Download field operations manual

For fillable forms visit: http://www.raymondgroup.com/downloads/
Password: 1000
FIELD
OPERATIONS
MANUAL
For fillable forms visit:
http://www.raymondgroup.com/downloads/
Password: 1000
REFERENCE GUIDE FOR THE FIELD
SECTION
1
TABLE OF CONTENTS
ORIENTATION
1.
2.
3.
4.
5.
2
ADMINISTRATION
1.
2.
3.
4.
3
Field Kick-Off Meeting
Job Specific Safety Plan
Drawing Review and Coordination
Mobilization / Organization
Man-Loaded Schedule Development
Stocking Plan
Scaffold Plan
CONSTRUCTION MANAGEMENT
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
5
Time Card Process
Hiring
Layoffs
Scaffold Releases
PRE-CONSTRUCTION
1.
2.
3.
4.
5.
6.
7.
4
Introduction to Manual
What Makes a Great Field Supervisor
Company History
Field Supervisor Job Descriptions
Related Job Descriptions
RFI Process
Purchasing / Delivery / Stocking
Vendor / Sub-Contractor Management
Change Order Management
Job Cost Management
Schedule Management
One Week and Three Week Look-Aheads
Foreman’s Log
Keeping Project Documentation Current
Claims Documentation
Tool Management
Rented Equipment Management
CREATING A SAFE JOB
1.
Safety Processes
01b-Table of Contents rev 02-2016.doc
SECTION
6
TABLE OF CONTENTS
MANAGEMENT FOR PRODUCTIVITY
1.
7
MANAGING A DIVERSE WORKFORCE
1.
2.
3.
4.
5.
6.
8
Keeping our Customer in the Loop
Negotiating Skills
PROJECT CLOSEOUT
1.
2.
3.
4.
5.
10
Anti-Harassment and Discrimination Policy
Union Work Rules
Motivation Techniques
Organization Techniques
Setting Clear Expectations
Leadership Techniques
MANAGING OUR CUSTOMER
1.
2.
9
Management Techniques
Punch List
Attic Stock
Unused Equipment and Material
Post Job Review
Records Retention
QUALITY ASSURANCE PROGRAM (EXTERIOR)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Title Page and Table of Contents
Objective Statement
General Inspection Practices
Field Inspection and Discrepancy Report
Metal Framing – Inspection Criteria
Sheathing – Inspection Criteria
Cement Board – Inspection Criteria
EIFS – Inspection Criteria
Metal Lath – Inspection Criteria
Portland Cement Plaster – Inspection Criteria
GFRC Fabrications – Inspection Criteria
Sealants – Inspection Criteria
Paint and Special Finish – Inspection Criteria
Criteria For Weld Procedures
01b-Table of Contents rev 02-2016.doc
SECTION
11
TABLE OF CONTENTS
QUALITY ASSURANCE PROGRAM (INTERIOR)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Table of Contents
Objective Statement
General Inspection Practices
Metal Framing – Inspection Criteria
GFRG Fabrications – Inspection Criteria
GFRC Fabrications – Inspection Criteria
Taping – Inspection Criteria
Lath & Plaster – Inspection Criteria
Gypsum Plaster – Inspection Criteria
Veneer Plaster – Inspection Criteria
Venetian Plaster / Special Plaster Finish – Inspection Criteria
GFRG Fabrication – Inspection Criteria
GFRC Fabrication – Inspection Criteria
Interior Millwork Quality Conformance Inspection Checklist
Paint and Special Finish – Inspection Criteria
Wall Covering– Inspection Criteria
01b-Table of Contents rev 02-2016.doc
Mission
Raymond will become the preferred specialty
contractor in each of our market areas while
enhancing our employees’ quality of life and
achieving consistent operating profits that exceed
industry standards.
Vision
At Raymond, we build relationships with customers
by providing solutions to their challenges. We work
proactively to accomplish this through dedication,
capability, integrity, and teambuilding. We
continually develop and strengthen these qualities
by investing in our people.
1.1 INTRODUCTION TO MANUAL
The Field Operations Manual has been developed as a tool to help you perform your
job. The manual is organized roughly in the order of events that you will normally
encounter when managing a project. The Field Operations Manual also is formatted
similar to the Project Managers Manual to help understand both rules and
responsibilities.
We have also included the job descriptions for the positions that interface with the Field
Management so that you can understand what their job requirements are.
