Interview with Melody Verzeni, Quality Manager Mozzanica

 

Good morning, Engineer Verzeni. In your previously published interviews, you spoke about quality with particular reference to business processes.

Considering that you operate in the Industrial, Marine and Oil & Gas sectors, if we were to ask you what role quality plays in contract management, how would you respond?

 

The adoption of ISO 9001 has a significant and positive impact on contract management within an organization. Its main contributions include:

 

1. Process standardization

 

ISO 9001 promotes the documentation and standardization of activities, reducing operational variability. This leads to:

• Greater consistency in how contracts are managed
• Fewer errors and nonconformities
• Simplified staff training

 

2. More effective planning

 

The requirements of the standard support a systematic approach to contract planning:

• Clear definition of timelines, resources and responsibilities
• Anticipating potential issues (risk-based approach)
• Improved time and cost control

 

3. Activity control and monitoring

 

ISO 9001 requires continuous monitoring of activities and processes, which allows for:

• Ongoing tracking of contract progress
• Prompt corrective actions in case of deviations
• Improved customer satisfaction

 

 4. Supplier and resource management

 

The standard focuses on the management of both external and internal resources. In the context of contracts, this results in:

• Greater control over supply
• Selection and ongoing evaluation of suppliers
• Optimal use of company resources

 

5. Client focus

 

One of the core principles of ISO 9001 is customer orientation. This translates into:

• Greater attention to the contractual and technical requirements of projects
• Better communication and management of customer expectations
• Stronger customer loyalty and improved corporate image

 

6. Continuous improvement

 

Through PDCA (Plan-Do-Check-Act) cycles and the feedback system, the company is encouraged to:

• Learn from each project
• Optimize future processes
• Innovate and increase competitiveness

 

In summary:

 

The contribution of ISO 9001 to contract management results in greater operational efficiency, reduced risks, higher customer satisfaction and continuous improvement. It is a strategic tool that makes projects more manageable, repeatable and profitable.

 

 

Which of the three sectors pays particular attention to quality-related aspects and, in your opinion, why?

 

All three sectors — Industrial, Marine and Oil & Gas — pay close attention to Quality, but Oil & Gas is undoubtedly the one that demands the highest degree of rigor in terms of quality management systems, due to a number of technical, regulatory and risk-related reasons.

 

In the Marine Sector, the focus is also strong, but it is more centered on technical regulations. In fact, quality is a key concern, especially in terms of regulatory compliance and safety. However:

• Inspections are mainly tied to marine certification bodies (RINA, Lloyd’s Register, DNV, etc.).
• There is a solid focus on documentation and inspections, but less systemic rigor and coverage compared to Oil & Gas.
• Nonetheless, it remains a highly technical and complex environment, so companies certified with ISO 9001, ISO 14001 and ISO 45001 are the norm.

 

The industrial sector is much more heterogeneous. Generally:

• Attention to quality is important, but less binding than Oil & Gas or Marine; attention to quality largely depends on the product or process.
• ISO 9001 certifications are often required, but are not always accompanied by stringent controls.
• Industrial clients tend to accept a higher level of risk or a “leaner” approach to quality management.

 

 

Can you give us a few specific examples?

 

Regarding the Oil & Gas sector:

• Extremely high risk: activities such as drilling, transporting hydrocarbons and operating refineries involve the potential for catastrophic accidents (explosions, pollution, environmental and human damage).
• Strict regulations: it is one of the most heavily regulated sectors internationally (e.g. API Q1/Q2, ISO 29001, environmental standards, ATEX safety requirements, etc.).
• Extremely demanding customer requirements: major companies (Eni, Shell, Total, etc.) impose very high quality standards on the entire supply chain.
• Product durability and reliability: pipes, valves, welds and systems must operate flawlessly for years under extreme conditions.
• Complete traceability: every weld, material, certification and test must be traceable and verifiable, even years later.

 

 

We can therefore imagine how necessary it is to invest time and energy to create a robust quality framework. How has Mozzanica approached this over the last three years?

 

By investing heavily in:

• Personnel
• Training
• Workflow setup and review
•  IT support
• Equipment

 

 

So, would it be correct to say that the organization required by the Quality system represents the starting point for all your actions?

 

Yes, that's right.

 

 

Could you name three characteristics that describe the Quality System your company has implemented for contract management?

 

• Traceability
• Control and monitoring
• Process-based approach and continuous improvement

 

 

In conclusion, considering that we’re approaching the end of the first half of 2025, what goals have been achieved so far, and what are the next ones?

 

The most important objectives to achieve to ensure that a system works are the following:

• Customer satisfaction
• Meeting schedules and deadlines
• Cost control and profitability

 

Monitoring these three aspects through KPIs (Key Performance Indicators) defined by the company allows us to assess performance.

The mid-year results will be evaluated only after the internal audits scheduled for September.