The best way to close an NCR in construction is to make sure that the agreed correction and corrective actions have been completed, supported by appropriate evidence and verified by the people authorised to approve the closure.
This sounds relatively simple, but the reality can be very different. Several departments, contractors, designers, consultants and client representatives may be involved—and each party may have a different opinion about whether the nonconformance has been properly resolved.
Closing an NCR is not simply a matter of repairing something and changing its status to “Closed”. The team must demonstrate that the nonconforming work has been controlled, the agreed action has been completed, the result meets the applicable requirements and, where necessary, action has been taken to prevent the problem from happening again.
Let me explain the complete process.
What is an NCR in construction?
NCR stands for Non-Conformance Report or Nonconformity Report.
It is used to record work, materials, products, documents or processes that do not meet a specified requirement.
That requirement may come from:
- An approved construction drawing
- A project specification
- An Inspection and Test Plan
- A method statement
- A contract requirement
- An applicable standard or regulation
- A manufacturer’s instructions
- An approved material submittal
- The company’s quality management system
An NCR allows the project team to record the problem, control the affected work, decide what needs to happen and retain evidence of the final resolution.
It can also be an extremely valuable lessons-learned tool. When NCRs are properly investigated and analysed, they can reveal recurring problems involving communication, supervision, design coordination, workmanship, training, materials or project planning.
Unfortunately, NCRs are sometimes treated as a finger-pointing exercise.
I have personally been instructed by a Project Director in the past to audit a designer and not come back unless I had raised three NCRs. I did not follow that instruction because an NCR should be based on objective evidence, not on a commercial dispute or a predetermined target.
An NCR should never be raised simply because somebody wants to blame another party.
Who decides whether something is a nonconformance?
Whether something is a nonconformance should not depend entirely on someone’s personal opinion.
The decision should be based on facts and an identifiable requirement.
The basic question is:
What requirement has not been met?
If an approved drawing requires one type of reinforcement but a different type has been installed, there may be a nonconformance.
If an Inspection and Test Plan specifies a hold point but the work continues without the required inspection or approval, there may be a nonconformance.
If somebody simply dislikes the appearance of an item but cannot identify an applicable requirement, the situation may need to be reviewed—but it is not automatically an NCR.
Construction teams should remain practical and proportionate. Not every minor issue needs to create months of paperwork. However, decisions should consider the risk, contractual requirements and potential effect on safety, performance, durability, appearance and future work.
What information should an NCR contain?
Although NCR forms vary between companies and projects, a good NCR normally contains the following sections:
- Identification and description of the nonconformance
- Location, date and responsible organisation
- Reference to the unmet requirement
- Immediate containment or correction
- Proposed disposition
- Root-cause analysis, where appropriate
- Corrective action, where appropriate
- Supporting photographs and records
- Verification of the completed work
- Final approvals and closure
- Closure date and NCR status
The distinction between correction and corrective action is particularly important.
A correction fixes the identified nonconforming item.
A corrective action addresses the cause of the problem to reduce the likelihood of it happening again.
These are not the same thing.
When can an NCR be closed?
An NCR can normally be closed when:
- The affected work or material has been controlled.
- The agreed correction or disposition has been completed.
- The completed work has been inspected or tested.
- The applicable acceptance requirements have been met.
- Required approvals have been obtained.
- Supporting evidence has been attached.
- Corrective action has been completed where required.
- The effectiveness of corrective action has been reviewed.
- The authorised person or parties have approved closure.
- The NCR register has been updated.
The exact requirements will depend on the company’s NCR procedure, the project contract and the nature of the nonconformance.
For example, a minor cosmetic defect may only require a repair, photographs and an inspection. A structural nonconformance may require a designer’s assessment, an approved repair proposal, calculations, material records, inspection results and formal client approval.
How to close an NCR in construction
The following seven steps provide a practical NCR closing procedure for construction projects.
1. Make sure the NCR is properly described and recorded
This is probably the most important part of the entire process.
When a nonconformance is identified, the team should collect sufficient evidence to explain exactly what happened.
The NCR should record:
- What was found
- Where it was found
- When it was found
- Who identified it
- Which work, material or process was affected
- The extent of the affected area
- Any immediate action taken
- Relevant photographs, drawings and documents
Descriptions such as “concrete is not acceptable” or “work completed incorrectly” are too vague.
A better description would be:
A vertical crack approximately 1.2 metres long and up to 0.4 mm wide was identified on the east face of reinforced concrete wall W-12 at Level 02 during the inspection carried out on 14 July 2026.
