1、 O Copyright 2003 by the American Association of State Highway and Transportation Officials. All Rights Reserved. Printed in the United States of America. This book, or parts thereof, may not be reproduced in any form without permission of the publishers. ISBN: 1-56051 -1 84-2 AASHTO EXECUTIVE COMMI
2、TTEE 2002-2003 President JAMES C. CODELL, Kentucky Secretaryfrreacurer LARRY KING, Pennsylvania Regional Representatives Region I CAROL MURRAY, New Hampshire PATRICIA MCDONALD, Vermont Region II FRED VAN KIRK, West Virginia WH ITTI NG CLEMENT, Virgin ia Region 111 HENRY HU N G E RB EELER, Mi ccou r
3、i MARK WANDRO, Iowa Region IV MIKE BEHRENS, Texas SLEETER DOVER, Wyoming Non-Voting Members immediate Past President: DAN FLOWERS, Arkansas Executive Director: JOHN HORSLEY, Washington, D.C. Task Force on Preconstruction Engineering Management Richard G. Adams, Kansas DOT Robert Atherton, Virginia D
4、OT David J. Azzato, Pennsylvania DOT Rob Cary, Virginia DOT Donald L. East, Iowa DOT Tim Gatz, Oklahoma DOT Delbert Gerdes, Minnesota DOT Tony Gross, Colorado DOT John E. Haverberg, Wisconsin DOT David Kuhn, New Jersey DOT Edwin Kuipers, Delaware DOT John LaBarge, New York DOT Tony Laird, Wyoming DO
5、T Clifford E. Mansfield, Washington DOT Jim McDonnell, AASHTO Robert M. Murphy, Vermont DOT Harry Nemec, Minnesota DOT Robert I. Pratt, South Carolina DOT Charles R. Pursley, Missouri DOT Norman H. Roush, West Virginia DOT Wendel T. Ruff, P.E., Mississippi DOT Dallis Saxton, Arizona DOT Monte R. Sch
6、neider, South Dakota DOT Seppo Sillan, Federal Highway Administration Bradley J. Smith, Connecticut DOT Robert Wilson, Texas DOT Highway Subcommittee on Design 2002-2003 CHAIRMAN: Kam Movassaghi, Louisiana VICE CHAIRMAN: Susan Martinovich, Nevada SECRETARY: Dwight Horne, FHWA AASHTO STAFF LIAISON: J
7、im McDonnell, AASHTO ALABAMA: Don T. Arkle, Steven E. Walker, P.E. ALASKA: Gary Hogins, P.E. ARIZONA: John L. Louis ARKANSAS: Charles D. Clements, Phillip L. McConnell CALIFORNIA: Karla Sutliff CONNECTICUT: Carl F. Bard, Walter H. Coughlin, Bradley J. Smith DELAWARE: Michael A. Angelo, Kevin Canning
8、, Michael H. Simmons DISTRICT OF COLUMBIA: Harbhajan S. Sandhu FLORIDA: Brian A. Blanchard, P.E., Jim Mills, P.E. GEORGIA: James Buchan P.E., Joseph Palladi, Thomas L. Turner, P.E. HAWAII: Casey Abe, Julius Fronda IDAHO: Steven C. Hutchinson, Loren D. Thomas ILLINOIS: Michael Hine INDIANA: Phelps H.
9、 Klika IOWA: Michael J. Kennedy, David L. Little, Will Stein KANSAS: Richard G. Adams, LaMonte C. Armstrong, James O. Brewer KENTUCKY: David Kratt, P.E., Gary W. Sharpe, P.E., Kenneth Sperry, P.E. LOUISIANA: N. Kent Israel, Nicholas Kalivoda III, Kam K. Movassaghi Ph.D., Lloyd E. Porta MAINE: Jerome
10、 A. Casey, P.E. MARYLAND: Robert D. Douglass, Kirk G. McClelland MASSACHUSETTS: John Blundo, Stanley W. Wood Jr. MINNESOTA: Richard A. Elasky, Delbert Gerdes MISSISSIPPI: John B. Pickering, P.E., Keith Purvis, Wendel T. Ruff, P.E. MISSOURI: Diane Heckemeyer, David B. Nichols MONTANA: Carl S. Peil, R
11、onald E. Williams NEBRASKA: Dawn Allyn, Eldon D. Poppe, Don Turek NEVADA: Wayne Kinder, Susan Marinovich NEW HAMPSHIRE: Craig A. Green NEW JERSEY: Richard W. Dunne, Arthur J. Eisdorfer, Charles Miller NEW MEXICO: Roy Maestas, Dennis Peralta, Max Valerio NEW YORK: Peter J. Bellair, P.E., Phillip J. C
12、lark, Daniel DAngelo ,P.E. NORTH CAROLINA: Deborah M. Barbour, Jay A. Bennett, P.E., Len Hill, P.E. NORTH DAKOTA: Kenneth E. Birst OHIO: Cash Misel, Larry F. Sutherland, P.E. OKLAHOMA: Christine M. Senkowski P.E., Bruce E. Taylor OREGON: Thomas Lauer PENNSYLVANIA: Dean A. Schreiber, P.E. PUERTO RICO
13、: Jose E. Hernandez, Nemesio Irizarry-Torres, Javier E. Ramos Hernandez RHODE ISLAND: J. Michael Bennett, P.E. SOUTH CAROLINA: Rocque L. Kneece, P.E., Robert I. Pratt, John V. Walsh, P.E. SOUTH DAKOTA: Joe J. Feller, Joel Gengler TENNESSEE: Jeff C. Jones, James Zeigler TEXAS: Ken Bohuslav, Mark A. M
14、arek UTAH: Jason E. Davis VERMONT: Donald H. Lathrop, P.E., Robert F. Shattuck VIRGIN IA: Mohammad Mi rshahi WASHINGTON: Richard Albin, Harold Peterfeso WESTVIRGINIA: David E. Clevenger, Randolph T. Epperly Ir., Norman H. Roush, P.E. WISCONSIN: John E. Haverberg, Robert F. Pfeiffer WYOMING: Paul Ber
15、cich US. DOT MEMBERS: Dwight A. Horne, Rick Marinelli, P.E. AASHTO: Jim McDonnell, P.E. Affiliate Members ALBERTA: Allan Kwan BRITISH COLUMBIA: Richard Voyer NEW BRUNSWICK: C. Herbert Page ONTARIO: Joe Bucik SASKATCHEWAN: Ted Stobbs Associate Members NEW JERSEY: Yue Sun Chen, J. Lawrence Williams As
16、sociate Member DISTRICT OF COLUMBIA: Thomas L. Moore Table of Contents 13 17 17 18 18 19 19 19 21 21 22 22 23 23 24 24 25 25 26 27 27 28 30 30 EXECUTIVE SUMMARY CHAPTER 1: DEFINING QUALITY What Is Quality Customer Satisfaction Getting It Right the First Time Pride in Ones Work Communication, Coopera
17、tion, and Teamwork Balancing Time, Cost, and Product CHAPTER 2: DEVELOPING QUALITY Managing for Quality Adequate Staffing Training for Quality Establishing Quality Goals Efficient Use of Human Resources Tec h no I ogylAu to m at i o n Work Environment Process Quality and Product Quality Development
