Unit 4 Quality Management

Quality Management

Scope and Objectives equate “quality costs” to the cost of finding and
correcting defective work; some equate the term to the
Scope
costs to attain quality; while others equate the term to
This unit describes contractor quality control the costs of running the quality department.
management and its coordination with owner quality
assurance. To overcome this problem, the concept of “cost of
poor quality” (COPQ) was developed as a more
Objectives definitive way of quantifying costs. COPQ is defined
as the sum of: 1) cost of non-conformities; 2) cost of
After completing this unit, students will be able to: inefficient processes; and 3) cost of lost opportunities
• Discuss the components of quality control for sales revenue. In other words, COPQ includes all
management. of the costs that are realized as a result of producing
• Describe how contractor quality control is defective, or otherwise nonconforming, material.
coordinated with owner quality assurance.
• Recognize the importance of planning and The cost of inefficient processes is not something
documenting for both project quality control and that is normally known about a specific process, but
project quality assurance. it can be developed. The cost of lost opportunities for
sales revenue may be even more fleeting, but it can
What is Quality? be developed, or at least estimated. The cost of non-
conformities can take in many facets, from the point
The definition of “quality” found most often in the
of first rejection to the point of acceptance, including
quality community is “fitness for use.” This definition
planning and preparation costs, labor costs, material
takes into account the project design function;
rework or replacement costs, disposition costs, and
however, in field construction, the engineer normally
equipment/overhead costs. COPQ does not include
provides the design for the contractor to follow.
detection and prevention cost, but it does include
inspection after the first rejection.
Quality, when applied in the context of field
construction, has been defined as complying with
When viewed in terms of COPQ, it is possible to
project requirements. Other components of quality are
reduce costs by improving quality. Often, it appears
being able “to get it right the first time, every time,”
that there are processes that will require more cost
so as to keep rework to a minimum, and continuous
to improve than can be recovered in value, however,
improvement to correct any and all production
it is highly likely that any process that has not been
problems.
fully evaluated can be improved measurably. In a
construction process that routinely exhibits more
What Does Quality Cost?
sporadic rework, improvements may be significant.
The costs of quality have been very difficult to pin Savings will accrue to the contractor first, but will lead
down since there are so many definitions. Some to an eventual reduction in owner costs through lower

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bids, as well as less opportunities for latent defects Responsibilities of the Contractor’s
being left in the finished product. Quality Manager

Quality Management The more important responsibilities of the Quality

Manager (QM) in a coatings project are:
In Unit 1, quality control was defined as the process
of ensuring that all project work meets industry
Reviewing and understanding the project specification
standards and, specifically, all requirements of the
in detail. The quality manager is responsible for
project specification. Thus, inspection, as important
thoroughly reviewing the project specification and
as it is, is only a part of quality control. Quality
its references and associated documents. Quality
control management starts with the invitation to
managers must be able to find any errors, omissions,
bid on a project and encompasses all processes
vagueness, or ambiguities in the specification
and procedures, extending through the end of the
that might impact the project’s success. They
warranty period. It is conducted systematically and
must also keep a record of all addenda, change
documented thoroughly so that it is always available
orders, clarifications, etc., that occur subsequent to
for owner review (quality assurance).
distribution of the original specification. Records of
correspondence and subcontracts between the prime
Requiring coating contractors to be certified to a
contractor and subcontractors are also required.
quality management system standard, such as SSPC
QP-1, QP-2, ISO 9001, etc. means accepting bids
Ensuring the quality of all phases of project work.
and ultimately awarding work only to contractors
The quality manager is responsible for ensuring
who have demonstrated that they have the technical
that quality work is completed on schedule. Quality
competence to do the work as well as quality
managers report directly to company administrative
management systems (QMSs) in place to monitor
officers verbally and in writing to keep them informed
and control their work processes The SSPC QP
as to project status and any concerns.
certification programs are coatings industry specific.
The ISO 9001 certification is more generic.
Developing and maintaining an effective Contractor
Quality Management System (QMS). Without an
Allowing jobs to go to bid without a requirement
effective QMS, much time and quality control can
for certified contractors with established QMSs
be lost and documentation may be incomplete or
encourages bids from “fly-by-night” contractors,
become lost.
contractors unfamiliar with the complexities of applying
industrial and marine coatings, and contractors who
Ensuring supply of materials and equipment. The
are not dedicated to quality as a formalized process.
quality manager is responsible for procuring all
SSPC’s QP standards and programs are described
necessary materials and equipment at the job site,
in Unit 3.
as required. Materials not immediately needed must
be properly stored, as required by the specification.
Submittal of products for owner approval should be
done well in advance of required actions.

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Reviewing field work of QC personnel for conformity visit often enough to conduct spot audits of the quality
to specification. The quality manager must ensure of the work done to date. Thus, quality managers must
that a qualified coatings inspector is present during all be familiar with commonly referenced QC methods
coating operations and that this inspector has all of the and have copies of them available at the job site.
necessary inspection training, equipment, forms, and These documents include but are not limited to:
copies of the specified test methods. All inspection • The complete specification (including drawings,
observations, tests, and reports must be completed addenda, photographs, change orders, test
in conformity with written methods and company methods, and locally prevailing regulations)
policies. These reports must be given directly to the • Applicable industry standards (SSPC, ISO, etc.)
quality manager by the end of each day for review, • Product certifications
appropriate actions, filing, and forwarding a copy to • Product data sheets
the owner’s QA representative when required. • Material safety data sheets
• Necessary training certificates, certifications,
Responding to reports of nonconforming conditions. and licenses for QC inspectors and field craft
The quality manager is responsible for addressing non- personnel (e.g., abrasive blasters, and coating
conformities to specification requirements that may applicators)
arrive in the form of daily inspection reports, rework • Standard/safe operating procedures (SOPs)
logs, or corrective action requests (CARs). These • Work plan or PCPs
may have originated with contractor QC personnel • Inspection and safety plans (Job-specific)
at the job site, owner QA personnel, or third-party
inspectors. The quality manager reviews the CARs Training an assistant. The quality manager should
and the subsequent CAs to verify that all necessary have a back-up plan for when he or she will not be
corrections and corrective actions have been taken available to oversee or assist field QC personnel.
to resolve them. Non-conformities may deal with
difficulties encountered in accomplishing specification Personal Qualifications of the Quality Manager
requirements that may require process changes for
their satisfactory completion. Disagreements among The quality manager must understand why operations
contractor QC personnel, third-party inspectors, are completed in a certain way and the consequences
owners, or prime contractor personnel and resolutions that might occur if they are not. Key qualifications
to these issues must be thoroughly documented in include:
writing. Responses to CARs are described later in • Being a certified coatings inspector (e.g.,
this unit. SSPC PCI, or equivalent), SSPC protective
coating specialist, or possessing an engineering
Training/overseeing quality control personnel. The degree.
quality manager is responsible for training and • Familiarity with specifications for coating work,
qualification of contractor QC field personnel and especially the CSI format, to readily determine
overseeing the quality of their work. Quality managers the requirements for materials, equipment, and
may be away from the job site much of the time, but personnel, and develop a realistic work plan.

