In this third article following Contracts and Managing Contractor Safety, we will discuss quality management in relation to construction and/or equipment replacement. Quality reviews are often delayed until most of the project is complete, which can lead to issues if areas are found to fall short of the agreed scope, operational needs, or OSHA requirements. Once work is completed, correcting these items can be difficult and, in some cases, impossible. Too many times, we have seen errors in construction or equipment installations, leading to claims within a couple of years after completion. The majority of these would have been identifiable and therefore preventable at the time work was being performed.

“Close Out Starts at the Start”
The final inspection should be a non-event if the general contractor and/or project manager and your representative took steps early to achieve a successful completion. Whether the project is small or large in nature, there are processes that can help achieve a high level of work quality. Of course, you have a plan for the project and what you desire; but do you have the rest?

Coordination with general contractor and/or project manager from the beginning is crucial:

  • Scope of work – Must be detailed with expectations, timelines, responsibilities, exclusions and payment agreements. Does the project design allow for ease of maintenance or future equipment replacement?
  • Required submittals – Examples are preconstruction, construction and close-out documents.
  • Inspection and test plans – Identify and define inspection component and functionality testing requirements for specific equipment or installations.
  • Inspection schedule – Your representative or location manager should be inspecting construction progress and/or equipment replacement on at least a weekly basis; however, daily is preferred.
  • Documentation – Making sure all reports are saved and available for all parties to review. Ensure any deficiencies throughout the process are noted and, most importantly, corrected and closed out with the proper EOR (Engineer of Record).

Are you asking about the quality control methods your contractor uses, and similarly, what your company uses to track construction progress and quality? Many construction companies, general contractors, and project managers are using standardized systems for quality management, and these quality management systems play a crucial role from day one.

Regardless of size, all construction companies’ success is based on their ability to manage projects, personnel, control costs, accurately estimate jobs, schedule work, and manage cash flow while keeping their employees safe and producing a quality product. That is made more difficult with non-standardized projects requiring skills that are not repetitive and working under environmental conditions beyond their control.

Remember, quality control is the contractor’s responsibility. Inspections, however, are meant to ensure the work complies with the contract agreement, and that responsibility falls on the facility owner or their representative (e.g., third-party testing), working in lockstep with the project manager or general contractor. At the end of the day, QA/QC is the responsibility of all parties involved in the project.

Prior to work starting, a copy of the quality management program should be provided, reviewed, and discussed. There are multiple software packages and programs developed for this purpose, and in some cases, construction firms will develop their own system.

A common construction quality management tool was developed by the United States Corps of Engineers and Naval Facilities Engineering Command, with the goal of defining performance of tasks. This ensures that construction is performed according to plans and specifications, on time, within a defined budget and a safe work environment. This process is referred to as the Definable Feature of Work (DFOW) and three phases of control. Private companies have worked off this system to create their own quality management programs. A DFOW is an item or activity of construction with the goal of breaking down a project into small specific tasks and tracking each task to completion.

Three Phases of Control System

  • Preparatory – completed days or weeks prior to work commencing.
  • Review job requirements, assess current situation (materials, tools, weather, etc.), inspect job location, review with subcontractors, vendors and facility representatives. Everyone involved should be on the same page.
  • Initial – preparing to “go” with general contractor, project manager or site supervisor:
  • Verifying that all materials, equipment, and personnel are on site and staged.
  • Verifying that site has passed job-ready inspection and verifying that workers on site understand the project and standards.
  • Mock-ups are completed and reviewed with the entire team prior to production work commencing. The goal should be to ensure details/specifications align and are able to be built and followed onsite.
  • PeriodicFollow-up – occurs throughout the project for every definable feature of work.
  • Monitoring daily work quality and timeliness.
  • Verifying that individual job tasks or definable features of work are properly performed.
  • Inspect and approve all work before covering it with new work or handing it off to subsequent contractor or subcontractors.

Construction quality management requires someone at your company designated to oversee the project. In addition to quality during construction, think about the design in regard to maintenance and the ability to replace equipment in the future.

Real world examples are always warranted and here are a couple:

  • Bin foundations: Improper anchor placement or undersized foundations often lead to cracking and spalling within a few years, which weakens the structure and increases the risk of wind damage or collapse. This has been seen numerous times at different sites.
  • Ladder issues: Can you imagine opening your facility and already having an OSHA violation on its first day of operation? New construction will regularly have safety issues; fixed ladders are common targets, such as excessive step-across distances or inadequate rung clearance.
  • Two-sided conveyor access: A receiving belt conveyor installed at the top of a row of steel bins with a catwalk on only one side makes maintenance on the opposite side nearly impossible. Bearings go unchecked, and employees may resort to unsafe practices like crawling over the conveyor 100 feet in the air.
  • Concrete reinforcement: Missing or incorrectly placed rebar can cause serious structural problems. If you notice a lot of scrap rebar leaving the site, it’s a red flag that should be investigated.

Quality management isn’t something to address at the end of a project - it begins at the start before work kicks off. Setting clear expectations, regular inspections, and documented processes are essential to prevent costly mistakes and safety hazards, as well as working closely with your general contractor or project manager to understand their quality control system to make sure it aligns with your standards. By staying engaged throughout the project and addressing issues early, you can avoid claims, protect your investment, and ensure a safe, efficient facility for years to come.


Colin Fettig is a risk services managing consultant at Berkley Agribusiness.