2013 Week 2 Part 2 Bldg the Job + Closeout

7/30/2019 2013 Week 2 Part 2 Bldg the Job + Closeout

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Bob Durr Jr.

Tom Mitchell

Job Close-Out

1 MCANY Foreman Training 2013

Building the Job


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BUILDING THE JOB

Receiving & Storage

Hand Tools Quality Control

Material Handling Planning & Scheduling

Prefabrication

Job Close Out

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RECEIVING & STORAGE3

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.


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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 severaltimes before installation


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RECEIVING & STORAGE

Moving material several times before installation5


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Issues that make receiving and storagedifficult 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


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RECEIVING & STORAGEBE ORGANIZED YOU NEVER KNOW WHEN YOU

NEED TO FIND THAT PIECE OF FABRICATION

12/17/2003 68 and sunny

7RECEIVING & STORAGEBE ORGANIZED YOU NEVER KNOW WHEN YOU

NEED TO FIND THAT PIECE OF FABRICATION

12/17/2003 68 and Sunny


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RECEIVING & STORAGELIKE THE NEXT DAY

12/18/03 28 & 18 of snow

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RECEIVING & STORAGELIKE THE NEXT DAY

12/18/03 - 28& 18 of snow


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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


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RECEIVING & STORAGEThe 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 immediatelyto 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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1

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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 ofdamage

Do not discard any damaged material or outer

packaging


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Receiving & StorageCareful Inspection:

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Receiving & StorageCareful Inspection:


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Receiving & StorageDamaged Epoxy Paint Coating

Requires expensive field repairs

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Receiving &

Storage

Damaged EpoxyPaint Coating

Requires

expensive fieldrepairs


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Receiving & StorageCareful Inspection of Equipment:

1

6 Receiving & StorageCareful Inspection of

Equipment:


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Receiving & StorageDamaged LugNot Seen till after unloading

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Receiving & StorageDamaged LugNot Seen till after

unloading


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Receiving & StorageDamaged Fiberglass

Not seen until tank was installed!18

Receiving & StorageDamaged Fiberglass

Not seen until tank was installed!


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1

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If concealed damage is later discoveredafter 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.


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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

fireproofing2

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fireproofing


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fireproofing2

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2

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C NG & S O AG


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2

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Arrange indoor storage of criticalequipment

Follow Manufacturers written procedures forstorage and maintenance. Keep logs ofmaintenance performed

Have all paperwork, instructions and tools &other equipment available prior to

installation


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2

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$3000 00 Valve Kit could not be found after being on the


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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)


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Things to Consider2

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When dealing with receiving, storage and

material handling ask:

What is it? Where does it go? How doyou 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 journeymenhave the responsibility to care for their tools.

When this happens the job is made easier,

more efficient and most importantly Safer.

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ToolsUsing the right tools for Safety and Efficiency29

Tools

Using the right tools for Safety and Efficiency


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TOOLS


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TOOLSThe job supervisors responsibilities are:

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Make sure the right tool is being used for the task athand

Train journeymen and new hires on the proper useand 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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3

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3

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Using the right tool for the right Job

Safely?


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QUALITY CONTROL34


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QUALITY CONTROL3

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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


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QUALITY CONTROLJob 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


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QUALITY CONTROLJob 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 of the

Company but most important it reflects

Your work ethic

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A Quality Installation is the signature of the Companybut most important it reflects

Your work ethic


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MATERIAL

HANDLING Productivity can be enhanced by effective

material handling and, conversely, poormaterial handling can seriously hamper a job.

Safety is a factor in material handling as well.

A high percentage of job site injuries are

related to improper material handling.

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M l H dl


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Material Handling

Effective planning and preparation makes

the job a lot safer & easier

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MATERIAL HANDLING


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MATERIAL HANDLINGJob 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 & maximizesrestocking value

Maintain records of all locations where Material &

Equipment is stored on site.

Material Handling

M i l H dli


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Material Handling

Uncluttered Work Area4

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Material Handling

Uncluttered Work Area

Material Handling

M i l H dli


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Material Handling

Cluttered Work Area4

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Material HandlingCluttered Work Area

MATERIAL HANDLING


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MATERIAL HANDLINGPurchasing 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 allequipment is available when needed

Have a tracking and documentation system

in place to ensure that you receive what youneed when you need it if possible where you

will put it

MATERIAL HANDLING


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MATERIAL HANDLINGTechniques to Improve Material Handling

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When handling material, work smarter notharder. Planning is crucial. Double moving

of material severely impacts productivity State clearly all material deliveries on the

purchase orders and/or include a materialhandling instruction form to guaranteeproper and timely shipping and receiving


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PLANNING AND SCHEDULING48

PLANNING AND SCHEDULING


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PLANNING AND SCHEDULING4

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Planning and Scheduling are related functionsthat have a great impact on the success of aproject.

Poor planning and scheduling can create a dismalproject and significant financial loss for acontractor.

The 6 P syndrome:

PissPoorPlanningPromotesPoorPerformance


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PLANNING AND SCHEDULINGThe 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.


