QC Manager Responsibilities

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Student Manual Lesson 6- QC Manager Role & Responsibilities
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Lesson 6
Lesson 6
THE QC
MANAGERS
ROLE &
RESPONSIBILITIES
THE QC THE QC
MANAGER MANAGER S S
ROLE & ROLE &
RESPONSIBILITIES RESPONSIBILITIES
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Learning Outcomes
Learning Outcomes
Describe QC Managers role & responsibilities
Describe the QC Managers duties
Describe the QC Managers reporting requirements
Upon completion of this lesson, you will be capable of performing these Learning
Outcomes.
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QC Manager Role Overview
QC Manager Role Overview
Administer QC Plan
Monitor QC Activities
Provide Monthly
Certification
Maintain Records
Evaluate Performance
DDM/EAR
LIMS
Pre-Bid
Pre-Bid
Pre-Construction
Pre-Construction
Construction
Construction
Post-Construction
Post-Construction
Plan QC Needs
Est. QC Manpower
Qualified Subs
Establish Rework
Goals
Prepare QC Plan
Qualified QC Staff
Qualified Labs
Producers QC Plan
Verification
Sampling/Testing
Records
Material Certifications
LIMS
EARs Closed/DDM
Warrantee Items
Shown above are the major phases for the QC Managers role and responsibilities of a
project.
The QC Manager should be involved in all phases, beginning with the pre-bid phase.
However, some of the work tasks within the major phases shown in the slide above
may not be assigned to the QC Manager. Which tasks are assigned will be determined
by the upper level managers of the Prime Contractor.
During the pre-bid phase, they may interact with estimating to ensure QC inspection,
sampling, testing and staffing is accounted for in the bid and to determine if the
anticipated subcontractors and producers have the required FDOT
qualifications/certifications.
Once the contract is awarded, the QC Manager must bring together all of the project
requirements and documents, which lead to developing the QC Plan. The CTQP
qualifications of the anticipated Inspection staff needs to be verified, and a schedule of
manpower and equipment resources developed to ensure the project is properly
staffed and equipped from a QC standpoint.
During the construction or production phase, the QC Manager is responsible for
ensuring that the required inspection, sampling, testing and reporting is performed by
the Inspection staff. They are responsible for the administration and supervision of the
staff and coordinating and handling of deficient materials and QC, Verification and
Resolution conflicts. Additionally, revisions to the QC Plan may be required based
upon project needs. Each month, they must ensure the Contractor Certification is
completed and submitted.
As the old saying goes, it isnt over until the paperwork is doneand construction is no
different. The QC Manager must finalize all QC reports and documentation, together
with material certifications, etc.
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Integrity
Integrity
QC
XYZ
Unfortunately, as a QC Manager, you are more or less serving two bosses,
your employer, the Contractor and the Department. Your concern is
ensuring that the quality required for the project is met.
You may find yourself pulled in two directions at once. Your desire to serve
your firm and help production, while at the same time, meeting the
Departments quality requirements.
It is important that you maintain your integrity and not be pushed into doing
something that can result in the suspension or revocation of your QC
Manager Qualification.
It is important to remember, if you do your job properly, you are an asset to
both the Contractor and the Department.
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QC Manager Role
QC Manager Role
Serve as Contractors Quality Representative
Prepare QC Plan
Administer and Monitor QC Compliance
Coordinate Resolution of Conflicts
Administer and Monitor QC inspection, sampling,
testing and reporting
Provide monthly Certification
Listed above are some of the functions of the QC Manager, which will be
covered in detail in this lesson.
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QC Manager Authority
Who should the QC Manager report to?
Do they have any authority over the Production staff?
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Should the Inspectors report to the QC Manager?
Do the Inspectors have any authority to stop work?
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Pre-Bid Activities
Pre-Bid Activities
Review Contract Documents
Plan QC Program
Identify QC inspection, sampling & testing requirements
Identify potential Inspectors/Technicians
Identify potential QC problem areas
As a QC Manager your involvement in the pre-bid process can be of a substantial
benefit to the Contractor. QC costs money and depending upon project
requirements can range from 1-3% of the project cost.
If you begin to formulate a rough QC Plan you will find there are many questions
that need to be answered such as:
-What inspection, sampling & testing is required?
-What Inspectors/Technicians are available?
-Are there any parts of the project that can create problems for QC?
These all represent a cost- a financial impact to the project.
On the other hand, they may be opportunities for reduced frequencies of testing,
thereby being able to effect some sort of savings.
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Pre-Bid Activities
Pre-Bid Activities
Prepare QC Budget
Estimate QC inspection, sampling & testing
manpower, per phase
Estimate QC Costs, per phase
Provide the bid Estimators the QC Costs
-What manpower resources are required, for each phase, for each construction
type?
- How many Inspectorsversus Technicianswill you need?
-Will any CTQP training be needed for the QC Inspection staff to be capable of
fulfilling the project inspection, sampling & testing needs?
