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Quality Control Program

Example: Grand Californian Hotel

1. Quality Assurance and Quality Control-Introduction

Quality means different things to different people. Indeed, the priorities of

the three components of construction; budget, schedule, and quality differ for
every project. The core project team for Disney’s Grand Californian Hotel,
comprised of Walt Disney Imagineering (WDI), Urban Design Group (UDG),
various design consultants, Turner, and various subcontractors is obligated to
deliver the project in accordance with pre-described requirements and
procedures established by the Contract Documents. Quality Assurance is the
plan to effect this, and Quality Control monitors the results of the plan.
Correcting the punch list is one form of Quality Control, but the Quality
Assurance part starts long before.

While the Program is directed toward Turner’s efforts in the building process,
you will note throughout that Quality is everyone’s business. WDI, the
various Architects, Engineers, Consultants, vendors, and subcontractors,
along with Turner, must all be involved in a successful QA/QC program. If
one is absent quality may be impacted.

As the table of contents indicates, the QA/QC program is broken down into 8
major sections. The majority of the program is covered in sections 2 and 3,
and section 8 is intentionally left blank in the initial issuance of this program
for future quality updates. The Appendix found in section 7 provides some
typical checklists and monitoring tools that can be used to formulate more
detailed job specific checklists.

Quality applies not only to the physical elements of the construction project
but also to our scheduling, cost reporting, estimating, purchasing and
accounting functions, virtually everything we do. Quality is an attitude we
must necessarily have as individuals, and as Project team members. The
attitude of wanting to do the best possible work and service for our clients,
and us is what underlies the foundation of our Quality Program and the
success of its results. Quality must pervade all activities of our everyday
work life. We must constantly ask ourselves; what have I done today to help
assure the quality of the project?

Whether we are dealing with a complex exterior wall system, highly themed
finish work, a simple ceramic tile installation, a schedule, a payment
application, or an updated estimate we are committed to providing Walt
Disney Imagineering, our valued client, a quality job!
Quality Control Program – Page 2
Example: Grand Californian Hotel


David Holland Joel A. Seaton

Project Manager-Engineering Project Manger-QA/QC

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Example: Grand Californian Hotel

2. Quality Control Program Overview

Turner Construction Company’s Quality Control Program starts with the

Preconstruction/bidding stage of the project and continues throughout the
entire construction, and closeout process. During the subcontracting process
Turner will work closely with WDI, the Architect and its consultants to identify
and avoid potential problems, which may arise or be noticed as a result of
proposed design methods or features.

Our engineering staff will work with the Procurement Manager to develop
subcontractor scopes that not only cover scope of work items, but also
address important submittal, mock-up, Constructability and quality issues
and requirements.

This effort is followed by the thorough review of subcontractor submittals

including shop drawings, certifications, samples, and product data, by the
Engineering staff. This review assures that the trade subcontractor’s
planning conforms to the contract documents. From this review, problem
areas can be discussed with the subcontractors, Architects, consultants, and
WDI. Procedures and methods for the proper fabrication and installation of
the work can be established. Following approval of the submittals by the
Turner project engineering staff, WDI, and UDG the Turner superintending
staff carefully reviews each submittal item with the appropriate trade
contractors so that there is a complete understanding of the installation
techniques and quality control standards.

In many cases, prior to the start of any new item of work, we have the
subcontractor prepare initial sample installations for review of quality and
performance standards, which are established and enforced until final
completion and acceptance of the work. Any work falling below the
standards of the approved sample area of work is rejected.

The General Superintendent and his staff oversee the inspection of all field
installation work. Various area superintendents share this responsibility,
each following only those subcontractors performing work in their respective
areas. Where appropriate, materials and fabricated items are inspected at
the shops or plants of the manufacturers and again on the site to assure that
all material is satisfactory before installation. The engineering staff due to
their familiarity with the shop drawings and product data normally performs
shop or plant inspections.

