Burlington, MA - January 26, 2010 - Ed McNeill, Senior Vice President at Turner Construction Company knows that implementing effective enterprise Quality Assurance and Quality Control (QA/QC) requires a consistent approach to jobsite observations and a structured method of analyzing and reporting all of the gathered information. Often, construction companies lack the ability to gather, analyze and share critical quality information in a standard way. At the enterprise level, it is difficult for management to track QA/QC compliance data for projects and subcontractors in a consolidated, timely fashion. Increased visibility into this critical aspect of quality, can reduce project risk.
"With tools such as Vela Systems, we're able to make correlations and assessments of quality assurance with certainty because we're getting factual, real-time data from the projects," said McNeill. "We are documenting conformance to create a more balanced and positive methodology, as opposed to the industry approach of only documenting the negative on punchlists."
Field Software Enables Comprehensive Quality Measurement
Vela Systems Checklists (QA/QC) software provides the tools and content needed to create an enterprise quality system. At the headquarter level, management can track quality compliance data for one or multiple projects in executive dashboards. Turner leveraged its headquarter-level library of standards checklists and supplemented it with project-specific quality checklists.
"For quality assurance, there needs to be a raised acknowledgement level of conformance and increased number of staff documenting that conformance," continued McNeill. "From this, instances of nonconformance rise to the surface and those habits can be corrected quickly, improving the QA/QC process right then as well as over time."
Quality Management Is Important Throughout The Project
Turner Construction Company has discovered the tight correlation between QA/QC and punchlists. What they've seen over the years is that without a proven and consistent quality assurance process, punchlists can become considerable and time consuming.
According to McNeill, "If there is not stellar quality assurance prior to the punchlist process, projects wind up with way too much activity at the end when there should really be far, far fewer items. For example, take the 10 Rittenhouse Square and Hampton Roads Naval Station projects, we have a quality program in place with subcontractors who are conditioned to do it right the first time, which is driving a very manageable, painless process of achieving the level of quality our clients require."
The Benefits
Vela Systems software helps Turner Construction Company achieve the following results:
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