The Q1-2024 Newsletter from ATLAS consultants llc
Happy 2024!
A bit of a belated Happy New Year to everyone. Hope the year is getting off to a good start. After the inaugural year of ATLAS consultants llc, I realized that I found a lot of enjoyment and satisfaction in learning about their businesses, processes, and challenges; and providing seasoned guidance for clients on their projects. So with that realization, I'm looking forward to an enjoyable 2024.
If you're interested in connecting, the best way to reach me is through my email gmulac@atlasguidance.com or through the website www.atlasguidance.com
In addition to the newsletter, ATLAS consultants llc can be found on LinkedIn. Please visit the website and subscribe to the Think... quarterly newsletter.
This is the second quarterly ATLAS newsletter, building upon the Think... page of the website. The use of the word think for the page title was very deliberate. In my experience, spending time on critical thinking is always challenged by a myriad of competing demands. Without time to really think, and truly understand an issue, we tend to go directly to default positions. While these default reactions are typically based on experience, or an experience, they may not be "wrong", but potentially could cause us to miss out on opportunities to realize greater benefits. I touched on this in a brief blog that was posted in February of 2023 ("Seasoned, Learning from Lessons Lived"). So the idea with the newsletter, is to look at a topic from different perspectives, provide some thoughts, observations and opinions, and hopefully get us to Think . The topic of the Q1-2024 newsletter is Quality
Quality
We've all heard about quality, not just in the Design + Construction Industry, but in everyday life. There are some great slogans out there. How about "The quality goes in before the name goes on" (Zenith); "Quality never goes out of style" (Levis); or, of course, "Pardon me, would you have any grey poupon." While I've undoubtedly dated myself, the first two slogans say out right that their product is quality, the third implies their mustard is best of class. If you're in "blank stare" mode on the grey poupon reference, click on the link https://youtu.be/tvDazrJuSdA
So what is quality? how do we get quality, and how do we know that we got quality? Merriam Webster provides these definitions:
Quality: Superior in kind
Quality Control: an aggregate of activities (such as design analysis and inspection for defects) designed to ensure adequate quality. (Presumably "adequate" means meeting some standard )
Quality Assurance: a program for the systematic monitoring and evaluation of the various aspects of a project, service, or facility to ensure that standards of quality are being met
So as the Levis slogan said, "Quality never goes out of style." Over the decades all industries pursued, and continue to pursue, quality to the extent it benefits the customer and their bottom line. In the building design + construction industry, it is noteworthy that the application of Total Quality Management (TQM) and Six Sigma practices from the 1970's & '80's; and today's Lean Management share the following key principles:
Customer Focus (identify value from the customer's perspective).
Continuous Improvement: Process Flow (create flow, process approach, setting up a pull system, Turner's plan-do-check-adjust, PDCA).
Eliminate Waste (efficiency, measure, adjust)
Goals (define the conditions of satisfaction, team alignment, Key Performance Indicators, KPI's)
Engagement (involve people, accountability, support)
One of the things I enjoy in the design and construction industry is seeing what I call certain "irrefutable truths" re-stated over time in different words and / or expanded into more developed practices. How many times has anyone heard the words "effective communication," or "alignment," or "value?" The "buzzwords," or "hashtags" may change, but they still are my irrefutable truths. While we hear these words a lot, project teams need to get into what they really mean. And for me, the most important two characteristics needed to achieve quality are genuine leadership and communication.
Perspectives:
One of my older posts was on feedback and perspectives. While it wasn't specifically on the topic of quality, it underscored the value in soliciting, and actually listening to, the viewpoints of others. For this newsletter I asked Jeff Loyall, Construction Executive; Philip Ryan, RA AIA; and Jim Zorn, Exterior Facade Consultant for their thoughts on Quality.
Philip Ryan, RA AIA
Quality: in the eye of the beholder?
We, as builders and creators, are tasked with balancing many constraints on the way to the creation of something useful and meaningful in the world. Cost, time, energy, function, and longevity are a few of these considerations.
