Hotel Quality Control Plan

Quality Control ProgramExample: Grand Californian Hotel

1. Quality Assurance and Quality Control-Introduction

Quality means different things to different people. Indeed, the priorities of the three components of construction; budget, schedule, and quality differ for every project. The core project team for Disney’s Grand Californian Hotel, comprised of Walt Disney Imagineering (WDI), Urban Design Group (UDG), various design consultants, Turner, and various subcontractors is obligated to deliver the project in accordance with pre-described requirements and procedures established by the Contract Documents. Quality Assurance is the plan to effect this, and Quality Control monitors the results of the plan. Correcting the punch list is one form of Quality Control, but the Quality Assurance part starts long before.

While the Program is directed toward Turner’s efforts in the building process, you will note throughout that Quality is everyone’s business. WDI, the various Architects, Engineers, Consultants, vendors, and subcontractors, along with Turner, must all be involved in a successful QA/QC program. If one is absent quality may be impacted.

As the table of contents indicates, the QA/QC program is broken down into 8 major sections. The majority of the program is covered in sections 2 and 3, and section 8 is intentionally left blank in the initial issuance of this program for future quality updates. The Appendix found in section 7 provides some typical checklists and monitoring tools that can be used to formulate more detailed job specific checklists.

Quality applies not only to the physical elements of the construction project but also to our scheduling, cost reporting, estimating, purchasing and accounting functions, virtually everything we do. Quality is an attitude we must necessarily have as individuals, and as Project team members. The attitude of wanting to do the best possible work and service for our clients, and us is what underlies the foundation of our Quality Program and the success of its results. Quality must pervade all activities of our everyday work life. We must constantly ask ourselves; what have I done today to help assure the quality of the project?

Whether we are dealing with a complex exterior wall system, highly themed finish work, a simple ceramic tile installation, a schedule, a payment application, or an updated estimate we are committed to providing Walt Disney Imagineering, our valued client, a quality job!

TURNER CONSTRUCTION COMPANY

Quality Control Program – Page 2Example: Grand Californian Hotel

David Holland Joel A. SeatonProject Manager-Engineering Project Manger-QA/QC

4/23/00 Turner Construction Company – QA/QC Page 2


2. Quality Control Program Overview

Turner Construction Company’s Quality Control Program starts with the Preconstruction/bidding stage of the project and continues throughout the entire construction, and closeout process. During the subcontracting process Turner will work closely with WDI, the Architect and its consultants to identify and avoid potential problems, which may arise or be noticed as a result of proposed design methods or features.

Our engineering staff will work with the Procurement Manager to develop subcontractor scopes that not only cover scope of work items, but also address important submittal, mock-up, Constructability and quality issues and requirements.

This effort is followed by the thorough review of subcontractor submittals including shop drawings, certifications, samples, and product data, by the Engineering staff. This review assures that the trade subcontractor’s planning conforms to the contract documents. From this review, problem areas can be discussed with the subcontractors, Architects, consultants, and WDI. Procedures and methods for the proper fabrication and installation of the work can be established. Following approval of the submittals by the Turner project engineering staff, WDI, and UDG the Turner superintending staff carefully reviews each submittal item with the appropriate trade contractors so that there is a complete understanding of the installation techniques and quality control standards.

In many cases, prior to the start of any new item of work, we have the subcontractor prepare initial sample installations for review of quality and performance standards, which are established and enforced until final completion and acceptance of the work. Any work falling below the standards of the approved sample area of work is rejected.

The General Superintendent and his staff oversee the inspection of all field installation work. Various area superintendents share this responsibility, each following only those subcontractors performing work in their respective areas. Where appropriate, materials and fabricated items are inspected at the shops or plants of the manufacturers and again on the site to assure that all material is satisfactory before installation. The engineering staff due to their familiarity with the shop drawings and product data normally performs shop or plant inspections.

The first operation of any new trade work is closely followed and inspected so that the expected level of workmanship is established from the outset. The appropriate staff makes a day-to-day check of new items of trade work. We often call upon the field representatives of material manufacturers, suppliers and product institutes to provide first hand technical information and instruct the subcontractor’s personnel on the installation of their products. In



unusually difficult or complex situations, our Southern California or corporate staff who have access to company wide experience and information provides additional support to the Turner job staff.

Structural inspections involving both material and workmanship will be conducted by independent testing agencies retained by WDI. The Testing and Inspection program is detailed in specification section 01455 that indicates the complete scope of work.