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• Familiarity with the details of specified test • Develop an Inspection & Test Plan (ITP) and ITP
procedures to ensure that they are conducted Log to match requirements
exactly as specified. • Develop inspection forms to include:
• Managerial skills and authority to review and −− Requirements
verify the quality of work performed by contractor −− Precise location of work completed on
workers. structure
• Interpersonal skills to relate well to others involved −− Acceptance/rejection criteria
in the project as everyone strives to meet targeted −− Record of measurements and observations
requirements. −− Assessment of conformity (Yes/No)
• Written, organizational, and computer skills to • Perform inspections and tests and submit
precisely and completely record and maintain reports
files on all of the aspects of quality control, so • Transfer non-conformities from inspection reports
that these documents can be readily retrieved to the Rework Log
and understood. • Issue a CAR for each nonconformity or related
group of non-conformities, and identify/eliminate
Quality Control Planning and Execution root causes
• Correct non-conformities and clear Rework Log
Contractor inspections and testing are scheduled
appropriately
throughout the entire painting process to ensure that
• When required in the contract, certify invoices
all specification requirements have been met. This is
for work that is complete and conforming, based
part of the work plan or inspection plan, which may be
on objective evidence that has been logged and
part of or separate from the work plan, but in all cases,
filed.
must be coordinated with the work plan. QC personnel
are usually required to be certified by training to be
The ITP is the test plan that outlines all inspections
able to do their work properly. If an independent third
and tests and provides a log to ensure that each is
party is hired for this purpose, confirmation of their
planned and performed. SSPC’s Guide for Planning
training is required. SSPC QP 1 and 3 require each
Coatings Inspection contains samples of what might
contractor and shop to have a quality manager or
be included in an ITP for steel or concrete.
QCS who, at a minimum, has three years experience
in the industry, plus formal inspector training in quality Employing Corrective Action and
concepts (e.g., SSPC’s QCS course or equivalent.) Preventive Action

• When combined with the requirements of a QMS, Corrective Action (CA) and Preventive Action (PA) are

the basic contractor quality control functions a set of tools that can be added to any contract to aid in

are: reducing non-conformities, but even more importantly,

• Collect requirements: to keep the contractor focused on improving processes

−− Direct – from contract documents so non-conformities are not produced. CA and PA are

−− Indirect – from referenced documents, also good business practices that contractors can use

industry practices, as specified to address known and potential problems with current
processes, and to improve them.

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CA, by definition, is a reaction to nonconforming CA is typically initiated for each nonconformity and
work. PA, on the other hand, is always preventive in tracked on a serialized form that documents the entire
nature. It makes use of knowledge and experience to process, including the facility owner’s approval at each
prevent non-conformities from being produced in the step. The contractor is responsible for all analyses and
first place. PA is proactive rather than reactive. actions associated with the process, and the facility
owner typically approves the root cause analysis, the
All of the analyses and documentation for CA and corrective action plan, and the close-out after follow-
PA are performed by the contractor’s QC personnel, up reports of work completed show prevention has
and are monitored and approved by the contract taken hold.
administrator.
The time allowed for the contractor to follow through
Corrective Action with the above steps will vary with the type and
complexity of the work. However, time must be
CA is a process for addressing problems (e.g.,
weighed against the potential for producing additional
nonconforming work) and realizing improvement. The
non-conformities before eliminating the root cause.
components of corrective action are:
In cases where the contractor’s processes are
• Containment actions to stop further degradation found to be deficient, or where the root cause is not
as a result of the nonconforming work, i.e., stop immediately identified, these will typically require work
the work if necessary. stoppage to revise and re-verify work procedures.
• Correction of nonconformity. Correction of
nonconforming work is also tracked on a Rework While it may seem obvious that the root cause of a
Log, or similar: Fix it and document the rework. nonconformity involving a worker would be “worker
• Root cause analysis and corrective action error,” this assumes that the contractor has no
plan to eliminate root cause. Find out why the responsibility for producing verified work procedures
nonconformity happened and change the system/ that were proven effective prior to production. It’s
process to avoid doing the same thing again. the contractor who must control work so that only
• Follow-up plan to ensure elimination of root conforming work is produced. The owner specifies
cause. Not only say what you’re going to do to fix a QMS so the contractor can plan and prepare for
the system, but actually follow through. production of conforming work, and for controlling,
inspecting, and documenting that conforming work
CA is used to address all non-conformities in the is accomplished. Failure to produce only conforming
contractor’s performance, including non-conformities work is a failure of some function of the QMS.
in the work and in the QMS. The contractor’s
procedures should provide for automatic initiation of Preventive Action
CA upon identification of nonconforming work. CA
can, however, be initiated by anyone involved with Preventive action (PA) is initiated, managed, and

the project. The owner should initiate CA whenever tracked through Preventive Action Requests (PARs),

QA efforts identify a nonconformity in either the work similar to corrective action. PA is always proactive in

or the QMS. nature, and it attempts to prevent nonconformity, or

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any condition that reduces efficiency, before it has an There are some interesting by-products of CA/PA that
opportunity to occur. Health and safety programs and benefit the contractor, the owner, and the certifying
safety incentives for workers are good examples of agency, such as SSPC:
outcomes of PA-type thought processes. A PAR may • Contractor is continually documenting actions
originate with anyone that sees an opportunity to taken as a result of nonconforming work.
prevent a potential action that would require CA. • Documentation is used by management to
identify patterns of performance, and for taking
PA is most often based on experience: sometimes appropriate action.
the experience of an individual and sometimes the • Certifying agency gets feedback on contractor
collective experience of multiple individuals. The performance when auditing CA/PA records. CA/
evaluations generally involve dollars-and-cents PA records are to be perpetually available to the
estimates of the costs of prevention versus the Certifying Agency.
tangible and intangible costs of correction. • CA/PA produces the “level playing field” for
contractors that many contract administrators
Adding CA/PA to a Contract seek. This encourages contractors that are

