Page 11 - Q4_2022 Rosendin Corporate Newsletter

DAY 2: ROSENDIN QUALITY RESOURCES AND TOOLS

Rosendin always takes the lead in quality, which is
why every project at Rosendin has a site-specific
quality and commissioning plan (QA/Cx plan).
Rosendin's QA/Cx Regional Managers craft this
plan to outline the support needed for quality and
commissioning activities in the project contract. The
plan allows Rosendin to highlight critical activities
from the contract, and plans to execute them.

In addition, Rosendin's Quality Department has worked
with the Learning and Development team to create an
eight-part series of instructor-led Quality Assurance/Quality
Control certification courses. These courses are available to
foremen, quality professionals, and project management teams and are a first of a kind for the construction industry. The
courses walk learners through a detailed explanation of the Rosendin field quality process. The Quality and Compliance
team at Rosendin is dedicated to helping projects stay on track by following Rosendin and Lean Construction processes.
Over the years, Rosendin has collected many BKMs (Best Known Methods), which have been used as guidelines to
deliver a quality product to our customers. The Quality and Compliance team leverages lessons learned and best-known
methods to create checklists that monitor the health of a project. These checklists are used at 10%, 25%, 50%, and 75%
completion during a project. Identifying issues early with these checklists aids in helping each project to be successful.

DAY 3: MAKING QUALITY A HABIT

Think about the following three scenarios:

· Scenario 1: Having paid good money for a theatre ticket, you find that the stage view is obscured.

· Scenario 2: You've just ordered food at a restaurant, and the server delivers you a dirty plate with cold food.

· Scenario 3: The brand-new car that you are buying has several scratches on the bodywork.
Not many people would be happy with the above. What if we could guarantee getting things right 99.9 percent
of the time? Does that sound reasonable? The truth is that the performance analysis in most organizations
will tend to show us that poor quality still gets through to the customer. How can we avoid this?

The answer is simple. It's about making quality a habit, looking at quality through the eyes of the customer, and
consistently displaying the right quality behaviors. It has been said that it takes either 21 repetitions or days for a habit
to form. Implementing good governance and strong leadership skills will help when developing good habits. You could
always start and maintain a good quality habit by asking yourself: Have I secured the proper materials to carry out the work?
Have I secured the proper tools to carry out the work? Have I secured all the information I require to carry out the work?

You could also put yourself in your customer's shoes and think: Would I be happy with the quality of this work?
(Credit - Paul Vaughan CQP, FCQI, Lead Quality Manager in Projects at Siemens Mobility)

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