The first operation of any new trade work is closely followed and inspected so
that the expected level of workmanship is established from the outset. The
appropriate staff makes a day-to-day check of new items of trade work. We
often call upon the field representatives of material manufacturers, suppliers
and product institutes to provide first hand technical information and instruct
the subcontractor’s personnel on the installation of their products. In

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Example: Grand Californian Hotel

unusually difficult or complex situations, our Southern California or corporate

staff who have access to company wide experience and information provides
additional support to the Turner job staff.

Structural inspections involving both material and workmanship will be

conducted by independent testing agencies retained by WDI. The Testing
and Inspection program is detailed in specification section 01455 that
indicates the complete scope of work.

If done properly Quality Control is not so much what we do in addition to our

normal project management, but it becomes a part of how we do each of our
daily tasks. A superintendent that rejects a wall that is out of square is
performing quality control, and an engineer that rejects a submittal that is
not in accordance with the specifications is also performing quality control.

This program is not intended to be all-inclusive, or to include every checklist

and procedure, that will be necessary during the performance of the Work. It
is a working document that will be updated throughout the life of the project.
Further developments will be made in the way of “Quality Updates”. These
memos will be issued from time to time to incorporate checklists, and
address specific job conditions. The “Quality Updates” are to be inserted into
section 8 of this program, and noted in other sections as necessary.

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Example: Grand Californian Hotel


3.1 Constructability Reviews

Constructability reviews are performed early in the project, for the purpose of
reviewing the existing design drawings and specifications and evaluating the
various building systems based on our varied experience on numerous
projects. Specifically the review includes:

♦ Evaluation of specific building details for the practicality and

efficiency of design.
♦ Technical review of details and building systems to clarify the
sequence of construction and the impact of design tolerances.
♦ Evaluations of various building system mock-ups, in order to
assume a smooth sequenced construction.

A Constructability review, investigating the details of the various building

systems, can help to prevent major delays, quality problems and cost
increases. The objective of the review is to find problem areas in the
documents, incorrect materials, incomplete scope, and/or faulty design that
we may have previously encountered.

We will encourage the design team to select finishes as early as possible.

The construction of various mock-ups, as called for in specification section
01453, and in other locations throughout the individual trade sections, is
intended to allow Turner to review the construction sequence, identify
tolerance problems, and establish the minimum quality level for the
completed work.

Our estimating, engineering and purchasing staff, with specialists in various

construction disciplines, work closely with the design team to produce a
functional building that maximizes the design within the constraints of the
budget objectives.

3.2 Subcontractor Selection (Purchasing)

With all of our work being performed by vendors and subcontractors,

purchasing and estimating has a major role in pre-planning and quality
assurance. Hiring the right subcontractor for the project is a must. If we hire
subcontractors with a track record of poor quality work, the chances of
achieving a quality final product are greatly reduced.

When developing our bid list for the Grand Californian Hotel we started with a
base of subcontractors that we have successful past experience with on
projects of similar size and complexity. Where specialty or unique trades, or
new subcontractors that we are not familiar with are involved (that we do not

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Example: Grand Californian Hotel

have any past experience with) we must pre-qualify them before they are
awarded a subcontract (or preferably before they bid if time allows). In
section 7 we have included a sample of our internal Subcontractor Job
performance evaluation. This form allows the job staff to communicate to
the Purchasing Manager how each subcontractor is performing.


There is no clear-cut date when the Preconstruction phase ends and the
construction phase starts. On the Disney Grand California Hotel there will be
a substantial overlap of the two. As an example, the Preconstruction for the
exterior wall and interior finishes will probably occur concurrently with the
installation of the foundations and the start of the structural frame. So the
Preconstruction thinking must adapt to this new ground rule, some things
have become fixed and what follows must fit what is already established.
There are obviously exceptions to this, but on a cost/benefit basis it is usually
more productive to make a change on paper rather that to work already
performed in the field.

Even where Turner has established a good Quality Assurance and Quality
Control Program during the Preconstruction, bidding, and purchasing phase it
should not be assumed that the physical work is meeting or will meet these
standards. During construction problems will surface. The QA/QC effort
during Preconstruction will help to minimize quality control problems, but not
eliminate them entirely.

