Bowen SQP - Safe Quality Production
Over the course of a typical construction project, crews will perform many tasks, each carrying its own level of complexity and risk. Planning and communication at the crew level are paramount to maintaining the safety, quality and productivity of any project.
Bowen SQP is the lean construction process that we have developed over two decades. SQP is an intensive planning, communication and execution system that integrates best practices of SAFETY, QUALITY and PRODUCTION into every Bowen project. The process is taught to both our operation and support department personnel during an intensive three-day session. To date, over 400 Project Managers, Superintendents, Foremen, craft workers and subcontractors have successfully completed Bowen SQP training.
SQP can be adapted to any project, large or small.
SQP is a cyclical process repeated through the duration of a project. (click to enlarge)
Project Preplanning
Before a Bowen project begins, the Project Manager leads the team (Superintendent, Foremen, Project Engineers, Project Coordinators, vendors and subcontractors) in a formal planning process that can span a week to a month in duration. At the conclusion of the preplanning process, the project team, led by the Bowen Superintendent, makes a formal preplanning presentation to Bowen's senior management group, estimating team, and often members of other operation teams. The objective of the presentation is to identify project opportunities, potential risks, "spine of the job" and collaborate to improve the project team's execution plan. Ultimately, it is management's responsibility to solve problems and eliminate obstacles BEFORE our crews encounter them.
The SQP Process
The work at the crew level is the final expression of Bowen's management team. To ensure excellence at the crew level, Bowen has shaped the concept of lean construction into a cyclical process called Bowen SQP. The process returns amazing results to all stakeholders of a project. Bowen SQP:
- Delivers value to our clients and eliminates anything that does not add value.
- Organizes production as continuous process and creates reliable work flow.
SQP Step By Step
STEP 1: Superintendent and Project Manager develop the master, resource-loaded P3 Schedule
STEP 2: Superintendent develops 4-Week Look Ahead Planning Boards
STEP 3: Foremen and Field Engineers develop detailed, written operation plans or make certain lists
Foremen and Field Engineers jointly develop these plans to serve as the blueprint for safe, quality and productive work:
1) Analyze and identify potential of an operation by breaking the work task into sequential steps
2) Identify minimum work zone expectations (MWE's)
3) Identify required resources for the operation in detail
4) Develop a JSA for the operation
5) Develop and complete a Make Certain List (minimum) or a complete Operation Plan before the work task begins
All Operation Plans are reviewed and approved by the Superintendent.
STEP 4: Foremen develop weekly work plan
The weekly work plan is the plan for work that will be completed the following week. Foremen select work activities that:
1) support the Superintendent's 4-Week Look Ahead Schedule
2) are critical path activities
3) have been confirmed to be ready for execution
4) have met the minimum work zone expectations
Activities on the board are organized by the crew.
STEP 5: Superintendent and foremen create workable backlog
Work activities from the 4-Week Look Ahead boards that have all Make Certain List tasks completed become workable backlog. These activities are eligible for consideration on the Foreman's weekly work plan. Workable backlog can be:
1) critical path activites, or
2) "plan B" work should an obstacle or issue prevent the effective execution of weekly work plan activities.
STEP 6: Foremen conduct daily huddle meetings
Each Bowen and subcontractor Foreman conducts a daily huddle meeting with his crew. This meeting occurs every morning, in the work zone and prior to beginning work. The purpose of the daily huddle meeting is to set aside time for the Foreman and crew to discuss how they will work injury-free for the day (i.e. JSA) and daily production expectations.
STEP 7: Superintendent conducts daily end of shift meetings
Conducted at the end of every work shift, this powerful team accountability tool establishes an environment where Foremen:
1) address safety concerns and issues
2) report on planned vs. actual production
3) confirm that their crews have everything required to be successful the following day
STEP 8: Project Manager conducts weekly Team Meeting onsite
Team meetings are a vital part of a project's success. The weekly PM Team Meeting establishes a collaborative and supportive environment that develops leadership, focus, trust and accountability.
The team meeting is held on the same day and at the same time every week, and it follows a standard Bowen agenda. The designated meeting day is later in the week (Thursday or Friday), because one of the main agenda items is a review of the current week's performance. Attendees include Project Manager, Superintendent, Field and Project Engineers, Site Safety Manager and key subcontractors, consultant, and the client when appropriate.
Continuous: Monitoring Quality and Job Costs
Daily quality and safety inspections are completed to ensure that safe, high-quality work is performed as planned. Weekly metrics are reviewed by the project team, and monthly statistics are shared with the entire Bowen organization.
Bowen utilizes weekly job cost reports to monitor actual job costs compared to planned job costs. On a weekly basis, Bowen Foremen report installed quantities based on weekly production. Weekly job cost reports ("Recaps") are shared weekly with the Project Manager, Superintendent and Foremen.
Bowen SQP Training Participants
