Right from the Start Importance of a Pre-Construction Meeting To Minimize Risk. Presented By: Norb Slowikowski

Transcription

1 Right from the Start Importance of a Pre-Construction Meeting To Minimize Risk Presented By: Norb Slowikowski

2 Importance of Pre Construction Meeting Learn How to Align Expectations Develop Win/Win Relationships Minimize Risk When you understand and prepare for the job at hand, you can avoid risks that cause: Higher insurance premiums or loss of coverage Disorganized job site that causes delays and profit loss Hazardous Job Sites Negative image in the industry that costs you future work 2

3 Pre Construction Meeting - Benefits Starts a positive partnership and a trust relationship with General Contractor Aligns expectations of both parties in the construction process. Talk about the contract and anything that might come up that isn t included in the contract. Establishes an Action Plan for improving productivity and maximizing profitability. Creates a collaborative process for problem-solving, resolving job site disputes, managing conflict and removing barriers to productivity. Implements Key Job Controls for each phase of the construction process. 3

4 Schedule The Meeting Project Manager contacts General Contractor (via or phone) to request and schedule meeting two weeks before job start. In the request, state purpose of meeting and who should attend. Agree on a date, time and location for the meeting. Have pertinent information in s so everything is documented. 4

5 Prepare For The Meeting 1. It s important to sell yourself and inform the General Contractor about who you are and what you will deliver. 2. Impress the General Contractor. Always try to exceed expectations by: 5 Creating Wow! Be competent and caring Honesty is the only policy Listen - it creates trust and respect Effective problem-solving Provide exceptional service Be a fantastic fixer Master the Art of Calm Make managing and leading a way of life. Share you Mission, Vision, Values and Core Beliefs Make Productivity A Reality

6 Conducting the Meeting Review Productivity Improvement Process Model Productivity Improvement Process Model PROFIT (Result) PRODUCTIVITY (Focus) Be effective & efficient. QUANTITY QUALITY RESOURCES - Schedule - Install to spec. - Tools - Information - Cost Control - No Rework - Equipment - Training - Production Goals - QC Standards - Material - Support - Manpower CLIMATE FOCUS SKILLS ALIGNMENT DEPLOYMENT (Directive) (Managing & Leading) (Organization) (Performing) - Mission - Planning - Communicating - Process - Action - Vision - Organizing - Motivating - Standards - KJR s - Values - Coaching - Manage Conflict - Job Controls - Follow Up - Goals - Controlling - Problem-solving - Remove Barriers - Action Plans - Customer Relations - Reward System - Accountability FOUR PHASES OF THE CONTRUCTION PROCESS 6 JOB START UP JOB PREPARATION & PLANNING JOB IN PROGRESS JOB CLOSE OUT - Review Prints - Pre Job Planning Meeting - Job Site Visit Report - Final tool/equipment inventory - Turnover Meeting - Job Site Walk Around - Set production goals - Zero Punch List - Meeting with GC - Supt/Foreman Meeting - Daily Huddle - Demobilize - Job Information Packet - Weekly planning - Posts Job Review - Two Week Look Ahead - GC Final Evaluation - Manage labor budget - Complete paperwork - Material handling - Tagging defective equipment - Tool Box Talks - GC Evaluation (50% of job)

7 Conducting the Meeting Review Key Job Responsibilities Project Manager 1. Planning & Organizing Results Expected: Game Plan for effective management and coordination of each job. Standards Visibility visit jobs weekly Conduct Pre Job Meetings & Post Job Reviews Attend weekly Job Progress Meetings and Job Cost Review Meetings Work with warehouse to ensure proper material and equipment deliveries to job site 2. Productivity/Profitability Results Expected: Meet the schedule as well as labor and material budget. Maintain or exceed profit margins. Quality results no rework. Make sure Foreman has knowledge required to run the job. Standards Weekly planning including ordering of materials for the job and keeping Foreman informed Put together Job Start Up Technical Information Box (includes blueprints, scope or work and addendums, submittals, labor hours budget, job schedule, office supplies, mobilization list, RFI s) 7