If done properly Quality Control is not so much what we do in addition to our normal project management, but it becomes a part of how we do each of our daily tasks. A superintendent that rejects a wall that is out of square is performing quality control, and an engineer that rejects a submittal that is not in accordance with the specifications is also performing quality control.

This program is not intended to be all-inclusive, or to include every checklist and procedure, that will be necessary during the performance of the Work. It is a working document that will be updated throughout the life of the project. Further developments will be made in the way of “Quality Updates”. These memos will be issued from time to time to incorporate checklists, and address specific job conditions. The “Quality Updates” are to be inserted into section 8 of this program, and noted in other sections as necessary.



3. PRE CONSTRUCTION QA/QC CONTROLS

3.1 Constructability Reviews

Constructability reviews are performed early in the project, for the purpose of reviewing the existing design drawings and specifications and evaluating the various building systems based on our varied experience on numerous projects. Specifically the review includes:

Evaluation of specific building details for the practicality and efficiency of design.

Technical review of details and building systems to clarify the sequence of construction and the impact of design tolerances.

Evaluations of various building system mock-ups, in order to assume a smooth sequenced construction.

A Constructability review, investigating the details of the various building systems, can help to prevent major delays, quality problems and cost increases. The objective of the review is to find problem areas in the documents, incorrect materials, incomplete scope, and/or faulty design that we may have previously encountered.

We will encourage the design team to select finishes as early as possible. The construction of various mock-ups, as called for in specification section 01453, and in other locations throughout the individual trade sections, is intended to allow Turner to review the construction sequence, identify tolerance problems, and establish the minimum quality level for the completed work.

Our estimating, engineering and purchasing staff, with specialists in various construction disciplines, work closely with the design team to produce a functional building that maximizes the design within the constraints of the budget objectives.

3.2 Subcontractor Selection (Purchasing)

With all of our work being performed by vendors and subcontractors, purchasing and estimating has a major role in pre-planning and quality assurance. Hiring the right subcontractor for the project is a must. If we hire subcontractors with a track record of poor quality work, the chances of achieving a quality final product are greatly reduced.

When developing our bid list for the Grand Californian Hotel we started with a base of subcontractors that we have successful past experience with on projects of similar size and complexity. Where specialty or unique trades, or new subcontractors that we are not familiar with are involved (that we do not



have any past experience with) we must pre-qualify them before they are awarded a subcontract (or preferably before they bid if time allows). In section 7 we have included a sample of our internal Subcontractor Job performance evaluation. This form allows the job staff to communicate to the Purchasing Manager how each subcontractor is performing.

CONSTRUCTION QA/QC CONTROLS

There is no clear-cut date when the Preconstruction phase ends and the construction phase starts. On the Disney Grand California Hotel there will be a substantial overlap of the two. As an example, the Preconstruction for the exterior wall and interior finishes will probably occur concurrently with the installation of the foundations and the start of the structural frame. So the Preconstruction thinking must adapt to this new ground rule, some things have become fixed and what follows must fit what is already established. There are obviously exceptions to this, but on a cost/benefit basis it is usually more productive to make a change on paper rather that to work already performed in the field.

Even where Turner has established a good Quality Assurance and Quality Control Program during the Preconstruction, bidding, and purchasing phase it should not be assumed that the physical work is meeting or will meet these standards. During construction problems will surface. The QA/QC effort during Preconstruction will help to minimize quality control problems, but not eliminate them entirely.

Therefore, it is incumbent on the Project Team to establish Quality Control Programs to make sure that the actual work meets the pre-established standards. These should be initiated at the very start of the work, not just early in the job. By doing this, poor quality will not be compounded.

The following is a listing of the many tools available to the project team to help maintain the level of quality established by the contract documents.

3.3 Meetings

Over the life of the project various types of meetings will be held. While these meetings are not explicitly QA/QC meetings; Quality Control issues will always be discussed, problem areas recognized and correction plans put into action.

OAC (Owner/Architect/Contractor) Meeting. Turner shall conduct OAC meetings on a regularly scheduled weekly basis. This meeting will have Quality Control as a topic of discussion for both the project in general and the specific trade items. By continuing to focus upon quality, the project team can address any item of concern brought to the meeting by any party. This



format is especially important for bringing items Turner has become aware of from its other meetings.

