The Successful Construction Supervisor and Foreman Netscher 2019

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The Successful Construction
Supervisor and foreman
Paul Netscher
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“Good supervisors and foremen are essential to successful construction
companies. They are essential to the success of construction projects. The
construction industry is desperate for good supervisors and foremen. They are a
valuable asset to construction companies.”
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Copyright © 2019 Paul Netscher
All rights reserved. No part of this publication may be reproduced or transmitted, in whole or in part, by any means without
written permission from the publisher.
Published by Panet Publications
PO Box 2119, Subiaco, 6904, Australia
ISBN: 9781794509092
Available from Amazon.com and other retail outlets
For information on the author and his other construction books visit
www.pn-projectmanagement.com
Legal Notices
It should be noted that construction projects are varied, use different contracts, abide by different restrictions, regulations,
codes and laws, which vary between countries, states, districts and cities. Furthermore, various industries have their own distinct
guidelines, acts and specific protocols which the contractor must comply with. To complicate matters further these laws, acts and
restrictions are continually evolving and changing. Even terminologies vary between counties, industries and contracts and may
not be the same as those included in this publication. It’s therefore important that readers use the information in this publication,
taking cognisance of the particular rules that apply to their project.
Each project has its own sets of challenges and no one book can cover all the steps and processes in every project. This
publication covers a broad range of projects without being specific to a specific field of work. Some of the author’s personal
opinions may not be pertinent to certain projects, clients or companies. Readers should undertake further research and reading on
the topics particularly relevant to them, even requesting expert advice when required.
Therefore, the author, publisher and distributor assume no responsibility or liability for any loss or damage, of any kind,
arising from the purchaser or reader using the information or advice contained herein.
The examples used in the book should not be seen as a criticism of people or companies, but, should rather be viewed as
cases which we all can learn from. After all we’ve all made mistakes. Any perceived slights are unintentional.
Cover layout by Clark Kenyon, www.camppope.com
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Preface
Supervisors and foremen are at the coal face of every construction project – the critical link
in the production process. They literally make things happen. In many cases they are the unsung
heroes. Supervisors and foremen usually have years of experience on the tools. They’ve worked
hard to get to where they are. Eventually they’re given a crew and section of work to manage.
They are now the foreman or supervisor. This title comes with responsibilities – but often
nobody has explained exactly what these responsibilities are. The biggest responsibility is for
people’s lives – their crew, others on the project, including subcontractors, the general public
around the project site, and the people that will use the facility once it’s completed. A serious
accident and injury could lead to grave consequences for the supervisor or foreman if their
negligence was the cause of the accident – possibly a monetary fine, or in serious cases even
time in prison. Yet, nobody has explained this. A death or serious injury will be on the
supervisor’s conscience for life! The supervisor could even be seriously injured if they engage in
unsafe practises.
Supervisors and foreman are expected to finish projects on time, with the required quality,
and make money for the contractor – but often no one has explained what’s critical, and what
they should be looking out for.
Then there’s the reams of paperwork to be completed, paperwork that most supervisors and
foremen hate – after all foremen and supervisors are people of action. They just want to get the
job done! Why should paperwork get in the way of production? Why is paperwork so important
to managers, clients and the authorities? Every day and each new project seems to demand more
paperwork!
As a young engineer on a project, and as a project manager, I was fortunate to learn from
many excellent supervisors and foremen. Indeed I would never have achieved what I did without
the foremen working on my projects. They were the powerhouse of the projects, and I only had
to steer the project to a successful conclusion.
I’ve written several successful construction management books addressing the challenges of
managing construction projects from both the contractor’s and the client, or owner’s, side.
Now it’s my turn to share my 30 years of construction experience and knowledge with
construction supervisors and foremen. To explain why things are done in a certain way, why
good paperwork is essential, but more importantly, to help supervisors and foremen become the
very best.
It’s important to note, construction has traditionally been dominated by men, foreman is a
masculine term, but there’s absolutely no reason why women can’t be supervisors. Indeed more
women are working in construction and they should be welcomed. Construction needs good
people.
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Acknowledgements
Thanks to all the great supervisors and foremen that I’ve worked with over the years.
Thanks for everything you taught me, thanks for your support, I wouldn’t have achieved the
successes I did without you. Thank you to all the teams I’ve worked with over the years, thank
you for your efforts and loyalty.
Thank you to all my readers, especially those that have posted reviews on Amazon and
written to me. Your comments and support have motivated me to continue sharing my
construction knowledge and expertise.
Over the years I have encouraged, trained and mentored many supervisors and foremen.
They haven’t let me down and they’ve gone on to reward the company and I with their
knowledge, loyalty and hard work. Indeed, they’ve risen to become valuable members of our
team, so thank you to these supervisors and foremen for repaying my efforts and my confidence
in them. I hope that this book helps guide and motivate the next generation of foremen and
supervisors.
Thank you once again to Sandra for your support.
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Contents at a Glance
Introduction
Chapter 1 – Who’s Who and What They Do
Chapter 2 – How Companies Find Work
Chapter 3 – Starting the Project
Chapter 4 – Delivering the Project
Chapter 5 – Construction Processes
Chapter 6 – Safety
Chapter 7 – Drawings
Chapter 8 – People Management
Chapter 9 – Construction Equipment
Chapter 10 – Construction Materials
Chapter 11 – Quality Control
Chapter 12 – Subcontractors
Chapter 13 – Construction Schedule (Programme)
Chapter 14 – Productivity
Chapter 15 – Contractual and Financial (Money and Legal Stuff)
Chapter 16 – Cutting Costs
Chapter 17 – Completing the Project
Conclusion
Foreman and Supervisor self-evaluation
Glossary
References
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“Being a supervisor is challenging, it’s hard work, but it’s
also rewarding watching projects take shape under your watch.
A supervisor’s job is certainly never boring – every day is
different, each project is different, different locations and
different people, all presenting new challenges.”
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Contents
Introduction
The client – your company’s client
The client’s team
The client’s other contractors
The client’s operations team
The contactor’s team
Subcontractors
Suppliers
The public
Testing service providers
The authorities
Summary
Reputation
Pricing the project
The supervisors role in finding work
Advertising
Social media
Summary
Understand the project conditions
Site fencing and security
Construction facilities (offices, toilets and stores)
Construction laydown areas
Project signage
Project working hours
Project inductions
Survey and setting out
Locating and marking the position of existing utility lines
Temporary construction roads
Project stormwater
Checking access
Safety documentation
Paperwork
Establishing relationships
Summary
Time management
Teamwork
Day to day planning
Problem solving
Productivity
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Communication
Meeting notes
Client site progress meetings
Request for information
Daily records
Photographs
Client relations
Assisting the client
Potential problems with the design
Don’t overpromise and underdeliver
Management visits
Preparing for the weather
Preparing for the holidays
Cooperating with other supervisors
Never look the other way
Help
Bribery and corruption
Opportunities for further work
Summary
Property boundaries
Clearing the project site for construction
Excavation
Compaction
Demolitions
Construction rubbish
Concrete
Reinforcing
Formwork
Waterproofing
Summary
Safety leadership
Personal protective equipment
What safety standards?
Safety signage
Safety barricading
Traffic
Housekeeping
Toolbox meetings (tailgate meetings)
Safety training
First-aid facilities
Emergency contacts
In the event of an accident
Accident and incident reporting
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Safety incidents are a warning sign
Weather
Hazardous materials
Fire
Safety in operational areas
Fatigue management
Mental health
Substance abuse
Environmental
Summary
Drawing control
Checking drawings
Drawing revisions
Ordering materials
Drawing queries
If it doesn’t look right ask questions
Summary
Respect is earned – it doesn’t come with a title
Different cultures, ethnicities and backgrounds
Managing people – micromanaging and delegation
Know and understand your team
Setting an example
Communication – it’s a two-way street
Choose your loyalty
Time keeping
Discipline
Disciplinary procedures
Grievance procedures
Sometimes supervisors have to make tough decisions
Unions
Bullying
Drugs and alcohol
Training and mentoring
Promoting employees
What to do when a new person joins your crew
High turnover of employees
Time off, leave, rest and holidays
Team morale
The art of persuasion
Conflict resolution
You will be tested
Thank you and feedback
Retaining your crew
Summary
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The right item
Equipment hire contracts
Insurance
When equipment arrives on the project
Booking equipment hours
Care and maintenance
Overloading equipment
Reporting breakdowns
Licenses
Balancing equipment with tasks and other equipment
Equipment utilisation
Using older equipment
Returning equipment
Formwork and scaffolding
Cranes, lifting equipment and slings
Summary
Lead times
Ordering materials
Transport of materials
Offloading and storing materials
Checking deliveries
Defective materials
Specifications
Wastage
Handling material
Summary
Quality documentation
Checking
Testing
Samples
Non-conformance reports
Remedial work
Protecting completed work
Summary
Understanding responsibilities
Subcontractor inductions and kick-off meetings
Access and delays
Managing subcontractors
Cleaning work areas
Communicating with subcontractors
Back-charges
Subcontractor variations
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You can’t just terminate a subcontractor
Paying subcontractors
Summary
Why a construction schedule is important
Resources
The critical path
Milestones
Doing work in the correct sequence
Monitoring progress
Delays
Acceleration
Summary
What impacts worker productivity?
How to improve productivity
Equipment productivity
Summary
Chapter 15 – Contractual and Financial (Money and Legal Stuff)
Monthly claims – getting paid for work completed
Cost plus and dayworks
Site costing
Variations
Insurance claims
Delay claims
Retainage money and bonds
Why it’s important for your company to make money
Summary
Overtime
Productivity
Looking after equipment
Using equipment efficiently
The right size equipment
Not wasting materials
Preventing theft
Preventing rework
Using utilities (water and power) sparingly
How you shouldn’t save costs
Summary
Checking drawings and instructions
Labelling and signage
Punch listing (snag listing)
Beneficial access
Connections and tie-ins
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Commissioning and testing
Handover
Documentation
As-built drawings
Spare parts
Keys
Clearing the project site
Off-hire items
Demobilising people
Certificate of practical completion – why it’s vital
Construction defects and defects liability period
Warranties and guarantees
Summary
Conclusion
Glossary
References
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“Good supervisors are advertisements for their company, that
can outshine the largest billboard, or the most expensive advert
in the media.”
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Introduction
A construction foreman (foreperson) or supervisor is a tough job. Out in all types of
weather, facing seemingly impossible deadlines, dealing with people who don’t always have the
skills for the tasks, sometimes reporting to project managers who have little understanding of
construction, using equipment that breaks down, working long hours, reams of paperwork to fill
out, people taking chances, rules and more rules – is it all worth it? Construction foremen and
supervisors are at the coalface of every project. Good foremen and supervisors are essential to
the success of every construction project and every construction company, indeed, they are
valuable assets.
A construction foreman, foreperson, or supervisor, manages a work crew, or oversees a
section of work. Of course they can be male or female. For the sake of this book I’m going to use
the term supervisor.
Being a supervisor is challenging, it’s hard work, but it’s also rewarding watching projects
take shape under your watch. A supervisor’s job is certainly never boring – every day is
different, each project is different, different locations and different people, all presenting new
challenges.
Supervisors take on enormous responsibilities and often they aren’t rewarded for this
responsibility. Not only are they responsible for coordinating their team and resources to ensure
that the project, and in particular their section of work, is delivered on time and meets the
required quality standards, but they must ensure that the resources operate efficiently. Then most
important, they’re responsible for people’s lives. They’re responsible to ensure that they, their
team, others working on the project and the general public aren’t endangered or injured by
activities on the project, or related to the project. In addition, they must ensure that the project is
constructed in accordance with the applicable standards and specifications, so that those using or
operating the completed facility won’t be harmed in any way.
Most supervisors have years of experience on the tools, learning their trade, sometimes
through apprenticeships, but mostly from watching and learning from others. These skills are
often focussed on a particular trade or skill. But, being a supervisor is a totally different ball
game. Where before, as a tradesperson you were doing the work yourself, now as supervisor you
must organise and manage others doing the work. It’s often hard to step back and watch others
do the work, when possibly they’re not meeting the standards and speed that you would produce
on the job. It’s difficult to step back and be less hands-on. But, supervisors have to take control
of the whole job, and not be distracted from this management and organisational role by doing
the work yourself. There is just far too much happening on a project to get your hands dirty
doing the work yourself.
So, what exactly is the job description of a typical supervisor?
Supervisors must organise and plan the work at the start of the project. This means selecting
appropriate work methods for the tasks. It includes ensuring that there’s sufficient resources
(people, materials and equipment) when they’re required on the project. Their team must have
the required skills and the equipment must be the right machine for the job, the correct size and
in good working condition.
Supervisors need to understand the construction schedule (programme or bar chart). This
includes knowing where to start and the correct sequencing of the tasks so that items aren’t
forgotten, and so work doesn’t have to be undone to allow tasks that should have happened first
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to be completed. They must ensure that the work progresses at the required rate, in accordance
with the construction schedule. Working too slow will mean that progress will slip behind
schedule and the project will inevitably finish late, unless steps are taken to catch up the
slippage. Therefore, supervisors must understand construction processes, as well as the
productivities of people and equipment, knowing what resources are required to finish the tasks
in the allotted time.
Supervisors must understand construction safety. Consequently they need an understanding
of the project specific safety rules and hazards, and knowledge of the national and state safety
regulations. They should understand construction methods, and the dangers of certain activities
and equipment. They must ensure that their teams work safely at all times. Importantly, they
must complete all the required safety documentation.
Supervisors must be able to manage people. In fact dealing with people in an effective way
is an essential requirement. People in construction come from a wide variety of educational,
financial and cultural backgrounds. Supervisors are expected to deal with suppliers,
subcontractors, engineers, project managers, people in the company head office (including, wage
clerks, human resources managers, directors, buyers and equipment managers), the client, the
client’s engineers and architects, and of course their crew, which could include carpenters,
steelworkers and general workers.
Supervisors have to communicate (both verbally and in writing), they must lead, motivate
and delegate. Who has taught them this?
Supervisors must understand the company rules, project specific rules (which differ
between projects) industrial relations law (which change from time to time) safety regulations
and sometimes union rules. A simple misunderstanding could turn into a major problem.
Supervisors must have technical knowledge of the construction methods and materials they
are working with, and an understanding of the equipment they are using.
Unfortunately there are few courses for supervisors, and almost no qualifications required –
other than the construction life of hard knocks. Managers just expect supervisors to know things,
yet they don’t explain anything. Who teaches new supervisors?
In this book I explain some of the basics and why things are done in particular ways.
Because my experience is with concrete, roads and buildings, that’s what I concentrate on. But
electrical, piping, structural steel and mechanical supervisors all face similar challenges,
although technical details and terminologies may vary.
It should be noted that terminologies and titles vary between countries, between different
industries (say building and roads) and even between companies. So for instance, the
contractor’s manager of the project could be known as the project manager, site manager,
construction manager, or building manager, but I’ve called them the project manager. Please
refer to the glossary at the end of the book to see a description of the terminologies and titles that
I’ve used in this book.
I hope this book helps you become a better foreman or supervisor. Construction is
desperate for good, experienced, skilled and dedicated supervisors. Construction needs you.
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“As a young engineer on a project, and as a project manager, I
was fortunate to learn from many excellent supervisors and
foremen. Indeed I would never have achieved what I did without
the foremen working on my projects. They were the powerhouse of
the projects, and I only had to steer the project to a successful
conclusion.”
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Who is paying you? Well of course your employer, normally a construction company or
contractor is paying the supervisor’s wages. But who is paying your company? Some projects
can be complex and employ multiple contractors and subcontractors. There’s a saying; “he who
pays the piper calls the tune”. In other words the person, or company, paying for the service can
direct the service provider, in this case your company, what to do. If someone else directs your
company to do some work, there’s no guarantee that the company or person that employed your
company will pay you for the instruction given by that person.
It’s therefore important for you to understand who employed your company and who you
should listen to. Unfortunately, many contractors don’t explain to supervisors who their client is
and who they should listen to and take instructions from. It’s therefore best that supervisors only
take instructions from their managers when these instructions involve changes, additional work,
or will cause delays. Obviously, where the instruction relates to an urgent safety matter,
instructions and advice should be taken from anyone to avoid injury or damage to property.
The client – your company’s client
The client may be a home owner, a property developer, the local council or shire, state
authority, government entity, mining company, oil or petrochemical company, factory, or indeed
anybody, or any company that requires construction work. The client may even be another
contractor who requires specific parts of a project they’re working on to be executed by your
company. Your company’s client pays your company to execute a portion of work that your
company has been employed (contracted) to complete.
On large projects there could be an owner or main client, who then appoints a managing
contractor, who then appoints other contractors. The client for these contractors would be the
managing contractor and not the facility (project) owner. One of these contractors may employ
your company as a subcontractor to do a portion of the work for them. They would be your
company’s client. So the facility owner could direct your company to carry out additional work,
but they have no contract with your company and are not obliged to pay your company for the
work. By the same token, the managing contractor may direct your company to execute
additional work, but again there is no contract between your company and the managing
contractor and your company possibly won’t be paid for the work. In effect, in this case if the
owner wanted additional work they should issue an instruction to their managing contractor, who
would issue an instruction to their contractor (the contractor that employed your company – your
client), who could then issue an instruction to your company to carry out the additional work the
owner required.
Regrettably, this often leaves supervisors caught in the middle, maybe even faced with an
irate owner who wants additional work done, changes made, or even you to stop work. But,
supervisors have to stand firm and insist that the person that pays for the work, the company
that’s employed your company, your company’s client, is the only person or company that can
issue your company an instruction.
It’s important that you understand who your client is, because they will only pay for work
that they instruct your company to do.
The client’s team
Your client often employs individuals and companies to assist with the execution of the
project. These could include; the project manager, engineer, architect, safety officer, quality
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manager, clerk of works, etc. The client has normally delegated certain responsibilities and
authorities to these people.
Now at some time, they’ll all be talking to the supervisor and issuing instructions. Who do
you listen to? Again, if it’s a safety instruction where it impacts life or property, you should
listen to anyone. If the safety instruction appears unreasonable, it isn’t standard practice, and it
involves additional time and costs you should report the instruction to your project manager who
should argue the instruction with the client, or claim the additional time and costs involved from
your client.
If there’s a quality issue, again, any of the client’s team could ask you to rectify an
immediate problem. Once more though, if the request or instruction is unreasonable you should
notify your manager.
Where there’s a request for a change, modification or additional work it’s important that the
client’s authorised representative issues a written instruction. (See chapter 4 – Communication.)
Regrettably, designers and project managers make mistakes, they may ask you to do additional
work, to move an item, or redo something, to cover their error. They’re always reluctant to issue
a site instruction because a written instruction means that your company will claim for the time
and costs involved to carry out the instruction. Of course the client will be unhappy when they
have to pay for these changes which are a result of mistakes made by their team. This could
result in confrontation with you, the supervisor, having to stand your ground and insist that you
only do additional work when you receive a written instruction. After all you don’t work for free,
so you shouldn’t expect your company to work for free, and nor should any of the client’s team
expect your company to do work for free.
Of course, as mentioned in the previous section, it’s important to understand who is your
company’s client, who is part of their team, and who is entitled and authorised to issue your
company instructions. Instructions issued from someone who doesn’t work for your client, or
who isn’t authorised to issue instructions, may mean those instructions are null and void and you
could be doing work which your company won’t be paid for.
The client’s other contractors

The client may employ other contractors. Some will be working in your area and you will
be expected to coordinate work so that everyone stays safe and so work can proceed with
minimal interference to each contractor. Some contractors will be installing things as part of your
project. Usually you have no authority over these contractors if they’ve been appointed directly
by the client. Often these contractors are a pain since they expect to have the work areas to
themselves, and that your work must take a back seat to them. In addition they’re often careless
and damage your completed work.
Obviously your work cannot be delayed, or damaged, by these contractors, so problems
must be reported immediately to the client and your manager, and recorded in the daily diary or
log. (See Chapter 4 – Daily records). Where possible take photographs of the problems caused
by their work.
Most contract documents would stipulate that your company would be expected to work
with and alongside other contractors. But, then the other contractors would have a similar
contract with the client. In other words, every contractor must cooperate with others, so that there
are no losers. This cooperation extends to ensuring that all work is completed safely. Often
supervisors have to be fairly vocal and stand up for their company’s rights and ensure that their
progress and productivity aren’t unduly impacted, while always remembering that the other
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contractors also have to complete their work and make money. Therefore always try and
cooperate where possible.
The client’s operations team

Sometimes you will be working within an existing operational facility. The client’s
operations team will be doing their work, operating the facility, while you are trying to work
around them.
Although you are expected to work with and around the operations, you must be aware that
usually this operational crew is not your client. They cannot give you instructions, ask you to do
additional work, or change things, without your client’s authorised representative issuing you an
instruction. Consequently, even if the factory or facility manager asks you to carry out additional
work, you have to request that an instruction is issued from your client’s representative
managing your work. You need to know who you should receive instructions from and who you
should report problems to.
Frequently the client’s operations take priority and they could block your access to work
areas, delaying your progress. It’s important that you note all these delays and report them to
your manager, or your client’s representative. In order for the project to not be delayed you must
be given access as specified in the contract with your client. If this access isn’t provided, your
company will be able to claim for an extension of time, as well as the additional costs incurred
because of lost productivity due to these interruptions and delays.
You and your team will have to comply with the rules and safety requirements as specified
in your company’s contract and as required by your client. It should be noted, that often the
client’s operational team works to different standards. If these standards are lower than your
requirements it’s no excuse for you and your team to come down to these lower standards. We
often had to work to stringent safety requirements, while the client’s operations team ignored
these same standards. It may seem unfair, and it’s usually difficult to explain to your crew, but
you have to comply with the standards demanded of you by the client, even when the client’s
team follows lower standards. However, if the client’s operations team requires higher standards
from you than set out in the contract, then this will be reason to claim a variation for the
additional costs or delays, so you must advise your client and your manager.
Obviously both your crew and the client’s operations team must be safe at all times. This
means that each side must constantly communicate with the other and ensure that work crews are
aware of hazards and stay away from dangerous operations. There usually has to be constant
coordination of the work. (See Chapter 6 – Safety in operational areas.)
The contactor’s team
The contractor’s project team could just be your crew and you, the supervisor, possibly
reporting to a project manager who oversees a number of projects. If you’re working for a small
contractor you may report directly to the company owner who is managing the project and
running the company. Large companies and big projects could employ a much larger project
team, which could include a project manager or site manager, construction manager, section
managers or engineers, safety officers, quality inspectors, planners or schedulers, surveyors, site
administrators or site clerks, contract administrators or quantity surveyors. There could be other
supervisors, foremen, and even a general foreman or senior supervisor. Then there’s personnel in
the company head office, which could include; payroll administrators, industrial relations
managers, equipment managers, accountants, estimators, buyers or procurement administrators,
project directors, divisional managers and the CEO (chief executive officer – the contractor’s big
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cheese or head honcho).
It can become confusing moving from a small project where you were responsible for doing
almost everything yourself, to a project where there’s support staff. It at least means that you can
often pass off lots of the paperwork and concentrate on production – spending more time on the
site. But it can feel disempowering when you often have to ask permission to do something and
you can’t simply go with your own decisions. Of course, going from a large project with lots of
support staff, to a small project where you have to do everything yourself, can also be a big
shock, and will mean that you have additional paperwork and have to do stuff which you may
consider menial.
The thing with large projects is to understand who is responsible for what, and who to take
instructions from. You can’t be taking instructions from everyone because that will drive you
crazy. Of course equally, understand who is there to help you. For instance, it may be pointless
for you to survey and set out structures if there’s a surveyor on the project team who can do the
work for you.
Obviously having support staff doesn’t take certain responsibilities away from the
supervisor. Even though there’s a safety officer or safety inspector, it doesn’t mean that they’re
responsible for safety in your area. Sure they could help with safety, they may complete some of
the safety documents, they will monitor that your work complies with the safety requirements,
but you are still responsible for the safety of your area. You must still comply with all the safety
requirements. The same goes with quality inspectors or quality managers. They may check your
work and they may complete some of the quality documentation, but you are still ultimately
responsible for the quality of your work. Regrettably I’ve had a problem on a project where some
reinforcing steel was left out of a concrete wall. The wall had to be demolished and rebuilt with
the correct reinforcing steel. Both the supervisor and the section engineer claimed they weren’t
responsible for checking the reinforcing because that was the job of the quality manager. This
was a costly mistake. Never assume that someone else will check your work – you, the
supervisor, are ultimately responsible to ensure that your work is accurately constructed and
complies with the required quality and safety standards.
Who do you take instructions from? Again for safety and quality issues, anyone can point
out a problem to you. Usually for other stuff you would be reporting to a section manager, or the
site manager, or project manager. They should be the ones to issue instructions and they would
be the ones you would report problems to.
On small projects the supervisor could be in direct contact with the client, taking
instructions and communicating problems directly to the client. On large projects the supervisor
may still regularly see the client, even have a passing conversation with the client, but
instructions and problems of a contractual nature probably have to be relayed to the client via
your section manager or project manager. There could be mistakes and miscommunication when
the correct lines of communication aren’t followed.
It’s therefore imperative to understand the workings of the project, who’s who and what
they do. Who do you report to and who do you take instructions from? What are the limits of
your authority? Who do you call upon to help? Failure to understand this could result in
misunderstandings, things being duplicated and other stuff being missed.
As discussed above, sometimes there’s a general foreman or senior supervisor that oversees
or manages the other supervisors. The general foreman is usually responsible for coordinating all
of the resources on the project and allocating tasks and work to the individual supervisors.
They’re usually responsible for the operational side of the project. However, there’s often other
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project staff, so the supervisor could be taking direction from the general foreman, while also
taking instructions from a section manager or project manager. This can make things tricky for
the supervisor. Of course, good general foreman will stick to the operational roles and help make
the other supervisors’ work easier.
Head office and support departments are there to help those in the field. Unfortunately, from
time to time they will make mistakes, they will frustrate your efforts, and it may seem that they
aren’t helping you. Of course everyone is usually trying to do the best they can. It’s pointless
taking out your frustrations on others. Always make a note of who you called and when. If
there’s no help and your problem isn’t resolved then ask your manager to help.
It’s important to understand who you should talk to and how they can help. It pays to visit
head office and meet people working in key departments. For them to be able to put a face to a
person on the other end of a phone or email often helps smooth processes. Regrettably in many
companies the project staff don’t get to mix with those in the office and this can result in
frustrations and a feeling of them and us. However everyone must function as a team for the
company to be successful.
On some projects the contractor is responsible for the design, so they employ the engineers
and architects. If there are problems with the construction drawings or information is late, then
the contractor must take this up with their designers. Where the contractor is delayed, or incurs
additional costs, because of problems with the design then they can claim these from their
designer. Therefore, know who employed the designer.
Subcontractors
Often subcontractors are employed by your company to do specialist work. As supervisor
you may have to oversee their work to ensure they work safely, that they deliver the required
quality and that they don’t delay the project. At the very least you will have to work with and
around the subcontractors.
There may also be other subcontractors in your work area who are employed directly by the
client or other contractors.
Subcontractors usually have a similar team to your company. So there could be a supervisor
on the project and they would report to a project manager who may be fulltime on the project or
only part-time.
Your company is your subcontractor’s client. But, at the same time they are part of your
team. Your company’s client views your subcontractors as a part of your company. If your
subcontractors deliver poor quality, or fall behind schedule, it will impact your company’s
reputation. If your subcontractor’s people don’t keep to the project rules, or they behave badly, it
reflects poorly on your company. It’s your company’s name on the project.
(For more on subcontractors see Chapter 12.)
Suppliers
Suppliers provide construction materials and equipment. Usually the materials and
equipment required for the construction works are purchased or hired by the contractor.
Sometimes, the client supplies some of the materials and equipment. Your subcontractors
procure materials and equipment from their suppliers, unless their contract stipulates otherwise.
Suppliers are usually provided a purchase order with the specification, quantity and size of
the product. It should also stipulate who is responsible for delivering the item and who should
offload it when it gets to the project.
(See chapter 10 for more on materials and Chapter 9 for equipment.)
Your suppliers should be notified if the items don’t conform to the order, or there’s a defect.
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When items supplied by the client are defective then your client must be informed of the problem
and they must get their contractor or supplier to rectify the problem, unless your client gives you
an instruction to fix the item.
The public
Members of the public should never be allowed to wander the project site without an escort
and should always wear the appropriate personal protective equipment. Care must be taken to
ensure that people in the vicinity of the project and the construction work aren’t harmed in any
way.
It may be necessary from time to time to communicate with neighbours or others who could
be inconvenienced or impacted by the construction work. Regular communication will help
avoid conflict and problems.
Testing service providers
From time to time, in accordance with construction best practices and the client’s
requirements, various tests must be done. These include, concrete slump and strength tests,
pressure tests, ground compaction and density tests, welding tests, etc. Sometimes these tests are
carried out by people within the contractor’s team, while regularly specialist providers are
employed to carry out the tests. Often the tests should be witnessed by the client or their
representative.
Supervisors must ensure that the tests are carried out as required and at the correct
frequency. They should confirm that those doing the tests have the required training and where
necessary check their certifications. The client should be informed of the tests. Results of the
tests must be obtained as soon as possible and passed to your manager and the client so that work
can continue. Where tests have failed the work will have to be redone and the testing repeated.
Where the client has asked for additional tests which are above the norm expected, and
where these delay progress or cost extra, then supervisors should notify their management of the
additional tests. Extra tests which aren’t specified in the contract document and aren’t normally
conducted, or tests which are performed more frequently than normally required, may provide
the contractor grounds to claim for the delays and disruptions caused by the additional tests the
client requested. Testing providers must only take instruction from the company employing
them.
The authorities
There are various authorities, who may include safety regulators and local authorities. These
authorities are often required to check that the project meets the regulations and compliance
requirements. Sometimes these authorities have the power to shut down the project should they
find regulatory breaches.
Summary
Construction projects can involve many people and companies, so supervisors are often
caught between multiple people giving them instructions, all the while trying to get their work
done without being delayed or impacted by the work of other contractors and the client’s
operations. It’s important to understand the lines of communication, who’s who and from whom
you can accept instructions.
Taking instructions from a person or company that isn’t your company’s client may result in
you doing work which your company won’t be paid.
Supervisors must understand the structure of their company’s team. They should know who
they report to, what their responsibilities are, what their limits of authority are, who they take
instruction from and who they can call upon to help. This can vary from project to project, and
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on a small project the supervisor may be the contractor’s senior person on the project responsible
for everything happening on the project and they must literally do everything themselves, while
on a large project the supervisor is merely a small cog (although an important one) in a big
machine.
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Construction companies aren’t ordinarily just given work, they have to win projects, usually
by submitting a price which is lower than the other contractors pricing the work, while
conforming to the client’s project conditions. But, even with the lowest price the client could
select another preferred contractor.
Some clients invite any, or all, contractors to price their projects. They could literally get
dozens of contractors price their projects. These clients often select the contractor with the lowest
price. How can contractors differentiate themselves and ensure they’re selected. Well unless their
price is the lowest they can’t. Regrettably, there are often contractors so desperate for the project
that they’ll submit a stupid or suicidal price, one that’s so low that they’ll be awarded the project,
but they will end up losing money. Who wants to price and build a project where you lose
money? That’s like donating money to the client and is a recipe for disaster for any contractor.
Then, there are also contractors that make a mistake with their price, underestimating the
difficulty of the project, or simply missing an item, thus ending with a foolishly low price where
they lose money. In these instances seldom do contractors win a project with the lowest price and
make money on the project. Sure, there are some cases when a contractor comes up with a plan,
or construction methodology, which gives them a competitive cost advantage over the other
contractors. Usually these contractors have good teams and excellent supervisors that deliver
exceptional productivity and operate efficiently with minimal waste.
Many clients only ask a few contractors to price their projects. In this case the odds of being
awarded the project are significantly better since there are fewer competitors. So how do
contractors ensure that they’re invited to price these projects? This is where supervisors often
play a vital role which we discuss later.
Sometimes clients don’t always award the project to the lowest price. Firstly, the contractor
always has to meet the conditions set in the client’s pricing documentation. Then they have to
demonstrate to the client’s team that they understand the project, that they have the right
resources (people and equipment) for the project, and that they can deliver a quality project,
safely, on time and with minimal fuss to the client. Again, supervisors are an important part of
this.
On occasion, in the ideal situation, the client will only ask one contractor – your company –
to price their project. What a pleasure, the contractor is almost guaranteed to get the job!
Certainly the price must be fair and reasonable because clients generally aren’t stupid. But,
inevitably, smart contractors will be able to get the job at a higher profit, or margin, than if they
were pricing the project against other contractors. So, some clients will pay a premium to have a
particular contractor work for them. This is because they are sure that the contractor will deliver
a quality project on time and with minimal fuss. There is ultimately a cost benefit for them. In
fact, sometimes some clients are willing to award the project to the contractor on condition that
they put certain teams or employees on the project – usually people that have worked well with
the client on a previous project, or a team that has a good reputation of delivering successful
projects. Will your client want to work with you on their next project? Will they award their next
project to your company just to have your team working on it?
So, how can contractors ensure that they win construction projects?
Reputation
A construction company’s reputation is the second most important thing – having good
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people is the most important. Contractors often rely on a good reputation to find their next
projects. Indeed a poor reputation may preclude the company getting a project. If the company
doesn’t have a good reputation they won’t be invited to price projects. Even when they do have
the opportunity to price a project the client might disregard the company’s price, even when it’s
the lowest, rather paying more to employ a contractor without a tarnished reputation.
A good reputation is essential to procuring additional work.
What makes a good reputation?
Delivering quality work which meets the project requirements, standards and
specifications and which is aesthetically pleasing.
Completing projects on time. Clients will often pay a premium to ensure that their
project is completed on schedule. A contractor’s reputation depends on them delivering
projects on time.
Minimal fuss. Problems take time and money to fix. Problem contractors take time
and effort to manage. Clients prefer contractors who get on and do the work,
completing the project efficiently and professionally. They want contractors that take
action to prevent problems from occurring, that solve problems and that don’t create
unnecessary problems. Who can blame them? We all want minimal fuss and problems
in our lives.
A good safety record. Accidents cost money, they cause delays, create paperwork
and need to be investigated, and they may result in the project being shut down by the
authorities. Clients hate additional work created by poor safety and accidents. But
accidents, injury and death also creates bad publicity. Clients hate bad publicity. In
fact, many client’s senior management are paid performance bonuses which depend on
the safety record on their projects. A poor safety record will negatively impact their
bonuses, so some client managers definitely avoid employing contractors with a poor
safety record.
Good people. Good people includes people who are diligent, that are hardworking,
that take pride in their work and that have the skills and knowledge to deliver a quality
project. Some clients even award projects to companies on condition that certain
people or teams are used on their project – people that the client knows are reliable.
Clients don’t want troublesome people on their projects, workers that may behave
badly and disturb the neighbours and cause problems on the project with other
contractors, the client’s employees or the general public.
When the client believes that they are getting value for money. Nobody wants to
think that they’re being ripped-off. No one wants to think that their contractor is taking
advantage of them, charging them too much or stealing from them. Unfortunately some
contractors have a reputation for submitting spurious and inflated variation claims
which they aren’t entitled to claim.
Helpful and knowledgeable employees that add value to the project.
Pricing the project

Construction companies usually price projects based on the actual cost of materials, labour,
equipment and subcontractors. But how do you price labour and equipment? How do you
calculate how much work a carpenter, concreter, reinforcing hand, electrician, painter or labourer
will do in one day? How much material will an excavator, loader, truck or bulldozer move in a
day? Well much of this depends on past experience of similar projects. So maybe based on past
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experience the estimator will know that a particular type of excavator will dig and load 240 cubic
metres (yards) of earth in an eight hour shift. Knowing the cost of the machine per day, plus the
cost of fuel, operator, wearing parts, insurance, etc, it’s possible to calculate the cost to load a
cubic metre of earth. The same goes for the cost to place a cubic metre of concrete, and the cost
to erect a square metre of formwork.
The thing is, pricing a new project depends on what it cost to complete previous similar
projects. These costs are then adjusted to reflect the conditions of the project being priced. They
are adjusted to take into account the different quantities, the different rates (cost) of equipment,
and the complexities of the project. But, essentially they’re based on assumed productivities of
people and equipment which are gleaned from previous projects.
When pricing materials the estimator has to allow for wastage, breakages and fixings. So for
instance, for every cubic metre of concrete in a floor slab on the ground the estimator might add
an extra percentage for wastage, which could be between 2 and 10% of the cost to buy the
concrete. These percentages and factors also come from past experience on previous projects.
Now this is where you and your team impact the price of the next project your company
prices. This is where your actions determine whether your company wins another project.
Because if your team is wasteful and unproductive and has equipment not being utilised, not only
will it cost your current project more, meaning the company could lose money, but it often
means that the estimator will allow for this wastefulness and poor productivity on the next
project. This ultimately means that the price they submit for the next project will be more
expensive. Sounds good? Well not really, because the more expensive the price is for the next
project the less likely your company will win that project. Remember, usually clients want to
employ contractors with the lowest price. If your company doesn’t win other projects, ultimately
you and your crew will be out of a job.
So the actions of your team play a major role in ensuring future work for your company. If
you are innovative and use construction methods that cut costs, if your team is productive, if
your team doesn’t waste materials and there isn’t equipment standing around or underutilised,
you are not only ensuring a larger profit on this project, but you’re also securing future work for
your company. Simply put, the cheaper and more efficiently you can complete tasks, the cheaper
your company can price these activities for their next project. A cheaper price will improve the
chances of your company winning their next project.
Of course, some supervisors may argue that if they’re more productive on a project, making
a larger profit than expected, then it will mean that the next project will be priced cheaper,
meaning that they’ll have to work harder to make a profit on that next project. I guess that’s true
to a certain extent, but only a stupid company will price a project less than the costs of their
previous project. So, if you turned a profit on one project by operating efficiently, there’s no
reason you shouldn’t make a profit on the next project if it’s priced using the actual costs from
your previous project, making allowances for the differences between the projects. Anyway, if
your team isn’t working more efficiently, another contractor’s team will.
The supervisors role in finding work
Now many supervisors think that the role of finding the next project for the company is the
responsibility of senior management. But, it’s everyone’s responsibility. We discussed above
how critical it is to maintain the company’s reputation and keep costs down. But finding work is
more than this. It’s about knowing which clients have new projects coming soon. Knowing this
enables management to visit that client, to sell the company’s capabilities to the client, to ensure
that the company has the opportunity to price the project. Who gets to hear of these upcoming
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projects? Well anyone and everyone. Supervisors are at the coal face and get to talk to
subcontractors, suppliers and the client’s team. Anyone of these could know about prospective
clients and upcoming projects.
You and your team have friends and relatives in the industry. Everyone has connections.
These connections could lead your company to their next project. So next time you’re at a family
gathering, or chatting to friends over a beer, listen out for potential new construction works.
Always be on the lookout for new projects and give the details to your manager to follow up.
Advertising
Construction companies usually also require clients to find them. Clients may see an
advertisement, a website, or drive past a project that the contractor is working on. Maybe that
project is your project. Is your project a good advertisement for your company. When a
prospective client walks past your project what do they see? Do they see an organised and clean
worksite that looks professional? Of course it doesn’t help if the project looks good but there
isn’t a company advertising signboard, or contact details of how they can contact your company.
Remember to, prospective clients might not be looking for a contractor right now. They might
have a project ready to price in six months or a year. Will they remember your company then.
Well if your project was neat, tidy and professional and had clear bold signs with the company
name, then they’ll probably remember your company and ask your company to price their
project.
What makes your project stand out? Well as I said, it should be neat and orderly, so no litter
in the streets, clear signage and barricading, minimal disruption to the public. A big signboard
that’s placed straight and level with the company name. Neat fencing or hoarding. The site
should look safe, so barricading on the edges of elevated slabs is essential.
But even your people are an advertisement for the company. Unfortunately they can also be
a negative advertisement, harming the company’s image. If your workers clog the roads, fill the
local lunch bars and shops, cussing and pushing, disrupting the general public, then people will
get upset. Maybe one of those upset people is a prospective client who will remember your
company for the wrong reasons, making sure they don’t ask your company to price their next
project.
Do you say good things about your company, or are you whinging and criticising
management? Who is listening to you saying bad things or perhaps even telling people how your
company is ripping off their clients? Possibly one of those in earshot is a prospective customer
who will now give their project to another contractor.
What are people in your team saying about the company? Is it a good place to work? Are
they proud of the company? Are they portraying an image of a professional construction
company? What are they saying about their supervisor and about company management –
hopefully good things?
Does your team have a company uniform with the company logo? Do they look
professional? Or are they a ragtag bunch in a mismatch of torn and dirty clothing?
Company equipment and vehicles are an excellent form of advertising – they are mobile
billboards. Or are they? Well if the vehicle is bashed and scraped and dirty, what image does that
portray of your company? If the driver of the vehicle is rude and operates the vehicle
dangerously, or breaks the road rules, what does that say about your company? How many
potential clients are your company vehicles offending? But, clean and new equipment with bold
company logos are a good advertisement for your company. I’ve had clients compliment us on
our shiny new equipment. Regrettably, I’ve also been criticised for items that continually broke
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on a project. Clients want to know that equipment working on their projects will be reliable and
safe.
Social media
Social media can be very powerful. It can sell a positive brand or portray a negative image.
Almost everyone operates a social media account. This could be LinkedIn, Facebook, Twitter,
etc. The images and stories posted online often spread rapidly. Consequently, posting negative
reports and pictures may be seen by both potential clients and prospective employees. While
positive reports, ones that portray a good image of the company, a company with good people,
impressive projects, good quality, new equipment, that takes pride in their work, that has good
clients, and a company that looks after its people, will be attractive to both prospective
employees and clients.
There will be bad days when the company equipment broke, when your boss was a dumb
arse, or when head office let you down. It’s easy to become annoyed with your company and
fire off negative comments about the company. But, this can have consequences for the company
which may impact your future. Be proud of the company you work for. You are part of a team.
Tell everyone what a great company you work for and not only will the word get to prospective
clients, but others will want to come work for the company. Good companies and good managers
attract good people. Every construction company is desperate to attract the best skilled people.
Good people make your job easier.
Summary
It’s everyone’s responsibility to find work for the company. Ensure that your team also
understands how they can help. It’s essential to build and protect the company’s reputation, to
never portray the company in a poor light. Always act professionally and ensure that all work is
of good quality.
Be on the lookout for new projects, whether it’s talking to suppliers, the client’s team,
subcontractors, friends and relatives, to glean any information you can about possible upcoming
projects. Make sure that your team is also looking out for potential projects. Pass all useful
information to your manager.
Always ensure that your project, your team and your company equipment portrays a
professional image and that they are a positive advertisement for the company.
Refrain from posting negative comments about your managers, your company, or your
project, on social media. Talk positively about the company. Encourage your team not to spread
gossip, bad news, gripes and complaints about the company on social media.
Your team must be productive and not wasteful. It’s essential that you keep costs down
which will make this project profitable. But lower costs will also enable the company to submit
lower prices for the next projects, which will improve the company’s chances of winning these
projects.
Foster good relationships with the client and the client’s team so that they want to work
with you, your team and your company again.
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Planning and starting the project correctly is essential. Many of the decisions made in the
early stages will live through the life of the project. The wrong decisions could come back to
haunt you later. Some choices will be costly and difficult to undo part way through the project.
Therefore, it’s essential to select the best work methods, methods that suit the project site,
client restraints, the design details, the available resources, the construction schedule and the
project scope. What worked on a previous project may not be the best solution for this project.
Careful thought needs to go into deciding where you will start construction, the sequence of
construction, the position of cranes, the location of offices and toilets, where materials will be
offloaded and how people, material and equipment will reach the work areas. Indeed I’ve had
some projects where we installed a tower crane which wasn’t strong enough and had insufficient
reach for the project – an expensive mistake which we rued until the end of the project.
Often many of these details are decided by the project or construction manager, even the
estimator, but are they the right decisions? Now that you’ve seen the project site and understand
the project, can you think of a better way to construct the project. Discuss these proposals with
your manager and the client.
Unfortunately the start of most projects are rushed – planners and clients never allow
sufficient time for planning and starting the project properly! Often supervisors and project
managers are so focussed on getting the first concrete in the ground (as the construction schedule
demands) that proper planning is overlooked. Yet, taking a few extra days to plan the project
properly will yield dividends later. It will help avoid problems. It will save time and money.
Understand the project conditions

