About the author  ⁄ Jeff Morrison

Jeff Morrison is Executive Vice President with Lynch Mykins in Raleigh, NC, and serves on the CASE Executive Committee and Tool Kit Committee (jmorrison@lynchmykins.com).

Many of us may not remember much of what we learned during our college years in an engineering program. Some of the coursework likely directly impacts our day-to-day engineering career while much of it does not. However, after a few short days and weeks on the job and continuing for years, we all realize that there is much about a successful career as a consulting structural engineer that is not taught in school at all. Passing this critical on-the-job training (OJT) to younger staff, so our firms can continue to prosper and grow into the future, is no small task. This training typically happens in the day-to-day trenches of project management, but lessons learned should be shared with all staff on a regular basis so all can benefit. Discussing and sharing hard and soft skills, failures, and successes are extremely valuable in developing younger engineers.

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As structural engineers, at the end of the design phase, our work product consists of the construction documents (drawings and specifications), which detail the requirements to construct a given structure to serve an intended purpose.  The degree to which the project will be considered a success is directly related to the quality of the construction documents.  The documents must be complete, coordinated, clear, concise, and constructible.  Poor quality construction documents lead to significantly more time, frustration, and potential liability when issues need to be corrected during shop drawings or, worse, during or even after construction.  Building structures today are more complicated than ever, and a successful project involves proactive management of both the technical and administrative sides of the project.    

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Recruitment and retention of new engineering and technical staff are always challenging for structural engineering firms, and this challenge seems to be ever-increasing. Millennials and Generation Z often place a higher value on benefits related to company culture, work environment, flexible working hours, and work-life balance compared to previous generations. By 2025, 75 percent of the workforce will be Millennials and Generation Z. A firm’s success now and in the future will be closely tied to how well they can meet the needs of these younger employees.
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Many times, the phrases quality assurance and quality control are used interchangeably. Quality assurance (QA) is process-focused, where the processes are put in place to ensure the correct steps are performed. Quality control (QC) is used to verify that deliverables are of acceptable quality and that they are complete and correct. As this relates to structural engineering, one may think of QA as the process we go through during our design and construction document production phases and QC as the review exercise at the end of a project to determine how well the process worked in producing a quality set of construction documents that met the needs of the client, owner, and contractor.
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STRUCTURE magazine