Therefore, it is incumbent on the Project Team to establish Quality Control

Programs to make sure that the actual work meets the pre-established
standards. These should be initiated at the very start of the work, not just
early in the job. By doing this, poor quality will not be compounded.

The following is a listing of the many tools available to the project team to
help maintain the level of quality established by the contract documents.

3.3 Meetings

Over the life of the project various types of meetings will be held. While
these meetings are not explicitly QA/QC meetings; Quality Control issues will
always be discussed, problem areas recognized and correction plans put into

OAC (Owner/Architect/Contractor) Meeting. Turner shall conduct OAC

meetings on a regularly scheduled weekly basis. This meeting will have
Quality Control as a topic of discussion for both the project in general and the
specific trade items. By continuing to focus upon quality, the project team
can address any item of concern brought to the meeting by any party. This

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Example: Grand Californian Hotel

format is especially important for bringing items Turner has become aware of
from its other meetings.

Turner Job Meetings. Turner shall hold monthly job review meetings.
These meeting are for Turner personnel only and shall be chaired by Turner’s
Project Manager. Attending will be the Project Director, Project Executive,
Project Manager(s), QA/QC Manager, General Superintendent, and Area
Engineers, and Superintendents directly involved in the items to be
discussed. Minutes of the Turner Job Meeting are distributed to all attendees
and a master copy is kept with the job files. This meeting provides a formal
communication for the Engineering and Superintending staff to review status
of purchasing, engineering, fabrication, deliveries, field installation, problem
areas, quality issues, and closeout. (See Section 6 for sample of the Job
Meeting Minutes)

Subcontractor Engineering Meetings. Turner shall hold, as required,

meetings among the various subcontractors led by the Project Manager (or
Area Engineer) and his (or her) staff to discuss coordination of the work and
special problems that may arise in scheduling the performance of the work.
The primary purpose of subcontractor coordination meetings shall be the
early detection of problems, which may occur in the preparation of shop
drawings or in materials and work in the field before such problems occur.
Out of such meetings shall come such things as coordinated shop drawings
that interface properly with existing and contiguous materials and systems,
clarifications of conflicts in design drawings and specifications, and the
pinpointing of long lead-time items based upon fabrication and on market
conditions in effect at that time.

Field Coordination Meetings. Turner’s General Superintendent (along

with the various Area Superintendents) will hold weekly meetings at the
Jobsite at which representatives of all major subcontractors will be present.
The intent of these meetings is to review the progress of the work during the
week prior to the meeting, and to set forth the goals of each subcontractor
for the following week and to bring information of upcoming construction
activity to this group's attention. Specific attention will be given to
protection of any work in place.

Pre-Installation meetings. Turner shall conduct pre-installation meetings

for major subcontracts. These meetings shall be held prior to start of physical
work in the field. In attendance shall be the subcontractor involved and/or
material suppliers, Turner, and any testing agencies. WDI and Urban Design
Group will also be invited to these meetings as required. Turner’s General
Superintendent who will prepare an agenda and distribute Minutes of the
meeting shall chair each meeting. The agenda will be based on the Scope of
Work, contractual relationships, communications, a discussion of the
appropriate plans, specifications, contract requirements, special site rules,
testing and inspection, and other pertinent matters. We will also review the
status of submittals and shop drawings. Emphasis must be placed on the

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Example: Grand Californian Hotel

importance of doing the job right the first time-avoid costly and time
consuming re-work.

3.4 Submittal Review (shop drawings, samples, product data, etc.)

The Project Engineering staff will review all shop drawings and submittals
required by the contract documents prior to submitting them to WDI (who
then forwards them to UDG and its consultants). This review will not only
take into account contractual obligations but also contiguous work with which
it must be coordinated. Shop drawings and/or material submittals not
substantially complying with contract requirements will be returned to the
subcontractor for correction prior to formal submittal to the design team.
The Turner Engineering staff will provide a shop drawing/submittal schedule
that has been coordinated with the construction schedule as a tool to monitor
and control the submittal process. Wherever possible shop drawings and
submittals are to be completed well ahead of the time material is needed in
the field.

