One of the items identified during the AASHO Road Test, constructed in Ottawa, Illinois in the late 1950's, was the variability of materials, the effects of this variation on material properties and, subsequently, the performance of various construction items. These activities had a marked influence on the development of assurance specifications during the last 30 years. These specifications, while recognizing variability in sampling and testing and establishing means to evaluate their effects, also clearly delineate the quality management responsibilities of the contractor during the construction process and the acceptance procedures of the agency.
The objective of this paper is to document an effective quality management system for an HMA contractor that has been used since 1989 on numerous projects and the steps taken to design and implement such a program.
This paper discusses the essential aspects of the QM Program and the actions required by the contractor's key management personnel in implementing the program. These include planning, budgeting, equipment acquisition and training. The program was intentionally designed to be dynamic so that changes that occur because of job conditions can be easily handled.
Specific attention is given to the unit costs associated with the implementation process and the elements of an effective company-wide training effort.