1 / 33

Agenda

Agenda. Approach Challenges Successes and Failures Lessons Learned or Do’s and Don’ts. Background. QA/QC is a fundamental element of the FTA PMOC program Urban is ISO 9001:2015 certified and has been committed to a formal Quality program for more than 30 years with TQM initially

Ava
Télécharger la présentation

Agenda

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. 2019 Transit Construction Workshop

  2. Agenda • Approach • Challenges • Successes and Failures • Lessons Learned or Do’s and Don’ts

  3. Background • QA/QC is a fundamental element of the FTA PMOC program • Urban is ISO 9001:2015 certified and has been committed to a formal Quality program for more than 30 years with TQM initially • Urban led the updating of the FTA Quality Management Guidelines over the past decade • We have also participated in CMAA and ASQ Design and Construction Division Guideline and Policy development

  4. Outline the Quality Plan Focus - Approach • Establish Quality Policies • Line up these policies with the organization’s Mission Statement • Create policies that are clear and measurable • Quality Standards should be based upon FTA Guidelines (recently updated 2019) • Relationship between FTA Guidelines and ISO standards exist

  5. Challenges to Preparing your Quality Plan • Identify the full range of challenges • Keep it simple enough to be useful • Develop with top management input and buy-in • Make sure the procedures being listed are capable of being followed • Say what you do, do what you say

  6. Define your Quality Management System • Based upon the FTA Quality Management System Guidelines • Relate FTA’s 15 elements to ISO 9001:2015 • Urban’s System is based upon ISO 9001:2015 • Who maintains control of your Quality Documents? • Every quality organization must have a Configuration Management system to control documents • Aligns with an effective Document Control system

  7. FTA 15 Elements

  8. Frequency of Internal Quality Audits • Review Audit schedule • Management meetings Quarterly • Routine meetings on projects weekly • Audit every element of the Quality System at least annually • Example on the following slide

  9. Sample Audit Schedule

  10. PMOC Observation of Project Sponsor Audits of the 15 Elements

  11. Audit Report

  12. Control of (NCR’s) Non-Conformance Reports • Hold periodic meetings to review the status of the NCR Log • Review actions and updates assigned to specific individuals for resolution • Hold resolution schedule dates without delay

  13. Examples of Nonconformances

  14. NCR/CAR Form SAMPLE

  15. Corrective vs. Preventive Action • Corrective Actions • Addresses a detected nonconformity or other undesirable situation • Prevents recurrence • Preventive Actions • Eliminates the cause of a potential nonconformity or other undesirable potential situation • Prevents occurrence

  16. Corrective Action Examples • Revising a specification, drawing, and/or procedure • Issuing a new document to provide instructions • Modifying or procuring new equipment, fixtures, or tooling • Changing the process • Incorporating additional inspections or tests • Training the individual that caused the nonconformance

  17. Root Cause Analysis • Identifies the actual cause of the problem • Analyzes a problem beyond the obvious symptoms • Fixing the most obvious condition may not solve the problem and could result in further complications or delays • All possible conditions and combinations must be explored before a problem can be eliminated • This is true whether the problem involves a piece of equipment, a process, or an individual

  18. Preventive Action Examples • Documentation of quality system peer reviews • Constructability reviews • Benchmarking • Value engineering • Lessons learned • Training • Statistical Process Control (SPC)

  19. How to Manage Corrective and Preventative Actions (CAPA) • Determine the failure mode through a root cause analysis • Turn into a lessons learned if possible • Also consider implications of an overall organizational policy revision

  20. Mitigate Resistance to Change • Provide participation in quality-related activities at all levels • Select the right time to start • Work with the recognized cultural leadership • Start with small quality-related initiatives • Provide enough time for change to take affect • Avoid surprises that negatively affect outcome • Treat people with respect and dignity • Deal directly with the resistance

  21. Developing a Construction Quality Control Plan • Preparatory meeting to coordinate a construction quality control plan and audits • Communicate construction tolerances for project elements • Determine what the intended outcomes need to be • Make sure quality program is achieving the expected results per the plan and design

  22. Maintaining a Construction Quality Control Plan • Don’t just assume • Use of approved shop drawings • Coordinated material test program • Properly calibrated equipment • Final inspections and certifications element by element

  23. Maintaining a Construction Quality Control Plan Cont’d • Quality Plans of all subcontractors reviewed and folded into the prime contractor plan • Monitored by the prime QA personnel • Quality Training for all project personnel at the beginning of the program by prime • Daily Inspection Reports • Approved Equipment • Records recovery for all documents • Use of appropriate certifications ACI, AWS, etc.

