Quality Assurance/Quality Control Plan and Program

As indicated in the solicitation, Centennial will submit a QA/QC plan within 14 calendar days upon award, and prior to commencement of any work. Our plan will detail the day to day surveillance of work and provide documentation of deficiencies and corrective actions. This plan will also address subcontractor compliance issues, trend analysis, and how QC inspectors will interface and work with both the subcontractors and TCPN customers.

TCPN Cooperative Job Order Contracting Services

RFP 11-14

10

Use or disclosure of data contained on this sheet is subject to the restrictions on the cover of this proposal.

The objective of Centennial’s management processes and procedures are to ensure quality and customer satisfaction, to prevent problems from becoming serious, and to ensure that any deficiencies that do occur are corrected immediately. Centennial’s dedication to work accuracy is evidenced through our quality management approach to the execution of job order contracts. From the assembly of the staff, selection of qualified subcontractors, and investigation of materials to field inspection and final acceptance, Centennial will manage each detail of every job order to ensure the satisfaction of TCPN and the individual project owner.

Centennial maintains a formal Quality Control Plan, which includes proven processes supported by Centennial checklists. Because no two projects are alike, the standard lists will be supplemented with requirements or standards that apply specifically to this job order contract. Before work on this contract begins, we will review the technical specifications and itemize each quality item. Site-specific checklists will be developed incorporating specific unique individual customer specifications for the project team to use in inspecting and checking work at each site. One checklist will be developed for each type of work or job that is different from another in method, tools, equipment, and/or material used.

Our core Quality Control Plan, in excess of 300 pages, contains 85 inspection processes with checklists that cover work at the construction site and vendors’ and manufacturers’ facilities. We will use our Quality Control Plan to provide quality control over all work and materials in accordance with the contract. We will inspect and test all contract work, maintain records of the same, and obtain necessary approvals before delivery of materials and equipment to the job site.

Our Quality Control Plan, processes, and procedures will be customized to suit the specific needs of this contract and the customer for whom we are working on an assigned project. We will continuously update our quality control program to ensure effectiveness and alignment with contract requirements.

The sections below briefly describe some of the tools we will use to ensure we complete our work to your satisfaction, in accordance with the contract specifications.



Well-Defined Policies and Procedures: We have documented our policies and procedures in a number of corporate manuals that define the roles and responsibilities of our employees and the detailed processes to be followed in performing activities. The use of these manuals have proven very effective in the training of new employees in company procedures, in promoting adherence to correct procedures, and in validating that correct procedures have been followed.



Company Training Programs to Improve Quality Performance: Centennial is committed to providing the highest caliber of personnel on every project. We provide continuous training to our team, including subcontractors. This allows us to provide you with qualified, capable, and knowledgeable project personnel, which enhances our responsiveness.



Centennial’s Proprietary Information Management System: Our specialized information management system allows our team to manage the quality of performance of each job order in real time. Centennial’s system has a sophisticated reporting capability. It allows early identification of problems such as unacceptably long material lead times, behind schedule performance by subcontractors, or late execution of closeout tasks. It enables solving such problems before they become serious.

TCPN Cooperative Job Order Contracting Services

RFP 11-14

11

Use or disclosure of data contained on this sheet is subject to the restrictions on the cover of this proposal.



Customer Satisfaction Surveys: An important tool in our quality assurance program is our Customer Satisfaction Survey. We measure our performance through feedback from our customers, pursued three times a year, and review responses to assess performance, take action to resolve any problems, and incorporate procedures to prevent their recurrence.



Quality Monitoring of Subcontracted Work: We ensure that subcontractors understand our

quality control expectations prior to beginning work. We develop strong relationships with our subcontractors and treat them as an important team member. We recognize and reward our subcontractors in many different performance areas, including quality of work. Our subcontractors have a strong record of providing quality services. We believe our consistency in providing quality work is directly attributed to these programs.

Because Centennial has first-line contractual responsibility for the quality of work, we check the subcontractors’ work in accordance with the Quality Control Plan and fill out required checklists. Our Superintendent, as a quality inspector, will discuss with subcontractors or craftspeople their role in producing quality work and will address any concerns or questions. Our Quality Control personnel will ensure that work meets the requirements of specifications and drawings and meets industry standards. Active job orders are typically inspected several times a day, but each active work site will be inspected at least once a day. Acceptance of work will be based on conformance with the relevant quality control checklists, specification requirements, code compliance, manufacturer recommendations, and approved submittals and shop drawings. Of course, owner inspectors will be asked to confirm that work is acceptable, but only after we have deemed it acceptable.

Should a subcontractor’s work not meet requirements, the work will be redone, and Centennial’s Project Manager will meet with senior subcontractor management to promote improved quality. If the subcontractor does not respond to the problem to our satisfaction, we will correct the problem using other means.