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PREPLANNING


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PREPLANNINGThe 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 avoidexcessive 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


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PREPLANNINGThe Job Supervisors Responsibilities

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Review the number of hours allotted to each

task

Understand that short interval planning allowsyou to breakdown the overall project into

smaller parts, such as one and two week tasks,

to ensure that the overall schedule can becompleted



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PLANNING AND SCHEDULINGShort 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



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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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PROJECT SCHEDULE6

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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


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SHORT INTERVAL PLANNING


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SHORT INTERVAL PLANNINGThe 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 maintainoptimum crew size


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PREFABRICATION


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PREFABRICATIONAdvantages

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Reduces the need for expensive power

equipment in the field

Coordination with other trades may be moreefficient

Prefabrication in the construction industry brings

the same type of production techniques used inalmost all other industries: repetitive operations,

efficient work area, assembly line fabrication of

components

PREFABRICATION


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PREFABRICATIONThe Job Supervisors Responsibilities

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Understanding the prefabrication process and

its advantages

Cooperating with the PM to develop a plan forprefabrication

Coordinating prefab with job site tasks

Thinking of ways to use more prefabrication

Nurturing a commitment to prefab by everyone

in the company


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PREFABRICATION


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PREFABRICATION7

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Opportunities

PREFABRICATION


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PREFABRICATION

Little Opportunities


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PREFABRICATION


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PREFABRICATION7

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Think Out of the box

PREFABRICATION


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PREFABRICATION8

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Way Out

PREFABRICATION


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PREFABRICATION8

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Not just a one time Fad


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SUBMITTAL DATA 83


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SUBMITTAL DATADEFINITION:

A submittal is a set of data sheets compiled by the vendorfor a piece of equipment. The mechanical contractorforwards the submittal data to the projects mechanicalengineer for approval prior to purchase.


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SUBMITTAL DATA


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MATERIALS REQUIRED8

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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 DRAWINGS90


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AS BUILT DRAWINGSThe Importance of As-Built Drawings:

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. As-builts 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


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and Your Company9

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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 retainageuntil the as-builts are submitted to him.

As-builts are a great sales tool to generate future

construction and service work with the owner. Ifyour company has the As-builts, it can easily access

and refer to the plans to troubleshoot or analyze a

problem.

AS-BUILTS


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The Job Supervisors Responsibilities9

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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 changesFile the As-Builts and keeping them clean

and in good condition

Confirm that all of you subcontractors dothe same


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AS-BUILTS


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Managing Changes9

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Review every change as you receive it and together withyour Project Manager:

Identify all costs your company will incur as a result of

the change

Review the effects on other trades so that the jobsequence 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


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Managing Changes9

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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 as-builts.daily


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AS-BUILTS


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Materials Required1

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To do the job in regard to as-builts and changesyou will need:

A complete copy of your companys

procedures A clean set of drawings to be used as-builts

only

PUNCH LISTS & JOB CLOSE OUT101


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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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0

2

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 ordeath.

An item is not DONE until the end user says it is

functional and has confirmed that no further action isrequired.

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

DONE but not Done Done

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Punch Lists & Job Close Out

DONE but not Done Done

PUNCH LISTS & JOB CLOSE OUT


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The Foreman has four primary responsibilities toclose 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 andcompany 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 paymentwill not be made to your company until all

items on the punch list are completed

satisfactorily.



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To minimize the items on the punch list and get ahead start on the project close-out, tie up as many

loose ends as possible. Do this by:

Inspect the job and prepare a completion listincluding 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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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 theirscope 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 equipmentand 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 ProceduresRack Pipe was Done until walk down found 40 pipe

guides and 2 thermo wells missing

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Job Close-Out Procedures

Rack Pipe was Doneuntil walk down found

40 pipe guides and 2 thermo wells missing

JOB CLOSE-OUT PROCEDURES


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

A meeting with everyone who worked on the job to

assess project performance identifying positiveoutcomes 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-UPY i ibl f h i ll i f ll

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Your company is responsible for the installation of all

equipment and confirming that it is done according to

the manufacturers instructions. The Job Supervisorsinstallation responsibilities include:

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


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1

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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-UPh b S b l


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1

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Notification Notify a testing and balancing company if needed

Notify the owner so that they are on hand for the start-

up Documentation

Have all documentation available prior to start-up date

including: equipment submittal book, complete set ofplans, factory start-up instructions, etc.

Arrange to document the start-up

Submit all forms and review all check lists

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Test Results are the proof of job quality

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 casequestions arise or a claim is filed.


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Testing & Test Reports

Testing & Test Reports


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Fire Pump Test1

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Fire Pump Test

TESTING & TEST REPORTSThe Job Supervisors Responsibilities


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Prepare all systems for testing Notify your company when the systems are test-

ready so that necessary tests can be scheduled

Using the contract documents, prepare a list ofall 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


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p

TestReport

withSignatures

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ON TO THE NEXT JOB12

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START THE PROCESS ALL OVER

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2013 Week 2 Part 2 Bldg the Job + Closeout

Documents

Transcript of 2013 Week 2 Part 2 Bldg the Job + Closeout