Building the Job

MCANY Foreman Training 2013

Job Close-Out
Bob Durr Jr. Tom Mitchell

Receiving & Storage Hand Tools Quality Control Material Handling Planning & Scheduling Prefabrication Job Close Out

BUILDING THE JOB

RECEIVING & STORAGE

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The job of receiving & storage is an often overlooked part of a construction project. It is, however, an extremely Important and difficult activity in the construction industry.

RECEIVING & STORAGE

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Poor attention to shipping and storage can result in:

Undetected shipping errors until too late Improperly stored equipment deteriorates Parts and instructions are misplaced Materials and Equipment are moved several times before installation

RECEIVING & STORAGE

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Moving material several times before installation

RECEIVING & STORAGE

Issues that make receiving and storage difficult in the construction industry include:
Construction is a dynamic environment Many variables need to be controlled Job site is usually controlled by others Projects are built in phases Limited space on job sites

BE ORGANIZED YOU NEVER KNOW WHEN YOU BE ORGANIZED YOU NEVER KNOW WHEN YOU NEED TO FIND THAT PIECE OF FABRICATION NEED TO FIND THAT PIECE OF FABRICATION

RECEIVING & STORAGE RECEIVING & STORAGE

12/17/2003 68 and12/17/2003 68 and Sunny sunny

RECEIVING & STORAGE RECEIVING & STORAGE

LIKE THE NEXT DAY LIKE THE NEXT DAY

12/18/03 28 & 18 of snow 12/18/03 - 28 & 18 of snow

RECEIVING & STORAGE

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The Job Supervisors Responsibilities include:

Knowing company purchasing, requisition and material handling procedures Establish where material will be received and stored on the site Assign one person to all receiving if possible Know what is arriving and when before it arrives Do not accept shipment w/o thorough inspection

RECEIVING & STORAGE

The Job Supervisors Responsibilities include:
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Carefully inspect every shipment to ensure:

Note any discrepancies on the packing slip and bill of lading report them immediately to the project manager All material & equipment match their respective Purchase orders and the packing slip Note any discrepancies in your Daily Job Log

Submit all packing slips to the company office (submit with weekly time sheets)

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RECEIVING & STORAGE

The Job Supervisors Responsibilities include:
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Inspect each Item for damage:

Note all damages on the bill of lading Sign the bill of lading Have the delivering driver sign the bill of lading Advise the PM immediately as to the extent of damage

Do not discard any damaged material or outer packaging

Receiving & Storage Receiving & Storage

Careful Inspection:
Careful Inspection:
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Requires expensive field repairs Damaged Epoxy

Receiving && Storage Receiving Damaged Epoxy Paint Coating Storage

Paint Coating Requires expensive field repairs

Receiving & Storage

Careful Inspection of Equipment:
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Receiving & Storage

Careful Inspection of Equipment:

Receiving & Storage Receiving & Storage

Damaged Not Seen till after Damaged Lug Lug Not Seen till after unloading unloading
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Damaged Fiberglass Damaged Fiberglass Not seen until tank was installed! Not seen until tank was installed!

Receiving & Storage Receiving & Storage

RECEIVING & STORAGE

The Job Supervisors Responsibilities include:
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If concealed damage is later discovered after the Trucker left:

Note it in your daily log Report it to the PM

If shipments appear to be in good shape it is good practice to note on bill of laden: Received in apparently good condition. Contents to be checked at a later time.