What are the project conditions and the situation of the surrounding areas? Who are the
neighbours? What are the hours of work? Are there noise restraints? What is access like? What is
the condition of the approach roads? What weather conditions will be encountered in the course
of construction? Is the project site congested – possibly restricting the size and type of
equipment? Who else will be working on the project – maybe not right now, but other
contractors that will be working on the project before your work is complete? Is there lots of
traffic – maybe the traffic is restricted to certain times of the day? What are the project ground
conditions – rock, sand, etc? Will water drain from the project? Is there crime in the area? Where
will you get water and power – are there limits to the quantities (maybe other contractors will
also be drawing from these supplies) and are the supplies reliable? What are the client’s project
rules – are there particular restrictions or operations which will impact your work? What are the
local city or council regulations? Are there utility lines (overhead or underground) that could be
in the way? Are there particular environmental concerns – areas that must be protected?
So many questions, but, every project is different and it’s important to select construction
methods and equipment and plan the work, taking account of the conditions that will be
encountered in the course of the project. Indeed, these conditions might change during the
project, so it’s vital to look ahead and anticipate the circumstances that will be encountered
before the project is finished.
Site fencing and security
Fencing or hoardings is required to keep people and animals from entering the work areas
where they may be injured. It also helps demarcate the project site, containing workers,
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equipment and materials within the site so they don’t spill into neighbouring properties, or onto
roads or the sidewalk. Damage caused by your operations to neighbouring properties and public
areas will have to be fixed at your company’s cost. The fence is usually temporary, but
sometimes the permanent fence can be installed early, but then care must be taken during
construction to ensure the permanent fencing isn’t damaged.
In addition, fences are often required to secure the project from theft. Regrettably theft is
rife in some places and material, tools and equipment are prime targets. Even items already
installed in the partly completed, or nearly finished, facility are a target. Theft of installed items
usually results in damage to the installations and causes delays while the replacement products
are found.
In areas where security is a problem, fences need to be more secure and additional security
measures may have to be installed (such as perimeter lighting, cameras and alarms), and even
security guards employed.
Fencing should be erected straight and neat. It must be sturdy enough so it isn’t damaged in
storms or easily pushed over. Take care not to damage existing underground pipes and cables
when the fence posts are driven or dug into the ground. Ensure that fixings for fencing and
hoardings don’t damage existing structures, unless these can be easily repaired.
Always ensure the fencing and hoardings are installed on the project property. You may
have to engage a surveyor to mark the project boundaries. Fences that are installed outside the
project boundary without prior permission of that land owner will have to be moved.
Construction facilities (offices, toilets and stores)
There must be sufficient toilet facilities available for project workers. Usually regulations
stipulate the maximum number of workers per toilet and whether separate male and female
toilets are required. Check that there’ll be sufficient toilets for the peak project workforce,
including subcontractors, or that additional toilets can easily be added when required. Where
possible the toilets should be located as close to the work areas as possible. Toilets far from work
areas result in lost time when workers go to the toilets.
The toilets must be cleaned and serviced regularly otherwise they’ll become a health hazard.
Stinky toilets will offend workers, the client and neighbours. Dirty toilets can lead to fines for
health violations, and it could even cause illness to workers which will impact production and
progress on the project. Toilets also require handwashing stations.
It’s good practice to provide an area where workers can safely sit and eat. An area that’s
sheltered from the weather. In some countries a suitable eating area is mandatory. Sometimes
union rules stipulate these requirements. Failure to provide facilities as per regulations, or union
agreements, could result in monetary fines and work stoppages. But, anyway I think it’s
important that workers have a safe area to eat and relax during their breaks. Regrettably there
have been instances when a worker took shelter in the only shade available on the project, which
happened to be behind a vehicle, then when the vehicle reversed the worker was seriously
injured.
A secure store is essential on most construction projects. Theft is extensive on construction
projects. Theft not only involves the cost of replacing the stolen items, but it also impacts
productivity and impairs progress when tools and materials are stolen which are immediately
required for work. The store should be lockable. It should have suitable shelves and racks to
store tools and materials where the items are readily accessible, where the oldest materials are
used first, and where items won’t be easily damaged.
It’s essential to have a place where documents and drawings can be kept. Somewhere
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sheltered from the weather. A place to spread drawings so they can easily be viewed without
being ripped apart by wind or damaged by water. Ideally supervisors should have an office that
has a drawing table, desk, chair and a lockable filing cupboard. Frequently supervisors are
expected to work from their vehicles. Inevitably paperwork becomes lost, mislaid or mixed-up.
Supervisors working from the wrong drawing have cost many a project lots of money. In
addition, supervisors often have confidential documents, such as payroll and personal
documentation for their crew, and these documents must be secured so they cannot be viewed by
others – always ensure there’s a lockable cabinet or cupboard available. Sometimes it’s
necessary for supervisors to have confidential discussions (maybe involving personal problems,
disciplinary issues, health problems or family issues) with a member of the crew, so having
access to an office is necessary.
It’s important that facilities are located where they are out of the way of work areas, where
they are safe, preferably close to work areas, but also where they can be easily connected to
water, electricity and if necessary sewage pipes. Facilities must be erected in a professional
manner, with walls and floors level and vertical. The facilities must portray a professional image
of the company. They must also be a comfortable and an organised place to work from. Although
the contractor’s facilities will only be there for the duration of construction, they must be secure
so that they won’t be damaged by the worst weather. They should provide protection from the
foulest elements. Leaky offices and stores could ruin documents, equipment and materials. The
buildings must be safe to use with easy access.
Before installing offices, stores and toilets check with the client that it’s okay to erect them
where you propose. Formally submitting a simple sketch plan to the client is good practice. On
more than one occasion we’ve been halfway through the project and our client has asked us to
move our offices because they realised they were in the way of new structures or utility lines
which needed to be installed. Since the client had given permission for the offices to be located
where they were we were able to claim the costs of moving the offices.
It should be remembered that often facilities are rented and have to be returned to the
provider in good condition at the end of the project. Damage to the buildings, such as dents,
bashes, graffiti, holes cut into walls, concrete splashes, broken windows, even painting the walls
a different colour, will be charged to the company. You wouldn’t want unexpected additional
costs at the end of the project.
Construction laydown areas
Where will materials be offloaded and stored? Preferably as close to the worksite as
possible, but where they won’t be in the way of construction. Plan where materials will be
stacked, how the deliveries will reach the areas, how the materials will be offloaded and how the
materials will be taken from there to where they’re required. Ensure that the areas won’t be
marooned after heavy rain, and that the materials won’t be damaged.
Laydown areas are often poorly planned, resulting in materials being in the way of
structures and construction equipment. Moving materials costs time and money and there’s
always the risk of damaging the items.
Project signage
Project signage includes, the company sign, safety signage, traffic signs, directional
signage, project signs requested by the client, and general notices. Signs should be fixed in a
professional manner, vertical and level, so they are visible but won’t cause an obstruction, and
secure so they won’t fall down, even in the fiercest storm. Signage should be clear and in good
condition. Signs that are tatty or start falling down part way through the project create a poor
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image.
Often permission must be obtained from the client before signs are erected on the property.
Signs should not be erected on public roads without first getting permission from the roads
authorities. Traffic signs must comply with the traffic regulations.
Project working hours
Set the project hours at the start of the project. Ensure that the project hours comply with
local bylaws. Some cities, and even some housing estates, may have restrictions on when work
can happen. Working outside these hours might result in monetary fines. Consider the length of
daylight and even the temperature. In very hot regions an early start may be beneficial. Working
in the dark will require the work areas to be properly illuminated.
Clients may also have restrictions on working hours. Check what the company policy and
union rules say about working hours.
Working long hours is often counterproductive – people get tired and productivity
decreases. In addition, after a certain number of hours workers get paid at overtime rates, which
could be one and a half to double their normal rate of pay. Does working extra hours justify this
premium? Don’t get into a habit of working long hours, or working hours that were worked on
the previous project. Employing a few extra people is often more effective.
On large projects, it’s necessary to get consensus with management and other supervisors
over what the project hours should be. Speak up if you believe these hours are unproductive,
wasteful, or will cause difficulties.
Project inductions
Before anyone starts working on the project they should attend a project induction.
Unfortunately these are often referred to as safety inductions and they are left entirely to the
safety manager. Many inductions are done poorly and are a waste of time. Generally supervisors
have little input into the induction or how it’s presented.
Sometimes inductions are left to the client – but often client inductions only focus on what’s
important to them.
Inductions are valuable if they’re done properly. Project inductions are a time to introduce
the workers to the company, the project and to their managers. What are they doing on the
project? How long will they be on the project? Who are they working for? Indeed, what is the
overall project about. The induction should deal with project specific rules and issues, rather than
be a generic repeat of other project inductions, or general safety requirements.
Providing a map of the project is useful to show the work areas, location of emergency
muster points, positions of toilets, stores, offices and eating areas, and areas that are restricted or
out of bounds.
Inductions are also the time to set and clarify the project rules. What are the project working
hours, transport arrangements, paydays, rest days, etc.
It’s a time to explain the company’s expectations – indeed your expectations. What are the
accepted behaviour standards? What’s the quality expectations? What are the safety
expectations?
Importantly is to discuss the project safety rules and regulations. Highlight the project
hazards. What are the requirements for personal protective equipment. It’s important to have
accident procedures in place. Emergency numbers, who to call, where to get treatment for
injuries, and importantly the requirement to report all incidents and accidents.
The environment is important. Discuss the location of rubbish bins, the need to keep the site
clean and tidy, what items must be recycled and the systems in place for dealing with hazardous
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materials. Detail actions to be taken in the event of a fuel, oil or chemical spill. The protection of
existing fauna and flora must be stressed and needless damage to trees and plants must be
avoided.
New workers need to know where they can report problems or resolve complaints.
A good project induction will help avoid many potential problems on the project.
Survey and setting out
Usually structures have to be marked out or measured from beacons, specific points, or
from existing structures. These measurements include establishing the position, orientation and
the level or height. Constructing a structure in the wrong place, or at the incorrect elevation will
be costly and embarrassing, usually resulting in a delay while the error is fixed. Regrettably, I’ve
had more than one structure built in the wrong place on my projects.
Mistakes happen when measuring or surveying isn’t don’t properly, possibly because
arithmetic, like simply adding two figure together, are messed up. Some mistakes are caused by
faulty measuring equipment, equipment that’s been damaged. Remove faulty measuring
equipment from the project and regularly check and recalibrate measuring instruments.
Sometimes drawings aren’t read properly, or are misunderstood. Frequently beacons, pegs
and marks are established, but then they aren’t protected properly so are knocked out of position
or driven over. Then when you measure from that point you don’t realise that it’s actually moved
out of position. On occasion marks are made on the ground or concrete, or pegs are installed, but
the person doing the work doesn’t understand what the mark, line or peg is indicating. So, I’ve
had supervisors put a line for the inside of the wall, but the bricklayer doing the work thought the
line was the outside of the wall. When the building was nearly complete we discovered that it
was smaller than it should have been because the walls weren’t in the correct location.
Sometimes marks and survey positions are installed by others. Always check that you
understand exactly what the points are. In fact, to be safe ask them for a sketch so that you’re
sure, and also so that if there is an argument later over who said what, that you can produce the
sketch indicating what marks and setting out lines you were given.
Always make sure that those doing the work understand what you have marked for them.
Protect survey beacons and pegs. Where necessary concrete them into the ground so they
can’t move, then protect them with barricades.
If there’s any doubt about the setting out, or things don’t look quite right, stop, double
check measurements and calculations, and if necessary check with the client that they’ve
provided the correct information. On several occasions we’ve received the incorrect information
from the client.
Be careful when measuring from existing boundary fences and walls. Sometimes these
aren’t built exactly where they should be. It’s safer to get a land surveyor to mark out the exact
position of the boundaries so that you are 100% sure you aren’t building a structure on the
neighbouring property.
If a new structure is to be set out or measured from an existing structure, check that the
existing structure is as it should be. Sometimes owners have changed or made alterations to
existing structures which aren’t shown on the existing drawings.
Locating and marking the position of existing utility lines
Damaging utility lines (gas, electrical, water and fibre optic cables) can be dangerous when
it involves gas and electricity and it’s expensive to repair broken lines. In addition, it often
disrupts the project while repairs are carried out. Damaging utility lines may also disrupt services
to the client and the neighbours. What a fine way to start a project – upsetting the neighbours and
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the client at the project start because your work cut their power or water.
It’s imperative to locate all the existing utility lines and clearly mark them, then ensure that
all workers are aware of their presence. Unfortunately on several of my projects, even though the
location of utility lines were known, workers were careless and still managed to damage them.
Workers must take care when working near these cables and pipes, even excavating by hand
close to services. If there’s any concerns that the pipe or cable has been damaged they should
immediately notify you. Sometimes a cable or pipe is only slightly damaged and the problem
isn’t reported or detected. These damages only become apparent after work has happened over
the lines, possibly concrete slabs have been poured over the area, even complete buildings have
been finished. Damaged cables may eventually blow when the ground is wet, or water from a
leaking pipe may finally become visible on the surface. Finding the problem at this stage is
difficult and expensive, involving digging up the completed work to get to the problem.
Overhead electrical cables are dangerous, and care must be taken that equipment doesn’t
come in contact with the cables. Even steel items coming within two metres of a live high
voltage electrical cable can cause a flash over of electrical current, which will damage equipment
and cause serious injury to operators or workers. Workers carrying long metal items (such as
aluminium ladders or reinforcing steel) shouldn’t come in contact with overhead cables. Low
overhead cables should have a marker line at least a metre below it to highlight and protect the
cable. Where possible the authorities should lift or move overhead cables which obstruct or
restrict construction work.
Regrettably, even newly installed utility pipes and cables on the project are often damaged
by workers who are digging or drilling in the vicinity and haven’t been informed of the cables
and pipes.
Temporary construction roads

On large project sites it may be necessary to plan temporary roads to get to the work areas.
Of course, first check what roads the client will be providing and where you can locate your
roads.
On projects with no defined roads vehicles will drive everywhere. This could result in
hazardous conditions, where vehicles are driving through areas where people are working.
Vehicles could come from any direction and there may be collisions with other vehicles and
equipment. Construction material in laydown and construction areas could be driven over,
damaging it. Pedestrians won’t know where the next vehicle is coming from. Areas of the site
will be needlessly trampled by the vehicles and the whole project site could become a muddy and
rutted mess when it rains, or a dust bowl when it’s dry.
Roads should be demarcated on the project so that there’s a structure for the traffic, and a
separation between vehicles and people. Vehicles using the roads should obey the general road
safety rules and the project speed limits. Traffic signs should be erected where necessary, so that
hazards, speed limits and intersections are clearly marked.
Most contractors hate spending money on constructing and maintaining temporary project
roads. But in many instances, money spent on building a decent temporary road is a good
investment. Project roads which are in a poor condition could become flooded when it rains, and
equipment and vehicles then get bogged down. Rescuing stuck equipment takes time and
resources and invariably causes project delays. Bad roads can damage vehicles and equipment,
even leading to vehicles overturning. Roads used by construction trucks to haul earth and soil
from where it’s excavated to the dump area should be in good condition to maximise the haul
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truck speeds. Poor roads will slow the trucks, and even if every truck only loses a couple of
minutes on each journey on large earthworks projects this could amount to tens of thousands of
dollars of lost production.
Project stormwater
Often little thought is given to what happens to the project site when it rains. Sometimes
drains and watercourses are blocked during construction, resulting in flooding of the work areas
and occasionally even neighbouring properties or the client’s existing facilities are flooded.
Laydown and office areas may become flooded and roads become boggy and impassable. This
results in frustrations, delays, damages, and irate neighbours and clients when their facilities are
flooded. Always consider how the water will drain from the project site. Direct water away.
Install additional drains as required, ensure offices and material stacking areas won’t be flooded,
construct proper access roads and where necessary form temporary earth berms around the
working areas.
Where possible, plan to complete the permanent project drains early. Protect drains so that
dirt and rubbish don’t enter them causing blockages, resulting in cleaning costs and possibly
flooding.
Checking access
So the client has granted you access to the work area – is it suitable? Can you work safely,
in accordance with the construction schedule? Indeed can you even get materials and equipment
to the work area?
It’s important to check the access granted by the client. Is it in terms of the contract
documents? Check that work areas are the correct dimensions, in the correct place and at the
correct height or depth. Don’t assume everything is correct. So for instance, if another contractor
has prepared a level earth platform, is it at the correct height? If it’s too low it may result in more
concrete being required to fill the low spots, while high areas will have to be trimmed down to
the correct level, costing time and money. It’s also important to confirm that the prior work
meets specifications. So, in this example has the earth or ground been compacted to the required
compaction densities? Ask the client for the compaction results. You don’t want the ground to
settle under your completed work, which might result in cracking or deformations of the
structures you built, which you will be blamed for.
Is the work area safe? If another contractor has excavated for a structure you must build, is
that excavation safe? Loose boulders on the edge of the excavation are dangerous. Are the sides
of the excavation stable and do they comply with legislation? Once you accept the excavation
you will be responsible for the safety of the excavation. You will be responsible for the safety of
your people working in that excavation.
Can your people and equipment get to the work areas safely? Is the access in terms of the
contract? Sometimes access to the work areas could be via a circuitous route which will hamper
progress.
Often clients don’t provide access to the complete work area. They assume the contractor
can just start working anywhere. But, beginning work where the client has granted access may
hamper work when the other areas become available because those areas are now blocked-off by
your completed work. Anyway, where does the construction schedule say work should begin?
How will starting somewhere else impact the construction schedule? It won’t help if you’re
given access to work areas which aren’t on the critical path (see Chapter 13), while access to
work on the critical path is delayed.
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Clients often bully contractors into accepting partial access to work areas, or access which
is substandard and not as per the contract document. If the partial access doesn’t impact progress,
or productivity, then it’s okay. But it’s imperative to always check that the access granted is
suitable, that it’s in terms of the contract, and that it won’t hamper or hinder construction
progress. You don’t want to be fixing other contractor’s problems, or the client’s noncompliance,
for free!
Some safety documentation is mandatory. This includes accident registers and check lists
(such as scaffolding, slings, lifting equipment, excavations and electrical tools). Proper
documentation is there to make sure that items are checked to ensure they’re safe. But the
documentation is also there to protect the supervisor, to prove to the authorities in the event of an
accident that all the necessary checks were carried out.
The safety documentation should be setup at the start of the project. Failure to maintain
proper documentation could lead to monetary fines and even the project being closed down. (See
Chapter 6 for more.)
Paperwork
Most supervisors hate paperwork. Supervisors also often work out of their vehicle,
especially at the start of the project, and paperwork sometimes becomes mixed in a jumble. But
proper paperwork is essential on projects. Filing it correctly, where it can easily be found, will
prevent papers from going missing and it will avoid wasted time searching for documents that
have been mislaid. It’s essential that supervisors put in place a good filing system from the start,
that drawings (see Chapter 7) are sorted and filed in the correct order, and that a proper quality
system is setup so that records are safely kept. You probably need separate files for safety,
industrial relations, quality control, site instructions, internal company correspondence,
subcontractors (including correspondence, meetings and contracts), equipment, construction
schedule, material orders and receipts, correspondence from the client, drawing receipts and
drawing registers, technical data documents, amongst others.
Of course, these days many of the documents are electronic and most supervisors have a
computer. Emails are a nightmare for everyone in construction – there are literally thousands of
them. It’s vital that supervisors have a proper filing system for emails and electronic documents
(similar to the paper system above) so documents can easily be retrieved.
Good paperwork is essential. Paperwork includes quality checks and tests. Losing these
documents could result in the work not being accepted by the client, or it may even require items
to be exposed so that the missing tests or inspections can be redone. I know of one project,
constructing a new airport, where the x-ray results for welding the fuel line were lost. The pipe
was below ground and in some cases the concrete aircraft parking areas had been completed. The
contractor had to excavate and expose the pipe at every joint (about 8 metres (24 feet) apart
along several kilometres) and redo the x-rays. This involved cutting open the completed concrete
areas. Certainly an expensive and time consuming operation that almost delayed the opening of
the airport, which would have had serious consequences for the contractor.
Often contractors, clients and projects, each demand specific documentation. What’s
required on one project is usually slightly different from another. It’s important for supervisors to
familiarise themselves at the project start with the documents required and their specific formats,
to avoid frustrations and redoing of work at the end of the project.
Some documents are sensitive. Personnel files, including rates of pay, personal particulars,
disciplinary proceedings and even health details should not be accessible to other workers. If
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these documents fall into the wrong hands it could be embarrassing for the individual and could
lead to legal procedures against the contractor.
The contractor’s pricing documentation and tender contains sensitive information which
could weaken the contractor’s negotiations with the client or subcontractors, so this should
always be kept secure.
Unfortunately supervisor’s offices can be as busy as a railway station, with people going in
and out, even when the supervisor isn’t in the office. It’s essential that sensitive documents aren’t
left lying on tables. They should be locked in filing cabinets or cupboards. Computers should be
password protected.
Losing a computer, or having a computer crash or be stolen, is frustrating, since it contains
records, letters and documents. Important documents on computers should regularly be backed
up, either onto the company’s central computer, or on a hard drive which is safely locked away
(preferably in another office or offsite). Computers shouldn’t be left lying around and accessible
where they could easily be stolen. Replacing lost or stolen records will take hours, even weeks of
work, even if they can be replaced.
Establishing relationships
Simple projects may just involve the client and you, while large projects can involve a host
of people and companies, from the client’s engineers and designers, the client’s operations
teams, the authorities, suppliers, subcontractors and other contractors. You all have a job to do
and a project to complete. It’s important to establish a working relationship early in the project.
Know who you can talk to and who you can call on to help. Good relationships will go a long
way towards smoothing processes and reducing red tape.
Summary
Taking extra time to properly plan the project, deciding on what construction methods will
be used, planning where cranes, offices, access roads, toilets and sheds will be located, selecting
the correct construction equipment, ensuring resources will be available when needed, and
deciding the best plan of attack and where to start work, will reap dividends in the course of the
project. Choosing the wrong methods, equipment, or starting point for the project, could
ultimately delay the project and cost additional money.
Carefully consider the location of temporary project roads and storage areas. Always check
that the project has adequate drainage to cope with the worst storms.
Ensure that you have sufficient facilities to allow for the peak project workforce, including
your subcontractors – or at least allow space for the additional facilities so they can easily be
installed when required. Set the project up so that it looks professional, that it can withstand the
worst expected weather conditions and ensure that everything is safe and functional.
All workers should attend a project induction before starting work on the project. This
induction should clearly outline the rules and expectations on the project, as well as highlighting
safety concerns and hazards.
Known utility lines and services must be clearly marked and care must be taken not to
damage them. Newly installed service pipes and cables (whether temporary or permanent)
should be marked on drawings and on the ground. Always be careful when there are overhead
electrical cables on the project site or over the roads leading to the project.
Take care when setting out the work that errors don’t occur, and that those doing the work
understand what the marks and points represent. Always check that the access provided by the
client complies with their obligations and that the access is fit for your work to proceed. Notify
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the client and your manager if the access is late, or it’s noncompliant.
Although we may hate paperwork and documentation it’s an essential part of every project.
Putting in place a good filing system – both for paper documents and for electronic documents is
essential. It will save time later when documents can easily be found, and it will help prevent
documents being mislaid, or a superseded document or drawing being used.
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Looking at some construction projects they seem so effortless. Are the supervisors just
lucky to be on an easy project, where the project schedule doesn’t appear to be an issue and the
client seems to be nice? Supervisors on these projects have time to drink a cup of tea or coffee
during the day, they always seem to leave the project every day at a respectable time and they
seldom appear to work weekends. What’s the secret to getting these easy projects?
Unfortunately, most projects aren’t easy, invariably projects have fast-track construction
schedules and many clients are demanding. But, an experienced supervisor, who plans their
work, one that’s organised, a supervisor that foresees potential problems and takes preventative
action so the problems don’t impact the project, who has a good crew, that is able to work as a
team with the client and others in the company, a supervisor that takes a calm and logical
approach and manages their time efficiently, can make most projects look easier than they are.
Sure, every project will have its problems and there will be times when it’s necessary to work
extended hours and on weekends, but a good supervisor will manage and solve these problems,
limiting their impact on the project. A good supervisor will be able to manage and work with,
and where necessary around, all but the most difficult client.
In this chapter I provide some tips and advice to help supervisors manage their projects
better.
Time management
One thing supervisors never have enough of, is time. It’s therefore essential to have good
time management systems.
Good time management starts with a good document filing system. (See Chapter 3.) Much
time is wasted searching for missing or mislaid information. Always ensure that documents are
filed where they can easily be found. After working with a document or drawing return it to the
correct place. Set up an orderly filing system on your computer, where emails can be readily
found.
Don’t be easily distracted from what you’re doing. Learn to delegate tasks. Importantly,
even though you’ve probably worked yourself through the trades and you have many skills, you
have to learn to stand away and let others do the work. Sure, it’s tempting to pick up a hammer,
try and fix a broken item of equipment, or do things yourself, especially when others are taking
what seems forever to fix something, or they’re simply making a mess of things. Your job is to
manage people and ensure that they deliver the work safely, timeously and to the right quality –
it isn’t in your job description to do the work. Of course, it will be necessary to correct people
when they’re doing things wrong. Taking the time to correct a person should help to ensure that
they don’t make the same mistake again.
Have a notebook (paper or electronic) with you at all times so that you can make notes of
tasks that must get done, materials that must be ordered, problems to be solved, meetings to
attend and questions to be answered. None of us can remember everything we’re supposed to do
in a day. It’s easy to get swamped by a problem and then forget to order an item. So when you
walk the project make notes. At the end of the day go through your notes and tick the items off
that you’ve completed – there is also a sense of accomplishment in doing this.
Emails consume a large portion of our time these days. Often we allow them to interrupt our
work. You don’t have to open every email as soon as it comes – stopping in the middle of what
you were doing. Open emails when you have time to deal with them. Once you’ve dealt with the
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email file it in the appropriate folder.
Of course your emails can also absorb other’s time. Learn to send emails to those that
should deal with them. Don’t simply hit the “reply to all” button.
Sometimes matters are more quickly resolved by talking directly to the person, rather than
writing an email. I recall one business owner who would write emails to people sitting in the
office literally metres away. The email had to be answered, invariably the reply needed to be
replied to, and possibly that needed a reply. A two minute conversation probably consumed at
least 5 minutes of emails. Naturally, sometimes things, particularly of a contractual nature,
should be in writing.
Our emotions often consume lots of wasted time. Sure, good supervisors are passionate and
they will get frustrated and angry with people who let them down. But, don’t let that anger and
frustration consume you. Sending long argumentative and angry emails consumes energy and
time. Learn to write short factual and to the point emails. Don’t chase an argument just to have
the last word, or to score a point.
Yes, some points are important and should be argued. But, learn to let items go when the
argument isn’t really worth it. The important thing is to win the war, not every battle. Getting the
project completed quickly, safely, profitably and efficiently is what really counts.
Set aside some quiet time each day so that you can attend to emails and paperwork, and so
you can plan the job. In this time ensure you only allow urgent problems to interrupt you – even
if that means asking someone to call you later, or that you will call them back when you’re
finished what you’re doing.
Learn to say no. It’s good to be helpful, but sometimes taking on extra tasks or
responsibilities, or accepting unrealistic deadlines, will impact your current work. Of course
always say no politely, explaining why you can’t take on the task, or meet the deadline, and try
to offer alternative solutions.
Teamwork
Construction is a team effort.
Supervisors have a team working for them. This team must have the right balance of skills.
Importantly the team must work in a harmonious fashion. Discord and unhappiness within the
team will result in disunity that will negatively impact production. Sometimes it only takes one
individual to disrupt an excellent team. Understand your team. Know when there’s trouble
brewing.
Projects are built by a number of work crews and teams. There are often other supervisors
and efforts need to be coordinated between the different work areas. There are subcontractors
and suppliers. On large projects there will be safety advisors, quality managers, engineers,
contract administrators and project managers. The contractor’s team has to work all as one
unified team, maximising production and reducing costs. Sure, you may not like some of the
people and you might not respect everybody. But your personal dislikes, and others’ petty issues
should never be allowed to interfere with, or disrupt, the overall team effort. It only takes a few
individuals and some minor problems to create a dysfunctional team that’s not working as one.
Projects are also built by a team consisting of the client, their team (designers and project
manager), your company and possibly other contractors. If the project is successful everyone
should be winners. It requires teamwork for the project to be successful. Obviously this doesn’t
mean giving stuff away for free, nor should your company lose time or money helping others.
But, a little understanding and cooperation can go a long way to help the team and project. It’s
not helpful to try and trip others in the team. Rather be proactive and point out problems and
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issues before they become major problems which could disrupt the project.
Day to day planning
Our days are often rushed and many supervisors barely have time to think, being pulled in
different directions and facing demands from their managers, their crew and the client. Yet, it’s
vital to find some quiet time to think through and plan the day’s activities – what must be done
today, what must happen tomorrow and what must happen today so that tomorrow’s tasks can be
accomplished. What must happen next week and what must be done today so that next week’s
tasks can happen.
This day to day planning includes ensuring that materials are ordered, that there are
sufficient workers with the right skills, and that construction equipment will be available. It
comprises looking at the construction schedule so that you understand what must be done and in
what sequence. It covers studying the drawings to check that all the information is complete and
clear so the structure can be built. It means checking that there’ll be access to the work areas and
ensuring that preceding tasks are completed. Of course, it also means communicating with your
crew so that everyone knows what has to be done and how it will be accomplished.
Regrettably many in construction neglect to plan projects properly, leading to emergencies
and problems when things haven’t been ordered, when items aren’t available, or access isn’t
ready. It’s far easier and takes less time to plan things properly, than to resolve problems created
by inadequate planning. I always say, “it’s much easier to be a fire prevention officer than a
firefighter”. Supervisors often spend an inordinate amount of time ordering items which have
been forgotten – this often takes several phone calls, begging and cajoling suppliers for a favour
to get the item immediately, additional calls to arrange special transport, then more time
following up why the item hasn’t arrived yet. Often crews have to be switched around to work
elsewhere when materials, equipment, information or access isn’t available. Not only does the
supervisor waste time making the changes, but invariably the crew is disrupted and everyone has
wasted a couple of hours and got frustrated in the process.
Problem solving
There’s a problem, what is the cause? What are the real underlying reasons for the problem?
Yes, there are often a number of causes of a problem and solving only one won’t resolve the
issue.
Frequently people treat the symptoms and not the cause. For instance, the project is losing
money on wages and bosses automatically assume that there are too many people on the project.
Supervisors are told to cut people. Well, sometimes there are too many people and cutting some
may help reduce costs. But in many cases the reason for projects losing money on wages isn’t
because there are too many people. In fact indiscriminately cutting people could make the
problem worse. Indeed the reasons for losing money on wages could be many, including, poor
productivity, poorly skilled and untrained workers, poor supervision, mistakes in the estimate,
unbalanced teams where there are insufficient people with a particular skill, disruptions caused
by the client, additional work which hasn’t been claimed, crooking of wage records and
attendance, and more.
A machine has broken down – why? Maybe the item is unreliable, maybe it wasn’t serviced
or repaired properly, maybe the operator caused the problem because they couldn’t operate the
machine correctly, indeed I’ve even had operators deliberately sabotage equipment. So, you
could keep repairing the item and it will break again, because the underlying cause of the fault
hasn’t been fixed.
Problem solving involves uncovering the root cause of the problem and then taking
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corrective action to fix the issue and ensure that the problem won’t occur again. Never assume
that the first and obvious reason for an issue is actually the true and only cause of the problem.
Take time to ask the right questions and find the correct solutions.
Certainly, project managers often blame estimators for mistakes in the project price which
are causing losses on their project. Sure, the estimator may have made a mistake with the price,
but often the real reasons for most of the losses are poor management on the project, or perhaps
something else. On one of my projects we were losing hundreds of thousands of dollars on our
concrete materials. Every month our project manager told us the losses would be recovered when
they submitted a variation claim for the additional cement the client had asked us to add to the
concrete. It was only when I insisted that we reconcile all of the cement deliveries with the
quantity of concrete we had mixed that the project uncovered the real reason for the losses – half
a million dollars of cement had been stolen from the project. We eventually claimed for the extra
cement that the client had asked us to add, but the additional monies from this claim was
probably less than a tenth of the value of cement that had been stolen.
Supervisors must be skilled problem solvers. Every project will have problems every day.
Productivity
It’s essential to maximise productivity on the project to ensure that the work is completed
within the scheduled time, while also ensuring that the work is executed with the lowest
resources and the least costs. This doesn’t mean delivering poor workmanship, using inferior
products, or doing things which are dangerous or could be harmful to the environment.
Rather it’s about selecting construction methods best suited to the project, the design and
the available resources. It’s about reducing waste and using resources efficiently. It’s about
working smarter.
Construction is one of the least productive industries and most projects could improve
efficiencies by 5, 10 or even 20%. Much of these improvements are in the hands of management,
and supervisors are at the coal face.
Always ask the questions; “is there a better way of doing this” and “is everyone and all our
equipment performing at maximum efficiency?”
(See Chapter 14 for more on improving productivity.)
Communication
Good communication is crucial to the success of every project. It’s essential for the success
of the supervisor. It’s something that supervisors have to do every day. Supervisors must
communicate with their team, their project manager, company support staff, suppliers,
subcontractors, engineers and architects, the client, testing agents, sometimes the authorities and
the public.
It’s essential that communication is civil, clear, concise, effective, takes into account
relationships, isn’t condescending, not contradictory, is persuasive and forceful when required,
and that it takes into account the level of understanding of the other person.
Communication isn’t just about giving and receiving instructions, it’s about keeping the
various stakeholders on the project informed about changes, progress and problems on the
project.
Communication is often verbal, which includes meetings, crew briefings, instructions, one
on one discussions, and telephone conversations. However, it’s often essential that some
communication is in writing so that there’s a record of the instruction, question or decision. In
fact it’s vital that items of a contractual nature, items which could have a time or cost
implication, items where there could be a misunderstanding, or for events that could later lead to
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disputes or arguments, are recorded in writing. Regrettably many people have poor memories,
especially when an item that’s verbally agreed may cause them problems. It becomes your word
against their word. ‘He said, she said’ and who can be believed? So, it’s important that all
changes and instructions from the client’s team are in writing, and that all questions which could
have a time or cost implication are raised with the client in writing. Sometimes verbal
discussions and decisions which may have a time, cost or legal implication, should be later
followed up in writing so that there’s a written record.
Written communication could be in the form of instructions, meeting minutes, meeting
notes, memos, letters and emails.
It’s always essential that communication is addressed through the correct channels, so that
the message reaches the right person who is able to take the required action. Communication sent
to all, or to whom it may concern, will undoubtedly be ignored by everyone. Understand who
should be dealing with the problem and ensure that they’ll receive the email or letter. For
instance, when dealing with subcontractors, instructions should be given to managers and not the
workers physically doing the work – unless the instruction relates to an immediate safety concern
or quality problem. But even quality and safety concerns should be reported to their management
– preferably in writing so that there’s a record of the issue in case there’s a repeat of the matter or
it’s not fixed.
In the same way, it’s important that the client’s team follows the correct channels when
dealing with your company. Instructions should never be given directly to your workers unless
they relate to an immediate safety or quality concern. It’s essential that your team understands
this process. It becomes very confusing, even costly, when your team starts following
instructions directly from the client or your management, when you aren’t aware of the
instructions.
Unfortunately many letters, emails and memos are written poorly. They are hard to
understand. Most project communication is in English, so even if your first language isn’t
English it’s essential you have a basic understanding of the language and are able to
communicate with others properly. Regrettably, even some whose home language is English,
who have been schooled in English, fail to understand the rudimentary rules of grammar and
spelling. I’ve received many garbled emails and letters, that I couldn’t understand, from people
that should have known better. Fortunately, today our computers all have Spellcheck and
Grammarchecker, so there should be little excuse for poor spelling and grammar. But, much of it
is laziness. It’s essential to read through memos and emails before sending them to ensure that
they make sense. Even consider asking someone to check the email before you send it. It could
result in problems if your email or letter isn’t understood correctly and the receiver thought you
meant something different.
Keep letters, emails and instructions simple. Use simple language. Keep sentences short.
Avoid using abbreviations, other than those commonly used on the project, then consider
explaining the abbreviation at least once. Arrange different thoughts or topics into separate
paragraphs. Avoid overuse of exclamation marks (!) and question marks (?). Don’t use capital
letters except at the start of sentences and for the names of people and places, and of course
when you refer to I. So, don’t use CAPITAL LETTERS like this – it’s rude and unnecessary.
Avoid using different colours, or different types of text. Use bold type only for headings. Don’t
use emotive language. Write simply, one thought at a time. Then reread and check that it all
makes sense and is in a logical order. Will the reader understand what you are saying? If an
action is required will the reader know what you’re expecting from them?
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All letters, emails, instructions and memos should have a date and a heading describing
what the letter is about. Check that all your facts are correct.
Poorly written letters, memos and emails are often not treated with the seriousness they
deserve.
Keep a copy of all correspondence you sent in case there’s an argument or issue later.
There are courses which will help you improve both your verbal and written communication
skills and these are often well worth the time and cost and will benefit your career as a
supervisor, helping you progress up the management ladder.
Meeting notes
In the course of a project a supervisor will attend hundreds of meetings. These could be
with the project manager, suppliers, subcontractors, your team, the client’s team, literally
anybody. The meetings could be a formal scheduled meeting on a specific day and time, or they
could be relatively informal with just you and another person – maybe one of your crew. Will
you remember what was discussed at the meeting, who was there, what you committed to do at
the meeting, or even when the meeting was? Well it’s obviously impossible to remember. It’s
therefore could practice to maintain a diary and keep brief records of meetings. The date, who
attended, what was discussed and what was agreed. Simple.
Firstly it serves as a reminder of what you must follow-up after the meeting, but importantly
it’s also a valuable record should a claim or dispute later arise. You will have a stronger case if
you have a record of events.
If something specific was agreed at the meeting, maybe the resolution of a dispute, an
agreement for project changes, or a contractual issue of sorts was resolved, then it’s good
practice to send out correspondence after the meeting to the other attendees setting out was
agreed at the meeting, or possibly even send brief meeting minutes (a record of the meeting, who
attended, the date and what was discussed) to the meeting attendees. This is a confirmation of
what was discussed, in case somebody at a later date forgets what was agreed, or disputes an
issue.
Client site progress meetings
From time to time it may be the supervisor’s responsibility to attend the client’s project
progress and project site meetings. It’s always important to ensure that you are prepared for the
meeting – this includes reading through the previous meeting minutes (meeting notes) and the
meeting agenda (if one is provided) to ensure that you have the information and answers required
for the meeting. Also have a list of points that you want to raise at the meeting. Raise these
issues under the relevant agenda items.
Also, check that the meeting minutes are a fair reflection of what was discussed at the
meeting. Usually the client’s team writes the minutes and regrettably the minutes aren’t always a
fair reflection of what was discussed at the meeting. They may be biased to support information
that portrays the client’s team in a more favourable light, hiding their mistakes. Remember, the
minutes of these meetings could be used to support variation claims by the client and refute
claims from the contractor, so it’s important that the minutes are a true reflection of the
discussions. Sure, it doesn’t mean that you should be pedantic and argue nonessential facts or
spelling mistakes, but it does mean that the basic information should be true. It’s important that
anything you disagree with is corrected at the next meeting, or you should note the items in a
letter to the client if they’re aren’t corrected.
Make notes of items discussed at the meeting, especially things that you must attend to after
the meeting is ended. Often the formal minutes are only issued sometime after the meeting
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(occasionally weeks later) so waiting until you receive the minutes may be too late to act.
Keeping accurate notes also allows you to make corrections of the meeting minutes where
necessary.
Minutes of formal project meetings are often circulated to others, including the contractor’s
and the client’s senior management. Failing to deliver information as requested, or not closing an
item out quickly, may be embarrassing for you and your company, especially if it’s repeated
meeting after meeting.
Although it’s not necessary to dress up for these meetings, it will portray a poor image if
you arrive grubby and in greasy or dirty clothes. Take the trouble to clean up a bit so that you
look professional.
Request for information
Frequently supervisors have to ask the client for information. The information on the
client’s drawings may be incomplete, there could be conflicting information, or there are
problems and delays on the project because information isn’t forthcoming from the client’s team.
It’s often easy to just verbally ask the client’s representative for the items. But there’s no record
of your question. How long will you wait for the answer? Sometimes the person even forgets
about the question. Often while you’re waiting for the answer work can’t continue and a delay
occurs. If there’s no record of the question then the person could deny you ever raised the query,
or could argue the date when they were asked. It’s therefore good practice to ensure that all
questions are addressed in writing to the client. These questions should have a date and a
duplicate copy kept by the contractor.
Often different people in the client’s team are responsible for answering different question.
Therefore it’s good practice to keep only one question per request or piece of paper.
Daily records
It’s essential to keep an accurate daily record of what happened on the project. In fact, many
clients require a daily record or diary from the contractor. Some may think this is just another
nuisance document and take little care when completing it, or fill it in at the end of the week –
possibly forgetting stuff. Yet, this document could be vital in substantiating or refuting a
variation claim. Many a poorly completed daily record has scuppered a contractor’s variation
claim – sometimes costing the contractor tens of thousands of dollars.
The daily diary should record the people on the project – the numbers of management and
supervisory staff, the number of skilled people and general workers. It should include the total of
all subcontractors’ employees. The diary should list key major equipment. It should have details
of the weather (rain record, temperature and wind) and record time lost due to poor weather. The
report should also list major deliveries and key items of work done on the day. All hold-ups and
delays should be reported. Where delays are ongoing they should be reported each day that they
impacted the work.
Even if the client doesn’t require a daily diary or report from you it’s good practice to write
notes in your diary every day. Even the personal diary of supervisors could form an important
part in winning or losing a variation claim. Lawyers representing the other party could demand
these diaries (even though you may consider them personal notes), so it’s essential that the notes
in diaries are an accurate record of the resources on the project, delays that occurred, and the
events that happened on the project.
Photographs
Photographs are invaluable to record progress, obstructions, quality of work, safety
incidents and the condition of equipment and materials delivered to the project. Having date
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stamped photographs is useful, although generally digital photographs have data recorded with
the photo.
Never discard photographs, but keep them filed where they can be found (not on your phone
which could be lost). Frequently problems arise long after the photograph was taken, sometimes
even after the project was completed.
The right photograph, even one that’s of poor quality, may just have sufficient evidence to
fight a delay or variation claim with the client, it may be used to argue an insurance claim, or
prove that work was actually completed in accordance with the project specifications. One
photograph could be worth thousands of dollars to your company.
You can never take too many photographs on a project. Of course always ensure that you
have permission from the client and the owner of the project. Some projects contain sensitive
equipment and processes which the owner might not want photographed.
Client relations
Who is your client? Do you know? (See Chapter 1.)
Having a good relationship with the client is a balancing act, and supervisors have to be
pleasant, helpful and cooperative, while always ensuring that the interests of their company are
protected. Clients will ask favours – but favours don’t pay bills. A contract is a contract, so
clients must reimburse the contractor for all their costs incurred because of additional work,
changes and delays caused by the client’s team. This means requesting a written instruction for
all changes and extra work that the client requires.
It’s important to communicate with clients, timeously informing them when there could be a
problem or a delay – when information or access is late, or when there might be problems with
the drawings provided by the client’s team.
At the same time, supervisors must be wary of what information they provide the client.
This information could be used against the contractor, against your company, if it doesn’t agree
with what your management is telling the client. So, it’s vital that supervisors don’t badmouth
their management or company to the client. Never complain to the client about your equipment,
your team, or the support from your management and company. Firstly, you might not have all
the facts, so your complaints might not be a hundred percent correct, but your complaints will
cast your company in a poor light, possibly adversely impacting the reputation of your company.
But, furthermore, your complaints about delays to your work caused by your company may
provide the client ammunition to shoot down a variation claim for additional time submitted to
the client by your company. This variation claim could possibly be worth tens of thousands of
dollars to your company.
No matter how frustrated you are with your company and your management, never belittle
them in front of others, and in particular to the client, since you will damage your company.
By the same token, take care not to bad mouth the client’s team – especially not to the
client. Sure, when despite repeated requests for information, or access, or another problem,
which is delaying the project hasn’t been resolved, then the issue may have to be raised directly
with the client or their senior management. But always do so in a firm way without apportioning
individual blame if possible. Certainly don’t say somebody is useless or incompetent, even if
they are.
As mentioned in Chapter 2, talking to the client and their team is an opportunity to foster
good relationships and to hear about future projects.
Assisting the client
Obviously it’s good practice to help your client where possible, but never at the expense of
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your company. You have years of construction experience and your advice can be valuable to the
client’s team. But, you need to be careful that you aren’t blamed when they act on your advice
and then things don’t turn out well. Always ensure that your solutions are phrased as
suggestions. Never accept an instruction where the client phrases it such that it’s your idea or
solution.
Clients and their representatives sometimes ask for favours. Obviously minor favours,
tidying an area, or moving a few items might be simple, but bigger, or frequent favours, can add
up costing your company money, even delaying the project. It goes without saying that when
granting favours nothing should involve illegal practices. Wherever possible refrain from
granting personal favours which could be seen as enriching a particular person. This could be
misconstrued by the client’s management as bribery, or payment for favours granted to your
company. Unfortunately, small favours like loaning equipment or moving personal items have
caused me problems in the past when there’s been an accident and what should have been a
minor inconvenience and cost, suddenly escalated.
If in doubt discuss the request with your manager – even get permission in writing from
your management for bigger favours.
Potential problems with the design

Possibly, sometimes having more construction experience than the client’s designers, you
may notice potential problems with the design or the construction drawings. It’s important to
raise your concerns in writing. I’ve had concerns of mine ignored, only for the client to contact
me a year after the project was completed telling me to rectify a problem which they said was a
construction defect. Fortunately I had a copy of my previous correspondence, where during
construction I had raised the design issue which caused the fault, so the client had to rectify the
problem at their cost.
If you haven’t notified the client of an obvious problem they could blame you for not
raising the issue, even though it was their design problem. They could claim that as a responsible
and experienced contractor you should have noticed the design was faulty, and they could hold
your company partly responsible for the problem. But anyway, no one wants a newly completed
facility to have problems. Inevitably the public won’t know the underlying cause and will think
that it’s faulty construction and not a design or client problem.
Where your company is responsible for the design it’s important that your designers are
notified of potential problems. In this case problems with the design will be the contractor’s
responsibility – your company’s responsibility.
Don’t overpromise and underdeliver