8 Conducting the Meeting Review Key Job Responsibilities - Project Manager 3. Customer Satisfaction Results Expected: Accommodate customer needs in a positive manner at all times. Standards Maintain positive interaction with internal and external customers. Conduct Customer Evaluation Meeting at 50% point of job. Troubleshoot problems with Foreman on ongoing basis. 4. Leadership Results Expected: Teamwork & Positive Work Climate Standards Be catalyst for positive change on a continuous basis, manage conflict situations. Complete Job Site Visit Checklist for each job visit. 8

9 Conducting the Meeting Review Key Job Responsibilities - Project Manager 5. Safety Results Expected: No unsafe conditions or practices. No safety violations. No accidents or injuries. Standards Make sure Foreman maintains and enforces all safety rules. Use tagging with defective equipment. 6. Job Knowledge Results Expected: Thorough knowledge of scope of work, quality specs, contractual requirements. Standards Sound knowledge of field operations Maintain customer relations - identify barriers and make corrections as required Have thorough understanding of G.C. s schedule. 9

10 Conducting the Meeting Review Key Job Responsibilities Foreman 1. Planning & Organizing Results Expected: Right amount and type of manpower, tools and equipment on job site. Standards Complete Look Ahead Report with PM weekly. Order, organize and locate material in proper place on job site. Follow proper ordering procedures. Complete all paperwork accurately and on time. Understand scope of work, quality specs and contractual responsibilities. Follow proper ordering procedures. 2. Productivity/Profitability Results Expected: Meet or beat labor budget. Meet schedule, proper installation. No rework. Standards Track and code production by proper labor code. Communicate production goals to tradesmen. Track, follow up and take corrective action as needed. Check and assess quality of workmanship. Provide coaching. Maintain housekeeping and safety standards. 10

11 Conducting the Meeting Review Key Job Responsibilities - Foreman 3. Communication Results Expected: Open, honest, two-way communication with all players in the construction process. Standards Encourage feedback. Be an effective listener. Give people all the information they need to do their job. Provide proper documentation of job site problems. Make sure everyone on the same page with your communication. 4. Leadership Results Expected: Build a Positive Work Climate. Make Teamwork a Reality. Standards Foster positive relationships with all team members. Collaborate with them. Be proactive, not reactive. Let your people know how important they are. Hold people accountable. Coach, Coach, Coach. 11

12 Conducting the Meeting Review Key Job Responsibilities - Foreman 5. Safety Results Expected: No unsafe conditions or practices. No safety violations. No accidents or injuries. Standards Maintain sound safety practices on job site. Monitor PPE. Report unsafe conditions to GC s Superintendent, Safety Manager & Project Manager. Maintain equipment to safety standards. Conduct weekly Tool Box Talks. 6. Manpower Results Expected: Proper manpower loading to meet job site requirements. Standards Assign people to jobs based on their strengths. Make sure they know what to do, how to do it, how much they have to get done and when they need to get it done. Hold people accountable. Coach when needed. Oversee Time Keeping System 12

13 Client Contract Review 1. Scope clarifications, Exception letter 2. Acceleration Claims 3. Contract Language 4. Additional Insured 5. Arbitration 6. Asbestos Disposal/Removal 7. Assignment of Contract 8. Backcharges 9. Bonds 10. Building Codes 11. Consequential/Incidental Damages 12. Delay by Customer 13. Disputes 14. Drug tests, searches, etc. 15. Employees of Others 16. Equipment of Others 17. Force Majeure 18. Indemnification 19. Inspection of Others Work 20. Insurance 21. Interpretation 22. State Laws & Regulations 23. Liability of Customer 24. Liquidated Damages 25. Maximum Liability 26. No Damage for Delay 27. Payment Condition 13

14 The Contract As Management Tool 1. Would you accept a contract that defines scope of work as: The subcontractor is to supply all labor, materials, equipment etc. necessary for installation. a. b. c. 2. Should subcontractor fail to properly execute work, contractor may provide labor & materials as necessary to complete the work, and deduct cost of same from subcontractor s next payment. a. b. 14