RECEIVING & STORAGE

The Job Supervisors Responsibilities include:
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Avoid double handling if possible

Remove & File all manufacturers installation instruction manuals and warranties Protect equipment from weather and ground water, temp hookup of heaters, winter storage

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AHU protected from Cement and spray on fireproofing

AHU protected from Cement and spray on fireproofing

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RECEIVING & STORAGE

The Job Supervisors Responsibilities include:
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Arrange indoor storage of critical equipment

Follow Manufacturers written procedures for storage and maintenance. Keep logs of maintenance performed Have all paperwork, instructions and tools & other equipment available prior to installation

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$3000.00 Valve Kit could not be found after being on the Job only 5 months!
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(It was right behind Foremans Trailer destroyed by weather & mud)

Things to Consider
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When dealing with receiving, storage and material handling ask: What is it? Where does it go? How do you want it shipped, packaged, arranged, labeled and loaded
Get better space and conditions from the GC, Owner or CM early in the process to avoid problems later

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TOOLS
Journeymen make a living using tools. The contractor provides all of the tools necessary to do the job and journeymen have the responsibility to care for their tools. When this happens the job is made easier, more efficient and most importantly Safer.

Tools
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Using the right tools for Safety and Efficiency

Tools
Using the right tools for Safety and Efficiency

TOOLS
The job supervisors responsibilities are:
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Anticipation of tools required for a given job and having them available when work begins Know the company policy regarding tools, repair notices, tool watch, ordering, etc. Keep accurate records of tool inventory and distribution Follow company loss prevention policies. Lost or stolen tools can be 4% to 6% of the labor cost on a job

TOOLS
The job supervisors responsibilities are:
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Make sure the right tool is being used for the task at hand Train journeymen and new hires on the proper use and care of tools if they do not know

Use vendors or Mfgr. Reps to Certify Journeymen

Inspect tools for wear or damage and replace or tag them for disposal or repair Return tools that are not needed so that they can be used on another job Emphasize proper use for Safety & efficiency

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Using the right tool for the right Job Safely?

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QUALITY CONTROL

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QUALITY CONTROL
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Quality provided at competitive price is what wins work and earns repeat business. A reputation for quality at a fair price is great advertising.
Quality Control is the procedure ensuring quality materials and workmanship. Everyone is responsible for Quality.

QUALITY CONTROL
Job Supervisors Responsibilities
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Know the QC objectives from first day on the job

Help establish strict QC procedures

Stress the importance of QC to everyone on the job and invite suggestions to improve QC Monitor performance to ensure high quality workmanship is met Encourage continuing education & training

QUALITY CONTROL
Job Supervisors Responsibilities
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Notify the PM if there are problems (NCRs) Maintain and file all QC documents required by the Company Include QC documents and Inspection reports in Job completion check lists. Explore new methods for improving QC assurance within the company

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A Quality Installation is the signature Company A Quality Installation is the signature of theof the but most most important it reflects Company butimportant it reflects Your work ethic Your work ethic

MATERIAL HANDLING
Productivity can be enhanced by effective material handling and, conversely, poor material handling can seriously hamper a job.

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Safety is a factor in material handling as well. A high percentage of job site injuries are related to improper material handling.

Material Handling Effective planning and preparation makes the job a lot safer & easier
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MATERIAL HANDLING
Job Supervisors Responsibilities
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Establish and use efficient material handling practices from day one If possible, assign one person to oversee all material handling Cooperate with the PM and company purchasing department to make sure you adhere to the policies Insist on knowing the schedule for deliveries and that the site is ready for same

MATERIAL HANDLING
Job Supervisors Responsibilities
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Teach proper material handling techniques to all who work on the site Return all unneeded material to suppliers or shop

Reduces clutter on site Recovers money for company or make material available for other projects Prevents material deterioration & maximizes restocking value Maintain records of all locations where Material & Equipment is stored on site.

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Uncluttered Work Area

Material Handling Uncluttered Work Area

Material Handling

Material Handling Material Handling

Cluttered Work Cluttered Work Area Area
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MATERIAL HANDLING
Purchasing Techniques to Improve Material Handling
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Understand the purchasing process so that all material arrives at the proper time, with all of the necessary documentation and all equipment is available when needed

Have a tracking and documentation system in place to ensure that you receive what you need when you need it if possible where you will put it

MATERIAL HANDLING
Techniques to Improve Material Handling
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When handling material, work smarter not harder. Planning is crucial. Double moving of material severely impacts productivity State clearly all material deliveries on the purchase orders and/or include a material handling instruction form to guarantee proper and timely shipping and receiving

MATERIAL HANDLING
Techniques to Improve Material Handling
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Purchasing Suggestions Include:

Package materials for most efficient handling, bundled, palletized, Bag and Tagged NO Loose Materials. Require Use of clear packaging materials or ID contents on outside of boxes at time of delivery Have vendor mark boxes with floor location, area and/or system ID if material is to be stored on site. Other Suggestions?

