Quality Management of Industrial Construction


Ledbetter, William B.; Allshouse, Brooks; Ledbetter, Bonnie S.; Stukhart, George   (1986, ASQC)   QMA, Inc., College Station, TX

40th Annual Quality Congress, May 1986, Anaheim, CA    Vol. 40    No. 0
QICID: 3248    May 1986    pp. 632-641
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Article Abstract

Construction quality has declined significantly in recent years in the United States. One industrial Owner (Owens Corning Fiberglass Corporation) decided to undertake the development of a quality management program designed to achieve th especified level of quality in a cost effective and timely manner. Using the services of an independent consultant, a program was developed which included the aspects of quality assurance (as an Owner function), quality control (as a Contractor function) and quality review. The program has been field tested on an actual "greenfield" construction project and revised to achieve a cost effective program. The keys to the success of the program include 91) a formalized contractor quality control program which places the responsibility for construction quality control on the individuals doing the work, (2) adequate documentation of all quality matters to include the causes for all quality problems, (3) detailed checklists for the owner and the contractor to use in quality checking of work, (4) resource information to assist the owner's representative in managing quality, and an owner commitment toward achieving the specified level of quality. Benefits of the program to industrial owners who use fast-track multi-prime contracting methods include better documentation, less rework, less delays, fewer claims, reduced costs of quality management, and increased capability on the parts of both the owner and the contractors to achieve the desired quality level on time and within budget.


Construction industry

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