Turner Job Meetings. Turner shall hold monthly job review meetings. These meeting are for Turner personnel only and shall be chaired by Turner’s Project Manager. Attending will be the Project Director, Project Executive, Project Manager(s), QA/QC Manager, General Superintendent, and Area Engineers, and Superintendents directly involved in the items to be discussed. Minutes of the Turner Job Meeting are distributed to all attendees and a master copy is kept with the job files. This meeting provides a formal communication for the Engineering and Superintending staff to review status of purchasing, engineering, fabrication, deliveries, field installation, problem areas, quality issues, and closeout. (See Section 6 for sample of the Job Meeting Minutes)

Subcontractor Engineering Meetings. Turner shall hold, as required, meetings among the various subcontractors led by the Project Manager (or Area Engineer) and his (or her) staff to discuss coordination of the work and special problems that may arise in scheduling the performance of the work. The primary purpose of subcontractor coordination meetings shall be the early detection of problems, which may occur in the preparation of shop drawings or in materials and work in the field before such problems occur. Out of such meetings shall come such things as coordinated shop drawings that interface properly with existing and contiguous materials and systems, clarifications of conflicts in design drawings and specifications, and the pinpointing of long lead-time items based upon fabrication and on market conditions in effect at that time.

Field Coordination Meetings. Turner’s General Superintendent (along with the various Area Superintendents) will hold weekly meetings at the Jobsite at which representatives of all major subcontractors will be present. The intent of these meetings is to review the progress of the work during the week prior to the meeting, and to set forth the goals of each subcontractor for the following week and to bring information of upcoming construction activity to this group's attention. Specific attention will be given to protection of any work in place.

Pre-Installation meetings. Turner shall conduct pre-installation meetings for major subcontracts. These meetings shall be held prior to start of physical work in the field. In attendance shall be the subcontractor involved and/or material suppliers, Turner, and any testing agencies. WDI and Urban Design Group will also be invited to these meetings as required. Turner’s General Superintendent who will prepare an agenda and distribute Minutes of the meeting shall chair each meeting. The agenda will be based on the Scope of Work, contractual relationships, communications, a discussion of the appropriate plans, specifications, contract requirements, special site rules, testing and inspection, and other pertinent matters. We will also review the status of submittals and shop drawings. Emphasis must be placed on the



importance of doing the job right the first time-avoid costly and time consuming re-work.

3.4 Submittal Review (shop drawings, samples, product data, etc.)

The Project Engineering staff will review all shop drawings and submittals required by the contract documents prior to submitting them to WDI (who then forwards them to UDG and its consultants). This review will not only take into account contractual obligations but also contiguous work with which it must be coordinated. Shop drawings and/or material submittals not substantially complying with contract requirements will be returned to the subcontractor for correction prior to formal submittal to the design team. The Turner Engineering staff will provide a shop drawing/submittal schedule that has been coordinated with the construction schedule as a tool to monitor and control the submittal process. Wherever possible shop drawings and submittals are to be completed well ahead of the time material is needed in the field.

3.5 Daily Supervision of the Work

Turner’s superintendence staff will be scrutinizing the quality of the project on a daily basis. At the Area Superintendent (and assistant) level the individual will be overseeing the operations of the trades for which he (or she) is responsible. He (or she) will be required to become familiar with not only the contract drawings, but also the submittals, and shop drawings of a particular trade, or group of trades prior to work beginning in a given area. This attention to detail greatly improves the likelihood of a superior quality project. This close scrutiny by the Area Superintendent is enhanced by the General Superintendent’s daily contact with not only the Area Superintendent but also his review of the project's progress. Additionally Turner' s Project Director, Project Executive, and QA/QC Manager are located at the Jobsite and will be providing insights from their reviews of the ongoing operations to the General Superintendent and his staff. The following Quality Control related activities would be job requirements for the field supervision staff:

Become familiar with the contract documents, submittals, samples, mock-ups, and shop drawings prior to start of work in the field.

Check material conformance to the contract documents upon receipt at the Jobsite.

At the beginning of the job, inspect the installation. Be tough! This will again reinforce the strong commitment to Quality.

Coordinate, and ensure that materials are properly stored, and protected from the elements.

Monitor production quality daily, and promptly reject nonconforming work.



Make sure subcontractors protect their finish work from damage by other trades.

Compliment work that is well done.