We all hate it when someone commits to do something and then they don’t deliver, or it’s
late. Supervisors are often put under enormous pressure by clients and managers to meet almost
impossible deadlines, or difficult targets. In fear of their jobs, scared of disappointing their client,
or just because they want to appear helpful and please people, some supervisors commit to
delivering what they’ve been asked to do. Some supervisors always say yes. In fact, sometimes
supervisors haven’t actually considered the difficulties and complexities of the task before they
say yes. Then, when the task isn’t completed on time managers and clients are disappointed.
Inevitably there are repercussions. Managers that committed to their bosses and the client that the
tasks would get done on time look foolish. Clients that thought they could move into the project
or take possession of a section of work on a particular date have to make alternative
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arrangements when the work isn’t completed on time, often at additional costs. Of course the
supervisor is usually blamed!
Before saying yes and agreeing to complete work by a specified day, consider whether it’s
feasible, know what the impact will be on other tasks, understand what’s needed to meet the
request. As I said previously, it doesn’t mean that you say no to every request. But, it may mean
that you agree to meeting the request in exchange for some concessions, which may include
extending the date slightly, negotiating that another item is delayed, requesting additional
resources, or even agreeing to completing only the critical items by the deadline. Clients and
managers don’t like supervisors saying no, they will try and bully you, they may even be angry,
but, at the end of the day they’ll be more upset if you commit to meeting a deadline and then
don’t deliver.
Of course, don’t get a reputation for saying no to everything. Always try and cooperate and
help where possible. It also doesn’t mean that you should push out deadlines to make them easy,
or only take on extra items that are simple! Clients and managers aren’t stupid. Explain why
something isn’t possible and present alternative solutions. Clients and managers will ultimately
appreciate your honesty and they’ll eventually come to rely on your good judgement, knowing
that you’ll always try your best, and that when you say something isn’t possible that it really isn’t
possible.
Clients and managers forget most of the small battles and arguments they have during the
project and only remember the project completion. Was the project completed when the
supervisor committed to finish it?
Management visits
Sometimes supervisors are left to manage projects on their own with project managers
visiting once a day, or every other day. If there are items that need to be discussed with your
project manager it’s useful to make notes of the points so you’re reminded to discuss the items
when the project manager visits. Frequently these visits are rushed and project managers have
their own agendas questions and items to discuss with you. Often discussions are interrupted by
phone calls and issues that need to be resolved, so items you want to discuss with your manager
can easily be forgotten.
From time to time senior management from your company (directors, even the CEO (big
boss) or company owner) will visit the project. You should be prepared for these visits, ensuring
that the project site is neat, tidy, safe, without quality issues, and that it looks professional. Your
team should be productive during these visits. You don’t want your senior management thinking
that you’re managing the project poorly (that will impact your career advancement, bonuses and
salary increases) or even that your project manager is managing the project poorly because then
your project manager will be unhappy with you. During these visits it’s tempting to complain
about problems on the project. Be mindful not to raise issues with senior management that you
haven’t already raised with your immediate managers. You shouldn’t be seen to be going over
your manager’s head. But, also remember that company senior management are busy people and
won’t want to hear about day to day problems on the project, or small issues and annoyances.
They should only be bothered with big picture issues – such as recurring problems with a
company department not providing support, or frequent breakdowns of the company’s equipment
– preferably stuff that they can help with.
Sometimes the client’s senior management will visit the project site. Again it’s essential that
the project is neat, tidy, safe and professional. Managers who are unhappy with safety or quality
on the project will take it out on their employees managing your work, who will be very unhappy
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with you and your company. A bad visit from the client’s managers will result in more rules and
checks on your work.
Preparing for the weather
Contractors frequently blame the weather for delays. Unquestionable, rain, wind and
extreme temperatures will impact construction progress, but there are steps that can be taken to
reduce some of the impacts. Always keep an eye on the weather forecasts and take action to
ensure that you’re ready for the expected conditions.
Therefore, if rain is expected take precautions. This could include checking stormwater
drains are open, that stormwater can flow around the works, that protective berms are in place
around excavations (even a low earth wall can help keep most of the water out of excavations),
that completed work is protected from rain (have tarpaulins and plastic sheets available), that
buildings are closed-up where possible, excavations that can be filled in are closed and that as
much work is completed before the rain arrives. Taking action to place concrete in foundations
ahead of expected rain will prevent the partially completed work being flooded – it’s soul
destroying, costly and time consuming, removing reinforcing steel and digging out mud from
foundations which were ready for concrete.
Large concrete pours and big material deliveries which may be interrupted by the storm
may have to be delayed until after the bad weather has passed.
Wind can play havoc with cranes lifting large objects. You may have to plan work that’s
sensitive to wind to happen in calmer conditions. Often wind is lighter earlier in the day or late in
the afternoon. You could consider starting this work earlier, or working later to make the most of
the calmer conditions.
High temperatures impact productivity and it’s also harmful to fresh concrete. Plan work so
that it happens at cooler times in the day. Consider starting earlier in the morning and then
finishing earlier in the afternoon.
When storms are expected ensure that all loose items are tied down.
Before projects close for the weekend check that equipment is removed from low-lying
areas that could be flooded. We returned to one project on a Monday to find that the river was in
flood and our crane and other equipment were under water – parking them on higher ground
would have saved them.
Preparing for the holidays
Over holiday periods projects may shut down for several days, or even weeks. Plan ahead
for the holidays, even prepare a checklist. Cancel deliveries for this period. Ensure that workers,
subcontractors and suppliers are aware of when work stops and when it resumes again. Complete
all work that needs to be done before the holidays. The holiday period is a good time for concrete
to gain strength. Getting major concrete pours in before the holidays could save days and even
weeks of curing time, allowing formwork and support-work to be removed immediately your
crew returns to work. It’s therefore critical to ensure that all major concrete pours are completed
ahead of the holidays.
If you’ve placed concrete just before the holidays ensure that steps are in place to cure the
concrete and to manage the concrete testing over the holidays.
Get buildings closed up before the holidays so they’re weathertight and secure. Finish
installing underground services so trenches can be filled in before the holidays. Where possible,
avoid excavating new trenches which will stand open over the holidays.
The project site should be left clean and tidy. Vehicles and equipment must be safely stored.
Steps must be in place to secure everything in case of rain or strong winds during the holiday
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periods.
The project must be secured over the holiday period and if required additional security must
be in place.
If crews are working into the holiday period ensure that there is supervision in place and
that critical materials, equipment and people will be available. Of course, check that these
employees will receive their wages.
Cooperating with other supervisors
Large projects may have several supervisors working on different sections of the project.
You all have your own deadlines and targets to meet. You all have pressures and obstacles to
overcome. Sometimes there will even be competitiveness amongst the various supervisors, and
undoubtably there will be minor dislikes and personal battles to be sorted. Why would you want
to help another supervisor? Why would you give up any advantage to another supervisor? Why
should your work suffer or be delayed because of another supervisor’s work?
Yet, you’re all working on the same project for the same company. If one supervisor
doesn’t finish their section of work, then the project won’t be completed on time. You’re all only
as good as the weakest link. One supervisor wastes money, or incurs additional costs, then those
costs are against your project. Those extra costs will almost certainly come from the company’s
profits and they’ll impact your bonus at the end of the project.
It’s therefore vital that everyone on the project works as a team, puts away petty
disagreements and dislikes and cooperates. Work should be coordinated so that every section of
the project can progress with minimal disruption to all. This planning and cooperation may
disrupt your area of work – indeed, it may cause you additional work, but at the end of the day
the project must come first and no section of work should suffer unduly because of the selfish
progress of another supervisor and their section.
In all of this, it’s essential that equipment is shared equitably, to attain maximum
productivity. If an item of equipment can be shared between two supervisors so a second item
doesn’t have to be purchased or hired, then think of the savings to the project. Proper planning
and scheduling of work will increase productivity of the machines, ensuring that the item can be
used by other supervisors. Obviously, it’s important that sharing equipment doesn’t overly
disrupt progress, because this will be foolish. Rather, look at how you can optimise the
equipment that you’re using, and how you can cooperate with other supervisors and sections of
work to share items, maximising their usage while minimising costs. It’s a balancing act, where
the disadvantages shouldn’t outweigh the gains – but there may be some sacrifice (usually
rescheduling work, some extra effort and more organisation) for the overall improvements.
Sometimes other supervisors will run into trouble, maybe it’s of their own making because
they made a mistake, planned their work poorly, or forgot to order an item, but remember,
ultimately you are on the same team. Helping them out will help the project and the company,
and indirectly it will pay you back at the end of the day. Of course, inevitably, no matter how
good you are at your job, there will be a time when you’ll need to ask for help from another
supervisor. There will be times when your equipment breaks, or when a key team member is sick
and you need to borrow an item, or use someone from another supervisor’s crew to keep your
work on schedule.
Never look the other way
Projects are rushed. Supervisors are under pressure. There never seems enough time. It’s
tempting and easy to ignore someone doing something wrong, perhaps working unsafely. It’s
easy to ignore poor quality. But you wouldn’t want to ignore an unsafe act, only to hear that
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there was a serious accident later and the person was seriously injured or perhaps killed. If you
had stopped them the accident wouldn’t have happened. You wouldn’t want an accident on your
conscience. Never look the other way.
But looking away or condoning poor safety, unacceptable quality and poor behaviour
inevitably means that you’re disregarding these acts and those that witness your acceptance of
these practices will assume that these practices are acceptable. Ignoring poor safety, bad
behaviour, unacceptable quality, slacking workers or poor productivity, will promote these as
acceptable behaviours and will encourage others to do the same. Indeed, when you finally take
action it won’t just be correcting one poor act, but rather there’ll be multiple transgressions to
sort out.
If you notice people in other teams, or working on other parts of the project, that are
working unsafely, misbehaving or slacking, you may consider that it’s someone else’s issue –
after all you have enough problems of your own. Also, nobody wants to interfere in another’s
work. Nobody wants to appear to be a ‘snitch’. But the success of a project is a team effort. An
accident on another section will inevitably have repercussions for the whole project, for everyone
in the company. It’s therefore important that all unsafe actions are immediately stopped. If you
see something wrong report it to the responsible supervisor. Good supervisors should welcome
others reporting a problem that they hadn’t noticed. Supervisors can’t have eyes and ears
everywhere, so their work areas won’t always be perfect.
By the same token, when someone points out a potential problem with your team, or in your
work area, welcome the input and don’t take it personally.
Help
You cannot be expected to know everything. If you’re unsure of something or need advice,
ask someone who knows. You will invariably encounter difficult projects and clients. Ask your
project manager for help.
If you’re having trouble with a supplier, subcontractor, or employee, never hesitate to ask
your project manager for assistance. Better you be criticised for asking for help than be criticised
when things go wrong. But, actually project managers should never criticise you for asking for
help when needed.
If the project is going badly, it’s falling behind schedule, quality is a problem, or there’re
other problems, then ask for help.
Sure you are expected to get on with the job and solve problems, but sometimes you just
need a little extra help, some advice, or just a chance to bounce an idea off someone, or to be
able to discuss a problem with someone who may be older, wiser, or have more authority than
you.
Never be too proud to ask for help or advice.
Regrettably, some supervisors are too proud, or maybe a little nervous to ask for help. When
they do finally ask for assistance the problem has got worse, or they’ve already made the wrong
decision exacerbating the problem.
Being a supervisor can be lonely, so even just talking with somebody will help clarify an
issue.
Bribery and corruption
Sometimes the authorities can be difficult and obstructive. This may be because that’s the
way they are, or possibly there are other motives, like encouraging you to pay a fee, a bribe, to
smooth processes and make the problems disappear. Never engage in bribery, it’s illegal and you
could go to prison. Paying one bribe often leads to demands and expectations for more.
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Contractors that engage in bribery could be barred from working for some clients, meaning that
it’s tougher to find work.
On occasion, there will be offers from operators of hired equipment to pay a cash fee in lieu
of completing the hire company’s equipment time sheets. The machine costs less for your project
to hire, the operator pockets the money, but the hire company loses out. This is fraudulent. Why
would you risk prison time to save your company some money?
But the thing is, if your crew sees you engaging in theft and fraud then they’ll think this is
acceptable behaviour. Soon they’ll be selling your company’s equipment and materials!
Opportunities for further work
In Chapter 2 we discussed how important it is to find new avenues of work for the
company. Supervisors are at the coal face. Supervisors interact with suppliers, subcontractors,
the authorities, other contractors and the client’s team of engineers and architects. In addition
you have friends and relatives connected to the construction industry and potential clients.
Anyone of these could provide a lead to a potential new project. Listen out for these leads, ask
appropriate questions and encourage others to share information with you. Pass this information
to your project manager and the company head office.
It's also important to build relationships with the client’s team. Some clients award projects
to particular contractors because they want to work with a specific supervisor and team. Will
your client want to work with you again?
Summary
Managing a project starts with managing your time so that you are effective.
Constructing projects requires a team effort and it’s essential that everyone in your crew
works effectively and in a harmonious fashion. Supervisors must ensure that they have the right
team, with the right skills for the project so there are no weak links or missing parts. But
supervisors must also work with others in their company, some on the project and others in
support departments. Then there are suppliers, subcontractors, and the client’s team. Everyone
should be working to the same goal, to deliver the project safely, quickly, smoothly, efficiently
and with the right quality. Failure by one member in the team could jeopardise the entire project
resulting in everyone failing. Tripping up one of the team could lead to project failure.
Supporting the rest of the project team will lead to project success.
Communication – both verbal and written – is an essential part of every supervisors role.
Some communication, such as information requests, instructions which could have a time or cost
impact and records of decisions and agreements, should be in writing.
Every project will have problems and it’s essential that supervisors establish the root cause
of the problem so that the issue doesn’t reoccur. Sometimes problems are the result of more than
one issue.
Good client relations are essential, however, these should never come at the cost of
additional time or money for the contractor. Always deal with the client fairly and in terms of the
project contract documents. Where possible assist the client without compromising yourself or
your company. Supervisors should never overpromise and underdeliver. Rather ensure that you
can achieve the results with a reasonable effort.
It’s crucial that supervisors plan their work daily, ensuring that they’ll have the required
information, materials, equipment and access for their tasks. Supervisors need to be aware of
potential problems and take proactive steps to prevent them occurring, or to mitigate the impacts
of the problem.
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Supervisors should keep an accurate daily record. These records could be used to prove or
refute a variation claim. It’s essential to also keep a record of meetings and discussions which
have an impact on the project. Regular project photographs are an excellent record of progress,
problems and issues on the project.
From time to time supervisors may have to attend project meetings with the client’s team.
Supervisors should be prepared for these meetings so that they have the answers and information
requested. It’s important to keep notes of what was said at the meeting and what should be
actioned. Then, when the client issues the official meeting minutes, or notes, these should be
checked to ensure that they are an accurate reflection of the meeting.
Supervisors must never look away from an unsafe act, poor quality work, unacceptable
quality or lazy workers. This could lead to accidents and problems with project discipline later.
Supervisors should ask for advice and help when necessary and discuss difficult problems
with others who may have more experience.
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There are many processes, steps, skills and methods used in construction. Some supervisors
may be very skilled in certain trades and less familiar with others. So some understand carpentry,
electrical, structural steel or earthworks, but are less familiar with the other building trades. In
this chapter I discuss a few construction processes which most supervisors will encounter on
some of their projects. Understanding these processes will allow supervisors to plan their work
better, ensuring safer projects of a better quality.
Property boundaries
Do you know where the project boundaries are? The project boundaries aren’t always where
the boundary fence or wall is. Neighbours will be unhappy should they find that you’ve
inadvertently set up offices on their property, that you’ve perhaps damaged vegetation or
structures on their property, or worse still, that you’ve built new permanent structures on the
wrong property. Always check that you are working on the correct property and that your crew
and equipment don’t inadvertently stray onto neighbouring property. This also includes straying
onto land belonging to the local authorities and local reserves and parks. Indeed, recently a
construction company completed a new apartment complex and residents and the local
authorities took the contractor to court for compensation for damages caused to the adjoining
park. The contractor had to pay tens of thousands of dollars to make good the damages caused by
their workers, vehicles and construction equipment.
Unfortunately there have even been examples of contractors building a complete house on
the wrong property, and another case where the contractor demolished the wrong house – the
house on the neighbouring property.
If you’re unsure of the property boundaries ask the client to mark them out, or get a land
surveyor to set them out. It may be necessary to properly demarcate the boundaries, preferably
with a fence or hoarding, so that your workers, equipment and materials don’t stray onto land
that isn’t part of the project.
Clearing the project site for construction
Clearing the construction site could involve demolishing existing structures, removing
vegetation, stripping topsoil and removing any obstructions and impediments to the project work
areas.
It’s important to clearly mark trees that shouldn’t be removed and fence off vegetation
which the client doesn’t want damaged. Anyway, removing vegetation unnecessarily creates
extra rubbish that must be carted to the rubbish tip at additional expense, and it exposes the
project site to erosion and dust. Often weeds will colonise the bare ground. A bulldozer or
excavator can do big damage in a few seconds when your back’s turned. Equipment could be
accidently driven through sensitive vegetation which isn’t clearly marked and fenced off. Clients
will be upset if the trees they planned to keep are destroyed. In some cases the project
environmental plan might require certain areas to be protected and damage to these areas could
result in monetary fines, poor publicity and even the project being stopped. It’s very expensive
and time consuming to rehabilitate areas where vegetation has been destroyed and any
rehabilitation can seldom restore what was lost – certainly not in the short term, since trees and
plants require time to grow and wildlife could be permanently lost from the area.
Vegetation that has to be removed can be chipped and mulched and stockpiled to use as
compost and mulch for landscaping at the end of the project. This will save the cost of hauling
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the debris to the rubbish tip.
In general, topsoil is the top layer of the ground suitable for plants to grow. It could be
between 50mm and 200mm thick (two to eight inches). It isn’t suitable under houses and roads
and must be removed, and it shouldn’t be used for filling trenches or under structures. Topsoil is
usually a valuable commodity and should be separated from construction debris and other soil.
Good topsoil is essential for landscaping. Sufficient quantities should be stockpiled on the
project site (space providing) to be spread and used for landscaping when all building work is
complete, and to rehabilitate the temporary construction office and laydown areas. Importing
new topsoil is expensive, plus there’s the cost of carting away the material stripped from the
project. Stockpiles of topsoil on the property may need to be protected, so soil isn’t washed away
by rain, possibly blocking stormwater drains, or being carried onto neighbouring properties or
roads where it must be cleaned up.
Excavation
Ground has to be excavated to level the project site, to create foundations, for basements,
and to install underground services, such as, water pipes, stormwater pipes, electrical cables and
sewer pipes. Sometimes, in the case of basements and sewer and stormwater pipes these
excavations are deep.
Remember when you were a child playing on the beach. High up on the beach where the
sand was dry, if you dug a hole it filled up with sand as quickly as you removed it. The sides of
the excavation kept falling in. Closer to the sea the sand was wetter so you could dig a hole fairly
deep and the sides stood up vertically. But as the sand dried out the sides of the excavation
started to fall in. If you stood near the edge of the hole the sides collapsed and you fell into the
excavation. When you tried to dig a hole right at the edge of the sea where the waves were, the
excavation filled with water and the sides of the hole fell in immediately they were saturated.
Now there’s a huge variety of different ground conditions which you could encounter on
projects. These might range from solid rock, soft rock, rock that’s heavily fragmented, ground
containing boulders (the ground around the boulders could be loose or firm) hard well compacted
ground, loose ground, and sand. When excavating in hard rock it’s possible to have vertical sides
to the excavation and the sides won’t fall in. However, fragmented rock, rock with joints (cracks)
and soft rock could be unstable and bits of rock could fall into the excavation – sometimes not
immediately. Some rock weathers rapidly when exposed to the air or water and it becomes soft
in a short time. Excavating in sand will often have a similar result to what you encountered on
the beach and the excavation sides won’t stay vertical for long, and usually only up to a depth of
half a metre (eighteen inches). Harder ground could stand vertically for a couple of metres (six
foot), but the sides can collapse if water enters the excavation – water running into the
excavation will erode the sides and water sitting in the bottom of the excavation will saturate the
ground on the sides eating into the ground, eventually causing it to collapse.
Of course ground that collapses into the excavation results in the excavation becoming
larger, and it also requires the fallen ground to be cleaned out of the hole again, which is time
consuming. But, if the excavation is more than a metre and a half deep (four-and-a half feet) and
somebody is working in the excavation then they could be seriously injured by the falling debris
and even buried alive. Unfortunately there are frequent reports of construction workers being
killed when the sides of trenches collapsed on them burying them alive – what a terrible death.
Therefore by law (note: check your local safety requirements), and for practical purposes,
the sides of all excavations (other than in solid rock) cannot have vertical sides more than one
and a half metres (four-and-a half feet). Above that height, the ground must be battered back
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(sloped) to about a thirty or a forty-five degree slope, or the sides of the excavation should be in
steps or benches, usually at half metre (eighteen inch) wide and high steps. Of course where
there’s only sand the sides of the excavation can’t be vertical and will probably be at a forty-five
degree slope from the bottom of the excavation.
But remember also, as discussed when you were on the beach and you stood on the edge of
your excavation the sides collapsed, so we have the same on our construction projects, where
excavations next to roads, or below building foundations, could easily collapse because of the
extra weight on the sides of the excavation from the vehicles and the building. In fact,
construction equipment should never operate near the edges of excavations, and mobile cranes
should be set-up well back from the edges of excavations – indeed there have been several
instances of cranes toppling into excavations when the ground under them gave way.
Of course, making excavations wider to accommodate the depth is often not an option, there
simply isn’t the space between structures and on the project. In these cases the sides of the
excavations have to be held back or supported so that they can stand vertically without
collapsing. For trenches, this could involve shoring the sides with timbers or special structures,
or even sinking caissons (rigid boxes of timber, steel or concrete, strong enough to hold the
ground back) into the ground and excavating the ground out between the walls of the caisson.
Deep basements, or basements excavated in sand, may require walls to be constructed from
continuous sheet piles or concrete piles which are driven into the ground first. This establishes an
enclosed space around the outside of the basement, and the ground can then be excavated from
within this enclosed area. But even these walls constructed from piles may not stand vertically on
their own, so it’s then necessary to install supporting props as the excavation progresses, to
reinforce the walls until the permanent structure is built. When the basement is excavated the
basement walls are constructed against this ring of piles. Of course the shoring must be designed
by an expert and installed properly. Shoring and timbers which can’t hold back the ground will
break and workers could easily be crushed. Always follow the engineer’s guidance when
excavating areas that have been shored. Excavating more than you should could cause the
shoring (temporary walls) to collapse, which in the most severe cases has resulted in
neighbouring buildings falling into the excavation – really, really bad publicity and very
expensive!
Whenever excavating care should be taken to separate the good material which is suitable to
use for backfilling from unsuitable ground. Invariably the ground varies the deeper we excavate.
The upper layer could be topsoil and contain vegetation Below the topsoil could be several layers
of different soil. Some material could be unsuitable for backfilling and may have to be disposed
of. Some material could be okay for filling layers deeper down, while the best material should be
kept for filling the uppermost layers of trenches, under floors and against walls. Mixing the
excavated materials will result in everything being contaminated and it will have to be carted to
the rubbish tip. In addition if there’s insufficient suitable material remaining for filling
excavations and under floors then additional material will have to be purchased and transported
to the project, which is all very costly.
When excavating for foundations or basements it’s often necessary to make the excavation
larger than needed so that there’s space in which to work and to construct the foundation or wall.
The working space required usually varies between 600 and 1000 millimetres (2 to 3 feet) – this
will depend on the construction methods for the wall as well as the depth of the excavation. The
area excavated for working space must be filled when the wall is complete with ground which is
compacted, so the space must be big enough for compaction.
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If the concrete is to be cast directly against the sides of the excavation then the excavation
should be done as neatly and accurately as possible. If the excavation is larger than it should be
then more concrete will be required to fill the space where the extra ground was removed. If the
excavation is too small, then the foundation or wall won’t fit, so excess ground must be removed
to make the excavation the correct size. This will create delays and additional costs.
Usually stormwater and waste water pipes can’t be placed directly on rock or hard ground
and requires a layer of soft sand, 50 to 150millimetres (2 to 6 inches) thick under them. This
allows for the pipes to be placed at the correct height and it means that the pipe is supported
evenly along its length, without lumps and bumps of rock which could damage the pipe.
Compaction
The ground under foundations, structures, paving and driveways, and in trenches should be
compacted properly to achieve the correct density. Usually an engineer will prescribe the degree
of compaction and the number of layers that should be compacted. Building on ground which
isn’t compacted properly will result in the ground sinking and settlement of the structure, paving
or driveway, which will look unsightly and be costly to repair.
Obviously when compacting trenches care must be taken not to damage the pipes in the
trenches as they can often be easily crushed or cracked.
When compacting ground it should be done in layers 100 to 150 millimetres (four to six
inches) thick. Thicker layers don’t get compacted properly. Usually ground needs some moisture
for compaction, normally referred to as the optimal moisture content. If there’s too much water,
or too little, you won’t achieve the required compaction density – a bit like Goldilocks and the
three bears, it must be just right. The amount of compaction also depends on the type of machine
and how many times the ground is compacted. Again there’s usually an optimum effort and too
little effort will mean the ground isn’t compacted properly, while too much won’t make any
difference to the degree of compaction after a while, so it’s a waste of time. You can compact
ground all you want, but if the ground is unsuitable, or it’s too wet or too dry, it simply won’t
achieve the required compaction.
Some soils, such as clean sand, compact easily. Topsoil and clay ground is unsuitable for
using under structures. Clay shrinks and swells when it gets wet and dries out – you wouldn’t
want your building or road going up and down, but the problem is it doesn’t happen evenly, so
parts of the building move at different rates, which results in structures cracking. Different soils
compact to different densities. When testing compacted ground it’s essential that you use the
correct optimum density for that material to compare your test results against. For instance, if
you use optimum densities from another soil sample you may have a density of 1850kg/m3. But
if the optimum density for the soil you’ve compacted is only 1800kg/m3, no matter how much
you compact the material you will never achieve the 1850kg/m3 you’re aiming for, because 1800
is the maximum possible. It’s therefore vital that you don’t mix different types of soil into the
same compacted layer because it’s likely that your test results will fail, because each material has
different densities and there’s no knowing what material you’ll actually be testing. Sure, you can
use a different material in another layer, but then you must use the optimum density for that
material when you’re testing that layer. Alternatively you can mix the materials together,
ensuring they are mixed evenly, then test to find the optimum density for the mix, which you
then use when testing the layers containing the mix. Always keep different materials separate and
know their optimum densities so that you use the right densities when testing the material after
it’s been compacted.
Geotechnical companies and engineers can provide advice on what materials to use and
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undertake tests of the ground on the project and of the compacted area to check that the ground
has been adequately compacted.
Demolitions
Sometimes projects involve demolition of existing structures. On occasion clients change
their minds after a structure has been built and they require the newly completed structure
demolished, or a hole cut in it. Regrettably, on occasion contractors make mistakes, or work is of
a poor quality, so a completed structure must be broken down. Demolition work is often
dangerous and must be done with care.
Before demolitions starts, all hazardous materials must be identified and removed
separately, where required demolition permits must be in place, electrical, gas and water supplies
must be cut-off to the structures and the lines made safe, all salvageable material should be
removed, safety steps must be in place to prevent injuries to workers and the public, exclusion
zones must be clearly marked and enforced so that falling debris don’t injure people or damage
property, steps must be implemented to minimise dust, areas to be demolished or removed must
be clearly marked so that there’s no confusion or risk of the wrong structure being demolished,
the right equipment must be used (equipment that’s too big may result in excessive vibrations or
loads damaging other structures) and rubble should not be allowed to accumulate where it could
block access or cause overloading to structures.
But, even on a normal construction site, often contractors have to cut or drill holes through
walls and concrete slabs to make way for pipes and utilities. Cutting a wall brace could make the
whole structure unstable, and it could collapse when there’s a strong wind or an external load is
imposed on the structure. It’s hard to think that cutting one brace (sometimes only a few inches
thick) could cause a whole steel structure to collapse, but unfortunately it has happened.
Similarly, care must be taken when cutting holes in a concrete floor slab. Cutting through vital
reinforcing could weaken the slab causing it to sag and crack. Some concrete slabs have
tensioned cables and cutting one or more of these can lead to a serious failure. Therefore, always
take care when cutting structures, in fact check with the design engineer that the hole can safely
be cut there. Always check first before cutting.
Construction rubbish
Every project generates huge amounts of rubbish which has to be carted to rubbish tips. The
cost of disposing of this rubbish includes the cost of loading it, transport, as well as the tip fees.
These costs can be huge.
In an effort to reduce these costs some contractors resort to dumping the rubbish illegally on
vacant lots, which could result in monetary fines and bad publicity, as well as incurring the costs
to clean up the mess. This is environmentally insensitive – would you want some contractor
dumping construction waste in your neighbourhood, would you want your rates and taxes used to
clean up someone else’s rubbish?
Other contractors may choose to bury rubbish on the project site. This is also illegal and
will upset clients should they uncover this rubble while they’re landscaping their property, or
building other structures. Indeed they’re entitled to call the offending contractor back to clean up
the mess, or they could deduct the clean-up costs from the contractor’s retainage money or their
bonds.
Some rubbish, such as paints, oils and asbestos, must be disposed correctly in special
locations. Mixing these materials with the other waste on the project could contaminate all the
rubbish, requiring all the material that’s now contaminated to be disposed in special locations at
additional costs.
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To avoid unnecessary costs the amount of waste can be reduced by separating recyclable
materials (sometimes scrap steel can even be sold to generate additional income), shredding and
chipping vegetation to use as mulch in the landscaping, ensuring that the correct quantities of
materials are ordered so there’s no waste, reducing breakages of materials during handling and
installation, ensuring that good quality is achieved and mistakes aren’t made so that work doesn’t
have to be broken down and rebuilt, ordering materials in the right sizes to limit wasted offcuts
(or plan cutting to reduce offcuts which can’t be used), and ensuring that good materials don’t
become contaminated with rubbish (every time a pile of rubbish is moved on projects invariably
ground becomes added to the mixture creating more rubbish to be gotten rid of). In some cases,
where there’s lots of demolitions, it may be possible to crush the building rubble and use it as fill
material behind walls, under floor slabs and in roads (with the design engineer’s permission).
Always designate specific areas for rubbish and ensure that papers don’t blow around the
site or into neighbours’ properties or block drains. Check that subcontractors clear their rubbish.
Concrete
Concrete comes in different grades or strengths. Normally the engineer specifies the design
strength of the concrete, which may vary for different parts of the structure. Concrete is a
mixture of cement, water, sand and stone. The strength of concrete depends on the ratio of
cement to water. The more cement the stronger the concrete, while the more water the weaker
the concrete. More water usually also means that concrete shrinks more as it dries, which causes
shrinkage cracks that are unsightly and which allows moisture to penetrate the concrete.
Concrete with excessive cracking could be condemned, or the client may insist on additional
treatments to seal the cracks.
Adding stone reduces the amount of water. But too much stone means that the concrete will
be difficult to work with and there will be voids between the stones. It’s important to note that
the stone should be clean and free of dust and dirt, since the dust and dirt requires more water,
which will result in weaker concrete unless more cement is added. Stone should be generally of a
uniform size. Stone comes in different sizes. Concrete with larger stones may be difficult to work
with and may not be able to get into all the nooks and corners and around the reinforcing of the
structure, thus leaving holes in the concrete. Smaller stone requires more water, which requires
more cement, so it’s more expensive.
Sand helps create the cement paste that fills the voids between the stones. Sand should be
clean and free of contaminants, such as roots, sticks, rubbish and impurities – these will later rot
and leave voids in the concrete, or sometimes they could even start growing and suddenly there’s
a tree growing out of the concrete. Not all sand is suitable for concrete. The best sand is a river
sand which is of an even grading (one size). Sand which is too fine (such as clay) will require
more water to wet it, and as discussed more water means more cement or weaker concrete. When
the sand is very coarse (big particle size) the concrete may have voids, or be difficult to compact.
If the sand is very wet then less water should be added to the mixture. Where possible sand for
concrete should be kept dry and covered when there’s lots of rain.
Sometimes, depending on the available sands and stone it may be necessary to blend two
sands together.
Sand, water, cement and stone must be well mixed so that the cement is evenly spread
through the mixture and so there are no lumps of material.
The mixture is now known as concrete. Concrete usually begins to set within four hours of
being mixed. The time will be shorter when it’s very hot. The setting time will be extended when
it’s cold, or when retarders (certain chemicals) are added. In fact, add sugar and the concrete will
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never set. So concrete should be placed and compacted as soon as possible. When concreting
bigger structures it’s important to ensure that the first concrete placed doesn’t dry out before the
next load of fresh concrete is added next to it. So it’s good practice when pouring slabs and
beams to start pouring from one side of the structure, first bringing the concrete to the top
surface, then steadily advancing with each new load of concrete, ensuring that the fresh concrete
knits with the older concrete. If the new concrete is placed against older concrete that has already
started to set it won’t join properly and there’ll be a ‘cold joint’ (visible joint) which is unsightly
and weakens the structure and allows water in, even meaning that the structure is unsuitable and
should be condemned. It’s therefore critical to schedule concrete deliveries at the correct
frequencies, so that there isn’t a long gap between trucks and also so that trucks are not standing,
waiting for previous trucks to be offloaded, meaning that the concrete is already starting to set in
the truck. You must place the concrete at a fast enough rate so that the concrete doesn’t start
setting before fresh concrete is added. It should also be noted that concrete suppliers also charge
extra if their concrete trucks aren’t offloaded quickly enough – this charge could be applied after
30 minutes and the costs can quickly mount.
When the project is some distance from the concrete mixing plant (a few hours away) it
may be necessary to have the supplier add a retarder to slow the concrete set time.
It's vital to check the concrete delivery dockets before the concrete is discharged – is the
concrete the correct grade, is it for the right project, and also check the arrival times, because as
stated suppliers charge extra if you take too long to offload the truck and the clock starts ticking
from the arrival time shown on the docket. Of course if you order deliveries at 15 minutes apart
and three trucks arrive at the same time you should note on the delivery notes that the trucks
arrived at the same time and your company can’t be expected to pay for the trucks standing
(which they possibly wouldn’t have if they arrived at the correct intervals) while you discharge
the concrete from the first truck! Structures will have to be demolished if concrete of a lower
grade is inadvertently used.
Concrete is best compacted by mechanical vibrators, or compactors, to ensure that there’re
no voids in the structure and to bring some of the concrete water to the surface. Concrete
shouldn’t be over compacted.
The concrete mixture should always be workable, having sufficient water, cement and sand
so that it can easily flow into voids, between and around reinforcing steel, and so that it can be
readily compacted and worked with. However, construction crews should never add additional
water to the concrete mix to make it more workable. Remember the golden rule, more water
equals weaker concrete! Only the mixing crew should add more water, plus the required
additional cement to compensate for the extra water. Trucks containing concrete which is too wet
or too dry should be sent back to the concrete mix plant with an explanation on the delivery
docket of why the concrete was rejected. Contact the supplier immediately so they can ensure
there isn’t a similar problem with the next load of concrete.
As the concrete starts to set the top surface should be finished and smoothed off. The final
finish will depend on what comes on top of the concrete. Floors that have a carpet or vinyl floor
finish will be required to have a smooth (‘steel float’) finish. Floors that will be covered with
ceramic tiles may only require a rougher finish. However, in all cases it’s important to ensure
that the top surface of the concrete is finished to the correct required levels without dips and
humps. A smoother finish takes more time so costs more. A very smooth finish could be
unsuitable when other layers are added, say when a screed is to be placed over the concrete.
Concrete shouldn’t be allowed to dry out too quickly which will cause shrinkage cracks and
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slow down the strength gain. Concrete requires moisture for the chemical reaction to take place
so that it becomes hard. If concrete dries too quickly the chemical reaction stops and the concrete
doesn’t achieve the desired strength. Therefore, fresh concrete should be cured for at least seven
days so that it retains moisture. This curing should start as soon as it has been worked smooth
and set. Curing of concrete can be done by, painting the surface of the concrete with a curing
compound, wrapping the concrete in a plastic membrane, wrapping the concrete in hessian or
sacking which is then kept wet, continuously wetting the concrete, or forming ponds or dams on
flat slabs (by building sand walls) and keeping these ponds filled with water.
Extra care needs to be taken when it’s very hot or windy since this will accelerate the drying
process causing cracks. The concrete will need to be worked smooth quickly. Cold joints will
form more easily so the next load of concrete must be placed sooner. In very hot conditions it’s
often better to pour concrete at cooler times of the day – sometimes even at night, or erect
shelters to shade the concrete.
When you pour concrete into an elevated beam or slab, you can’t strip the supporting
formwork (forms and props under the beam or slab) the next day. The concrete has to gain
sufficient strength so it can stand unsupported before all of the supports can be removed. We of
course know that concrete could take several hours (even a day) before it’s sufficiently hardened
so that you can walk on it without marking the surface. Usually concrete takes at least seven days
to gain 66% of its strength and we generally say concrete has only reached its full strength at
twenty-eight days.
The rate at which concrete gains strength is also dependent on the weather (when it’s cold
concrete takes longer to set and to gain strength), and it being cured correctly. It’s possible to
order concrete that gains strength quicker, or to use concrete with a higher strength than
necessary, so it achieves the required design strength in a shorter time, so the props can be
removed sooner.
Fresh concrete must not be allowed to freeze before the concrete has set and gained some
strength. Freezing causes the water within the concrete to expand which will crack the concrete.
If extreme cold temperatures are expected always ensure that the concrete is protected. Plan
concrete pours so that the concrete will set before temperatures fall below freezing.
In extremely hot or cold conditions special precautions will have to be taken. This could
include using iced or warm water in the mixing process and having pipes in the structures to
circulate cooling or warm water depending on the air temperature.
New concrete is easily damaged, so ensure that workers take care and don’t drag heavy
equipment across the surface or drop objects onto it.
Reinforcing
Reinforcing steel comes in bars which are normally tied together to form a cage. The bars
are available in different grades or strengths and can be smooth or deformed (with small ridges).
Sometimes the reinforcing is in a readymade mesh available in standard sized sheets or rolls.
Reinforcing gives concrete structures their strength and also prevents cracking. Engineers
design the reinforcing in the structure. It’s important that the reinforcing is placed in the
positions indicated on the reinforcing drawings, and that where the reinforcing (or mesh) joins it
overlaps with the adjacent bars. It’s obvious that the right size bars (or mesh), of the right grade
and deformations is used, otherwise the structure could fail.
Reinforcing should not be too close to the bottom, sides or top surface of the concrete.
Usually the reinforcing is designed to have a minimum cover (distance from the outside edge of
the concrete) which could be 25, 30, 40, 50 millimetres (one to two inches). The cover often
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depends on the structure and the conditions the concrete will be exposed to. Harsh conditions
near water, and especially sea water, will require a bigger distance from the edge of the concrete
so that the reinforcing is better protected by the thicker concrete layer. Reinforcing that’s too
close to the edge of the concrete could mean that the concrete can’t get around and under the
steel bars, so the bars could be left exposed, which means that the reinforcing will corrode and
also that it won’t do its job. Water also penetrates the first layers of concrete and steel close to
the surface will rust. Rusting reinforcing expands, which then breaks the concrete around the
steel. This is unsightly and weakens the structure. Rusting reinforcing also leaves unsightly rust
marks on exposed concrete.
Unfortunately, sometimes reinforcing isn’t adequately supported and when the concrete is
poured workers walk on the reinforcing squashing it deeper into the concrete and below where it
should be. Reinforcing which isn’t where it should be in the concrete can result in a weakened
structure and cracking on the surface. Always ensure mesh reinforcing layers are fixed correctly
so that they stay in the right position while the concrete is poured.
For reinforcing to be effective it should be clean, not contaminated with grease and oils and
relatively free of rust so the concrete sticks to it. When reinforcing is delivered to the site it
should never be stacked immediately on the ground, but should rather be raised off the ground on
timber poles. Reinforcing should be used as soon as possible after it’s delivered, certainly within
a few weeks, so it doesn’t become rusted.
Always check that the correct reinforcing has been installed in the right place. Regrettably
we have had more than one costly mistake when reinforcing was installed at larger spacing than
required, which meant too few bars were installed. This required on one occasion the walls to be
demolished and rebuilt, and on another occasion an extra supporting wall to be built around the
wall that had insufficient reinforcing. Very costly and very embarrassing mistakes. Generally an
engineer should also inspect structures before concrete is poured to ensure that the correct
reinforcing has been used and that it’s fixed in the correct place, but this check should never
absolve the supervisor’s responsibility to ensure that the reinforcing steel is installed correctly.
Some reinforcing bars are carbon fibre. Sometimes reinforcing bars can be replaced with
fibres, which could be steel or synthetic.
Formwork
Wet concrete is usually retained by formwork (forms or moulds) until the concrete has set
and gained sufficient strength to stand unsupported. These moulds can be steel, timber or PVC.
Concrete is heavy (around two and a half tons a cubic metre (yard)). Unless the sides of the
forms are propped and stayed (supported) correctly they’ll bend, buckle, bow and even break.
Bent and bowed formwork will result in the finished concrete following that profile, which is
unsightly and probably means you have concrete where you don’t want it, so it has to be chopped
back into a straight line. It also usually means that you’ve used more concrete and probably
means the concrete won’t be compacted properly so will have voids which allow water in and
weakens the concrete. If the formwork bursts and breaks, the concrete will escape, so the
concrete is wasted and the structure has to be cleaned, rebuilt and fresh concrete poured on
another day, which creates a delay and extra costs.
The wet concrete creates the biggest force near the bottom of the structure, so this area
usually requires the most support.
Forms can be stayed or supported from the outside, or in the case of walls and the sides of
beams which have forms on both sides, the two faces of formwork can be tied together, either
with removable tie-rods or form-ties (like bolts), or ties which are left permanently in the wall.
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There are various propriety ties.
The face of the form against the concrete should be smooth. Imperfections or rough
formwork could stick to the concrete, making it more difficult to remove. Imperfections on the
face of the form will be imprinted on the finished concrete. The forms should be stiff enough so
they don’t bend or deform under the weight of the concrete.
Forms should be sealed to prevent the wet cement paste escaping. If the paste escapes it
leaves voids in the concrete which are unsightly, result in weakness and allow water to penetrate
the concrete causing deterioration later.
Formwork can be purchased or hired. It should be noted that if you cut, dent or damage
hired formwork you’ll be charged for it. Usually there’s a cleaning fee that the hirer charges if
the formwork isn’t returned clean.
Formwork should always be cleaned before it’s used. Dirty formwork can result in rough
imprints in the new concrete and colour disfigurations. It’s easiest to clean old concrete from the
forms when it’s still fresh. The longer it’s left on the forms the harder it gets and the more
difficult it becomes to clean.
Coating the forms with a form oil or shutter oil (kind of like greasing a baking tin) allows
the forms to be more easily stripped (removed) since the concrete is less likely to stick to the face
of the forms.
Support-work under concrete beams and elevated slabs has to support the weight of the wet
concrete, plus reinforcing steel and the workers placing the concrete. The support-work or
scaffolding usually consists of timber, steal or aluminium props or poles. These props must be
firmly supported on the level below. Where the props are resting on ground it’s important that
the ground is firm and that there are base plates or pieces of timber under the prop, to distribute
the load so the props don’t sink into the ground. If the props sink into the ground it will mean
that the forms under the slab settle and the bottom of the slab won’t be level, or at the correct
height. In severe cases if props settle by a big amount it could even cause all the support-work to
collapse with catastrophic results. The number and size of the supports will depend on the weight
of the concrete (which depends on the thickness of concrete), strength of the prop and the length
of the prop. Props must be locked together (braced) so that the support-work can’t lean over or
collapse sideways. The boards on top of the props must be fixed in position so they can’t come
loose and fall off, which could allow concrete to escape, or worse a worker to fall.
It’s best to have an expert design the support-work for concrete. If you’re hiring the
formwork then the supplier may prepare the layout of the support-work for you. Always follow
their design and drawings exactly.
When placing the wet concrete in elevated beams and slabs never allow the wet concrete to
heap on the formwork in such a way that it’s thicker and heavier than the support-work was
designed to hold. Regrettably there are several cases each year when the support-work under
concrete slabs has collapsed under the weight of wet concrete, killing and injuring the workers
working on and under the slab. Of course cleaning the mess and re-erecting the support-work can
take weeks and cost thousands of dollars.
Normally the formwork to the sides of slabs, beams and columns shouldn’t be removed
until at least 24 hours after casting the concrete, but in cold weather this may have to be
increased to 36 or 48 hours. Supports and props under beams and slabs should never be removed
until at least seven days has passed, or in cold weather until ten days or more. To be safe, test
cylinders or cubes should be taken from the fresh concrete and their strength tested after seven
days. Usually if the concrete has reached 66% of the design strength the formwork can be
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stripped. However, care should still be taken when placing loads on this concrete (such as
stacking materials on it, or building walls and other structures) so consideration should be given
to leaving supports in longer. Always check with your engineer as to when it’s safe to remove
propping under new concrete. Removing props from under concrete beams and slabs before
they’ve gained sufficient strength to support themselves will lead to the slab or beam sagging. Of
course, in the worst cases, the concrete will crack, even failing completely and collapsing. New
concrete is also easily damaged so care must be taken when stripping formwork not to chip or
crack the sides of the fresh concrete.
Waterproofing
Water will always find the weak spot and it will find poor workmanship. Regrettably,
frequently contractors are called back to fix leaking structures. This is expensive, not only is
there the cost to fix the leak, but invariably other items have been damaged by the leaking water.
This damage could include damaged ceilings, walls, carpets, cabinetry and even the client’s
furniture. In addition, repairing the leaks may involve chopping open floors or walls, which
means that tiles and carpets must be replaced, all usually while the irate client is trying to live in
or use the structure. Sometimes the work must even be done afterhours to accommodate the
client’s operations. But fixing water leaks isn’t always easy and the first problem is to locate the
leak. Frequently water from a leak can travel many metres through floors, walls and ceilings,
before the water becomes visible. The leak often isn’t where you see the water.
To prevent water ingress through walls and roofs often a waterproofing membrane is
applied, or a waterproof paint is used. Problems occur when the product is applied incorrectly, or
the wrong product is used. Usually these products should be applied by an experienced
applicator, and in all cases it’s essential that the supplier’s application instructions are followed
correctly. The whole area must be waterproofed, including all interfaces with pipes and items
penetrating the structure. Even a tiny pinhole fault, or missed area, will be sufficient to let water
through. Usually waterproofing must be applied to a suitably prepared surface. This surface must
be clean, uniform with no sharp changes or bumps, and it must be dry. Fresh concrete can hold
moisture for several weeks, especially in humid environments or in enclosed spaces. Most
waterproofing won’t adhere to damp surfaces.
Regrettably often waterproofing is damaged after it has been applied. Regularly
waterproofing has soil placed against it, or a concrete screed over it. Most waterproofing requires
a protective covering so that stones in the soil or concrete don’t puncture the waterproofing.
Frequently tools, screws and nails are left lying on the waterproofing and workers tread on these,
causing punctures in the waterproofing. Remember, even the smallest of holes will cause a leak.
Punctures in the waterproofing must be repaired properly. Care must be taken when working on
the waterproofing because shovels, barrows and other tools can easily damage the waterproof
layer. It’s imperative that your crew and all your subcontractors take care not to damage
waterproofing, and if they accidently do they should immediately report the problem so that it
can be properly repaired.
Drilling holes, hammering nails or turning screws into waterproofing will damage the
waterproofing and create a leak.
It goes without saying that the structure that the waterproofing is applied to must be sound.
Movement and cracking of the structure could cause waterproofing to tear or crack. Sometimes
structures have movement joints in them. This is particularly the case with long walls or large
floors. Usually waterproofing membranes can’t just cover these movement joints, because the
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waterproofing material may not be flexible enough to accommodate the movement. Often special
waterproof and flexible joint materials must be used at these movement joints. These joint
materials must bond with the waterproofing membrane to form a leakproof interface.
Summary
I’ve only discussed a few construction applications above, and some of the frequently
occurring problems. It’s important that supervisors understand the products that they’re working
with. They should know the correct applications, which should include properly preparing the
work areas, correctly mixing the product, hazards of the product and what potential problems
they should be aware of and guard against. There are often product data sheets, product experts,
other supervisors and project managers who may provide information useful to working with the
product. In addition, it could be useful to attend courses on concrete, earthworks and other
materials which you habitually work with.
In the course of my career I probably used several hundred thousand cubic metres (yards) of
concrete, yet, from time to time I encountered issues which I wasn’t familiar with so I had to
consult experts for help and advice. This further added to my knowledge of concrete.
Working with methods, materials and operations you’re aren’t familiar with could lead to
mistakes, resulting in wasted time and materials, possibly problems with the project (such as
leaks) which could even become apparent long after the project is complete, and in serious cases
even injury and perhaps death. Making mistakes could be embarrassing for you, they could
impact your company’s reputation, and frequently they will inconvenience and irritate your client
– imagine how your client will feel if they have leaks in their newly completed project every
time it rains?
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Many see safety as a pain, additional costs, rules, an impediment to progress, paperwork,
something that the authorities and clients focus on as a reason to torment contractors, and more.
But, if you want to know about additional costs, wasted time and more paperwork, then let your
project have a serious accident. Serious accidents could close the project for hours, even days. It
can take days to investigate and clear-up. It creates poor media attention, and it will impact those
on the project and particular the project manager’s and supervisor’s reputation, as well as the
company’s reputation.
But, should we even consider all of that? Poor safety impacts peoples’ lives. It could even
impact your life. It could be life changing. Everyone on your project has the right to return home
in the same state of health as they arrived at the start of their shift. Would you want to knock on
somebody’s front door to tell them that their son, daughter, husband or partner is lying critically
injured in hospital, or perhaps even dead? Hurt on your project!
Your family expects to see you safely home at the end of each day. Accidents could result
in days in hospital and weeks of recuperation. Time when you aren’t earning money, or only paid
part of your salary. Days of pain. Days of trauma for your family. Accidents could lead to the
loss of an eye, finger or limb. They can lead to permanent disability. A serious injury may
prevent you from working again.
Accidents result in increased insurance premiums for contractors, which pushes up the cost
of business. Accidents eat profits.
Most clients expect their contractors to work safely. Many clients ask to see the contractor’s
safety statistics and contractors with a poor safety record won’t be allowed to work on their
projects.
Of course, accidents could mean that a critical piece of equipment is damaged, which will
impact progress. An injured worker will result in less production. If the injured person is a key
person, such as a crane operator or someone with a key skill they could be difficult to replace,
and their loss will impact production on the project, causing the work crews to be less
productive, even standing idle while a replacement is sought. Then, what happens to the work
crew if it’s the supervisor who is injured?
Often the injured person’s wages must be paid by the company while they are booked-off
work recuperating. This is a cost to the project.
Sometimes completed work, or critical material, is damaged in the accident. Repairing or
replacing the items costs money and often causes delays. Delays result in additional costs and
could result in the client imposing monetary penalties on the contractor.
All serious accidents are investigated by the authorities. Where a supervisor is found to be
negligent they could receive a monetary fine, they could be dragged before the courts to face a
lengthy and costly trial, and they could even end up doing prison time. Negligent companies and
careless managers will definitely be sanctioned and fined. Indeed, it’s not worth working
unsafely, it’s not worth taking short cuts and it’s not worth putting production and schedule
ahead of safety. Your life and the lives of others depends on you working safely, it depends on
supervisors ensuring a safe working environment for their crew, other workers on the project, the
client’s personnel and the general public.
Safety leadership
Supervisors must set the right example. Always wear the correct personal protective
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equipment, work safely and never take short cuts. Don’t ignore unsafe acts. Your workers and
subcontractors will follow the example you set. It certainly doesn’t work to discipline a worker
for failing to keep to the required safety standards when you’re guilty of breaching the same
standards.
Never walk past, or look away from unsafe actions. How terrible if there was an accident
that you could have prevented? If only you had said something! Would you want a terrible
accident on your conscience?
In fact, make a point of checking safety all the time you’re on the project. If your crew
knows that you’re checking that work complies with the safety regulations and standards then
they’re more likely to work safely.
It’s imperative that the correct standards are set at the start of the project. Changing poor
work habits part way through the project is difficult.
Personal protective equipment
It’s essential that the appropriate personal protective equipment is worn at all times on the
project. Management and visitors must also comply with the same rules. Whether it’s a supplier,
a subcontractor, your crew, the client, your manager, or even the owner of your company, you
are responsible for their safety while they’re in your work areas. That means they must obey all
safety instructions, avoid hazardous areas and they must wear the required personal protective
equipment. Wearing personal protective equipment must be enforced and no excuses should be
accepted.
Your crew should sign receipt for equipment issued by the company.
Personal protective equipment must be in good condition. Damaged equipment will not
offer the required protection. The equipment must comply with the regulations and
specifications. Cheap noncompliant equipment may not offer the required protection – which
you may only find out when there’s an accident and the item fails to protect the person.
What safety standards?

