Viewing Commercial Construction Quality as a system isn’t a new concept. Many contractor quality plans borrow from manufacturing principles, often using ISO 9000 as a framework. However, these plans rarely achieve their intended impact in the field because organizations focus on the framework rather than the philosophy behind it. In doing so, they inadvertently lose the key principles that have been refined over many decades in manufacturing. It is those underlying principles that make quality systems effective, not the ISO 9000 format of the quality plan.
One of the early pioneers of quality management, Joseph Juran, emphasized that managing for quality requires the same level of attention and discipline as any other core business function. To achieve this, he developed the Juran Quality Trilogy, a model for integrating Quality Planning, Quality Control, and Quality Improvement into operations. Juran’s approach to quality heavily influenced much of the ISO 9000 framework we see today.
By keeping Juran’s core philosophy and adapting it to Commercial Construction, we can develop Quality Management Systems that drive tangible impact in the field, not just compliance “on paper” to help win a bid. The following is my adaptation of Juran’s Trilogy for the Commercial Construction Industry:
Quality Planning
Quality Planning establishes clear expectations, measurable objectives, and structured (i.e. repeatable) processes before work begins. This ensures alignment across stakeholders minimizing defects related to miscommunication.
What are the requirements? Define what “quality” means for this project.
o Codes & Specs – Contract req’s, building codes, industry standards
o Client expectations – Both defined and implied
o Workmanship Standards – Clear tolerances / benchmarks
o Material Standards – Manufacturer requirements / certifications
Who are the stakeholders? Ensure expectations are communicated.
o External: Client, GC, AHJ, Commissioning, End Users
o Internal: Field supervision, craftsmen, subcontractors
What are the quality objectives? – Track progress using quantifiable data
o First pass inspection rates
o NCR trends and root causes
o Rework hours vs total labor
Develop core work processes. – Implement structure to minimize defects
o Best practices define repeatable procedures
o Quality hold points built into construction sequence
o Subcontractor Inspection/Test Plans ensure accountability
Quality Control
The goal of Quality Control is to verify compliance against the established requirements and proactively identify and correct defects before they impact downstream work. Effective QC ensures consistent quality, minimizes rework and provides visibility into process effectiveness.
Internal checklists. - Proactive verification before work is submitted for inspection
o Real-time documentation prevents defects from being passed downstream
o Foreman-led checklists ensure work meets standards before progressing
QC tracker maps – Manage completion of 3rd party inspections / acceptance
o Track completed and needed inspections.
o Don’t rely on others to “prove” your compliance
NCR tracking - Root cause analysis leverages data you are likely already tracking
o Internal deficiencies are key indicators of process weakness!
o External NCR’s indicate a breakdown in internal QC
o Root Cause categories allow for effective resource allocation and process improvement.
Supplier Checks & Receipt Verifications – Ensure materials meet requirements before incorporating
o Receipt verification is often the easiest, highest value QC checks
o Vendor audits & pre-shipment inspections for long-lead or critical path components are value-added tasks
Quality Improvement
Quality Improvement (continuous improvement) is the process used to analyze trends, identify system weaknesses and implement corrective actions to improve efficiency. It ensures that lessons learned are applied across projects to minimize repeat issues.
Dashboard Trends
o Punchlist data – track punch items by trade / location
o NCRs by type and root cause – identify systemic issues
o Rework hours – measure labor spent correcting issues
o Re-inspection rates (1st time quality) – declining first-pass rates indicate process failures
Lessons Learned
o Refine Quality Planning and Quality Control processes to leverage what works and mitigate what doesn’t
o Gather lessons learned at the project level, implement solutions at the company level
o Leverage subcontractor / trade partner knowledge and experience
Management Review
o Regular meetings to target quality roadblocks identified by field staff
o Prioritize & allocate resources based on trend analysis and quality objectives
o Incentivize quality culture through rewarding proactive identification and correcting issues early