3.5 Daily Supervision of the Work

Turner’s superintendence staff will be scrutinizing the quality of the project

on a daily basis. At the Area Superintendent (and assistant) level the
individual will be overseeing the operations of the trades for which he (or
she) is responsible. He (or she) will be required to become familiar with not
only the contract drawings, but also the submittals, and shop drawings of a
particular trade, or group of trades prior to work beginning in a given area.
This attention to detail greatly improves the likelihood of a superior quality
project. This close scrutiny by the Area Superintendent is enhanced by the
General Superintendent’s daily contact with not only the Area Superintendent
but also his review of the project's progress. Additionally Turner' s Project
Director, Project Executive, and QA/QC Manager are located at the Jobsite
and will be providing insights from their reviews of the ongoing operations to
the General Superintendent and his staff. The following Quality Control
related activities would be job requirements for the field supervision staff:

♦ Become familiar with the contract documents, submittals,

samples, mock-ups, and shop drawings prior to start of work in the
♦ Check material conformance to the contract documents upon
receipt at the Jobsite.
♦ At the beginning of the job, inspect the installation. Be tough!
This will again reinforce the strong commitment to Quality.
♦ Coordinate, and ensure that materials are properly stored, and
protected from the elements.
♦ Monitor production quality daily, and promptly reject
nonconforming work.

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♦ Make sure subcontractors protect their finish work from damage

by other trades.
♦ Compliment work that is well done.

3.6 Involve the Subcontractors

Upon contract award, and prior to any submittals or work in the field, involve
the subcontractors in the Quality Requirements of the project. Make them
understand that we want Quality Assured from the start of the project and
not just Quality Controlled at the end by correcting a punch list. If the
subcontractor gets this message early, the chance of getting a Quality job is
much improved.

Insist that each subcontractor assure the quality of the project by providing a
job specific quality control plan for his or her trade(s). The plan should cover
work in their shop if applicable, as well as work in the field. Reinforce the
“no substitutions” mind set with all subcontractors.

We can also learn from the subcontractors. Their superintendents and

project managers have probably been doing the same specialty work for
many years and have made many mistakes to learn from along the way.
Feed off their knowledge, there is a lot to be learned from these sources, try
to learn from their past mistakes.

3.7 Mock-ups

Section 01453 of the Project Manual defines the mock up requirements for
this project. The most significant mock-up will be of two (2) full size
guestrooms. This mock-up when completed will establish the level of quality
the remaining work will be judged against. Throughout the life of the project,
Turner is constantly reviewing the Constructability of the building. As the
need arises, a mock-up will be done to help with Constructability, fit,
appearance, and quality of certain large and small items within the project.
The Project Team for comments and approval will do each mock-up prior to
the work it represents and reviewed.

The following mock-ups will be developed for this project:

♦ Two (2) full size typical guestrooms.

♦ Portion of the building exterior enclosure including carved stone,
EIFS, water repellant coating, fiberglass wood beams, and trellis.
♦ Architectural Pre-cast concrete
♦ Stone paving
♦ Architectural paving (including: concrete, stone, simulated

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Example: Grand Californian Hotel

♦ Interior finishes (any finishes that are not part of the room

3.8 Testing and Inspections

The first operation of any new trade work is closely followed and inspected so
that the expected level of workmanship is established from the very
beginning. The appropriate field staff makes a day-to-day check of new
items of trade work. Each Turner staff member is constantly performing
inspections on all aspects of the project. Most inspections are performed
without any formal reporting. However, many inspections will have formal
reports as required by the specifications and/or Turner. The specifications
{01440 1.03 D} require that prior to concealing the work Turner submit a
sign off sheet to WDI, signed by Turner and the appropriate subcontractors,
indicating that the work has been installed in accordance with the Contract
Documents and has been reviewed and approved as required by the
applicable testing and jurisdictional authorities.

Turner and the appropriate subcontractors will coordinate and implement the
inspection requirements of the City of Anaheim, as required by the local
building codes. Inspections and sign-offs will be obtained from the
Mechanical, Electrical, and Building Inspectors, as well as the Fire
Department where applicable.