3.6 Involve the Subcontractors

Upon contract award, and prior to any submittals or work in the field, involve the subcontractors in the Quality Requirements of the project. Make them understand that we want Quality Assured from the start of the project and not just Quality Controlled at the end by correcting a punch list. If the subcontractor gets this message early, the chance of getting a Quality job is much improved.

Insist that each subcontractor assure the quality of the project by providing a job specific quality control plan for his or her trade(s). The plan should cover work in their shop if applicable, as well as work in the field. Reinforce the “no substitutions” mind set with all subcontractors.

We can also learn from the subcontractors. Their superintendents and project managers have probably been doing the same specialty work for many years and have made many mistakes to learn from along the way. Feed off their knowledge, there is a lot to be learned from these sources, try to learn from their past mistakes.

3.7 Mock-ups

Section 01453 of the Project Manual defines the mock up requirements for this project. The most significant mock-up will be of two (2) full size guestrooms. This mock-up when completed will establish the level of quality the remaining work will be judged against. Throughout the life of the project, Turner is constantly reviewing the Constructability of the building. As the need arises, a mock-up will be done to help with Constructability, fit, appearance, and quality of certain large and small items within the project. The Project Team for comments and approval will do each mock-up prior to the work it represents and reviewed.

The following mock-ups will be developed for this project:

Two (2) full size typical guestrooms. Portion of the building exterior enclosure including carved stone, EIFS,

water repellant coating, fiberglass wood beams, and trellis. Architectural Pre-cast concrete Stone paving Architectural paving (including: concrete, stone, simulated stone) Interior finishes (any finishes that are not part of the room mock-up)



3.8 Testing and Inspections

The first operation of any new trade work is closely followed and inspected so that the expected level of workmanship is established from the very beginning. The appropriate field staff makes a day-to-day check of new items of trade work. Each Turner staff member is constantly performing inspections on all aspects of the project. Most inspections are performed without any formal reporting. However, many inspections will have formal reports as required by the specifications and/or Turner. The specifications {01440 1.03 D} require that prior to concealing the work Turner submit a sign off sheet to WDI, signed by Turner and the appropriate subcontractors, indicating that the work has been installed in accordance with the Contract Documents and has been reviewed and approved as required by the applicable testing and jurisdictional authorities.

Turner and the appropriate subcontractors will coordinate and implement the inspection requirements of the City of Anaheim, as required by the local building codes. Inspections and sign-offs will be obtained from the Mechanical, Electrical, and Building Inspectors, as well as the Fire Department where applicable.

WDI will employ an independent Testing Laboratory to perform the necessary testing and inspections required by laws, ordinances, rules, regulations, orders, or approvals of the public authorities. The scope of the Testing and Inspection requirements is clearly defined in specification section 01455 Testing and Inspection Services.

3.9 Weekly Quality Reports

Throughout the life of the project Turner’s Quality Control Staff will submit weekly reports to WDI indicating non-conforming items of work with an explanation for the cause of the non-conformance (if applicable), and proposed remedial action to be taken. Subsequent reports will track the corrective action taken.

3.10 TCCo Inspections (by non job staff)

At times the project’s field staff may get too involved with production and the quality may suffer. The help overcome this, Turner will periodically hold “quality tours” by Turner staff who are not assigned to this particular project. These objective observers help the job staff to see all of the forest and not just the trees. The principal is the same as a safety inspection, another set of eyes to assure that Turner provides the best possible quality.



3.11 Site Storage of Materials

Each subcontractor shall be responsible for assuring that proper handling, storage, shipping and preservation precautions are adhered to for those items requiring special care and protection. The ultimate responsibility for material handling, storage and preservation lies with the responsible trade subcontractor. The QA/QC Manager or his designated representative shall perform periodic audits to assure that all subcontractors comply with the minimum requirements.

Materials, which are to receive special handling and preservation, while stored at the project site, may include but not be limited to the following:

Formwork Roofing MaterialsFurniture Ornamental MetalsEIFS Materials CarpetingDoors and Hardware GlassLight Fixtures Mechanical EquipmentWood and Millwork Instrumentation and Control A/V System Equipment Water Feature EquipmentFiberglass Fabrications Heavy TimberKitchen Equipment Themed ElementsCeramic, and stone tiles Elevators



Each subcontractor shall confirm that their materials and equipment are packed and protected and preserved in proper manner to avoid effects from supports, bracing, lifting, and items are strong enough to withstand shipping and handling; and preservation procedures are sufficient and complete. Unloading at the site shall be accomplished using only the proper equipment of the correct size and standard practices. All materials shall be inspected before unloading and after unloading. Any damage to be immediately noted and reported to the subcontractor for replacement before installation.

