08 cmgt 360 lesson plan 8 tqm - bldg commissioning - safety

8/18/2019 08 CMGT 360 Lesson Plan 8 TQM - Bldg Commissioning - Safety

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Lesson Plan No. 8TQM – Safety - Building Commissioning

Project ManagementInstructor: David Shirah

CMGT 360 California State University, Chico

TQM & Safety

TQM (Total Quality Management)

• Relatively new concept in construction, but has madesignificant impacts during the past two decades inmanufacturing

• The entire concept can be summed up as:

1. Customer satisfaction

2. Never ending, continuous, incremental improvement

process

TQM & Safety

TQM (Total Quality Management)

• Customers are considered to be everyone involved inthe building process from designers to subcontractorsand employees

• Does away with hierarchical barriers with input from allthe parties encouraged to be part of the process( ideasflow more freely)

• TQM is everyone’s responsibility and everyone’srewarded


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TQM & Safety

When it comes to quality and safety, attitude is everything.To achieve quality results and safety performance,

Construction Managers must:• Ensure they have good quality plans andspecification

• Provide experienced and adequate supervision on all jobs

• Ensure all workers are qualified to do the job they

are hired to do

• Never accept inferior work

• Instill an attitude toward high quality and safetythroughout the project team

TQM & Safety

! Quality & Safety (Continued)

• Project Manager and Superintendent are accountable fordevelopment and implementing quality and safety plans

• Must have the support and participation from the field

• Quality and safety are ultimately achieved at the laborforce level

• Employees and subcontractors alike must embrace the

plans and be acknowledged for their efforts to producequality work and a safe working environment

• Quality Management Plan should be in place beforemobilizing work at the site

TQM & Safety

Quality & Safety (Continued)

• Defining Quality:

•

The quality of a project is set through the plans andspecifications by the architect ad engineers

• “Quality” is meeting or exceeding the requirementsof the plans and specification

• “Construction is not a perfect science, and it would be

impossible to produce a project without some defects,failures, or complaints. After all, you are working with

imperfect materials and imperfect people.”


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TQM & Safety


•

Defining Quality:• Quality is one of those factors we discussed that

would impact cost and/or the project schedule

• Example of how quality can impact price:

– RS Means has a cost calculator atwww.rsmeans.com for various types of buildings

with three distinct levels: low, medium and high

TQM & SafetyQuality & Safety (Continued)

• Defining Quality: Four examples of price differences are given for anapartment, high school, warehouse and parking garage projects

Problem arises when the quality of design is not communicated to

the owner by the designer and the owner take exceptions with the

contractor

TQM & Safety


• So how do you work towards achieving quality?

• Do things right the first time

– Project team needs to know the quality standards and the best wayto achieve them communicated

• Prevent things from going wrong

– Project team must be one step ahead of the work in terms ofoversight and supervision through preparatory inspections andcatching things before it becomes and issue

– Responsibility of the entire team not just the superintendent

• Continually improve the process (TQM)

– Never ending

– Small steps


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TQM & Safety

Quality Assurance and Quality Control

Quality Assurance•

Long-range view toward developing systems that produce high- quality work consistently

• Practices that affect quality for better or worse:

– Hiring: have high quality standards (skills, attitude, pride & safe practices

–

Training Programs: employees must be consistently trained intechnical skills and techniques

– Safety: establishment of rules, regulations and standards

– Hiring subcontractors: low bid not always good ! pre-qualifysubcontractors in advance of bidding

– Procurement methods: pre-qualify

– Employee incentives: recognition awards and incentives


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TQM & Safety

Quality Assurance and Quality Control

Quality Control•

Quality at the project level and is implemented on the jobsite• Quality Control Practices:

– Submittals

– Mock-ups: building small models utilizing specified materials

– Shop Drawings

– Testing Standards: in accordance with industry and testingstandards spelled out in the specifications (ASTM, UL)

– Independent Testing and Inspections: Soil, concrete, bolt torque

– Building Code Requirements: ensures work conforms with code

– Supervisory Inspections: contractor/subcontractors supervise theirwork throughout the process

TQM & Safety

Safety (Component of Quality Management)• Project Managers and Superintendents are responsible

for the safety of their workers on the jobsite.

