Wie definieren Sie Qualität in der Projektierung?

A quality defining at Project. Here We Go 1. The QA/QC manager reviews the Spec /standard and SOW Before starting the Project. 2. After Reviewing the Spec/SOW, the QA/QC personnel will prepare all quality requirements based on PQP/SOW. and will start to define with KOM/TBM as well while training. for further defining and implementing the quality personnel will follow the lean / kaizen tools

I think of quality in project engineering as the deliberate effort and inclusion of appropriate standards with the intent of fulfilling and delivering the promise made (to clients, employer, stakeholders, etc). The use of quality mindset, helps to focus on ensuring that the quality objectives are achieved in the scope of work.

In my experience, from working with critical products with an array of end uses, quality in projects should be one of the cornerstones in project engineering and a major considerations. Furthermore, maintaining quality standards once the project is complete should be taken into consideration as deterioration of equipment and processes are as much of a project engineers role as the design and commissioning phases. A way to ensure customer and stakeholder quality standard is to implement an internal quality standard which is stricter than what stakeholders and external parties accept. This will preempt any issues from daily variability and internal testing will allow a quality mindset to be adopted.

In my opinion, quality isn't just meeting standards; it's about the relentless pursuit of improvement and reducing variability. Standards set the stage, but true quality comes from a customer-centric system and continuous process refinement. Effective leadership is key, fostering a culture where everyone is committed to excellence.

In my experience, Quality standards are evolving in most organizations based on market challenges. Developing quality methodologies is defining the level of detail with improved precision and quality in deliverables. Quality standards should be set at the highest level possible, as they would affect the future of the companies and can be used as a super weapon to uphold your product in front of customers when in need.

In a $5.7 billion project, a robust Quality Management System (QMS) becomes the linchpin of success. It encompasses meticulous structuring of processes, and setting clear objectives aligned with stakeholder needs and industry standards. Yet, the true essence lies in continuous refinement, utilizing audits and adaptability to meet evolving challenges. Stringent quality control measures using advanced technologies mitigate deviations from set standards. Ultimately, stakeholder satisfaction becomes the litmus test, emphasizing the QMS's role in meeting and exceeding expectations. A comprehensive QMS is the cornerstone of this colossal undertaking, elevating the project to an exemplar of engineering excellence.

Dans l'ingénierie de projet, l'assurance qualité (QA) et le contrôle qualité (QC) sont des piliers essentiels pour garantir que le produit final répond aux exigences. L'assurance qualité se concentre sur les processus et méthodes utilisés durant toutes les phases du projet. Elle permet de vérifier que les normes de qualité sont bien intégrées dès la planification et durant l'exécution. Le contrôle qualité, quant à lui, intervient à la fin de chaque phase pour évaluer si les livrables respectent les critères établis. Des audits réguliers, des revues de performance et des tests sur les produits sont essentiels pour identifier et corriger les écarts, assurant ainsi la conformité aux attentes et normes.

I'm afraid I have to disagree with integrating quality and risk management plans and processes. They should be kept and managed separately. However, they do complement each other significantly and have frequent touchpoints. Quality and risk professionals have different backgrounds, training, approaches, and spheres of influence. Risks include opportunities that can be capitalized, whereas quality opportunities are in process simplification, application of Lean principles, repeatability, etc.

In project engineering, defining quality revolves around meeting and often exceeding established standards and expectations. It involves ensuring that every aspect of the project, from planning to execution, aligns with predefined benchmarks of excellence. Quality is not just about meeting technical specifications but also ensuring stakeholder satisfaction, reliability, efficiency, and adherence to timelines and budgets. It requires a comprehensive approach that integrates precision, reliability, and adherence to requirements while delivering value to all involved parties.

Defining quality in project engineering is multifaceted and depends on the specific project context.some key aspects are: 1. Meeting objectives and requirements. . Fulfilling the project's intended purpose. . Compliance with specifications and regulations. 2. Stakeholder satisfaction . Meeting the needs and expectations of clients, users and other stakeholders . Delivering within budget and schedule 3. Process excellence . Effective project management . Utilizing established quality management practices . Adopting innovative engineering solutions 4. Sustainability and long term performance . Durability and resilience . Maintainability and operability . Environmental considerations

Managing subcontractor deliverables and ensuring the schedule is not placing pressure on delivery that leads to shortcuts is also important. Fostering an open relationship with suppliers and Contractors whereby Quality issues such as supply chain constraints or manufacturing errors can be openly discussed will shortcut pressure on mid-level managers to deliver at all costs. This is especially true for exotics materials supply and welding QA processes. It’s best to find out you have a bad news at the time rather than receive a surprise after start up.

A successful Project depends on a Project Manager who has a real understanding of the process or the ability to listen to and hear those effecting the delivery of the component parts of the final product, as well as the interconnectivity of these. Unrealistic and unnecessarily tight programmes only cause stress and reduce quality. Ambitious programmes can be agreed to with the collaboration of the Teams involved, based on a real understanding what can be produced, to the required standard, in that time (perhaps in time-critical phases) and the Client's expectations managed; with the total, final product delivered at an agreed, later date.

Safety = Quality A company culture driven by safety, health, and environmental excellence is intrinsically also quality excellence driven. Planning to ensure HSE parameters are controlled will lead to higher quality outputs. HSE risk exposure due to re-work of critical activities and insufficient quality tools or processes are main focus areas when driving for HSE excellence.

Quality in project engineering entails meeting specifications, adhering to standards, and ensuring reliability. In the energy sector, constructing a high-quality natural gas pipeline involves precise welding and material selection. Rigorous testing, like in nuclear power plant construction, verifies quality benchmarks. Continuous monitoring, learning from defects, and incorporating feedback ensure ongoing improvement. Ultimately, delivering projects that meet performance expectations, withstand scrutiny, and fulfill safety requirements defines quality in project engineering.