Every project and client seems to have a different safety standard. Some clients can be quite
slack when it comes to safety, while other projects have numerous rigorous rules.
The client has their safety standards, then there’re the national and state safety standards,
while some industries, like petroleum and mining, have particular standards, then your company
has their safety rules and safety standards. Which rules should you follow? It can be quite
confusing moving between projects with differing safety standards. When implementing safety
measures the rule should always be that the most rigorous standards apply. But more
importantly, that work is always done in a safe manner. So no matter the rules and regulations,
you should never carry out work which could endanger a person’s life or damage property. Often
common-sense is the best safety protection. Unfortunately many in construction don’t apply
common-sense. Rule number one – if it looks unsafe don’t do it.
Always ensure that you understand the project requirements. Some clients may have safety
rules that you feel are unnecessary. In fact, some safety officers have their own unique things
they look for. It’s seldom worth arguing that a rule is unnecessary, and it’s not a fight that you’re
likely to win. In reality, the more you argue the case, the more likely the client or safety officer
will dig their heals in and enforce their rules. Often this argument results in a bad attitude, which
causes the person to look for additional safety issues and problems to make your life more
difficult.
Of course, if there are additional safety rules which are hindering the project, or adding
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additional costs, which aren’t a general requirement on other projects you should discuss the
rules with your manager. Sometimes the client has stipulated additional safety requirements in
the contract document (this could include wearing additional personal protective equipment) –
then the contractor should have allowed for these additional measures in their price, and you
should have no reason to refuse to comply.
If there are additional rules which hinder work which haven’t been stipulated in the
contract, then the contractor may have reason to claim additional costs and time from the client.
But, before arguing the case against a particular safety requirement always consider whether
the rule will prevent an accident and how much of a nuisance it actually is. We often resist
change simply because we don’t like it!
The correct safety documentation is essential. Regrettably I’ve had people killed on my
projects. The first thing the authorities did, before even visiting the accident site, was check our
safety documentation. Safety documentation includes, safety registers, accident registers, safe
work procedures, attendance registers of project inductions, incident reports, safety meeting
minutes, toolbox (tailgate) meeting attendance, hazard assessments, safety audits and hazardous
material data sheets. These must all be kept up to date, signed where necessary and filed where
they can easily be found.
Safety signage
Safety signs include, signs warning of hazards, signs indicating personal protection
equipment required, direction signs, signs indicating the location of first aid and firefighting
equipment, and road traffic signs. Often the size, colours and luminosity of these signs are
prescribed by regulations. The signs must be clearly visible and be securely fixed so they won’t
fall down.
It’s good practice to also display the project rules, company policies and procedures, as well
as emergency contact details. A sign with the latest project safety statistics is a good way to
encourage safe work practices. This sign would include the total hours or shifts worked, together
with the number of accidents (hopefully none) and the hours or shifts since the last accident.
Workers must feel proud of reaching milestones without an accident. It is possible to complete
projects without a lost time accident (an accident so serious that the worker is booked off work
for a day or more).
Safety posters are a good way to engage workers in safe practices. These can be put up at
the project entrance, project offices, stores, toilets and at the eating areas. Safety posters discuss
general safety hazards and risks, health and wellbeing, environmental protection, as well as good
work practices.
Safety barricading
Barricading is essential around excavations, at the edges of elevated slabs, around openings
in floors, around dangerous areas, and on the edges of raised work platforms. Any area where a
person could fall and injure themselves. A leading cause of construction injuries is due to people
falling into unprotected excavations and shafts and off the edge of buildings and work platforms.
Barricading and hoardings are also used to keep the public away from work areas and to
contain the work within the project site.
Barricading should be neat and tidy. It should be strong enough so that it can’t easily be
knocked down or blown over in strong winds. When people will be working at night or passing
the barricading in the dark, then the barricades should be properly illuminated.
Barricading should be regularly checked and maintained. If barricading is temporarily
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removed to allow work to take place then the barricading must be replaced correctly immediately
the operation is completed and also at the end of the shift or at meal breaks. People should be
kept away from areas where barricades have been temporarily removed or where they’re being
repaired.
Traffic
Projects have delivery vehicles and construction machines moving around the site. In
addition, some projects must also coordinate with the client’s operations, which could include
their collections, deliveries and operating equipment. All projects should obey standard road
rules. A safe speed must be regulated on the project roads. Clear road signage must be displayed.
Wherever possible roadways should be clearly marked. Work close to these roadways must be
barricaded from the roads.
Project roads and temporary roads must be regularly maintained so that they are safe and
vehicles using them don’t become damaged or bogged down. Dust is often a major problem on
projects, reducing visibility, getting into eyes and impacting breathing. Dust from unsurfaced
roads should be reduced by regularly wetting the roads. There are also various products that can
be sprayed onto the road surface, or mixed into the road top layer, which will lessen the dust
caused by vehicles and reduce the amount of road maintenance. The saving in reduced
maintenance and less watering of the road often more than offsets the costs of using the product,
even before taking into account the health and environmental benefits of reducing the dust.
Some projects entail working on and around public roads. Work areas must be clearly
marked with clear warning and directional signage, which must also be visible at night. Speed
restrictions should be put in place to reduce vehicle speeds. Generally work on public roads
should be coordinated with the local traffic authorities and specially trained traffic controllers
may have to be employed. Where barricading and road restrictions are in place afterhours it’s
good practice to have someone patrol the areas when crews aren’t working to ensure that
illuminated signs are operational and that barricades haven’t been damaged or pushed out of
place.
Those operating vehicles, equipment and machinery must be competent and have the
correct licenses.
Housekeeping
Materials and tools lying haphazardly around the project can be damaged. They are also trip
hazards, or could be knocked from elevated work areas falling to the ground below where
someone could be injured. Always ensure that work areas are kept neat and tidy. It makes the
work areas safer. It means access is simpler. It makes finding and retrieving items easier. It
allows people and equipment to move more easily on the project. It ensures the work area looks
professional.
When the project looks untidy then visiting safety authorities or the client immediately get a
poor picture of the project. They’ll often start to delve further, looking for other safety problems
and violations. But a project that is neat, tidy and appears safe, will often put the authorities and
the client at ease. They are less likely to look for problems.
Good housekeeping begins with a properly planned project. A project with designated
access routes and proper storage and laydown areas.
Good housekeeping starts at the beginning of the project when all workers and
subcontractors are encouraged to keep their work areas tidy.
Toolbox meetings (tailgate meetings)
These are short crew meetings held weekly, or biweekly, to discuss safety concerns, job
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hazards and safety related topics. The meetings should be no more than 20 minutes, consisting of
10 minutes discussion and 10 minutes of questions. A signed attendance record should be kept,
as well as the topic discussed. This is an opportunity for an interactive safety discussion with
your crew. It’s an opportunity to highlight the importance of a safe worksite and project, and to
discuss particular job hazards or health concerns.
Safety training
Safety training involves learning to work safely, learning how to operate equipment
properly and understanding what hazards to watch out for. Having skilled workers who
understand the importance of working safely will help make your project safer. Training your
team will pay dividends.
There are also specific safety courses. These include, first-aid training, fire-fighting, hazard
identification and accident investigation. Usually it’s essential that each crew has at least one
first-aider and one person competent at using fire-fighting equipment.
Supervisors should attend a first-aid course, hazard identification course and understand the
safety document requirements. Being deemed competent to check the safety of excavations,
scaffolding, ladders, etc, may mean that you can carry out these checks and not be delayed
waiting for a competent person to carry out the inspection. Always ask management to organise
for you to attend additional safety training, where this training will provide you with a better
understanding and more confidence regarding safety.
First-aid facilities
Fully equipped first-aid kits must be available at key points on the project. These points
should be clearly sign posted so they can be found in an emergency. Unfortunately, frequently
items are removed from the fist-aid kit and they aren’t replenished, so the temptation is to lock
the kits away. However, it’s vital that the kits can easily be accessed in an emergency, even
afterhours.
The first-aid kit should have a list of its contents. The kit should be regularly checked and
missing items replaced. Some products have expiry dates and these should be checked and
expired products replaced. Preferably there should be a first-aid register to record treatments
given and the products used. This register could be key to tracing treatments provided should the
treated person’s condition deteriorate. It should also serve as a way to track what products have
been issued from the kit.
There should be a trained first-aider on all projects, and preferably only they should draw
items from the first-aid kit. The work crew should never be allowed to take items from the first-
aid kit unsupervised unless it’s an emergency. Anyway all items removed should be recorded.
Emergency contacts
Does everyone on the project know who to contact in the event of an accident? Some
projects can be spread over large distances – can crews contact emergency services in the case of
an accident? Sometimes small crews are left after hours to finish off work – will they be able to
call for assistance if there’s an accident? Work crews must have access to a working telephone or
radio. Note that in some projects in the country, particularly in hilly areas, some parts of the
project might not have reception for mobile telephones, so measures will have to be implemented
to ensure that workers can communicate in the event of an emergency.
Providing every worker with a safety card (possibly even laminated) which they can keep in
a wallet or pocket, with emergency contact numbers, including the contact details for company
managers (possibly including your details) will mean that the emergency numbers are always
close at hand. Even have them input these numbers into their cell phone (mobile phone) during
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their inductions.
In the event of an accident
Do you know what to do if there’s an accident? Does your crew know what to do if there’s
an accident? Often time is of the essence when there’s an accident. Emergency services must be
contacted and they must have directions to get to the site of the accident as quickly as possible.
Project inductions should include what to do in the event of an accident and who to call. In
most areas the hospital, doctor or ambulance crew will require details of the company’s health
insurance, so it’s vital to have the necessary documentation handy so that the injured person can
speedily receive the best treatment.
In the event of an accident the person should be removed from hazardous situations.
Emergency services should be contacted. Someone should be sent to meet the emergency
services, possibly to the project entrance or nearest road intersection, so that they can direct the
ambulance or fire tender to the scene. Emergency first-aid should be applied. Before the
ambulance leaves find out where they’ll be taking the patient. Shut down operations in the area.
Ensure the area is safe. Management should be notified. The client should be notified. Always
take photographs of the accident scene as soon as the situation is under control. Note the names
of witnesses. For serious accidents and incidents cordon the accident area off. When there’s
serious injuries and death the authorities will have to be notified, which could include the police
and the department of health and safety. Where the injured person is a union member their union
will have to be notified. Insurers should be notified where there’s damage to a building,
equipment, or someone that doesn’t work for your company is injured. The next of kin of the
injured should be notified as to the accident and which hospital the person has been taken to.
The status of the people involved should be checked, and management and the client
updated on their health and recovery. If it’s somebody in your crew, visit them in hospital and
ensure that they are being looked after.
All serious incidents and accidents should be investigated.
Only a designated company spokesperson should talk to the media so that there’s one
version of the events. Your crew should not talk to the media.
Accident and incident reporting
Accidents and serious incidents usually have to be reported in a log with the time, date,
place, nature of the accident, the persons involved and witnesses.
As above, accidents should be reported to management, the client and where necessary the
authorities.
It’s imperative that your crew informs you immediately of any accident, no matter how
small. Regrettably, I know of examples where a small cut on a finger wasn’t treated correctly,
leading to the cut becoming infected, and eventually the figure had to be amputated. An
amputation of any sort is usually a reportable incident to the authorities and leads to a full
accident investigation and massive paperwork, not forgetting of course the inconvenience, pain
and lost time to the person who lost their finger.
Sometimes, workers sustain injuries outside working hours, perhaps at home or playing
sport, and they then claim that they suffered the injury at work, or they make the injury worse at
work. Not only can this impact the project’s safety record when the person is booked off work
because of the injury, but it could impact the company’s insurance premiums and result in the
company paying the person’s wages while they are booked off work. It’s therefore vital to
thoroughly investigate what happened, when it occurred, who witnessed the injury, etc, to verify
that the injury did in fact occur at work.
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Safety incidents are a warning sign
Fortunately not all accidents and incidents lead to property damage and injury. But, they’re
often a warning sign, a sign that something similar may occur again. Next time the project may
not be as fortunate and somebody is seriously injured. It’s therefore vital that your crew reports
all accidents and safety incidents to you, even when there aren’t injuries or damages. Anyway,
you wouldn’t want management or the client to hear about the incident and ask you what
happened and you know nothing about it!
Why did the accident happen? How can you ensure that it won’t happen again? What
measures must be put in place to ensure that something similar doesn’t happen again? These
measures could include providing additional training, taking additional precautions, using
different construction methods, using other equipment, putting in place additional checks, etc.
Learn to learn from mistakes.
Weather
Rain, wind, lightning and extreme temperatures can all result in dangerous conditions.
Rain may cause the sides of excavations to collapse, it makes work platforms slippery, it
can soften the ground causing equipment to bog down and even mobile cranes to collapse when
an outrigger settles in the ground. Rain could undermine structures and scaffolding resulting in
collapses.
Always ensure that storm drains are clear of obstructions, that water courses aren’t blocked
and that water won’t flood the work areas or surrounding properties and buildings. Project roads
should drain properly and should be of firm construction. After rains always check that
excavations are safe, that scaffold is firm and the bases haven’t been undermined or become soft.
Before lifting loads with mobile cranes check that outriggers are on firm ground. Electrical
cables should never be allowed to lie in water. Workers shouldn’t work on wet and slippery
surfaces.
Wind is dangerous. It makes lifting materials with a crane difficult. Loads being lifted get
blown around, possibly knocking against objects and becoming damaged, or damaging buildings
and objects they hit against. The materials being lifted can bash into people causing serious
injury. People holding tag lines attached to the load could be dragged across the ground or off
buildings. Cranes lifting loads in strong winds may topple over when the load is blown beyond
the safe lifting reach of the crane. Never override crane operators when they say that it’s unsafe
to work. Remember that wind is stronger higher above the protection of surrounding buildings
and that structures block the wind and funnel it down channels between the buildings. In these
cases it may appear safe to lift objects, until they reach exposed areas and then suddenly the load
is sent spinning and wildly swinging out of control in the air.
Materials which aren’t tied down, or fixed properly in position, may be picked up by the
wind. The materials are damaged, but worse still, the flying objects become lethal weapons that
could cause serious injury and damage. Materials that are stacked poorly can be blown over.
Even partly completed walls and buildings which aren’t tied together, or properly braced, may be
destroyed. You wouldn’t want your newly completed brick or concrete wall flattened by the
wind, or your newly completed roof ripped off. Temporary construction facilities, such as
offices, toilets and stores must be properly constructed and securely tied down. Signs, barricades
and hoardings must be secure to withstand strong winds. Wind causes injury and damage. But
wind also blows dust, reducing visibility, getting in the eyes of workers and irritating neighbours.
Check that loose materials are tied down. Materials must be stacked properly so they won’t
be blown over. Earthmoving operations causing dust should be stopped when it’s windy. Loose
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ground should be watered to reduce the amount of dust. Partly completed structures and
buildings may require additional bracings and supports to ensure that they’re not blown down in
strong winds. Roofs should have all their fastenings in place before the crew moves onto the next
section, and certainly before the end of the shift.
Working in extreme heat is dangerous. Dehydration and heat stroke kills people. It happens
very fast. Ensure that workers have access to cold water and that they’re educated about the
dangers of dehydration and heatstroke. Workers may have to take frequent additional breaks in
hot weather. Ensure that there’re shady rest areas. Starting work earlier and stopping earlier may
allow some work to be completed in the cooler part of the day and let workers stop work in the
heat of the day.
Extreme cold can result in hypothermia and even frostbite. Ensure that workers have
adequate warm gear. Workers may have to take more frequent rest breaks in warm rest areas.
Lightning kills people and it damages equipment that isn’t earthed properly. Always ensure
that high structures and equipment (such as tower cranes) are properly earthed. People should
never be working in the open when lightning is nearby.
Hazardous materials
Asbestos is a killer. Is there asbestos on your project? But there are other hazardous
materials, which includes products with lead and volatile vapours. Dust and fumes can be
dangerous.
If in doubt about a particular product call in experts to test the item. Materials with asbestos,
lead and toxic chemicals must be disposed of in a safe manner by people trained and licensed to
remove and store them. Mixing hazardous materials with general rubbish will contaminate all the
material making the problem much bigger and more costly to deal with. Disposing of hazardous
materials in the general rubbish endangers the health of those removing the waste, as well as
those at, and around the rubbish tip.
Where the contractor has failed to take proper precautions when dealing with suspected
hazardous materials then the company could face a large monetary fine. The authorities will stop
work on projects where there’s hazardous materials which aren’t being properly dealt with.
Anyone who suffers ill health, where they suspect the cause is due to being exposed to hazardous
materials emanating from a project, will take legal action against the contractor. These legal
cases frequently result in settlements of millions of dollars. It’s never worth taking a chance with
hazardous materials, no matter how small the quantity, or how tedious, costly and time
consuming it is to deal with the product correctly. Nobody’s health should be jeopardised on
your project in an effort to save time or costs.
Fire
Fire is a very real risk on partly completed projects when fire alarms and firefighting
systems aren’t in place yet. Work areas are often littered with flammable materials and many
operations involve hot work, such as welding and cutting. But even hot equipment, or a careless
match or cigarette can send the project up in flames. But, sometimes flames come from an
outside source, for instance if the project is in the country there could be a bush fire, lightning
strikes could cause a fire, or even a fire from a surrounding property could engulf the project.
It would be terrible to see months of hard work disappear in flames. Yours wouldn’t be the
first partly completed construction project to burn down. But fires can also cause injury and
death, especially when there aren’t proper escape routes.
It’s therefore essential to take proper precautions to reduce the risk of fire. These include
ensuring that the site is kept tidy, care is taken when working with hot equipment so that sparks
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and welding splatter is contained, that adequate fire breaks are maintained, and that smoking
only happens in designated areas. Ensure that there are sufficient fire extinguishers placed at
strategic points on the project where they can be easily reached. Check that there are adequate
escape routes to safe muster points.
When working in the country have an evacuation plan in place so that all workers can
escape the project site to a safe area if there’s a threat from a bush fire. Access roads can be
quickly cut off by an advancing fire.
Safety in operational areas

From time to time supervisors have to work in operational areas. This means that
construction work crews have to work with and around the client’s personnel and equipment.
Sometimes these operations are dangerous, so extra vigilance has to be taken. It’s important that
work crews understand these additional hazards and that they keep out of operational restricted
areas. In some cases additional personal protective and safety gear will be required.
It may be necessary for the client’s crew to undergo a safety induction relating to the
construction work and hazards impacting their work. By the same token the contractor’s
personnel may also require an additional induction to understand the hazards of the operations.
Working in these areas takes cooperation. Construction work areas must be well barricaded.
Where the client’s operations work at night and on weekends it’s important that the construction
areas are well lit, that the areas are left safe and all barricades are secure at the end of the
construction shift.
Advise others working in the area when circumstances change, new hazards arise and when
work sequences and methods change. It’s essential that the contractor and the client’s operations
team continually communicate.
Fatigue management
Fatigue reduces productivity, it contributes to accidents and it can lead to mental health
problems. Nobody can work extended hours day in and day out. But, fatigue isn’t just caused by
working long hours, it’s also caused by long commutes to and from work. Sometimes projects
are in the country, or remote areas, so workers live away from home while they’re working.
They may travel long distance on weekends to spend time with their families. This could result
in them leaving in the early hours of Monday morning to get to work on time. Some may even
travel overnight on buses and trains. Ensure that workers have adequate breaks to see their
families so it isn’t necessary to travel overnight.
Fatigue is also caused by working on repetitive jobs, or those that require hard physical
labour. Heat causes fatigue. Consider rotating workers through different jobs so that they aren’t
continuously on a repetitive job all day. Provide additional short rest breaks on hot days, or for
those doing strenuous work. Ensure that there’s sufficient cold drinking water.
Problems at home, ill health, stress, noisy sleep environments and excess partying all
contribute to tiredness and fatigue.
Always be on the lookout for workers who are tired and not concentrating. Find the reason
for the tiredness. It may be necessary to stand workers down, or send them home, when they are
so tired that they pose a danger to themselves, others and the project.
Mental health
The construction industry has one of the highest rates of suicide of all industries.
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Depression and mental health issues are exacerbated in construction because of the long hours,
the cyclical nature of the business where there is little job security, the hard physical work, and
the fact that people, particularly men, are expected to be tough and get on with the job.
Unfortunately bullying is also rife in the industry, which also leads to problems. Living away
from home and drugs and alcohol are also contributing factors.
It's important to understand your crew and to watch out for somebody who is acting
differently, that’s stressed or tired, that looks depressed, or that’s being bullied. Discuss mental
health issues at toolbox talks, even consider having an expert give a short talk. Put up mental
health and suicide prevention posters with helpline contact numbers. If you have any concerns
about an individual talk to them privately and refer them to a councillor if you think it could
help.
As important as the mental health of your crew is, so too is your own mental wellbeing
important. Supervisors work under enormous pressures. They have the normal everyday
pressures at home, but in addition they have to worry about their crew and the project deadlines.
They are often caught between difficult clients, grumpy managers and uncooperative and
unskilled workers. Being a supervisor is a lonely job and sometimes it can feel like everything is
on your shoulders. Everyday there’s a new problem. The weather disrupts work, suppliers didn’t
deliver, there’s an impossibly tight construction schedule, mistakes were made and equipment
broke. You cannot let the pressures of the job get to you. You cannot allow criticisms and threats
to become personal. It probably isn’t your fault and some stuff is out of your control.
Occasionally you have to talk to someone about the pressures and problems – talk to your
partner, your manager, friends and other supervisors. Sometimes you have to ask for help. But,
equally important is to take time off. To spend time with your family. Of course, being a
supervisor means that it’s not easy to have time away from work. Managers are never happy
when supervisors take time off – after all who will look after your crew when you are away. But,
your health and wellbeing and your family is more important than work.
Substance abuse
Drug and alcohol abuse impacts productivity, it could lead to medical problems, it impairs
judgements so drug and alcohol affected workers could make poor choices leading to accidents,
and it also results in high absenteeism.
There should be zero tolerance for drugs and alcohol consumption on construction projects.
Alcohol testing kits are simple and low cost and employees should be regularly tested. If there
are any concerns that someone is under the influence of drugs or alcohol send them for
professional testing.
The zero tolerance policy for drugs and alcohol must be discussed at the project inductions
and it should be reinforced in safety posters at the project offices and periodically at toolbox
meetings.
Anyone found under the influence of drugs or alcohol must be disciplined in accordance
with the company disciplinary procedures.
Of course, it goes without saying that alcohol should not be available or drunk during work
hours. Also, it’s imperative that supervisors set the right example. Supervisors that have
extended lunch breaks, or arrive at work smelling of alcohol, set a poor example and make it
very difficult to enforce a zero tolerance policy.
Where there are concerns that employees are regularly abusing alcohol or using drugs then
the individuals should be sent for professional counselling, since even afterhours use will impair
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their work performance the next day.
Environmental
Damage to the environment could lead to monetary fines, bad publicity and an unhappy
client. Repairing environmental damage is expensive, if it can even be repaired at all – after all
how do you replace a 100 year old tree that’s been inadvertently chopped down? One litre of oil
can contaminate thousands of litres of water. Environmental protection is becoming more
important to clients and the public. Protection includes preventing fuel, oil and hazardous liquid
spills, and when they do occur ensuring that the spills are immediately contained and cleaned,
with the hazardous waste being disposed correctly. Fuels, chemicals and oils should never be
dumped down drains or in water courses. All hazardous waste must be separated and disposed of
correctly.
Care should be taken to keep people and machinery out of environmental sensitive areas.
These areas should be clearly demarcated and preferably fenced. A large machine can cause big
damage in literally seconds when it moves into a sensitive area.
Clearly mark all trees that must be protected. In fact remove as little vegetation as possible
and only in the immediate work areas. Vegetation that’s removed usually has to be taken to the
local dump which costs money – money to remove it, money to load and cart it away, plus the
dump fees. Areas where the vegetation has been removed could be more easily eroded when it
rains and in windy conditions could generate dust which impacts construction and annoys
neighbours.
Minimise waste, recycle and reuse where possible – it saves money.
Equipment that is noisy and belches smoke will annoy neighbours, it presents a bad
impression of the company and invariably it’s not good for the environment. Fix oil and fuel
leaks immediately. Replace equipment that leaks oil, that’s loud, or that blasts clouds of smoke.
The crew shouldn’t harm the local wildlife. Where necessary experts may have to be
summoned to remove wildlife on the project that could harm workers or that could be injured on
the project. Take precautions so that animals don’t accidently drown in temporary project dams.
Rescuing and protecting the local wildlife may even be cause for positive media publicity.
Summary
Accidents are life changing. They often happen when you least expect them. Indeed, I’ve
completed dangerous work at heights without incident, only to have a stupid accident at the end
of the project when trucks were being loaded. It is possible to complete projects without
accidents. I’ve completed many projects that worked in excess of a million manhours without
serious injury. It takes a little care and a commitment from workers and management. It means
that safety comes first on the project.
Safety should never only be about rules. Good safety comes about when people understand
why working in a certain way is dangerous. Good safety is the result of people knowing the
consequences of unsafe actions – and I don’t only mean the disciplinary consequences, rather it’s
the life changing consequences when there’s an accident. A trained and skilled workforce will
help achieve high safety standards. Good safety comes from sound leadership. Never look the
other way, or let poor safety go unchallenged. Good safety is a result of a team effort, a product
of everyone looking out for everyone else. It’s essential that everyone on the project, including
visitors, obeys the highest safety standards. Good safety practices does not have to cost extra, but
poor safety practices will cost your project.
Our good safety record frequently helped us win projects.
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Over the years I’ve seen safety in construction improve radically. I’ve seen injury rates and
accident costs fall. I’ve seen the benefits of improved safety. I know that I can now sleep more
easily at night knowing my projects are safe.
Good safety documentation is vital – it will help protect you from legal consequences
should there be an accident on your project. It also helps you check and review the project safety,
focussing on hazards and potential dangers.
It’s important that supervisors look out for their crew, watching for fatigue, signs of
substance abuse, ill-health and poor mental health and depression. Your crew should know that
they can talk to you when there’s a problem.
Never ever put cost, production or schedule ahead of safety and a person’s life.
Good environmental practices will be appreciated by your clients. It will make your
company look more professional and it will ultimately save money. Think of the world that your
children will inherit – will it be a place that you helped protect, or a world that you harmed?
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Drawings include; plans, sections, elevations, 3 dimensional views, detail views and
schedules (tables). They could be schematics (sketches), process drawings which depict
processes or systems (usually unhelpful for construction), ‘for information drawings’, general
layout drawings, construction drawings, drawings of existing structures, topographical drawings
(showing the existing ground), shop drawings, and ‘as built’ drawings. You should not be
working from sketches, process drawings or drawings issued ‘for information’.
Drawings include architectural, structural, civil (roads and stormwater), electrical, plumbing
and mechanical. In some instances you may have to work from several different drawings
because not all the required information is shown on one drawing. Unfortunately often the
different designers don’t coordinate the various drawings and frequently the drawings don’t tie
together. It’s essential that you put any concerns and discrepancies in writing to the client. Never
assume that one drawing is right compared to another drawing. Equally don’t leave out
something that is shown on one drawing and not on other drawings. Regrettably designers don’t
make supervisor’s lives easy!
Drawing control
All drawings should be filed where they can easily be found, where they won’t become
damaged or wet. File drawings in number order and in sections, keeping architectural drawings,
structural, mechanical drawings, etc, separate.
Unfortunately errors occur when drawings are damaged and some figures or elements aren’t
completely legible. If a drawing becomes damaged get a replacement drawing issued. The small
cost of printing a new drawing is small in comparison to the cost of making an error.
Checking drawings
When new drawings are issued it’s good practice to check them. First check that they have
been issued ‘for construction’. Check what materials must be ordered. Never order materials
from drawings that haven’t been issued for construction, or from parts of the drawing which are
marked ‘on hold’.
Then check that there’s enough information on the drawing to build the structure. Are there
sufficient dimensions and heights? Can you position the structure on the site and orientate it
correctly? Is there sufficient information and details on the types of materials.
Consider how you will construct the structures. What will the sequence or order be? What
methods will you use? What equipment will you need?
Unfortunately some supervisors only look at the drawings just before starting work. Finding
a problem or drawing error then could delay construction while it’s resolved. Even though the
error is due to the client they could reject a delay claim if they believe that the contractor (you)
should have discovered the problem earlier. Good supervisors are proactive and check drawings
immediately they’re issued – they are always thinking and planning ahead.
Drawing revisions
Frequently drawings are revised. If you’re already working on the structures changed on the
revised drawing then it’s imperative to understand what’s changed. Sometimes designers make
this easy and highlight the changes on the drawing. In addition they should note the changes for
each revision at the bottom of the drawing. But never accept that these are the only changes.
Take the revised drawing and the drawing it’s replacing and compare them. Mark the changes
with a coloured pen or highlighter. Sometimes you’ve already started, even completed, work
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that’s now been changed. Immediately notify the client and your project manager that work
that’s completed has to be changed. Your company must be paid for this work, which you may
now have to break down and redo, as well as the cost to change it. The time and materials to redo
the completed work needs to be recorded. If the client is notified before you start changing work
that’s already been completed they may elect to keep the work as per the original drawing. But
that must be confirmed in writing – you wouldn’t want to come to the end of the project only for
the client to complain that the structures haven’t been built according to the latest drawings.
When a drawing is revised check that the materials shown on the previous revision haven’t
been changed. These changes could include colours, dimensions, types of material and
specifications. Regrettably some engineers and architects deliberately, or inadvertently, sneak in
small changes which could have a major impact on the item, requiring that it be reordered.
Perhaps the original item is already on site and now it’s been changed and can’t be used.
Your company must be reimbursed for items which are changed and can’t be used anymore. It’s
therefore important to notify the client, or your project manager, that the items on the original
drawing have been ordered and are on site and now they can’t be used because the drawing has
been revised.
You may find that the procurement of items on the revised drawing takes time and this
could delay your work. Again your company needs to be compensated for these delays so it’s
imperative that the client and your project manager are notified when you’re going to be delayed
because the revised drawing called for new materials not shown on previous revisions.
It’s important to mark the revised drawing clearly as being revised – take a thick red marker
and write clearly across the drawing ‘revised’. Keep a copy of all revised drawings, since you
never know when a question may arise about the changes. Ensure that all revised drawings
(including copies of the drawings) are removed from your crew and subcontractors.
Unfortunately sometimes crews inadvertently work from old revisions, resulting in work which
must be later redone according to the correct drawing.
Ordering materials
When a new drawing arrives it’s good practice to carefully study it and mark all the items
that need to be ordered. Then tick the items off as they’re ordered. (See Chapter 10 for ordering
materials.)
Check what materials the client is responsible to supply.
Drawing queries
If a dimension is missing, or something isn’t clear, or there’s a discrepancy between
drawings, ask the client. Never assume anything. Preferably questions should be in writing with
a date, so that there’s a record of when the question was asked. Waiting for an answer may delay
progress, so the delay must be recorded.
If it doesn’t look right ask questions
Unfortunately designers make mistakes on drawings. There are incorrect dimensions.
Openings are missed. Structures on different drawings don’t tie-up – for example, architectural
drawings differ from the structural or mechanical drawings. There are errors and discrepancies.
Sometimes there are errors with the design. Experienced supervisors have often built similar
structures before so will notice when things don’t look right, when elements seem too slender,
cables appear too small, or reinforcing appears too little. If it doesn’t look right ask questions. No
harm is done by asking. But building something that is wrong will cost the project time and
money. Experienced contractors have a duty of care to report drawing and design errors.
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Summary
Only work from the latest drawings that have been issued for construction. Always check
that the drawings are clear, they have sufficient information to construct the structure, they’re
unambiguous and are legible. You should never have to assume something. If in doubt ask
questions – put these questions in writing.
Drawings must be filed by drawing number and section so that they can easily be found and
won’t be mislaid.
Revised drawings must be clearly marked revised and removed from the work site and filed
where they can be referred to should a dispute arise later.
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The biggest and most difficult part of any supervisor and foreman’s job is managing people.
Everyday involves managing people. In construction there are people from diverse backgrounds,
different cultures, various nationalities, different languages, varying levels of educations and
different economic backgrounds. There will be the client, their engineers and architects, your
project managers, safety officers, quality managers, your workers, managers from the company
head office and company department heads. Plus there are suppliers, subcontractors and the
authorities. Everyone thinks they are important and they all need to be dealt with in a slightly
different way.
Respect is earned – it doesn’t come with a title
Supervisors must earn their team’s respect. Respect doesn’t automatically come with the
title, nor does it come with age or years of service. Respect is earned by being knowledgeable
and making informed decisions. Respect is earned when the team knows that their supervisor has
their back and will stand up and support them in difficult situations. Respect also means that
discipline is enforced without fear or favour, and that the rules are clear. Respect is earned by
demonstrating honesty and integrity. Respect is earned by getting the job done – delivering it
safely, on schedule and with the desired quality. Respect is earned by making sound and
informed decisions. It’s earned by acting professionally, by staying calm in a crises and not
letting your emotions take control.
A team that respects their supervisor will always go that bit further, they’ll be prepared to
do a little extra. A team that respects their supervisor is easier to manage and there’ll be fewer
disciplinary problems.
But of course respect is also a two way street. People won’t respect someone who doesn’t
respect them. Respecting your crew means treating them fairly. It means respecting them as
people and respecting their talents and abilities. Discriminating against somebody because of
their culture, language or social upbringing isn’t respect.
But, equally important is to earn the respect of your managers, managers that will respect
your opinion and decisions. Managers that will allow you to get on with your job unhindered.
Managers who will provide you with the resources to get the job done. You will clash with your
manager, there will be times when your manager will be young and inexperienced and you will
have lazy and incompetent managers. But, just because you disagree with them doesn’t mean
that they are incompetent – it may simply be a difference of opinion. Bad mouthing your
manager in front of your crew and others is disrespectful. Learn to work with your managers,
accept that you are a team, if one fails then the project will probably fail, and you will all fail.
Different cultures, ethnicities and backgrounds
People in construction come from a wide variety of ethnic, cultural, economic and
educational backgrounds. For some the language used on the project isn’t their home language
and they may have little understanding of the language. In this mix of cultures it’s easy for
misunderstandings to occur. What one culture may think is a joke, another culture could see as
an insult. What some cultures may take as acceptable and normal behaviour, another culture
could take offence to. It’s therefore important to be culturally sensitive, to have a basic
understanding of the cultures of those working for you. Just because a person doesn’t understand
you doesn’t mean they’re stupid, they might simply not be familiar with the language, or even
the slang and terminologies you’re using.
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Of course this also means that you need to look out for what your crew is doing. It’s easy
for them to make jokes at the expense of another in the crew who’s from a different culture, or
who doesn’t fit into the norms of what a construction person should be. Uncontrolled, this
teasing of someone can turn into bullying, it could impact productivity and safety on the project,
and it could turn nasty. Supervisors are expected to stamp out victimisation and bullying in their
crew. Someone that’s been seriously bullied could even take legal action against the company,
especially if they can prove that the supervisor and management turned a blind eye to repeated
taunts and bullying from the crew – or worse still, management engaged in this type of
behaviour.
Sometimes unskilled workers haven’t worked in construction before, in fact, some might
never have had a formal job. It’s essential that these workers are properly inducted on the project
and have the rules, codes and expectations of the project clearly explained to them. Equally, is to
understand their lack of knowledge so that they aren’t left unsupervised.
Supervisors have to be able to work with all sorts of people, irrespective of their
backgrounds. Supervisors must never discriminate, or let their own personal dislikes interfere
with the project or the fair treatment of people on the project.
Most of us have been brought up with a bias against, or for certain people and nationalities.
Furthermore, construction often stereotypes people, putting them into categories. So, we think of
people as being better suited to a particular job, or unsuited to other jobs, because maybe, they’re
Irish, Italian, Mexican, Polish, male, female, black, white, educated, uneducated, they have a
disability, etc. Indeed, I found only after leaving one company that I was held back from senior
management positions because I had a beard! But, of course this is rubbish. We should never put
a person into a category because of how they look or what their background is. Supervisors
should never hold someone back because of their bias, or the norms in the industry or country.
Rather supervisors should fairly and impartially judge people according to their actual attributes
and abilities, their work ethic, loyalty and how they can develop and contribute to their crew, the
project, and most importantly to the company.
Nobody should be given, or declined, a job based solely on their race, nationality or sex.
Everyone deserves a fair go. After all you expect to be given a fair go – to be allowed to further
your career based on your abilities, not on who you know or where you come from!
The construction industry is desperate for good, hardworking and skilled people. We cannot
afford to disqualify whole groups of people because of our perceptions of that group, or because
of our personal dislikes. Employing the best person for the job will result in the strongest team.
A strong team is essential for supervisors.
Managing people – micromanaging and delegation
Many supervisors have worked for years on the tools, becoming expert in a particular field
or trade. Now they have to manage others doing the work. It’s usually hard in the first few years
as a supervisor to step back and watch others do the work, especially when the person possibly
isn’t as proficient as the supervisor. But, supervisors must learn to stand back and let others do
the work. Sure, supervisors must ensure that the work is done safely, achieves the required
quality and is productive with minimal waste. They may have to coach and mentor some in their
crew, but they must take care not to micromanage individuals, expecting that person to do the
task exactly as they would have done it. There simply isn’t the time for supervisors to
micromanage their crew. But anyway, nobody wants to be micromanaged. People want to be
trusted. They want to be allowed to be innovative and develop their own methods, and yes,
sometimes people have to learn from making their own mistakes.
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So, supervisors must delegate tasks, they must issue clear instructions ensuring that the
person understands what must be done and that the person has the knowledge and resources (or
where necessary can get the required help) to carry out the tasks. But, it doesn’t stop there,
because the supervisor must check that the task is done correctly (not necessarily exactly as the
supervisor would have done it) so that everyone remains safe and good quality is achieved.
Know and understand your team
My most successful projects were those where I used people I knew. I understood their
strengths and used these strengths appropriately for the project. I knew their weaknesses and
could support them when needed. I was able to use the right people for the right job. This doesn’t
mean always employing the best people, rather using the most appropriate person for the job.
Indeed, the most qualified person could become bored and disenchanted with jobs which are
mundane and don’t challenge them.
Using people whose abilities I understood meant that I could leave some unsupervised for
some time, knowing that I could rely on them, while spending more time with others that I knew
needed more help and support. It meant that I could pair less experienced people with
experienced and skilled people, where the less experienced could learn and develop, and the
experienced person could ensure that the task was completed correctly.
Knowing your team and their abilities will enable you to know who you can rely on and
trust, and who you need to help and support. It will allow you to make the best use of each
individual’s abilities, knowing where they best fit in the team and who they will work with best.
Understanding your team will allow you to know who requires additional training, who deserves
a wage increase or bonus, or who can be promoted to a more senior position, perhaps even to
become the next supervisor.
It’s imperative that supervisors understand each member of their crew, so they can
immediately detect when something’s not right – when there’s ill health, a problem at home,
drug or alcohol issues, or fatigue. To know when they’re slacking or lying. Knowing about a
problem early will mean that action can be taken to prevent the issue deteriorating, thus ensuring
that the project isn’t negatively impacted.
Understanding your team also means understanding their culture, their foibles, quirks and
problems, so you know the best way to deal with them, where to place them in the team,
understanding what works for them and how to get their best performance. Indeed, what works
well for one person might not work with another – we’re all different and some need to be
praised, others cajoled, some threatened and others rewarded. Some will say no to a request and
not do the task, while others will say no and then complete the request. But, others will say yes to
a request, then let you down and not complete the task. Some will say they understand the
request while not having a clue what they’re supposed to do, while others will ask for specific
detailed instructions.
Setting an example
Workers miss nothing. They know what time their managers went to lunch, when they
returned to work, what time they arrived in the morning and what they did in the day. If
supervisors arrive late, take extended lunch breaks, spend the day chatting to others, or take stuff
from the project, you can be sure that workers are watching and will do the same things. It’s not
so much as “do as I say” as it is, “do as I do”. Setting the right example goes a long way to
achieving good productivity, safety, quality and discipline on the project. Supervisors must
understand that their actions are always being watched by their team. Indeed, even the way you
walk on the project will be picked up by workers. Walk rapidly and with purpose and the work
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tempo of the crew will pick up. Act as if there’s no hurry and workers will often do the same.
I’ve heard of many instances where workers faced disciplinary action for breaking a rule,
only for them to turn around and say that a manager had done the same thing. Discipline must be
enforced without favour. A worker shouldn’t be disciplined for a transgression when a manager
or supervisor has escaped censure for the same transgression. Indeed, more than one dismissed
worker has had to be rehired when they objected to their dismissal on the grounds that their
dismissal was unfair because managers got away scot-free after committing a similar
transgression.
Communication – it’s a two-way street
Frequently problems occur in construction because of poor communication. Communication
is about listening to and understanding what others are saying, and it’s about being able to
communicate so that people understand you.
Good communication means ensuring that the other person understands what you’re saying
and what’s required. (See Chapter 4 for more on communication.)
Choose your loyalty
Supervisors have usually worked their way through the ranks, working alongside their
fellow workers. They’ve shared the same trials and tribulations. They’ve sweated on the same
projects. They’ve spent time in each other’s company on the job, during rest and meal breaks,
perhaps shared a drink together afterhours and even travelled home together. They’ve talked
about their families, shared a joke, and complained about their managers, working conditions and
pay. Sometimes some of the people they’ve worked with are neighbours, friends and even
family.
Then they become a supervisor. Suddenly the supervisor has to manage those same people.
They have to enforce discipline – sometimes even with someone who is a friend. It’s not easy.
But, the supervisors role is to supervise and manage their team without fear or favour. A
weakness or fear will be jumped on by workers.
Being a supervisor can be lonely. You won’t always be welcome amongst the workers,
indeed it’s not recommended that you eat your lunch with them and continue your friendship
during working hours. Supervisors also aren’t often welcomed by the rest of the project
management staff. More than likely supervisors end up eating their lunch on their own.
Supervisors are expected to ensure that everyone obeys the project and company rules, that
everyone works safely, producing good quality and that all are productive. Supervisors are paid
to do this job – often not enough (but that’s another topic). One person not pulling their weight
will disrupt the team. The supervisors success depends on their team. They cannot let past, or
even present, friendships get in the way. Friendships can be continued afterhours, but during
workhours everyone in the crew should be treated equally.
Time keeping
Good time keeping on projects is essential. Good time keeping means that everyone in your
crew is at their work area promptly at the start of the shift and at the end of meal and rest breaks.
It includes ensuring that your crew doesn’t leave the work area early at the end of the shift and
before the start of meal and rest breaks. Indeed, as discussed in Chapter 14 an extra 5 minutes
taken at the start and end of each shift, and on either side of meal and rest breaks could be 30
minutes less work each day, which quickly adds up when it’s the whole crew. Regrettably the 5
minutes quickly extends to 10 minutes and more.
But good time keeping involves supervisors getting to the project on time. It includes you
being prompt to meetings. One person who is late for a meeting often means the meeting can’t
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start and everybody is kept waiting – think of the lost productivity, 12 supervisors and managers
waiting 5 minutes for a meeting to start is a total of an hour lost. Consider if your crew is kept
waiting 5 minutes for instructions! Nobody likes to be kept waiting – we’re all busy!
Discipline
Every company and each project has slightly different rules. What was acceptable on one
project might not be accepted on the next. Discipline means not only complying with the rules of
the project as well as the company rules, but it also means behaving within the acceptable norms
of society. You and your crew are ambassadors of your company during working hours, while
you’re wearing the company uniform, while on company business, and when using company
vehicles. Poor behaviour will reflect badly on your company. Flouting the client’s project rules
will impact your company’s reputation.
Project rules are often there to comply with local guidelines and permissions. Breaking
these rules could result in problems for the client. Project rules are there to ensure the safety of
everyone on the project. Project rules are there so that everyone on the project complies to the
same standards.
Discipline starts by understanding the company and the project rules. You can’t enforce
rules if you don’t know or understand them. But of course, your crew must also know what rules
apply to them, because they can’t be expected to comply with rules that they don’t know exist.
Rules which aren’t enforced will soon be ignored. Most people will always stretch the
boundaries. If we know the speed limits on the roads aren’t enforced we will invariably drive
faster. Even when the speed is enforced we often try and sneak a few extra kilometres over the
limit, hoping that traffic officers won’t bother to stop us for a few kilometres over the limit – or
if they do it will only be to give us a warning. So it is, that if a person arrives 5 minutes late
today and nothing is said to them, then they are probably going to come 6 minutes late
tomorrow. If you don’t say anything others will also arrive late for work and very soon your
entire crew will start work 5 minutes late, then 10 minutes, and then who knows how late before
you take a stand and insist people start work at the correct time. But, when one rule isn’t
enforced and workers are allowed to arrive 5 minutes late, they’ll soon test the boundaries
somewhere else and other rules will be bent and broken. It might sound foolish to reprimand
someone for being 5 minutes late, but at what stage will you say something, and which rules will
you enforce.
Often there are multiple crews and a number of supervisors working on one project. Failing
to enforce discipline with your crew could cause problems with other crews. Workers see what
others can get away with, then try the same thing. When their supervisor reprimands them for the
transgression they’re often resentful of their supervisor and can’t understand why another
supervisor allows their team to bend or break project or company rules, but their supervisor is a
hard arse, unfair, so and so, etc. Sometimes, people in your team go and work on another project
with another supervisor. They can’t understand why that supervisor seems to have different rules
to those that you applied when they worked for you. But, of course it’s usually not different
rules, it’s simply that you didn’t apply some of the existing rules, that you accepted that some
rules could be bent and broken. Consequently it’s unfair on the other supervisors who have to
instil and enforce the rules you don’t enforce. It’s also unfair on the workers who now don’t
know what’s right and wrong, what’s acceptable and what’s not – it could even hamper their
careers, or cause them to lose their jobs. Of course the same happens the other way, where you
inherit workers who came from a supervisor who was slack and didn’t enforce discipline. It will
make your job harder.
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Discipline has to be enforced fairly, consistently and uniformly. You can’t ignore one
worker’s transgression, maybe because they’re hard working, even indispensable to you, then
reprimand and discipline another person for the same offence. Everyone in the crew must be
treated equally. No matter your personal feelings, everyone must obey the project and company
rules equally. Of course, that also includes you.
Discipline isn’t about yelling and cussing workers who break the rules. It’s about telling the
person what they’ve done and that it’s unacceptable. In most cases, depending on the
transgression, there’re stipulated company disciplinary procedures to be followed and set forms
of punishment – see the next section.
Disciplinary procedures
Every company has slightly different disciplinary procedures and codes. These codes are
usually based on employment laws of the country and sometimes also on union agreements. It’s
essential that supervisors understand the disciplinary procedures and codes and ensure that these
are adhered to and applied firmly and fairly.
Dismissing an employee for the wrong reasons, or perhaps dismissing them without
following the disciplinary procedures correctly, could result in the employee claiming unfair
dismissal, which usually results in expensive legal arguments and often the employee being
reemployed and receiving compensation for the unfair dismissal. The compensation is usually
the wages they would have received from when they were dismissed to when they’re reemployed
– some cases can take 6 months or more to settle, so this can be a sizable amount of money.
Regrettably, even employees who were dismissed for serious infractions and breaches of
discipline have had to be reemployed when their supervisor didn’t follow the disciplinary
procedures correctly. Imagine what that does to the supervisor’s standing with their crew and
how it impacts the crew’s discipline, when an unruly employee couldn’t be dismissed, or is
reemployed after being dismissed? The dismissed employee is certainly laughing and their
behaviour is often worse because they now think that they’re untouchable. Indeed, supervisors
are often scared to dismiss them a second time in case the dismissal is again overturned, and
anyway further disciplinary action is often misconstrued as victimisation.
Accordingly, some less serious violations may require that the employee is given two verbal
warnings, then two written warnings, then only on the fifth transgression can they be dismissed.
Of course, these transgressions have to be of a similar nature, so you can’t for instance, give an
employee a warning for being absent without a valid reason, and then another warning for poor
safety practices, and count these as being two warnings leading to their dismissal. To dismiss a
person for poor safety practices and violating the safety rules, all of the warnings must be safety
transgression related. In the same way, to dismiss a person for poor attendance at work requires
that all the warnings are related to attendance violations, which could include being absent for no
reason as well as arriving at work late.
The question is when did the person receive their verbal warning? It’s often your word
against the offender. Some supervisors when challenged in court for improper dismissal will say
that they gave the person numerous warnings, or complained frequently about the person’s
behaviour. But, usually this isn’t good enough. Write down in your diary when you gave the
verbal wording so that when later asked you can quickly quote the exact date when the warning
was issued. Ensure that the person is explicitly told that this is a verbal warning and will be
added to their disciplinary record and that further consequences will follow if there’s a repeat
violation. Make a note in the workers personal employment file so that if they’re transferred to
another supervisor then that supervisor can see that the worker has previously received a
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disciplinary warning and take it into account when further disciplinary action is required.
More serious violations would require one verbal warning and one written warning. Very
serious violations would be one written warning, while violations such as theft would be
immediate dismissal after the person has fronted a disciplinary hearing. Note that warnings, other
than serious violations, usually have a limited life of 6 to 12 months (depending on the company
rules), after which they can’t be taken into account.
Usually a written warning must be preceded by a disciplinary hearing. The person should be
given at least 24 hours’ notice that there will be a hearing. Disciplinary hearings should
preferably be conducted by the project manager. This notice should be in writing, with the date,
time and place of the hearing, together with the charge relating to the hearing. The employee can
usually bring another person to the hearing who should be another employee, and not a legal
representative from outside the company. Ensure that there’s an interpreter present if the
employee isn’t familiar with the language used.
It's important to keep a record of what’s said at the hearing. The charge relating to the
disciplinary violation should be read. Previous similar violations and disciplinary warnings
should be introduced. The person should have the right to present mitigating arguments to refute
the charge. Should there be no acceptable mitigating circumstances, or insufficient grounds to
refute the violation, then the person should be found guilty of the violation. Depending on the
severity of the violation and previous disciplinary actions the employee may be dismissed, or
given a first or second written warning.
When an employee is dismissed they usually have a right to appeal their dismissal. This
right must be spelled out at the disciplinary hearing. Their appeal should be lodged in writing
and they should be advised of the time, date and place for the hearing at least 24 hours in
advance of the appeal hearing. The appeal should be heard by another manager – preferably a
more senior manager to the one that conducted the original hearing.
Sometimes the person dismissed will appeal their dismissal on the grounds that other
employees committed a similar offence and weren’t dismissed. If this is found to be the case then
the employee may have their dismissal overturned and they would have to be reemployed. It’s
therefore vital that discipline is maintained in a fair and equal manner. Employees may also have
their dismissal quashed if they can prove they were continually and deliberately victimised, or
targeted, by management looking for reasons to punish them or get rid of them, or the supervisor
was abusive or raised a hand against them.
It’s important to remember that employees can’t be dismissed for arbitrary and vague terms
such as; “he/she is useless”, “he never listened to me”, “he was lazy”, “he was a bad worker”,
“he was a trouble maker”, or “his work was bad”. There should always be specific examples of
what the person did wrong – what instruction did they not follow, or how was their workmanship
poor?
Grievance procedures
All employees should understand and follow the company grievance procedures. These are
in place to ensure that issues and potential problems are dealt with swiftly and fairly. When
employees don’t follow these procedures, often because they’re unaware of them, the problem
isn’t attended to or resolved, causing discontent, which may impact productivity and morale,
even leading to labour unrest and disruption. Employees should never fear retribution and should
feel free to raise issues with their supervisors.
Supervisors must understand the company grievance procedures to ensure their team
complies with the requirements. They must ensure that grievances are attended to so that they
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don’t fester, leading to bigger problems.
Grievances could relate to unfair treatment, poor safety, bullying, unfair pay, inferior
project facilities, etc. Of course many grievances are seen as an issue by the worker because they
don’t understand the company rules, they perceive something is unfair but it isn’t, they want
special treatment, they’re trying their luck, or the employee wants to cause trouble and create an
issue. Yet, this isn’t reason to ignore the complaint, rather the supervisor must show that they’ve
considered the issue, explain why the grievance isn’t legitimate, and if this still doesn’t satisfy
the complainant possibly pass the grievance to their manager to deal with.
Sometimes supervisors have to make tough decisions
It’s sometimes not easy dismissing someone, especially if they are a key worker or have
worked hard. But, if they’ve seriously transgressed the project rules and the disciplinary code
calls for them to be dismissed and there’re no extenuating circumstances, then they must be
dismissed.
At the end of most projects, and when sections of work are completed and particular skills
and trades are no longer required, then employees often have to be moved on – this could entail
sending them to other projects, or in many cases their services have to be terminated. It’s not
easy to let people go, especially when you know their families are depending on their wages and
work opportunities are scarce.
Sometimes subcontractors don’t perform and you have to take hard decisions, which could
include asking for some employees to be removed from the project, work to be redone, or even
for your management to take more serious steps, such as withholding payments or even
terminating the subcontractor’s contract.
Supervisors must always make the right decisions for the project, while ensuring these
comply with the law. Sometimes people will hate you for your decisions, even on occasion
becoming threatening and abusive, while others may beg and plead for a second chance.
Supervisors have to make the tough decisions and stick by them, unless it can be proven that the
decision was wrong, or didn’t follow the correct protocols and procedures.
These hard decisions may also include telling management that the project schedule in
unattainable, or that the project is losing money. They may yell and threaten you, but ultimately
the truth will come out.
Unions
Unions are often part of construction life – maybe you even belonged to a union when you
were on the tools. As a supervisor union rules may seem restrictive, but rules must be followed.
However, just as you must follow the rules so to must union organisers and officials follow the
rules. They can’t barge onto your project unannounced and unaccompanied by the contractor, or
decide they want meetings whenever they want. Ensure you understand the union agreement.
Don’t hesitate to call your project manager or human resources manager if you’re unsure or have
concerns about union actions.
Of course unions can also sometimes be helpful when dealing with a troublesome worker.
Bullying
Bullying is unacceptable. It impacts productivity, it could result in accidents, it disrupts
teamwork, it makes for an unpleasant workplace and it impacts people’s lives, even leading to
suicide. Bullying takes many forms, including physical, emotional, cyber and verbal attacks. The
attacks are often discriminatory in nature focussing on gender, language, religion, culture and
personal traits. Verbal bullying could include slanderous comments, lewd talk, unsavoury jokes,
snide remarks, threats and more.
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Some remarks may seem innocuous to the casual observer, or appear to be innocent banter
when heard in isolation. But to other people, cultures and religions, they can be far more
harmful, especially when repeated regularly.
People should never feel threatened, uncomfortable, harassed or violated at the workplace.
It’s important to understand the nuances in your team, to know when innocent banter is
getting out of hand, to understand the different personalities and cultures. Take a firm stand at an
early stage to stop any behaviour which could be construed as bullying. Anyone in your team
who believe that they’re being bullied should feel comfortable to report the issue to you,
knowing that you’ll listen to them and take action when required. Of course it’s always necessary
to understand both sides of the story.
Drugs and alcohol
(See Chapter 6 Substance abuse.) There should be zero tolerance to drug and alcohol abuse
and all employees must understand the consequences of consuming drugs or alcohol on the
project, or being at work under the influence of alcohol or drugs.
Depending on the project and the client’s rules, it may be possible to have alcohol after
working hours. This may be served at project functions, or perhaps at weekly management
meetings. However, the quantity of alcohol should be limited to only a few drinks each and
nobody should leave the project in an inebriated state. Project sites are dangerous and being in an
inebriated state could lead to dangerous activities and actions. Moreover, people could witness
drunken behaviour of those on the project, and people wearing company uniforms or in company
vehicles leaving the project inebriated, which will adversely impact the company’s reputation.
All signs of alcohol should be cleared up after the function so that the area is clear for the next
day’s work.
Training and mentoring
The construction industry is desperate for skilled and experienced people, so it’s important
to train people. A skilled workforce can work faster, more safely and produce better quality.
Having skilled workers makes the job of a supervisor much easier. A skilled worker requires less
supervision. They often know what to do and how to do it, and they don’t need all the intricate
details of the task explained to them.
Everyone wants to develop, grow, learn new skills, be promoted and take on new
responsibilities. After all, you wouldn’t be reading this book if you didn’t want to improve your
skills.
Regrettably many managers don’t train their people. I hear all kinds of excuses, the most
common is that there isn’t time and we can’t spare the person for a few days or weeks to attend a
training course. Other excuses include, training is expensive, once the person is trained they’ll
want a pay increase, or they’ll leave the company when they’re better qualified. Sure, training
does take time and cost money, and sometimes employees will ask for a pay increase when
they’re qualified, and some may even leave the company for a better job. But, the benefits of
training far outweigh these excuses. Indeed, a trained and skilled construction worker is a
valuable asset to the company. A skilled worker is safer, more productive and produces better
quality than a less skilled worker – so yes, maybe the person will deserve a pay increase when
they’re successfully qualified and proved their skills have improved. But, the benefits go further
than this. Employees that are sent on training courses often become more motivated because they
sense that the company sees a future in them and is prepared to invest in them. Certainly, some
newly trained individuals will leave the company, but many will become more loyal, since
they’ll appreciate the company investing in them. Other workers will see that the company is
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sending employees on training courses and they’ll become more motivated, working harder so
that they can be selected to attend training. Indeed, I’ve had huge success by training my people
and I’ve been handsomely rewarded with their improved skills, loyalty and diligence.
Sometimes contractors only look at the short term. They don’t plan for the next project, for
next year and the years after that. They’ll say it’s pointless training someone because there might
not be a next project. But guess what, there usually is a next job, then there’ll be the same excuse
again, and guess what, there’ll be another project! So why battle from one project to the next
with poorly skilled workers. But, having good skilled workers will probably help the contractor
get further projects. Skilled workers enhance a contractor’s reputation, and improved
productivity from skilled workers will ultimately reduce the company’s costs, resulting in the
contractor submitting more competitive prices and winning more work.
Of course training must be done for the right reasons. It must be training in a skill which the
person doesn’t have and also a skill that the company can use on the project, and hopefully on
following projects. Effective training is dependent on a number of factors. Firstly, the person
must want to be trained in that skill. Training a reluctant trainee is usually a waste of money.
Management must be committed to send the person on the training course. Importantly, the
supervisor must be prepared to utilise the person’s newly acquired skill, which includes
mentoring and coaching the person further. Regrettably, many training programs only provide
the theory and basic training, but this is of little use without further practical on the job training
and an opportunity to practice the newly learned skills.
Training doesn’t always have to be courses held away from the project. Some providers are
willing to provide training on the project, providing the project can supply sufficient people for
the course. This is useful since part of the practical training outcomes is usually contributing to
the project’s progress.
Unfortunately, not all training courses and providers are what they should be. There are
many poor trainers and these are costly, since there’s the cost of the course, plus the cost of the
person’s time attending the course, and often the qualification obtained is worthless, or worse the
person has learned bad habits. Always check that the course curriculum will provide the desired
end result. Some providers are prepared to modify their courses to include things that you think
would be more suitable to your employees. When the trainee returns to work quiz them to find
out what they thought of the course and the provider. Poor feedback means you should avoid
sending others on the course.
Another valuable form of training is onsite mentoring. Now I know that supervisors are
always hectically busy and don’t have time for another task. But, every time you find a fault,
show the person the right way to do the task. Sure, it takes a little more time, but hopefully the
person won’t repeat the mistake. Most supervisors are poor delegators. The common excuse is
that no one is capable of doing the task. But they never bother to show anyone how to do the
task. Showing someone in the team once will allow you to be able to delegate the task next time
to that person. Afterall, most of us were taught by someone else. Of course leading by example is
an essential part of mentoring. So if you’re diligent, hardworking, safety conscious and take
pride in good quality work, your team should follow your example. However, if you criticise
company management, don’t follow the company or project rules, accept poor safety and bad
quality, and skip out of the project during working hours, then you can expect your team to
follow your poor example.
Promoting employees
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From time to time someone in your team will grow, acquire skills, and eventually be in a
position to become a supervisor. Of course by then they’ve usually grown into a key person in
your team, your helper (righthand man/woman), someone you can count on. It’s hard to lose
someone like this and you will be the poorer when they go. But, your company is depending on
you to train and bring up the next generation of supervisors, so it’s a vital part of a supervisor’s
job.
Unfortunately some supervisors deliberately hold people back, using any excuse not to
promote them to a supervisor. No individual will have all the knowledge straight off to become a
supervisor and there’ll never be a perfect time to promote the person. But, lots of what you’ve
learned to become a supervisor has been learned on the job and learning from mistakes. People
deserve the opportunity to grow and be promoted to the next level. If they don’t see a future for
themselves in the company they’ll go elsewhere and you will have lost a valuable person in your
crew, and the company will have lost a potential supervisor. Promoting people provides
opportunities for other in the crew to take their place. Moreover, when people see that there’s a
future, that there’s a possibility of being promoted, they are more likely to work harder, they’ll
want to learn new skills and take on extra responsibilities. Being prepared to promote individuals
in your team will cause a short-term loss and a void to be filled, but often it will encourage better
productivity from the rest of your crew and invariably, with a little extra effort from you, the next
righthand man (or woman) will step up to help you. Promoting people from within the company
is an essential part to growing the company, it’s an essential part to growing people, and most
important of all, remember someone showed faith, or will show faith in you, to allow you to
progress up the ladder.
What to do when a new person joins your crew