WDI will employ an independent Testing Laboratory to perform the necessary

testing and inspections required by laws, ordinances, rules, regulations,
orders, or approvals of the public authorities. The scope of the Testing and
Inspection requirements is clearly defined in specification section 01455
Testing and Inspection Services.

3.9 Weekly Quality Reports

Throughout the life of the project Turner’s Quality Control Staff will submit
weekly reports to WDI indicating non-conforming items of work with an
explanation for the cause of the non-conformance (if applicable), and
proposed remedial action to be taken. Subsequent reports will track the
corrective action taken.

3.10 TCCo Inspections (by non job staff)

At times the project’s field staff may get too involved with production and the
quality may suffer. The help overcome this, Turner will periodically hold
“quality tours” by Turner staff who are not assigned to this particular project.
These objective observers help the job staff to see all of the forest and not

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just the trees. The principal is the same as a safety inspection, another set
of eyes to assure that Turner provides the best possible quality.

3.11 Site Storage of Materials

Each subcontractor shall be responsible for assuring that proper handling,

storage, shipping and preservation precautions are adhered to for those
items requiring special care and protection. The ultimate responsibility for
material handling, storage and preservation lies with the responsible trade
subcontractor. The QA/QC Manager or his designated representative shall
perform periodic audits to assure that all subcontractors comply with the
minimum requirements.

Materials, which are to receive special handling and preservation, while

stored at the project site, may include but not be limited to the following:

Formwork Roofing Materials

Furniture Ornamental Metals
EIFS Materials Carpeting
Doors and Hardware Glass
Light Fixtures Mechanical Equipment
Wood and Millwork Instrumentation and Control
A/V System Equipment Water Feature Equipment
Fiberglass Fabrications Heavy Timber
Kitchen Equipment Themed Elements
Ceramic, and stone tiles Elevators

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Each subcontractor shall confirm that their materials and equipment are
packed and protected and preserved in proper manner to avoid effects from
supports, bracing, lifting, and items are strong enough to withstand shipping
and handling; and preservation procedures are sufficient and complete.
Unloading at the site shall be accomplished using only the proper equipment
of the correct size and standard practices. All materials shall be inspected
before unloading and after unloading. Any damage to be immediately noted
and reported to the subcontractor for replacement before installation.

Whenever practical, materials delivered to the job site shall be stored under
permanent cover and protected from environmental elements (direct sun,
wind, rain, etc.). If there is no permanent shelter available and the materials
must be stored in the open then each subcontractor shall confirm that:

♦ Materials are placed on top of wood sleepers or load spreaders to prevent

contact with the supporting surfacing and be of sufficient height to
prevent moisture contact.

♦ Shims are provided to store the materials level or perpendicular, as

necessary, in such manner as to prevent twisting, bending or warpage
that would be of sufficient nature to become permanently set.

♦ Materials are sufficiently covered and protected from the

environmental elements, being sure all seams and joints of the
protective covering will not allow intrusion of dust, moisture, airborne
chemicals or other pollutants.

♦ Protective barriers and signs are posted to prevent damage

from local operations.

♦ Where it is practical, provision of an identification tag, “Bill of

Materials" or “Packing List" shall be affixed to identify the material,
quantity, and the location of permanent placement of the respective

3.12 Protection of Finish work

While it may seem very basic, one of the best ways to maintain the quality in
the final product is to protect it from the construction environment after it is
completed. Each subcontractor will be responsible to protect his or her own
work. Not only will we instill in the trades the desire for a quality project, but
also we will promote respecting the work of others.

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3.13 Specialists and Peer Reviews

From time to time Turner will call on specialists outside of the immediate
project team. The construction industry has many associations and societies
that zero in on specific areas of our business, and are a great source of
specialized expertise. Following their recommendations before the fact may
save future problems, though we should always remember that the design
responsibility lies with the Architect, not an association.

