What is the CQEC?The Construction Quality Executives Council (CQEC) is a not-for-profit industry trade association. It is comprised of forward thinking companies represented by quality executives that volunteer their time to support the council.
How and why was the CQEC formed?The CQEC was formed to advance the art and science of quality in the built environment. It is a not-for-profit trade member association that evolved out of a series of discussions in 2008 among quality executives from leading construction firms. Those executives recognized an emerging need for an improved, industry-wide approach and commitment to quality, especially as design and construction requirements were growing increasingly complex. They also realized that sharing knowledge would have a force multiplier effect for the industry.
Individually, our member representatives are committed to improving the level of service and excellence to their clients. Collectively, member companies represent the industry leaders in construction quality programs. With support from the highest levels of our companies, the CQEC was formed to be at the forefront of quality and be our industry’s trusted resource for knowledge sharing and continuous advancement in the field of construction quality. |
Who comprises the CQEC? |
The CQEC members are design and construction companies which meet membership requirements including a full-time Quality Leader at the corporate level. CQEC members represent approximately 10% of the total revenue of ENR’s 2019 top 400 contractors. Member company Quality Leaders serve as the company’s representative.
|
Who are the founding members? |
The founding members’ representatives are each distinguished industry veterans and thought leaders on matters of construction quality.
Chad Dorgan, former VP Quality and Sustainability for McCarthy Building Companies, conceived of the organization. He is the first CQEC President. Other founding members include Sue Klawans, Scott West and Terry Brickman. |
Who are the CQEC's constituents? Who will CQEC serve? |
Our own organizations and counterparts are the immediate constituents, but the CQEC will be a valuable resource for clients as they consider candidate firms to hire. Using CQEC resource guidelines, clients will be able to make informed, rather than subjective decisions about quality.
|
Can quality be measured? |
Unlike safety, there is no single measure of quality. Even now there is a common misconception that quality is subjective. But CQEC members know otherwise as they have been at the forefront of setting quality metrics. Quality is quantifiable, and standardizing metrics will in turn yield standard measurements for quality, which ultimately benefits owners and industry participants alike.
For example, the CQEC has identified fundamental categories of quality metrics, defined a quality incident, and illustrates how to use historic data to drive quality improvements. |
What are the CQEC's objectives?
|
Every design and construction firm offers assurances of quality. But until now there has been no industry standard to define or assess quality. With a membership representing the standard-bearers of industry quality, the CQEC provides an accessible means for assessing quality.
Initially, our focus has been on sharing best practices to lead the way for industry-wide quality metrics and processes that can be applied, using Lean principles, to achieve improvement across projects and companies. |
What does a construction quality leader (executive) do? |
We lead our organizations in the data-driven analysis of our construction experiences to identify trends, challenges, strengths and weaknesses within our companies. The data allows us to see patterns of successes, risks, and failures. The analysis informs our business strategy and we use it to establish and implement quality programs that promote knowledge sharing to improve customer satisfaction, reduce risk, and improve business outcomes. |
Why isn't it the current industry standard to have a full-time Quality Leader on the corporate level?
|
Some companies think they don’t need to single out quality as a separate area because it’s an assumed part of every person’s job function.
CQEC member companies take a different view. We recognize that quality is critical on so many levels that it demands focus from the highest corporate level. Organizationally, we need to evaluate current practices to maintain consistent and reliable quality. Institutionally, a Quality Leader examines data to find what and how to incorporate company-wide, and it draws on the data to inform strategic decisions about future growth and innovation. Culturally, having a corporate level role broadcasts – both internally and externally -- how important quality is to the company. |
What is the value to a corporation in having someone in that role? |
The market is increasingly competitive and there is no easing in sight. At the same time, building is growing more complex– whether it’s the design or construction, or the proliferation of materials – at an ever accelerated pace.
Our companies believe a focus on quality processes that accommodate the evolving complexities of our industry is a long-term strategy for lasting quality and future value. |
What does the CQEC see as the industry's prevailing quality issues?
|
With the increasing complexity of designs, building systems and materials there is a markedly decreased tolerance for error.
As Quality Leaders, we think closer collaboration with the design, engineering and trade partner communities will vastly improve our collective performances on projects. |
How is construction quality defined?
|
Until now, construction quality has meant different things for different companies.
To some people, a construction quality issue is a problem that has already occurred and that requires time, money, and resources to resolve. The CQEC recognizes that upstream behavior such as planning, product and system choices, and other quality assurance activities can significantly mitigate quality issues from occurring. The CQEC was formed to set industry standards for quality programs by providing a clearly defined language of construction quality and guidelines for quality programs. |
Is it unusual to share knowledge about your own company's quality practices with your competitors?
|
It is rare to share this kind of knowledge across companies, but a fine example has been set by those sharing safety cultural and operational best practices. As with safety, CQEC’s founding members agreed that there is greater benefit to our industry in engaging in discussions about the challenges we face and sharing best preventative measures. Our initial efforts to share metrics across council members is already leading to reduction of incidents in industry systemic areas including flooring and water intrusion through building enclosures.
|
Is there a trend towards a greater emphasis on quality?
|
Our companies already recognize the value– for ourselves, our collaborators, and ultimately the clients– of an ongoing focus on quality. We all want to build it right the first time, and do it nimbly. Anticipating issues and operationalizing quality practices now means positioning ourselves to achieve that. At the same time, owner expectations for quality are rising because quality issues translate to costs. The need and demand for quality programs is only going to grow.
|
How can my company become a CQEC Member? |
To inquire about CQEC Membership, please click on the "Contact" form on this web site and send a message. A CQEC representative will get back to you. To become a member, the following membership requirements must be met:
|