Lunda Quality Management Plan Contractor-Engineer Conference Presentation January 22, 2009

Presentation Topics Background Bridge Industry Typical Quality Issues Lunda’s Quality Management Plan Quality Management Plan Field Implementation Results Conclusion

Need for Quality In today’s economic and political climate, government must find ways to trim costs and manage cash-flow while continuing to deliver excellent customer service. Elected officials are challenging their departments to increase efficiency, prevent errors and provide the traveling public with more value for their tax dollars. FHWA and WisDOT are emphasizing quality and challenging contractors to take a more active role in ensuring a quality product.

Defining Quality Expectations How do project owners communicate quality requirements to the construction contractors? - Plans - Standard Specifications - Special Provisions - On site communication  Field Manager WisDOT Report of Contractor’s Performance Form Quality of Work – construction methods, materials, structural adequacy, appearance, workmanship, attention to detail (30% of score)

Quality Benefits Safer projects Longer lasting more durable projects Satisfied clients More efficient work effort More profitable work More enjoyable work More employment opportunities

Typical Bridge Industry Quality Issues Structure layout problems Preboring problems Rail anchorage and anchor bolt placement problems Finishing beam seats at correct elevation and making them level Deck curing (timeliness of covering and fogging) Damaging girders during deck removal Improper welding techniques Formwork (fit and finish) Cracks in prestressed girders Erosion control issues

Lunda Quality Management Plan Development Lunda management evaluated internal and industry quality issues Lunda created a QM organizational structure Determined QC roles and responsibilities Worked with a consultant and WisDOT to formerly draft a Quality Management plan Implemented the plan in 2008

Lunda Quality Organization Level 5 Corporate Management Level 4 Region Manager Level 3 Superintendent Level 2 Foremen Level 1 Craft Labor-Unskilled Level 1 Craft Labor-Skilled Safety Director Quality Management Director

Lunda Quality Control Policy Quality is an important aspect of all our work and we expect an unqualified commitment to high quality performance from every Lunda employee. Our clients want and deserve our very best performance on their projects. Each employee should expect nothing less than their best from themselves and others within Lunda. It is the expectation of both Lunda and our clients.

Quality Control Manager Responsibilities Provide independent quality oversight for all regions Perform independent reviews of ongoing projects and write a Job Quality Report for each visit Perform training and instruction Review and assess non-conforming work and assist staff to learn from and eliminate its occurrence Review owner assessments and discuss and set goals to address shortfalls Address industry issues through Bridge Tech Committee Develop and ensure completion of Quality Hold Points in the field

Quality Hold Points A Quality Hold Point (QHP) occurs when an individual or a crew complete an element or sub- element of the project and they stop to ensure that the just completed work meets the plans and specifications for that work.

Quality Hold Points QC Manager creates the hold points for each project with a series of Quality Forms Project Superintendent will share the QHPs with the engineer and then with the foremen and crew Foreman will apply the QHPs in the field and initial and date QHP form when hold point is completed QC Manager and Superintendants review on regular basis the QC forms to ensure the QC program is being followed Job Quality Report is also issued after each site visit by the Quality Control Manager

Lunda Program Successes Increased overall quality awareness Rework is down Reduction in layout errors through the Lunda’s internal review process Quality of deck pours has improved Several written procedures /guidelines have been created and implemented (Sawcutting, deck removal, slab span decks, etc.) Best practices are being developed and implemented Sharing of knowledge through the Job Quality Reports and on site visits Improved relationships with project staff and have more satisfied owners

Future Program Development Continue to improve the quality of Lunda work Learn from problems and develop best practices to eliminate them in the future Continue to research other quality management techniques and policies and apply internally Continue to develop and refine the Quality Hold Points and Quality Control forms Continue to improve participation in the QC process by foremen and superintendants Expand Quality Management program to monitor subcontractors

Conclusion “A quality controlled job has the lowest cost to the contractor and the greatest satisfaction for the specifier and owner……A contractor can pay for the controlled cost of a quality control system designed to provide the appropriate level of quality, or the uncontrolled costs associated with low quality work.” The Contractors Guide to Quality Concrete Construction Patrick Wiseley P.E. Cell