Whenever practical, materials delivered to the job site shall be stored under permanent cover and protected from environmental elements (direct sun, wind, rain, etc.). If there is no permanent shelter available and the materials must be stored in the open then each subcontractor shall confirm that:

Materials are placed on top of wood sleepers or load spreaders to prevent contact with the supporting surfacing and be of sufficient height to prevent moisture contact.

Shims are provided to store the materials level or perpendicular, as necessary, in such manner as to prevent twisting, bending or warpage that would be of sufficient nature to become permanently set.

Materials are sufficiently covered and protected from the environmental elements, being sure all seams and joints of the protective covering will not allow intrusion of dust, moisture, airborne chemicals or other pollutants.

Protective barriers and signs are posted to prevent damage from local operations.

Where it is practical, provision of an identification tag, “Bill of Materials" or “Packing List" shall be affixed to identify the material, quantity, and the location of permanent placement of the respective material.

3.12 Protection of Finish work

While it may seem very basic, one of the best ways to maintain the quality in the final product is to protect it from the construction environment after it is completed. Each subcontractor will be responsible to protect his or her own work. Not only will we instill in the trades the desire for a quality project, but also we will promote respecting the work of others.



3.13 Specialists and Peer Reviews

From time to time Turner will call on specialists outside of the immediate project team. The construction industry has many associations and societies that zero in on specific areas of our business, and are a great source of specialized expertise. Following their recommendations before the fact may save future problems, though we should always remember that the design responsibility lies with the Architect, not an association.

Turner also has a wealth of in-house staff that have had experience in many and varied fields. Where the job staff may not have the appropriate experience, other staff within the territory, and/or company may have experience with a new or difficult trade. The Turner internal e-mail system is the conduit for communicating with other staff members not assigned to the Grand Californian Hotel.

When situations occur where the Architect and or its consultants are plowing new ground – using new and maybe untried systems or methods. Turner may suggest that a third party expert do a peer review. Turner is not against new materials or products, but we must protect WDI if at all possible. If required this peer review would provide another set of eyes to look at the proposed design element. We have used Peer Reviews successfully on other projects to look at such things as EIFS and waterproofing details. The cost for a peer review is normally paid by Owner, but could be included as part of the cost of work.

3.14 Training Seminars

In the constantly changing world of construction technology Turner is constantly striving to enhance our knowledge of the work. One way this is done is by holding training seminars on a local level, at the project level, and on a national level. Another example of training is visits to plants such as architectural precast, fiberglass fabrications, stone fabrications or structural steel. These visits are conducted by the subcontractor and inform each visitor of the process, effort and quality control that goes into making each piece of work.

At the project level, Turner will call upon manufacturers, vendors, and subcontractors to present information on the latest procedures or materials to supplement current “know-how” in such areas as: roofing, flashing, glass and glazing, EIFS, sealants, themed construction, mechanical and electrical systems as required. One probable seminar for the Hotel would cover the Guestroom Locking system provided by manufacturer.



3.15 Reference Library

Turner Construction Company maintains a reference library in the site job office, and in the Irvine office, for use by Turner, the Architect, and WDI. The library will have building codes, standards, reference books, etc. for complete up to date procedures, requirements and practices. Turner also maintains a corporate reference library. A copy of the contents of this library is listed in the Appendix. Any of these reference items may be “checked out” by the Job Staff. A few examples of items included in this library are:

Turner Project Engineer’s ManualTurner Construction BulletinsTurner Territory QA/QC ManualTurner Safety BulletinsTurner Project Closeout ManualAmerican Institute of Steel Construction (AISC)American Concrete Institute (ACI)Portland Cement Association (PCA)Sheet metal and Air Conditioning Contractors (SMACNA)National Fire Protection Association (NFPA)American Society for Testing & Materials (ASTM)



POST CONSTRUCTION CLOSEOUT AND ACCEPTANCE

3.16 Guest Room Completion Procedure

The following procedures are for the typical guestrooms and suites. The procedures will be similar for all other areas.