PLANNING AND SCHEDULING

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PLANNING AND SCHEDULING

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Planning and Scheduling are related functions that have a great impact on the success of a project.
Poor planning and scheduling can create a dismal project and significant financial loss for a contractor.
The 6 P syndrome:

Piss Poor Planning Promotes Poor Performance

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PLANNING AND SCHEDULING

The Planning Process
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Effective Planning strategies use two procedures:

Preplanning - This is when you gather key personnel to plan and schedule all project activities before work begins Short Interval planning - where you monitor the progress of a job, identify problems and plan short term job tasks.

PLANNING AND SCHEDULING

Preplanning
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Usually the Company and PM handles Preplanning, but the Job Supervisor should be involved as well.
Preplanning includes: Job Scheduling: mechanical and sprinkler contractor activities, calendar days, job phases, review of GC schedule, detailed job schedule

PLANNING AND SCHEDULING

Preplanning
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Preplanning includes:

Labor Scheduling: detailed list of labor breakouts, labor codes and units, manpower loading charts to plan crew sizes

Equipment and material scheduling

Subcontractor Scheduling

Prefabrication Scheduling
Short interval planning for specific tasks

PREPLANNING
The Job Supervisors Responsibilities
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Know the detailed project schedule so that you can anticipate events instead of reacting to them Plan material and equipment deliveries to avoid excessive deliveries which minimizes effectiveness Control manpower so that the right crews are doing the right tasks Identify the needs for each phase of the project
Note target dates

PREPLANNING
The Job Supervisors Responsibilities
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Review the number of hours allotted to each task Understand that short interval planning allows you to breakdown the overall project into smaller parts, such as one and two week tasks, to ensure that the overall schedule can be completed

PLANNING AND SCHEDULING

Short Interval Planning
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Short interval planning involves : Dividing the project up into one to two week tasks that are to be completed.

Gives Crews specific work goals to be achieved in 5 to 10 work days Great way to check job progress Allows you to spot and correct problems faster

PLANNING AND SCHEDULING

Short Interval Planning
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Short interval planning meetings include:

Use of Short Interval Planning Check List Use of Project schedule to check progress status Plan next short intervals by:

Use Master schedule to ID tasks to be accomplished

Organize work activities and prioritize

Put IN WRITING the upcoming work goals

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PROJECT SCHEDULE
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PLANNING AND SCHEDULING

Short Interval Planning
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Short interval planning meetings include: Make specific personnel assignments that:

Give Individuals responsibility to a specific task Create Optimum sized crews

Schedule Subcontractors and other Trades

ID priority tasks for completion Minimize Stacking of Trades Quick check list of what other Trades are to be accomplishing Verify availability of Subs, Materials & Equipment

PLANNING AND SCHEDULING

Short Interval Planning
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Short interval planning meetings include:

Plan Prefabrication requirements:

ID prefab components needed

Coordinate fab deliveries and unloading equipment

Satisfy tool and equipment needs

Determine what tools not on the job will be needed Schedule delivery of tools and equipment Return all unneeded tools and equipment to the shop

PLANNING AND SCHEDULING

Short Interval Planning
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Short interval planning meetings include:

Ensure suppliers will meet delivery dates

Establish equipment and material handling needs

All personnel are trained and aware of final destination points All cranes, hoists, etc are available at time of delivery

Discuss the interval that will follow the upcoming one Review the short interval planning process itself and revise it to be responsive to the project

SHORT INTERVAL PLANNING

The Job Supervisors Responsibilities
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Honestly report your crews progress and hours utilized. Dont hide extra hours Discuss with PM your results of the last interval, particularly:

Why a task may not have been completed How the labor hours matched up to the plan, good or bad

Work with PM to correct any problems hindering your plan Review manpower needs daily and modify as often as necessary to meet field conditions and maintain optimum crew size

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PREFABRICATION
Prefabrication and material handling are two key activities that greatly affect productivity. Like Material Handling prefab is more efficient and profitable. To remain competitive you need to have a strong effective Prefabrication Attitude. The old stick build methods doesnt cut it anymore.

