【導(dǎo)讀】質(zhì)量控制和安全問(wèn)題對(duì)項(xiàng)目經(jīng)理來(lái)說(shuō)變得越來(lái)越重要。即使有輕微缺陷,也可能需要重新建設(shè)使設(shè)施運(yùn)營(yíng)受。在最壞的情況下，故障可能導(dǎo)致人身傷害甚至死亡。在施工過(guò)程中的事故可能導(dǎo)致人身傷害和巨大的花費(fèi)。保險(xiǎn)，檢驗(yàn)和監(jiān)管的間接成本。迅速增加，會(huì)導(dǎo)致直接成本的增加。好的項(xiàng)目經(jīng)理應(yīng)盡量確保在第一時(shí)間完成任務(wù)，并且在工程中沒(méi)有重大事故發(fā)生。正是在該組件的配置，材料規(guī)格和功能性能這些初步階段而決定。施工過(guò)程中的質(zhì)量控制主要是確保其是否符合原先的設(shè)計(jì)和規(guī)劃決策。們意味著隨之而來(lái)的所有目標(biāo)和限制因素都要進(jìn)行重新設(shè)計(jì)。例如，從施工區(qū)域內(nèi)修復(fù)巷道使得交通分道行駛可以大大降低意外碰撞。工人應(yīng)對(duì)可能發(fā)生意外保持時(shí)刻警惕，避免不必要的風(fēng)險(xiǎn)。檢查人員和質(zhì)量保證人員將代表各種不同的組織共同參與一個(gè)項(xiàng)目。OSHA的檢查人員必須依法對(duì)所有違背標(biāo)準(zhǔn)的行為進(jìn)行采證。長(zhǎng)“足夠”的距離，以便進(jìn)行檢查和其他活動(dòng)。

　　

【正文】 known formal certification for quality improvement is the International Organization for Standardization39。s ISO 9000 standard. ISO 9000 emphasizes good documentation, quality goals and a series of cycles of planning, implementation and review. Total quality control is a mitment to quality expressed in all parts of an anization an 12 1 7 Civ il En gi nee rin g Ma nag em ent Ⅲ : Qu ali ty Co nt rol 1 7. P ass ag e Q ua lit y Con tr ol and S af ety d uri ng Co nst ru ct ion 1 Quality and Safety Concerns in Construction Quality control and safety represent increasingly important concerns for project managers . Defects or failures in constructed facilities can result in very large costs. Even with minor defects ， re construction may be required and facility operations impaired. Increased costs and delays are the result. In the worst case, failures may cause persona l injuries or fatalities. Accidents during the construction process can similarly result in personal injuries and large costs. Indirect costs of insurance, inspection and regulation are increasing rapidly due to these increased direct costs. Good project m anagers try to ensure that the job is done right the first time and that no major accidents occur on the project. As with cost control, the most important decisions regarding the quality of a pleted facility are made during the design and planning stage s rather than during construction. It is during these preliminary stages that ponent configurations, material specifications and functional performance are decided. Quality control during construction consists largely of insuring conformance to these or iginal designs and planning decisions. While conformance to existing design decisions is the primary focus of quality control, there are exceptions to this rule. First, unforeseen circumstances, incorrect design decisions or changes desired by an owner in the facility function may require re evaluation of design decisions during the course of construction. While these changes may be motivated by the concern for quality, they represent occasions for re design with all the attendant objectives and constraints . As a second case, some designs rely upon informed and appropriate decision making during the 13 d typically involves many elements. Design reviews to insure safe and effective construction procedures are a major element. Other elements include extensive training for personnel, shifting the responsibility for detecting defects from quality control inspectors to workers, and continually maintaining equipment. Worker involvement in improved quality control is often formalized in quality circles in which groups of workers meet regularly to make suggestions for quality improvement. Material suppliers are also required to insure zero defects in delivered goods. Initially, all materials from a supplier are inspected and batches of goods with any defective items are returned. Suppliers with good records can be certified and not subject to plete inspection subsequently. The traditional microeconomic view of quality control is that there are an optimum proportion of defective items. Trying to achieve greater quality than this optimum would substantially increase costs of inspection and reduce worker productivity. However, many panies have found that mitment to total quality control has substantial economic benefits that had been unappreciated in traditional approaches. Expenses associated with inventory, rework, scrap and warranties were reduced. Worker enthusiasm and mitment improved. Customers often appreciated higher quality work and would pay a premium for good quality. As a result, improved quality control became a petitive advantage. Of course, total quality control is difficult to apply, particular in construction. The unique nature of each facility, the variability in the workforce, the multitude of subcontractors and the cost of making necessary investments in education and procedures make programs of total quality control in construction difficult. Nevertheless, a mitment to improved quality even without endorsing the goal of zero defects can pay real dividends to anizations.