From time to time new people will join your crew. They may be permanent additions, or
only helping out for a day or two. Sometimes they’ve come from another supervisor, even from
another project, but often they’ll be new to the company. Supervisors are always busy, so
regrettably most will give the person the briefest greeting, point them in the direction of where
the crew is working, then expect them to get on with the job.
Unfortunately, on one project we had a subcontractor’s employee fall to their death. They
had only started on the project and with their company that morning. Nobody had explained the
hazards of the project to the new employee, no one had checked to see if they could work at
heights, nobody was checking what the new employee was doing, or looking out for them. The
employee did a silly thing and instead of climbing down from the elevated working platform
using the ladder, they rather clambered through the handrails and tried to step across the gap
between the platform and the second floor of the building – slipping and falling to their death.
Sometimes new employees are given tasks which they aren’t capable of doing, which could
result in mistakes and poor quality. But equally bad, is when a skilled person is given menial
tasks because the supervisor is unaware of their skills and capabilities. This not only demotivates
the person, but it’s a waste of money because a less skilled person on a lower wage could do the
task equally well.
Of course, the first thing with any new employee is to ask for proof that they’ve attended
the project induction. Then talk to them for a few minutes to understand what experience and
skills they have. If necessary ask to see their qualifications – particularly check licenses and
never assume that if the person was operating a vehicle or machine elsewhere on the project that
they have a valid license. If the employee has come from another supervisor ask that supervisor
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about the employees abilities, strengths and weaknesses. Check that the person has a reasonable
command of the language used on the project – will they understand your instructions and will
they be able to communicate with the rest of the crew. Explain what your crew is doing and how
the person will fit in the team. Tell them where they’ll find tools and materials for their tasks.
Explain your expectations of your crew. Then take the person to where your crew is working and
introduce them to each other. Ask one of your older hands to look out for and help the new
person. Finally, later in the day, ask the responsible person how the new crew member is doing
and if there are potential problems that you should know about.
Sure, this all sounds like it will take 10 minutes of time that you can ill afford to spare, but
that 10 minutes will more than pay for itself if it’s helped prevent an accident. It will help to
utilise the person efficiently and effectively. It will ensure that they fit into the team quicker. It
makes the new employee feel like a valuable part of the team and not just a body filling a gap.
High turnover of employees

People will always leave companies and projects, but some projects and companies have a
higher number of employees resign than normal. It’s easy to be dismissive about people
resigning, taking the attitude that if they want to go then they must go. Indeed, we also don’t
want to be paying people higher wages or promising them extra perks to stay, because this often
only works with mercenaries who are only after money and have little company loyalty anyway.
But, high turnover of employees is disruptive and costly. It’s said that employing a new person
can cost between a month and six months wages, depending on their skill level and how easily
the person can get onto the project.
When a person leaves the project there’s normally a hole left behind, which usually results
in less work being done. If the person has a key skill, such as being a crane operator, it could
mean that the rest of the team can’t work effectively. Employing a new person entails additional
costs, such as the costs to recruit them, which could include, advertising for the job, employing a
recruitment agency, time to interview the person, and then the administration costs to complete
all the paperwork. Then there are often costs for medicals and inductions. Probably the cost of
company uniforms and personal protective equipment and the person usually has to be paid
while they attend inductions and company training. Finally the person can start work on the
project, where they often take a week or more to learn what to do, what the project rules are and
where they fit in.
Obviously replacing someone who is useless, or is a troublemaker, or who doesn’t have the
required skills, is beneficial to the project.
Often people leave a company or project because they aren’t happy. Usually the good
people leave first – the ones that can easily find a job elsewhere. When one person moves to join
another company they may induce others to follow. If a number of people resign then others will
start to consider their position, wondering why everyone is leaving and thinking that maybe they
should also move on.
It’s therefore important to understand why people are resigning, then where possible, put in
measures to reduce the likelihood of more people leaving. People could be moving because of an
abusive manager. People leave bad managers and supervisors. They may leave companies where
they feel they aren’t being respected. Maybe they aren’t receiving a fair wage. Perhaps they don’t
have the right tools or equipment. Possibly the working conditions are unsafe, or they have to
work lengthy hours, or away from their families. Sometimes employees are ‘poached’ by other
companies, induced to work there with promises of promotion or better pay.
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Talking to the person resigning may help dissuade them from going. Some employees move
because they think that the grass is greener on the other side of the fence, but maybe they don’t
fully understand the benefits of staying and the downside of leaving. But, even not being able to
dissuade them, it may be possible to improve conditions for those remaining so that they are less
likely to leave for the same reasons.
Of course good supervisors who understand and talk to their team will usually hear of
problems and resolve them early, before they’re a cause for unhappiness and people leaving the
company.
Time off, leave, rest and holidays
Every company has rules for when a person can take time off and these are often based on
the country’s legislation. This time off could be annual holidays or vacation, long service leave,
sick leave, maternity leave, compassionate leave, etc. This time off may be paid, or unpaid. The
rules could dictate how much the worker is paid each day if they entitled to be paid. It might
stipulate when the person can have time off (some companies close for a Christmas break and
employees may be obliged to take their holiday leave then). It should stipulate how much time
off the person is entitled to take in a year. For sick leave, compassionate leave, etc, the company
should also have a policy on what proof (for example a doctor’s note) is required.
Employees who are absent without a valid acceptable reason are usually in breach of the
company disciplinary policies. Employees who are absent are disruptive to project progress and
often it upsets productivity, especially if a key worker is absent. Consider when a crane operator,
or excavator operator is absent, it could hamper the entire team, who may not be able to work
effectively without the crane or excavator. But, even when an ordinary worker is absent it could
leave a gap in the team, possibly meaning that the skilled workers are hampered.
Sometimes, employees volunteer to work additional overtime and on weekends when
they’re paid overtime rates, which could be 50% to 100% more than their normal rate. They then
take Monday (or another day) off, which would be paid at their normal rates. They might have
worked their 5 days for the week, but, some of it has been at a higher rate of pay because they’ve
worked some overtime. But, of course when they’re absent on Monday (or another project work
day) it disrupts the project and often the extra effort to work on the weekend is negated.
It’s therefore essential that supervisors take disciplinary action against those who are absent
with no acceptable and valid reason. Failure to do so can lead to absenteeism increasing on the
project.
Although someone taking leave is disruptive to your work and team, you shouldn’t stop an
employee from taking time off when they have valid reason. Of course, it’s essential that the
person completes a leave form (which every company should have) and that this form is
submitted to the correct department at head office. This’s particularly important so that the
amount of days that the person has taken leave is tracked. For instance, an employee may be
entitled to 10 days paid sick leave in a calendar year. Any sick leave days in excess of this won’t
be paid. However, if there is no leave form completed and the wages department has no record
that the person has already taken their quota of paid sick leave for the year, then that person is
going to continue to receive pay while they’re sick. Sure, the worker scores extra money, but
imagine the cost to the company if this is repeated by 10, 20 or more employees. This eats into
the company’s profits and ultimately impacts everyone’s wages and bonuses. It’s maybe money
that could even have been spent on purchasing new equipment.
Remember to that the person may be transferred to another supervisor or project, so if
there’s no record of the amount of leave that you’ve granted them, then their next supervisor will
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assume that they’ve had no leave yet for the year.
Often we’re under pressure to complete projects. This causes projects to work long hours
and it may even be necessary to work through the holidays. It’s important however, that
everyone has an opportunity to take their annual holidays. It’s essential that you take your
holidays. Everyone needs an opportunity to rest and spend time with their family. Families want
time together. Don’t be the grinch that stole the holidays! Plan your work so that you and your
crew can have time off. Workers that take time off to rest and spend time with their family are
often more productive.
Depending on company policy, annual leave that hasn’t been taken may be accumulated,
while other policies might stipulate that the leave not taken is forfeited. In the past I’ve had
employees accumulate large amounts of leave, sometimes in excess of 3 months. This is a
liability (future cost) to the company, because at some time in the future the employee will take
their allotted holidays and be paid for it. In some companies employees are allowed to choose to
be paid the holiday days owing to them in lieu of them taking the days off. Although employees
may prefer the money, this practice should be discouraged, because it defeats the object of
annual holidays – which is to have a time to rest, time with families, time to get away from work
and recharge and not an extra pay check.
It should be noted that normally only annual leave is allowed to be accumulated. Usually
sick, bereavement and compassionate leave is given and used on an annual basis. Just because a
person has an entitlement to, say, 10 days sick leave in a year, doesn’t mean that the person can
use the full 10 days even when they aren’t actually sick, nor does it mean that the unused sick
days can be rolled over to the next year, or paid out to the employee. Of course maternity leave is
a once off per event.
Having a sick person at work means that they could infect others, it often means that they
aren’t fully productive because of their illness, and sometimes it could even be dangerous to the
person’s health and to the safety of others on the project. If you, or someone in your crew is sick
then go see a doctor. If the doctor books you off work stay at home. Of course, always ensure
that people who have taken sick leave bring a doctor’s note to prove that they were sick. Always
keep these doctor’s notes on file, or attach them to the sick leave form when it’s submitted to
head office.
Some employees will come to supervisors with a hard luck story, maybe problems at home.
Reasons why they need to go home, or why they were absent from work. Many of these may be
fabricated, so always ask for some kind of proof. Sometimes people do suffer dramas at home.
But, often it’s the same people who seem to have dramas. Personal lives and problems shouldn’t
interfere with work. They shouldn’t have to impact the project. Of course, sometimes you have
to show a little compassion and understanding, but in all cases a leave form must be completed
for the time away from work. Where a person can’t sort out their lives and there are continued
dramas you will have to take a tougher stance. Continued absenteeism shouldn’t be tolerated
unless there’re really exceptional extenuating circumstance – but these should probably be
discussed with your managers.
Always ensure that you take time off to rest, time to spend with your family.
Team morale
Some projects will be difficult and frustrating. It’s easy to become demoralised. But poor
morale is infectious. It easily spreads. Poor morale impacts production and it impedes progress.
People want to work for successful companies. Good people leave workplaces where morale is
poor.
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No matter how bad the project, or tough the client, supervisors have to stay positive in front
of their team. Sure, you cannot gloss over, or ignore the difficulties, nor should you live in a
fantasy world where everything is going to turn out alright. Your team will know when things
are bad so you can’t hide the facts. But you have to be positive and see light at the end of the
tunnel. You cannot achieve the impossible, but you can set realistic and achievable goals to get
you to the end of the project. Celebrate success when these goals are achieved, even if these
goals are far from what the original project plan envisaged.
Your team must believe that they are making headway and that the project will eventually
be completed. But, you have to lead them there with your head held high and positive attitude.
Your general shouting, ill temper, grousing and complaining will achieve nothing, except destroy
morale on the project.
The art of persuasion
You will have people in your team who are older and more experienced than you. Some of
these tradespeople may have been performing similar tasks in the same way for many years. It’s
often difficult to convince them that another way is safer and more productive. A direct order to
do the task another way will often result in obstinate resistance, or a reluctant sullen acceptance.
You will have to convince them to change by explaining the benefits of the new method. Most
people will be persuaded by a logical well thought argument, and willing to try new methods
when the benefits have been explained.
On the other side you will report to project managers, who could be younger and less
experienced than you. It’s easy to ignore them sometimes and carry on as you think is best. But,
this will lead to conflict and frustration. It could also mean that the project manager has
organised people and equipment to build the project using methods which you now change. It’s
far better to discuss why you think your proposed methods are better than those planned by your
project manager. Be prepared to listen to their reasons and make sure that you don’t reject their
suggestions out of hand. Maybe what they’re proposing is a better solution. We can all learn new
methods. If you believe your method is better explain your reasoning, the benefits of your
proposed methods and solutions, versus the flaws in the alternatives. Indeed, putting the effort in
to explain your methods may teach the project manager something new.
Constructing a project successfully is a team effort and it’s vital that everyone is on the
same page, that everyone is working together, using the methods and solutions that provide the
best outcome for the project.
Conflict resolution
Every project has conflict. There’s conflict within the supervisor’s team, conflict between
supervisors, conflict within the contractor’s management team, conflict with suppliers and
subcontractors and conflict between the client’s team and the contractor’s team. A construction
project is a melting pot of egos, personalities and cultures. It’s a stressed environment with
everyone trying to do the best for themselves and their company, while getting the job completed
as quickly as possible, often in difficult circumstances.
Sometimes you can’t avoid conflict, you have to stand up to the client when they’re being
unfair to your company and demanding things which aren’t in the contract document. You have
to take a stand when people in your crew aren’t obeying company or project rules. You have to
be tough on suppliers and subcontractors who aren’t delivering. But, this must be done without
yelling and swearing (regrettably I was often guilty of this). It’s important to explain why you’re
unhappy and what’s unacceptable.
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Of course, there will always be some that make you really angry. Other supervisors that are
blocking access to work, maybe stealing materials you needed for your work, that are unfairly
hogging equipment, like cranes, so that you are kept waiting. It’s good to be so passionate about
your work that you care when others are impeding you. But, don’t fly into a rage. Understand
that others are also passionate about getting their work done. Other supervisors are also stressed.
Often they aren’t even aware of the impact their actions are having on your work. They don’t see
that they’ve stolen your materials, rather they’ve borrowed your materials which will be returned
to you when their materials arrive, or they’ve simply used what they found on the project. In fact,
sometimes they may not even be aware that their crew grabbed materials meant for your work.
Explain logically what the problem is and more importantly how the problem should be resolved.
Sure you can show your displeasure and tell the person what impact their actions are having on
your works so that the situation should be avoided in the future. But, you do need to understand
that completing the project is a team effort and the project isn’t complete until all sections are
complete.
Unquestionably, there will always be some incompetent supervisors, there will be some arse
holes on the project, some managers and client’s representatives will be irritating with poor
knowledge and little experience, construction is like that, there are many who shouldn’t hold the
position that they have, but learn to work around them. If need be help them, tripping them up is
seldom going to benefit you other than the short term satisfaction it may provide. Obviously,
never be so assured in your knowledge and self-esteem that you’re not prepared to listen to the
other person. None of us are so perfect that we can’t learn something new, or a new method of
doing things. Sometimes even young and inexperienced managers may see things differently and
come up with an innovative solution you hadn’t considered before.
There will be times when others will be unhappy with you – rightly or wrongly. They may
yell and swear at you. Of course you won’t like that, but that’s not reason to yell and cuss back.
Rather stay calm. If you did something wrong admit it and apologise – that will soon diffuse the
situation and it most cases the other person will forget that anything happened and move on.
Arguing something where you’re wrong will invariably escalate the situation making it worse.
Certainly if the other person is wrong then tell them why they’re wrong. Be prepared to argue
your case in a clear logical manner without becoming emotional or personal about it – even if the
other person is throwing personal insults. Sometimes arguments are over stupid small things.
Consider if it’s really worth your time and effort to argue some silly point or misdemeanour.
Some arguments are best walked away from.
Sometimes though problems can’t be rationally resolved, the other person is never going to
understand your point of view. In these cases it may be necessary to involve a third party to settle
the dispute.
On occasion, there may be some in your crew fighting and arguing. This is disruptive and
can jeopardise safety and productivity. It’s important to have a harmonious team and to step-in
and resolve the dispute. Listen to each person’s arguments and then logically explain who is right
and who is wrong. Sometimes both might be wrong. Unfortunately, from time to time we get
trouble makers in our team, or maybe just somebody that’s obnoxious and gets people’s backs
up. If the person is unable to change their behaviour they may have to be moved elsewhere,
possibly have their employment terminated. There will also sometimes be clashes of personality,
someone does not see eye to eye with another. It’s important to understand why there’s a
problem. If it’s because of racial, ethnic or any form of discrimination it’s important to stamp it
out immediately, and the person being discriminatory should be warned to discontinue the
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behaviour or disciplinary action will be taken. If it’s simply a clash of personalities and neither
party is prepared to back down then one of the workers may have to be transferred to another
crew. But always try and talk through the problem with the two people. Talk to others in the
crew to check that there isn’t another underlying cause that you’ve missed, a matter that could
perhaps arise later in another form. Sure, sometimes it might seem like you’re a policeman, a
psychologist, a judge, jury, and even sometimes like a parent, but unfortunately a supervisor is
all of these and more.
You will be tested
Workers always test supervisors to find what they can get away with and what the limits
are. So workers will leave the work place 5 minutes early. If nothing is said the 5 minutes
becomes 7, then 10 and then perhaps 15. When will you say something?
It’s the same with discipline, safety and quality. Unfortunately few workers take pride in
their work and most need to be supervised. Workers will be rude and take chances.
It’s important that supervisors set firm ground rules from the start of the project. Your team
must know what’s expected from them. They must know what behaviours won’t be tolerated.
There will be conflict. Your team must know that you will back them when they are right, but
that you aren’t afraid to take disciplinary action when necessary. It’s far better to set the correct
standards (even higher standards than required) at the start of the project, than it is to lift the
standards part way through the project when they’re found to be too low. Establish boundaries
early and enforce them.
Thank you and feedback

Thank you are powerful words of acknowledgement. Thank your team for a job well done.
Thank someone for extra effort, good quality or finishing a difficult task. Don’t forget to thank
suppliers and subcontractors when they’ve helped you out of a difficult situation. People like
appreciation and they will be more likely to help out in the future if their efforts are appreciated.
It’s important to provide feedback. Often people don’t realise they’ve done a bad job, or
haven’t met expectations, if they aren’t told that their work is unsatisfactory. If you don’t show
someone how to do the job right they’re not going to learn. Okay, if they repeat the same
mistakes and don’t want to learn then maybe it’s time for them to move on, then you can take
disciplinary steps.
It’s pointless complaining that somebody is useless if you haven’t told them what they’re
doing wrong and that they need to lift their game. Some people naturally think that they’re doing
well and are surprised when they’re told that their work efforts and standards are unsatisfactory.
When told what they need to improve you’ll often find that they can do better and that they
aren’t useless. Nobody is perfect and everyone can do with direction and help now and then.
Retaining your crew