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PREFABRICATION
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Advantages of Prefabrication:

Work is done under close supervision

Keeps on-site crews smaller

QC can be enhanced Allows for more efficient purchasing Reduces on-site storage problems Loose pipe and fittings are more easily lost or stolen on site then in the shop

PREFABRICATION
Advantages
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Steadier employment for shop employees, provide a fill-in for field personnel in fowl weather
Repetitive operations promote better working skills & easy training Installation can be done when weather is favorable Fewer tools and equipment may be needed on the job site

PREFABRICATION
Advantages
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Reduces the need for expensive power equipment in the field Coordination with other trades may be more efficient Prefabrication in the construction industry brings the same type of production techniques used in almost all other industries: repetitive operations, efficient work area, assembly line fabrication of components

PREFABRICATION
The Job Supervisors Responsibilities
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Understanding the prefabrication process and its advantages Cooperating with the PM to develop a plan for prefabrication Coordinating prefab with job site tasks
Thinking of ways to use more prefabrication

Nurturing a commitment to prefab by everyone in the company

PREFABRICATION
Planning
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Planning for Prefabrication requires your attention to scheduling and material handling. You must:

Identify what can be prefabricated

Plan the site for efficient receiving, storage and distribution of prefabricated materials Schedule prefab activities with sufficient lead time Be receptive to suggestions

PREFABRICATION
Planning
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Demand detailed drawings of all prefabricated materials

Make sure the crew know what is expected regarding method and technique Dont assume prefab is being done as originally planned Coordinate deliveries with job tasks Provide a secure area if prefab components are stored.

PREFABRICATION
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Opportunity Lost

PREFABRICATION
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Opportunities

PREFABRICATION
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Little Opportunities

PREFABRICATION
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BIG Opportunities

PREFABRICATION
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Think Out of the box

PREFABRICATION
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Way Out

PREFABRICATION
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Not just a one time Fad

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Submittal Data As-Built Drawings Punch List & Closeout Start-up Testing & Test Reports

JOB CLOSE-OUT

SUBMITTAL DATA

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DEFINITION: A submittal is a set of data sheets compiled by the vendor for a piece of equipment. The mechanical contractor forwards the submittal data to the projects mechanical engineer for approval prior to purchase.

SUBMITTAL DATA
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The Foreman must have a copy of the approved submittal on the job before the equipment is shipped. The submittal provides a detailed description of the equipment so that the foreman can use it to plan and install the rough-ins before the equipment arrives on site. Of course, follow the manufacturers installation instructions for installation of the equipment itself.

SUBMITTAL DATA
Job Supervisors Responsibilities
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Maintain a file on each major piece of equipment and put all equipment information in its proper file folder as soon as you receive it. Get copies of all approved submittals from the P.M. and file them where they later can be found.

Use approved submittal data to plan all equipment installations.

SUBMITTAL DATA
Job Supervisors Responsibilities
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NOTE: Occasionally you may have to use unapproved submittal data to plan and install rough-ins. If the unapproved submittal is rejected, you could end up re-doing the rough-in. Always consult with the P.M. before using unapproved submittal data.

SUBMITTAL DATA
Job Supervisors Responsibilities
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Use the submittal information to plan:

Receiving,

unloading and storage

Material
Rough-in

handling

Submittal Data may be helpful in making isometric and coordinated drawings, but final pipe fabrication and duct connections should not be started until dimensions and locations are verified upon equipment arrival.