The guestrooms will be inspected on a floor-by-floor, area-by-area basis as they are completed. The typical guest room mock-up will establish the level of quality expected by WDI. Each subcontractor will designate a person who will be assigned to physically perform the quality control inspections and punch list work. Each subcontractor will inspect each unit on their own and verify all the work has been completed in accordance with the requirements of the contract documents, and accepted mock-up(s). When all subcontractors have completed their inspections the guestrooms should be 99% complete.

At this stage Turner will inspect the rooms. Any discrepancies will be noted on the typical guestroom inspection form (see the Appendix for sample forms. A job specific form will be developed during the room mock-up). The superintendent performing the inspection will use colored dot stickers numbered to correspond to the item on the list of discrepancies. The master list of discrepancies will be input into to an Excel (or similar) spreadsheet, which can then be sorted by subcontractor. Once the corrections are made the rooms should be 100% complete. This work will be done prior to the installation of the FF&A.

Turner’s FF & A Coordinator will inspect each room prior to requesting WDI to review the room as substantially complete. See section 3.18 for substantial completion procedure.

3.17 Equipment and System Startup and Commissioning

The procedure for this section can be broken up into four parts, checkout, startup, demonstration and acceptance. Each part will be monitored using a job specific startup and demonstration log. Specification sections 01788 Project Record Documents, 15030 HVAC Commissioning, and 16900 Electrical Commissioning Plan have very specific programs for the start-up and commissioning of the M and E systems. Turner will develop a program, with input (and concurrence) from the appropriate subcontractor(s), WDI, and the Architect and its consultants that will include and supplement these programs.

Equipment Checkout. All equipment and systems (or portions thereof) are to be completed, inspected and checked prior to startup. Equipment is to be



checked for compliance to specification/approved submittals and proper installation using a job specific Equipment Checklist approved by WDI, and UDG.

Startup. After equipment and systems have been checked for compliance, a startup checklist will be performed for each piece of equipment or system. Each responsible subcontractor will perform startup, and/or manufacturer as required by the specification and recorded in the Systems Startup and Demonstration Log.

Demonstrate. Demonstration can be looked at in three ways: system demonstration, equipment demonstration and equipment instruction. System demonstration is an ongoing process throughout the project. After individual system equipment has been demonstrated, a final walk through of the system will be performed.

The Subcontractor and manufacturer representatives to Turner, WDI, UDG will perform system and/or equipment demonstration, and requisite consultant engineer before the equipment is turned over. The demonstration will show that the equipment functions properly.

Equipment instruction is the submittal of the Operation and Maintenance Manuals and any special training and instruction for the equipment required by the contract documents. This will also include the video taping of the each session as required. {Ref.: Specification Section 01788 for training requirements.}

As the three demonstrations are completed they will be recorded in the Turner systems startup and demonstration log for each system and equipment. This log will provide the formal record of all commissioning.

Acceptance. As the checklist, startup and demonstrations are completed to the satisfaction of WDI, and UDG, for a particular mechanical or electrical system, a designated representative from WDI will sign an acceptance form. At this point the day-to-day operation of the equipment will become the responsibility of WDI. As this process is completed, it will be recorded on Systems startup and demonstration log.

3.18 Substantial Completion

The size of the Grand Californian Hotel establishes the need to complete, inspect, and turnover the facility in several steps or phases. These phases will be broken down into several areas such as guest rooms, public areas, TI,



RD&E, kitchen or food service, back of house, administrative areas, building exterior, site landscape and hardscape, and other areas as necessary.

When the Work has reach substantial completion Turner will submit a written certification to WDI stating that a designated portion of the work has been inspected and that the Work is complete in accordance with the Contract Documents and ready for WDI’s review. The written certification will also contain a list of items to be completed and/or corrected (AKA punchlist). WDI and Turner (and Architect or consultants) will then make a review of the work to verify the status of completion, and add any items to the list they agree may be necessary. To help expedite this process it may be desirable for Turner and WDI to develop the items to be completed and/or corrected together.

The punch list process must be established early in the job. Turner will take the lead in developing the review process. A team consisting of representatives from Turner, WDI, UDG, and any consultants or subcontractors that may be necessary will then review the process and provide any comments and/or suggestions. A standard form will be developed that will be used for all punch lists that will be able to sort by responsible subcontractor, room, area, and/or floor number. It is important that there is consistency in how the punchlist is tabulated.