-If subcontracting QC inspection, sampling & testing, obtain quotes from several
qualified firms
-Keep in mind that certain requirements, such as QC sampling for Maximum
Density Test for Stabilizing (Section 160), where QC samples and splits for VT
and RT, adds costs (Extra bags, time and large storage facility).
- Will there be multiple concrete placement sites, concurrently. If so, each must be
staffed by a qualified technician. If not, one technician may be capable of handling
concrete placements, depending upon project size and conditions.
Following your assessment of the QC needs, develop an estimate of the QC costs
and provide it to the Estimator for use in the bid.
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Pre-Bid Activities
Pre-Bid Activities
Verify Qualifications/Certifications
Verify Subcontractor/Producers QC Plan Acceptance
Verify Inspector/Technician CTQP qualifications
Verify Laboratory Qualification/Certification
Evaluate past-performance by subcontractors
Coordinate Qualification Results with Estimating
As a QC Manager, you should be charged with determining the
qualification/certification of QC personnel, subcontractors and producers being
considered for use on the project.
Regardless if they have the best price for Estimating, if they cant meet QC
requirements, it doesnt do Estimating any good.
Therefore, you need answers to the following questions:
-Do anticipated suppliers/producers meet the QC requirements for the project? If
not, others should be sought. Also, give thought to having back-up
subcontractors/suppliers, should problems arise with a particular
subcontractor/supplier.
-Does the QC Inspection staff have all of the required CTQP qualifications? Is
some CTQP training needed to meet the needs of the project?
-Is the anticipated Laboratory qualified/certified?- If not, another is needed.
-In addition to having any required qualifications, what has been the recent past
performance , related to QC, of the anticipated subcontractors? Remember, as
the Prime, you are responsible for their actions. You want subcontractors that are
as concerned about quality as is the Prime Contractor.
Last but not least, you need to communicate with Estimating as some of the
quotes they are getting may be coming from firms who do not meet QC
requirements. They need to know this and arrange to get quotes from others.
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Pre-Bid Activities
Pre-Bid Activities
Establish Rework Goals
Estimate rework potential, per phase
Establish reasonable rework goals
Original Activity
Standby Rework Gear up
Continuation of Original Activity
Rework Duration
Rework ID
Rework- Activities in the field that have to be done more than once in the field, or
activities which remove work previously installed as part of the project regardless of
source, where no change order has been issued and no change of scope has been
identified by the owner.
Very few, if any, transportation construction projects are completed that dont have
some rework of something required at some point in time.
As the QC manager, you need to estimate the potential amount of rework that may
occur on each phase of the project. Especially as it relates to and how it impacts QC
(manpower, costs, etc.)
A typical rework goal on medium to large projects here in Florida is 50 cents a man-
hour. Example - If the job has 100,000 man-hours to build the work, the goal of total
rework allowed on the job would be $50,000.00, throughout the duration of the project.
Tracking these costs, through a simple Excel spreadsheet is easy and provides a
indication of whether the program is working or not.
This goal also depends on the experience level of the people (craft) and supervision
building the work. In today's labor market this is a big one.
As shown above, rework costs money, in some cases substantial monies, especially if
not accurately anticipated.
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Leadership &
Communications
Construction
Planning & Scheduling
Material & Equipment
Supply
Contribute
To
Re-work
Lack of Safety &
QA/QC commitment
Poor
Communications
Ineffective Mgmnt
of Project team
Lack of Operations
(End User) Perceives Buy-in
Unrealistic
Schedules
Late
Design Input
Constructability
Problems
Insufficient Turnover
& Commissioning
Resourcing
Non-compliance
With specifications
Materials not in right
place when needed
Untimely
Deliveries
Prefab & material not to
Project Requirements
Human Resources
Capability
Excessive
Overtime
Unclear Instructions
To Workers
Inadequate supervision &
Job Planning
Insufficient
Skills levels
Engineering &
Reviews
Late Design
Changes
Scope
Changes
Errors and
Omissions
Poor Document
Control
Rework Cause Classification
Rework Cause Classification
Shown above is what is commonly referred to as a Rework Cause
Classification Chart.As you can see, there are numerous potential causes that
impact the amount of rework needed. On many construction projects,
especially the large ones, there is someone assigned as a Rework Manager,
who is responsible for tracking and managing rework tasks.
Studies have been conducted and have shown that an increased emphasis is
needed during the projects design and engineering phases to potentially
avoid further field rework during the construction stage. Additionally,
insufficient experience, training and expertise, on the Construction side, have
resulted in increased rework items.
With that in mind, the QC Manager, should thoroughly review the Contract
documents and be alert for items that can effect rework.
A QC Manager needs to be knowledgeable of Rework, especially how it
relates and impacts QC inspection, testing and inspection. An effective QC
program is the most effective way to minimize rework. In many instances, the
rework task will have a QC component with it.
There are many resources available to you, such as the Construction Industry
Institute, which have educational material on this topic.