15 The Contract As Management Tool 3. Work performed by sub-contractor shall be executed by skilled and reputable laborers satisfactory to the contractor. Work to be done shall fully comply with plans and specs agreed upon prior to job start and with the approval of the architect/engineer. a. b. c. d. e. 4. Would you accept a contract which called for first class workmanship throughout? a. 15

16 The Contract As Management Tool 5. A General Contractor has charged you with liquidated damages. a. b. What legal excuses do you have? How can you prove the fact that it s his fault? 6. Subcontractor begins work covered by contract as soon as construction upon which work is to be done is ready. Sub shall carry out work efficiently without delay on progress of contractor s work or other work done by other sub-contractors. Sub shall do portions of work in preference to others, if so ordered by the contractor. a. b. c. What is incorrect about the above statement as written? 16

17 The Contract As Management Tool 7. Suppose a sub-contractor and an owner cannot agree on the price of a Change Order. Does the sub-contractor have to execute the Change Order? a. What can he/she do to secure the extra money he/she feels is due? b. 17

18 Initial Meeting With GC Checklist Initial Meeting With GC Checklist Instructions: PM will complete this checklist during Pre Job Planning Meeting DATE: JOB: JOB LOCATION: JOB#: JOB NAME: DRYWALL PM: JOB TYPE: A = COMMERCIAL PM PHONE: PM PM FAX#: B = REHAB C = TIME & MATERIAL D = INDUSTRIAL GC: BILLING DATE: RETENTION: % GC S SUPT: GC PM: GC JOB PHONE: GC FAX: GC OFFIC PHONE: GC ARCHITECT: ARCHITECT PHONE: ARCHITECT SUB NAME (if applicable) AMOUNT PHONE CONTACT SCOPE OF WORK DURATION START DATE COMPLETION DATE SUPPLIERS DEL. DATE PHONE CONTACT 18

19 Initial Meeting GC Checklist Page 2 Initial Meeting With GC Checklist (continued) REVIEW YES NO NOTES Contract, Plans and Specifications Estimate Scope of Work/EWA s Addendums/Alternates Changes to Scope of Work & Adjustments to Contract Pricing who handles and approves? Schedule Subs Any Lead Times that may impact work? Contact for Billing Information Quality Standard, Tolerance, Level of Finish Potential Problems (i.e. estimates bust lighting, weather, location, etc.) Material List Provided Follow Up Job In Progress Checklist When are Job Coordination/Sub Meetings? Job Site Correspondence sent to? Should we provide ongoing Punch List for this job? Safety Meetings/Safety Rules/Safety Director Safety Records & Material Requirements Accident/Injury Reporting Procedure/Local Clinics Hospital Housekeeping/clean Up Restrictions on Radios Location for Trailer, Deliveries, Parking, Storage Signage Smoking Policy / / Project Manager s Signature Date GC s Signature Date 19

20 Pre Job Planning Checklist Pre Job Planning Checklist Instructions: PM will complete this checklist during Pre Job Planning Meeting DATE: JOB: JOB LOCATION: JOB#: JOB TYPE: A = COMMERCIAL B = REHAB C = TIME & MATERIAL D = INDUSTRIAL DRYWALL PM: PM PHONE: PM PM FAX#: GC: BILLING DATE: RETENTION: % GC S SUPT: GC PM: GC JOB PHONE: GC FAX: GC OFFIC PHONE: GC ARCHITECT: ARCHITECT PHONE: ARCHITECT SUB NAME (if applicable) AMOUNT PHONE CONTACT SCOPE OF WORK DURATION START DATE COMPLETION DATE SUPPLIERS DEL. DATE PHONE CONTACT 20

21 Pre Job Planning Checklist Page 2 REVIEW YES NO NOTES Contract, Plans and Specifications Estimate Scope of Work Addendums/Alternates Schedule Quality Standard, Tolerance, Level of Finish Potential Problems (i.e. estimates bust lighting, weather, location, etc.) Material List Provided Follow Up Job In Progress Checklist Should we provide ongoing Punch List for this job? Safety Rules Checklist Other: / / Project Manager s Signature Date Foreman s Signature Date 21

