Unlocking the Power of Daily Reports to Improve Construction Quality

Much like inspection checklists and punch lists, daily reports are an important component of a good construction quality program. They are best used used for:

  • Documenting construction progress
  • Providing information about what happened on the jobsite each day, including:
    • Weather conditions
    • Subcontractors onsite
    • Equipment used
    • Tasks performed
  • Recording observations and discussions with subcontractors and crews
  • Providing forensic accounts of what happened on the jobsite every day
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4 Steps to Data-Driven Quality Improvement in Construction

It’s common for quality managers to think that the purpose of their quality program is to show proof of compliance or to fulfill a client’s QC reporting requirements. However, there is so much more your quality program can do. Leveraging the data you’re gathering and the systems you already have in place can help you prevent deficiencies and significantly improve construction quality performance.

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How to Keep Your Construction Quality Program on Track

After you deploy your construction quality program, it’s important to make sure it’s working and that people are using the systems properly. In addition to making sure all your hard work isn’t for nothing, keeping your quality program on track also helps you justify the costs, demonstrate ROI, and get closer to the ultimate goal of first-time quality. Monitoring progress also keeps field personnel engaged and ensures compliance with the quality program.

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Your Construction Quality Program is Great, So Why isn’t It Working?

 
We talk to a lot of quality managers who have taken all the right steps to implement a construction quality program—creating a strategy, getting buy-in from all the stakeholders, and selecting the right software vendor—only to get frustrated that the program isn’t working because people aren’t using it. Another challenge we frequently hear about is that even when people are using the system, nobody is monitoring the process and taking steps to improve it. This means that although you’re using the system you put in place, quality is not improving.

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How to Create a Quality Program That Subcontractors Will Want to Embrace

Superintendents and subcontractors are all working toward the same goals, but sometimes relationships can be strained when expectations are not communicated clearly. Approaching subcontractors as partners instead of adversaries is essential for achieving first-time quality, which is why it is so important to build consensus around your quality program. The earlier you can involve them in the project, ideally during the pre-construction phase, the more likely they are to understand your quality goals and help you meet them.

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How Construction Quality Managers Use Project Meetings to Prevent Issues

Pre-construction meetings, informal lookaheads, and formal preparatory meetings are common practices for planning project details for upcoming work.. However, construction quality managers are not always considered key participants. Construction quality managers should be there to actively support the superintendent in delivering a quality project.. When it comes to meetings, this means putting quality on the agenda and leading discussions on upcoming quality concerns.

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How to Build a Company-Wide Construction Quality Management Process

We often hear from builders who are trying to create a consistent quality approach. They have employees with different levels of experience in the company, and they’re all trying to achieve quality in their own ways. If this sounds familiar to you, you’re probably looking for a way to capture the best quality management methods and share them with everyone. This is a common challenge for organizations that operate in multiple locations and have several projects going on at the same time, but it can happen in companies of all sizes. The solution is to build a company-wide quality management process.

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How Construction Quality Managers can Get Project Managers’ Support

Effective construction quality management is an organization-wide effort, not just the responsibility of the quality manager. Getting key stakeholders on board to implement a quality program requires effort from the beginning of the process. In your role as quality manager, the sooner you can gain support and build consensus with top management leaders, superintendents, project managers, and others, the easier it will be to roll out the systems and processes that support your quality program.

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How Quality Managers Can Work with Superintendents to Improve Quality

Construction superintendents are responsible for the overall success of a project, which includes scheduling, inspections, subcontractor management, job-site safety, staying within the budget, and yes, quality control. Many companies also appoint a quality manager for each project to prevent quality deficiencies from occurring. Too often, superintendents view quality managers as the enemy and expect a contentious relationship. However, as a quality manager, you can actually be the superintendent’s MVP. Here’s how:

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10 Quality Control Mistakes Construction Companies Make

There is no one-size-fits-all solution to construction quality control. Every company will have different processes, checklists, and punch list items based on the type of construction, subcontractors, and regulatory requirements. However, there are some common mistakes that we have seen in our decades of experience with construction quality control.

Do any of these potential quality control pitfalls sound familiar to you?

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