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Pre-Bid Activities
Pre-Bid Activities
Past J ob Cost
Experience level of personnel (Management & Craft)
Suppliers past problems
Subcontractor past problems
The following items help establish Rework goals:
Past Job Cost For each job, costs are summarized for all re-work (Direct or
Indirect) to provide a better understanding of actual impacts of re-work. The cost is
reported at the Foreman / Field Engineer level to Management and tied to the
activities internal cost code. Project Management holds individuals accountable for
reporting re-work issues at all levels. These costs are maintained for each project, by
work type, which forms a historical base, and is used by management in the estimate
to account for future problems.
Experience level of personnel (Management & Craft) This plays a big role in the
amount of re-work the job may experience. In todays market this must be
considered, because you dont always have the Ateam sitting on the bench ready to
go construct a project. You must use the tools that you have and, therefore,
Management has developed a number or factor, which is applied during the
estimate phase of the job.
Suppliers past problems Based upon historical data, a number or factor is
applied when using certain suppliers. The suppliers quote may be low at estimate
time, but you know based on past experience that you will have certain problems that
may require re-work with certain suppliers.
Subcontractor past problems - (Same as Above) There is a number to anticipate
when using certain subcontractors for building work. The subs quote may be low at
estimate time, but you know based on past experience that you will have certain
problems that may require re-work with certain parts of the job.
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Past Owner relations issues
Equipment availability problems
Quality of Contract Plans
Pre-Bid Activities
Pre-Bid Activities
Past Owner relations issues Owners often cause impacts and re-work due to the
lack of focus on what is best for the project. For instance, if they are aware of
potential conflicts or problems, they often dont communicate these to the Contractor
and await for the problem to arise during construction, possibly effecting the costs or
schedule. These types of Owners have a numberor factorapplied to them during
the Estimating phase.
Equipment availability problems Equipment can often be a factor in determining
re-work goals. If you have limited numbers of equipment to build the job you may not
always get the best. This is considered in the re-work goal for the job (If your paving
an interstate and your asphalt paver in not the best one you have in the fleet you
may anticipate removing a few areas because of using older equipment).
Quality of Contract Plans The condition of the contract plans often breeds re-
work on the job. Today's project sizes and complexities often produce multiple
EORs on the same contract and, as shown in many studies, they often fail to
communicate effectively among themselves. Failure to compare each others design
and how the pieces fit together on the job often causes re-work.
After considering all the above factors, a job re-work goal is created in the estimate
phase by the senior management.
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Pre-Construction Activities
We got the job-
Do that QC
thing you do
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QC Plan Preparation
Finalize Project QC requirements
Prepare & Submit QC Plan
Prepare QC Administrative Tools
Prepare Earthwork Record System
Prepare LOT numbers
Setup LIMS access
So, your firm was low-bid and now you have the Project. You now need to finalize many of those
tasks you performed in the pre-bid phase. Sharpening the pencil will probably be one.
You will need to finalize the QC requirements by construction type and prepare the QC Plan for the
project and any QC administrative tools anticipated for use, such as checklists, Control Charts, filing
system, etc.
Your QC Plan is submitted to the Project Administrator for approval as discussed in Chapter 4. It is
incumbent upon you to stay on top of the Approval process to ensure that it gets approved, including
providing any additional information that might be requested for approval. The point is, just because
you submitted it, you cant just sit back and wait. Remember, you basically cannot start construction
without the Approved QC Plan
Hopefully you or one of your staff is familiar with the FDOT Plot Program for coding of the
Earthwork Record System. This must be completed before construction starts, therefore it is
something that needs to be an early assignment. Depending upon the size of the project and the
skills of the individual doing the coding, this may take some time. The Department offers training in
the use of the Plot Program if needed.
You then need to number the LOTs for all phases of construction, since LOT numbers are how areas
of the material placed are identified.
Account for tasks needing lead time, such as the coding of the Earthwork Record System in
Earthwork and the numbering of LOTs for the various materials (concrete, asphalt, earthwork).
If required, it is important for you to obtain from the Contractor, a letter stating you are acting as their
agent and empowered to stop or control operations. Make sure it is signed by an officer of the
company, authorized to do so. This aides in establishing the authority you have and demonstrates
the Contractors commitment to Quality.
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LOT Numbering
LOT Numbering
LOT sizes/definitions are in SSRBC
LOT numbers identify the locations of materials place
Asphalt, Concrete and Earthwork have different
LOT sizes/definitions
LOT identification system is very important
Communicate your LOT numbering system to all
The identification of where material was placed on the job for recording purposes is
extremely important. The system used by the QC manager can make it easy or
difficult for others on the project and for themselves.
Remember, you dont want to miss any required sampling or testing.
The definitions of LOT sizes, by material, is defined by the specifications, and each
of the primary materials, Asphalt, Concrete and Earthwork are different.
Within these materials are various subsections, such as classes of concrete,
embankment materials, etc. Each has its own LOT Index, the system where the
results for a LOT are recorded.
There currently is no official procedure for numbering LOTs, as this is left up to the
Contractor, it is their responsibility.
Regardless of the system you use, it is important that you conduct a meeting prior to
the start of production, and communicate the system to those involved. They must
have an understanding of the system to make it work efficiently and effectively.