SUBMITTAL DATA
Job Supervisors Responsibilities
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Provide necessary submittal information to all appropriate subcontractors so they can plan their work.
Notify the P.M. if there are discrepancies between the submittal data and the actual equipment. When the equipment arrives ensure that all manufacturers instruction manuals and operations manuals are included and add the instruction manuals to the file folder File Operations manual for inclusion in the Project Owners Instruction packet.

SUBMITTAL DATA
MATERIALS REQUIRED
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As a foreman you should have the following:

Copies of all approved submittals

Maintain an equipment status log

Manufacturers instructions for all equipment received at the site An operation manual for each piece of equipment received

AS-BUILT DRAWINGS
The Importance of As-Built Drawings:

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As the job progresses, changes are made that may be completely different from the original plans. As-built drawings are those that are created as construction proceeds in order to accurately record such changes. Asbuilts are critical because: They are the only way to track and record the actual construction. The owner will need these drawings as reference for maintenance, repairs and future renovations.

AS-BUILTS
and Your Company
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Accurate As-Built Drawings are essential because: Project contracts require that as-builts be completed and maintained as work progresses. The owner wont pay your company its retainage until the as-builts are submitted to him. As-builts are a great sales tool to generate future construction and service work with the owner. If your company has the As-builts, it can easily access and refer to the plans to troubleshoot or analyze a problem.

AS-BUILTS
The Job Supervisors Responsibilities
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To update your copy of As-Built drawings daily; the changed work may be covered by a concrete deck or a ceiling and youll be unable to verify the changes File the As-Builts and keeping them clean and in good condition Confirm that all of you subcontractors do the same

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Fast Track Project Drawings

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As more and more projects demand that contractors meet Baseline dates and Milestone dates or are Fast Track projects and Design/Build, Foremen must stay on top of all changes or a project can easily get out of hand. Some of these changes include: New issues of individual drawings submitted as prints or sepias 8 x 11 drawings that modify parts of existing drawings or add new areas Letters of Clarification that answer questions that have come up among the project team

Fast Track Project Drawings

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The Foreman must keep in mind: Each change on a Fast Track job can disrupt you work and the schedules of your subcontractors Most changes mean extra work for you and are therefore, billable. There are several things you can do to ensure that you manage changes well and that your company is paid in a timely fashion. The following are some of the ways to expedite changes:

AS-BUILTS
Managing Changes
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Review every change as you receive it and together with your Project Manager: Identify all costs your company will incur as a result of the change Review the effects on other trades so that the job sequence can be planned & coordinated Determine the modifications the change makes to the layout of the work Determine when to proceed Analyze if the change will require a time extension for the project How you will coordinate your Crews and Subs

AS-BUILTS
Managing Changes
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Log every change when received

Use colored pens to highlight changes on most recent drawings Confirm that your subcontractors foremen have complete drawings of all changes Update the drawings as you would asbuilts.daily

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Update Daily

As-Builts As-Builts Update Daily

AS-BUILTS
Materials Required
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To do the job in regard to as-builts and changes you will need: A complete copy of your companys procedures A clean set of drawings to be used as-builts only

PUNCH LISTS & JOB CLOSE OUT

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The Importance Of The End Of The Job The end of a job is not an easy time. There are many loose ends to tie up, and everyone is anxious to move on to the next project. It is a time when the little details can threaten the sanity of the best foreman.

PUNCH LISTS & JOB CLOSE OUT

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Are you DONE or are you DONE DONE? Definition of DONE Done, adj. 1. Arrive at or brought to an end; through, over 2. Doomed to failure, defeat or death. An item is not DONE until the end user says it is functional and has confirmed that no further action is required.
Note: If something is reported as done when in fact it is not then please refer to definition number two.