Turner is a strong believer in the use of “Items to complete lists”. These lists are generated prior to substantial completion, with a goal of zero punchlist. We find it more effective to conduct our own continuous inspections prior to inspection by the Owner or Architect.

4. QA/QC Recognition Awards

Turner will recognize those individuals and companies who provide a quality service and product. We have experienced that an amazing synergy can be built among the trade workers by such a program. Providing an incentive that the project is “theirs” contributes greatly to a conscientiousness of quality by the trade workers.

The Individual Award will be given out once a quarter to that individual (or individuals) who have shown exemplary quality efforts for that quarter. The individual will be someone who has been working in the field for at least one month during each quarter. The person will be recognized by a special "gift', such as a Turner baseball cap, jacket, coffee mug, project photo, T-shirt, etc.

The Company Awards will be given out once a year (twice during the life of the project) to the companies who have shown an outstanding effort toward the overall quality of the project. The companies will be recognized by the issuance of a QA/QC Plaque.



All awards will be judged and recommended by the Turner Project Staff with input from WDI and Urban Design Group, and their consultants (if applicable).

5. QA/QC Staff Responsibilities

The following is a listing of the staff responsibilities for the QA/QC Manager, General Superintendent, and Project Engineering Manager. Of course these responsibilities also delegate down to the Area, and Assistant level positions.

All Staff

Reinforce NO SUBSTITUTIONS mindset. Emphasize the importance of Quality in everything that we do! Know the contract documents, and subcontracts.

QA/QC Manager

Arrange for design peer reviews if warranted. Get WDI, UDG, and appropriate consultants onto the Jobsite so that they

see what is happening and can assist in spotting problems. Coordinate with WDI to determine their expectations. Make sure the

Architect and staff are communicating and executing those requirements correctly.

Verity that the Superintendent and Engineer are performing their QA/QC responsibilities.

Ensure the quality section of the job meeting minutes is reviewed.

Write down what the problem is. Why do we have a problem? How to avoid the problem in the future?

Review generic mock up list and project specifications and determine required mock-ups for job with the Superintendent and Engineer.

Determine if shop visits are necessary or beneficial. Identify who is to attend and when the trip(s) will be most beneficial.

Determine if any trade specialist should be consulted. Coordinate with the on site Deputy inspectors, and City of Anaheim

building inspectors.



Submit weekly reports to WDI indicating non-conforming items of work with a proposed remedial action. Subsequent reports will track the actual action taken.

Encourage Project Engineering staff to make weekly field walks to provide another set of eyes to monitor the work as it goes in place.

Monitor testing and inspection reports generated by WDI’s testing agency to verify all work has been completed in accordance with the contract documents.

Engineering Project Manager

Perform detailed review of all contract documents including the drawings, specifications, general contract, general conditions, and subcontracts.

Monitor the work of the engineering department. Participate and conduct meetings as required for added coordination. Develop quality section in the job meeting minutes. Establish Jobsite library requirements and purchase-required books. Detailed shop drawing, sample, and product data review. Coordinate and communicate with subcontractors – shop drawing review

and deliveries with respect to schedule. Monitor subcontractor performance Establish turnover procedure Establish closeout procedure and closeout manual/checklist

General Superintendent

Establish QA/QC reporting system with subcontractors Subcontractors observance and correction of deficiencies Subcontractor delivery inspections Storage of materials Protection of finished work

Perform detailed review of all contract documents including the drawings, specifications, general contract, general conditions, and subcontracts.

Review mock up list – determine required mock-ups Establish inspection procedure Turner inspections, WDI inspections of M-E-P prior to closing in.



Interface with Government Agencies Protect finished work Inspect deliveries Understand and communicate sequence of work Maintain a safe and clean project Develop Turner “ work to complete” or pre-punch lists. Perform final walk through with WDI, develop actual punchlist Work with Engineer to establish turnover procedures



Contents

Master Index of Reference Material in Turner Manuals (and Project Library)

Subcontractor Job Performance Evaluation Subcontractor Pre-qualification Statement Building Wall Checklist Quality Control Record Checklists Clean-Up Notice Checklist for Mechanical Equipment Start-up Certificate of Substantial Completion (AGC 625) Typical Guestroom Punchlist(s) Sample of drywall installation sign-off card Section 3 of Turner Project Closeout Manual Commissioning Training Incomplete Items List Punch List Attic Stock and Special Tools Certificate of Substantial Completion Certificate of Occupancy
