Project Overview
In the spring of 2019, National Grid Electric Utility Company initiated a project to replace approximately 50 distribution poles in Buffalo, NY, with the goal of improving grid reliability. Recognizing the need for a third-party Quality Assurance/Quality Control (QA/QC) team, National Grid brought in Valiant Group to support the effort.

Key Objectives

  • Align with the lineman team on shared project goals

  • Seamlessly integrate a QA/QC system into the existing operations

  • Replace aging distribution poles

  • Strengthen overall grid reliability

Challenges

  • Build trust within a close-knit and experienced lineman crew

  • Maintain the highest safety standards for the entire team

Valiant Group’s Approach and Solutions
Working in high-voltage electrical construction requires strong bonds of trust. Linemen operate in environments ranging from 12kV to 745kV, making safety and teamwork critical. These crews are often made up of seasoned professionals who have worked together for years, relying on each other’s technical skill, consistency, and dedication to safety protocols.

Valiant Group’s first priority was to build rapport with the lineman team by actively listening to their concerns and goals. The crew emphasized that success hinged on strict adherence to project specifications, and they expressed concern about potential communication breakdowns that could jeopardize safety or quality.

To address this, Valiant Group implemented open communication channels and introduced a transparent QA/QC tracking system. This platform recorded daily reports, nonconformance issues, and safety audits. Importantly, the lineman team was granted full access to the system, empowering them to verify data accuracy, contribute feedback, and upload supporting documentation as needed.

Once trust and transparency were established, Valiant Group worked with crew leadership to implement a simple conflict-resolution process. This involved:

  1. Addressing any quality issues directly with the onsite foreman.

  2. Escalating unresolved issues to the general foreman for review of plans and specs.

  3. If needed, conducting a formal meeting with the lead project manager, general foreman, and onsite construction manager.