Our comprehensive Quality Assurance/Quality Control program provides the means by which any defects are proactively identified, mitigated, and corrected in a timely manner.

We concentrate effort on Quality Assurance and Quality Control, and are constantly evaluating and improving our processes, rather than merely identifying problems or defects. We develop and implement a series of checklists and assign quality control responsibilities to a specific member of our Staff assigned to the project. The QA/QC program relies in significant part on the QA resources and practices established by our Team and is an integral part of Team responsibilities and project orientation. Implementation of a detailed and successful QA/QC program is mandatory for every aspect of every project we undertake. As Program Managers, Griffin is responsible for ensuring that the this program is implemented, with the understanding that Quality Assurance/Quality Control requires a Team effort and encompasses every project activity.

QA/QC is about response to change and process, and balancing methodology, leadership, and technology. It also requires taking human factors (“buildings are built by hand, not by machine”) into account as well as technological ones, so that the QA/QC emphasis is more about process as the end product is then the beneficiary.. Quality Assurance/Quality Control is a proactive means of assuring quality throughout the final, accepted facility, and concerns itself both with the products and assemblies that go into the building and site and also the installation and assembly processes with which they are associated.

The framework of the QA/QC process balances the component parts of QA/QC for the project, and defines, prioritizes, quantifies, and measures those processes and techniques throughout the delivery of the facility to permit early detection and corrective actions of deficiencies that significantly reduce impact on cost and schedules. Some actions within this context are the following:
• Implement, review, and update or change processes and procedures.

• Train and educate the Team and all trades on general quality issues.

• Elevate deficiencies to the immediate attention of Team leadership.

• Determine, document, and promote the use of the established standard methods and procedures, and ensure their compliance during the project.

• Ensure end-user and Owner satisfaction as it regards quality products, assemblies, project components, construction and the project as a whole.

Quality control begins with Team management, and Griffin has developed, through years of working closely with the public and private sectors, a multi-faceted approach to managing, monitoring, and maintaining the highest levels of project quality control. The keys to this approach are Teamwork, communications, diligence, feedback, response, and perhaps most importantly, direct and continued project involvement by our principals.

Team. Quality control requires assembling the right Team, each of whose members have demonstrated quality management practices, exhibit a history of on-time, on-budget, on-program, and well-referenced projects, and demonstrate a working relationship and attitude that results in higher attention to details and to quality measures. Ultimately, these team members all be assigned their own quality control procedures governing their components of their work, and we assure that these procedures meet our own high standards and measures.

Communications. It is also essential for the Team to communicate clearly and quickly not only when special issues or questions arise but also in the common course of daily project activities. We use procedures and mechanisms for communication which document and give clear visibility to the issues and working components of our projects, and which allow Team members to facilitate in all parts of the communications stream.

Diligence. Successful quality control requires constant attention to the quality drivers that are inherent in it. We put quality foremost, and expect all team members to follow suit. By maintaining an attitude of focus and attention to quality control, the team maintains pressure on high standards of quality performance.

Feedback. The communications and diligence, noted above, must lead to a system of feedback and examination, whereby each issue that arises is appropriately passed to parties who can act on them rapidly and effectively. Feedback is the return loop of the communication cycle where attention turns to preventing potential problems—and solving them whenever they arise.

Response. Finally, quality control depends on appropriate action and response. The right Team, good communication mechanisms between them, diligence to issues of quality, and rapid, effective feedback, all lead to a measured, focused, cost-efficient, timely, and effective response to potential issues relating to quality and project success.

Principal Involvement. We believe what sets Griffin apart is that we insist on the involvement of our principals in the “day-to-day” hands-on management of each project. There is no substitute for this dedicated commitment and the experience.

Project construction quality is of foremost importance, and Griffin Structures will ensure that it’s entire Team participates fully in the QA/QC plan. Essential elements of a successful Quality Assurance/Quality Control Program includes the involvement of the Field Staff and all Trade Contractors and Suppliers, Installers, etc in this processes. The QA/QC plan consists of trade specific checklist to ensure the construction is in conformance to the plans and specifications, identify pre-installation meetings, coordinate required mock-ups, and provide a method of documenting and correcting at the earliest point in time possible any and all possible deficiencies discovered throughout the course of construction.

Our Goal is Zero Defects and full Owner/Client satisfaction.