A good reliable, skilled and dependable crew is essential to the success of every supervisor.
Such people aren’t easy to find and they certainly aren’t waiting on every street corner. In fact, in
many cases there aren’t such people out there and supervisors have to build and develop their
crew. As discussed this includes training and mentoring them. It also requires that you build trust
and respect between you and your crew.
Often though, the more difficult part is to keep your crew together. People will leave for
more money, a better lifestyle of shorter hours and not working away from home, and for better
prospects. Seldom can you win these battles. You can’t always outbid the opposition and pay
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your people the highest wage, nor can you usually cut working hours, and you definitely can’t
change the location of the project. But, people often leave companies for other reasons, while
most aren’t mercenaries always moving companies to earn a better wage. Although it must be
said, that people that are paid poorly won’t give their best and will inevitably go to a company
that pays and treats them better.
But, people demand more than just a fair wage. People want to be trained and mentored,
they want to feel appreciated, they would like to feel trusted, they wanted to be empowered and
feel involved, they don’t want to be ignored, they want to be appreciated and valued, they would
like to feel that there is a future for them in the company where they will be provided
opportunities to be promoted, they want to know that they’re working for a good company that’s
respected in the industry and a company that has a long term future, they want access to modern
and reliable equipment, and most of all, they want to work for managers that respect them and
managers that they respect because they are firm, fair and knowledgeable. People want to know
that they are working for managers that have their back, that will stand up for them and that will
look after their health and safety.
So, retaining a good crew is almost entirely in the hands of the supervisor. Supervisors
might not always have the last say on employee’s wages, or the equipment the company has or
hires, and they might not have the company’s future entirely in their hands, but, even here it’s
possible to make a difference. Supervisors may have to argue for better wages, uniforms and
equipment for their crew. You shouldn’t say bad things about the company or senior managers to
your crew and you should always stay upbeat and confident about the company’s future. Stand
up for your crew so that they get a good deal. Show you trust them. Teach them new things.
Most of all, always, always, compliment someone on a job well done and say thank you often.
Summary
A supervisor cannot hide from people. Supervisors have to deal with people every day.
Some will be rude, condescending, objectionable, thankless, irritating, stupid, difficult,
argumentative, won’t understand what you’re saying, they’re obstructive and more. People in
construction come from different cultures, varying nationalities, differing social and economic
backgrounds and have different educational standards. Supervisors have to learn to work with all
types of people. Supervisors will have to negotiate, communicate, delegate, persuade and
convince people they’re dealing with, which could include their crew, management, the client’s
team, subcontractors, suppliers and sometimes even the authorities. Supervisors should never
discriminate and everyone should be allowed opportunities based solely on their abilities and
willingness to work. A person shouldn’t be judged by their nationality, background, appearance,
sex, or colour, nor should they be treated differently.
It's vital that supervisors are firm, fair, calm, consistent and honest with everyone. Neither a
job title, age, experience or company service automatically earn respect. Supervisors must earn
the respect in the way they deal with people, with their construction knowledge, by being able to
make informed decisions and by being respectful of others.
Supervisors depend on a good crew. Usually supervisors must develop this crew, sometimes
from scratch. It’s important that supervisors train and mentor their crew, correcting mistakes, and
continually providing feedback. Supervisors have to learn to manage people, but not
micromanage every detail. Sometimes individuals might have to learn from their mistakes.
Keeping a good crew together is often tough and supervisors should understand and know their
crew so they become aware of when there’s unhappiness and problems, then take steps to
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mitigate and solve the issues. Understanding individuals in the team will enable the supervisor to
see when there’s a problem and provide help or take action early. Even items that may seem
trivial to you could be a major irritation to somebody else and a reason for them to leave the
company. Supervisors must know and understand their team. Being able to work with individual
strengths, use people to the best of their abilities, support weaknesses, will be valuable to the
success of the team, the success of the project and the success of the supervisor.
It’s important to maintain good morale on projects, no matter how tough the project is and
irrespective of things that have gone wrong. A motivated crew is more productive and easier to
manage. Motivating people means treating them right – being firm, fair and consistent. It means
not just giving orders, but rather explaining what must be done and why. It’s about creating a
sense of pride and a team. Redoing work demotivates people. Shouting, swearing and criticising
people is demotivating. Using good equipment motivates. Providing clear direction and setting
realistic goals motivates people. Good supervisors are good motivators.
Supervisors must understand the company’s disciplinary standards, codes and rules, as well
as the project rules. These must be enforced impartially without fear or favour. Supervisors must
lead by example.
Bullying and the abuse of drugs and alcohol should never be tolerated.
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Construction equipment varies from a power drill or electric hand saw, through concrete
placing equipment, to vehicles, trucks, excavators and bulldozers. Construction companies hire
or purchase equipment. Equipment used badly can be dangerous and expensive, but the right
item used by a good operator makes construction easy and efficient.
Construction equipment can be costly, and it’s not just the cost to hire or purchase the item,
but it’s also the cost of the operator, fuel, consumables (such as oils and grease), spare parts,
attachments (pipes, cables, hoses, various buckets and grabs) cutting edges (blades, drill bits and
cutting edges and teeth to excavator buckets) and of course there’s often the cost of repairs when
the item is damaged or breaks down.
The right item
Using the wrong equipment may result in the item being damaged, even people being
injured, possibly poor quality and invariably reduced productivity.
An item that is underpowered, or too small, won’t be efficient, it could do the job more
slowly, it may become overloaded or strained leading to damage, even causing injury.
But equipment that’s larger than necessary will probably cost more to hire, it may require
operators to have a different licence, it might need bigger transport to get the item to the project,
it might even be too big for the project making it difficult to work and manoeuvre around the
project site, possibly damaging existing or completed structures, and it will almost certainly
require more fuel. So even when the supplier says you can get a bigger item for the same price,
first consider if this will really benefit the project.
Always ensure that equipment is only used as recommended and it’s only used for tasks that
it’s meant to be used for.
When hiring equipment ensure that the hirer knows what the machine will be used for.
When unsure what equipment to get, ask for expert advice. Often hire company representatives
can provide useful information. However, regrettably, not all sales representatives are as
knowledgeable as they should be, but importantly remember that they are sales representatives
and that they will always try and sell you what they have, rather than what you really need. Most
manufacturers have operations manuals for their equipment and these can often be viewed and
downloaded from their websites. Ask others in the company for their advice when you’re unsure
what equipment to use.
Equipment hire contracts
Have you read your equipment hire (lease) contract? What is the hire rate? What are the
minimum hours or days that it must be booked? What does the rate include? What are the
conditions of hire? Is the item insured? What is the length of hire? What happens if the machine
breaks? What happens if there’s and accident? Who is responsible for servicing the item?
Equipment hire contracts can include reams of fine print. Who reads fine print? Failing to
read the contract, including the fine print, could mean that the contractor is paying more for the
item than they should. It could result in big expenses if the equipment isn’t insured, or the item is
damaged in some way.
Always ask to see the equipment contract, or at least ask some of the questions above.
Never sign equipment contracts unless you’ve read all of the fine print. Always know what
you’re going to be paying, what you’re going to get, and who’s responsible for what.
Insurance
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Always check that all equipment and vehicles are insured, either by the contractor’s (your
company’s) project insurance, their blanket equipment insurance, or by the hirer’s insurance. It
will be costly for the project if an item is uninsured and it’s damaged or stolen. The project will
pay for the losses. If you’re hiring equipment find out what your company’s insurance covers.
Typically insurance supplied by the hirer costs extra – this could be as high as 30% of the hire
costs. Frequently contractors incur double insurance costs, paying for overall insurance that
covers all equipment on the project and then paying the hirer’s insurance. The equipment is
insured twice! (Of course an insurance claim will only be paid once.)
Remember though that insurers will not pay out damages where the item was operated by
an unlicensed or unskilled operator, when the item hasn’t been properly maintained (indeed
insurers have been known to reject claims when a vehicle involved in a collision had bald tyres,
even when these weren’t the cause of the accident) when the operator is under the influence of
alcohol or drugs or has a known medical problem, when the item isn’t safely secured when it’s
not being used and it’s stolen, or when the item is being used in a way that it wasn’t designed to
be used.
When equipment arrives on the project
When equipment arrives on the project it’s important to check for scratches and damages.
Remember that the owner will expect the item to be returned in good condition. You need to
report all damages, including cracked and chipped windows and lights. Your project will
probably be charged for all damages on the equipment unless you reported and recorded them
when the item arrived. Of course reporting damage means reporting it in writing – unfortunately
people forget verbal conversations. Taking photographs of damage is an effective way of
recording the extent of pre-existing damages.
Check that the item works correctly, that it has all the necessary licenses and paperwork and
that where necessary it’s roadworthy. Check the condition of tyres – badly worn tyres are
dangerous and they can be more easily punctured or spring leaks, which will cause disruption
while they’re repaired. Check the condition of cutting edges, blades and excavator bucket teeth.
Badly worn cutting edges will reduce productivity and cut less easily. But generally owners
charge for replacing cutting edges. You don’t want to receive an item with badly worn parts
which wear out completely after a few days and then the project is charged for a replacement
new item. On large machines these items can cost hundreds and even thousands of dollars.
Check for oil and fuel leaks.
Check that the item has arrived with all the parts and components it’s supposed to have. For
instance, hired vehicles would normally have a spare wheel, a lifting jack, warning triangles and
maybe some tools. If the vehicle is returned without these items the project will be charged for
them. It’s not fair to be charged for items that the project never received, so ensure that missing
items are recorded when the equipment arrives.
It’s important to check and record the quantity of fuel in vehicles and large construction
equipment. Owners generally expect the equipment to be returned fully fuelled and if the item
isn’t full they’ll charge the project to fill the equipment with fuel. Now if the item was empty
when it arrived that could be lots of fuel you’re paying for. The average vehicle might have a 50
litre (13 gallon) fuel tank, but a large truck or bulldozer could have a 200 litre (50 gallons) or
bigger tank. Why would you donate a tank of fuel to the hire company?
Always record the time the equipment arrived on the project. (See the next section.) If the
item arrives at say 4pm you wouldn’t want the project to be charged the hire for that day. The
project shouldn’t be paying for hours when the item wasn’t on the project. In fact, any delivery 4
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hours or less from the end of the day shouldn’t be charged to the project on that day, because it’s
unlikely that you’ll get the equipment setup and working before the day’s finished. It’s also
important to record when there’re missing items and paperwork which prevent the equipment
from being used. The project should only pay for the item when it’s fit to use for the purpose that
it was hired for.
Even when the equipment belongs to your company it’s good practice to carry out the same
checks. Many contractors charge the project a rate (hire) to use company owned equipment.
Normally the project also has to pay for new tyres, cutting edges and to repair damages for
company equipment.
Booking equipment hours
Hired equipment is usually charged at an hourly, daily, or sometimes a weekly rate. Often
even equipment that’s owned by the company is charged to the project according to how long it’s
on the project. Do you know what the equipment on your project is costing? Do you know how
it’s being charged to your project? A bulldozer could be costing a hundred dollars an hour. In a
day your project could be paying a thousand dollars. That’s a lot of money if the machine is
standing idle, or is broken and can’t work.
Often hired equipment comes with a time sheet that should be signed daily. Regrettably,
often the operator or owner only brings the timesheets at the end of the week, or at the end of the
month. Will you remember when the machine worked and when it was broken? Probably not,
unless you’ve kept an accurate record in your diary.
It’s important that supervisors understand how equipment is being paid – by the hour or
weekly. Then ensure that the timesheets are checked and signed each day. Time when the item
was broken must be clearly marked. If possible record the problem on the time sheet – what was
wrong.
Often equipment can’t be used when there’s inclement weather. Know if the item is paid
during this time. Mark inclement weather on the time sheet.
Some equipment hire contracts specify a minimum charge, or minimum hours. So for
example, if the minimum hours are 8 hours, then the machine will be charged a minimum 8
hours every day, even if say the project only works 7.5 hours. However, in this example if the
item works 9 hours then it usually has to be paid 9 hours. But, it’s possible to only work the item
8 hours, even if the project works a 9 hour day, but then the item must be stood down or parked
after it’s worked 8 hours. This must be done honestly. Most machines have hour metres so
owners can check the actual hours worked. Even if the owner catches you cheating the hours on
one day, they’ll have cause to dispute all the other days when you only booked the minimum
required hours.
It should be noted that normally the hours when the project (and the machine) stopped for
meal or rest breaks can be deducted, providing the machine is still booked the minimum hours or
more.
Care and maintenance
Equipment must always be kept in good working order. This means reporting and repairing
any problems immediately. If the machine has a problem, or damage, which impacts the safety of
the machine, or if the operator has concerns, then the item should be parked immediately, no
matter how urgent the task it’s working on. Faults must be repaired properly by skilled
servicepeople. Never be tempted to implement makeshift repairs or Band-Aid solutions.
If an item is damaged in an accident, the hire company and insurers should be notified. Take
photographs of the damage. Record what happened and get details of the witnesses. Park the
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item where it’s safe and don’t use it until it’s been cleared safe to use by a competent
serviceperson.
Most equipment requires regular servicing, which might include daily checking of oil or
grease, to more major checks. Equipment that isn’t serviced at the correct intervals, or that is
serviced incorrectly, could lead to the item not working efficiently, it voids warranties when
something goes wrong, it may reduce its life, it will result in breakdowns, and it can even result
in injury if a fault develops because of the lack of proper maintenance. Always ensure that the
correct parts, oils and fuels are used.
Equipment should always be kept clean and be stored safely where it won’t be damaged or
be stolen. Clean equipment portrays a professional image of the company and it shows that the
operator is looking after the machine. Dirty equipment can lead to problems and faults.
Overloading equipment
Overloading of equipment not only causes damage to the item, but it can result in accidents.
In the case of overloaded trucks it causes damage to tyres and suspension, objects falling off the
truck may result in injury, and overloaded trucks could even overturn. Overloaded vehicles on
public roads could result in the vehicle being impounded and the company being fined.
Equipment that’s underpowered for the task, or used inappropriately, will wear out sooner and
may cause injury should a part become overstressed and break.
Overloading equipment could result in insurances and warranties being voided, meaning
that your company has to pay for all damages.
Reporting breakdowns
As mentioned previously, report breakdowns immediately in writing. Provide as much
detail about the problem as possible so it can be fixed quickly – information about the problem
may help ensure the serviceperson brings the right parts to fix the machine. Broken equipment is
almost certainly impacting progress on the project so items should be repaired by competent
servicepeople as quickly as possible.
Supervisors should record breakdowns in their diary in case of disputes later. Include details
of the machine and what was wrong, as well as how long the machine was unable to work.
Licenses
It’s essential to ensure operators of machines have the correct skills and licenses. Operators
without the required training could cause accidents and they won’t achieve the right quality and
efficiencies of a skilled operator. A skilled excavator operator can easily make the machine 10%
to 50% more productive than a less proficient operator. Importantly, operators without the
correct training or licenses could negate insurance cover in the event of an accident, so any
damage caused while they’re operating the equipment, whether caused by their fault or not,
won’t be covered by insurance. As the supervisor it’s your responsibility to check the operator’s
license.
Even when the equipment comes with an operator supplied by the hirer, don’t assume that
the operator has a license – ask to see it. If you have any concerns about the operator inform the
hire company and ask for a replacement.
It’s also important to ensure that all operators have attended the project induction so they’re
familiar with the project rules, hazards and safety requirements.
Balancing equipment with tasks and other equipment
Often, particularly with earthmoving equipment, machines work together. So an excavator
loads trucks, trucks dump gravel/earth where it’s needed, graders spread the gravel, watercarts
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add water and rollers compact the material. Now if there aren’t enough trucks then the excavator
will stand idle waiting for trucks. If there are too many trucks then trucks will be idle waiting to
be loaded. If the material arrives too slowly then the grader and compactors stand. If there’s
insufficient water then all the equipment won’t be able to work efficiently. But, how many trucks
are required? Well this depends on the size of the excavator and how quickly the trucks are
loaded. It depends how far the trucks have to travel between where they’re loaded and where
they tip. It depends on the size of the trucks and the speed they can travel. If there are obstacles
in the path then trucks will travel slower. So there is no one answer that is a solution to every
case. (For more see Chapter 14 Equipment productivity.)
Equipment should also be utilised efficiently and continuously. For example, a large
excavator might dig a trench more quickly than a smaller excavator. But, if the excavator must
stand waiting for pipes or cables to be placed in the trench and the soil to be compacted back into
the trench before it can excavate the next trench, then it might be cheaper to use a smaller
excavator which will dig the trench slower, but the installation of the cables or pipes and filling
of the trench can start happening before the trench is fully excavated. This will result in less
standing time for the excavator between excavating the trenches, and the smaller item will be
cheaper to hire and operate. Sometimes, it may be necessary to select machines that can be
utilised for a number of different project tasks. So for instance, in the above example the
excavator that digs the trench could be used for another task (if it’s suitable) while it’s waiting
for the next trench.
Equipment utilisation
Is the equipment being used all the time when it’s on your project and while your project is
paying for it? Very few items work 100% of the time on a project. In fact, even to get 80% usage
is probably doing well. Consider how long it takes for the equipment to start working in the
morning. Then there are tea and lunch breaks. What happens when operators take a bathroom
break? How long does it take to refuel the machine? What about servicing the machine – does
this happen during normal working hours? Consider the above example of an excavator loading
trucks – what happens when the excavator is refuelled or serviced? Well, all the trucks and all
the compaction equipment stand as well. Can the servicing and refuelling of machines on your
project be planned and scheduled better? Does equipment have to travel to where it’s serviced
and refuelled and how much time do they lose doing this? Having a refuelling truck or trailer is
an additional cost, but this could be more than covered by the cost savings of large equipment
not having to travel to a fixed refuelling station.
Using older equipment
Often contractors use older equipment. It’s cheaper to hire, or it’s cheaper to buy. But is it
really cost effective? Well I’m sure most supervisors hate seeing old equipment on their projects.
Old equipment frequently breaks down. Again consider the previous example, an excavator
breaks and the trucks and other equipment stand. A crane breaks and the crew can’t work.
But there’s more. Often older items are less fuel efficient, they have oil leaks and they are
less easy and comfortable to operate. So using older equipment often means lower productivity
and higher operating costs, which means moving a cubic metre of soil is more expensive than if
new equipment was used. Also, older equipment is often noisier, they may belch smoke and they
often aren’t a good advertisement for the company. Older items don’t always have the latest
safety features.
When hiring equipment always try and get the newest and most reliable machines, it
invariably works out cheaper overall.
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Returning equipment
So you’re finished using the machine – have you put it off hire? Who is responsible for
returning the item to the hirer/owner? Have you checked that the machine isn’t required
elsewhere on the project?
Owners should be notified in writing that the equipment is off hired and the item should be
returned as soon as possible. Check that the item has been cleaned and has all of the parts and
attachments that it came with. The project will be charged for cleaning dirty machines and for
missing attachments. Record the fuel level. Check for damages – even take photographs. If the
item is being collected by the supplier make sure that it can be located on the project.
Complete all the timesheets.
Formwork and scaffolding
Formwork is designed to hold wet concrete in place until it’s achieved sufficient strength to
support itself. Concrete is heavy and wet concrete exerts large forces on the forms containing it.
Formwork that is inadequately supported or tied together will result in the form deforming. This
deformation will result in walls, beams, slabs and columns being out of position. It often results
in additional concrete being used. It results in some concrete leaking out leaving behind holes in
the finished concrete. In the most severe cases it results in deformation and damage to the forms,
the concrete having to be removed and redone at additional expense and time, and it has resulted
in calamitous accidents where workers have been killed. Never underestimate the force that wet
concrete applies to forms. (See also Chapter 5 – Formwork.)
Sometimes formwork is designed by engineers, indeed it’s good practice to have the
formwork and support-work for complicated and large structures designed by an engineer.
Always follow the designs and drawings carefully. Omitting items that may appear superfluous
could result in the formwork not being able to hold the wet concrete in place.
Usually formwork can be reused a number of times. The more uses the cheaper it becomes.
So consider if a square metre of wall formwork costs $40 of material and labour to make, then if
the formwork is used twice it costs $20 per square metre. If it’s used 4 times the cost is $10 per
square metre, while after 8 uses it’s only cost $5 per square metre. Being able to reuse formwork
multiple times is a huge cost saving. So if you have 12 concrete columns to construct it’s
obviously much cheaper if you only have one set of formwork that can be used 12 times.
However, that could mean that it will take 12 days to construct the columns and the construction
schedule might only allow 4 days. Therefore the minimum number of column forms required is 3
so that 3 columns can be constructed in a day. But, it’s also necessary to consider the efficiency
of the crew and the cranes doing the work. If the crew can complete 6 columns in a day, then
only constructing 3 columns means that they are achieving only 50% efficiency. It’s sometimes
better to have the extra form, even though there’s an additional cost, if it’s going to achieve
higher productivity for the crew.
Forms could consist of timber, which is cut and made up into the desired form. Often once
the form has completed the structures it was made for, it can be repurposed, cut, changed, and
made into other forms for a different structure. Reusing and repurposing timber reduces the cost
of formwork. If the next form is constructed entirely of previously used timbers then the material
cost is only the cost of nails and glue, which is usually a small cost. Therefore, care should be
taken not to damage used forms and to store and reuse the old timbers. Planning how forms can
be reused and easily repurposed elsewhere on the project and shared with other supervisors will
save time and money.
Often forms are constructed of special steel or timber panels which are joined and bolted
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together to form the desired shape. These forms are often hired. The panels are returned to the
hirer when they’re no longer required. The hire rate is usually per day, or per week. The longer
the forms are on the project the more it costs the project. If the hire rate for one square metre of
form is $10 a week and it’s used once a week, then it cost $10 per square metre. If the form is
used 5 times in the week then it’s cost $2 a square metre. It’s therefore important to ensure that
hired forms are returned to the hirer as soon as they’re no longer required by the project. In
addition formwork should be planned so that it can be used as often as possible in a short space
of time. For instance, in the above example, if the equipment arrives a week before it’s required,
it’s only used once for a week, then it lies on the project for a week after it’s used, then it’s cost
$30 per square metre (3 week’s hire) and even if it’s used 5 times in the week, the cost is $6 per
square metre.
The hire company will charge for forms that are returned dirty or damaged to them. If the
form cannot be repaired the contractor will have to pay the cost of a new form. So cutting,
bending and making holes in hired forms will result in additional charges from the hirer. Forms
should never be dropped on the ground or have heavy objects dropped on it which could result in
dents and damages. Anyway dents and damage caused by poor handling will result in
imperfections in the concrete cast against these damaged surfaces. In addition, forms that are
carelessly handled could have damages which impact their strength and the integrity of the
structure, which could result in a catastrophic failure of the formwork. Forms and scaffolding
should always be stacked neatly, where it won’t be driven over and damaged by construction
equipment.
Formwork should be cleaned as soon as it is stripped from the concrete, while the concrete
is soft and relatively easy to clean.
Hired equipment that is lost or stolen will be charged at the new replacement cost to the
contractor. Regrettably, my projects sometimes faced charges of tens of thousands of dollars for
equipment that has been damaged or not returned to the hirer. Often equipment becomes lost in
the mud, excavations and the earth fill on projects. Occasionally formwork is used for other
purposes, like creating surfaces for mixing and storing concrete and mortar, or even made into
tables. Not only is the form damaged, but invariably the project is paying hire for the items.
Purchasing mixing boards, or timber for a table, often works out far cheaper!
Equipment should be clearly marked (painted or stamped) so that it doesn’t become mixed
with another contractor’s equipment. Always take care to ensure equipment can’t easily be
stolen.
To reach elevated areas frequently scaffold platforms are constructed. These are towers of
steel or aluminium pipes, often constructed of interlocking modular sections. The platforms
should be firmly braced so they can’t buckle or sway to one side, which would result in failure of
the structure. High scaffold should be tied to structures as it’s built higher, so that it can’t fall
over or sway. It’s imperative that the base of each leg is on a base plate or timber, to distribute
the load. The legs mustn’t be situated close to an excavation, or on soft ground, which could give
way causing the support to collapse. Also the legs must be constructed vertical and should be
regularly tied or braced to the adjacent supporting legs.
Support-work under the forms below elevated concrete beams and slabs consists of timber,
steel or aluminium props. They could be purpose made adjustable props, or timber poles cut to
suit. The spacing of the props depends on the thickness of the beam or slab, the design strength
of the prop, as well as the height that must be propped. (See Chapter 5 – Formwork, for more.)
Support-work and scaffolding that is rusted or badly damaged could be weakened, which
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means that it cannot carry the load that it’s designed to support, which will result in catastrophic
failure, leading to damage to the scaffold material, time to rebuild the failed structures, and often
severe casualties. Scaffold and support-work material should always be handled with care and
not dropped onto the ground, or be driven over by construction equipment. It should be stacked
and stored neatly, where it won’t be sitting in mud or water. Materials used near the coast can be
corroded more quickly, so care should be taken that steel items are regularly checked for
excessive rust.
Usually equipment used in scaffolding and support-work is hired. As for forms, the longer
the items are on the project the more hire the project pays. Plan the use of support-work and
scaffolding so that the materials aren’t left lying on the project between uses and so that the
materials can be returned to the hirer as soon as possible. Damaged, lost or stolen equipment will
be charged their replacement costs.
Transporting formwork, scaffolding and support-work to and from the project is costly,
especially for projects in the country. Plus there’s the cost of offloading and loading the
equipment on the trucks. It’s therefore sensible, where possible, to plan so that for instance,
instead of hiring 20 tons of equipment for 2 weeks the project hires 10 tons for 4 weeks. Of
course often the amount of formwork, support-work and scaffolding required is dictated by the
construction schedule. However, it pays to consider how formwork, scaffolding and support-
work usage can be planned to improve its utilisation, while reducing the quantities required on
the project, without unduly hampering production. Sometimes an almost minor inconvenience, a
changed starting position, a different work sequence or method, or slightly different use of
resources, could achieve improved utilisation of formwork, support-work and scaffolding.
Always be prepared to consider alternative strategies which could ultimately reduce the overall
costs.
Cranes, lifting equipment and slings
The incorrect use of cranes and lifting equipment is often the cause of serious accidents.
Lifting equipment must always have the outriggers fully deployed and the outriggers must be on
firm ground and not near the edges of excavations. The outriggers should be on sturdy boards or
beams to distribute the load. Cranes should never lift loads that are heavier, or at a greater reach,
than their rated capacity. Always know the weight of heavy loads and ensure these are within the
capabilities of the crane. The crane operator should not be overruled or forced to lift a load that
they’re uncomfortable of lifting (if in doubt check with an expert). Cranes should never be used
in gusty or windy conditions, nor should they be deployed when there’s lightning. Loads should
never be lifted over people. Many a time loads have broken free and come crashing down to the
ground. Anyone below could be fatally injured if this happens. Always take extreme care when
cranes are working in close proximity to structures or other cranes. Cranes should never work
near overhead live electrical cables. Coming in contact, or indeed even within a couple of metres,
of live high voltage cables could result in a fatal accident, damage to the crane and a power
outage.
Items being lifted by the crane must always be properly secured. Loads should be balanced
so they can’t topple over. Large loads and loads being manoeuvred in tight spaces should have
tag lines attached so they can be safely guided into position by workers, who should never stand
directly under the load. Workers holding tag lines must take care that swinging loads don’t pull
them off buildings or into excavations.
Failure of a sling will result in the load being dropped, where it could cause serious damage
to equipment and structures below and fatally injure people. In addition the loss of a heavy load
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has often resulted in the crane boom swinging back so rapidly that it’s caused the boom to break
and even the crane to topple over.
Slings must always be properly secured to the crane hook and to the load in such a manner
that they can’t accidently come loose. Crane hooks should be checked for cracks and
deformation. Hooks have opened while lifting heavy loads, resulting in the load falling to the
ground. Hooks should have working safety catches which prevent the lifting slings from
accidently falling off.
Slings (chains, straps and cables) are of different load ratings. Always ensure that slings are
rated for the weight being lifted. Slings must be checked regularly for wear, damage and
deformities. Damaged slings must be clearly marked as nonconforming and removed from the
project site so they aren’t accidently used. Multi-leg slings must be fixed in such a way that the
legs are as close to vertical as possible, and not at an angle greater than 30 degrees from the
vertical – the more horizontal the leg the greater the stress created in the sling, which could mean
that the stress exceeds what the sling can carry, causing it to break. Slings must always be stored
where they won’t be damaged by other equipment and where they won’t become muddy and
dirty.
Summary
Construction equipment is expensive to buy, hire and operate. On some projects the
equipment hire costs could be 30% of the cost of the project. It’s therefore vital that supervisors
ensure that equipment is used productively and doesn’t lie idle. This includes ensuring that the
right item is used for the job and that the item is operated by a competent person. The use of
equipment must be planned to avoid standing time.
When items break or are damaged work is interrupted, people could stand waiting for the
item to be repaired, and the project will be delayed. The project is often responsible for the cost
of the repairs. It’s imperative that all equipment is looked after, that it’s not overloaded, and it’s
stored where it can’t be damaged or stolen. Equipment should only be repaired by competent
servicepeople and mechanics. Equipment should be kept clean and serviced when necessary.
Always check that the correct fuel and lubricants are used.
Supervisors must record all damages and the condition of the equipment when it arrives on
the project, they must report and record all breakdowns, they must record the hours the item
worked and they must put the item off hire when it’s no longer required on the project.
It’s vital to understand the hire terms and conditions, and to ensure that the equipment is
covered by insurance.
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There is often huge wastage of materials on projects. This wastage is caused when too much
of the item is ordered, the incorrect item is purchased, or because of breakages caused during
handling, transport, cutting and installation. In addition, sometimes there’s poor workmanship
and inferior work which has to be broken down. The cost of wastage is more than just the cost of
the wasted material, there’s also the cost of offloading the extra items, the cost to load the
materials to send to the dump, transport to the dump, plus the dump fees. Sometimes excess
materials that haven’t been damaged can be sent back to the supplier for credit. But even this
incurs additional costs.
It’s calculated that the average construction project wastes 10% of their materials. If the cost
of the materials on your project is 30% of the total project cost then the additional cost to the
project is 3%. This might not seem lots of money, indeed 3% may seem insignificant. But,
consider that most contractors only add 10 to 15% profit to their estimated costs. So, an added
cost of 3% because materials are wasted could mean that the project profit falls from 10% to 7%
- in effect the profit declines 30%, which is a large sum! To put it another way, if the materials
cost $100,000 on your project and you wasted 10%, then you’ve lost $10,000. Even preventing
half this waste would be worthwhile!
A shortage of materials often delays projects. Shortages are caused when materials aren’t
timeously ordered, or when materials have been wasted on the project so additional replacement
items must be ordered.
Lead times
It’s important to order materials timeously so that they’re available on the project when
they’re required. Some materials are readily available and off the shelf from the store down the
road. But often materials aren’t always kept in stock, or they have to be specially manufactured,
or they come from interstate, or even from another country. Some items may even have to be
designed, drawings prepared, the client and engineers must approve the drawings, materials must
be ordered, then only is it manufactured, before it’s transported to the project. This process could
take weeks or even months. The time from when you order the item to when it arrives is called
the lead time. Of course sometimes the process can be expedited, suppliers could work on
weekends, or the items could be airfreighted, but this all comes at an additional cost.
The more time you allow to procure the item the more chance there is of being able to shop
around to find the cheapest price. The item readily available at the store down the road could be
10% or 20% more expensive than purchasing the item from another store.
Usually when the client provides information and drawings the contractor should have
agreed with the client what the lead times should be and these should be specified in the contract
document. The client must provide information accordingly. Lead times for procuring common
equipment and materials might only be a week, while procuring specialist items which have to be
manufactured, or procured from another country, could be 8 weeks or more. If the items arrive
later than the date they’re required to be installed according to the construction schedule then this
will delay the project. When the client provides drawings and information which allows less lead
time than agreed, then the contractor may have reason to claim a delay from the client. After all,
why should your company have to carry the cost of expediting items so as not to delay the
project when the client provided the information late?
Ordering materials
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Suppliers need to know the specifications, the quantity, the size, when the item is required
and where to deliver the item. Some materials come in varying sizes and lengths so can be
ordered to minimise wastage and offcuts. But larger or longer items may be more difficult to
handle and store on the project.
Ensure that material orders and requisitions are clear and have all the information the
supplier requires so that there will be no misunderstandings.
Transport of materials
How will the material get to the project? Will the supplier organise transport or must you
arrange transport?
For some materials transport can be a significant cost – especially if the items come from
far, or they are big or heavy. Thus, a cheaper item that comes from far, may be more expensive
when the transport costs are added than a slightly more expensive item available locally.
If the supplier is organising the transport they need the project address and they must be
given the project specific conditions which could impact the delivery. This could affect the size
of vehicles (for instance some roads may have limits on the weight, height or width of the load)
as well as the times deliveries will be accepted and other conditions, such as paperwork and
safety equipment required for the driver and vehicle.
If you’re organising the transport, what vehicle will be suitable for the load (for instance,
I’ve had vehicles collect materials only to find the vehicle wasn’t suitable because it didn’t have
solid sides) and when can the items be collected.
Offloading and storing materials
Materials and equipment should be offloaded, handled and stored in such a way that they’re
aren’t damaged. It’s easy to scratch painted surfaces, so where necessary wrap slings and leave
protective packaging in place. Damaged products could result in delays when replacement items
have to be supplied. Then there’s the cost of replacing or repairing the damaged items.
Always use the appropriate equipment to offload items. Check that cranes and lifting slings
have the required capacity to lift the items. Many accidents happen offloading trucks. Try and
ensure that there’s advance warning of when deliveries are expected so you can plan where the
material should be offloaded and ensure that the right equipment is available.
Large and heavy items should be offloaded and placed close to where they’re required.
Some materials can be damaged by rain, dust or sun, so should be stored undercover. Items that
could be easily damaged should be protected. Large items could deform if they’re not stacked
and stored on level firm supports. Ensure that items stacked on top of others can’t be easily
dislodged or topple over. Strong winds may blow items over if they’re not stacked and secured
properly.
When ordering items, it may be possible to have them supplied on pallets and wrapped in
such a way that they’re more easily handled and moved around the project. A little additional
expense could save time and money when it comes to moving the items on site, even reducing
waste from breakages.
Checking deliveries
Check deliveries to ensure the items are for your project. Your project wouldn’t be the first
to offload materials which were meant for another project. Think of the disruption and cost to
offload the items and then reload them.
Check materials to ensure there aren’t breakages and the materials are the correct
specification. It will be a serious mistake to place concrete of a lower grade and strength than
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specified in a structure. Breakages should be noted on the delivery dockets and preferably left on
the delivery truck to be returned to the supplier immediately.
Confirm that the quantity stated on the delivery note is correct. I’ve often had suppliers
supply a lesser quantity than stated – even ready mixed concrete. Sometimes this is deliberate,
occasionally it’s an accident, or sometimes part of the load has been stolen on route to the
project. If suppliers and delivery truck drivers know that you are regularly checking deliveries
they’ll be less likely to take chances.
Items should be checked to ensure they’re the right size, they’ve been manufactured
correctly, they are square, straight and true as required. Indeed, we’ve built in a manufactured
door frame, only to discover later that it was manufactured out of square. An expensive mistake
that meant we had to take the item out and build in the corrected item. Of course, the supplier
only covered the costs of the new item and not our costs of chopping the badly fabricated item
out and rebuilding in the correct item.
Defective materials
Sometimes suppliers don’t deliver materials with the right specifications, or the items have
faults. It’s important to notify the supplier immediately in writing. Preferably the items should be
returned on the same delivery truck if the problem is spotted before the items are offloaded.
Unfortunately, often the materials have already been offloaded when the problem is noticed. The
items should be clearly marked defective so that they aren’t accidently used elsewhere on the
project. The contract clerk or administrator should be notified of the problem so that the items
aren’t paid.
The supplier should notify you of how they’ll rectify the problem. Sometimes they’ll send
someone to repair the defects. However, usually they’ll supply replacement items. But what
happens to the defective items? They really belong to the supplier and they should dispose of
them. Often they’re just left on the project and the contractor has the cost and problem to get rid
of them. Really the supplier should be charged for disposing of the items! Anyway, the supplier
should advise in writing what they want done with the items. You don’t want to send them to the
dump and then the supplier later wants them back. Then, if they can’t get the items back they’re
going to charge your company for the cost of the original items you took to the rubbish tip plus
the cost of the replacement corrected items.
Specifications
Most products come in a wide variety of specifications and strengths. Using water pipes that
are of a lower pressure rating than specified will result in a failure. But, a pipe of higher
specification will be more expensive. The difference in cost from the lowest pressure to the
highest pressure rating could be 3, 4, 5 or even more times as expensive. Why would you give
the client a more costly item than they’re paying for. After all, you order a burger and you’re not
going to be given a double cheese burger for the same price!
It’s important to use the right products and the right strengths. Some timber and boards
aren’t suitable to use in wet areas, and they will ultimately result in problems later.
It’s vital to order the right materials, but equally important to check that the correct
materials were delivered. Don’t automatically assume that the items delivered are correct.
Wastage
Wastage is caused by breakages (during handling, cutting and installation), products that
have exceeded their shelf life (have been stored too long on the project) and can’t be used, items
that have become contaminated on the project (for instance stone is dumped on the ground and
then can’t be used because it’s mixed with the soil), materials which haven’t been stored
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correctly (they’ve become sun or water damaged, distorted, cracked or bent if there’re
insufficient supports under the stacked item), products that have been mixed and not used before
they’ve hardened or set (such as epoxies, concrete, mortar and render), products that are installed
poorly (so they have to be ripped out and replaced), offcuts that can’t be used elsewhere (such as
tiles, bricks and timber), items that are damaged after they’ve been installed so have to be
replaced, and products that have been overordered.
It's important to store materials correctly where they won’t become easily damaged by the
weather, where they won’t be contaminated, and where they won’t be damaged by passing
vehicles and construction machinery. Only mix sufficient material that can be used before the
product sets. Handle materials with care so that they aren’t damaged. Saving a few minutes by
careless handling could result in breakages which are not only costly to replace, but may later
result in a shortfall of materials which could cause project delays while replacement stock is
brought to the project.
Wastage is also caused when products are applied too thickly. Consider when you pour a
100mm thick concrete slab on the ground. If the ground is 10mm lower than it should be, then
the concrete slab will be 110mm thick. That’s an extra 10% material already. The same goes for
glues, epoxy, sealant, paint, etc.
It’s important to plan cutting to minimise waste, and to use offcuts where ever you can. For
example, if you require timber 2.7m long and you cut it from a 3m piece of timber you’re
probably going to throw away the 0.3m timber, which is 11% wasted before you even start. Of
course if you could order the timber in 2.7m lengths there would be no waste. Maybe you need
lengths of timber 2.7m and 2.1m, then you could perhaps order timber 4.8m long and cut it to
form one piece 2.7m and the other 2.1m long, with zero waste. Of course this presumes that your
carpenters understand how they should cut the timber to minimise the waste – don’t assume
they’ll automatically plan their cutting to minimise waste, rather they’ll probably do what’s
easiest for them.
It never ceases to amaze me how materials are wasted on projects. Sites are literally strewn
with nails, bolts and screws. Bits of timber are tossed in the waste, items are trampled into the
ground. Now this may seem small bananas, after all we have a project to build, why should we
worry about a few nails – a few cents lying on the ground. Well, it’s about setting the culture of
care. If the crew looks after the small things, they’ll look after the big things as well. As a project
manager I always picked these little things up as I walked the project on my rounds. I didn’t
spend all day picking up stuff, but just did it in passing. But, my supervisors and workers saw me
do this, so followed my example. I may have picked up 50 cents every day, and over a year that’s
$100. Over my career it’s $3000. But multiplied by 10, 20 or even 100 workers and that builds to
hundreds of thousands of dollars. But, it’s not about the items and the money picked up off the
ground, it’s about the impact these actions had on workers. I placed a value on the items, so they
took more care not to drop or discard them.
Some items must be lapped where they join. Though this lapping isn’t always viewed as
wastage, the material in the lap or joint is often actually additional to what the contractor is being
paid. Items that need to be lapped, include reinforcing steel, waterproofing membranes and
plastic sheeting. Often these laps are 100mm to 300mm or more, and depending on the overall
area it could account for an additional 15 to 20% in steel mesh reinforcing. Now obviously you
should never use a smaller lap, or joint, than is specified since this will weaken the structure.
But, ordering the right sizes (widths and lengths) and planning the direction of installation and
the cutting, it’s often possible to reduce the number of laps, the lap sizes and the wastage caused
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by cutting.
Handling material
Poorly planned material handling on a project often causes delays and additional costs. It
disrupts production when crews are kept waiting for materials. Material handling is often a major
bottleneck on projects, particularly on high-rise buildings or areas where access is difficult.
Therefore, there should be sufficient equipment and crews to offload the items from
delivery trucks and to place the items in position. Preferably deliveries should be planned to
minimise double handling materials (offloading to storage areas, then moving to areas where
they’ll be used and finally being lifted into place). Where possible items should be offloaded
from trucks and placed directly where they’re needed.
Deliveries may have to be scheduled so they don’t all arrive at the same time and also so
that there’s equipment and crews available to offload the items to where they’re needed.
For ease of handling it may be wise to ensure that materials are packed on pallets which can
easily be handled on the project.
To minimise bottlenecks, it could help to have crews working extended hours to ensure that
delivery trucks are offloaded and that the work areas are stacked with the required materials
while lifting equipment isn’t required for the other construction tasks. Sometimes, even having
an extra crane operator could help, allowing the crane to work during lunch and rest breaks to lift
material.
Sometimes cranes must be allocated specific time slots to help the various subcontractors,
supervisors and work areas. The crews and subcontractors must know that they only have a
specific time to use the crane, so they must ensure that they’re ready for the crane at the allotted
time and then that they don’t waste time when they have use of the crane. Regrettably, often
crews aren’t prepared, or don’t use the cranes efficiently, which means that others on the project
are impacted and their work suffers because they don’t get to use the crane.
Summary
The right materials, with the correct specifications and sizes must be ordered so that they
arrive on the project ahead of when they’re required. Materials shouldn’t arrive too far in
advance because they take up space, possibly having to be moved on the project several times
before they’re required, and they could get stolen or damaged before they’re installed. In
addition contractors have to pay for the materials when they’re delivered, while they generally
only get paid by their client once the materials are installed. The company’s money is literally
lying on the project!
Deliveries must be checked to ensure the items are correct and haven’t been damaged. Items
could be supplied with the wrong dimensions, even fabricated out of square or not in accordance
with the drawings. It pays to carefully check items before they’re installed. Always check the
quantities.
Material wastage is a major cost on most construction projects. Care must be taken not to
damage items when they’re offloaded, while they’re stored on the project and when they’re
being installed. Plan how materials will be cut and installed to limit offcuts and unnecessary laps.
Material handling on many projects is a major bottleneck. Plan deliveries, cranes, crews,
packaging and crane utilisation, to ensure that materials get to where they’re needed and that
delivery trucks aren’t kept waiting (which could result in additional charges from the transport
company).
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Many projects have poor quality work. Poor quality work costs time and money to repair
(sometimes contractors have to return long after the project has been completed to repair defects
which only became apparent after the project was completed), it negatively impacts the
contractor’s reputation (which could reduce opportunities for further work) and in some cases it
can be dangerous. Indeed, there are several cases of serious injury and death caused by faulty
electrical and gas installations and buildings that have collapsed.
I’m frequently amazed at how some workers have no pride in the quality of the work they
produce. Many homes, hotels, apartments and shopping complexes I’ve visited show signs of
poor quality.
Quality documentation
Quality documentation can be a pain. Who wants to do paperwork? But quality
documentation is important. It sets out the steps and checks to be done to ensure that the work
meets specification – kind of like the checklist that pilots go through every time they get into an
aircraft, and the checklists they complete before they take-off and land – they may appear
routine, boring and repetitive, but as a passenger I’m sure you can relax knowing that the pilot
has checked everything thoroughly before flying the aircraft.
Quality documentation is also a record that the work has been checked. Some supervisors
neglect the paperwork, or complete the check forms in the office instead of on the project site
where they should be done. Without the correct paperwork the client won’t accept the work
(structure or building). The authorities won’t issue permits. Your company probably won’t be
paid for the work without completing all of the quality paperwork and documentation.
Completing checklists in the office defeats the purpose of doing the checks. You are putting
your name to a checklist, verifying that everything meets the specifications, without physically
checking. That’s fraudulent!
Projects have quality plans, and these set out the quality documentation required. The plan
also includes who must check items, including hold points when the client’s representative must
check the item before work can proceed further. Often checklists must be signed-off by the
client. Not following this plan and failing to notify the client of the inspections may result in
work having to be redone to satisfy the client.
All quality documents must be filed in the correct folder, possibly by project section, so
they can easily be found. Some supervisors are poor at keeping and filing paperwork, so often
checklists are kept on clipboards, forgotten on the project, left lying on desks and drawers, or
even mislaid in vehicles. This creates huge problems at the end of the project when the quality
documentation must be handed over to the client before they’ll accept the project.
It’s vital that supervisors understand and follow the construction drawings as well as the
project specifications.
Checking
Mistakes happen easily in construction. Everyone is under pressure and it’s easy to miss
something on a drawing, or leave an item out. Indeed, I’ve had structures where reinforcing has
been omitted, where structures have been constructed in the wrong position or at the incorrect
height and where items have been built to the wrong dimensions. Checking includes ensuring
that you haven’t made arithmetic errors, that you haven’t misread a specification, that you’ve
measured correctly and that all items built into structures are of the required quality. As the
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saying goes; “measure twice and cut once”. We all make mistakes when we’re rushed, and
invariably these mistakes cost time to rectify. Rather slowdown, double check things and do
everything carefully. (See Chapter 3 – Survey and setting out.)
Testing
From time to time, tests must be done as part of the company’s quality management plan, or
as part of the project’s or the client’s quality management plan. These tests could include,
concrete strength, soil compaction, pressure testing of pipes, water testing to confirm structures
are watertight, x-rays of welds, moisture tests to confirm items are dry before a product is
applied, load tests, etc. Many of these tests must be carried out by trained testers using a
particular apparatus and method. Failure to carry out the tests correctly, or using equipment
which is damaged, will result in the incorrect results. Incorrect results may say that the item has
failed to meet the test criteria, when in fact the material is correct. This will result in expensive
and wasted effort to rectify the item that ‘failed’ which is actually okay. Of course, the opposite
may occur, and the test says the material meets the strength criteria when in fact it hasn’t. This
could lead to problems later when the item fails because it was understrength. Consider soil
which hasn’t achieved the desired compaction (but the tests say the correct compaction was
achieved) and then the ground later settles under the building foundation causing structural
cracks in the building.
Sometimes, the client may request additional tests. These extra tests often cause delays and
invariably cost extra money. The client should be advised that the additional tests could result in
a variation claim for the time and costs incurred for the additional tests.
Sometimes though, the client may request additional tests because they’re unhappy with a
particular item. In this case if the tests fail, proving that the client was right to question the item,
then the client can’t be expected to pay for the additional tests. If however the tests prove that the
item meets the project specification then the client should be charged for the additional costs, as
well as for the time lost.
In some cases the client must witness the tests being performed. They should receive
adequate notification of when the test will be done. Sometimes this notification should be 24
hours, but anyway the client should be given reasonable forewarning of when tests will be done.
If the tests are done without the client being present when they should have witnessed the test,
then the client could be entitled to request that the tests be redone, at the contractor’s cost, if they
weren’t given sufficient notice to attend the testing.
Sometimes tests result in failed results. This means that the work must be redone at
additional costs and time. It’s often tempting to falsify test results to make them appear like they
passed. This is an extremely serious offence. If the product later fails because it was weak or
inadequate it could result in damage to structures, and in the worst case even injury or death to
those using the structure when it failed. Often repairing a weak element when the project is
complete is much more expensive than if the item had been replaced during construction when it
failed the test. Clients take a very dim view of contractors that manipulate test results and it will
impact your reputation, as well as your company’s reputation.
Samples
Getting samples of certain items and materials from suppliers provides the opportunity to
check the quality. It allows the client to approve the item and ensure it’s what they’re looking
for. The client should approve the product in writing so there’s no dispute later.
Always keep these samples until the end of the project. Having the sample allows you to
check that the materials delivered by the supplier are of the same quality, specification and
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colour. In addition, should the client have a problem with the materials installed it’s easy to
check and compare the installed product with the samples they approved earlier.
Sometimes it’s useful to build a small sample, or mock-up, of what will be constructed. This
is an opportunity to resolve construction details and to agree the finished quality of the work with
the client. The client should approve the mock-up in writing. These mock-ups should be
constructed where’re they’re out of the way and can remain until all the work is complete. If the
client is later unhappy with the completed work it can easily be compared to the approved
sample.
If the client rejects a sample or mock-up, or they ask for changes, care must be taken that
they aren’t asking for a specification, product, or standard, which is above that called for in the
construction document and which will cost more to produce, or which could delay the project.
Where the client has asked for something that’s in excess of the project requirements then the
client must be informed immediately of the additional costs, or delay implications, of their
request. They may then decide not to proceed with their request.
Non-conformance reports
Most quality systems require non-conformance reports to be completed when an item
doesn’t meet the quality standards, or when there’s a defect. (Note, these shouldn’t be necessary
for minor and cosmetic defects.) Generally supervisors hate completing non-conformance
reports. There’s extra paperwork and some supervisors see non-conformance reports as a reason
for management to beat them up – demanding to know why work didn’t conform. However, non-
conformance reports shouldn’t be used to blame someone, or to criticise them, rather non-
conformance reports should be seen as a way to improve quality.
Non-conformance reports record that a problem occurred. Knowing this it’s possible to
understand why the problem occurred and implement steps to prevent the problem from
occurring again. These steps could be more training, taking more care, selecting other suppliers
or subcontractors, establishing additional monitoring, etc. Regrettably, in construction the same
faults are often repeated multiple times on the project and again on other projects. It’s essential
that we and others learn from our mistakes and implement steps to avoid them occurring again.
But, equally important is to fix the fault correctly, so non-conformance reports should set
out the correct repair methods that the client’s team has approved (see the next section). The
report also records when the item is fixed.
Remedial work
It’s sometimes tempting just to patch over poor quality work and quickly cover it up. But
will the problem actually be fixed, or will it manifest itself later, maybe even after the project is
completed.
Contractors are usually responsible for repairing visible construction defects for a period of
3 to 12 months after the project has been completed. But defects that have been hidden, will have
to be repaired by the contractor when these problems eventually become visible. Usually
contractors are liable for these defects up to 5 to 10 years after the project is completed, and in
some jurisdictions they’re even liable for ever. Would you like to be called back to repair a
defect 5 years after the project has been completed? Of course not!
But contractors regularly hide defects. Damaged pipes are covered over with ground. When
the leak is eventually noticed the area could be covered by paving, or if it’s under the house then
by concrete floor slabs, carpets and more. Repairing a simple cracked pipe could cost thousands
when finished floors have to be ripped up inside someone’s house – compared to a few dollars if
it’s fixed during construction. But sometimes the problem causes even more damage, think of a
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roof leak. Water from the roof could enter the house and damage ceilings, cupboards and even
furniture. A simple defect can cost thousands to fix. It also reflects poorly on the contractor’s
reputation.
It’s therefore imperative that defects are repaired properly so that they don’t cause a bigger
problem later. Defects should be repaired as soon as possible while they’re still easily accessible.
Waiting until the end of the project may result in other completed work being damaged when the
defect is repaired, and access may be more difficult. In addition, the skills and the materials
required to fix the problem may no longer be available on the project and they’ll have to be
brought back to the project at additional cost.
Protecting completed work
Would you like your hard work damaged by others? Would you like to redo your work
because someone was careless and messed it up? Of course not! Yet, frequently completed work
is damaged on projects. This results in additional work to repair the damage, which causes added
costs, resources being diverted from other work, delays, and sometimes, even the client getting a
product that’s flawed or has an imperfection, which results in problems later.
Protecting completed work starts by instilling in your team, subcontractors and others
working in your area, that it’s essential to take care of completed work. This can be discussed in
inductions, team talks and briefings. It’s essential to speak out when careless workers are
noticed. Everyone must respect the work of others.
Of course it’s impossible to protect everything, but where possible surfaces that can easily
be scratched or damaged should be covered by timber, cardboard and other materials. Some
products arrive in plastic wrappings or are already taped, and these wrappings can be left in place
where possible until the section is ready for handover. Fresh work that can easily be damaged,
like newly painted surfaced, recently laid tiles and products that haven’t gained full strength,
should be cordoned off.
Set the standards from the start of the project. If people take care from the beginning, not
just dropping stuff on the ground, bashing items, etc, then it’s instilled in their behaviour so
they’re less likely to damage sensitive finishes later in the project.
Summary
Quality is about delivering to the client a project that meets and exceeds their standards and
specifications. The project meeting the local bylaws and codes and meeting the code and
specification requirements of the state or country, while also satisfying the contractor’s own
standards and your standards. You should be proud of your work!
These requirements extend to the installation’s functionality, durability and finished
aesthetics.
To meet these quality requirements the supervisor has to ensure that the materials used, and
the equipment permanently installed as part of the project, all meet these requirements.
Good quality also includes completing all the quality documentation required by the client
and implementing and documenting all the specified checks and tests.
It’s essential that completed work isn’t damaged. In certain cases it may be necessary to put
in place protective measures. But anyway, workers should always take due care not to damage
the work of others. Work that can easily be damaged could be installed or completed towards the
end of the project when there’s possibly less chance of it being damaged.
Where work is damaged, or there’s defective work, the items should be correctly rectified as
soon as possible so that there’s no weakness or visible aesthetic blemish.
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The construction crews, including the subcontractors and suppliers must understand the
quality requirements. The supervisor should never turn a blind eye to poor quality, no matter
how much pressure they’re under or how rushed the project.
Unfortunately many projects aren’t constructed to the best quality. This results in work
having to be redone at extra cost and causes delays. Frequently contractors have to return to
projects long after they’ve been completed to rectify problems – would you want to return to a
completed project to fix mistakes (yours or those created by other supervisors)? Clients are
inconvenienced and the contractor’s reputation suffers.
The question everyone should ask is, “Would I pay for and accept this quality in my
house?” If the answer is no, then the product doesn’t meet the required quality standards.
Poor quality will cost time and money to rectify and it will negatively impact the
contractor’s and the supervisor’s reputations. Will you be proud of your project when it’s
completed? Would you be proud to show your family around your finished project?
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From time to time work is performed by subcontractors employed by the main contractor.
Some supervisors working for the main contractor don’t get involved with subcontractors
working in their area, rather leaving it to their project manager. But this is the wrong approach.
Subcontractors are an extension of the contractor employing them. Clients view the contractor’s
subcontractors as being part of the same team. If the subcontractor delivers poor quality work,
works unsafely, delays the project, or their employees behave badly, the client will blame the
main contractor. You wouldn’t want your company’s reputation tarnished by your subcontractors
poor work!
In addition, subcontractors usually have to work with and around and in your work areas.
You don’t want subcontractors getting in your way, damaging your work, or holding you up! But
by the same token, if you hold up the subcontractor’s work, or damage their work, then the
subcontractor will claim the time and the costs of these actions from the contractor – your
company.
Completing the project successfully is a team effort between subcontractors and the
contractor employing them. Everyone has to work together. One poor subcontractor can let the
whole project down. The success of the project depends on the success of everyone on the
project, including subcontractors.
Furthermore, the contractor’s supervisor is often the contractor’s eyes and the ears on the
project site. Supervisors usually see things long before their management. They frequently know
when the subcontractor is in trouble, or isn’t performing. Supervisors see the delays, lack of
planning, low productivity, poor workmanship and lack of safety before others. It’s critical to
report your concerns early to management, so that action can be taken to rectify the problems.
Understanding responsibilities
Regrettably, some supervisors don’t understand what the subcontractor is responsible for,
and what they should be doing and supplying. This is often not the fault of the supervisor, but
rather the fault of the contractor’s management that hasn’t explained things to the supervisor.
This lack of understanding of responsibilities can be costly. The supervisor may supply
materials and resources that the subcontractor was responsible for supplying. In other words the
contractor incurs costs for items that the subcontractor should have provided. But also, the
supervisor could fail to provide items and access to the subcontractor which the contractor was
responsible to supply. This could delay the subcontractor, causing delays to the project and
resulting in variation claims from the subcontractor.
It's imperative that supervisors understand who’s doing what and what each party is
responsible for. If management doesn’t tell you then go and ask. If you’re not sure, ask. Get it
wrong and you may be blamed for the errors, even though management didn’t tell you.
Subcontractor inductions and kick-off meetings
All subcontractor’s personnel must attend the project induction so that they’re familiar with
the rules, hazards and protocol on the project.
It’s good practice to have a kick-off meeting with the subcontractor’s management and their
supervisors and the contractor’s team that will be managing the subcontractor’s work and those
that will be interacting with the subcontractor’s team. This ensures that all parties understand
what the subcontractor is responsible for and their requirements. It should set out the roles and
responsibilities of all parties, it should establish the communication channels, it’s an opportunity
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to ensure the subcontractor understands the project rules and it should ensure that everything
(including paperwork, such as safety and quality) is in place for the subcontractor to start.
Access and delays
Delaying the subcontractor from obtaining access, or restricting their access, could delay the
subcontractor’s work. Ultimately this will delay the project and it will result in the subcontractor
lodging a variation claim for the additional time and cost. Of course, often the subcontractor
can’t get complete and unrestricted access to the work area and they’re expected to work with
other subcontractors, as well as with your crew. Often a bit of give and take and compromise is
required so nobody loses out. In very congested work areas it may be necessary to allocate
specific work times for the different parties, even have some work another shift, or afterhours.
Sometimes, some of the congestion can be reduced if equipment, such as cranes and access
platforms, are shared. Where there are a number of subcontractors working in an area it may be
necessary to have a combined meeting with them all to coordinate access, their various tasks and
cooperation.
Work must be sequenced correctly so preceding work is installed before the following work
is done, to prevent work having to be ripped out so that tasks which were left out can be
completed.
It is important that all parties communicate and cooperate.
Managing subcontractors
Subcontractors have to be managed to ensure that they complete work on schedule, their
work is done safely, that their work meets the quality standards and specifications, that they
maintain the work areas in a clean and tidy state, they obey the project rules and that they don’t
damage work completed by others. Even the most reliable subcontractors can let you down if
they’re not watched. Never assume that a subcontractor, or their crew, will work in a
professional manner.
Part of the management process is to ensure that the subcontractor isn’t impeded and that
they have information and access as stipulated in the project.
Cleaning work areas
Construction generates lots of waste. This rubbish is unsightly, sometimes causes a hazard,
and it’s costly to dispose of. Subcontractors often create a large portion of the rubbish and the
main contractor sometimes has to remove this waste at additional costs. Subcontractors should
always be responsible for maintaining their work areas in a clean and tidy manner. They’re
usually responsible to clear their rubbish from the project. Supervisors should check with their
managers who’s responsible for removing construction rubbish and then ensure that the
subcontractor acts in terms of their contract.
Communicating with subcontractors
It’s essential that all communications of a contractual nature are in writing. There should be
no cause to doubt who said what, or what the subcontractor was instructed to do.
Any continuing concerns relating to the subcontractor, such as safety, schedule slippage,
poor quality and insufficient resources should be in writing, so there’s a record should things not
improve and additional actions be required. But importantly, sometimes the subcontractor’s
management aren’t aware there’re problems with their work on the project. This’s especially the
case for smaller subcontractors who might not have fulltime managers on the project – maybe
only a handful of workers. Sending a formal letter often gets management’s attention.
Know who the subcontractor’s responsible person is and ensure that communication is
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addressed through them. Communication addressed to other employees may be ignored – and
generally they are right to do so. Only urgent safety and quality problems should be taken up
with the workers on the ground so that immediate rectification can be taken, then this should be
addressed with the subcontractor’s responsible person as well.
Remember, no matter how badly the subcontractor is performing, or how angry or
disappointed you are by the subcontractor’s actions (or lack of actions) it’s usually pointless
being angry with the subcontractor’s workers (particularly being disparaging about their
company, or shouting and swearing) because often they’re just innocent parties trying to do their
best. It’s much more effective to direct your comments and frustrations to the subcontractor’s
responsible person, even putting this in writing so there’s a record of the problems.
Back-charges
Depending on the terms of the contract between the subcontractor and the contractor, the
subcontractor is responsible for supplying certain items for their work, while the contractor is
responsible for other items. Should the contractor fail to fulfil some of their obligations it may
cause delays and inconvenience to the subcontractor which will be claimable from the contractor.
Items that the contractor didn’t supply may be supplied by the subcontractor and the costs
charged to the contractor. So for instance, if the contractor was expected to supply power or a
crane and they didn’t, then the subcontractor may have supplied their own, which they’ll charge
to the contractor. The contractor’s supervisors must understand what they must supply to the
subcontractor so that their company doesn’t incur claims and additional costs from the
subcontractor. But equally, the subcontractor’s supervisor must understand what their contractor
must provide them. If they aren’t provided the items stipulated in the project then they should
advise the contractor (their client) immediately so that the situation can be rectified, and they
should notify their management where it’s necessary to claim a delay or additional costs.
Where the contractor has supplied utilities, materials, or equipment to the subcontractor,
which the subcontractor should have supplied, then the contractor will be entitled to claim these
costs from their subcontractor by lodging a back-charge. Supervisors must track items supplied
to their subcontractors and report these to their management. It’s good practice to agree the
quantities and even the rates, with the subcontractor on a daily basis. For instance, if the
subcontractor has used the contractor’s crane for two hours this should be signed for on the day.
Only agreeing these items at the end of the project often leads to disputes over the rates and the
quantities and it’s often then difficult to prove the actual quantities. In addition, the subcontractor
could argue that they didn’t know they were going to be charged for the items and if they had
known they would have made alternative arrangements.
It’s important to note that supplying items free of charge to the subcontractor, where they
should have supplied the items, results in the subcontractor getting stuff for free and the
contractor has additional costs – very few companies can afford to give things away for free!
Of course, there’ll always be a few small things shared between subcontractors and
contractors – a bit of help here and there, a small loan occasionally. It often makes working
together easier and you don’t have to be too mean, or argue over a couple of dollars. But, care
should be taken that it’s not a couple of dollars a few times each day, then it quickly mounts to a
hundred dollars and then a thousand dollars. Always see that no party is taking deliberate
advantage of the other.
Subcontractor variations
As mentioned above, the subcontractor is entitled to lodge a variation claim for additional
time and costs where they’ve been delayed by the contractor, the contractor’s client, or for other
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reasons out of their control. They will also claim additional costs when the contractor, or the
contractor’s client, hasn’t fulfilled their obligations, or where there are changes or additional
work. Always be wary of asking the subcontractor to do additional items, since the cost of these
could be claimed later. Even asking the subcontractor to delay a section, maybe stop working for
a few hours so that you can get your work done, could result in additional costs to your company
when the subcontractor submits their variation claim. What you thought was a small favour from
the subcontractor could result in a claim for additional costs.
Therefore it’s important that the contractor’s supervisor ensures that the subcontractor isn’t
held up and that they are provided everything stipulated in the contract. The contractor’s
supervisor should keep their management appraised of delays caused by the subcontractor’s
work, for materials and equipment supplied to them, and for damages the subcontractor caused to
completed work.
Obviously the subcontractor’s supervisor must ensure that they don’t negatively impact the
contractor’s work and give the contractor reason to claim against them. They must advise their
management when the contractor has delayed them, damaged their completed work, or hasn’t
fulfilled their contractual obligations.
You can’t just terminate a subcontractor