  24. Project Quality Plans Specifications and Documents • Project Manager • Quality Assurance/Quality Control Management representative supported by the top of the organization • Inspection and testing plans -execution and follow up • Factory and on site testing and approvals • Complete System Test Program and Revenue Service

  25. Project Quality Plans Specifications and Documents • What happened to control of NCR’s • The entire organization must know of the consequences of Quality failures • Scheduling the project completion inspections and quality closeout process • Must follow the project specifications and the master schedule • Turn over quality records upon completion

  26. Project Quality Success Examples ESA Success • Contract completed four separate soft ground single-track (22 ft. dia.) tunnels, totaling approximately 14,000 LF, beneath Amtrak NEC (NYC-Boston) and LIRR Mainlines and Amtrak/NJ Transit's Sunnyside Yard in Borough of Queens, NYC. • Tunnels were constructed using two new Slurry (variant of EPB tunneling) Tunnel Boring Machines and pre-cast concrete tunnel lining panels. • There were no issues with fabrication, installation or performance of tunnel lining panels.   • This demonstrates successful use of comprehensive contractor and fabricator QA/QC programs and effective monitoring and oversight by MTA.

  27. Project Quality Failures Examples ESA Failure: • Open-Cut Excavation Contract was defaulted by NYC MTA for cause. • Cause due to inadequacy of contractor QA/QC program and failure to properly socket slurry wall into underlying bedrock in many areas (this was a hidden defect). • In addition, MTA failed to provide effective monitoring and oversight during construction. • Work on incomplete slurry walls was resumed by a new contractor. • Cost to cure was $17 million.  • Issue points to inadequacy of contractor QA/QC program and failure of MTA to provide effective monitoring and oversight during construction.

  28. Project Quality Success Examples WPLE Success: • LACMTA successfully implemented a process for the Contractor's Quality Management to have "pour cards" completed prior to placement of concrete. • Engineer of Record (EOR) signoff was also required.

  29. Project Quality Failures Examples WPLE Failure • A geotechnical instrumentation subcontractor installed instrumentation and an automated surveying system to monitor the project-wide building and utility settlement markers and other instrumentation.  • The automated system was not able to function properly in many cases. • LACMTA issued multiple non-conformance reports (NCRs) and required the subcontractor to implement manual surveying.

  30. Lessons Learned in Quality Programs • Successes and Failures as described in the previous slides can each be a Lessons Learned. • Quality Management Representatives must report to a top executive, independent of the work being performed. • Quality Training of program’s employees must occur early to communicate the program’s needs and expectations in order to prevent problems from occurring. • Utilize a Log for non-conformances, assigning actions to specific personnel including due dates, with follow-up at periodic meetings.

  31. PMO Review LACMTA Conclusions, Recommendations and Resolutions • The PMOC identified 15 conclusions and recommendations including that LACMTA: • Consider updating several of their Quality documents to reflect consistency between the program procedures based on ambiguities identified in the QMP, project staff, consultant roles and responsibilities • Consider conducting more than one audit each year • Perform regular Quality Management surveillances on consultants as well as contractors • Assign a senior quality engineer to the regional connector project • Consider implementing project-specific quality plans

  32. Observations in Quality - SUMMARY • If you don’t have time to do it right, when will you have time to do it over? • How transparent should we be about mistakes? Are we the only ones who could have made that mistake? • The value of communications • Keep it simple “The Deming Cycle” • Plan-Do-Check-Act (Adjust as necessary) • Aim at similar expected outcomes through effective communications • How long will they remember whether the job went over budget or was late? What about the quality outcomes, will they last longer if your project falls apart or worse yet fails catastrophically? • Others…

  33. Questions & Open Discussion

More Related