CA/PA are appropriate clauses to invoke on any likely to conform to contract requirements to bid

contract at any time. If neither the QMS standard nor future work.

the contract requirements specifically require the

contractor to use CA/PA, then the contractor can be The requirements for CA are directly proportional to

offered the opportunity to choose: the extent of nonconforming work produced by the
contractor. Thus the contractor has complete control
1. Not agree to add CA/PA – The contract will over the effort required to execute CA. The effort
continue with the owner documenting each required for PA is somewhat related to the extent of
instance of breach of contract, and if and when the nonconforming work produced by the contractor, but
data shows a pattern of either non-qualification or in a different way. If there is little or no nonconforming
lack of intent to perform, the contract administrator work produced, this means that the contractor is likely
can begin the process to terminate the contract performing appropriate PA, regardless of whether it
for cause. uses any established PA procedure. In this case, it
is not necessary to document all PA, but it should be
2. Agree to add CA/PA – Parties will agree to add
understood that documenting PA is advantageous and
CA/PA through a no-cost change order, and use
cost-effective to those who are serious about it.
the established processes for the remainder of the
contract, or until the contractor’s CA/PA records
Any contractor that desires to reduce costs and
indicate that other actions need to be taken.
improve project performance, as well as provide
Sample wording for adding the requirements for CA/PA
higher customer satisfaction, will agree to add CA/
to a contract appears in the article Effective Contract
PA to its contract at no additional cost. A contractor’s
Administration in the appendix to this course.
unwillingness to agree to add CA/PA is a good
indicator of the contractor’s dedication to the quality
process.

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The actual use of quality forms is shown in Exercises in Unit 1 had reporting forms prepared for it. These
4-B and 4-C. The four Unit 4 exercises (A4, 4-B, 4-C, reports must accurately describe all the work
and 4-D) provide specific applications of procedures completed that day, emphasizing the QC actions.
described in this unit.
Owner QA personnel review the daily QMS reports
Importance of Documentation as they are received and evaluate them. If there
are any QA concerns about the type or quality of the
An essential part of contractor quality management
work reported, the QCM may be asked to submit
is production of records, including procedures,
a supplemental report containing corrections or
production records, and inspection and test records,
clarifications. Using this information and any other
such as CARs, and resolution, and closeout
information collected, the QA representative prepares
inspections.
a QA report of the project work each day.

Good records have both short and long-term

Tracking Non-Conformities
benefits:

• Short-term – for tracking of progress and The QMS includes formal procedures for recording

conformity to requirements, and for supporting and tracking all non-conformities from detection

invoices for payment; through resolution. Dates of detection and resolution

• Long-term – for supporting contractor and owner are noted. Documentation is vital to ensure both

in claims for extra payment, warranties, both contracting parties that all non-conformities have

implied and express, latent defects, etc. been completely and satisfactorily addressed. This
is facilitated by tracking on the Rework Log and the

Daily QMS Reports CA Log.

The project specification may require the contractor Actions at Completion of Project Work
QCM to submit the QMS daily report to the owner
for review each day. This may concern anything Near the completion of the project, or any portion of it,

involving quality, including daily inspection reports. the quality manager inspects the work and prepares

The procedures for doing this are established in the a “punch list” of all items remaining to be completed

specification and clarified in the pre-construction to meet all specification requirements. This punch list

conference or the coordination meeting. There should be based on a complete review of the rework

may be a specification requirement such as: Submit log to ensure that all non-conformities are resolved,

daily QMS report electronically to designated owner and of the CA system to ensure that all CARs are

QA person by 10:00 AM the next working day after properly addressed, and any discrepancies should

each day that work is performed and for every seven be placed on the punch list for resolution during

consecutive calendar days of no work. close-out.

There is no standard reporting form to be used After all items on the list have been resolved, the

because each must be tailored to address specific quality manager or another staff member conducts

project requirements. The sample PCP presented a “punch out” inspection to ensure that the project

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is ready for a pre-final inspection by the owner. Any • When large number of CARs relative to PARs, -
items the owner determines still must be addressed poorly operating QMS
before completion of the work must be finished before
final inspection and approval. By monitoring CARs, PARs, the Inspection and Test
Plan (ITP), the rework log, CA log, and the project
Thus, when the QMS is operating properly, the schedule, you get a very good picture of the job with
following will occur: little effort. By reviewing selected and random records

• Non-conformities will be few and far between. for accuracy and completion, especially where the

• CARs will be investigated quickly and the root records show not only the inspector’s observations,

causes eliminated – over time, the number and but also the requirements with accept/reject criteria,

severity of CARs will decrease or remain at a the auditor can add considerable detail to the

low level. understanding of the contractor’s performance.

• Rework items will be addressed quickly and

properly removed from Rework Log. Owner Quality Assurance Program
• PARs will increase or remain at a high level. The owner has quality assurance requirements that
are a vital part of the QC/QA partnering system.
The owner should focus efforts on monitoring the There must be a written QA plan for each project that
QMS and ensuring that it is operating completely and includes at a minimum:
efficiently. When the QMS does not produce complete • A QA staffing chart with assigned responsibilities
and accurate project records, the owner should initiate for each member.
corrective action through the contractor’s CA system • Qualification requirements for each staff
to correct this nonconformity. By monitoring the QMS member.
records, the owner can identify deficiencies in the • Steps in contracting procedures.
QMS, often before the deficiency has an adverse • Procedures for reviewing and evaluating routine
impact on product conformity. This monitoring is and non-routine inspection reports.
accomplished most efficiently by using auditing or • Procedures for reviewing and evaluating CA and
surveillance techniques. PA records.
• Procedures for QA surveillance and testing based
Auditing is all about using statistical sampling to on review findings.
obtain a “picture” of what is transpiring. Auditing of • Procedures available in case enforcement action
construction records involves sampling of records, is necessary.
rather than reviewing the full universe of records, This program ensures that all members of the QA team
to verify that the contractor’s QMS is operating have the same guidance for conducting their work and
properly. will be able to make more uniform decisions.
• When large number of, or lingering, CARs, -
poorly operating QMS Owners will typically perform QA using qualified
• When large number of, or lingering, Rework coating inspectors certified by such organizations
Items, - poorly operating QMS as SSPC, NACE International or Frosio, or through

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the monitoring of procedural conformity (contract

surveillance) if the owner is not able to hire or have
on staff certified coatings inspectors. Performing
QA by monitoring procedural conformity can be
done effectively by non-technical personnel if the
contractor has an effective QMS system as described
here. Contract surveillance is covered in Contract
Administration for Procedural Conformity Using
Surveillance Techniques in the JPCL series by
Brandon and Damiano.

