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Doster Construction Company has taken extraordinary measures to ensure that our Owners are consistently provided superior service and a quality structure. The ISO 9001 standard provides Doster with the necessary framework to develop a quality management system that encompasses the entire company. We utilize the plan-do-check-act cycle to make all processes within the company work together and to continually improve. This formal quality system is what makes Doster better than the average. The Quality Management System requires verification, validation, monitoring, inspection and testing during each phase of the project. Verification of Owner requirements is handled at the estimating phase and involves setting three quality objectives: time requirements to complete the project; budget requirements to effectively complete the project; level of quality as defined by the Owner or established in the plans and specifications in order to meet Owner satisfaction rating. Validation of requirements begins at the estimating level and continues through the transition to project management. During this transition, validation of Owner requirements is reviewed by all team members. Monitoring of the project includes verifying purchased product, maintaining the project budget and schedule and holding bi-monthly progress meetings. Inspection and testing activities relating to Owner requirements are carried out through the construction phase into closeout. Doster's Quality Management System entails the following: Planning of the System, including Document Control Defined Management Responsibility and Review of the System Defined Resource Management Requirements and Review Project Realization Process Measurement, Analysis and Improvement of the System Doster's QMS is audited twice per year by a registrar that is accredited by the American National Standards Institute - Registrar Accreditation Board. We also conduct quarterly internal audits of the system. ISO, International Organization for Standardization, is a network of the national standards institutes of 148 countries, on the basis of one member per country. ISO is a non-governmental organization: its members are not, as is the case in the United Nations system, delegations of national governments. Nevertheless, ISO occupies a special position between the public and private sectors. This is because, on the one hand, many of its member institutes are part of the governmental structure of their countries, or are mandated by their government. On the other hand, other members have their roots uniquely in the private sector, having been set up by national partnerships of industry associations. Therefore, ISO is able to act as a bridging organization in which a consensus can be reached on solutions that meet both the requirements of business and the broader needs of society, such as the needs of stakeholder groups like consumers and users.