Surveillance of Work: As part of our formal Quality Control program, Centennial will inspect and test all contract work, maintain records of the same, and obtain necessary approvals before delivery of materials and equipment to the job site. Our proven inspection system ensures all work conforms to the contract, state, local, and any other applicable requirements every step of the way. The Superintendents, serving as Quality Control Inspectors, will perform surveillance inspections and testing. Every workday morning prior to start of construction, they will coordinate inspections for that day and will then begin inspection of active work sites, checking the work and any materials that may have arrived. They will discuss with subcontractors their role in producing quality work and will address any concerns or questions. Our team will perform preparatory inspections, initial inspections, continuous inspections, pre-final inspections, and final inspections. Upon request, the inspections will be made in the company of the customer and TCPN representatives. Centennial’s rigorous inspections will help prevent rework and punch list items. A file of all inspections completed on this contract, with results, will be maintained throughout the life of the contract and will be available to TCPN representatives at any time.



Plan to Reduce or Eliminate Rework: As stated above, the primary objective of Centennial’s Quality Control Plan is to minimize rework, to prevent problems from becoming serious, and to ensure that any deficiencies that occur are corrected immediately. Because there are different levels of noncompliance, Centennial has set up different ways to ensure resolution.

TCPN Cooperative Job Order Contracting Services

RFP 11-14

12

Use or disclosure of data contained on this sheet is subject to the restrictions on the cover of this proposal.

A Quality Control Inspector will review all checklists. Causes of deficiencies will be determined and categorized to allow analysis and corrective actions. If the cause of a deficiency, for example, is lack of training of craftspeople in a specification requirement, a special emphasis will be placed on formal training in that requirement.

Deficiencies can be caused by a number of factors including errors, omissions, and changes by designers, vendors, transporters, or the contractor. The Quality Control Plan includes procedures to identify programs to correct root causes of deficiencies. We will hold regular Quality Control Review Meetings with appropriate operations personnel to find ways to reverse unfavorable trends and eliminate deficiencies. Minutes of the meetings will be sent to our Vice President of Operations.

Through this continuing process, the number of adverse inspection results will be minimized and personnel will become more committed to required quality standards.



Processes and Procedures to Ensure Quality During Closeout: At project completion, we conduct an internal final/punch list inspection of the project with the subcontractors. After any deficiencies are corrected, the customer’s inspection team will be notified that the project is ready for final inspection. Centennial's punch lists typically have zero or few items because of this process of completing all work before the final inspection.

Each job order stands on its own as a separately priced contractual agreement. Each therefore must be closed fully and properly. All work, quality control inspections, and paperwork must be completed to the satisfaction of the end user, project owner, and TCPN. The Project Manager will provide advance notice when work is substantially complete and ready for inspection and testing. Centennial will promptly complete any punch list items identified. The completion date on the schedule will include the finish of all punch list items and final cleanup. A Closeout Plan will be developed as work on a job order nears completion as discussed earlier in Section 2.

Centennial’s objective is to complete all work, including any work on the Centennial punch list developed near the end of construction, before the final inspection. We will work to minimize punch list items. This will benefit the project owner by expediting closeout.



Punch List Management: Finishing projects without punch lists is an integral part of our efforts to complete projects on or ahead of schedule. Centennial considers punch list control and management a major element in customer satisfaction. Centennial’s policies and procedures for punch list minimization are focused on two goals:

 Prevent punch list items from occurring through multiple inspections each day. Punch lists can be reduced and eliminated when field staff and quality control personnel correct deficiencies as they occur, rather than waiting until an order is nearly complete before initiating corrective action

 Place greater accountability for such items on those directly responsible for the work and aggressively follow up to make sure items get corrected.

During pre-final and final inspections, inspectors will have an opportunity to identify and discuss any punch list items remaining. We will record all punch list items in the Punch List

TCPN Cooperative Job Order Contracting Services

RFP 11-14

13

Use or disclosure of data contained on this sheet is subject to the restrictions on the cover of this proposal.

Summary Report and will continuously track them through completion. Punch list items will usually be completed within seven calendar days.

As the front-line person for our team, our Superintendent has the added responsibility to ensure that all quality control procedures are integrated into the construction process. One of the primary responsibilities in this role will be to conduct inspections of work to identify and rectify any work that does not conform to the contract documents; does not meet the requirements of any inspection, test or approval referred to in the contract documents or required by law; is used or not of recent manufacture; contains defects; represents a substitution not properly approved by the Owner; does not conform with general conditions of contract; or was damaged prior to substantial completion.

Each day our Superintendents will prepare detailed, written reports for the project. Included in this report will be notification of any delays or impending delays, along with actions to correct these delays; a list of all contract material and equipment that was delivered to the site, with any notes regarding condition; a description of all work performed that day; discussions of deficiencies noted and corrective actions taken; follow-up inspections that are needed to ensure work progresses properly; job safety notices; and a certification that all materials and equipment used and all work performed was in compliance with contract specifications and submittals except as noted.

In document Cooperative Job Order Contracting Services (Page 67-71)