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References

1. U.S. Army Corps of Engineers, Control #784, Construction Quality Management for Contractors, Huntsville,
AL, 1997.
2. Kaelin, Alison B., “Quality and Quality Assurance Roles and Responsibilities of the Contractor’s QC and
the Owner’s QA,” Proceedings of PACE 2005, SSPC, Pittsburgh, 2005.
3. Unified Facilities Guide Specification 01450N, Construction Quality Control, August 2004.
4. SSPC-PA 2, Measurement of Dry Coating Thickness with Magnetic Gages, SSPC, Pittsburgh, PA, 2004.
5. ASTM D 4414, Practice for Measuring Wet Film Thickness by Notch Gages
6. Weaver, Ray, “What’s New with PA 2,” Journal of Protective Coatings and Linings, vol. 21, no. 12, January
2005, pp 41-47.
7. Corbett, William D., Using Coating Inspection Instruments, KTA-Tator, Inc., Pittsburgh, PA, 2002.
8. The Inspection of Coatings and Linings, A Handbook of Basic Practice for Inspectors, Owners, and Specifiers,
Drisko, Richard W. and Jones, Thomas A., ed., SSPC, Pittsburgh, PA 2003.
9. Jones, Thomas A., “Quality Control of Protective Coating Projects” Chapter 11 in SSPC Painting Manual,
Volume 1: Good Painting Practice, Drisko, Richard W. ed, Pittsburgh, PA, 2002, pp 541-551.
10. Southard, Richard B., Naval Sea Systems Command and the National Surface Treatment Center’s
Preservation Technical and Quality Assurance Assessment Program, PACE Presentations 2005, Las Vegas,
January 2005, SSPC.
11. Corbett, William D. and Mozelewski, Frank A., Calculating a Target Wet Film Thickness Using Published
Volume Solids Data-Fact versus Friction, PACE Presentations 2005, Las Vegas, January 2005, SSPC.
12. SSPC Inspection Plan Monograph, SSPC: Pittsburgh, PA, 2008.
13. Brandon, J.H. and Damiano, M. P. “Effective Contract Administration: Key to a Successful Coating Project.”
Journal of Protective Coatings and Linings, January 2007, pp. 58-72.
14. Brandon, J.H. and Damiano, M. P. “Contract Expectations.” Journal of Protective Coatings and Linings,
August 2007, pp. 50-60.
15. Brandon, J.H. and Damiano, M. P. “Contracting Issues: Are Owners Getting What They Ask For?” Journal
of Protective Coatings and Linings, March 2008, pp. 27-37.

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Terms Used in Unit 4 and Its Appendix

Alkyd
Commonly used oil-base coating that cures by air oxidation of its drying oils.

Anemometer
Instrument for measuring wind speed

Calibrate
To modify a gage (or instrument) so that it reads known standards accurately; gages are typically calibrated by
the manufacturer, and the user verifies the calibration and makes adjustments to improve the accuracy in the
desired range.

Corrective Action
Process for addressing problems (e.g., nonconforming work) and realizing improvement.

Corrective Action Request (CAR)

Procedure used to report a detected nonconformity and track the progress of each required step through
elimination of the root cause..

Cost of Poor Quality (COPQ)

The sum of: 1) cost of non-conformities; 2) cost of inefficient processes; and 3) cost of lost opportunity for sales
revenue.

Cross-Linking
Method of polymer formation in which chains of molecules combine to form a three-dimensional network

Dew Point
Temperature at which air becomes saturated with water and condenses on surfaces.

Dry Spray
Rough, powdery, poorly-bonded coating film often containing holidays.

Electronic Gage
Instrument for measuring coating dry film thickness using electronic circuitry to convert a reference signal into
a digital reading.

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Field Standard (For Abrasive Blast Cleaned Steel Surface)

Small area (e.g., 4 square feet) of steel surface blast cleaned to a condition (e.g., SSPC-SP standard) acceptable
to contracting parties for use as a reference in blast cleaning a large area of the same surface.

Holiday
Pinhole, skip, discontinuity, or void in coating film that exposes the substrate.

Induction Time
Period of time after mixing the components of a two-part, chemically-curing coating that it be allowed to sit
before being applied.

Inspection Test Plan (ITP)

An outline of all inspections and tests with a log that ensures that each is planned and performed.

Lacquer
Coating in which the polymeric resin is dissolved in an organic solvent.

Mudcracking
A coating defect resembling the irregular cracking of drying mud, typically caused by the contraction during curing
of a rigid coating applied too thickly.

Needle Gage
Air pressure gage with a needle corrected to the inlet. A needle gage is used to check the air pressure of a
blast system by inserting the needle into the blast hose just behind the nozzle and pointing the tapered end in
the direction of air flow.

Non-conformity
A deviation from the specification that leads to the issuance of a corrective action request (CAR).

Outgassing
The formation of pinholes in the wet film of a coating applied to a concrete surface caused by the release tiny
air bubbles from the porous interior of the concrete as the temperature rises.

Pencil (Pen) Gage

Pencil-shaped instrument that converts the force required to remove a permanent magnet from a surface into
coating dry film thickness.

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Pre-Treatment Wash Primer

Paint applied to a cleaned steel surface in a thin film to temporarily retard corrosion and/or to improve adhesion
of topcoats later applied.

Preventive Action
Always proactive in nature, it attempts to prevent nonconformity, or any condition that reduces efficiency, before
it has an opportunity to occur.

Preventive Action Report (PAR)

Action taken to prevent a problem from occurring, based on an understanding of the product or process.

Pull-Off Gage
Instrument for measuring the dry film thickness of coatings on steel surfaces, based on the force required to pull
a small magnet off the coated surface.

Punch List
Compilation of actions needed for completion of specified work.

Punching Out Inspection

Contractor inspection of items on punch list in preparation for final inspection by owner; see Punch list.

Relative Humidity
The ratio of the actual pressure of existing water vapor in air to the maximum possible (saturation) pressure of
water vapor in the atmosphere at the same temperature, expressed as a percentage.

Root cause analysis (RCA)

An analysis by pertinent contractor personnel to identify all basic causes that may have contributed to the
observed non-conformity.

SOP
Standard operating procedure for a particular process.

Spot Measurement
Average of at least three individual dry film thickness gage readings taken within a 1.5 inch diameter circle on
the coated surface.

SSPC-PA 2
Standard of SSPC: The Society for Protective Coatings containing practices for the measurement of the dry film
thickness of coatings on a steel surface using a magnetic gage.