A clear description makes it easier for everyone to understand the problem and agree on the appropriate response.
It also reduces arguments later about what the NCR originally covered.
2. Identify the exact requirement that was not met
An NCR should clearly state the applicable requirement.
The report should refer to the relevant drawing, specification, Inspection and Test Plan, method statement, standard or approved submittal.
For example:
- Concrete ITP QIC-ITP-004, Item 15: required hold point was not released.
- Structural Drawing STR-54321, Detail C: reinforcement spacing does not match the approved design.
- Project Specification Section 03 30 00, Clause 3.12: concrete surface finish does not satisfy the specified acceptance criteria.
- Approved Material Submittal MAT-018: installed product is not the approved product.
The reference should be specific enough for another person to find and understand the requirement.
Without an identified requirement, it becomes difficult to determine the correct action or verify closure.
3. Control the affected work and identify the necessary reviewers
The first priority is to prevent the problem from becoming worse or affecting other work.
Depending on the situation, containment may include:
- Stopping the affected activity
- Marking or isolating the affected area
- Quarantining nonconforming materials
- Suspending related inspections
- Preventing finishes from covering the defect
- Checking whether similar work is affected
- Informing the relevant supervisor and quality team
The team should then identify who needs to review the NCR.
This may include:
- Site engineer
- Quality Manager or QA/QC Engineer
- Construction Manager
- Subcontractor
- Designer or structural engineer
- Architect
- Specialist supplier
- Client representative
- Independent inspector
- Manufacturer’s technical representative
Structural, durability and design-related nonconformances will often require specialist or designer involvement.
For example, if nonstandard reinforcement couplers have been installed, the structural designer may need to confirm whether they are acceptable. If exposed concrete has an unexpected colour variation, the architect or client may need to review the appearance.
In my experience, involving the appropriate designer early is normally safer than attempting to close a technical NCR without the necessary authority. However, this can increase cost and extend the closure period, especially when several organisations must review the proposal.
This is one reason why some NCRs remain open for months.
4. Agree and complete the correction or disposition
The project team must decide what will happen to the nonconforming work.
Possible dispositions may include:
- Repair
- Rework
- Replacement
- Regrading for another acceptable use
- Rejection and removal
- Acceptance under concession
- Use-as-is following an authorised technical assessment
The agreed disposition should be approved before the work is carried out, particularly when it affects structural performance, durability, fire performance, waterproofing or another critical requirement.
In urgent cases, immediate action may be necessary to control a safety or stability risk. However, the action and authorisation should still be recorded.
A correction deals with the particular item that failed.
Imagine a production line intended to manufacture red boxes. If one box comes out blue, painting that particular box red would be a correction.
Has the affected box been fixed? Yes.
Has the reason why the production line created a blue box been eliminated? Not necessarily.
That is why correction and corrective action must not be treated as the same thing.
5. Identify the root cause
Once the immediate problem has been controlled, the team should consider why it happened.
Root-cause analysis is especially important when:
- The nonconformance is significant
- Safety or structural performance may be affected
- The problem has happened before
- Similar work may also be affected
- The problem could occur again
- The issue reveals a weakness in the management system
The root cause is rarely just “human error”.
Human error describes what happened, but it does not normally explain why it happened.
Possible underlying causes may include:
- An outdated drawing was used.
- The approved method statement was not communicated.
- Responsibilities were unclear.
- The operative had not received adequate training.
- Materials were incorrectly labelled.
- The inspection was missed because the programme changed.
- Design information was issued too late.
- Supervision was inadequate.
- The ITP did not include an essential inspection point.
- Time pressure encouraged the team to bypass a control.
The 5 Whys method is a simple way of investigating the cause. The team repeatedly asks why the event occurred until it identifies a cause that can be meaningfully addressed.
However, it is not necessary to ask exactly five questions. The purpose is to go beyond the first convenient explanation.
Finding the real root cause can require honesty. Problems involving poor communication, inadequate planning, weak leadership, commercial pressure or insufficient resources can be uncomfortable to record—but hiding them will not help the organisation improve.
6. Agree, implement and verify the corrective action
Once the root cause is understood, the team can decide whether corrective action is required.
Corrective action aims to prevent the same or a similar problem from happening again.
Examples include:
- Revising a method statement
- Adding an inspection or hold point to the ITP
- Providing additional training
- Improving drawing-distribution controls
- Changing the material-identification system
- Introducing a pre-installation checklist
- Reviewing similar work in other locations
- Changing supplier controls
- Improving supervision
- Revising responsibilities or approval routes
Corrective action should be proportionate to the significance and risk of the problem.
