They don't need to be especially talented engineers, but, in my experience (and I actually have quite a bit of it, in this area), they need to be dedicated to a culture of Quality.
And it is entirely possible for very talented engineers to produce shite. I've seen exactly that.
A culture of quality doesn’t require particularly skilled individuals to function.
That’s in fact the thesis for the entire Deming management philosophy, and in line with what I’m saying (you can produce high quality with a good process or a good culture, you don’t necessarily need high caliber individuals)
Japan used a lot of Deming’s theories, to significant success. I worked for a Japanese company.
In my case, the company produced absolutely top-shelf stuff, but even relatively mediocre companies did well, using Deming’s techniques. It required that everyone be on board, wrt the culture, though.
But I have found that a “good” engineer is one that takes their vocation seriously. They may not be that accomplished or skilled, but they have self-discipline, humility, and structure.
I’ve met quite a few highly-skilled “not-good” engineers, in my day. I’m embarrassed to say that I’ve hired some of them.
They don't need to be especially talented engineers, but, in my experience (and I actually have quite a bit of it, in this area), they need to be dedicated to a culture of Quality.
And it is entirely possible for very talented engineers to produce shite. I've seen exactly that.