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Testex Tape
Deformable replicate tape pressed into an abrasive blasted surface to form a mirror image of the surface profile;
the profile is measured by inserting the tape between the jaws of a spring micrometer (described in ASTM 4417,
Method C).

Water Break Test

Qualitative test for detecting surface contaminants, particularly grease and oil, conducted by spraying a fine mist
of water on the surface and observing for water break (beading up of water).

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C2 Unit 4 Appendix
Inspection Plan Information

Further information about inspection plans for steel and concrete is contained within the SSPC Guide for Planning
Coatings Inspection.

Hold Points

An important part of the inspection plan is hold points (sometimes called check points). These require approval
of the work to date before proceeding further. Owner and contractor must understand the list of all hold points
and the necessary criteria for obtaining their approvals before beginning the work. Field QC personnel actually
conduct the scheduled inspections and tests and forward the data to the quality manager or designated field
representative for verification, approval, signing, and release of the hold point. The quality manager will issue
a product hold if the hold point data fail to meet the acceptance criteria.

Note that it is quite common for inspectors performing QA on behalf of the owner or prime contractor to also
conduct “go-no go” inspections prior to allowing the work to continue or to conduct inspections at hold points to
formally observe and document the quality of the work performed to that point. In short, ideally the contractor’s
QC looks at the work first and then other inspectors are called in to also inspect. The other inspectors may be
doing QA for the owner or the prime contractor, depending on how the contract inspection is structured.

Common hold points include but are not limited to:

1. Before start of work: Testing of existing coatings for toxic components

Material testing approval
Approval of other submittals
Proper storage of materials at work site
Work plan prepared and approved
Safety plan for project prepared and approved
Copies of test methods and inspection equipment at job site
Standard logs prepared for documenting test data
Repair of structural defects (e.g., replace defective steel or concrete)

2. Before surface prep.: Safety inspection

Checking equipment for operation, capacity, and cleanliness
Checking materials for contamination
Repairs of surface defects
Acceptability of environmental conditions

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3. After surface prep.: Conformity to surface cleanliness (degree of cleaning) requirements

Conformity to surface profile requirements
Soluble salt testing, when required
Grease and oil testing
Removal of surface preparation debris

4. Primer application: Acceptability of weather conditions

No visual contamination
Proper mixing of coating
Checking viscosity of coating
Induction time after mixing two-part coatings
Pot life of mixed two-part coatings
Proper application equipment and techniques
Required dry film thickness
Satisfactory curing of coating

5. Intermediate coating: Same as above

Recoat window

6. Finish coating: Same as above

7. After total testing: Holiday testing (optional)

Dry Film Thickness Measurements

Importance of Measuring Dry Film Thickness

Measuring coating dry film thickness (DFT) is probably the most important testing procedure encountered in
coating projects. Unless at least a minimum dry film thickness of each coat of the system is achieved, substrate
protection may be compromised. However, exceeding the dry film thicknesses recommended by coating
manufacturers for their application is usually less critical. It is virtually impossible to apply a uniform film thickness
to any surface (especially one that is not flat). A tight maximum DFT limit should be placed upon those coatings
most likely to suffer adverse effects from excessive thickness. Examples include:

• Rigid coatings, such as inorganic zinc-rich coatings, susceptible to mudcracking during curing.
• Rigid coatings, such as highly-cross-linked epoxies, which are susceptible to solvent retention, cracking,
and/or loss of adhesion from substrate movement during temperature changes.
• Alkyds and other coatings that cure by reaction of drying oil with oxygen in the air. Excessively thick coatings
may form a surface skin that inhibits curing of the underlying portion of the coating.
• Fast-curing coatings, such as lacquers, are subject to solvent entrapment.

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• Rigid coatings, such as pre-treatment wash primers, that are subject to cohesive splitting.
• Moisture-cured polyurethanes, which may produce bubbles of carbon dioxide in thick films.
• High-temperature silicones, which may crack or lose adhesion if applied in excess of 4 mils.

It should be noted that some thick, rigid coatings perform quite satisfactorily at normally prevailing temperatures
but crack when put into service at relatively high or low temperatures.

SSPC-PA 2, Measurement of Dry Coating Thickness with Magnetic Gages, has been specified and successfully
used in contracts for coating steel for many years. It provides detailed procedures for measuring coating
thickness on beams, girders, and miscellaneous metal parts. PA 2 identifies only two types of dry film thickness
gages: Type 1-Pull-off gages and Type 2-Electronic gages. This is consistent with ASTM D 1186, Test Methods
for Nondestructive Measurement of Dry Film Thickness of Nonconductive Coatings Applied to a Ferrous Base.
Contracting parties must agree before pencil gages can be used (usually in hard to reach places) because they
do not meet the maximum accuracy variation of 5% accuracy required by PA 2.

PA 2 describes a standard procedure for measuring coating thickness as well as the number of measurements
required per unit area. Thus, in an area of 100 ft2, five spot measurements should be taken and averaged to
determine whether the average falls inside the specified thickness limits.

A spot measurement is defined as the average of at least three individual gage readings taken within a 1.5 inch
diameter circle. Spot measurements are allowed to be no less than 80% of the minimum specified thickness or
no more than 120% of the maximum specified thickness.

Thus, for a dry film thickness minimum of 4.0 mils and maximum of 10.0 mils, each spot reading must lie between
3.2 (80% of 4.0) and 12.0 (120% of 10.0) mils. Gage readings can be less than 3.2 mils or greater than 12.0
mils, as long as spot measurements lie within these limits. However, the average of the spot measurements
must lie between 4.0 and 10.0 mils.

On concrete and non-ferrous metal surfaces, the magnetic gages described in SSPC-PA 2 cannot be used to
measure DFT. However, SSPC-PA 9 Measurement of Dry Coating Thickness on Cementitious Substrates Using
Ultrasonic Gages describes a method of measurement. The DFT can also be calculated by multiplying the wet
film thickness (WFT) by the percent solids in decimal form. Thus, the DFT of a coating having a WFT of 5 mils
and a percent solids by volume of 80 is 4 mils (5 times 0.80). WFT can readily be determined using a notched
gage in accordance with ASTM D 4414, Practice for Measuring Wet Film Thickness by Notch Gages.

Calibration of Inspection Instruments

Calibration is a necessary component of performing inspection and testing coatings. Only measurements that
can be traced to a known standard are acceptable, and once an instrument is found to be out of calibration, all

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measurements made since the last calibration, or calibration check, are suspect, and potentially unusable. If
work is measured and accepted based on an instrument that is found to be out of calibration, all work since the
last calibration check must be considered nonconforming.