18、of Process Quality Effective Communication Effective Scoping Scheduling Reviews Cost Versus Budget Quality Issues Versus Field Revisions 9 30 31 31 31 32 32 32 32 32 33 33 33 35 35 36 36 42 42 42 44 44 44 45 45 45 46 47 Feedback Development of Product Quality Plan Review Environmental Effectiveness/
19、Soundness Context Sensitive Design Project Development Time Constructabi I ity Comments on Plans, Specifications, and Estimates (PS Flexibility, coupled with responsibility, for designers, contractors, workers, and suppliers; Adequate assurances of quality achievement in planning, design, constructi
20、on, maintenance, and operations by owner agencies; incentives that reward achievements and innovations in providing a demon- strated level of value-added quality; and Cooperative development of quality management systems and specifications between federal, state, and local agencies, academia, and in
21、dustry. Quality in preconstruction is an integral part of this national policy. This guide is intended to be a reference for agencies to use in furthering their quality improvement programs by providing information on possible approaches for developing, 13 measuring, and achieving quality in their p
22、reconstruction programs. It is not intended to be a “how-to” manual. This guide is a natural follow-up to the previous two guides developed by the task force. The first one, AASHTO Guidelines for Preconstruction Engineering Management, published by AASHTO in 1991 , was developed to assist in attaini
23、ng the highest levels of operational and organizational efficiency in the accomplishment of each states transportation program goals and objectives. The second one, Guide for Contracting, Selecting, and Managing Consultants in Preconstruction Engineering, published by AASHTO in 1996, was developed a
24、s a reference for agencies to use in further developing their consultant programs, organiz- ing, and training their staffs, selecting Consultants, developing consultant contracts, and managing their consultant program and workforce. Together, this document and the two documents mentioned above conta
25、in a wealth of infor- mation to assist in developing and maintaining efficient and effective preconstruction engi- neering programs and processes that provide quality products and services throughout the process. Consequently, the traveling public-the ultimate customers, the users of the trans- port
26、ation facility-benefit from high-quality plans and specifications for constructing a high- quality transportation facility. As an initial step in the study and development of this guide, the task force asked all states to provide information on their programs or processes on quality in preconstructi
27、on engi- neering. Some states provided the task force with information that not only included specifics on how to obtain a quality preconstruction engineering product, but also on how to measure and assess progress. The one thing that was clear from the responses was that, although most states are d
28、oing something to assure quality in the preconstruction products and processes, there is a definite lack of information on how to measure and identify needs, as well as how to evaluate progress. This guide begins with a chapter that provides some definition for quality in preconstruction engineering
29、 followed by chapters on developing and assessing quality, for both products and processes. Defining quality for a process and products that are as complex and varied as in precon- struction is challenging. Basically, quality comes from the combination of doing many things properly. One way to look
30、at it is from the customers point of view. Quality is doing what it takes to achieve customer satisfaction. Have we achieved identified goals and addressed the customers issues? Customers in the preconstruction engineering process include a great variety of individuals and organizations. Among them
31、are the public, designers, data providers, utility organiza- tions, resource agencies, plan reviewers, construction and maintenance personnel, and town, county, and municipal officials. The customer identification process is dynamic and the goal of quality preconstruction process is the continuing a
32、wareness of who the cus- tomers are and anticipating, and meeting or exceeding, their needs and expectations. To achieve that, the job must be done right the first time, every time, and we must always look for ways to improve. It also requires pride in ones work along with communication, coop- erati
33、on, and teamwork, with a common commitment to excellence. Another set of factors in defining quality is the budget and the schedule, .e., ”on time and on budget,” can be major factors in obtaining a quality product. How well those factors are accommodated in the preconstruction process is critical t