The aspect of “quality” is perhaps the most difficult to define in a singular manner. It is a relative trait, applicable to nearly every aspect of the process of creating anything (building or otherwise). Did we perform our services with a high level of “quality”? Are our tools of communication of sufficient “quality”? Is the final execution of a built work made with “quality”? All of these are judged from unique perspectives, impacted by time and place.
During the medieval era, the formation of trade guilds that were devoted to training an apprentice based on the superior knowledge, applied skill, and experience of a “master” established a level “quality” distinguished from mere “execution”. This required a trust to be established between the community and the creator. A trust in the skills and experience of the craftsperson.
Today, we are awash in information, imagery, anecdotes, and representations of what is possible but frequently not probable based on these aforementioned constraints. We are in a moment when this “trust” must be renewed with understanding, listening, data, and farsightedness for how our creations will absorb the needs of the future. We must, as builders and creators, offer our judgment and experience patiently to hold fast to our longstanding adherence to creating and building with “quality”.
Jeff Loyall, Construction Executive
Construction Project Quality
Irrespective of size or cost, Quality is paramount to the success of any construction project. It is the responsibility of the entire project team to create and maintain a culture centered on construction quality.
The goal of any successful quality control program is to proactively build in quality during the early phases of the process, rather than reactively dealing with defects near the end of the project. To accomplish this, it is key to recognize the importance of people in the process. Improved quality can be achieved by enabling each member of the project team to do, his, or her, job right the first time. Quality planning, encouragement, training and recognition of each other must be a priority for all team members to develop a culture for quality achievement. It should be understood that Quality is not synonymous with cost, but rather meeting the expectations that are compliant with the contract documents. Terms like “high quality” and “low quality” are misnomers with regard to project quality.
Definable Features of Work
In order to effectively execute a Quality Program, the project team should identify the Definable Features of Work that are included in the contract documents. The definable Features of Work are scope of work that are separate and distinct and have separate quality requirements. Generally, each section of the specifications in the contract documents can be considered Definable Features of Work.
Quality Plan example
The graphic below explains an effective Quality Control plan that resulted in clarifying expectations and team concurrence from the entire project team.
The design of this particular project included an extensive amount of architecturally exposed structural steel (AESS) incorporated into the structural trusses of the project. The project team determined that the welds were to be considered a Definable Feature of Work as they were to be viewed as a significant architectural element or aesthetic feature. The project team put together a mockup of all of the welds that would be incorporated on the AESS scope of work and referred to it as a “collage of welds” in an effort to set and clarify expectations. The "collage of welds" was located on the project site and also in the fabrication facility.
The project team visited the fabrication facility to review the welds in their initial, raw state. Once expectations were met, sign-offs took place. As the fabrication progressed, the trusses were delivered to the project site and another inspection took place. Again, once expectations were met, sign-offs took place. The end result was that the trusses that were installed resulted in zero quality issues with this definable feature of work.
There are numerous QA/QC components and requirements of a Quality Program that can be identified in the contract documents. However, the success of every quality program comes down to the project team agreeing to the expectations and reaching team concurrence.
Jim Zorn, Exterior Facade Consultant
Some thoughts on Quality
In addition to meaningful relationships with your family members, it’s been said that one of the keys to enjoying life is having long term, meaningful friendships beyond your family. These special friends, or mentors, offer insights from a unique perspective, different from your family. What follows is a specific recollection of some insight gained from one of these mentors, and a few thoughts on Quality.
My own good fortune was to have several such friends over my career that were willing to freely share their insights. Two friends of mine pursued advanced degrees, and readily shared some key concepts from their most memorable classes and professors. Some of these thought-leading ideas were important enough for me to want to chase down further reading or do further research. A case in point came from one of my mentors who was presented with the book “Quality is Free; The Art of Making Quality Certain” by Phillip Crosby and the accompanying challenge from his professor: “If you can understand and retain the key concepts of this work, then you will have truly gathered what I am attempting to teach in this advanced management class.” This professor’s challenge piqued my interest. At the time I was about ten years into my career, and I really needed a refresher on concepts and communication with respect to quality management.