The quality manager maintains all calibration records of inspection instruments to ensure that they are ready for
use. These records contain the instrument number, date of last calibration, and history of use.

The procedures used for calibrating and verifying the calibration of the measuring and testing equipment used
for the project should be those recommended by the manufacturers of the individual instruments. Gages must
be calibrated by the manufacturer or a certified laboratory under controlled conditions. A certificate of calibration
or other appropriate document showing traceability to a national standard is required. There is no standard
time interval for re-calibrating different instruments so quality managers establish these dates, unless contract
requirements state a specific intervals for calibration. A one-year calibration interval is a typical starting point
suggested by most instrument manufacturers and should be modified as indicated by calibration checks, history
of use, and any other indicator that could result in a question of the accuracy of an instrument.

Calibration of all gages must be verified daily, at the beginning and end of each shift, and whenever the
instrument is dropped or whenever readings become suspect. The calibration should be verified in the range
where measurements are anticipated. If readings do not agree with the reference standards, the gage should
be removed from service and returned to the manufacturer or certified repair laboratory to be re-calibrated.

SSPC-PA 2 does not require re-calibration of the gages each year as long as the gage measures known
standards accurately. If the gage is used only sporadically, it may remain calibrated for several years. On the
other hand, if several hundred measurements are made each day, as in the railcar industry, the tip may wear
out in six months and require replacement.

Use of Instruments

All inspections should be completed in accordance with documented test procedures, and the test procedures
should be entered into the project records. If an inspection or test indicates a questionable or unacceptable
procedure, all work covered by such inspections will be considered as nonconforming. When inspection
procedures are included in the project work plan or PCPs, this helps to ensure that the procedures are reviewed
by many parties and are made part of the project records.

As far as possible, only standard coating inspection test procedures (e.g., those of SSPC, ASTM, etc.) should
be specified and used, although some procedures may require supplemental or amplifying instructions to make
them usable in all situations encountered. These must be followed completely as written with no deviations in
order to ensure receiving the desired levels of accuracy and reliability.

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Each inspection instrument should be operated in accordance with its manufacturer’s instructions. The book
Using Coating Inspection Instruments, available from SSPC, provides detailed instructions with color photographs
explaining the use of most coating inspection instruments.

All test data should be written directly into standard inspection forms in log books as measurements are taken.
These data and other support of non-conformities to specification requirements should be brought to the quality
manager each day in the form of Corrective Action Requests (CARs). The serial numbers of gages and other
pertinent gage information should be recorded along with the measurements.

Ambient Conditions

Before and during surface preparation and coating application, QC personnel measure air and substrate
temperatures, relative humidities, dew points, and wind speeds to ensure that the work is conducted under
acceptable ambient and surface conditions, as required by the specification. Substrate temperatures are
measured using contact or remote thermometers; relative humidities and dew points are measured using sling
or battery-operated psychrometers; and wind speeds are measured using anemometers.

Common paint failures associated with coating operations conducted outside the recommended range of ambient
conditions include:

Low Temperatures

• Slow, incomplete, or improper curing

• Incomplete leveling
• Blushing

High Temperatures

• Rapid drying of lacquers and latex paints causing dry spray

• Reduced induction time
• Reduced pot life (faster curing)
• Reduced window for topcoating
• Outgassing of coatings on concrete
• Pinholes in topcoats over solvent-borne inorganic zinc-rich coatings

Low Humidities

• Incomplete curing of solvent-borne inorganic zinc-rich coatings

• Slow or incomplete curing of one-part polyurethane or polyurea coatings
• Rapid, adverse curing of latex coatings

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High Humidities

• Flash rusting of steel

• Blushing of lacquers
• Improper curing of coatings
• Blistering of coatings

High Winds

• Contamination of cleaned surfaces

• Contamination of wet coating films
• Overspray of coatings onto unintended surfaces

SSPC PA 1 requires that newly applied coatings be protected from condensation and rain until cured.

Documentation

An overarching rule in producing project records is that a test or measurement not documented is a test or
measurement not performed. If a test or measurement is required and performed but not documented, it is little
or no value years after construction, and it may be of little or no value in supporting current payment. If there
is a subsequent review of the records and the deficiency is discovered, it may be used against the contractor
to show a failure of inspection and documentation processes. Once execution of a process is questioned, it is
difficult for the contractor to claim that other processes, or portions of processes are not similarly deficient.

Inspectors must endeavor to perform every required inspection and test according to procedures, completely
and responsibly, and document carefully and completely. Both contractors and inspectors are better off letting
the facts speak for themselves rather than risking being caught falsifying documentation. Any attempt to make
inspection or test results look unduly favorable may be discovered during a QA audit or during an investigation
of a failure.

In addition to describing non-conformities, a careful analysis of the records will indicate how effectively the
production forces are completing their work. Deficiencies in their performances can be identified and corrected.
This can result in the savings of time, work, and money.

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Unit 4 Workshops

4-A

The XYZ Painting Company has a contract with a local airport to repaint the interiors and exteriors of four steel
hangars. One of the daily QMS reports stated: Exteriors primed in accordance with specification requirements.
Is this report adequate? What specific items are lacking?

4-B

The above coating project was scheduled for completion by the end of June in time for a July 4th celebration at
the airport. However, prior to its application, the exterior primer was found not to conform to local VOC regulations
and had to be replaced. This resulted in an extended delay, so that the project could not be completed in time
for the celebration. What actions should be taken to prevent this problem from occurring again?

4-C

There was a two-month delay between priming and application of the final two coats of amine-cured epoxy
coating to the hangar interior steel walls because of work being done by other trades. Three months after
application of the two topcoats, they began to peel from the primer. Field tests showed there was only limited
adhesion between the primer and the topcoats. What actions should be taken to correct the immediate problem
and prevent it from happening again?

4-D

On a separate coating project, a quality control inspector took the dry film gage readings shown below in mils
by following guidance in SSPC-PA 2 for a 100 ft2 area. The specified dry film thickness range for the primer
used was 4.0 to 10.0 mils. Did the spot measurements from these gage readings conform to the specification?
If not, what was the failure?

Spot #1 Spot #2 Spot #3 Spot #4 Spot #5

4.6 5.5 4.8 3.8 5.2
4.8 5.2 4.6 3.8 5.4
4.7 5.4 5.0 3.9 5.2

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Unit 4 Quiz

Select the best answer for each of the questions below.

1. What is the responsibility of the contractor’s quality control manager?

a. Reviewing and understanding all project specification requirements.

b. Calibrating all inspection instruments.
c. Writing the inspection plan.
d. Establishing procedures for QA surveillance and enforcement.

