You're overseeing a construction project. How can you ensure quality while staying within budget constraints?

Plan for a well rounded quality process. First step is to make sure you have sufficient budget. A well established quality assurance schedule will ensure high quality during the project and create repeat clients.

I always recommend a site survey with subcontractors to see if we can do any value engineering; reuse an existing electrical panel or RTU, or leave a bathroom in the same location. This can allow for more accurate pricing at the beginning of a project to reduce change orders. Also, inform your client that there are alternates that may be more readily available and can achieve the same design intent.

A clear briefing at the outset, a robust specification, realistic budgets and allowing the supplier enough time to deliver the work all leads to the delivery of quality on a project. Selection of suppliers is also an important factor. It’s important to chose the best value suppliers, not the cheapest. Having shared values with the chosen delivery partners, so that all parties are buying into delivering quality on the project, whilst ensuring things are done ‘right first time’ saves time and money as well. Build in a contingency (time & cost) for unforeseen works and, most importantly, have someone in charge of checking quality on behalf of the client to ensure compliance with the pre-agreed specification.

First of all: Have a comprehensive knowledge of the project, the specifications, the environment, the Client expectation, the estimated cost and planning and the detailed risk analysis performed at tender stage.

This is the most important aspect when staying in budget constraints. Properly vetted sub-contractors who can deliver the quality you expect. This cost is already set in contract, so you know you won’t have cost overruns unless is it’s a change work order. It’s up to you to get your moneys worth. Insist on high standards. You don’t want your own men remedying or cleaning their work.

Ce qui précède constitue la théorie d'Avant... Nous entrons dans une autre période. Les baby boomers déisparaissent peu à peu mais massivement du marché du travail. Les compétences se perdent faute de transmission.

O negócio não é apenas contratar com sabedoria e sim contratar profissionais ! Profissionais custam caro e na construção civil eles sumiram , não estão mais nas mãos dos escravocratas das grandes construtoras estão trabalhando por conta . Infelizmente pessoas não serve para o campo de obra , empreiteiros cada vez mais sem compromissos , uma luta terrível vc contrata 10 no outro dia aparece 2 ou 3 . Temos que rever a situação urgente .

You don't gamble with critical path contractors and suppliers. The non critical contractors and materials is where you work budget

There are certainly varying thought processes here. 1. Hire experience and all that comes with that. 2. Hire attitude and mentor-up staff. I have worked both angles with lessons learned on both accounts. Take away: “Always pull the trigger sooner on progressive corrective actions. Waiting is beyond sub-optimal.

Les entreprises sont en retard de tout point de vue. Elles cherchent à embaucher des gens compétents sans succès et doivent se rabattre sur la nouvelle génération qui débute et a une autre relation au travail bien que volontaires de bien faire. Il d'agit donc de former la nouvelle génération et de ne pas les laisser livrés à eux même faute de temps disponible de l'encadrement...

Location, delivery time, and availability of material quantities are also important factors that can affect costs in material purchase negotiations

A mi lo que me ha dado buenos resultados es elegir materiales de calidad probada en su desempeño, de proveedores con experiencia y con altos estándares de en sus valores como personas y como organizaciones. Hacer contrataciones de los suministros claves considerando precios justos para el proyecto y para el proveedor, ellos son aliados claves, y colocando garantías de suministros y de precios.

Perspective: Long game. Short game. What are the goals of the project and its design intent? Quick flip or long term ownership? “ buy once, cry once”.

Hoje existe nas empresas uma coisa chamada Redução de Custos ! É nada mais que o tormento que tira o sono hoje de gestores e compradores .Este sistema faz com que pecamos e muito a respeito , a qualidade é deixada para trás , cada dia entra no mercado milhares de marcas a maioria nem segue os padrões de qualidades e normas , um campo terrível e perigoso mesmo é o da elétrica , cabos que não cumprem normas , que causam centenas de acidentes , como hoje precisamos de TUGS e TUE , devido as potencias dos eletrodomésticos e poucos cumprem esta norma que pode custar a vida . Então é muito importante se atentar pela qualidade do produto e especialmente se segue e atende as normas.