Not every NCR needs an extensive corrective-action programme. A genuinely isolated, low-risk issue may only require a correction and appropriate verification.
However, repeated minor issues can reveal a wider problem.
A single scratch on a completed wall may be repaired and closed relatively easily. If similar scratches occur every day, the team should investigate how materials are handled, how finished work is protected and whether the problem is creating avoidable cost and delay.
Implementing corrective action does not automatically mean that the NCR can be closed.
The team should also verify that the action was completed and consider whether it was effective.
For example, if the corrective action was additional training, evidence might include the revised briefing material, attendance records and subsequent inspection results showing that the problem has not continued.
7. Verify the work, obtain approval and close the NCR
Before final closure, the corrected work should be inspected or tested against the applicable acceptance requirements.
Verification may include:
- Visual inspection
- Measurements or surveys
- Material certificates
- Concrete test results
- Non-destructive testing
- Waterproofing tests
- Photographs before, during and after repair
- Product batch records
- Designer’s confirmation
- Approved concession
- Client or consultant inspection
- Monitoring over an agreed period
The person verifying the work should have the necessary competence and authority. Wherever practicable, the person who carried out the repair should not be the only person approving it.
Once the evidence has been accepted, the authorised parties can sign and date the NCR closure section.
Depending on the project, final approval may come from the Quality Manager, Project Manager, designer, consultant, client or a combination of these parties.
The NCR register should then be updated with:
- Final status
- Closure date
- Approved disposition
- Responsible party
- Corrective-action status
- Relevant category or root cause
- Links to supporting evidence
Updating the register is an important part of closure. It allows the project or organisation to monitor overdue NCRs, recurring causes, affected subcontractors, closure times and performance trends.
Evidence required to close an NCR
The evidence required will depend on the nature and significance of the nonconformance.
A typical closure file may contain:
| Evidence | Purpose |
|---|---|
| Photographs | Show the condition before and after correction |
| Approved repair proposal | Demonstrate that the proposed technical solution was authorised |
| Marked-up drawings | Identify the exact location and extent |
| Inspection records | Confirm that the corrected work was checked |
| Test results | Demonstrate compliance with measurable requirements |
| Material certificates | Confirm the identity and suitability of repair materials |
| Designer’s response | Provide technical acceptance where design is affected |
| Concession approval | Authorise acceptance where the original requirement is not fully achieved |
| Training records | Demonstrate implementation of a corrective action |
| Revised procedure or ITP | Show that the management-system control was improved |
| Final signatures | Confirm that authorised parties accepted closure |
| Updated NCR register | Provide traceability and performance data |
The evidence should be sufficient for someone who was not directly involved to understand what happened, what was done and why the NCR was closed.
Example of closing an NCR for a concrete wall crack
Imagine that a vertical crack is identified on a recently constructed reinforced concrete wall.
The NCR closure process could look like this:
- The crack is photographed, measured and marked on the relevant drawing.
- Finishing work around the affected area is stopped.
- The NCR refers to the applicable structural drawing, concrete specification and acceptance requirements.
- The structural designer reviews the crack and requests further measurements.
- The contractor submits a repair method based on an appropriate Sika concrete-repair or crack-injection system, subject to the designer’s approval and the manufacturer’s current technical instructions.
- The approved repair is completed by competent personnel.
- Product details, batch numbers, application records and photographs are retained.
- The repaired area is inspected and monitored for the agreed period.
- The designer or authorised project representative accepts the completed repair.
- The Quality Manager records the verification evidence, obtains the required signatures and updates the NCR register to “Closed”.
This is only a simplified example. The appropriate repair product and method must be selected for the particular crack, structure, exposure conditions and cause. Technical repairs should always follow the approved design and current manufacturer’s instructions.
Common reasons why NCRs remain open
NCRs often remain open because:
- The description is unclear.
- The unmet requirement has not been identified.
- Responsibility for the action is not assigned.
- The proposed repair has not been approved.
- Supporting photographs or records are missing.
- The correction has been completed but not inspected.
- Designer or client approval is still outstanding.
- The stated corrective action does not address the root cause.
- There is no evidence that corrective action was implemented.
- The NCR form is complete but the register has not been updated.
- Too many people have been included in the approval process.
- Nobody is actively following up the outstanding actions.
The best solution is to keep the NCR process as clear and practical as possible.
Each action should have an owner and target date. Open NCRs should be regularly reviewed, and overdue items should be escalated before access to the affected work becomes difficult or responsible personnel leave the project.