With the first edition coming out in the late 1970’s, this book on Quality Management led me, and others, to many publications and lectures which peaked in 1980’s with the TQM (Total Quality Management) mind-set. In the ‘80s the economy was heating up and product quality was wide ranging and random. TQM concepts became part of many companies in the examination of their internal processes and organization. It asked “who is really watching what quality is being generated for our business and to our clients? " The book really spoke to me about the “how” and the “why” of having meaningful dialog with stakeholders about quality and the steps that need to be taken to manage quality on our projects.
I felt that one of the challenges in the Exterior Façade business was an inability to communicate some of the more esoteric or complex issues in easy-to-understand terms to the variety of stakeholders on a project. If the entire team (Owner, Architect, Engineer, Builder, Trade Partner, Supplier) wasn’t fully aligned and there wasn’t a clear and consistent understanding of the specifics, only by luck then, would disaster be avoided.
Most can see a quality problem when it presents itself, but understanding how to avoid or reduce its likelihood is the end game of quality management. The how and why of the innumerable materials, details, engineering, and other things that can impact the execution of a project are daunting. Crosby’s book offers excellent case studies to illustrate how direct and meaningful communication from the source of a quality decision (in the book's case, the plant floor) moved upward through the chain of command; showed effective solutions; or provided an opportunity to ensure it is addressed for the future production. The book does not offer the “solution,” but rather it illustrates how we can learn to have effective conversations about the relationship between quality management and profitability. Admirably, it also promoted the idea of “rolling up one’s sleeves” to work with the "plant floor" and leverage the plant’s input in resolving the problem. It works when all stakeholders are engaged. Here are some thoughts. Nothing revolutionary here, just important:
Define, and align on, the project requirements, and what constitutes success.
Well-defined roles, authority levels, ground rules and solid communication methods are keys to an effective organization.
Develop the scope, schedule, and budget concurrently. Integrate building operational considerations into the development of the project (Cost of Ownership).
One of the irrefutable truths is that no project ever goes as perfectly as planned. Have a method for identifying “red flags” and a process to bring them to the team’s attention.
Stay engaged during the execution of the project.
Ask questions about the process and how the team feels about the way things are going.
Be prepared to adjust without forsaking the established Ground Rules
Visit the places where the materials are produced as a team. Allow time for social interactions. Team engagement leads to trust.
Develop contingency planning to deal with the possibility of a significant quality breakdown. Do not schedule with overly rose-colored glasses.
And perhaps most importantly, the team must be aligned and committed to the conditions of success for the project. Discussions about the quality of performance, products and people affect all the participants in the project.
We've all been exposed to various degrees of teamwork effectiveness and leadership successes. The key component to success is to have excellent communication, genuine leadership, and trust among the stakeholders and to have key leaders engaged and providing positive guidance as the project develops by creating realistic requirements early in the development of the project.
I’ve owned eight copies of Crosby’s book and shared each one of them with co-workers. Somehow, they never get returned. I’m okay with that because they learn and develop from it and more importantly, they share it with others. I am as thrilled that I was able to offer them something of value, as I am grateful to my mentors sharing it with me.
Thank You!
Many thanks to Philip Ryan, Jeff Loyall & Jim Zorn for providing your unique perspectives on Quality in the Q1-2024 edition of Think...
Philip Ryan, RA AIA
Studio Modh
Philip Ryan is the founder and principal of Studio Modh, an architecture firm located in Brooklyn, New York. The studio creates buildings and spaces for residential, commercial, academic, and institutional clients throughout the United States. The word “modh”, Gaelic for “method or respect”, drives a design process that places inquiry before concept to produce projects that are particular to their use, their client, and their place. The firm has received numerous design awards for their work and was proud to receive an AIA Chapter Award for the firms ongoing pro-bono design work assisting local New York City businesses recover and re-conceive of operation during and after the COVID pandemic.
Prior to forming the studio, Philip Ryan worked for Tod Williams Billie Tsien Architects for fourteen years in design and management leadership capacities before leaving as a Senior Associate in 2012. His design and construction experience while at the office was extensive including the design and construction of the American Folk Art Museum in New York, Skirkanich Hall at the University of Pennsylvania, and the Barnes Foundation in Philadelphia, PA.