2. Identify a corrective action taken in response to a CAR:

a. Establishing new hold points.

b. Conducting root cause analysis.
c. Writing preventive action forms.
d. Re-calibrating inspection instruments.

3. The cost of poor quality (COPO) includes the sum of :

a. The time it takes to respond to an action request.

b. The number of deviations from the quality assurance plan.
c. The cost of non-conformities.
d. The cost of not using an inspection test plan.

4. How is quality defined in field construction?

a. Establishing a quality assurance program that meets the owner’s requirements.

b. Inspecting to determine causes of non-conformities.
c. Reducing costs through detection and prevention.
d. Complying with project requirements and keeping rework to a minimum.

5. The daily QMS report:

a. Is an accurate description of work completed by owner QA personnel.

b. Is an accurate description of the work completed each day, including QC.
c. Is an accurate description of the specification procedures completed each day.
d. Is an accurate PCP submitted to the owner each day.

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6. What best describes a punch list?

a. A list of all the project CARs issued to date.

b. A list of all project non-conformities to safety or environmental regulations.
c. A list of all items remaining to be completed to meet all specification requirements.
d. A list of all items completed to finish the job.

7. A non-conformity is:

a. A deviation from the specification that leads to the issuance of a corrective action request (CAR).
b. A deviation from the specification that leads to the issuance of a preventive action report (PAR).
c. A deviation from the specification that leads to the request for a change order.
d. A deviation from the specification that leads to the request for an independent inspection report.

8. Contract surveillance is:

a. Owner monitoring quality assurance on the job through use of a certified inspector.
b. Owner monitoring procedural conformity without a certified inspector on staff.
c. Owner review and evaluation of CA and PA records.
d. Owner review of the written QA plan.

9. Preventive action is:

a. A tool used to report non-conformities.

b. A tool employed by owner QA personnel to check the contractor’s QMS.
c. A tool employed by contractor QC personnel to prevent non-conformities from occurring in the first
place.
d. A tool used in root cause analysis.

10. Failure to produce only conforming work is:

a. A sign of problems with the workforce.

b. A sign of some defect in the specification.
c. A sign of some failure in the contractor’s QMS.
d. A sign of some failure in the inspection plan.

11. When a contractor agrees to have PA/CA as part of the contract:

a. The owner is no longer responsible for quality assurance.

b. The contractor continually documents any actions taken as a result of nonconforming work.
c. A third-party inspector is never hired.
d. PA never has to be documented.

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 Unit 4 Quality Management
Management
Unit 4 Quality

Topics
PLANNING AND SPECIFYING
INDUSTRIAL COATINGS PROJECTS
•  Components of quality control management
(For Owners and Contractors) •  Cost of poor quality
•  Contractor quality management systems
Unit 4 •  Quality control planning and execution
•  Employing corrective and preventive action
Quality Management •  Importance of documentation in tracking non-
conformities
•  Owner quality assurance program

Scope Learning Outcomes

•  This unit describes contractor quality •  After completing this unit, students will
control management and its be able to:
coordination with owner quality −  Discuss the components of quality control
assurance. management.
−  Describe how contractor quality control is
coordinated with owner quality assurance.
−  Recognize the importance of planning and
documenting for both project quality
control and project quality assurance.

What is Quality? What Does Quality Cost?

•  Fitness for use. •  The cost to attain quality?

•  In construction: •  The cost of running the quality
−  Complying with project requirements. department?
−  “Getting it right the first time, every time.” •  The cost of finding and correcting
−  Keeping rework to a minimum. defective work?
−  Employing continuous improvement to
correct any and all production problems.

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Unit 4 Quality Management

Cost of Poor Quality (COPQ) COPQ

•  COPQ is defined as: •  Includes:

−  The sum cost of non-conformities. −  All of the costs that are realized as a
−  The cost of inefficient processes. result of producing defective, or otherwise
−  The cost of lost opportunities for sales nonconforming, material. It includes
revenue. inspection after the first rejection.
•  Does not include:
−  Detection and prevention costs.

Responsibilities of Contractor’s
Quality Management
Quality Manager (QM)

•  Starts with the invitation to bid. •  Reviewing and understanding the project
•  Encompasses all processes and specification in detail.
procedures. •  Ensuring the quality of all phases of
•  Extends through the end of the warranty project work.
period. •  Developing and maintaining an effective
•  Conducted systematically and Contractor Quality Management System
documented thoroughly. (QMS).
•  Always available for owner review (quality •  Ensuring supply of materials and
assurance.) equipment.

Responsibilities of Contractor’s
Documents to Have at Job Site
Quality Manager (QM) (cont’d.)
•  Reviewing field work of QC personnel for •  Include but are not limited to:
conformity to specification. −  Complete specification.
•  Responding the reports of nonconforming −  Applicable industry standards.
conditions. −  Product certifications.
−  Product data sheets.
•  Training/overseeing quality control personnel.
−  Material safety data sheets.
•  Training an assistant. −  Training certificates, certifications, and licenses.
•  Be familiar with commonly referenced QC −  Standard/safe operating procedures.
methods and have copies of them available at −  Work plan or PCPs.
the job site. −  Inspection and safety plans (Job-specific).

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Unit 4 Quality
Management

Personal Qualifications of Personal Qualifications of

Quality Control Managers Quality Control Managers (cont’d.)

•  Certified coatings inspector. •  Interpersonal skills to relate well to others

•  Familiar with coating specifications, involved in the project as everyone strives
especially CSI Format. to meet targeted requirements.
•  Written, organizational, and computer
•  Familiar with specified test procedures.
skills to precisely and completely record
•  Managerial skills and authority to review and maintain files on all aspects of quality
and verify the quality of work performed control, creating documents that can be
by contractor workers. readily retrieved and understood.

Quality Control Planning and Basic Contractor Quality

Execution Control Functions
•  Inspection and testing scheduled •  Collect requirements.
throughout the entire painting process •  Develop an Inspection and Test Plan
to ensure that all specification (ITP) and ITP log to match
requirements have been met. requirements.
•  Must be coordinated with the work plan. •  Develop inspection forms to include
requirements, precise location of work,
acceptance/rejection criteria, record of
measurements and observations,
assessment of conformity (yes/no).

Basic Contractor Quality Basic Contractor Quality

Control Functions (cont’d.) Control Functions (cont’d.)
•  Perform inspections and tests and •  Correct non-conformities and clear
submit reports. Rework Log appropriately.
•  Transfer non-conformities from •  As required by contract, certify invoices
inspection reports to the Rework Log. for work that is complete and
•  Issue a CAR for each nonconformity or conforming, based on objective
related group and identify/eliminate root evidence that has been logged and
cause. filed.