Turner also has a wealth of in-house staff that have had experience in many
and varied fields. Where the job staff may not have the appropriate
experience, other staff within the territory, and/or company may have
experience with a new or difficult trade. The Turner internal e-mail system is
the conduit for communicating with other staff members not assigned to the
Grand Californian Hotel.

When situations occur where the Architect and or its consultants are plowing
new ground – using new and maybe untried systems or methods. Turner may
suggest that a third party expert do a peer review. Turner is not against new
materials or products, but we must protect WDI if at all possible. If required
this peer review would provide another set of eyes to look at the proposed
design element. We have used Peer Reviews successfully on other projects
to look at such things as EIFS and waterproofing details. The cost for a peer
review is normally paid by Owner, but could be included as part of the cost of

3.14 Training Seminars

In the constantly changing world of construction technology Turner is

constantly striving to enhance our knowledge of the work. One way this is
done is by holding training seminars on a local level, at the project level, and
on a national level. Another example of training is visits to plants such as
architectural precast, fiberglass fabrications, stone fabrications or structural
steel. These visits are conducted by the subcontractor and inform each
visitor of the process, effort and quality control that goes into making each
piece of work.

At the project level, Turner will call upon manufacturers, vendors, and
subcontractors to present information on the latest procedures or materials
to supplement current “know-how” in such areas as: roofing, flashing, glass
and glazing, EIFS, sealants, themed construction, mechanical and electrical
systems as required. One probable seminar for the Hotel would cover the
Guestroom Locking system provided by manufacturer.

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3.15 Reference Library

Turner Construction Company maintains a reference library in the site job

office, and in the Irvine office, for use by Turner, the Architect, and WDI. The
library will have building codes, standards, reference books, etc. for complete
up to date procedures, requirements and practices. Turner also maintains a
corporate reference library. A copy of the contents of this library is listed in
the Appendix. Any of these reference items may be “checked out” by the Job
Staff. A few examples of items included in this library are:
Turner Project Engineer’s Manual
Turner Construction Bulletins
Turner Territory QA/QC Manual
Turner Safety Bulletins
Turner Project Closeout Manual
American Institute of Steel Construction (AISC)
American Concrete Institute (ACI)
Portland Cement Association (PCA)
Sheet metal and Air Conditioning Contractors (SMACNA)
National Fire Protection Association (NFPA)
American Society for Testing & Materials (ASTM)

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3.16 Guest Room Completion Procedure

The following procedures are for the typical guestrooms and suites. The
procedures will be similar for all other areas.

The guestrooms will be inspected on a floor-by-floor, area-by-area basis as

they are completed. The typical guest room mock-up will establish the level
of quality expected by WDI. Each subcontractor will designate a person who
will be assigned to physically perform the quality control inspections and
punch list work. Each subcontractor will inspect each unit on their own and
verify all the work has been completed in accordance with the requirements
of the contract documents, and accepted mock-up(s). When all
subcontractors have completed their inspections the guestrooms should be
99% complete.

At this stage Turner will inspect the rooms. Any discrepancies will be noted
on the typical guestroom inspection form (see the Appendix for sample
forms. A job specific form will be developed during the room mock-up). The
superintendent performing the inspection will use colored dot stickers
numbered to correspond to the item on the list of discrepancies. The master
list of discrepancies will be input into to an Excel (or similar) spreadsheet,
which can then be sorted by subcontractor. Once the corrections are made
the rooms should be 100% complete. This work will be done prior to the
installation of the FF&A.

Turner’s FF & A Coordinator will inspect each room prior to requesting WDI to
review the room as substantially complete. See section 3.18 for substantial
completion procedure.

3.17 Equipment and System Startup and Commissioning

The procedure for this section can be broken up into four parts, checkout,
startup, demonstration and acceptance. Each part will be monitored using a
job specific startup and demonstration log. Specification sections 01788
Project Record Documents, 15030 HVAC Commissioning, and 16900 Electrical
Commissioning Plan have very specific programs for the start-up and
commissioning of the M and E systems. Turner will develop a program, with
input (and concurrence) from the appropriate subcontractor(s), WDI, and the
Architect and its consultants that will include and supplement these

Equipment Checkout. All equipment and systems (or portions thereof) are
to be completed, inspected and checked prior to startup. Equipment is to be

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checked for compliance to specification/approved submittals and proper

installation using a job specific Equipment Checklist approved by WDI, and

Startup. After equipment and systems have been checked for compliance,
a startup checklist will be performed for each piece of equipment or system.
Each responsible subcontractor will perform startup, and/or manufacturer as
required by the specification and recorded in the Systems Startup and
Demonstration Log.

