Design quality control lessons from the new ny bridge tappan zee hudson river crossing
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Design Quality Control: Lessons From The New NY Bridge – Tappan Zee Hudson River Crossing. Presented by: Dan Domalik, PE, CMQ/OE, CQAHDR Engineering 2014 Ohio Transportation Engineering Conference Session 17 October 28, 2014. Design-Build Team.

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Design Quality Control: Lessons From The New NY Bridge – Tappan Zee Hudson River Crossing

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Design Quality Control: Lessons From The New NY Bridge – Tappan Zee Hudson River Crossing

Presented by:

Dan Domalik, PE, CMQ/OE, CQAHDR Engineering

2014 Ohio Transportation Engineering ConferenceSession 17

October 28, 2014


Design-Build Team


Design Quality Control: Lessons From The New NY Bridge – Tappan Zee Hudson River Crossing

Agenda


Agenda

  • Agenda

  • The Project

  • The Design Quality Process

  • Lessons Learned

  • Closing


Design Quality Control: Lessons From The New NY Bridge – Tappan Zee Hudson River Crossing

The project


Bridge Location

New NY

Bridge

George

Washington

Bridge

WTC


Bridge LocationTarrytown – Nyack, NY

  • New York State Thruway

  • 3.1-mile crossing of Hudson River in lower Hudson Valley (25 miles north of NYC)

  • Traffic volume >130,000 AADT


Design Quality Control: Lessons From The New NY Bridge – Tappan Zee Hudson River Crossing

The design quality process


Quality Product or Process?


Design Quality Organization


Design Quality Process


QC Documentation Form (QCDF)

  • Planning document

  • Defines scope of checking/reviews

  • The “IOU” for quality

  • Approved by

    • Responsible Professional

    • Design Discipline Lead

    • Design Manager

    • Design QC Manager

  • Used by designers, checkers, reviewers, and auditors


Reviews: IDR – CR - QCR


Quality Audit & Certification


Bluebeam Revu


ELVIS


Design Quality Control: Lessons From The New NY Bridge – Tappan Zee Hudson River Crossing

Lessons learned


Train! Train! Train!

  • Train early, train often, train forever, train differently

  • Vital to train everyone effectively in QCP

  • Live and remote training

    • Track attendance

    • Give quiz

  • Removes excuses

  • Creates buy-in


Matrix Organization:Production

  • Area Managers are critically important

    • They are front line leaders and error-trappers

    • Driving the schedule means delivering quality on time


Top Management Support

  • Get top management to champion quality

    • Vocal support for quality

    • Enlist their help – Escalation, backup, etc.


Follow the Project Requirements

  • Meet the project requirements!

  • Quality = Conformance to Requirements

  • Don’t let your ‘better idea’ violate the contract

  • Know and follow the

    • Proposal commitments

    • Technical Provisions

    • Client Standards

    • Design Criteria


Design Quality Audits

  • Perform thorough audits

  • DQCM team audited all design packages for quality plan compliance

  • Closed audit required for Design Manager certification


Be Proactive

  • Don’t wait for information

    • PULL IT if you need it

    • PUSH IT if you have it

  • Do more ‘pushing’ of information to others

  • “Who would care about the change I just made?”…TELL THEM

  • Stay ahead of QC milestone start dates

  • Start QA audits before packages are complete


Beware Insincere “Compliance”

  • Bad attitude toward quality procedures is dangerous!

  • There are clues if you look for them

  • Stay focused on intent, not a coloring exercise

    • Intent of person and of procedure more important than coloring in the lines

    • Maintain goodwill towards quality procedures


QM Is Engaged Member of Team

  • Quality Manager must be an engaged member of the team

    • On-site presence was crucial for speed and buy-in

    • Auditors can be remote

    • QM should be part of the management team


Stay Close to Sub-Consultants

  • Subs typically do not have the same quality tools and habits as the prime

  • Require slightly different training & more training

  • DQCM provides more oversight and auditing


QUALITY TRUMPS SCHEDULE

  • Quality and Schedule can be ‘natural enemies’ if not properly planned and managed

  • Remember ‘Fast, Cheap, or Right…Pick Two’

  • Root cause analyses have pointed to schedule pressure as an underlying cause of quality failures

  • “It will go out when it is right and the backup is there.”

  • Top management supports this message


QUALITY TRUMPS SCHEDULE

“Yeah, but remember….the design was delivered on time and under budget!”


Design Quality Control: Lessons From The New NY Bridge – Tappan Zee Hudson River Crossing

closing


Closing Thoughts on TZ Quality

  • Know the client and the project

  • Define QA/QC processes that work

  • Staff the job properly

  • Subs are people, too

  • Manage the risks

  • Provide reasonable deadlines

  • Provide adequate budgets

  • Educate the team about quality requirements

  • Provide tools and resources

  • Sweat the small stuff

  • Monitor continuously

  • Over-communicate

  • Audit work process and product

  • Measure progress

  • Continuously improve


www.newnybridge.com


Design Quality Control: Lessons From The New NY Bridge – Tappan Zee Hudson River Crossing

Presented by:

Dan Domalik, PE, CMQ/OE, CQAHDR Engineering

2014 Ohio Transportation Engineering ConferenceSession 17

October 28, 2014


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