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LOT Numbering
LOT Numbering
Concrete
LOT numbers by Class
of Concrete
Per Contract Number
Asphalt
LOT numbers by tons
per specifications
Per Contract Number
Type II Bridge Deck
(50 CY or 1 days production)
Sta 100+00
LOT 76
Sta 325+00
LOT 32
Asphalt
The following described methods for numbering LOTs is a system developed and
used by existing, very experienced, and very successful, QC Managers, who have
found this to be the easiest, not only for others, but for them.
As was reviewed earlier, we know that in general, LOTs for concrete are typically
50 CY or a days production, whichever is less. This is fairly straight forward, it
then just becomes a matter of the stationing and class of concrete. Therefore, if
you set up your LOTs by Concrete Class, and naturally Station Number, it makes
it extremely easy to locate where a specific LOT of concrete is located.
Asphalt is similarly easy, as the specifications set forth LOTs by tons, therefore, in
addition to station numbers, asphalt LOT numbers come from the tons placed.
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Page____ of _____
1
LOT 1
LOT 2
LOT 3
Page 1 computer-plotted graph only
occurs once under Embankment in
the QC Earthwork Record System
xx
LOT Numbering
LOT Numbering
The numbering of LOTs for the Earthwork operations is not as simple and causes the most
difficulties. The manner in which these are numbered ranges all over the place, making it
extremely difficult to figure out where LOTs are located.
Part of this is because there are so many construction types in earthwork and the
requirement that the Earthwork Record System (ERS) be maintained as one book, pages
sequentially numbered by construction type. By procedure, every computer-plotted graph
page produced is to be consecutively numbered from 1 to whatever. This includes
embankment, structures/ pipe, subgrade, base, etc. For instance, the Embankment Section
pages may take up Pages 1-123, structures 124-189, etc.
Because the sheets of the ERS are by construction type, why not the LOT numbering the
same.
Therefore, each construction type would have its own set of LOT numbers and LOT Index
sheet, which is part of the required ERS. So the first section sheet in Embankment (Section
120 SSRBC) would have LOT 1 thru whatever. The first sheet in Structures and Pipe will
have LOT 1 thru whatever, and so on.
Another system uses the page numbers of the ERS. Remember, each page, by
construction type appears only once in the ERS and therefore each page could have their
own LOT numbers.
In the illustration above, if this was the first Embankment Sheet, Page 1, then as shown, the
first LOT is #1 and so on.
This makes it extremely easy for the earthwork Inspectors for their sampling and testing
and makes it easy to locate a specific LOT if needed.
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LOT Numbering
LOT Numbering
Page ____ of _____ 21 XX
LOT 1
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LOT Numbering
LOT Numbering
In summary;
Put some thought into this
If needed, seek help from successful QCMs or FDOT
Be consistent
Educate others
In summary, how you number the LOTs has an impact on you and others. Put
some thought into it.
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QC Awareness
Conduct pre-construction QC meeting
ChampionQC effort
Provide QC Tools
Review QC Process/Recording/Reporting
Quality Control is one of those things that needs a Champion. Yes, you might
have the title of QC Manager, but you need to Champion it, or it really doesnt
happen. A Leader needs to Lead and you need to promote, design for, train for,
plan for, and expound upon Quality Control.
Conducting a pre-construction QC meeting, not only for QC personnel but also
production personnel if possible, can lead to a better understanding by the team
members of QC requirements and goals. This leads to an increased chance of
achieving the project QC goals.
Provide all those in need, any QC tools that have been developed for the project.
Ensure they understand the purpose and use of these tools and what you, as the
QC manager, expect to gain by their proper use or completion of them.
Review the process for recording, reporting and distribution of sampling and testing
results and reports. Ensure that all QC Inspection personnel understand the proper
procedures. Additionally, you will have arranged for LIMS access at the appropriate
levels for project personnel.
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Construction Activities
Were burning daylight-
We better get
To work
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Administer QC Plan
Perform QC Plan Revisions as necessary
Provide interpretation of contract documents
Assist in Internal Work Plan preparation
Review QC Process/Recording/Reporting Results
Part of administering the QC Plan is to monitor test results, detect anomalies,
provide revised processes if needed, revise the QC Plan if needed, and assist in
internal work plan development and assist in the interpretation of contract
documents related to QC.
Things such as concrete mix designs, personnel changes, etc. are causes for
revisions to the QC Plan.
Some Contractors have the Project Supervision staff develop Internal Work Plans
for all operations. These work plans include Budgets and Goals, Equipment and
Crew needs, Cost Codes, Quality Requirements, Step by Step performance,
Safety Provisions, Material Handling, Lay down Sketches, What If's (Plan B),
Daily Schedule, Quality Analysis, Etc... This is typically prepared by the engineer
in charge of the operation and reviewed by the Project Manager, J ob Sponsor and
Quality Manager. The work plan is also reviewed with the crew weekly and
revised to reflect any changes in the operation.
The work plan is a good tool to use in any operation because it requires
supervision to think about how the work is going to be built and put it on paper
before the start of the operation.
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There are a variety of forms that are to be completed by QC, some monthly and
others daily.