Demonstrate. Demonstration can be looked at in three ways: system

demonstration, equipment demonstration and equipment instruction.
System demonstration is an ongoing process throughout the project. After
individual system equipment has been demonstrated, a final walk through of
the system will be performed.

♦ The Subcontractor and manufacturer representatives to Turner, WDI, UDG

will perform system and/or equipment demonstration, and requisite
consultant engineer before the equipment is turned over. The
demonstration will show that the equipment functions properly.

♦ Equipment instruction is the submittal of the Operation and

Maintenance Manuals and any special training and instruction for the
equipment required by the contract documents. This will also include
the video taping of the each session as required. {Ref.: Specification
Section 01788 for training requirements.}

♦ As the three demonstrations are completed they will be recorded in the

Turner systems startup and demonstration log for each system and
equipment. This log will provide the formal record of all commissioning.

Acceptance. As the checklist, startup and demonstrations are completed to

the satisfaction of WDI, and UDG, for a particular mechanical or electrical
system, a designated representative from WDI will sign an acceptance form.
At this point the day-to-day operation of the equipment will become the
responsibility of WDI. As this process is completed, it will be recorded on
Systems startup and demonstration log.

3.18 Substantial Completion

The size of the Grand Californian Hotel establishes the need to complete,
inspect, and turnover the facility in several steps or phases. These phases
will be broken down into several areas such as guest rooms, public areas, TI,
RD&E, kitchen or food service, back of house, administrative areas, building
exterior, site landscape and hardscape, and other areas as necessary.

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When the Work has reach substantial completion Turner will submit a written
certification to WDI stating that a designated portion of the work has been
inspected and that the Work is complete in accordance with the Contract
Documents and ready for WDI’s review. The written certification will also
contain a list of items to be completed and/or corrected (AKA punchlist). WDI
and Turner (and Architect or consultants) will then make a review of the work
to verify the status of completion, and add any items to the list they agree
may be necessary. To help expedite this process it may be desirable for
Turner and WDI to develop the items to be completed and/or corrected

The punch list process must be established early in the job. Turner will take
the lead in developing the review process. A team consisting of
representatives from Turner, WDI, UDG, and any consultants or
subcontractors that may be necessary will then review the process and
provide any comments and/or suggestions. A standard form will be
developed that will be used for all punch lists that will be able to sort by
responsible subcontractor, room, area, and/or floor number. It is important
that there is consistency in how the punchlist is tabulated.

Turner is a strong believer in the use of “Items to complete lists”. These lists
are generated prior to substantial completion, with a goal of zero
punchlist. We find it more effective to conduct our own continuous
inspections prior to inspection by the Owner or Architect.

4. QA/QC Recognition Awards

Turner will recognize those individuals and companies who provide a quality
service and product. We have experienced that an amazing synergy can be
built among the trade workers by such a program. Providing an incentive
that the project is “theirs” contributes greatly to a conscientiousness of
quality by the trade workers.

The Individual Award will be given out once a quarter to that individual (or
individuals) who have shown exemplary quality efforts for that quarter. The
individual will be someone who has been working in the field for at least one
month during each quarter. The person will be recognized by a special "gift',
such as a Turner baseball cap, jacket, coffee mug, project photo, T-shirt, etc.

The Company Awards will be given out once a year (twice during the life of
the project) to the companies who have shown an outstanding effort toward
the overall quality of the project. The companies will be recognized by the
issuance of a QA/QC Plaque.

All awards will be judged and recommended by the Turner Project Staff with
input from WDI and Urban Design Group, and their consultants (if applicable).