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Punch Lists & Job Close Out Punch Lists & Job Close Out
DONE but not Done Done DONE but not Done Done

PUNCH LISTS & JOB CLOSE OUT

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The Foreman has four primary responsibilities to close out jobs: Be punch list conscious from the first day of work to avoid long lists at the end of the job Prepare to act on your own preliminary punch list Complete all job close-out procedures according to the contract documents and company policies Maintain your crews motivation until all job details are completed

PUNCH LISTS & COMPLETION LISTS

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Your project manager will provide the punch list for the close-out of the job as prepared by the owner or GC. Dont start the punch list until the PM reviews it. Final payment will not be made to your company until all items on the punch list are completed satisfactorily.

PUNCH LISTS & COMPLETION LISTS

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To minimize the items on the punch list and get a head start on the project close-out, tie up as many loose ends as possible. Do this by:

Inspect the job and prepare a completion list including all items to be finished and/or corrected Do the same for your subs

Submit a copy of the list to your PM

Assignment of crews to complete items from the list approved by your PM

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PUNCH LISTS & COMPLETION LISTS

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When You Receive the Approved List From Your PM:

Complete all items ASAP

Initial and date each item as completed

Notify PM when all items are done and submit list as per your companys policy Verify that all subs complete the items in their scope of work

JOB CLOSE-OUT PROCEDURES

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Confirm all punch list items are complete Return all unused material to the company warehouse or supplier Take inventory of company tools and equipment and return same to the company shop Prepare for start-up Complete all paperwork Inform the PM of all equipment warranty periods so the owner can be notified Check with the PM for pending change orders

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Job Close-Out Procedures Rack Pipe was Done Job Close-Out Procedures until walk walk found Rack Pipe was Done untildowndown found 40 pipe 40 pipe guides and 2 thermo wells missing guides and 2 thermo wells missing

JOB CLOSE-OUT PROCEDURES

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Together with the PM, schedule post job meetings as needed to discuss the following:

A meeting with everyone who worked on the job to assess project performance identifying positive outcomes and areas that need improvement A similar meeting with subcontractors A meeting with the GC/owner/CM to assess the project

None of these meetings are meant to be gripe sessions, but instead, a meaningful evaluation of your companys performance

START-UP
Your company is responsible for the installation of all equipment and confirming that it is done according to the manufacturers instructions. The Job Supervisors installation responsibilities include:

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Proper installation of equipment

Verify identification numbers to ensure that the proper equipment is installed according to plans Resolving confusion as to proper installation before starting the work

Following the manufacturers instructions.

START-UP
The Job Supervisors Responsibilities
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Preparation

Final lubrication Remove and replace temporary filters Proper rotation of pumps, fans, chillers, etc. Testing, evacuation and charging of refrigerant piping and removal of shipping blocks Checking all power and control wiring Aligning all equipment Testing, flushing, filling all piping systems Scheduling Factory Startup Personnel

START-UP
The Job Supervisors Responsibilities
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Notification

Notify a testing and balancing company if needed Notify the owner so that they are on hand for the startup

Documentation

Have all documentation available prior to start-up date including: equipment submittal book, complete set of plans, factory start-up instructions, etc. Arrange to document the start-up

Submit all forms and review all check lists

TESTING & TEST REPORTS

Test Results are the proof of job quality

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The systems must not only work as specified in the contract documents, but also, the test reports must be completed to create a back up in case questions arise or a claim is filed.

TESTING & TEST REPORTS

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Types of tests required: Pressure Quality Control testing ASME or City code testing Permit testing Pre-start-up testing Fire suppression tests

Testing & Testing Reports Test & Test Reports

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Stand Pipe Flow Test Test Stand Pipe Flow

Testing & & Test Reports Testing Test Reports

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FireFire Pump Test Pump Test

TESTING & TEST REPORTS

The Job Supervisors Responsibilities
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Prepare all systems for testing Notify your company when the systems are testready so that necessary tests can be scheduled Using the contract documents, prepare a list of all people who are required to witness and/or assist in the testing process Gather all necessary witness signatures Notify PM of all test results ASAP Complete all paperwork and submit it to your company

Sample Test Report with Signatures

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ON TO THE NEXT JOB START THE PROCESS ALL OVER

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Questions / Comments ?