1. b.2.b Improving Project Delivery for Denver County Jail – East Housing Unit
Quality Assurance Specialist
Charles Rountree
InsideOut Consulting, Inc. / Civil Technology
Inc.
Background
The challenge was for a design-bid-build project delivery method to perform demolition of eight
buildings and a construct a new seven story, 104, 000 square feet of new inmate housing, such that
it connects with the remaining facility. The City & County of Denver (CCD), Denver Sheriff
Department’s (client) 24-7, 365 days County jail operations are not to be interrupted, without a 72
hour prior notification. The project is scheduled to be completed on time, per the 22 month
allotted time; on budget; and per the contract documents quality specifications (This means zero
defects). Lastly, the project is proposed to have zero lost-work time injuries and zero property
damage to the remaining facility.
Target Condition
 Establish a collaborative environment with the project team, even thought written d-b-b
delivery method contracts have been signed.
 Establish a collaborative QC/QA Management System that is integrated into the production
schedule to help achieve the zero defect client requested outcome, such that a target goal of
$230,000 (10% of the contract price) can be returned to the client.
 Establish a collaborative Project Safety & Health Management System, integrated into the
production schedule. Thus, providing a greater opportunity to achieve zero lost-work time
injuries and zero property damage.
The Lean Strategic Approach Implemented.
 Established clear Conditions of Satisfaction (CoS) from the owner and regulation agencies.
 Implemented a Pull Planning process versus a Push Planning process when integrating the
QC/QA and the Beyond Zero Safety & Health Mgmt Plan requirements into the production
schedule.
 Implemented a lean safety & quality performance indicator called Percentage of Safe and
Quality Work Packages (PSQW) System, similar to PPC tracked in Last Planner System to
monitor, and improve safety promises made. Daily used a 6S checklist form to observe, track
and record actual performance in the field. This information was later inserted into the PSQW.
 The PSQW also acts a value stream indicator, such that value adding and non-value adding
activity is tracked.
 Used 5-Why Root Cause Analysis for appropriate counter solutions for Actual
accidents/incidents & Near Miss Incidents (NMI)
 Used A3 Thinking Processes for decision making, strategy development, and process
improvement.
Traditional Condition
 Facilities that are constructed using the design-bid-build delivery methods usually minimize
collaboration, due to the owner having a separate contract with the Architect and a separate
contract with the Prime Contractor. This leads to great waste in the project.
 Facilities that are constructed using this delivery method foster a “Blow & Go” attitude, such
that one should design & build as fast as they can, because someone else will fix the problems
later, since the designer and contractor were the lowest bidders.
 Integrating safety and quality requirements should not be integrated into the production
schedule, because it will take extra time and extra money to implement.
 There’s no way to have zero defects and zero injuries and zero property damage
“Charles is a valued member of the
Jacobs/Civil Tech team at the City. I rely on
Charles to be the eyes and ears at the County
Jail project which he does at a very high
degree. Charles is well liked by all members of
the team and successfully represents the City’s
interests while maintaining the goodwill of
the entire team.” – Dick Gillet, Program
Manager, Jacobs