1. b.2.a Improving Project Delivery for Stapleton Redevelopment
Construction & QC/QA Manager
Charles Rountree
InsideOut Consulting, Inc. / Civil Technology
Inc.
Background
The challenge was to ensure that all new design and construction performed by 16 homebuilders
and 5 commercial contractors work met two criteria: The Park Creek Metropolitan District (PCMD)
infrastructure specifications and the City & County of Denver (CCD) Right-of-Way (ROW) standards.
The non-ROW work areas would be transferred to and maintained by the Stapleton Master
Community Association. Whereas, the ROW work areas would be transferred to and maintained by
the CCD. Charles led the team in using collaborative and lean PDCA approaches to ensure high
levels of safety and quality on the project. He integrated lean approaches into the production
schedule of the homebuilders and the commercial contractors. This is more than a $175 million
project to build new roads, utilities and open space, residential and commercial property at
Stapleton.
Traditional Condition
 “Blow & Go” attitude, such that one should design & build as fast as they can, because someone
else will fix the problems later
 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
Target Condition
 A collaborative homebuilder and collaborative commercial contractor teams, formed by Forest
City and Charles and his team to informally be the QC/QA program managers.
 They assembled weekly to discuss the schedule of safety and QC/QA testing and tools to be
implemented.
 The individual companies onsite crews met daily with Charles and his team to discuss more
specific
The Lean Strategic Approach Implemented
 Established clear Conditions of Satisfaction (CoS) from the owner and regulation agencies.
Tracked this daily, weekly, monthly, and quarterly presented a Report Card (aka 6S process) to
the owner and the homebuilder indicating their work performance.
 The Report Card acted as a value stream map indicating value added and non-value added
work. PDCA processes were implemented.
 Implemented a Pull Planning process versus a Push Planning process when integrating the
QC/QA and safety requirements into the production schedule.
 Used 5-Why Root Cause Analysis for appropriate counter solutions for Actual
accidents/incidents & Near Miss Incidents (NMI)
“Charles’ interpersonal,
communication, and organization
skills allowed him to develop
productive working relationships
with our clients. He is a very
technical detail oriented leader
which can help an owner, designer,
or construction company eliminate
waste, minimize costs and
maximize value.” – Kerry
O’Connell, Mortenson
Construction