To access this list of forms the Contractor QC needs, visit:
www.dot.state.fl.us/statematerialsoffice/quality/programs/
qualitycontrol/guidelines/contractor/cqcforms.xls
For example:
If you need to access Form 700-050-66, you would click on the link, unzip the file
to the directory/folder of your choice and then you would run the Excel program.
You would go through this process for each form you needed.
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When unzipped and opened, you would be at this screen for the tabulation of
quantities. Upon completing your entries, you you could select Go to Main
Sheet, which brings up the Contractor Certification Sheet.
Shown below and full-size following, is the Monthly Contractor certification to be
completed, which carried over the information you entered in the previous screen
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Administer Inspection Program
Assemble Inspection staff; verify CTQP qualifications
Ensure QC staffing manpower meets the schedule
Provide training of Inspectors (internally) and arrange
for external training to meet discipline requirements
Manage Inspection staff
As the QC Manager, a large portion of your duties involves the administration and
supervision of the QC staff.
You need to determine the qualifications of each individual and develop a matrix
or spread sheet of these qualifications. This lets all know who is qualified for what
and avoids unqualified personnel performing inspection, sampling or testing
tasks.
You also need to ensure that the proper manpower resources are available for
the QC tasks required per phase, and the schedule.
Based upon the QC staff, some internal or external training may be needed and
as QC Manager, you will probably be responsible for arranging any required
training and ensuring that qualifications are maintained.
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Administer Inspection Program
Ensure adherence to required specifications, procedures
and methods for personnel & equipment
Coordinate Verification and Resolution testing activity
Ensure adherence to QC Plan elements by Inspection staff
Conduct/Attend internal and external project meetings
Conduct/Attend pre-operations meetings
As the QC Manager, you are responsible for the administration, management and
evaluation of the QC efforts.
You need to ensure that all personnel and equipment are current in any required
qualifications or calibrations and develop a schedule, if needed, to maintain them.
Although IA may be coming around, you need to take some active participation
and ensure that the proper procedures and requirements of the QC Plan are
being followed. A plan is great but if no one follows it, it is useless.
You may need to get involved in QC vs Verification issues or problems, or need
to coordinate them. Recognize that Verification sampling and/or testing must be
performed and incorporate that time into your schedule and plan. By fostering a
working relationship with the Verification staff, unanticipated problems may be
resolved quickly, without impacting the schedule or cost.
You may need to conduct or attend both internal and external meetings where
QC issues are being discussed or resolved. Should you note that QC plan
requirements are not being adhered to, you may need to schedule a meeting to
get everyone back on track. You may also need to attend meetings to represent
your company with the Owner to address QC issues.
Pre-operations meetings should be held and attended by QC and Production
personnel prior to commencing an operation for the first time. Items such as new
specifications, specification issues, memos, etc. can be discussed.
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Evaluate QC Performance
Monitor, Evaluate & Report QC performance
Coordinate DDMs & EARs
Record QC lapses & provide preventive solutions
Track rework goals
Evaluate current practices and recommend improvements
Attend Project Progress meetings
You will be responsible for the monitoring of QC inspection, testing, reporting and the
evaluation of the results, together with the accurate and timely reporting of results.
As discussed earlier, if you ensure that everyone understands the reporting and distributions
requirements, there should be minimal problems associated with the reporting.
In instances where material is not up to specification, but you want to leave it in place, you may
be responsible for initiating the Engineering Analysis Report (EAR) in an effort to have the
Department accept the material based upon an Engineering Report.
It will be your responsibility to provide solutions to problems encountered by QC. For instance,
if density tests are not performed at the required frequencies, then you need to find out why
and provide a solution, that fixes the problem.
You need to follow-up and ensure that when you have provided solutions to problems, there is
a mechanism that permits you to determine whether or not the solution is working.
The system you use for tracking rework goals should display the projected versus actual
rework goals.
Naturally, if there appears to be problems with current practices and procedures being used, it
would be incumbent upon you to provide alternatives or solutions, which are acceptable to all
parties, and hopefully impacts the schedule and costs minimally.
Project Progress meetings offer an opportunity for all parties to discuss upcoming events,
problems encountered and potential solutions that may be employed to resolve any conflicts or
problems. Some of these meetings may be related to QC, some not, but it is important that
you stay in the loop. Naturally, you should conduct QC meetings as appropriate.
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Spreadsheet Tracking
Prepare summaries of re-work events
Focus on improving processes to minimize re-work
Track Re-work Costs
100,000
75,000
50,000
25,000
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Re-work Goal
Dollars Used
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The job management team uses spreadsheets on actual re-work cost and
impacts and compares these against the re-work goal for the job. This is a
good measure to see if your program is effective or if you need to improve on
a certain area. Another good practice is to put together a summary of the re-
work event and share with personnel of the job to learn from mistakes. This
information can be sent to other projects in hopes of preventing of the same
event somewhere else throughout the company.
The intent of having goals on re-work is What Gets Measured Gets
Attention. If you see where youre having problems with re-work, you can
focus on improving the process to help the project be more financially
successful and give the Owner the best product in the lowest amount of time.