Regrettably, sometime subcontractors perform poorly. Their quality of work is
unacceptable, they lag behind the schedule, or their work is unsafe. It seems easy to throw them
off the project and employ another subcontractor to complete their work. Unfortunately it’s not
that simple and a subcontractor who is terminated from a project without due process being
followed will have reason to take legal action for wrongful termination, which could entail
having to reemploy them on the project, or reimburse them for damages and the lost profits
which they allege they would’ve made on the project. Having to reengage them on the project
leaves you with the problem of dealing with the newly appointed replacement contractor, who
now has to be terminated and will demand compensation.
It’s therefore vital that problems with a contractor’s work are immediately notified to them
in writing. Indeed, sometimes a subcontractor’s management may not even be aware that there’s
a problem on the project. The subcontractor should be notified of what actions must be taken to
rectify the problem. They could be requested to formerly submit a plan on how they’ll rectify the
situation.
If the contractor fails to fix the problems despite being instructed in writing, then steps can
be taken to terminate their contract. However, this must be done in terms of the contract and it’s
always best to engage expert advice to ensure termination is done properly.
Paying subcontractors
Subcontractors expect to be paid by the main contractor in full and on time. In fact, if
they’ve fulfilled their part of the contract and the work is completed satisfactorily, meeting the
project quality requirements and specifications, then they deserve to be paid. Subcontractors
have bills to pay, they have employees, suppliers and subcontractors to pay. Contractors can’t
summarily withhold payments to their subcontractors. Indeed, in extreme cases subcontractors
who aren’t paid could become bankrupt before they’ve completed all their work on the project.
This will delay the project while a replacement contractor is found and there’ll invariably be
additional costs to pay to have the work finished.
Even when a subcontractor isn’t performing, you cannot withhold their payments, no matter
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how frustrated you are with their poor performance. Sure, it’s important that they aren’t paid for
work they haven’t completed, and that they aren’t paid for work that is of poor quality, and that
the costs of rectifying their problems are deducted from their payments. But, the subcontractor
should always be advised in writing of these deductions and non-payments – preferably in
advance of when payment is due so that they can make alternative financial arrangements, or
implement steps to rectify their problems.
Failing to pay the subcontractor in terms of the contract will give the subcontractor reason
to terminate the contract, which will result in the subcontractor walking off the project and suing
the contractor for damages.
Summary
Subcontractors are a vital part of many projects. Subcontractors must be provided all the
information to price the project correctly. This includes the scope of works, the contract
documents, the project rules, project specifications, construction schedule and anything that
could impact their work and price. Contractors should select subcontractors who have the
required skills, experience, financial means, resources and equipment to complete the work.
Employing the cheapest subcontractor who doesn’t have the means to do the work could become
very expensive.
Subcontractors and the contractor’s team have to work together in a harmonious fashion so
that everyone can win. Often a number of subcontractors must coordinate their work so it
happens in the correct sequence and with minimal disruption to everyone and without damaging
another contractor’s work. Good communication between the various parties is essential and it
may be necessary to hold regular coordination meetings with the different contractors.
It’s important that supervisors understand the subcontractor’s obligations as well as what
their company is responsible for supplying the subcontractor. Failure to provide access,
information, equipment or materials as required in the contract could result in the subcontractor
being delayed and lodging variation claims for the delays and their additional costs.
It’s essential that supervisors ensure that subcontractors work safely, that their quality is of
a high standard and that they don’t slip behind schedule. In addition the subcontractor’s
employees must obey the project rules and behave in a professional manner. Any concerns with
the subcontractor’s progress or work should be put in writing to them, and the supervisor should
advise their management of any concerns they have with the subcontractor.
Where the supervisor has had to supply resources to help the subcontractor and the
subcontractor should have supplied these items, then the contractor can back-charge the
subcontractor the cost of these items. If the subcontractor delays the contractor or damages work
completed by others then the supervisor should advise their management so that the contractor
can lodge a variation claim against the subcontractor.
It’s vital that subcontractors are properly managed. Even the best subcontractors have been
known to let the project down.
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When we need to find how to get to a destination we input our starting point and the
destination and our computer, or mapping device, gives us a selection of routes to get there.
There are sometimes literally hundreds of choices, which include routes with the shortest travel
time, roads that are the shortest distance, and routes that avoid toll roads. Sometimes we know
that we can’t go directly to the destination, but must stop along the way to refuel, so we must
pick a route that has a refuelling stop. Sometimes, a route that’s the quickest on another day is
closed because of roadworks. Roads are also quicker at different times of the day, so for instance
it might not help to hurry the first part if you’re going to be impacted by city rush-hour traffic
further along the route. Sometimes you also have to take rest breaks. So what might appear to be
the best or fastest route may not be the best route today.
A construction schedule is the route map to get from the start of the project to the end of the
project. There could also be literally hundreds of different ways of reaching the end. If you had
an abundance of resources the project could be finished quicker. Sometimes the client wants a
particular area completed at an earlier date so, even though it would suit you to do this work
later, it must be scheduled to happen to fit the client’s requirements.
From time to time, there are known holdups or delays on the project. For example, the client
might only provide access to a work area on a certain date, and construction information for a
particular section might only be issued later in the project. Materials have to be procured and
some materials could take a week from order to delivery, while others can take several weeks
and even months – especially if they have to be fabricated and come from far away. The
construction schedule must allow for this.
A properly constructed schedule will allow the project to be completed when the client
requires it, but it must also make the most efficient use of the contractor’s resources and make
allowances for known roadblocks along the way.
Why a construction schedule is important
A construction schedule shows the order of activities – what must be completed first, so that
the following task or activity can happen. It’s the route map to take the project from the start to
completion. It provides the best most efficient route, which might not necessarily be the shortest
route.
Obviously we want to construct the project in the shortest possible duration, but we also
want to construct it efficiently with the least costs. We can flood the project with people and
equipment, but then they’ll get in the way of each other. Also, we may not be able to use all of
the resources continuously and they may stand when they finish one task waiting for their next
task. Sometimes there’s a limit to the available resources. Good planners, or schedulers, will try
and ‘smooth’ the resources to ensure that they’re efficiently used. Not too few people so that the
project isn’t finished when the client wants it, while also not too many people so that they’re
used inefficiently.
The construction schedule therefore shows us what resources we need, when we need them
and for how long. It’s say pointless having 10 carpenters on the project on day one, if the project
site still has to be cleared and levelled. Indeed when we do need the first carpenters we might
only require 1 to construct the foundations. Then a few days later after the concrete slab is
complete we might need 5 carpenters to do the house frame and roof.
The schedule shows us when materials are required. For instance the timber for the roof
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may only be required in 5 weeks’ time. You don’t want the timber delivered on day one and then
have it sitting on the project site, possibly obstructing work and even being stolen, for this time.
Anyway, as soon as the timber is delivered the construction company must pay for it, but the
client will only pay the contractor when the roof is complete. No construction company can
afford to carry these costs for this period – many will go bankrupt. Therefore materials should
only be delivered just before they’re required.
Most projects require subcontractors. When must they be on the project. Subcontractors
don’t have people and equipment lying around that can be summoned at short notice. They need
to schedule these resources to ensure that when required they’re available for the project.
Subcontractors usually move their people and equipment between different projects to ensure
that they’re kept busy. Construction schedules show when the subcontractor must have people on
the project. It shows the subcontractor how long they have to complete the task, so they can plan
exactly what resources are required, how many and for how long they’re needed.
The construction schedule also shows the client when they must provide access and
information. It shows them when sections of work are complete so they can plan their following
trades to finish their work, and the client knows when the project will be complete so they can
move in.
If the supervisor decides not to follow the construction schedule the project could get in
trouble, subcontractors might not be available when required, materials might not arrive on time,
some tasks might be forgotten, while other tasks might have to be redone to allow the missed
tasks to be completed. The work might not be executed in the quickest or most economical
manner.
Regularly checking and updating progress against the construction schedule provides an
opportunity to assess progress. Where progress is lagging steps can be taken to catch up the lost
time. These steps could include obtaining additional resources, or working some resources for
longer hours.
Resources
The number of people required on the project will depend on how quickly the tasks must be
completed, the difficulty of the work and the skills of the people. It also depends on how
productive the workers are and their working hours. Now the productivity of people depends on
a number of factors. I’ve found in some countries people work twice as productively as work
crews in another country. So it’s important to understand the cultures and the norms for the
project location. People working in hot and humid locations will probably be less productive
than those working in moderate conditions. Extreme cold reduces productivity. Waiting for
materials and equipment will impact productivity. (In Chapter 14 I discuss productivity in more
detail.)
Simplifying tasks and processes can reduce the number of workers required and shorten
construction durations.
Resources also includes construction equipment, cranes, formwork, access equipment, etc.
The critical path
The critical path is the shortest route (order of tasks) to complete the project. Usually
several tasks or activities make up the critical path. A delay of one of these tasks will cause the
whole project to be delayed, unless another activity on the critical path can be shortened.
Completing a task on the critical path quicker will result in the project being completed sooner.
There are some tasks that can be delayed and it won’t delay the overall project end date. So
for instance, if you’re building a house then the roof is on the critical path. You can’t complete
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the interior of the house unless the roof is complete. But the roof usually requires the supporting
walls to be completed before it can be installed. So if the walls are delayed, the roof will be
delayed and if the roof is late then the interior of the house can’t be finished. The outside areas of
the house, like the perimeter fence, the paving and the landscaping can theoretically happen at
any stage of construction. It will help the project security if the boundary fence is erected at the
start of the project, but the fence could happen at any time, providing it’s completed before the
rest of the house. Completing the fence before the roof is complete will not result in the house
being finished sooner. So the fence, paving and landscaping aren’t on the schedule critical path,
unless they happen so late in the project that everything else is finished and they hold up the
project completion.
Milestones
Every project has milestones. These are dates when the project, and sometimes particular
sections of work, must be complete. Failure to complete the work by the milestone date often
results in inconvenience to the client (obviously causing them to be unhappy), it sometimes
results in the client incurring additional costs because they can’t take possession of their project
and their managing staff have to stay longer on the project. The contractor often has to pay a
penalty (a monetary fine), which on large projects could be tens of thousands of dollars a day,
and the contractor (you) must remain on the project longer to complete the work which costs
money.
It’s important to understand what the milestone includes – what exactly must be completed
to meet the milestone. The project could be 99.9% complete, but even 0.1% incomplete may
prevent the work from being handed over. This 0.1% could be very costly for your company.
Of course equally, the client has certain milestones to meet, which could include providing
access to the work areas, as well as information, utilities and materials, which they have to
provide in terms of the contract and the schedule.
Doing work in the correct sequence
As mentioned, a properly constructed schedule would organise the tasks, task durations and
resources, so that they happen in the correct sequence and so that resources are utilised
effectively and productively. Regrettably, some construction schedules are of a poor quality and
the scheduler or planner hasn’t considered the impact of the various tasks on each other, as well
as the resources available and the resources required for each task.
Tasks must be planned so that they’re done in the correct order, foundations before walls,
walls before the roof, the roof before the interior finishes, etc. But, there’s more detail than this.
Accordingly, utility pipes, conduits and cables, must be installed before trenches, walls or
ceilings are closed. But even these utilities must be installed in the correct order, so usually those
utilities that must go in their exact location, such as wastewater pipes, are usually installed first,
services which are difficult to deviate, such as air-condition ducts might be installed next, then
water pipes, then lastly electrical cables. Installing the electrical cables first may mean that they
have to be moved if they’re in the way of the air-conditioning ducts or wastewater pipes, which
results in additional work and costs. With underground services the deepest pipes must go in
first.
But as mentioned, a properly prepared schedule would allow resources to move between
tasks without interruption. For instance, when the carpenters have completed framing the walls
of the house they could move to the roof. Once they’ve completed the roof of the house they
could move to the garage, but this means that the garage floor and foundation must be completed
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and ready for them. Once they’ve completed the garage they could move onto constructing the
gazebo and the boundary fencing.
In this example, the construction of the house takes longer to complete than the garage – the
garage is a relatively simple box, while the house has plumbing fixtures, kitchen cabinetry, floor
and wall tiles, carpets, etc. Thus it makes sense for the carpenters to complete the house roof
first, so the other trades can work in the house while the carpenters are constructing the garage.
Of course completing the garage early would allow it to be used as a store. The garage is also
simple, so some supervisors might like to construct it near the beginning. But, completing the
garage first will mean that the overall project, building the house, garages and landscaping the
garden will take longer.
Sometimes supervisors want to work on the house and the garage at the same time. This
will require additional carpenters for all the work to happen at the same time. Is this necessary?
Probably not, because the garage will be completed long before the house. Having additional
carpenters often costs extra money because they have to be mobilised to the project and the
project may have to provide additional tools, company uniforms, personal protective gear, and
even additional toilet facilities and bigger eating areas.
In addition, work also needs to be planned so that completed structures don’t block access
to structures that must still be built. Even during construction, adjacent structures can impact
each other. Excavations could cut off access to parts of the work, cranes can interfere with cranes
working on another structure, or they may have to lift loads over people working in neighbouring
areas, causing that work to stop until it can safely resume.
A properly constructed construction schedule will take cognisance of all these factors. Is
your construction schedule the best route to get to the project finish? Discuss schedule problems
with your manager.
Monitoring progress
It’s essential that progress is regularly monitored. If work is behind schedule then
supervisors must understand why. If it’s due to a delay caused by the client then the issue should
be discussed with management and the client. See the next section.
If the slippage is due to the contractor, or for a reason they should have allowed for in their
construction schedule, then steps must be immediately implemented to make up the lost time. It’s
often more difficult to catch up lost time towards the end of the project, so early intervention is
essential.
Delays
Most projects suffer delays. Some delays are due to the contractor, for example, materials
ordered by the contractor arrive late, subcontractors don’t complete work in the allotted time,
equipment breaks down, etc. In these cases it’s the responsibility of the contractor to catch up the
delay at their cost.
Sometimes delays are due to the client. Information provided by the client arrives late, the
client gives access to work areas late, the client’s team or operations interfere with the
contractor’s work causing delays, the client changes things causing the contractor to redo work,
or the client increases the scope (amount) of work. If the client has delayed the work it’s
important that they’re advised of the delay as soon as possible so that they remove the obstacle
or delay causing event. The contractor is usually entitled to claim an extension of time because of
delays beyond their control – a claim to extend the contract end date beyond the date when the
project should be completed. In addition, the contractor is entitled to claim the costs associated
with the delay and the extended project duration.
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Sometimes weather causes a delay. Now on most projects the contractor would be expected
to allow in the construction schedule for the normal expected weather for that time of year. For
example, if the project location on average receives 50 millimetres (2 inches) of rain in the
month of July and the project receives 25 millimetres (1 inch) then the contractor can’t claim for
a delay, even if they couldn’t work for 2 days in July. However, if the project received 100
millimetres (4 inches) in July then the contractor may be able to claim an extension of time for
the difference between 100 and 50 millimetres. So, if the contractor couldn’t work for 4 days
because of rain, they may be able to claim an extension of time of 2 days. The client would argue
that the contractor should have allowed for some time lost due to the normal expected rain and
they probably wouldn’t be entitled to claim the full 4 days lost.
You can’t assume that the client will automatically approve a delay claim and grant an
extension of time. The contractor has to have documented proof that work on the critical path
was delayed and how much it was delayed. The contractor also has to show that they did
everything to limit the delay. Supervisors are often at the forefront of delay claims. Usually
they’re the first to be impacted by the delay, so it’s important that they notify their managers and
the client when a delay occurs. The supervisor’s documentation and diaries can be crucial to
substantiating the claim.
Acceleration
As discussed previously, delays will occur and some will be due to the contractor, or a
result of normal weather events that the contractor should have expected and allowed for. The
contractor will have to catch up this lost time, otherwise the project will be finished late and
they’ll face monetary penalties from the client. Remaining longer on the project also costs the
contractor additional monies for wages, salaries, office and equipment hire, insurances, etc.
Therefore, the contractor must accelerate the work by bringing on extra resources, or working
additional hours and shifts, to catch up the lost time.
Some delays are caused by the client. When the client doesn’t want their project finished
later than the agreed completion date then they may instruct the contractor to accelerate to make
up the lost time. The client must pay the additional costs the contractor incurs for accelerating the
work. Consequently they may have to pay for extra resources to be brought to the project, for the
additional overtime worked, and even the costs of the disruption caused by having too many
resources working in an area at the same time.
Sometimes, supervisors take steps to catch up lost time caused by the client. Or, the client
urges the supervisor to make up the delays. But, the client is only liable to pay for acceleration if
there’s a written instruction to accelerate.
It’s often difficult to quantify the exact costs of accelerating. Again supervisors play a vital
role in this assessment. What will be needed to accelerate the work? What will be the impact of
the additional work? How will it impact overall productivity? Ensure all costs are included in
claims.
Summary
Many supervisors consider the construction schedule as another document for the client and
their own managers to whip them with. Some supervisors ignore the construction schedule and
construct the project as they think best. Yet, a construction schedule is a vital document that
protects both the client and the contractor. The client must meet their obligations on the schedule,
such as providing access, information and materials timeously, failing to do so will entitle the
contractor to claim additional time and costs for these lapses.
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A properly prepared construction schedule shows the order of the tasks, it provides the
shortest most economical route to complete the project, it tells the contractor what resources,
how many and when they’re required, it informs when materials are needed, and it provides
subcontractors with information about when they’re required on the project and when they must
complete their tasks. The construction schedule is a means to track the progress of construction
so that steps can be implemented early when slippage occurs.
Sure, there’re also many poorly constructed schedules, but this’s no reason to ignore them
and construct the project as the supervisor thinks best. Indeed, the supervisor might not know the
reason why the schedule has arranged activities in a certain manner, they might not have all the
information available to them. In addition, not following the schedule could mean that materials,
people, equipment and subcontractors aren’t available when needed. It’s important that
supervisors understand the construction schedule and that they discuss schedule problems with
their management. Where necessary the construction schedule may have to be altered to take into
account problems that the supervisor has noticed. In fact, good planners and project managers
will consult their senior supervisors when they prepare the construction schedule to ensure that
it’s a workable schedule, making optimum use of the skills and resources available and allows
for the selected construction method.
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Is your crew 100% productive? Is all the equipment on your project 100% productive? Now
many supervisors will answer that of course their crew and equipment are productive. But how
productive?
Consider this, if your crew works 10 hours a day and they’re paid 10 hours, but in this time
they have a 30 minute lunch break and two 15 minute tea breaks, then straight off they are only
working 9 hours. Now the breaks are pre-set and have nothing to do with the supervisor. But
let’s consider more. Are workers at their work stations at the start of the shift? Almost definitely
not! There’s tools and materials to collect, prestart meetings, time for a chat, then a walk to the
job site. At least 15 minutes is lost – and that’s on a good project, because it’s often more like 20
to 30 minutes. What about each side of the rest breaks? Inevitably workers start drifting to the
toilets and eating areas 5 minutes before the start of the rest break. Then, afterwards they straggle
back to the work site, taking 5 to 10 minutes to start work again. At least 30 minutes has been
lost over the 3 rest and meal breaks!. Then the end of the shift. On many projects workers are all
washed up and queued at the project gates at the end of the shift. To do this they’ve left their
work station 15 minutes earlier so they could walk to the store, return tools and clean up. A 10
hour shift has been reduced to 8 hours and they haven’t even started to work!
But what happens while they’re working? Inevitably there’re interruptions. A chat with
other workers, toilet visits, waiting for cranes, stepping aside so that others can do work,
equipment breakdowns, walking back to the store to get other materials, waiting for instructions
from the supervisor, and more. Then when one task is finished they have to move to another task,
fetch new materials and equipment for that task and familiarise themselves with the new task.
Before you know it the work day is 7 hours. But, this’s probably a good day. I regularly factored
in 70% productivity in a work day when I priced projects.
So imagine if your workers takes 10 minutes to return from their rest breaks instead of the 5
minutes I allowed above. Suddenly they’ve lost another 15 minutes. 15 minutes on 7 hours is a
loss of 3.5%. Now most construction companies only price 10 to 15% profit on their projects. So
losing 3.5% of production every day would reduce a 10% profit on labour to only 6.5% – which
is a 35% reduction in profit. Now nobody would be happy with that.
To continue with the discussion, we have a crew that’s physically working on the job site
for 7 hours – are they actually producing what they should, working at maximum production?
Now I’ve worked in several different countries and it amazes me how production varies between
countries. But production also varies between projects, supervisors and work crews. In this
instance, let’s say the estimator assumed a carpenter could erect 1 square metre of concrete forms
per hour. In 7 hours that’s 7 square metres. But if your crew is only completing 6 square metres
in the day then they’re producing only 86% of what the price allowed. In other words, for every
square metre of formwork it’s costing the company 15% more than they’re being paid to erect
the formwork. In fact, if your company has a 10% profit margin for the item, then they’re losing
money!
Of course it works the other way as well. If your crew is erecting 8 square metre of forms
versus the 7 allowed, then your crew is making an additional 14% profit. If the company has a
10% profit margin on the item, suddenly your crew is making the 10% plus an additional 14%,
which is a huge increase in profits.
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What impacts worker productivity?
As we’ve seen above, time is lost at every rest break and at the start and end of the shift.
Supervisors must ensure that workers get to their work areas as quickly as possible and don’t
start drifting off the job site before the start of the rest breaks and before the end of the shift.
Workers will always take a chance unless working hours are enforced. The 5 minutes will
become 10 minutes if nothing is said, and eventually 10 minutes becomes 15.
Locating stores, offices and toilets close to the work areas helps minimise the lost time.
A skilled worker is often more productive than a less skilled worker. How can you improve
the skills of your crew? Well obviously employing a skilled person in the first place is a good
start. It’s also important to train your team. This training can be in the form of on the job training
and mentoring as well as more formal off-site training. I know we hate losing people for a few
weeks while they’re at a training course, but almost always you will be rewarded with a more
skilled and productive worker when they return.
Motivating people is important. A demotivated crew could be 50% less productive than a
motivated crew. (See Chapter 8.)
Using the wrong tools, or equipment that is underpowered or too small for the job, means
the task will take longer and the operator will be less productive. Using blades and drills which
are blunt will be slower and risk damaging the equipment. Obviously equipment that frequently
breaks down destroys productivity.
Having insufficient tools or equipment may result in someone waiting for an item because
someone else is using it. Of course, it may also be impractical for everyone to have their own
machine. This would mean that there’re increased costs to purchase or hire the item, which will
eventually be more than the potential savings which resulted from workers not waiting for the
item. It’s a balance to maximise the productivity of both people and equipment.
Of course crews need to be balanced. So for instance, if there’re insufficient workers to fix
the steel reinforcing in place, then this operation could go slower than other operations, which
could then delay the following carpenters and concreters – making them less productive. If the
access scaffolding isn’t in place in time, then the carpenters and the steel reinforcing fixers may
be delayed.
Work crews often wait for materials and equipment. Frequently materials have to be lifted
in place with a crane. But cranes regularly have to be shared with other workers and other crews,
even subcontractors sometimes. If one crew uses the crane longer than necessary because they
weren’t prepared for the crane when it was their turn to use it, then it will impact others who are
waiting to use the crane. It’s important to understand that if your crew uses the crane longer than
they should, that this could impact another crew who is waiting to use the crane.
Skilled workers are paid more than unskilled workers. Often unskilled workers can be used
to undertake regulation tasks and help the skilled workers. This will result in the skilled workers
achieving more production.
How to improve productivity

Productivity on most construction projects is poor. It should be easy to improve productivity
by 5 to 10%. Wages and salaries on most projects account for about 30% of the costs. If
everyone is 10% more productive this could mean that the wages and salaries on the project are
reduced by 10%, which overall is a saving of 3% for the project. A 3% saving might not sound
much, but effectively this results in 3% more profit, which means if the project was priced to
make 10% profit then the project potentially could make 13% profit. In effect the profit has
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increased by 30%. Now every manager would be very pleased to increase profits by 30%. But
it’s often even possible to improve labour productivity by much more than 10%. Of course
improving the productivity of workers has other benefits, which include that productivity of
equipment increases, the project may be completed in a shorter duration, fewer workers may be
required which will result in savings when the project is providing transport and accommodation
for the workers, and fewer workers requires less personal protective equipment and company
uniforms.
Planning the project properly will improve productivity. This means ensuring that you have
sufficient workers with the right skills. It includes seeing that your crew has the right equipment.
That there is proper access to the work areas. That preceding work is completed so that the next
tasks can be done. That all the required materials are available, including all the fixings to fit the
items. Selecting the right construction methods can improve production.
Good communication is essential to productivity. Workers that don’t know, or understand,
what they should be doing may make mistakes, or they could waste time waiting for instructions
or clarification of what to do.
Sometimes it’s worth paying more for special equipment (such as specialist formwork)
which will simplify tasks, speeding them up or reducing the number of people required.
Where possible, don’t frequently move people from one task to another, since there’s lost
time while they readjust to the new task.
Equipment productivity
Equipment is often hired or rented. Even equipment owned by the company is usually hired
or rented by the project. The rental is per hour or day. But even equipment that’s rented per hour
has to be paid a minimum number of hours per day – usually 8 to 9 hours.
Equipment is never more productive than the operators. So, as discussed above, many
projects only get 7 hours production from their workers in a 10 hour day. Therefore the
equipment will also only work 7 hours. But, even then there are things that reduce equipment
productivity even further.
Often equipment works in a team. So with earthmoving equipment, there’s an excavator
that loads trucks. If there aren’t sufficient trucks for the excavator then the excavator will stand
waiting for the next truck. Obviously, if there are too many trucks then the trucks won’t be
totally productive. The number of trucks required for an excavator to load depends on many
factors. This includes, the size of the excavator and the size of the trucks. A bigger excavator will
load trucks quicker, while large trucks will each take a bigger load. The time taken for the truck
to travel from where it’s loaded to where it tips the load, plus the time taken to return, dictates
the number of trucks required. This depends on the distance. So the shorter the distance the
quicker the truck returns. It’s also dependant on the speed of the truck, which depends on the
power of the truck – underpowered trucks could struggle to get going and battle up inclines. The
speed is also affected by the quality of the road, so trucks travelling on roads which have lots of
bumps and potholes will go slower. Obstructions in the road, other traffic (slow or stopped
vehicles), congestion and other construction work will slow the trucks. Of course trucks usually
must maintain a safe speed and keep within the project speed restrictions. It pays to maintain the
haul roads (the roads trucks travel from loading to tipping) in good condition. Spending money
to make good roads at the start of the project is often money well spent. Where possible, ensure
the roads follow the shortest possible route and that loaded trucks are kept away from work areas
and other vehicles.
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The efficiency of the operation is also impacted by how quickly the truck can get into the
load position and how quickly it can move off. If the truck has to make several turns, backing in
and out, it could waste several minutes while the excavator waits for the truck to get into position
to be loaded. Loading should be planned so that the truck can easily drive in and out.
But, it’s also about getting the size of equipment right. Small excavators take longer to load
trucks. Small trucks are loaded quicker, so more trucks are required, and there’s more time
wasted manoeuvring trucks into the loading position. But trucks which are too large might not be
able to be loaded by excavators and loaders which are too small, or the excavator may only reach
part of the truck, causing an uneven distribution of soil on the truck resulting in unused space on
the truck, and the uneven distribution of the load could damage the truck suspension and the
truck could even over topple. Equipment and trucks that are too big might be less manoeuvrable
and unsuitable for congested work areas.
Excavators can operate more efficiently with a skilled operator than one less skilled. An
operator that can load a truck in say 4 minutes compared to one that loads the truck in 5 minutes
is 20% more efficient. In an hour they could load 15 trucks versus 12 trucks the slower operator
loads.
The loading times of the excavator is also impacted by the hardness of the ground. Soft
ground is easily scooped up, while hard ground takes additional effort. A more powerful
excavator will dig harder ground quicker. The position of the excavator relative to where it
scoops the ground and to where it dumps it on the truck will impact the loading time. Every time
the excavator must rotate from the scoop location to the load location involves time. The most
efficient loading position is where the excavator can scoop ground and tip it straight into the
truck. When the truck is parked behind the excavator then the excavator must continuously rotate
through 180 degrees from the scoop to load position. Carefully consider where trucks will stand
when they’re loaded, and how easily they can move in and out of that position. Correctly
positioning the truck and planning the excavation operation could easily cut one or two minutes
off every loading cycle, which could increase efficiencies by 20%, possibly even meaning the
operation can be done with one less truck. Just think how much money can be saved in a day
with one less truck.
Of course often the ground is being taken to a place where it must be levelled and
compacted. This operation is part of the chain. If the grader, compactors and water trucks can
process the ground quicker than the excavator and trucks can supply the ground, then the grader
and compactor won’t be 100% productive because they’ll be waiting for more ground. But, if the
grader and compactor can’t compact the ground quickly enough, then the excavator and trucks
may be standing while they’re waiting for the compacting operation to catch up.
If the excavator breaks down, then the whole operation stands. The same happens if the
grader breaks down.
Another problem occurs when equipment has to be refuelled or serviced. Refuelling or
servicing an excavator in the middle of a shift means that the machine must be stopped. Again
this means that all the equipment working with the excavator stops. So 15 minutes stopping the
excavator is usually 15 minutes when the other equipment doesn’t work. Servicing and refuelling
key equipment, like excavators, after hours may result in additional cost for the service team, but
it could result in better productivity. Just consider, I said earlier that equipment might only work
7 hours in a day. So losing 15 minutes reduces productivity by another 4%.
Compaction requires water. If there’s insufficient water then the compaction will happen
slower and all the equipment will operate less efficiently. We had a project where the client had
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to supply the water, but they couldn’t supply the required quantities and nor was the water
available at the location specified in the contract. This not only reduced the productivity of our
equipment, but it also delayed the project resulting in us lodging a claim for millions of dollars
against our client.
But, it’s not just about the productivity of earthmoving equipment. It includes planning the
size of cranes, deciding the best position for the crane, carefully thinking how the crane will pick
up materials and where they’ll be placed in position. Again using skilled operators will make the
operations safer and faster. Cranes have their lifting cables running through reeve blocks. This
allows the crane to lift a heavier load. If the lifting cable passes twice through the lifting block
the crane cable is in effect doubled and can lift double the load of a single cable. The problem is
that the crane cable must travel double the distance when lifting the load than if it was a single
cable, so it slows the lifting operation, which is not normally a problem when lifting a heavy
load. Sometimes the crane lifting cable passes through the lifting reeve blocks several times and
there’s 4 or 6 lifting lines connecting the crane hook to the crane. This is required when lifting
heavy loads and it’s essential when loads must be precisely fitted into position and slow
manoeuvring is required. But, it slows the lifting of repetitive and light items. Changing the
number of reeves or lifting loops connecting the crane to the lifting hook can dramatically
increase the speed the crane lifts objects – of course this should be done with the permission of
the crane operator or an expert that understands the lifting capacity of the crane’s lifting cable
and it will have to be changed back for heavy loads.
Often moving equipment from one location and setting it up in another location is time
consuming and results in zero production in that time. Planning these moves so that they happen
quickly will improve productivity. So always ensure that the work areas are ready and clear of
obstructions ahead of the time. Give operators clear instructions as to what must be done and the
best position for the equipment to maximise productivity.
Summary
Regrettably productivity on most construction projects is poor and we frequently see people
and equipment standing idle and wasted materials. The supervisor plays a critical role in good
productivity. Supervisors must plan the project to maximise the use of their resources – people,
equipment and materials. Crews and equipment should never be idle. People shouldn’t be
standing waiting for instructions. Crews must know what to do. They must have the materials,
equipment and knowledge to do the work. Crews must be balanced and organised. Skilled people
and motivated people are more productive. Good planning is essential to achieve optimal
productivity.
Supervisors should enforce the working hours so that workers get to their work areas as
soon as possible at the start of the shift and after meal and rest breaks, and then see that they
don’t leave work areas before the end of the shift or the start of the rest breaks. Positioning
stores, material laydown areas and toilets close to work areas will reduce the lost time when
workers commute between these areas and their work places.
Equipment must be used efficiently, this includes using skilled operators, positioning the
equipment optimally, using the right machines, balancing the size of equipment that’s working in
a team, using equipment that won’t regularly break down and planning haul routes to achieve the
quickest times.
There will always be numerous ways of completing a task, some will be right and some
wrong, but even amongst the right ways of undertaking a task there’ll be options that will be
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more efficient and effective. It’s the supervisor’s duty to select the best construction methods and
equipment that will complete the project according to the construction schedule and also
complete the project in the most efficient way with the best productivity. Supervisors should
always take time to stand back from their day to day tasks to ask the question – “is this the most
efficient method of doing things?” “Is the crew and equipment productive?” “Can I improve
productivity?”
Even small increases in productivity can achieve large increases in profits. Conversely,
small decreases in productivity can negatively impact profits.
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Chapter 15 – Contractual and Financial (Money and
Legal Stuff)
Many supervisors want nothing to do with financial and legal stuff. Who can blame them,
most people hate talking about money and lawyers? Supervisors just want to get on and build
things. Unfortunately, this attitude is exacerbated by project managers who can’t be bothered to
discuss these matters with their supervisors. They either think that it’s not necessary, or that
supervisors won’t understand. Yet, it’s important that supervisors have an understanding of how
things work so they can play their part, often a vital part, in ensuring the project doesn’t have
legal or financial problems.
Monthly claims – getting paid for work completed
Most projects take several months to complete. Contractors can’t wait until the end of the
project before they’re paid by the client. After all, they have suppliers and subcontractors to pay,
they have your salary to pay. The contract document sets out the payment terms and conditions
and contractors are normally paid monthly for the work they’ve completed in the month, or
they’re paid as certain milestones or portions of work are completed.
Milestone payments are often linked to completing everything – and I mean completing
everything specified in the contract for that milestone. Even having the work 99% complete
could mean that the contractor can’t receive one cent of the payment. Sometimes the payment is
even linked to providing certain documentation as well, which could include, as-built drawings,
quality documentation and test results (see Chapter 17). You wouldn’t want to be stopping your
company being paid tens of thousands of dollars because you haven’t completed all your
paperwork and attended to outstanding defects! Usually these payments are only processed
monthly and missing the monthly submission by even a day could result in the payment being
delayed by another month.
Monthly payments are calculated based on the value of completed work. Work that is only
partly completed probably won’t be paid until it’s complete, then not before the next monthly
payment claim is processed.
If the contractor isn’t paid for their work they may have insufficient money to pay their
bills, wages, salaries, subcontractors, suppliers and more. Think what a catastrophe that will be.
Cost plus and dayworks
From time to time contractors are paid for tasks according to the actual costs they’ve
incurred to do this work. This is called cost plus (sometimes dayworks). Your project manager
should tell you before you start the work when this applies. It’s important to keep an accurate
record of all the resources used on the project and the exact hours for people and equipment. This
record should be agreed with the client’s representative on a daily basis. It’s easy to overlook
some costs, such as, the hour that the crane worked on the task, the vehicle that went to fetch
material, the people that offloaded the material, or the materials that were drawn from the project
store! Remember items that are left out of the bill, or forgotten, won’t be reimbursed. Basically
the client just gets something for free! It’s money out of your company’s pockets, it’s money that
could be used to buy new equipment or pay better bonuses.
It's important to list the type of equipment and the different levels of people (carpenters,
operators, workers, tradespeople) used on the task, because they’re usually all paid at different
rates. Don’t forget your time.
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Site costing
How much is it costing to excavate a hole, erect formwork, or pour concrete? Well usually
that’s something that’s left to management to work out. Most supervisors just want to get the job
done as quickly as possible! But are you making money or losing money? Unfortunately many
contractors don’t do accurate project cost reports, or if they do they seldom provide feedback to
their supervisors. Supervisors may think they’re working efficiently and then are surprised to
find at the end of the project that the project lost money – often they’re blamed for the losses.
Now most supervisors don’t have time to get involved in the detailed costs of every activity,
but sometimes with repetitive tasks and major activities it’s relatively quick to do rough
calculations of what labour and equipment is costing the company, and compare this with what
the client is paying. In fact it can be quite rewarding to know that you’re making money on every
cubic metre (yard) of ground/soil that you excavate, or every cubic metre of concrete you pour.
Of course, if you’re losing money you can look at the operations to see how you can improve
productivity. Maybe even using different methods or equipment could save money.
Do you know what the excavator is costing per hour, how much fuel it uses, or how much
the operator is paid? Do you know what the labourer, concreter or carpenter is paid? Of course
it’s important to note that each person is paid an hourly rate, but on top of this rate the company
has to allow provisions for overtime, sick leave, annual leave, payment for public holidays,
uniforms, etc. So often the actual costs to the company are around 35 to 45% additional to the
wage the person is earning. So, if the labourer earns $15 an hour, then the cost to the project is
around $21 an hour. This may sound complicated, so I’m not necessarily advocating that
supervisors should be calculating detailed and accurate costs for each individuals. But just
knowing that you have 4 concreters pouring concrete and they each earn on average about $20 an
hour, then you can quickly calculate that the cost is $80 an hour plus the 45% is $116 an hour. If
the crew pours 20 cubic metres (yards) of concrete in an hour then the cost per cubic metre
(yard) is about $5.80. Now imagine you had 5 concreters, then your cost is $145 per hour and the
cost per cubic metre is around $7.25. Thinking another way, if the 4 concreters only pour 15
cubic metres of concrete in an hour then the cost to pour concrete is $7.70 a cubic metre. So it’s
easy to quickly see the impact of having extra labour, or lower production. If the company is
being paid $6 per cubic metre of concrete then you can calculate what production you need to
achieve to make money.
Of course, it’s not quite as simple as this and the concrete crew also has to clean up after the
concrete has been poured – but really I’m just trying to get you to think of rough costs and
understand the impact of having an extra person in the crew, or achieving lower productivity.
Being a supervisor isn’t just about getting the job done – it’s about getting the job done
efficiently and smartly. It’s about coming up with the smartest methods to produce the work at
the lowest cost. And, if you don’t understand your costs you’re not going to know that the
methods you’ve chosen, or the productivities you’re achieving, are the best solution. For
instance, in the above example maybe if you added an extra concreter and the production went
from 20 cubic metres to 26. Is this worth the extra cost of the additional person? Well the crew
cost is now $145 an hour and the cost per cubic metre is $5.57, so there’s a marginal
improvement. What happens if you use 3 concreters at $20 per hour and 2 labourers at $15 an
hour? Then your crew cost has reduced to $130 per hour (allowing the 45% factor above) and
placing concrete at a rate of 26 cubic metres and hour will cost $5 per cubic metre.
So get out there, find out what stuff, people and equipment is costing. Find out what your
company is being paid for each task. Get smart. Do a few simple calculations and see if you’re
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making money for your company.
Of course sometimes what your company is being paid is too low and it’s simply impossible
to complete the task for that price. Well, that’s useful information too. It may give early warning
to management that the project will lose money, which allows management to make the
necessary contingency plans to ensure the company can take the loss. More importantly, it’s vital
that the estimators are provided the real costs and production rates for completing the tasks, so
that they can ensure the next project is priced correctly.
Variations
Most projects have changes. The client could issue new drawings which alter structures,
possibly change specifications of products, change dimensions and even add additional work.
Frequently clients issue site instructions which have changes. Regrettably, all too often the client,
or their representatives, even verbally alter things, or issue ‘unofficial’ sketches or drawings.
Invariably these changes result in additional work, extra costs and sometimes require more time
to complete. Unfortunately contractors who aren’t savvy could find that they incur these
additional costs but fail to claim them from the client. They do work for free – who works for
free? Sometimes contractors are delayed by the changes – after all extra work requires more time
and changes may mean that completed work has to be redone, or new materials have to be
ordered which takes time to get. If the contractor doesn’t claim for these delays they could find
that they can’t finish the project in the allotted time, which could result in the client penalising
the contractor and imposing delay penalties or damages.
It’s imperative that the contractor claims for the additional costs and the additional time
incurred due to these changes. This is a variation claim.
Unfortunately the contractor’s managers aren’t always aware of these changes and the
impacts on the project. The supervisor – you – are on the front line and are often the first to
experience the impacts of changes on production. Indeed, sometimes even changes which may
appear minor can have severe knock-on impacts on other parts of the project. It’s therefore
essential that supervisors immediately notify their management of potential delays and changes
which could impact progress and result in additional costs. Ensure that your manager is aware of
all of the impacts, because often some impacts are overlooked.
Furthermore, it’s also vital that supervisors only work from drawings issued through the
official channels and never use sketches or unofficial drawings. Nor should you ever comply
with verbal instructions or changes, always insist on written instructions only so there’s a record.
Insurance claims
Sometimes work or equipment is damaged on the project by bad weather or an accident. On
occasion items are stolen. Often replacing and repairing these items is covered by insurance,
either insurance that the contractor has arranged, or the client’s insurance. All damage and theft
should be reported immediately to managers, insurers and the client (where their insurance
policy may cover the claim). Theft should be reported to the police and a case number obtained.
Take photographs of the damage. Sometimes insurance assessors have to inspect the damage
before repairs can be undertaken. Although always make the area safe as soon as possible.
If the equipment is a hired item then report the incident to the hirer. Sometimes the hirer’s
insurance will cover the repairs, but nonetheless the contractor’s insurer should also be advised.
Usually insurance will cover all the repair costs, including making the area safe. Ensure that
all materials, people and equipment involved with the clean-up and repairs are recorded, so the
costs can be claimed from the insurance company.
Delay claims
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Frequently work is delayed by causes not of the contractor’s making. Delays could be due
to severe weather, late information, changes made by the client’s team, additional work, lack of
access to the work areas, or interference of the contractor’s work caused by the client, or the
client’s other contractors blocking access to work areas and impeding work.
When the contractor is delayed it can have several impacts. If the work isn’t finished in the
allotted time the client could penalise the contractor and impose damages – which are a monetary
penalty. In addition the contractor remains longer on the project which results in them incurring
additional costs, which include the costs of their project offices and facilities, additional security,
the cost of salaries and wages for the project staff such as supervisors, administrators and project
manager, and the cost for extending insurances, etc. Also, when projects are finished late the
client is unhappy with the contractor and this invariably gives the contractor a bad reputation
which will impact them getting further work with that client. But some of these delays often have
a further impact, and the contractor’s equipment and work is interfered with and doesn’t achieve
the productivity allowed in the price. Achieving a lower productivity inevitably means the
contractor loses money.
However, if the contractor is delayed for claimable reasons, such as when the client’s
actions have delayed them, then they can claim for these delays. A successful claim will usually
result in an extension of time, meaning that the official completion date for the project is moved
out by the time the contractor was delayed. It will also result in the client paying the costs that
the contractor can justify were caused by the delay.
Supervisors should notify their managers and the client when their work is being delayed or
impeded. It’s vital to keep a log of all additional costs resulting from the delay or issue so
management can claim these from the client.
Retainage money and bonds

Clients usually retain a portion of the payment due to contractors. This is between 5 and
10%. The retainage or retention money is held back as an insurance that the contractor completes
the project in accordance with the contract and the project specifications. When the contractor
completes all their obligations in accordance with the contract and the project is handed to the
client then the client pays out half of the retained money, with the remaining portion being
released at the end of the project’s maintenance period (usually 3 to 12 months depending on the
terms of the contract) when the contractor has fixed all construction defects.
Should the contractor not complete their work, or not attend to problems or defects on the
project, then the client, after notifying the contractor and following due process, can deduct the
costs of completing the outstanding work from the money retained.
In addition to holding the retainage money most clients ask for a bond or surety guarantee
from the contractor. The contractor obtains the bond or surety from a bank or insurance
company. In return for issuing the bond the institution charges a fee, plus they require a
guarantee from the contractor which can be recovered as payment should the client not release
the bond or surety. The guarantee from the contractor to the institution is often a lump sum cash
deposit to the value of the bond, or it could be an entitlement to seize property of the same value
from the contractor. Usually the value of the bond is between 5 and 10% of the contract value.
Half the bond is released by the client when the project is completed and the remainder at the end
of the maintenance period.
Again, like the retainage money, the bond is there to ensure the contractor completes all of
their obligations in terms of the contract. The client can call upon the issuing institution to pay
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them the value of the bond (or a portion) to cover their costs should the contractor not finish the
project or when the client has to recover the costs of repairing defects which the contractor failed
to rectify, or where the contractor hasn’t paid the client legitimate back-charges.
Both the retainage money and the bonds amount to a sizable amount, and most contractors
can only afford to have a limited portion of assets and money tied up in retainage and bonds. It’s
therefore imperative that the client releases both the bonds and the retainage money as soon as
possible. This means that the supervisor must ensure that the project is handed over as quickly as
possible. Then at the end of the defects liability or maintenance period the supervisor must
complete all defects quickly and get the client’s signoff.
Having bonds and retainage money tied up on a project may prevent the contractor from
getting another project because they have insufficient cash and bond facilities for a new project.
In addition, the interest from the retainage money is retained by the client, so as long as the
client is holding the money the contractor is losing money. So, if the project value is one million
dollars then the client could be holding $100,000 retention at the end of the project plus a
$100,000 surety bond. Imagine what you would do if that was your money!
If a client calls in a bond or surety from the issuing institution because the contractor
defaulted or failed to fix a problem then this could mean that the contractor forfeits money they
deposited with the institution as a guarantee, but more importantly the contractor may find it very
difficult to get a bank to issue a bond or surety for their next project because the banks will be
scared that something similar will occur again. This will impact the chances of the contractor
being able to take on another project. As a minimum, the contractor will pay more for their future
bonds and sureties.
Why it’s important for your company to make money
Some may think that all the company’s profits are for the ‘fat cat’ owners and managers, for
them to spend on fancy houses and cars. But there’s more than just this.
The success of the company depends on it making money. After all they have to pay your
salary at the end of the month! But they also have to pay suppliers, subcontractors, the wages of
your crew, hire companies and more. Subcontractors and suppliers that are paid late will be
unhappy and won’t provide the best service to your project – making your life more difficult.
Workers who aren’t paid on time will be unhappy, they won’t put 100% effort into the project
and the best workers will leave. If there’s no money the bills won’t be paid and ultimately the
company will go bankrupt and everyone will be out of a job.
Construction companies that make money can afford to buy new equipment and invest in
new technology. Contractors that pay subcontractors and suppliers on time generally attract
better subcontractors and suppliers. This makes your job easier. Hopefully, if the company
values its employees, some of these profits will trickle down to you and your team, in the form of
bonuses, better salaries and investment in training.
Unfortunately everyday contractors becoming bankrupt. This is due to poor management,
clients that didn’t pay, or because of poor quality work and low productivity on their projects.
You and your team are vital to your company’s success.
Summary
Good supervisors understand what things cost and how much the client is paying. They
understand how important it is to record changes and delays and report these to their
management and the client. They don’t accept verbal instructions from the client. Successful
supervisors know how important it is for their company to make money. Good supervisors finish
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their projects on time.
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As previously discussed cutting costs and maximising profits is an important aspect of a
supervisor’s role. Where to start? There are a multiple opportunities to cut costs, most of them
require a little extra effort, good planning and considering alternative solutions and methods.
Overtime
People working overtime are usually paid 50%, or even double their normal rates. Are they
50 to a 100% more productive? Definitely not. In fact they’re probably less productive. Manual
work is physically exhausting. Even operating a machine for extended hours is tiring. I found
that production after working 9 hours fell dramatically. Working an extra hour possibly only
yielded an additional half hour’s production. In effect the company is paying an hour for half and
hour’s work – or double time. Add the premium for overtime and it becomes a very expensive
additional half hour’s work.
But overtime can become even more expensive. Often overtime isn’t controlled properly.
So people say they’ve worked the extra hours (and are paid the time) but they haven’t. Workers
are often not supervised properly after hours, workers slack off, or they’re left waiting for
instruction, so productivity is lower. Sometimes key workers, perhaps like a crane operator,
aren’t there, which means that other workers can’t operate effectively. When equipment breaks
down afterhours there often isn’t anyone available to repair the items, and without the item the
team can’t work properly.
Sometimes workers enjoy working overtime to earn the additional overtime rates. But, to
compensate they may take another day as a rest day, so they work the same hours, but some
hours are paid at the higher overtime rate. On the days when they’re absent it impacts the
efficiencies of their team – especially if they’re a critical component.
Working excessive overtime can lead to tiredness and result in mistakes and even accidents.
Unfortunately some projects get into a routine of working overtime. Those are the hours
that were worked on the last project, or those are the hours that were instituted at the start of the
project. In fact, some workers become used to earning the additional wages earned from working
overtime so they even object when the overtime hours are cut.
Often employing a couple of extra people and hiring additional equipment will negate the
need to work overtime and it will be cheaper than working the additional hours.
Sometimes overtime is essential to catch up lost time, or to complete a critical task, but it
might not be required that the whole project works extra hours. Check who should work
overtime, ensure only those workers stay longer. Then ensure that they will have all the
necessary support services and supervision so that they can work efficiently and safely.
Productivity
As discussed in Chapter 14, improving productivity will reduce costs and it can
dramatically improve profits.
Looking after equipment

