the best experience for our customers, team members, and partners while stimulating company growth.
The purpose of the system is to achieve excellence in all aspects of our business and support the Company’s Strategic Objectives.
10
Mortenson’s Quality Objectives
Customer Satisfaction - Meet or exceed customer expectations and attain Far Superior Performance Evaluation Survey (PES) scores.
Do it right the first time with zero injuries and zero rework.
Process Improvement - Define, document, simplify, and continuously improve all business and construction processes and increase efficiency.
Reduce the time & cost of construction through by eliminating waste, rework, and non-value added practices.
11
The Mortenson Quality Fundamentals Define our Quality System
1. Customer Relationships and Engagement
2. Quality Management Planning
3. Integrated Planning
4. Quality Event Management
5. Best Practices
6. Quality resources
7. Quality training
8. Assessments
12
Customer Relationships and Engagement
Focusing on customer relationships and engagement will be central to everything we do.
Understand our Customers
Listen to what the Customers are asking for and what they don’t ask for – Track it
Get them involved
Make a good first impression and leave a lasting impression second to none
13
Our Customers
Primary Customers
• Owners
• Customer Representatives
• Architects and Engineers
• Subcontractors
Other Customers
• Code Authorities
• Community Organizations
• The Public
• Ourselves
• Many, many more...
14
Customer Defined Success Factors
15
Performance Evaluation Surveys (PES)
16
Performance Evaluation Surveys (PES)
17
Customer Testimonials
Jerry Abramson, Mayor of Louisville, KY
• KFC Yum! Center
Joel Maturi, Director of Athletics, University of Minnesota
• TCF Bank Stadium
Jerry Bell, President, Twins Sports, Inc.
• Target Field
Jim Host, Chairman, Louisville Arena Authority
• KFC Yum! Center
Video
18
Quality Management Planning
All projects will have a written Quality Management Plan that is used to manage each “definable feature of work”
Develop & Implement Project Specific Quality Management Plans
• Custom fit the processes to the project
• Identify standard company quality procedures that apply
• Document how the quality system will work on the project
Perform Quality Control on Self Performed Work
• Inspect the work with detailed scope specific check sheets
Perform Quality Assurance as a GC
• Require subcontractors to do their own QC and prove it
19
The Quality Management Process
20
Scope Specific Check SheetsDone is Done : Right is Right
21
Integrated Planning
An Integrated Plan that coordinates safety, quality, and productivity will be documented and used to plan each phase of work and high risk activity.
22
Integrated Planning
23
Integrated Planning
24
Integrated Work Plans
25
Quality Event Reporting and Management
Quality events will be reported in the Event Management System and investigated with corrective and preventive actions managed.
26
Quality Event Analysis
27
Best Practices
Mortenson Best Practices will be used for all High Risk Activities.
28
Best Practices – Merging Safety, Quality and Efficiency
29
Quality Resources
Each group will assign quality resources to include a dedicated Quality Leader (Director or Manager), a Quality Leadership Team, and an assigned person responsible for quality on each project (ex. Quality Managers for large or complex projects or assigned PE or APM for smaller jobs).
• A Quality Council was formed to lead the company
• 29 Quality Professionals have been hired/assigned to company, group, and project positions
• 67 “Quality Champions” have been assigned to oversee the project quality management process
• 84 “Process Stewards” have volunteered to create/manage Best Practices
• 191 “Subject Matter Experts” have been identified and are made available to help with Best Practices, planning, consulting, etc.
30
Quality Structure and Resources
31
Quality Training
Quality training will be provided for every project team member.
Quality related courses were created in MortU
• Training for all Team Members is tracked monthly
• Old courses are refreshed and new ones are added as the
quality system evolves
Subcontractor Quality Training was developed
• Quality Committed at the Top
• Quality 101
• Integrated Planning
32
Quality Assessments
Periodic assessments of the quality system will be conducted at the company, operating group, and project levels.
33
Continuous Improvement
34
Effectiveness – Does our Quality System make us a better company ?
Customer Satisfaction – PES is up
Quality Event Reporting is up – nearly 3,000 shared to date
Sharing Best Practices is up – 1,200 completed to date
We have a tourniquet on the bleeding
Cost performance is up
Productivity is up
35
Safety Performance Improvement Reduced Recordable Injury Rate
0
1
2
3
4
5
6
7
8
9
10
Mortenson
Craft
BLS
CII
Mortenson 5.11 5.74 4.47 5.87 3.88 5.06 2.98 1.69 1.28 0.32
Craft 7.46 8.66 5.20 3.52 3.02 0.82
BLS 7.1 6.8 6.4 6.30 5.90 5.40 4.70 4.30
CII 1.23 1.16 0.88 0.72 0.58 0.68 0.57
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
36
What’s Next for EfficiencyLean / Kaizen Goals
Mortenson Kaizen Promotion Office (KPO)
Goal: Reduce the time of construction by 25%
Goal: Reduce cost of construction by 25%
Provide Standard Work Instructions for each Crew Member
37
Where are we going from here?
Subcontractor Quality
Design Phase Quality
Increase Design/Build
Mortenson’s 4th Phase of Control
Standardization
Modularization
The sky’s the limit.