• Must set standards for safety up front and be forever

diligent regarding adherence safety plans and OSHA

• In 1970, the federal government established an agencycharged with developing safety standards for

construction and all other industries in the U.S.

Occupational Safety and Health Administration (OSHA)

• OSHA plays big role in construction safety and has theauthority to issue citations and assess fines for

violation of OSHA standards

TQM & Safety

Safety (Component of Quality Management)• Construction is dangerous work

• Accounts for more than 20% of all occupational fatalities

• 6,000 die from workplace industries yearly in U.S.

• 50,000 die from chemical exposure

• 6 million suffer non-fatal injuries

•

Safety is an attitude. It starts with topmanagement and is reflected on the jobsite in many

ways through training, tailgate meetings, housekeepingand intolerance of violations


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TQM & SafetySafety (Component of Quality Management)

•

All contractors/companies must have safety plans for theiremployees. Typical Table of Contents:

• Your responsibility

•

Safe Work Rules• Personal Protective Equipment• Machinery and Equipment• Elevated Work• Excavation and Trenches• Hand and Portable Electric Tools• Fire and Flammable Material• First Aid• Housekeeping• Weekly Safety Meetings• Medical Treatment and Injury Report• Hazardous Substances• Facts about Workers’ Compensation• Drug-Free Workplace Policy

TQM & SafetySafety All contractors/

companies must have

safety plans for theiremployees.

TQM & Safety

Safety (Component of Quality Management)

• Weekly Tailgate Safety Meeting (OSHA Requirement)•

Reinforces safety as a high priority on the jobsite

• Conducted weekly with workers

• Choose a topic weekly and discuss

• Employees sign and meeting filed

• Safety Officer – Designate and workers must know

• MSDS Sheets - Material Safety Data Sheets (OSHA Requirement)

•

Every Safety Management Plan must have a system forcompiling and documenting chemical information on various products used on the sites called MSDS sheets

• For chemicals obtained from vendors and manufacturers(provide upon request/request when purchasing)

• Contains information about chemical exposure, protection, andfirst aid


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TQM & Safety

Safety (Component of Quality Management)

• Lost Time Frequency Rate: Man Hours ÷Incident Rate

• Total Reportable Incident Rate (TRIR): An incidence rate

of injuries and illnesses may be computed from the

following formula -

• (Number of injuries and illnesses X 200,000) / Employee hoursworked = Incidence rate)

• Experience Modifier Incident Rate (EMR): computation

that compares a company's annual losses in insurance

claims against its policy premiums over a three-year

period, excluding the most current year

• Near Misses

TQM & SafetySafety (Component of Quality Management)

Experience Modifier Incident Rate (EMR): The average experience modification rate is1.00 and simply means that a company has average workers’ compensation lossesfor their industry and will pay 100 percent of the manual premium that is set by theirstate. A higher than average experience modifier would be any number greater than1.00. A company with a 1.43 experience modifier will pay 143 percent of their manual

premium. The 43 percent surcharge reflects the higher than average claims thecompany has experienced. The experience modifier can also be lower than 1.00. If acompany has an experience modifier of .73, they will pay only 73 percent of theirmanual premium. This effectively gives the company a 27 percent discount forhaving lower than average losses, claims, and injuries. The following chartcompares different experience modifiers with varying results.

Manual Premium - $62,106

Experience Modifier - .73Discount/Surcharge - $16,769 discountModified Premium - $45,337

Experience Modifier - 1.00Discount/Surcharge - NeitherModified Premium - $62,106

Experience Modifier - 1.43

Discount/Surcharge - $26,706 SurchargeModified Premium - $88,812

Building Commissioning

Why is it so hard for the design

and construction team to

produce exactly the building an

owner wants, so that once

finished, all the owner needs to

do is open the door and turn onthe lights?


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1994 study of 60 commercial buildings found: !