In my experience the key to maintaining quality is good and consistent quality management. This might be stage hold point inspections, benchmark inspections and "tool box talks" to operatives so everyone involved in installing a construction element fully understands how is should be done to achieve the desired/required performance.

Close monitoring at each step of a project is critical along with ensuring that you detail and spec out all elements as much as possible before the project starts in order to minimise variations in cost and quality. Putting processes in place at the very beginning to enable good coordination and communication with all stakeholders is also key.

The stronger your team is, the faster your work will be done and there will be less rework that results in rework. Do the right thing once and do it well.

Durante el avance de los trabajos la supervisión es la columna vertebral para no encontrase con sorpresas. Buenos laboratorios para los diseños y los cambios necesarios, personal de control de la calidad en obras capacitados y con criterios suficientemente técnicos para la toma expedita de decisiones. Excelentes hojas de rutas, verificación al día de los avances físicos y financieros, así como de las previsiones anticipadas de necesidades de recursos como lo si mano de obra, materiales, técnicas, de trabajo, equipo y maquinaria, tiempo u financieros.

There are lots of software options to run job schedules. If they are not used….they are worthless. Find the software that fits your business model and future expansion. Bottom line, it has to be intuitive, and it has to be simple to use for all.

From top management to workers at the site, the flow of communication should be clear. Now a day's more and more quality TBT is to be provided to the ground team, and daily all engineers have a meeting on works and requirements per week, and daily to understand what exactly is required, to pass that same to workers for a better outcome.

Clear communication seems harder than ever before. There are many distractions that limit one’s ability to process given direction. I have the “communicate 4 ways” motto. 1. Email. This living document can make you if used and filed properly. 2. Text. Immediate and effective IF you have strong relationships with trade partners. 3. In-App comminucations. Apps like Build Pro l, have to the second documentation. 4. Good old-fashioned phone call or in person meeting. I personally like to defuse situational issues with all parties face to face meetings. This kills the “ keyboard warriors” and adds the personal importance needed to get the message across.

The communication in the work is the first step to your success. If the communication with the worker was with the person doing the work, then the communication will be a success point for everyone.

La comunicación debe ser clara expedita, efectiva y en doble vía. Para ello en un proyecto formar un “War Room” es lo que Ami me ha funcionado. Deben asistir el staff clave en el avance del proyecto, ellos son los que bajan las acciones, políticas, resultados desde y hacia los war rooms para la toma de desiciones. En estos war rooms deben asistir mandos medios de todas las áreas, del proyecto para entender los retos y solucionarlos. Y llevar a la alta dirección anticipadamente los avances y los retos por enfrentar. Entre más rápido se entienda en la alta dirección de un reto por enfrentarse, este reto tiene más probabilidades de ser manejado más efectivamente.

It’s called keep your I on the ball and communicate often so all stack holders know what is expected and when be very clear and if you need to be a pain in the ass so be it.

Develop a "Flexible Quality Framework" that allows for adjustments without compromising core standards. Implement "What-If Scenario Modeling" to quickly assess impacts of potential changes. Think of it as architectural martial arts - you're using the momentum of challenges to find creative solutions. Don't just adapt reactively; evolve proactively. When flexibility is built into your approach, unexpected issues become opportunities for innovative quality-cost balancing.

Definir el cuello de botella para darle prioridad y enfocar más recursos. Por otro lado, cuando hay sistemas varios interrelacionados, hacer una buena coordinación de todos los sistemas. No solo facilitaría la supervisión sino que evitaría pérdida de tiempo por reparaciones o reubicaciones por conflictos entre un sistema y otro.

One thing I've found helpful on projects I've been involved with, at top level is, have daily Pre-start Instruction (P.S.I) meetings. Here, the H.S.E manager treats a safetly topic daily, then after the lesson, we have a time where all artisans are given the chance to contribute to the topic and also speak about issues on site. This happens daily. It also gives the opportunity to address any occurrence from the previous day's activities. From here, instructions are given on the task of the day and which artisans, plant and machinery are to be deployed at the required location on the project site.

Quality and production should be independent functions. Quality should never report to production. Quality should never be influenced by production budgets. When you expect quality to reduce production costs you’re implying it’s okay to “cut corners.” Good luck with.