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Control Charts
Control Charts
Identify Process problems
Identify QC problems
Assist in meeting/improving processes
As discussed in Lesson 3, Control Charts are effective tools that can be used by
the QC Manager to monitor performance and improve processes during
construction.
They can assist in spotting problems, fine tuning processes and production, to
the benefit of the Contractor.
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PCC-Control Charts
PCC-Control Charts
Sample # Strength
Avg of 15
Strength Air % Slump Temp. W/C
Test Results
1 7840.0 3.10 2.25 77 0.36
2 7340.0 2.90 2.75 80 0.37
3 7260.0 7.30 2.75 72 0.37
4 7150.0 3.60 3.00 77 0.37
5 6610.0 2.80 4.00 70 0.37
6 6470.0 3.80 3.50 80 0.37
7 6540.0 2.40 4.00 85 0.37
8 6620.0 2.80 4.50 78 0.30
9 6700.0 4.00 4.50 78 0.31
10 7890.0 3.90 2.50 80 0.36
11 7610.0 3.30 2.75 87 0.36
12 7840.0 3.10 2.25 84 0.37
13 7970.0 4.20 2.50 84 0.35
14 7780.0 3.90 2.75 85 0.29
15 6650.0 7218.0 3.00 4.25 85 0.36
16 6740.0 7144.7 3.60 4.25 87 0.36
17 6870.0 7113.3 4.00 4.25 83 0.38
Control Chart QC Data- Class IV, 5500 PSI PCC
Limits
Concrete
Strength
Concrete
Strength
Concrete
Ai r %
Concrete
Slump
Concrete
Temp.
Concrete
W/C
Target
Upper
Lower
3.5
6.0
1.0
3.0
4.5
1.5
95
70
0.41 9000
5500
9000
5500
For this example, the above Test Results are the Compressive Strength Test
Results from concrete cylinders on a project.
Shown below is the project Quality Characteristics we are monitoring and their
respective Upper and Lower Limits.
The next page shows the Control Chart Plot of these results.
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PCC-Control Charts
PCC-Control Charts
What are the charts showing?
High Slump
Strength Loss
Lower Slump
Strength Gain
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Earthwork -Control Charts
48 million CY of earthwork
Specified Moisture Content
of not less than 2% of Optimum
Incentives for density higher
than 95%
On this non-Florida project involving 48 Million CY of embankment, there was
a moisture specification for compaction that was required. The specification
required that no less than 2 % of optimum moisture to have passing density of
95 % of a T-180, at a minimum and had an incentive for higher compaction
than 95%.
The first month there was a learning curve to go through on the project. Once
the Contractor had an understanding of what they had to do with this material
they did very well. The exception was one month where a new crew and
foreman were brought on site, who had the learning curveissue to deal with.
This is a good example of use of control charts to produce higher quality and
make more money as the Contractor received 98% of available incentive on
the operations by using control charts on a daily, weekly and monthly basis to
control the operation.
Information provided by Peter Kiewitt Sons, Inc.
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This Control Chart is the plot of QC data comparing Density/Moisture
Relationship for 121 Proctors.
By using these charts, the Contractor , as discussed on the previous page,
was able to meet and exceed requirements and earn extra money.
Information provided by Peter Kiewitt Sons, Inc.
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Engineering Analysis Report (EAR)
Disposition of Defective Material
Initiated by Contractor
Submitted to Project Administrator
Follow FDOT EAR Guidelines
There are instances where material may not meet the project requirements but
based upon analysis by an Engineer, may be left in place, though generally at a
reduced payment.
As the QC Manager, it may be your responsibility to initiate the EAR process.
The Department has published guidelines for the development of an EAR, so you
should take advantage of this document and ensure the Engineer utilized is
aware of and follows these guidelines.
A copy of the guideline follows.
Note- as there is no partial pay or acceptance of earthwork not meeting the
requirements, this process would not be applicable in most cases.
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Disposition of
Defective Material
This is the form used by the Department in cases of Defective Material not
meeting specifications or project requirements, which the Contractor desires to
leave in place.
The QC Manager is responsible for coordinating any Engineering Analysis Report
(EAR) submittal to the Project Administrator in the case of defective material being
left in-place and accepted.
As you can see, the EAR goes thru a formal process for acceptance.
A full size of this form follows.
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Record Management
Oversee LIMS data entry
Verify QC record completeness and submittal
Verify completion & submittal of Certifications
Consult on Final Estimate issues
It isnt over until the paperwork is done. A truism in todays construction industry,
especially as it relates to QC.
The Department uses the Laboratory Information Management System(LIMS) for
the storage of all sampling and testing information, except for earthwork densities,
which are maintained in a Contract Earthwork Record System. The QC sampling
and testing data must be entered into this system. You need to ensure that
personnel assigned to LIMS entry, have the appropriate access and training to use
the system. Untrained, inexperienced and careless personnel will only create
problems in the LIMS data entry, which are problems for you. Choose carefully.