34、o the quality of the end product. 14 Guide to Quality in Preconstruction Engineering Chapter 2 of the guide discusses how to achieve quality in both the process as well as the product. Although quality may be evaluated at the end of the development process, it is determined at every step from the be
35、ginning of that process. The quality of each step affects the next. To develop the necessary processes and procedures to achieve quality, it is imper- ative that the quality initiative has the top administrative-level support and is one of its top priorities. That support means, among others, provid
36、ing adequate staffing, providing training to develop and maintain a highly qualified staff, efficiently using resources, and providing the latest technology. To achieve a quality product in preconstruction engineering, it is absolutely necessary to ensure that the process that is in place is capable
37、 of producing qual- ity end products. Concepts that may be applied toward developing a quality process include: effective communication, effective scoping, scheduling, reviews, cost versus budg- et, field revisions, and feedback. These are all discussed in some detail in Chapter 2. This chapter also
38、 discusses product quality issues such as: plan review, environmental effective- ness; context sensitive design; project development time; constructability; plans, specifica- tions, and estimates; safety; claims; maintenance; public participation; and value engineer- i ng. One of the more difficult
39、issues on achieving quality is identifying not only achievements and progress, but also problems that need attention. So, how do you know your process is producing a quality product? What to measure and how to measure it? What information to collect and how to use it? Chapter 3 addresses these quest
40、ions by discussing some typical data collection and analysis methods that can be used to examine some of the quality fac- tors discussed in Chapter 2. These assessment measures must be developed for both process- es and products. Chapter 3 also gives examples of data presentation and analysis techni
41、ques, such as pareto charts, cause-and-effect diagrams, histograms, etc., that can be used to dis- play and analyze data on the process or the product itself. Chapter 4 concludes that quality is a never-ending journey. That journey consists of many small steps towards established quality goals, alwa
42、ys moving the goal ahead to keep the journey going. Quality is not just something to be achieved, but should be ongoing and part of daily operations. The quality journey requires us to incorporate improvements to work processes and products on a continuing basis. In an ideal world, we might one day
43、reach the end of that journey, .e., perfection. However, we operate in an imperfect world with contradicting and changing needs. Therefore, the best we can do is to always try to get clos- er and closer to the end of the journey, with the full knowledge that we may never reach it. *The NPHQ member o
44、rganizations are: +American Association of State Highway and Transportation Officials *:+American Concrete Pavement Association +American Consulting Engineers Council (ACEC) *:*American Public Works Association (APWA) +American Road and Transportation Builders Association *:*American Traffic Safety
45、Services Association *:*Associated General Contractors of America *:+Asphalt Institute 03 Federal Highway Adrn i n istration *:*National Aggregate Association-National Stone Association (NSA) *:*National Asphalt Pavement Association +National Ready Mixed Concrete Association 15 8 Chapter 1: Defining
46、 Quality ew would dispute the need for quality in products and processes and most would agree F that quality is essential to ensure customer satisfaction. After all, people usually desire quality in the services and items they purchase. Applied to preconstruction engineering, it is easy to agree tha
47、t quality is both desirable and necessary. However, getting beyond merely paying lip-service to quality requires a defini- tion of the term, and a rather specific discussion of how quality is an essential part of a pre- construction engineering program. What Is Quality So what is quality? The dictio
48、nary defines quality as: *:* Peculiar and essential character 0 An inherent feature *3 Degree of excellence *3 Superiority in kind 17 The latter two definitions dealing with excellence and superiority begin to address the aspects most commonly associated with the term ”quality” in preconstruction en
49、gineering. In attempting to define quality, researchers at state transportation agencies developed the following concepts: 0 0 *:* 0 *:* Achieve identified goals and address issues of customers; Do the job right the first time, every time, and always look for ways to improve; Take pride in all work, on all jobs, both large and small; Commit to excellence through communication, cooperation, and teamwork; and Balance time, cost, and product. These definitions succinctly sum up what most would agree embodies the term ”quality” in preconstruction eng