More than 50% suffered temperature control problems

! 40% had problems with HVAC equipment

! 33% had sensors that were not operating properly

! And 15% were missing specified equipment

! 20-30% of building suffer from indoor air quality problems

(sick building syndrome)

“This is a pervasive absence of quality in the finished

product. Owners think they have already paid for and are

getting quality are engaging in denial. In far too manyprojects, cutting out quality has been the business norm,

not the exception.” (1998 Building Commissioning article by Paul C. Tseng)


What is building Commissioning?

! Principal goal of Commissioning

is the assurance the building

systems meet the design intent

and the building owners andoccupants are comfortable

! Commissioning helps prevent

problems that lead to

uncomfortable conditions


! We know three elements in theconstruction project triad (quality, cost

and schedule) are so closely related that

changes in one result in changes to the

others

! But, do you need to pay more and take

longer to produce a higher quality

building?

! Commissioning can actually reduce

costs and help meet aggressive

deadlines


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Commissioning is a systematic approach

Integrates & enhances the traditionally

separate functions of:

• design review

• equipment operation and maintenancedocumentation and facility staff training tooperate equipment

• and building systems functional testing and performance verification

Commissioning is a quality assurance process

Spans from pre-design to construction and

start-up and increases the likelihood that a new

building will meet the owner’s expectations

! Commissioning enables a building to begin its lifecycle at optimal productivity and assists in maintainingthis high level of performance

! Commissioning brings back the missing ingredientnecessary for all great buildings! not fancy curbappeal, but an infusion of quality

Building Commissioning is documentation

Commissioning provides documentedconfirmation that building systems functionaccording to criteria set forth in the projectdocuments to satisfy the owner’s operationalneeds.


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Key Elements of Building Commissioning

! Thorough documentation of system designintent and operating systems

!

Verification of system performance based ondocumented functional testing andmeasurement (example: air balancing)

! Preparing and submitting O&M manuals(videos) and the training of buildingoperations staff on systems operations andmaintenance procedures

! Ongoing monitoring of system performance

Project Closeout & Turnover

! Project moves from physical building toadministrative

• Close-out

• Punch Lists

• Commissioning

• Turning project over to the owner

! Closeout begins when contractor turns overCertificate of Substantial Completion (alsocalled Certificate of Completion which isrecorded)


The start of Warranty periods are generallyestablished by the filing/issuance of theCertificate of Substantial Completion


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Planning the closeout happens at the beginning and

is part of the specifications

•

Specifications for closeout include:• What constitutes substantial completion

• Responsibilities of the owner, contractor anddesigner

• Schedule of owner-furnished equipment andfurniture

• Confirmation of warranty start and duration

• Review of turnover procedures


Closeout includes turning over documents toowner

• Guarantees and warranties

• Certificates of Completion (requires final inspection)

• Operation and Maintenance Manuals (O&Ms)

• Keying schedule

• Maintenance materials, spare parts, special tools(extra paint, carpet, tiles)

• Certificates of code compliance

• Lien Waivers

• Consent of surety for final payment


Closeout of construction and subcontracts:• Preparing closeout schedule

•

Demobilize subcontractor trailers, equipment and supplies

• Terminating temporary utilities

• Issuing contractors’ certificates of completion

• Conducting pre-punch list inspections

•

Preparing punch list with architect or CM• Final inspection

•

Receiving Certificate of Substantial Completion and/or

Certificate of Completion

• Requesting Final Payment

•

Issuing lien waivers and consent of surety of payment

• Receiving final payment


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Closeout construction office:•

Inventory office equipment, furniture & supplies

• Change field office address

• Terminate phones

• Terminate office rentals and leases

• Demobilize office and remove from site

• Reassign field office staff

Final Closeout & Turnover

! Closeout could be as long as a yearrequiring the contractor to operatebuilding systems during the warranty period (depends on specification)

!

Final thought !.closeout is where acompany’s profit margin can be easilylost if attention to detail and compliancewith plans and specification are not practiced

End Lesson Plan No. 8TQM – Safety - Building Commissioning

Project Management

Instructor: David Shirah CMGT 360 California State University, Chico

08 cmgt 360 lesson plan 8 tqm - bldg commissioning - safety

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