Each month you will be responsible for submitting the Contractor Monthly
Certification(s), Forms 700-020-02 & 700-020-03, certifying as to the accuracy and
completeness of the sampling, testing and reporting performed.
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Certificate of Compliance
105-2 Certification of Compliance.
Provide the Engineer with a notarized monthly certification of
compliance with the requirements of this Section, to
accompany each Progress estimate, on a form provided by
the Engineer. The Department may not authorize payment of
any progress estimate not accompanied by an Executed
certification document.
This notarized certification will also be required as a final
Certification summarizing all QC exceptions before final
payment will be made in Accordance with 9-9.
SECTION 105
CONTRACTOR QUALITY CONTROL GENERAL REQUIREMENTS
105-1 General.
Certain operations require personnel with specific qualifications. Certain materials
require production under an approved QC Plan to ensure that these materials,
whether manufactured or processed, or procured from suppliers or subcontractors,
meet the requirements of the Contract. Applicable materials are identified in 6-8.
For all applicable materials included in the Contract, submit a QC Plan prepared in
accordance with the requirements of this Section to the Engineer. Do not
incorporate any of these materials into the project prior to the Engineers approval
of the QC Plan.
105-2 Certification of Compliance.
Provide the Engineer with a notarized monthly certification of compliance with the
requirements of this Section, to accompany each progress estimate, on a form
provided by the Engineer. The Department may not authorize payment of any
progress estimate not accompanied by an executed certification document.
This notarized certification will also be required as a final certification summarizing
all QC exceptions before final payment will be made in accordance with 9-9.
This form, 700-020-02, is available from the FDOT website.
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QC Manager is responsible for
signing the form monthly.
QC Manager Requirements
Construction Compliance with Specification and Plans
This form, 700-020-02, is available from the FDOT website.
A full size of this page follows.
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What is an Exception?
What is the intent of this form?
This opening statement of the form is the Contractor and QC Manager
certification that the QC sampling and test results were performed in substantial
compliance with the specifications and Project QC Plan.
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Certification Form Exceptions
Certification Form Exceptions
1. QC samples that did not compare with VT samples and
had VT results upheld by RT samples.
2. Any samples that had Engineering Analysis Report
(EAR) performed, Disposition of Defective Material
(DDM)
3. Any failed QC samples.
4. Any QC samples that do not have results entered into
LIMS.
5. Any QC samples that were performed by unqualified
technicians or laboratories.
6. Any materials placed without an approved QC Plan or
when the QC Plan is suspended.
7. Any materials provided from an unapproved producer or
supplier.
Instruction Page- Exceptions:
For the monthly certification, list the following:
1. QC samples that did not compare with VT samples and had VT results upheld
by RT samples.
2. Any samples that had Engineering Analysis Report (EAR) performed,
Disposition of Defective Material (DDM)
3. Any failed QC samples.
4. Any QC samples that do not have results entered into LIMS.
5. Any QC samples that were performed by unqualified technicians or
laboratories.
6. Any materials placed without an approved QC Plan or when the QC Plan is
suspended.
7. Any materials provided from an unapproved producer or supplier.
MEMORANDUM NO. 32-03 states:
This new form is effective for all applicable contracts starting January 1,
2004.
Exceptions:
Same as above.
NOT Exceptions:
1. QC samples that have been tested but not verified.
2. QC samples that have been tested and had verification tests results that
did not compare.
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Who signs this form?
Quality Control Manager: Signature of the Quality Control Manager signing the
certification.
By: Type or print the name represented by the signature in Quality Control
Manager:" section.
Title: Type or print the title of the person signing the certification.
Contractor: To be signed by an officer or director of the Contractor with an
authority to bind the Contractor.
By: Type or print the name represented by the signature in the Contractor
signature block.
Title: Type or print the title of the person signing the certification.
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What does signing this form
mean to you?
The signing of this form is a serious matter and not to be taken lightly.
By signing this form you are certifying that everything was performed as it should
be. If you sign this form, knowing that it is not true, you can be held liable and
prosecuted under State and Federal laws.
Also, the final version is a contract document and could hold payment and
eventually lead to the Contractors Certificate of Qualification being suspended.
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Certification of QC Inspection
This form, which may or may not be required depending upon project
requirements, is executed monthly certifying that all QC Inspections were
performed in general accordance with project and specification requirements.
It has the same implication as the previous certification.
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In executing this form, you are certifying that all QC inspection, sampling and
testing was performed in accordance with project and State policies, requirements
and procedures. If you sign this form, knowing that it is not true, you can be held
liable and prosecuted under State and Federal laws.
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Disciplinary Actions
Disciplinary Actions
Can your QC Manager Qualification be
suspended?
Can a QC Manager be disqualified?
7.5 Suspension of a Quality Control (QC) Manager
7.5.1 Background
The Department began training and qualifying QC Managers in November, 2001.
Construction Training and Qualification Program (CTQP) qualified QC Managers
were required on FDOT construction projects that include Contractor Quality Control
(CQC) Specifications let after July 1, 2002.