Philip is a Senior Lecturer at the University of Pennsylvania where he teaches the Professional Practice Sequence, Construction, Thesis Studio, and a seminar called “Heavy Architecture” that explores the conceptual approach that detailing can have on the creation of durable, meaningful buildings. He has taught graduate and undergraduate studios at the Rhode Island School of Design and City College of New York and has been a frequent guest critic at the University of Texas at Austin, RISD, Yale University, City College, the Pratt Institute, Wesleyan College, and Columbia University. He is a registered Architect in the state of New York, New Jersey, Connecticut and Pennsylvania, a member of the American Institute of Architects, and has been certified by NCARB.
Jeffery L. Loyall, Vice President, Construction Executive
Turner Construction Company
Jeff Loyall is a Vice President for Turner Construction Company where he has responsibility for managing healthcare projects in the Midwest.
Under Jeff's direction, Turner has successfully completed numerous healthcare projects for clients such as the Cleveland Clinic, Crystal Clinic Orthopaedic Center, University Hospitals, Elmhurst Memorial Hospital, University of Illinois Medical Center of Chicago, Methodist Medical Center of Illinois, Indiana University Health, Provena Health, Swedish American Hospital, Edward Hospital, Northwestern Medical Faculty Foundation, Northwestern Memorial Hospital, University of Chicago Medical Center, John H. Stroger Hospital, Rush North Shore Medical Center and Advocate Healthcare.Throughout his successful 37 year career, Jeff has had primary responsibilities for profit and loss, business development, preconstruction, estimating, operations, scheduling, cost control, quality assurance, building information modeling and multiple facets of Integrated Project Delivery. Jeff's career has been built around comprehensive construction services and an extensive background in all phases of Construction Management.
In addition to his technical background and experience, Jeff’s leadership skills combined with his unique ability to develop strong team relationships have proven extremely successful. His proven level of commitment to his clients is shown with his “hands on” involvement and ability to provide solutions during all project phases while leveraging the resources and experience that he brings to ensure a successful project experience.
Jeff earned his B.S. in Civil Engineering from the Ohio State University. He has served as an Adjunct Professor of Construction Management at the McCormick School of Engineering at Northwestern University, served on the Board of Directors for the American Institute of Architects and is currently serving on the Board of Directors and Vice President for the Cogence Alliance North East Ohio Chapter.
James Zorn,
Zorn Façade Solutions LLC
Jim is an experienced Construction Manager specializing in custom designed, high-end, complex glass, metal and stone façade systems. Jim operated in several large metropolitan markets managing the design, planning and execution of landmark curtainwall projects. He evolved into business development primarily due to the strengths of his relationships with existing clients. Jim is known for leveraging his knowledge and experience in the Curtainwall & Facade industry to provide owners, architects, contractors and vendors the best value for their project requirements. With Jim's extensive knowledge of products and system selection, he works with project teams to optimize facade elements without sacrificing desirable design features.
LinkedIn: linkedin.com/in/jim-zorn-449b0118
Coming next time....."The Estimate"
Having spent a lot of my career knee deep in the Preconstruction process, I thought a great topic for the next newsletter would be "The Estimate." It won't be course in how to estimate, but rather how estimates should be viewed or used. I'm planning on sharing some stories and perspectives from industry leaders; and illustrating some challenges and misconceptions; and providing a bit of seasoned guidance.
Current work
2023 was the inaugural year for ATLAS, so I thought I'd take a quick look back at the year's work and share a brief update:
ATLAS has provided consulting services for five clients to date. Three of these clients represent ongoing engagements over the last six to twelve months, that are continuing into 2024.
The services provided included Risk Management; Budget/Estimate/Bid Development; Process Mapping; Organizational Development; Contractor Resource / Education Sessions; and functioning as an Opinion Witness.
ATLAS' client make-up includes a Builder, Fabricators, an Owner/Developer and an Insurance Underwriter, all active in the Design + Construction Industry.
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