22 Pre Job Planning Meeting Checklist Pre Job Planning Meeting Checklist DATE: JOB NAME: JOB NUMBER: PM: GENERAL SUPT.: FOREMAN: ESTIMATOR: Instructions: PM is responsible for scheduling and conducting Pre Job Planning Meeting. Use this checklist as you conduct the meeting. Upon meeting completion, place copy of Checklist in Job File. Action Items To Be Reviewed 1. Estimate, specs, scope of work, drawings and all other bid docs, lists of recommended vendors 2. Contractual requirements 3. GC s insurance requirements, schedule of values, submittals, addenda, etc. 4. Labor breakdown and tracking and coding procedure 5. Tool & Equipment Requirements 6. Progress Billing Procedures and Deadlines 7. Extra Work Order Procedure, Change Order Procedure, and Customer Upgrade Procedure 8. Job Site Requirements 9. Review GC s Schedule 10. Material List broken out by phases 11. All Permit Applications 12. Field Office Requirements: Power, Phone/Fax, Computers, Trailer(s) 13. Fully executed Contracts with subs (if applicable) 14. Fully executed Purchase Agreements with all major suppliers 15. Shop Drawings accepted by GC 16. Progress Billing Procedures and deadlines 17. Review and provide Job Information Box to Foreman 18. Request dimensions for proper kitchen and bathroom layout 19. Requests for benchmark and control lines. Check or specify DNA 22

23 Key Technical Information for Effective Job Start Up 1. Scope of Work: Includes plans you must work from including respective dates of print, the specifications sections you are responsible for, inclusions and exclusions addenda and any other requirements of the project or the GC. Make sure all players understand scope. 2. Your Contract with the GC: Foreman should be familiar with highlights of the subcontract, which he/she will be dealing with on a daily or weekly basis. Review Take Off Sheet prepared by the Estimator. Also include: schedule, payment & billing information, workforce & minority requirements, work hours, overtime policies. 3. Specifications: Read your sections of the specifications, review for the job. The section pertaining to the materials and products to be used along with the installation/execution requirements. 4. Take Off Quantities: Review with Estimator measurement of quantities pertaining to partitions, partitions special conditions, drywall ceilings and soffits, special conditions and the finishing. 23

24 Key Technical Information for Effective Job Start Up 5. Review Complete Estimate: Do this with the Estimator to find out how and why he put together the bid in the manner he did. 6. Material List: Review and check for such items as: Accurate sizes (i.e., drywall, stud lengths) Field to verify these items Pricing provided by suppliers Name and phone number of supplier All long lead items with appropriate lead time A Material Stocking List should be completed to exactly place the material in specific locations to minimize unnecessary handling. 7. Labor Budget & Breakdown: Include daily production rates for each component and total man days for various operations separated into sections such as floors or areas. 8. Meet The Players: Get to know the other subs on the job - makes for a better work environment. 24

25 Key Technical Information for Effective Job Start Up 8. Familiarity with Prints/Shop Drawings: Review the plans. How is the job laid out? What language does the architect use to tell the story? Are there general notes at the beginning or are there notes on all the sheets or both? Is there a smooth rhythm which takes you from the floor plans to the sections to the details or is this one of those tough jobs where you have to fight for every quantity? Color code partitions, ceilings and soffits. Drawings should also include any revisions or clarifications that have been included in the scope of work. 9. Job Schedule: Get copy of GC s schedule to see where your trade fits in and how much time has been allotted to do your work. Prepare your own schedule that includes crew size for each category of work and duration of work for each category. Prepare a One-Week Look Ahead schedule for the job. 10. Change Order Process: Foreman must know how we get paid for any work not included in the contract. Use Extra Work Authorization Form to describe change you have been asked to do, along with the amount of time and manpower it will take to do it, then have it signed by an authorized representative of the GC. Let GC know that Project Manager will submit a price to do the work. Don t proceed with a change until it has been processed and approved. 25

26 Right From The Start Never Give Up Keep Mission, Vision, Values & Beliefs alive always. Climate Positive environment so people do their best work. Alignment Create connection between all team players Deployment Take The Temperature - keep continuous improvement as a best practice. 26

27 Minimize Risk Learn From Mistakes Promote Psychological Heartiness Foster Risk-Taking Make Something Happen 27