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Quality Control Program – Page 18
Example: Grand Californian Hotel

5. QA/QC Staff Responsibilities

The following is a listing of the staff responsibilities for the QA/QC Manager,
General Superintendent, and Project Engineering Manager. Of course these
responsibilities also delegate down to the Area, and Assistant level positions.

All Staff

 Reinforce NO SUBSTITUTIONS mindset.

 Emphasize the importance of Quality in everything that we do!
 Know the contract documents, and subcontracts.

QA/QC Manager

 Arrange for design peer reviews if warranted.

 Get WDI, UDG, and appropriate consultants onto the Jobsite so that they
see what is happening and can assist in spotting problems.
 Coordinate with WDI to determine their expectations. Make sure the
Architect and staff are communicating and executing those requirements
 Verity that the Superintendent and Engineer are performing their QA/QC
 Ensure the quality section of the job meeting minutes is reviewed.

♦ Write down what the problem is.

♦ Why do we have a problem?
♦ How to avoid the problem in the future?

 Review generic mock up list and project specifications and determine

required mock-ups for job with the Superintendent and Engineer.
 Determine if shop visits are necessary or beneficial. Identify who is to
attend and when the trip(s) will be most beneficial.
 Determine if any trade specialist should be consulted.
 Coordinate with the on site Deputy inspectors, and City of Anaheim
building inspectors.
 Submit weekly reports to WDI indicating non-conforming items of work
with a proposed remedial action. Subsequent reports will track the actual
action taken.

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Quality Control Program – Page 19
Example: Grand Californian Hotel

 Encourage Project Engineering staff to make weekly field walks to provide

another set of eyes to monitor the work as it goes in place.
 Monitor testing and inspection reports generated by WDI’s testing agency
to verify all work has been completed in accordance with the contract

Engineering Project Manager

 Perform detailed review of all contract documents including the drawings,

specifications, general contract, general conditions, and subcontracts.
 Monitor the work of the engineering department.
 Participate and conduct meetings as required for added coordination.
 Develop quality section in the job meeting minutes.
 Establish Jobsite library requirements and purchase-required books.
 Detailed shop drawing, sample, and product data review.
 Coordinate and communicate with subcontractors – shop drawing review
and deliveries with respect to schedule.
 Monitor subcontractor performance
 Establish turnover procedure
 Establish closeout procedure and closeout manual/checklist

General Superintendent

 Establish QA/QC reporting system with subcontractors

♦ Subcontractors observance and correction of deficiencies
♦ Subcontractor delivery inspections
♦ Storage of materials
♦ Protection of finished work
 Perform detailed review of all contract documents including the drawings,
specifications, general contract, general conditions, and subcontracts.
 Review mock up list – determine required mock-ups
 Establish inspection procedure
 Turner inspections, WDI inspections of M-E-P prior to closing in.
 Interface with Government Agencies
 Protect finished work

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Quality Control Program – Page 20
Example: Grand Californian Hotel

 Inspect deliveries
 Understand and communicate sequence of work
 Maintain a safe and clean project
 Develop Turner “ work to complete” or pre-punch lists.
 Perform final walk through with WDI, develop actual punchlist
 Work with Engineer to establish turnover procedures

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Quality Control Program – Page 21
Example: Grand Californian Hotel


♦ Master Index of Reference Material in Turner Manuals (and

Project Library)
♦ Subcontractor Job Performance Evaluation
♦ Subcontractor Pre-qualification Statement
♦ Building Wall Checklist
♦ Quality Control Record Checklists
♦ Clean-Up Notice
♦ Checklist for Mechanical Equipment Start-up
♦ Certificate of Substantial Completion (AGC 625)
♦ Typical Guestroom Punchlist(s)
♦ Sample of drywall installation sign-off card
♦ Section 3 of Turner Project Closeout Manual
♦ Commissioning
♦ Training
♦ Incomplete Items List
♦ Punch List
♦ Attic Stock and Special Tools
♦ Certificate of Substantial Completion
♦ Certificate of Occupancy

4/23/00 Turner Construction Company – QA/QC Page 21