Repairing damaged equipment costs time and money. Ensure that your team looks after all
equipment, stores it where it won’t become damaged or stolen, and uses it in accordance with the
operating procedures. Equipment should never be used for purposes it wasn’t intended for.
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Equipment should be regularly checked and serviced and faults should be repaired immediately.
Only properly trained operators should use the equipment. The correct oils, lubricants and fuels
should be used – if in doubt call the supplier. Always ensure that blades and cutting edges are
sharp so machines aren’t strained.
Understand who is responsible for repairs and maintenance – if it’s the hire company call
them immediately there’s a problem. Don’t spend time and money fixing an item that’s not your
problem.
Using equipment efficiently

Often the biggest waste is equipment that’s used inefficiently. This includes equipment
which is standing idle. Sometimes, even equipment which is forgotten in a corner of the project
site, or at the back of a store. Equipment that isn’t being used should be returned to the hirer.
Occasionally equipment is used for tasks which it shouldn’t be used for. I’m sure we’ve all
seen loaders being used to ferry materials and equipment around projects – a very expensive
barrow or truck. (See Chapter 14.)
Of course, it’s imperative that the project only pays the actual hours that the machine
worked and doesn’t pay when the item is broken (although it is important to understand the hire
contract agreement, (see Chapter 9)).
The right size equipment

Larger equipment usually costs more to hire. Also larger equipment uses more fuel. In some
cases large equipment may be difficult to manoeuvre around the project so it’s less efficient.
Equipment that’s too small may be underpowered and incapable of doing what’s required,
or the operation may take longer. Using equipment that’s too small or underpowered for the task
may result in the machine being damaged. If unsure about the right size equipment to order
consult with experts and read the machine’s operating capabilities.
Not wasting materials

It goes without saying that materials shouldn’t be wasted, yet huge amounts of construction
material is wasted on every project. See Chapter 10 for more.
Preventing theft
Theft costs money and it even delays projects. There’s not only the cost of replacing the
item stolen, but often the project is disrupted while the replacement item is sought. Just think
when tools are stolen. Without their tools some workers are unable to work. Even the theft of a
battery from an excavator renders the excavator inoperable. Indeed, the cost of replacing the
battery is small in comparison to the cost of the excavator standing, which often impacts other
equipment, such as trucks, and means that work can’t proceed.
Sometimes thieves rip out items from buildings and structures which are almost complete.
Invariably they damage the buildings in their haste to pull the items out. There’s the costs to
procure the stolen items, the cost to reinstall them, then the cost to make good the damages.
Often procuring the stolen items takes time, which could result in the project being delayed,
which may have big ramifications for the contractor, even including the client imposing
monetary penalties on the contractor for late completion.
Unfortunately, insurance only covers the cost of replacing the actual items stolen and won’t
cover the secondary costs and disruptions caused by the theft.
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Anyway, repeat thefts and insurance claims will result in the contractor having to pay
higher insurance premiums.
It’s therefore imperative to ensure that equipment and materials are always secure and that
completed structures and buildings are secured. Additional fencing, lighting and security may be
worth the extra cost if it prevents theft.
Unfortunately theft sometimes occurs during working hours. Ensure that all workers are
vigilant and take suitable precautions to secure equipment and tools when they aren’t being used.
Theft by employees and subcontractors must not be tolerated.
Preventing rework
It goes without saying that redoing poor quality work is costly and will delay the project.
Ensure that all work is in the correct place, is of the right quality, meets specifications and uses
materials that satisfy the quality standards and specifications. Never turn a blind eye to poor
quality. Don’t try and bury and hide mistakes, rather repair them correctly immediately.
Inevitably poor workmanship will come to the fore later, and repairing building defects after the
project is complete is usually a very expensive exercise.
On some projects contractors remain on the project for weeks and even months fixing
defects. Think of the cost – the wages, salaries, equipment, offices, etc. Apart from the
inconvenience to the client and the frustration of the supervisor and crew left to repair the
problems.
Never sacrifice quality for speed – bad quality will cost time later to repair. Never sacrifice
quality in an effort to save costs – bad quality costs money to fix. Get it right first time.
Make sure that your crew understands how important quality is, then ensure they have the
skills and the right equipment to produce quality work.
Using utilities (water and power) sparingly

Electricity and water costs money. The costs of water and electricity on construction
projects is often for the contractor’s account. Yet, frequently water is wasted on projects, taps are
left open and broken toilets and pipes aren’t repaired. Not only is this wasteful, particularly in
water scarce regions, but it’s expensive.
How you shouldn’t save costs

Although there will always be pressure to cut costs, especially on a project that’s losing
money, you should never be tempted to cut costs by taking shortcuts, by falsifying test results, by
using inferior products or materials that are the wrong specification, by ignoring good safety
practices, by omitting materials, or using materials that are smaller or thinner than stipulated.
This could lead to accidents, or structural defects that have to be rectified later. Inevitably they
will impact reputation when the client finds out, as they almost certainly will. These ‘cost saving’
measures may help the project in the short-term, but they could tarnish your reputation for a very
long time. So, even if these measures are encouraged or sanctioned by your senior management,
never be part of these actions.
In addition, you should never try and make money from your subcontractors and suppliers
by withholding money which is legitimately due to them. Nor should you impose back-charges
on them for no valid reason. Your company will have other projects to construct, and
subcontractors who have had to battle to be paid, or who feel they have been cheated of money,
will be reluctant to work with your company again, or they will increase their prices to contend
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with these unfair practices. Ultimately your company will pay more. In fact when pricing new
projects, if your company doesn’t get competitive quotes from subcontractors and suppliers then
your company’s price will be uncompetitive, which will jeopardise your company’s chances of
winning other projects.
Subcontractors who are paid on time and are dealt with fairly will usually try and help the
contractor out when they’re in trouble (help you get the project finished), they will want to work
for your company again, and they almost certainly will give your company their best price.
Summary
Much of construction is wasteful, look at the piles of unused items and smashed materials
left at the end of most construction projects. Look at most construction projects and you’ll see
people and equipment standing idle. Materials are often moved repeatedly around the project
before being used. Mistakes are made and work is of poor quality and must be redone. But, it is
possible to work more efficiently and cut costs on construction projects. Imagine if you could cut
costs by just 1% on your project. That would mean 1% more profit. That doesn’t sound like
much, but if your company priced the project to make 10% profit, then the profit will be 11%.
That’s an increase in profit of 10%. Management would certainly be happy with that. You would
like a 10% salary increase! 1% on a one million dollar project is $10,000 – it should be easy to
save $10,000. Wouldn’t it be good to have an extra $10,000 – it’s certainly something worth
striving for.
Theft is costly. Theft even occurs before items reaches the project. Check that the quantity
of material you are signing for is correct. Is that load of sand, stone or concrete actually the
quantity that’s stated on the delivery note. Indeed I’ve frequently caught out suppliers who have
cheated us and short delivered materials. Check for breakages – why pay for broken items. Of
course equally, don’t accept items or extra quantities you didn’t order, not only could you be
paying for these items but there’s also the cost to get rid of them.
Good supervisors are wise and canny to the tricks of subcontractors, suppliers and their
crew. They are always watching costs, maximising efficiencies, limiting waste, preventing poor
quality and they think of smart and innovative ways of doing things to minimise costs. But good
supervisors never take shortcuts, rush jobs, or cheat, in an effort to cut costs.
Good supervisors will always ask; “can I do things smarter or more efficiently?” “How can
we save costs?”
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So the project is nearly completed. You’re probably already thinking about your next
project. Yet, even with the end in sight there’s usually much to be done. Regrettably even a
project that’s gone well could unravel at the end if things aren’t carefully planned. Some of the
stuff that’s got to be completed can be mundane and boring. After all, none of us likes
completing snag items and fixing problems, especially if these problems aren’t of our doing.
Then there’s the paperwork. Most of us want to be building new structures, not doing
paperwork!
But a project isn’t completed until everything is done to the satisfaction of the client. In fact,
the client will often remember how the project was finished, rather than what happened during
the project. So, a project that’s completed on time, meeting the client’s expectations, will be
remembered by the client as a good project – despite the hiccups and problems that might have
occurred in the course of the project. But, a project that has a drawn-out ending will annoy the
client and they’ll often forget all the good work that you’ve done over the previous several
months.
It's therefore good practice to plan the end of the project several weeks, even months for
large projects, before the end. Prepare lists of what has to be completed. Resist the urge to get rid
of people and equipment too early. Sure, your boss is probably pressurising you to cut costs –
reduce people and equipment. They might require people and equipment for other projects. No
matter how painful finishing the project is, it’s important to knuckle down and get it finished,
and you usually can’t do it without people.
Of course, if you’ve been attending to defects and fixing things during the course of the
project, and if you’ve kept the paperwork up to date as work progressed, then there’ll be less to
do at the end.
Checking drawings and instructions
It’s easy to miss a small base, foundation, plinth, or item on a drawing and not construct it.
Indeed I’ve been called back to a project several weeks after demobilising to construct two small
concrete bases. Not a problem if you or the company is working down the road, but in our case
we were now working 300 kilometres away. Getting a small team back to the project and
arranging the concrete probably cost us several thousand dollars, compared to maybe a couple of
hundred dollars if we’d done the work while we were on the project!
But apart from drawings, you’ve probably been issued reems of paperwork, which could
include site instructions changing things or adding extra items. It’s important to go through all
paperwork, checking that everything has been completed in accordance with the instructions.
Labelling and signage

Check drawings and specifications to ensure that all the required labelling, marking and
signage has been installed correctly.
Punch listing (snag listing)

Before the client accepts the project they’ll check it for defects and incomplete items.
They’ll prepare a punch or snag list of these items.
Before the client is asked to prepare their snag list the contractor should have checked
everything first, preparing their own snag list. You should have fixed all obvious defects. Clients
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don’t expect to pick-up basic and obvious faults which a competent contractor should have
rectified before the client was called to inspect the work. Clients become irritated when their
snag list contains hundreds of items – items that the contractor should have corrected already. In
fact, some clients may walkout without completing the snag list if they believe the contractor
hasn’t attended to basic issues and are wasting their time. This causes delays with completing the
project and creates a poor reputation.
Learn to carefully scrutinise your work and ensure that all defects are detected and repaired
before the client is called. In fact, better still, repair defects as work proceeds. Regrettably, some
supervisors leave fixing defects until the end of the project. Fixing defects then is often a
problem – they’re difficult to access and repairing them causes damage to other work. I’ve
known some contractors stay on for months, even a year, after project completion fixing defects.
Imagine what that cost the companies? Think how frustrating it was for everyone involved –
including the supervisors!
During construction, management and supervisors are often focussed only on completing
the work, so they don’t fix defects. Yet, employing a couple of extra people could ensure that
defects are rectified as work proceeds. It would mean that when the project is completed and
ready to be handed to the client that the project is really completed, and you and others don’t
have to remain longer on the project rectifying defects.
Of course, ensuring good quality work during construction will limit the number of defects.
Nobody likes fixing defects, least of all other supervisor’s defects, so always ensure your work is
defect free.
Beneficial access
Sometimes the client or their other contractors take partial or beneficial access of sections of
work before you have completed all your work. This could impact the productivity of your teams
and delay your progress. In addition, their work could damage your completed work, causing
your company additional time and costs to rectify the damage.
Before the client takes access ensure that they snag, or prepare a punch list, of defects of the
area. Take photographs. You don’t want the client or their contractors to take access or work in
your completed areas, then cause damage which they then claim was already there before they
worked in the area.
Connections and tie-ins

Many projects require utility lines, roads, drains and even buildings and structures,
connected to the existing pipes, systems, roads and structures. These connections could affect the
operations of the existing facilities so they must be planned and coordinated with the client, and
where necessary the authorities and other parties impacted by the connections. Often existing
services will have to be temporarily suspended while the connections take place. In some cases
tie-ins may have to be done afterhours, or on weekends, when operations will be least impacted,
or when system usage is at the lowest.
To facilitate major connections so they cause the least disruption to all, it’s necessary to
prepare a plan, which will include what will be disrupted, for how long and what needs to be
done before the tie-in work can commence. This plan must be discussed with the affected parties.
Where required the plan may have to be revised to take account of the requirements of the other
parties. It’s imperative to ensure that all permits and permissions are in place for the connection,
and that where necessary the new systems have been fully tested and are ready for the
connection. The supervisor must ensure that everything is ready for the connection and that all
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the required equipment, people and materials will be available at the scheduled time when the
connection is to occur. Where other parties are responsible for some items, check that they’ve
completed what they had to do. You’ll look stupid if the dates and times for the connection are
agreed, but then the work can’t be completed because the proceeding work hasn’t been
completed, or a critical element wasn’t available for the connection. But worse, is that often
these connections are specifically scheduled to suit the operations and various parties, and it may
not be possible to reschedule the tie-in for several weeks, which will delay the project.
Once the tie-in has been successfully completed all parties should be advised that the work
is complete and all changes to their existing operations and systems must be explained.
Because time is of the essence, with some complex tie-ins, it may be necessary to prepare a
detailed schedule or plan of the work.
Commissioning and testing

Sometimes equipment and systems require commissioning. This could be as simple as
connecting equipment (like a fridge) to the power and checking that it functions correctly. More
complex systems can involve lengthy commissioning processes, which may start with
commissioning and starting individual components, then connecting the components together,
and finally running the system and operating it under different conditions. In all of this,
confirming that the equipment and systems conform to the design outputs.
Starting, running and connecting equipment incorrectly could damage it. Indeed, I’ve heard
of several cases where equipment was damaged during the commissioning process. This cost
tens of thousands of dollars to repair (in one case millions of dollars) and delayed the project by
months while the damaged equipment was repaired or replaced.
In addition, commissioning can be dangerous. Systems are live. Components are operated
for the first time and weaknesses and flaws could be exposed. Often systems must be pressure
tested, or run at a higher rate than normal. This could stress equipment, pipes, electrics, etc,
leading to explosions and failures which could cause injury.
It’s therefore critical that commissioning follows the operation manual exactly, that no short
cuts are taken, that systems are slowly brought up to their maximum capacity, and that where
necessary experts are employed for the commissioning. Danger and exclusion zones must be
clearly demarcated and those in the vicinity must understand the hazards.
When systems are live, everyone impacted by the system must be told that the system is live
and what precautions must be followed when working on the components, or in the vicinity of
the operating equipment.
All warning, directional, safety and operating signage must be in place.
Handover
When the work is complete, the client has checked the quality and all defects have been
repaired, then the client will accept handover of the structure. This handover document must be
in writing with the date of handover. The handover document may include a list of minor defects
which don’t impact the client accepting the works.
It’s imperative that structures are handed to the client on, or before, the due date specified in
the contract documents and construction schedule. Handing over the work late may result in the
client imposing monetary penalties on the contractor. Often these penalties are sizable, running
into the tens of thousands of dollars a day.
But there are other implications of handing over the work late. This includes damage to the
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contractor’s reputation. No client wants their project completed late. Finishing late could result in
bad publicity for the contractor, especially with high profile projects that are in the public’s eyes.
Failing to finish the project on time also means the contractor incurs additional costs. These
include that you and others remain on the project longer – the client isn’t paying for your
additional time, unless they’ve delayed the work, or increased the amount of work. Staying
longer on the project also means that you and other resources can’t move to the next project,
which could impact and delay that project.
In addition, the client only releases the contractor’s bonds and retainage money after the
project has been officially handed over. On large projects the bonds and retainage money could
be worth tens of thousands, or even millions, of dollars. (See Chapter 15 for more.) Imagine if
you were owed money which was only released when you finished the project – I’m sure you
would make every effort to complete the work as quickly as possible.
It's therefore imperative to understand the handover process and what’s required so that
there are no delays. Even one missing piece of paper, or one outstanding defect, could result in
the project handover being delayed by a couple of days.
Documentation
There’s always heaps of documents which the client requires before they’ll accept the work.
Not having these documents ready could delay the handover.
Much of the documentation should be collected as the project progresses. The
documentation includes, quality management such as, check lists, inspections, test results and
material compliance certificates. There are also as-built drawings, operating manuals, spares lists
and guarantees.
Before handing the documents to the client ensure that you retain a spare copy. Your client
wouldn’t be the first to lose their documents and then claim that the contractor never handed
them the documents. It’s also good practice to get the client to sign that they’ve received the
documents.
Unfortunately, every client requires different documents and documents presented in a
diverse ways. From early in the project get the client’s agreement of exactly what documents are
required and their format. Before the project is ready for handover review the documentation
with the client to ensure they’re happy with what you’ve assembled – it would be a shame if the
project handover was delayed because a client’s representative decided to be pedantic (a pain in
the bum) and makes you redo the documentation you had diligently prepared in the course of the
project because it wasn’t to their liking.
Of course, there’s also company and project documentation which needs to be collated and
archived. This includes daily reports and diaries, everything to do with personnel (including
attendance registers and personal files) safety documentation (including accident and first-aid
registers, accident investigations, safety inspections, minutes of safety meetings, etc) equipment
hire (including time sheets and hire agreements) minutes of all meetings, site instructions, letters,
drawings (including all drawing revisions) etc. Sometimes disputes arise with subcontractors, the
client, equipment providers, material suppliers and even employees, long after the project is
handed over. On many an occasion I’ve had to search back through project documents to prove a
point. Sometimes finding a particular document saved us paying claims of several thousand
dollars, while at other times, without evidence being found we had to settle accounts of several
thousand dollars.
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As-built drawings
Most clients require a set of as-built drawings which shows any deviations from the
construction drawings. Sometimes these can be simple neat ‘redline’ mark-ups of the changes on
the construction drawings. More extensive modifications might have to be done by a designer or
draughtsperson. Whichever way, it’s vital that you mark all changes and variations on
construction drawings as work progresses – particularly work (such as underground pipes and
cables) which will be covered over. Once the items are covered it’s very difficult to work out
exact positions and depths, and sometimes the pipe or cable may have to be uncovered to verify
its position.
Spare parts
The contract may require that specified spare parts for the equipment built into the project
must be supplied and handed to the client. The spare parts must be correctly labelled, with the
part number and the equipment make and model. The parts must be handed to the client’s
representative. It will be costly if the client later can’t find the item and claims they never
received it, so ensure you get them to sign receipt, then file this paper where it can easily be
found.
During the course of the project it’s important to store the spare parts correctly where they’ll
be safe until they’re handed to the client. Check the project specifications to ensure that the
required spare parts are ordered timeously.
Keys
All keys, including duplicates as required in the contract, must be handed to the client. It’s
best to immediately tag keys so they’re identifiable – you don’t want to be sorting through
bunches of keys to find the right one. During construction it’s good practice to keep the second
key separate, tagged, in a locked box. If the first key is lost a duplicate key should be made from
the second key. Regrettably, often the second key is simply used when the first key is missing,
then when this key is lost a locksmith must be called to either replace the lock, or to make a new
key.
When the project is handed over to the client they should sign receipt for all the keys.
In some cases, especially with high security areas, it’s necessary to install a temporary
‘builder’s lock’ which is used to secure the door during construction. Immediately before the
client takes possession of the building the contractor replaces the temporary locks with the
permanent specified locks and these keys are handed directly to the client. This way the client is
sure that none of the contractor’s team has a copy of the key. It also ensures that expensive locks
aren’t damaged during construction. Obviously the temporary lock must have the identical cut-
outs and fixings as those required for the permanent lock so the door isn’t damaged, or
unnecessarily marked, when the temporary lock is installed.
Clearing the project site

At the end of the project there’s always an enormous assortment of equipment, leftover
materials and rubbish that has to be cleared. This could take several weeks. When the project is
completed the work areas and the laydown areas must be returned to the client in the condition
stipulated in the contract and the drawings, or in their original condition. So all temporary works,
such as fences, concrete slabs, power and water connections, buildings and earth hardstands must
be removed and landscaped and made good. Have the client check and confirm they’re happy, so
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there’re no arguments later.
Sometimes, the client or their team, requests you leave some of the temporary works,
perhaps the fencing and even concrete slabs. Ensure the request is in writing, confirming that
they’re responsible to remove the items. If the request is forgotten, or the person that made the
request leaves the project, then long after you’ve moved off the project the client may demand
that you clear all your temporary works. Going back to a project after you’ve left to clear some
concrete slabs or fencing is far more costly than if you’d done it when you were still on the
project.
Off-hire items
It’s good practice to maintain a list of all hired equipment. The list can be checked-off as the
items are put off hire and returned to the supplier.
Always notify the supplier when the item is to be off hired. For larger equipment it’s good
practise to give a week’s advance notice.
If an item can’t be found, notify the supplier as soon as possible so that the hire charges can
stop. Sure, they’re going to charge for a new item, but you don’t want to pay unnecessary hire
charges plus the cost of a new item.
On occasion, items have been lost or stolen on our projects, or they were inadvertently
taken by a supervisor when they were transferred to another project. Where the project didn’t
have a record of the item and didn’t put it off hire the project continued to be responsible for the
hire charges for months after the project was completed, until the issue was uncovered and
resolved.
Demobilising people
All employees have to be demobilised from the project. They either need to be transferred
to another project, transferred back to head office, or they must be terminated. But, they can’t
just be transferred somewhere else without arrangements being made. Is the other project, or the
company head office, expecting them? Do they have place for them?
Usually for remote projects transport has to be organised to get the employees to their next
project, or the head office. This transport must be suitable and large enough to take the people,
plus their tools and personal effects.
If people are being terminated they must be given prior notice, and this period will depend
on their contract of employment, company policy or union rules. When the person is terminated
all their termination paperwork must be completed correctly and ready on their last day. They
must be paid their outstanding wages, leave pay, bonuses and other statutory allowances.
Demobilising people needs to be planned well in advance. You don’t want to be paying
people to stand around when there’s no work for them. But, equally you don’t want to
demobilise people too early, before their tasks are completed. It’s imperative to understand the
demobilisation process, what paperwork must be completed and what must be organised.
Certificate of practical completion – why it’s vital

When the client accepts the project they must issue a certificate of practical completion. The
contractor may still have defects and punch-list items to complete, but none of these should
hinder the client from taking occupancy. The certificate of practical completion is a vital
document because after this date the project belongs to the client and they’re responsible to
secure and insure it. In addition, the date on the certificate is the date from when the contractor’s
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warranty period begins. Usually once the practical completion certificate is issued the client
should release part of the contractor’s surety bonds as well as the portion of the retainage money
specified in the contract. Beyond the date on the practical completion certificate the client can’t
apply penalties or liquidated damages against the contractor.
So, there’re huge financial implications for the contractor, particularly on large projects,
where a delay of even a day on receiving the certificate of practical completion could cost the
contractor thousands of dollars.
It’s therefore important to check the date on the practical completion certificate. Often the
formal document is issued a few days after the client has occupied the facility and the date on the
certificate is the day when the certificate was issued, but the correct date is when completion was
achieved.
Construction defects and defects liability period

The contractor is legally obliged to repair all construction defects and faults during the
defects liability period. This period is specified in the contract document and could be a period of
3 to 24 months, starting from when the project certificate of practical completion is issued. Once
a defect is fixed then there’s a defect liability period for that item, starting from when the item
was fixed for a length of time equal to the contractual defects liability period, for example
another 12 months.
In some cases defects aren’t visible or obvious, only coming to light later. So for instance, a
pipe is leaking and the leak only becomes visible when the water reached the surface and the area
becomes wet. This is called a latent defect. Contractors are expected to repair latent defects, even
if they only become visible after the defects liability period has ended. So, if the project has a
defects liability period of 12 months and after 14 months the client notices a wet patch on the
wall and the water is attributed to a leaking pipe which was damaged during construction, then
the contractor is usually obliged to fix the pipe and all damages caused by the water.
However, not all defects are attributable to the contractor’s work. Most products will suffer
from general wear and tear. For example, if a light bulb stops working after a time, then usually
it’s the client’s responsibility to replace the light bulb. But, if the light regularly burns out and
has to be repeatedly replaced then there could be a fault with the light fitting, or the electrical
wiring, so it’s probably the contractor’s responsibility to find and fix the fault.
Some items require regular servicing and maintenance. If the client failed to maintain the
item, or hasn’t serviced the equipment, and the item becomes defective and the cause of the
defect can be traced back to the client’s lack of maintenance, then the client is responsible for
repairing the defect.
Sometimes defects arise because of a fault with the design. Indeed, as a contractor I’ve been
regularly called back to repair defects, which I was able to prove weren’t due to our
workmanship, but rather caused by a design issue. Where the client was responsible for the
design then the client is liable for repairing the defect. If the design was done by a designer
appointed by the contractor then the contractor can claim the cost of repairing the defect from
their designer. Of course with a design fault the designer should also provide a method to fix the
defect, so that it doesn’t become a problem again.
In some cases the client, or their design team, may have specified equipment which is
unsuitable for the purpose. For instance, usually commercial kitchens require more robust fittings
and fixtures than the average home kitchen, and hotels require more hard wearing carpets than
homes. If products and equipment specified by the client’s team are used for purposes they
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weren’t designed for then the client will be responsible for repairs, unless it can be proved that
the contractor installed the items incorrectly.
If it can be proved that the defect is a result of the client’s team misusing the structure, or
not using it in accordance with what it was designed for, then the client is liable to fix the defect.
For example, in one instance we were called back to fix cracks in a concrete structure used to
store rock at a diamond mine. However, we had heard that every time rock jammed in the
structure the client’s team used explosives to unblock the jam. Now obviously the concrete
structure wasn’t designed or constructed to withstand high explosives, so we pointed out to the
client that they were liable for repairing the problem.
In some instances, the client may have provided the defective materials, or their direct
contractors installed the defective item, then the client is usually liable for the problem, unless
the contractor installed the product incorrectly.
Contractors should ascertain the true reason for the defect and whether it’s attributable to a
fault of their construction. In some cases I employed experts to analyse why the defect occurred,
and the cost of this was more than offset by the thousands of dollars we would have incurred
fixing the item. Indeed, it’s important to uncover the true underlying cause of the problem,
otherwise the issue could occur again if it’s not properly repaired.
The client must be kept informed of the results of the contractor’s investigations and how
the problem will be fixed. If the contractor believes the fault is not their responsibility then they
must explain why the fault isn’t due to them and what the cause is. Of course in this case, the
contractor can offer to repair the problem for the client at an additional cost.
The defect should be repaired as soon as practical. Where the defect is causing a danger, or
it’s disrupting the client’s operations, then immediate action must be taken to make the area safe
and get the client operational again.
If the contractor fails to fix a defect that’s attributable to their work then the client can get
the problem fixed and charge the contractor for all costs associated with the repair – even
recovering the money from their bonds.
Warranties and guarantees

Some equipment and materials installed by the contractor may have product warranties or
guarantees. This means that if a problem occurs with the item during the warranty period then
the supplier is responsible for fixing or replacing it. Generally the warranty period begins when
the item is purchased by the contractor. In some cases the contractor could negotiate with the
supplier that the warranty period only starts when the item is installed, or better still, that it only
starts when the project is handed over to the client and the client begins using the item.
Product warranties will be voided if the item isn’t installed correctly, if the product isn’t
used in accordance with the operating instructions, if the item isn’t serviced and maintained
correctly, or if an unapproved repairman attempts to fix the item. If the item breaks within the
warranty period then the supplier must be immediately notified in writing and they should send
somebody to fix it. The client must be given copies of all the operation manuals and warranties
for the product and who to contact should an item break.
In some cases an item’s warranty could extend beyond the contractor’s defects liability
period and then the client must contact the supplier to repair the item. However, if the warranty
period ends before the contractor’s defects liability period, then the contractor could be liable to
repair the item if it breaks after the warranty period but within the contractor’s defects liability
period.
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Summary
Usually everyone is under pressure at the end of the project to finish it. It’s often easy to
overlook items that must be completed, or forget the paperwork. Then when the project is
handed to the client the contractor reduces project staff. Yet, there are often a multitude of items
to get done. Regularly it takes much longer and requires more effort to finish a project than
anticipated. Finishing a project correctly can drag on for months after the official completion
date. This is costly to the contractor and irritating to the client.
Attending to paperwork and defects as the project progresses can reduce the amount of
effort required at the end. Proper planning of the project completion will ensure that items aren’t
missed. Don’t underestimate the amount of time required to complete tie-ins, commissioning,
documentation and snags. Missing an item could delay completion several weeks.
At the end of the project all hired items must be returned to suppliers, personnel must be
demobilised from the project, accounts must be settled, items belonging to the client should be
handed over, unused materials cleared, project documents archived, utility connections
terminated and providers notified, and the contractor’s temporary construction offices, facilities
and sheds must be cleared and the laydown areas made good.
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Conclusion
Being a construction foreman or supervisor isn’t an easy job. Being a good foreman or
supervisor takes experience and management skills. Regrettably there are few good courses that
teach these skills.
Construction projects are built by a team consisting of the client, designers the client’s
project manager, the contractor’s management and support personnel, the contractor’s head
office departments, subcontractors, suppliers, other supervisors and a team of workers. Each is
often indispensable to the success of the project. At the heart of operations, in the engine room so
to speak, is the contractor’s foreman or supervisor, who has to take what’s on the drawing,
interpret it and convert it into a completed project. They have to plan the project, arrange the
required resources, work with the various parties and people, manage their crew and equipment
and complete the project safely, on time and to the required quality standards, while making
money for the contractor and keeping on good terms with the client’s team.
Supervisors must understand the drawings and the project specifications. They must be
familiar with construction methods, construction processes, equipment and materials. They must
have technical knowledge of their work. They must understand the project’s quality
requirements, industry standards, the project tests needed and the quality documentation
required.
Supervisors must know and understand the project safety requirements as well as their legal
liabilities and industry safety codes and requirements. They must ensure that all safety
documentation is completed and all regulations complied with. Supervisors must lead safety by
example. Good supervisors never put lives in danger.
Supervisors are a critical component of the success of the project and the company. They
are often at the forefront of finding further work for the company. They’re in a position to
develop good working relationships with the client and their team. They often get to hear of new
projects before the contractor’s management. But more importantly, the supervisor can enhance,
or break, the contractor’s reputation. They can reduce construction costs so the company is able
to reduce prices and win more construction projects. Good supervisors are advertisements for
their company, that can outshine the largest billboard and the most expensive advert in the
media.
Starting the project correctly is vital and this begins with understanding the project
conditions. Choosing the most appropriate construction methods and planning the laydown areas,
temporary construction facilities, project security, roads and drainage, could save valuable time
later. It’s vital to locate the existing service and utility lines and ensure they’re clearly marked
and everyone’s aware of them so they aren’t damaged. Survey beacons and setting out marks
must be protected from damage. Everyone should attend a proper induction which sets out the
project details, project rules, quality expectations, safety standards, hazards, behavioural
expectations and other project specific items.
Good record keeping and project documentation is essential. Supervisors must setup proper
filing systems for both paper and electronic documents, systems where items can be quickly
found. Supervisors must keep an accurate project diary. They must ensure that all instructions
from the client are in writing. Any queries regarding missing information or drawing issues
should be addressed in writing to the designers so there’s a record of the query.
Project photographs are an excellent record of progress, problems on the project and
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accidents.
Supervisors must be good time managers, indeed there never seems to be enough time on
construction projects. Supervisors must be able to delegate, they must manage their team,
without micromanaging them, and they must be able to work as a team.
Good supervisors are adept at problem solving, at swiftly getting to the core issue creating
the problem, then fixing the item. They know when to call for help or advice. In fact, good
supervisors will often anticipate problems before they occur, taking actions to prevent the
problem happening, or to limit the impacts of the problem. Every construction project has
problems, but good supervisors can make even a difficult project seem easy. They’ve planned for
most eventualities and avoid the worst storms.
Good supervisors are good communicators, both written and verbal. They are good
listeners.
More than anything, good supervisors are good people managers. They are respected by
their crew – a respect that is earned by being firm, fair, honest and knowledgeable and having the
best interests of the crew and the company at heart. They will appreciate the nuances of different
cultural, educational and socioeconomic backgrounds, respecting the differences in language.
They understand their team, knowing their strengths and weaknesses and detecting when
someone has a problem. They will be good motivators, fostering a high morale, even when the
project is difficult and in the face of adversity. Good supervisors are good persuaders.
Supervisors must understand the company’s rules and disciplinary procedures and ensure that
discipline is maintained in a fair and equitable way without favour. They will be good at
resolving conflict.
Supervisors must train, mentor and develop their crew. They will ensure their team is paid
fairly and rewarded for good work. They provide feedback, both positive and corrective
feedback. Supervisors depend on a good and skilled crew.
Supervisors should never engage in bullying, nor should they allow bullying in their crews.
People are entitled to be different, they’re entitled to have differences, but this must never impact
the crews harmony or impact people’s lives. Drug and alcohol abuse should never be tolerated
and there should be zero tolerance to their consumption and effects during working hours.
Selecting the right equipment of the right power and size will make work easier and it’s
more cost effective. Equipment must be insured, it must be carefully checked for damages when
it arrives on the project, it should only be used by competent and licensed operators, it must be
maintained correctly and kept clean, it should only be used for the purpose it was designed, it
should not be overloaded and it should be looked after and not damaged. Damaging equipment is
costly and it invariably impacts production. Equipment must be utilised efficiently and this could
include sharing it with other supervisors. The supervisor must record the hours worked, they
must report and book breakdowns and they must ensure that all equipment is returned to the
supplier when it’s not needed on the project.
Subcontractors are an essential part to the success of many projects. Subcontractors will be
viewed by the client as an extension of the contractor. Poor behaviour, safety or quality by the
subcontractor is viewed as if it’s the contractor’s own employees and work. Bad subcontractors
will negatively impact the contractor’s reputation. Subcontractors must be managed to ensure
they deliver their work in accordance with the construction schedule while meeting the project
safety requirements and quality standards. Subcontractors must be provided access, information
and materials as required in their contract documents. Communication with the subcontractor
should be through their designated responsible person and all concerns and items of a contractual
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nature should be addressed in writing. Subcontractors should be dealt with fairly and paid for
work that’s completed and of an acceptable quality, but, they shouldn’t be paid for substandard
items or incomplete work. Where necessary the cost of items supplied to subcontractors, or work
that the contractor had to fix, may have to be back-charged to the subcontractor.
Supervisors are often responsible for ordering construction materials. The right quantities
with the right specifications must arrive before they’re needed, but not so far in advance that they
clog the project, where they could get damaged or stolen, or where the contractor has to pay
large sums of money for materials which are then only paid by the client some months later.
Materials must be handled with care, they must be stored correctly, they must be checked when
they arrive on the project and defective items should be returned to the supplier. Materials must
be installed so that wastage, breakages and offcuts are minimised, and in compliance with
installation instructions. Wastage of materials is a huge unnecessary cost on many construction
projects.
It’s important that supervisors understand the construction schedule (programme), that they
follow the schedule and measure their progress against it. The client must meet their obligations
in the schedule, supplying access, materials and information as required, and management must
be notified when they don’t. Where there’s a problem with the construction schedule the
supervisor cannot disregard the issue and the schedule, proceeding as best they think, rather the
schedule problems must be discussed with management and the scheduler (planner), and the
schedule should be reworked to make it practical and fit the chosen construction methods. Of
course, in all of this it’s imperative that the client’s completion milestones are achieved.
Good supervisors will maximise productivity of their crew and equipment. They will seek
out new and innovative methods, even think outside the box, to reduce costs and complete the
project safer and with a higher quality. They will look for stumbling blocks impeding
productivity and search out solutions to remove these impediments. Good supervisors know that
even minor improvements in productivity can make a big difference to project profits. Good
supervisors will look for opportunities to reduce costs.
Supervisors are the contractor’s eyes and ears on the project. They’re often the first to see
the impact of client caused delays and changes. They are the first to understand when things
aren’t going according to plan. Supervisors usually have an incredible amount of experience and
should share this knowledge with others on the project team. They should report problems,
concerns, wastage and delays to their management so that action can be taken.
Finishing the project on time is essential. Supervisors should know what’s required to finish
the project correctly. They must understand what documentation is required, what systems must
be connected to existing services and structures, and what equipment must be commissioned.
Supervisors must ensure that when work is complete that the project is cleared, equipment is
returned to suppliers, unused materials are disposed, people are demobilised correctly and the
construction laydown areas are rehabilitated to the required standards. Good supervisors
understand how important the completion paperwork is. They will deal with defects and punch
list items promptly.
Good supervisors are observant. They automatically look at quality, safety, productivity and
for potential problems whenever they’re on the project. They notice things long before others.
Good supervisors are planning their work ahead of time, knowing what needs to be done today,
what must be done tomorrow and what must be completed today so that tomorrow’s tasks won’t
be delayed or negatively impacted. They plan what must happen next week, ensuring everything
is in place for next week’s tasks. They’re even looking at next month, and how they’ll complete
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the project. They’re always considering the next move – kind of like a football coach –
considering various options and strategies to counter potential challenges and problems. There’s
often a backup plan and they’re prepared to change the plan, bring on reinforcements and adapt
when things aren’t working, or new challenges arise. A good supervisor is resilient in the face of
adversity – they know that there will be problems on construction projects but that almost
nothing is insurmountable.
They’re able to placate even the grumpiest and most pedantic client. They can cajole and
convince suppliers, subcontractors and even the authorities to help when needed. They can get
their crew to perform almost superhuman feats because their team know that their supervisor has
their backs. Good supervisors are exceptional motivators, they have good people skills and
they’re good managers.
Good supervisors and foremen are essential to successful construction companies.
They are essential to the success of construction projects. The construction industry is
desperate for good supervisors. Good supervisors are valuable assets to construction
companies. Yet there are few managers and supervisors prepared to mentor and train the next
generation of supervisors. I hope that this book has helped to fill in some of the gaps, that
reading this book has helped make you a better supervisor.
Try the following evaluation to see where you could improve so that you become a great
supervisor. Wishing you every success in construction.
If you found this book useful please write a review. For more valuable information visit my
blog www.pn-projectmanagement.com
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Glossary
Terminologies vary between different construction industries, countries and even
companies. The descriptions below relate more to their meaning within the book and aren’t
necessarily their official descriptions.
Acceleration – to shorten the construction schedule, or program, so the project is completed
earlier, or alternatively, to complete more work in the same time period.
Activity – an individual task or event on the construction schedule.
As-built drawings – drawings that are prepared by the contractor to show the position and
final dimensions of the structure as constructed.
Back-charges – money charged to a subcontractor for costs the contractor incurred, which
the subcontractor is responsible for.
Bonds - (performance bond) – a form of guarantee issued by a bank or insurance company
to insure the client, up to a specified value, should the contractor fail to fulfil their
obligations detailed in the contract.
Client – the party who employed and contracted with the contractor. The client may be the
owner of the facility, the managing contractor, or another contractor. Normally the client is
the party that pays the contractor.
Commissioning – the process of testing the equipment and systems installed as part of the
construction process.
Construction – the physical work of building or constructing a facility (building, structure,
road, dam or factory).
Contract – the agreement between the client and contractor.
Contract document – the document which form the basis of the contract between the
parties. This includes drawings, terms and conditions, specifications. It sets out the
requirements for constructing the project.
Construction schedule (program or programme) – the schedule or plan which the client
has agreed. It sets out the order and duration of the construction tasks or activities. It
stipulates when work must be finished and when tasks can begin.
Contractor – a company that constructs or builds a facility, or a portion of the facility, for a
client.
Critical path – a sequence of linked preceding and following construction activities (tasks)
whose delay will affect the overall project completion.
Demobilisation – the process of moving off site when the project is complete.
Designer – Architect or Engineer that designs the structures and facilities.
Drawings (plans) – graphic representation of the structures and facilities.
Engineer – This may be the design engineer, or it could be an engineer employed by the
contractor to assist with managing the works.
Estimator – the contractor’s person who prepares the tender or estimate.
Foreman (Supervisor) – the person responsible to supervise the workers or a section of
works.
Formwork (shutters) – the forms or structures used to shape and contain wet concrete until
it has gained sufficient strength to support itself.
Guarantees – a promise or assurance that an obligation will be met.
Insurances – cover for potential losses. A risk management tool used to hedge against
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possible losses.
Job hazard assessments – an assessment made of a task or activity to estimate its risks,
and what precautions and mitigating actions can be taken to minimise the risk and to lessen
the impact should the risk eventuate.
Laydown area – the designated area on a construction site where the contractor can
establish their facilities, and store their equipment and materials.
Lead time – the amount of time taken for an item to be delivered to the project from when
it’s ordered. This time includes the time to design, manufacture and transport it to site.
Lost time injury – an injury, incurred on site, which results in the injured person being
unable to return to work immediately after receiving treatment, or on the next scheduled
work-day.
Managing contractor – the contractor appointed by the client to manage the project. This
could also include a specialist project management company appointed to look after the
client’s or owner’s interests and to manage the design team and the contractor.
Materials – all items used by the contractor for the works. This may include concrete,
reinforcing, road materials, building products, and including specialist items of equipment.
Milestone – an important event, such as granting access, or a completion date.
Mock-up – a model or small sample built to evaluate details and quality of the final item.
Monthly valuation – an assessment of the work that the contractor has completed during
the month which reflects how much the client should pay.
Negotiate – to try and reach an equitable agreement through discussion.
Operators – personnel that drive or operate a piece of equipment, a vehicle or machine.
Personal protective equipment – equipment issued to personnel for protection at work,
this would include safety boots, helmets, gloves, safety glasses and company uniform.
Project – any construction work.
Project Manager (Site Manager, Construction Manager or Site Agent) – the person
responsible to manage the contractor’s work on the construction project.
Project safety plan – the overall safety plan detailing all the tasks and risks of carrying out
these tasks, as well as the mitigating measures to reduce the risks and lessen the impact
should any of the risks eventuate.
Punch lists - (snag list or defects list) – a list of outstanding items or repairs that must be
completed so that the facility complies with the client’s requirements.
Quality – the properties of the product supplied to the client, defined by the requirements in
the contract document, which may include the visual appearance, as well as, the strength
and durability.
Quality plan – the plan drawn up for the contractor to follow to ensure the work meets the
required standards and specifications, and to monitor, track and report the procedures
implemented by the contractor to ensure the work meets the required quality.
Reinforcing – the steel bars incorporated into concrete structures to give added strength.
Retention (retainage money) – a portion of money that is owed to the contractor but is
withheld by the client, as insurance, until the contractor has fulfilled all their contractual
obligations.
Scaffolding – temporary structures and platforms to enable workers to reach an elevated
work area.
Schedule - (often referred to as a programme, program, bar chart or Gantt chart) – a graphic
representation of the timetable needed to complete the project, showing the sequencing and
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duration of the various project tasks and activities.
Schedule link – the relationship between the activities on the schedule.
Scope of works – the work which the contractor is contracted to do. The scope normally
takes the form of a written description of the work contained within the contract document.
Site - (project site) – the area where the final construction of the facility takes place.
Site facilities – the contractor’s temporary buildings which include offices, workshops,
toilets, eating areas, store buildings, and so on.
Specifications – definitions of the construction materials, processes and the quality
products and systems.
Standards – regulatory codes.
Subcontractor – a contractor employed by a contractor to do a portion of their works. The
subcontractor would employ the personnel to do the work.
Substantial completion – when the whole or a section of the work can be occupied by the
client.
Supervisors (foreman) – the person who supervisors the contractor’s workers or a section
of works.
Support-work – scaffolding built to support formwork, particularly elevated formwork,
(such as under slabs and beams), until the concrete reaches its design strength.
Sureties – a form of insurance supplied by a bank or insurance company to ensure that the
contractor complies with their contractual obligations.
Survey – to set out the position of structures to be built, or to accurately work out the height
and location of existing structures.
Toolbox meeting – (tailgate meeting) meetings normally held weekly (or more frequently)
with project workers to discuss safety and any other items which may affect their work.
Union - (trade union) – a body that represents the worker’s rights.
Variation – a change from the original agreed contract.
Warranty – a guarantee that the product will function as it should.
Worker – manual and industrial or trades people who are generally employed on hourly or
daily wages, and who physically do the work.
Worker’s compensation insurance – insurance which covers the treatment of personnel
injured on the project, as well as paying a portion of their wages which they can’t earn
while they are recuperating. The insurance may also pay their wages should they become
permanently incapacitated and unable to work again due to the accident.
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References
Associated General Contractors. Supervisor Training Program (STP) Unit 1 Participants
Manual: Leadership and Motivation. Amazon Digital Services LLC.
Associated General Contractors. The AGC Supervisory Training Program Unit 2: Oral and
Written Communication, 5th Edition. Amazon Digital Services LLC.
Associated General Contractors. The AGC Supervisory Training Program Unit 4: Contract
Documents, 2015 Edition. Amazon Digital Services LLC.
Breslin, Mark. The Five Minute Foreman: Mastering the People Side of Construction.
McAlly Press International.
McCarty, Jason C. Construction Leadership Success: The Construction Foreman's Definitive
Guide for Running Safe, Efficient, and Profitable Projects. Publisher: Jason McCarty.
Netscher, Paul. Construction Claims: A Short Guide for Contractors. Panet Publications.
Netscher, Paul. Successful Construction Project Management: The Practical Guide. Panet
Publications.
Rogers, Leon. Basic Construction Management: The Superintendent’s Job, Fifth Edition.
Builderbooks, A Service of the National Association of Home Builders
Schmid, Karl F. Construction Crew Supervision: 50 Take Charge Leadership Techniques

and Light Construction Glossary First Edition. Momentum Press.
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Also by Paul Netscher
Successful Construction Project Management: The Practical
Guide
Available from Amazon and other book stores
“This is a fantastic book to get a realistic and detailed idea of construction

management.”
Written by a construction professional for construction professionals, this invaluable
book provides a step-by-step guide to successfully managing a construction project – including
what-not-to-do to avoid costly mistakes. Learn how to master construction management and
avoid the many pitfalls in construction. The Chapters include planning the project, starting it,
scheduling, running the project, completing it, people, materials, equipment, quality, safety,
subcontractors, contractual and financial.
Those who have read the book comment:
‘I highly recommend this book be read by all newly qualified construction Project
Managers as well as those more experienced.’ (Reader Amazon UK)
‘It is quite clear beyond any doubt that Mr. Netscher has been through many
projects of all different sizes, in different construction categories and in many different
places which opens up to different cultural labour force and different construction
method and added risk. I'm glad he didn't take the usual class room process group text
book approach. Most chapters deal with a specific content, ready to be applied by the
contractor. It's also good to learn from someone who made mistakes, takes blame,
which made the book real. He presents the information to cover everything in an easy
flowing read. Great Job. (Reader on Amazon)
‘This is a fantastic book to get a realistic and detailed idea of construction
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management. It seems like it would be useful to people with experience, and it is very
accessible to people like me that want to learn more about the field.’ (Reader on
Amazon)
This easy to read book is filled with practical everyday examples incorporating 28 years of
construction experience gained on over 120 projects in 6 countries. Many topics aren’t
included in other construction management books despite their importance.
Ensure your next construction project is successful.
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OTHER BOOKS BY PAUL NETSCHER
"Excellent writing, very useful and all around good read" (Review of Building a
Successful Construction Company on Amazon)
"The book is very good when it is related to the materials included. Written in a clear
language and almost covering all the basics." (Review of Construction Claims on Amazon)
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Cover layout by Clark Kenyon, www.camppope.com

The client’s other contractors

The client’s operations team

Pricing the project

Understand the project conditions

Temporary construction roads

Potential problems with the design

Don’t overpromise and underdeliver

What safety standards?

Safety in operational areas

What to do when a new person joins your crew

High turnover of employees

Thank you and feedback

Retaining your crew

You can’t just terminate a subcontractor

How to improve productivity

Retainage money and bonds

Looking after equipment

Using equipment efficiently

The right size equipment

Not wasting materials

Using utilities (water and power) sparingly

How you shouldn’t save costs

Labelling and signage

Punch listing (snag listing)

Connections and tie-ins

Commissioning and testing

Clearing the project site

Certificate of practical completion – why it’s vital

Construction defects and defects liability period

Warranties and guarantees

Schmid, Karl F. Construction Crew Supervision: 50 Take Charge Leadership Techniques

Available from Amazon and other book stores

“This is a fantastic book to get a realistic and detailed idea of construction

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