Through the Construction Project Administration Manual (CPAM), Chapter
13.1, the Project Administrator has the ability to initiate a Deficiency Letter (DL) as a
direct result of deficient project quality control plan (Specification 105). While a DL
may document deficient Prime Contractor quality control plan, it does not have an
effect on the QC Managers CTQP qualification.
This procedure details how the Department can document and (if necessary)
disqualify a QC Manager that is not correctly performing required duties.
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Contractors Past Performance Rating
Contractors Past Performance Rating
CPAM, Chapter 13.1
PA issues Warning Deficiency Letter (WDL) to
Contractor OR
Resident Engineer issues Deficiency Letter (DL) to
Contractor
Contractor has 10 days to file appeal with RE
Appeal is meeting with District Construction Engineer
If appeal is successful, DCE issues letter rescinding the
DL
7.5 Suspension of a Quality Control (QC) Manager
7.5.2 Causes for Letters of Warning
The Prime Contractor has responsibility for quality control under Contractor Quality Control (CQC)
contract specifications. Although the Department has a contractual relationship with the Prime
Contractor, the Department also has a responsibility to ensure CTQP qualified technicians are
correctly performing their duties. While quality control is a contractual responsibility of the Prime
Contractor, it is the direct responsibility of the QC Manager to ensure compliance with
Specification 105.
The Project Administrator has a mechanism to document Prime Contractor deficient
performance (see CPAM Manual, Chapter 13.1). When the Resident Engineer sends a DL that is
directly related to a deficient quality control plan due to the QC Managers failure to properly apply
the specifications and Quality Control procedures, a letter of warning (or suspension) must also be
sent to the QC Manager.
CPAM, Chapter 13.1
(2) Warning Deficiency Letter (WDL): The Project Administrator will issue the WDL letter
(Refer to the Guidance Documents for this section), under normal circumstances, to notify the
Contractor of shortcomings/non-compliances with the contract. Prior to issuing a WDL, the Project
Administrator should discuss the performance concerns with the Resident Engineer. A single WDL
can be used to address concerns in more than one performance category. However, blatant
violations or non-compliances may result in a Deficiency Letter being issued without a warning.
The WDL may be sent certified mail or delivered to the Project Superintendent with the Project
Superintendent signing to acknowledge receiving the WDL.
(3) Deficiency Letter (DL): The Resident Engineer will issue a DL to the Contractor for the sole
purpose of addressing continual performance concerns and issues that were previously
documented by a WDL or blatant violations or non-compliances.
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QC Manager Suspension
QC Manager Suspension
Qualification Suspension by a 3 letter system
Letter of warning issued by the State Construction
Training Administrator (SCTA)
2
nd
Letter of warning issued by SCTA within one year
of first
3
rd
letter suspends qualification
Suspension is for one year
Decision may be appealed to the Director, Office of
Construction
7.5.3 QC Manager Suspension Process
Letters of warning written to a QC Manager could lead to qualification suspension in
accordance with the following three step system:
1st Letter - Documented letter of warning from the State Construction Training Manager. If
no other letters are issued within one year (365 days), then the record of the 1st letter of
warning shall be deleted from the Manager's qualification record.
2nd Letter - Documented letter of warning from the State Construction Training Manager
within one year of the 1st letter of warning (see Attachment 2). If no other letters are issued
within one year (365 days), then the record of the 1st and 2nd letter shall be deleted from the
Manager's qualification record.
3rd Letter - Suspension of qualification in the TQDBS by the State Construction Training
Manager.
Should the need arise to send a 3rd letter within 365 calendar days of the 2nd letter of
warning, the QC Managers CTQP qualification shall be suspended. The State Construction
Training Manager shall inform the CTQP Manager to suspend the Manager's qualification in
the TQDBS via letter or e-mail. The suspension shall be for one calendar year (365 days).
This decision may be appealed to the State Construction Engineer. The State Construction
Engineer's decision is final.
Prior to having the qualification reinstated, the technician must meet all initial QC Manager
qualification requirements including passing the QC Managers examination.
One copy of the suspension letter shall be given to the QC Manager, one copy to the
manager's supervisor (or prime contractor's representative), one copy sent to the State
Construction Training Manager, and the original shall be retained in the project files. This
suspension shall apply to the QC Manager qualification only.
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Post-Construction Activities
Post-Construction Activities
Asphalt Amounts/Certifications/Reports
LIMS/Sampling & Testing
Material Certifications
Earthwork Record System
Disposition of Defective Materials
Shop Drawings
As-builds
Upon completion of the project, the QC Manager has numerous responsibilities
related to finalizing records, certifications and documentation.
Shown above is a list of items, which is not to be considered all inclusive, that the
QC Manager may need to deal with upon completion of the Project.
The FDOT website contains some of the the forms needed at this time.
www.dot.state.fl.us/proceduraldocuments
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Learning Outcomes
Learning Outcomes
Describe QC Managers role & responsibilities
Describe the QC Managers duties
Describe the QC Managers reporting requirements
Review the Learning Outcomes
achieved during this lesson.
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ANY
ANY
QUESTIONS ?
QUESTIONS ?
Questions?
Questions?
Do you have any questions.

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