How can you balance safety and quality control with project deadlines?

Para equilibrar la seguridad y el control de calidad con los plazos de los proyectos, es crucial que la dirección esté alineada con los objetivos de seguridad y calidad. Además de los puntos mencionados, es esencial que todos los líderes transmitan y exijan a sus empleados y contratistas un compromiso con estos aspectos. Esto se logra mediante una comunicación efectiva, el uso de la tecnología para optimizar procesos y una planificación anticipada que permita integrar la seguridad y calidad en todas las etapas del proyecto. Muchas veces se queda en el papel y esto se debe a las exigencias del cliente; Cuanto exigen y cuanto da la empresa constructora.

Es importante planificar los proyectos según fases de dise?o (anteproyecto, licencias, construcción). Muchas veces los clientes pretenden contratar y esperar en 2 semanas planos constructivos, cuando el proceso adecuado sería primero definir dimensiones geométricas , resolver deflexiones excesivas y coordinar que los especialistas hidráulicos no interfieran con los elementos estructurales , todo esto en una fase de anteproyecto donde todos podamos dise?ar y ajustar antes de entrar a un proceso de documentación de tramitación o construcción. Fácil decirlo , difícil implementarlo sin un buen project manager que organize y sepa que es prioridad y que es “apretar” por “apretar” .

Para equilibrar seguran?a e controle de qualidade com os prazos de projetos, é essencial estabelecer cronogramas realistas, priorizar aspectos críticos de seguran?a e qualidade, e garantir que a equipe tenha os recursos necessários. Utilizar automa??o e ferramentas de gerenciamento pode aumentar a eficiência. Revis?es periódicas e auditorias ajudam a manter os padr?es, enquanto uma comunica??o contínua entre a equipe e stakeholders alinha expectativas. Finalmente, a análise pós-projeto e a aplica??o de li??es aprendidas s?o fundamentais para a melhoria contínua. Uma gest?o proativa e flexível é chave para antecipar e resolver problemas eficazmente.

Nas minha obras a regra sempre é: seguran?a do funcionário em primeiro lugar! Costumo realizar trabalhos de manuten??o de fachada, onde os edifícios s?o grandes (120 m), em frente á orla do rio de janeiro. Esses edifícios sofrem grandes rajadas de vento por conta da maresia. Em nenhuma hipótese arriscamos a vida dos funcionários em prol do cronograma. Sempre que esta ventando ou com iminência de chuva, n?o permito que os andaimes fachadeiros subam para fazer servi?o. Encontro diversidade por parte da fiscaliza??o, mas até o momento me orgulho de ter 100% dos meus funcionários com vida em todas as obras sob meu comando.

Management must be in sync with safety and quality objectives in order to strike a balance between safety and quality control and project timeframes. Apart from the aforementioned factors, it is imperative that all leaders communicate and require a commitment to these characteristics from their workers and contractors. This is accomplished by using technology to streamline procedures, good communication, and advanced planning that enables the integration of safety and quality throughout the project's lifecycle. Due to the client's requests and the building company's willingness to comply, it typically stays on paper.

Begin by establishing clear safety protocols and quality standards from the project's inception, ensuring that all stakeholders are aligned. Implement regular safety inspections and quality assessments throughout the project lifecycle to catch issues early. Utilize BIM to enhance coordination and detect potential safety or quality issues in real-time. Allocate sufficient resources for training and supervision to maintain high safety and quality standards. Establish realistic project timelines by considering safety and quality requirements upfront, and regularly revisit and adjust schedules based on project progress. Effective communication among team members is crucial to maintaining this delicate balance.

We already have mountains of information and programs on safety and quality control requirements and yet we still struggle with implementation. Balancing safety, quality control, and project deadlines as a construction superintendent involves creating a supportive and respectful environment where team members feel valued and empowered. By applying the LUCKIE principles, Love, Understanding, Compassion, Kindness, Integrity, and Empowerment you can provide a culture of trust, accountability, and open communication. This approach ensures that safety and quality are priorities without compromising project timelines, leading to successful project outcomes and a motivated, cohesive team that owns it with you. #LUCKIE #LEADERSHIP

La correcta gestión de la calidad y la seguridad en obra están estrechamente conectadas. Para mantener la calidad de los entregables se debe verificar el procedimiento, este mismo procedimiento de trabajo sirve para generar las matrices IPERC y los ATS de trabajo, debido a que se analiza todo el proceso, se identifican los riesgos y se generan entregables los cuales serán inspeccionados por el área de calidad. Es ideal que ambas partes trabajen de la mano para conseguir mejores productos finales en obras.

Safety is non negotiable. Unsafe practices may lead to LTIs or even worse. An effective safety personnel must ensure that, even the smallest unsafe act or condition is documented and lessons learned are shared with the team. Project delays due to quality are often due to rework. Here, an effective ITP allowing for quality checks at each stage of construction may save the day.

As a site superintendent I set the expectations for safety and quality on the very first day each crew or subcontractor arrives onsite. I then hold them accountable to those standards each and everyday and remind them of the standards every week on the weekly schedule report. I don’t accept any excuses for poor safety or quality. It is either follow the standards or leave the job site. It’s harsh but everyone knows what I expect.