NCR closure checklist
Before changing an NCR status to “Closed”, confirm that:
- The nonconformance is clearly described.
- The unmet requirement is identified.
- The affected work or material has been controlled.
- The disposition has been approved.
- The correction has been completed.
- The corrected work has been inspected or tested.
- Supporting evidence has been attached.
- Root-cause analysis has been completed where appropriate.
- Corrective action has been implemented where required.
- Corrective-action effectiveness has been reviewed.
- Required designer, consultant or client approvals have been obtained.
- The authorised person has signed and dated the closure.
- The NCR register has been updated.
- Relevant lessons have been communicated.
Does every NCR require corrective action?
No. Not every NCR necessarily requires a separate corrective action.
ISO 9001 requires an organisation to control and correct nonconforming outputs and deal with their consequences. It also requires the organisation to evaluate whether action is needed to eliminate the cause so that the nonconformity does not recur or occur elsewhere.
That evaluation is important.
An isolated, low-risk issue may be adequately resolved through correction, verification and closure. A significant, repeated or systemic issue is much more likely to require root-cause analysis and corrective action.
The decision and its justification should be proportionate to the risk and properly recorded.
Can an NCR be closed under concession?
An NCR may sometimes be closed through an authorised concession or use-as-is decision.
This means that the completed work does not fully match the original requirement, but a competent and authorised party has assessed it and accepted it for its intended use.
The concession should:
- Clearly identify the deviation.
- Explain the basis for acceptance.
- Include any limitations or additional controls.
- Be approved by the appropriate technical and contractual authorities.
- Be retained as part of the NCR record.
A contractor should not unilaterally accept its own deviation when designer, consultant or client approval is required.
Why is closing NCRs properly important?
Closing an NCR can involve considerable administrative work. Evidence must be collected, technical responses obtained and several people may need to be chased for approval.
Because of this, some construction teams avoid raising NCRs altogether. Even Quality Managers can be reluctant to raise them when they know that closure may take months.
However, avoiding NCRs does not eliminate the underlying problems. It simply removes visibility.
A simple form, clear procedure, defined responsibilities and regularly updated NCR register can make the process much easier. Electronic workflows can also help by assigning actions, recording evidence and reminding people about overdue approvals.
There is nothing inherently wrong with using a Word form, Excel register or even a paper-based system. The important thing is that the system is controlled, understood and actually used.
If a company or project is genuinely determined to improve, it must record and analyse what is going wrong.
Otherwise, the same failures—and the same costs—will continue to appear.
NCR templates and management tools
If you only need an editable form, the NCR Form and Completed Example includes a Word NCR template together with a sample completed NCR for a concrete wall crack.
View the NCR Form and Completed Example →
For teams that need to manage the complete process, the ISO 9001 NCR Management Toolkit includes:
- Editable NCR form
- Completed NCR example
- NCR management procedure
- NCR register
- Statistics and dashboard
- PDF reference files
View the ISO 9001 NCR Management Toolkit →
Frequently asked questions
What does NCR closure mean?
NCR closure means that the nonconformance has been controlled and appropriately resolved, the result has been verified, the necessary evidence has been recorded and an authorised person has approved the final status.
Who can close an NCR in construction?
This depends on the project’s NCR procedure and contractual arrangements. Closure may require approval from the Quality Manager, Project Manager, designer, consultant, client or another authorised person.
What evidence is needed to close an NCR?
Typical evidence includes photographs, approved repair proposals, inspection records, test results, material certificates, designer responses, concessions and final signatures.
What is the difference between correction and corrective action?
A correction fixes the identified nonconforming item. Corrective action addresses the cause of the nonconformity to prevent recurrence.
How long should it take to close an NCR?
There is no universal closure period. A simple NCR may be closed within days, while a technical or structural NCR involving designers, testing and client approval may take considerably longer. Every action should nevertheless have an agreed owner and target date.
Can a closed NCR be reopened?
Yes. An NCR may need to be reopened if the repair fails, required evidence is found to be incomplete, the approved conditions were not satisfied or the same nonconforming condition remains unresolved.
Conclusion
This is how to close an NCR in construction properly.
The process does not end when the repair has been completed. The team must verify the result, retain suitable evidence, complete any required corrective action, obtain the appropriate approval and update the NCR register.
Non-Conformance Reports are extremely valuable tools for construction projects and their clients, even if they are documents that very few people enjoy completing.
When used properly, an NCR is not about blame. It is a controlled way to resolve a problem, protect the project and learn from what happened.
Those lessons are one of the most practical routes towards the ultimate goal of quality management: continuous improvement.