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Unit44Quality
Quality Management
Management

Additional Inspection Plan Employing Corrective Action (CA)

Information and Preventive Action (PA)

•  Hold points, DFT measurements, •  Set of tools that can be added to any contract
instrument calibration and use, ambient to aid in reducing non-conformities.
conditions, and a discussion of required •  Keeps contractor focused on improving
documentation are reviewed in the processes so non-conformities are not
appendix to this unit. produced.
•  SSPC’s Guide for Planning Coatings •  Good business practices contractors can use
Inspection also contains further to address known and potential problems with
information about inspection plans for current processes and improve upon them.
steel and concrete.

CA and PA Components of CA

•  CA: A reaction to nonconforming work. Used to •  Containment actions, including stopping

address non-conformities in the work and the work.
contractor’s QMS.
•  PA: A proactive process that makes use of •  Correction of nonconformity and
knowledge and experience to prevent non- tracking on rework log.
conformities from being produced in the first place. •  Root cause analysis and corrective
•  Contractor QA/QC personnel perform all CA and PA
action plan to eliminate root cause.
analyses and documentation.
•  This is monitored and approved by the contract •  Follow-up plan to ensure elimination of
administrator. root cause.

CA Tracking CA Responsibilities

•  Initiated for each nonconformity. •  Contractor must control work so that

•  Tracked on form that documents the entire only conforming work is produced.
process, including facility owner’s approval at
•  Owner specifies QMS for contractor to
each step.
control, inspect, and document that
•  Contractor responsible for all analyses and
conforming work is accomplished.
actions.
•  Facility owner approves the root cause •  Failure to produce conforming work is a
analysis, corrective action plan, and close-out failure of some function of the QMS.
after follow-up reports to show prevention has
taken hold.

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Preventive Action Adding CA/PA to a Contract

•  Initiated, managed, and tracked through •  When neither QMS or contract

Preventive Action Requests (PARs). specifically require it, contractor may:
•  Attempts to prevent nonconformity, or −  Not agree to add CA/PA: owner
any condition that reduces efficiency, documents breach of contract.
before it can occur. −  Agree to add CA/PA: through a no-cost
change order and use established
•  May originate with anyone who sees an practices for remainder of contract or until
opportunity to prevent a potential action contractor CA/PA records indicate that
that would require CA. other actions need to be taken.

CA/PA Sample Wording Benefits of CA/PA

•  Found in Effective Contract Administration •  Contractor continually documenting

article in course appendix. actions taken as a result of
nonconforming work.
•  Documentation is used by management
to identify patterns of performance, and
for taking appropriate actions.

Importance of Complete and

Benefits of CA/PA (cont.)
Clear Documentation
•  Certifying agency (i.e., SSPC) gets •  Short term − Tracking progress and
feedback on contractor performance conformity to requirements
when auditing CA/PA records. •  Long term − Supporting contractor and
•  CA/PA produces the “level playing field” owner in claims for extra payment,
for contractors that many contract warranties, both implied and express,
administrators seek. This encourages latent defects, etc.
contractors that are likely to conform to
contract requirements to bid future
work.

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Unit Quality Management
Management

Daily QMS Reports Tracking Non-conformities

•  Procedures established in the specification and •  QMS formal procedures record and
clarified in the pre-construction conference or
track non-conformities from detection
coordination meeting.
through resolution.
•  Reporting form tailored to address specific
project requirements. •  Dates of detection and resolution are
•  Owner QA personnel review daily QMS reports noted.
and evaluate them.
•  Facilitated by tracking on Rework Log
•  QCM issues supplemental report of corrections
and clarifications as required.
and CA Log.
•  QA rep. prepares a QA report of the project work
each day.

Owner Quality Assurance Owner Quality Assurance

Program Program (cont.)
•  QA staffing chart with assigned •  Procedures for reviewing and
responsibilities for each member. evaluating routine and non-routine
•  Qualification requirements for each staff inspection reports.
member. •  Procedures for QA surveillance and
•  Steps in contracting process. testing based on review findings.
•  Procedures for reviewing and •  Procedures available in case
evaluating CA and PA records. enforcement action is necessary.

Signs that QMS is Operating

QMS Monitoring
Properly
•  Non-conformities few and far between. •  Owners perform QA on QMS using qualified
•  CARs investigated quickly and root coating inspector or by monitoring procedural
causes eliminated. conformity.
•  Auditing, or surveillance techniques, involve
•  Rework items addressed quickly and
a statistical sampling to obtain a “picture” of
properly removed from Rework Log.
what is transpiring.
•  PARs will increase or remain at a high •  Non-technical personnel can monitor
level. procedural conformity if contractor has an
effective QMS in place.

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Actions at Completion of
Audit Observations
Project Work
•  Poorly operating QMS: •  Quality manager inspects the work and
−  Large number, or lingering, CARs. prepares “punch list” of all items remaining for
completion to meet all specification
−  Large number, or lingering, Rework Items.
requirements.
−  Large number of CARs relative to PARs.
•  “Punch list” based on complete review of
rework log and CA system.
•  Once items on list resolved, QC manager or
other staff conducts a “punch out” inspection
to ensure that the project is ready for owner
pre-final inspection.

Summary Summary (cont.)

•  Quality in construction means •  Quality management encompasses all

complying with project requirements processes and procedures through the
and employing continuous improvement end of the warranty period.
to correct any and all production •  It is conducted systematically,
problems. documented thoroughly, and always
•  Poor quality includes all of the costs that available for owner review (quality
are realized as a result of producing assurance.)
defective, or otherwise nonconforming,
material.

Summary (cont.) Summary (cont.)

•  Corrective Action (CA) and Preventive Action •  Clear documentation and records have both
(PA) are a set of tools that can be added to short- and long-term benefits in terms of tracking
any contract to aid in reducing non- progress and supporting claims.
conformities. •  The owner’s quality assurance program includes
•  CA is used to address non-conformities in the procedures for reviewing and evaluating routine
and non-routine inspection reports through
work and the contractor’s QMS.
procedural monitoring or auditing.
•  PA is a proactive process that makes use of
•  The “punch out” inspection occurs at the job’s
knowledge and experience to prevent non- conclusion after all issues on the punch list have
conformities from being produced in the first been resolved.
place.

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Unit QualityManagement
Management

Unit 4 Workshop

•  Four-part scenario-based workshop for

in-class discussion.

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