Personnel and Organization
Who decides, who checks, and who is accountable
Certification reviewers look for a clear, current organization chart that shows reporting lines and the authority to stop work, reject nonconforming work, and approve corrective actions. Each role that affects erection quality should have a documented description: project manager, site superintendent, quality control manager, field engineer, welding supervisor, and safety lead. The quality function must have enough independence to raise a nonconformance without fear of schedule retaliation; a common acceptable arrangement is a quality manager who reports to top management, not solely to the production manager. Top management must demonstrate commitment through assigned resources, management review, and communication of the quality policy.
Traps: candidates often assume every box on the chart must be a separate person. In a small erector, one person may hold several roles, provided incompatible duties are separated-whoever performs erection should not be the sole verifier of that work. Another trap is confusing "responsible" (does the work) with "accountable" (owns the outcome). Reviewers also check that subcontractor personnel are covered by the same reporting and quality expectations.
Rule of thumb: draw the escalation path for a nonconformance in three steps-discoverer stops work and tags the item, QC manager dispositions it, top management resolves disputes. If any step depends on an unnamed person or an oral agreement, the organization element is weak. Worked example: a 40-person erector names a site superintendent as QC manager "for now." Because the superintendent also owns the production schedule, the arrangement lacks independence; the fix is a part-time quality lead reporting to the owner, with written authority to hold shipments.