We have also made all of our standard forms available to you both in this manual and
electronically on RAYWEB. Although each job is unique, we would strongly encourage
you to use the standard forms without modification. If the forms need to be modified for
a particular situation, please review the changes with your supervisor. We may want to
incorporate the changes into our standard documents.
The manual is also intended as a training tool for incoming Foremen, General Foremen
and Superintendents. It is being incorporated into Raymond’s training program and
sections of the manual will be taught in training sessions periodically. The items in this
manual will also be used when evaluating each Foreman, General Foreman and
Superintendent.
As a Field Manager, your role is vital to the company’s success.
comments and suggestions to make this a more usable tool.
We encourage
1.1 Introduction to Manual.doc
1-2: WHAT MAKES A GREAT FIELD
SUPERVISOR?
Most of this manual will help you to understand how to work within the Raymond system
when running projects. It will not necessarily tell you how to be a GREAT field
supervisor. We have devoted a small section to this goal.
At Raymond we are very committed to making this a great company. This can only
happen by having highly dedicated people at all levels of the organization that are
focused on the right priorities.
Managing a field team is a leadership role. You are a key member of the project team,
and very likely in charge of the largest single cost for a project, our direct labor. In
addition you have the responsibility for safety, schedules, time-keeping, quality and
making our customer happy.
The field supervisor on the job site serves as a link between the apprentice/
journeyman, his superintendent, the general contractor’s superintendent, the project
manager/estimator, other trades and other support staff personnel.
Field supervisors are needed to coordinate the various resources of manpower, tools,
equipment, material and money into an organized effort that functions properly. As a
first-line supervisor, you are responsible for getting the work activity completed by
utilizing people and the other resources effectively. Essentially, your job is to improve
productivity, which is achieving quality and quantity of output on or ahead of schedule.
Your job is to coordinate the activities of others rather than perform operations yourself.
You presently have these skills – it’s your “know-how,” your ability to do the work. Your
technical competence is important because it helps you recognize if others are doing
the job properly. If they are not, you may have to train them so that they can become
effective team players.
To achieve quality results through others, it’s important that you utilize your functional
skills, which include planning, organizing, directing and controlling.
Your team consists of a project manager, possibly other supervisors and our craftspeople. A great field manager will view their role as supporting the needs of these
team members, realizing that by removing the obstacles to their productivity, you can
have a huge impact on the project outcome.
As you will see in this manual, there are many specific technical abilities required of a
Raymond Field Supervisor. You will be pulled in many directions throughout your
1.2 What Makes a Great Field Supervisor.doc
projects. It is important to focus on a few areas that will support your project team and
drive the ultimate success of the project.
The following are some thoughts about being a great field supervisor:
Know the Job
It’s hard to think of a more important aspect than knowing the job inside and out. We
encourage our supervisors to get involved with each project well before work starts in
the field, understanding drawings, schedule and scope. Having a good understanding
of the jobsite; ingress locations, material lay-down areas, and status of the readiness of
our trades is also important.
Look Ahead
Knowing what will happen one week or more ahead is a huge value to a field
supervisor. It allows proper planning for needed materials and efficient allocation of
manpower. This knowledge will also help to prioritize the information and coordination
we need from the other subs and our customer.
A great field supervisor not only looks ahead for his area of work but also for our
customers, bringing things to their attention that can avert potential problems and make
the job run more smoothly.
Communicate
Excellent communication may be the single most important factor in becoming a great
field supervisor. Keep in mind that communication is a two way street and that listening
is usually more important than talking.
Great communication allows one to:
• Understand our customer’s needs and align their expectations with our resources
and capabilities.
• Listen to your personnel and understand what motivates them as well as their
ideas about the work at hand.
• Set clear direction with your personnel.
• Communicate your needs to the Project Manager and understand what their
priorities are.
• Communicate enough with your customer(s) that you know what makes them
“tick”.
Remember that the more people you work with and depend on, the more important
communication becomes.
Many times catastrophes can be averted through clear and timely communication.
1.2 What Makes a Great Field Supervisor.doc
Great success can be achieved through communication.
Collaborate
Understanding that you are part of a larger organization with the resources to assist you
with your job is vital. At Raymond we do not let our team-mates fail. This is largely the
result of the many talented and capable people that make up our company. Do not
hesitate to call upon them to help you achieve your goals.
Work Hard and Have Fun
O.K. – you can’t legislate fun, and on some projects it is easier said than done; but as
the field management, everyone involved in the project looks to you to set the tone.
Find ways to appreciate the efforts of the people working with you. Celebrate
successes. Remember that your success will be realized through your project team, not
just your individual effort.
1.2 What Makes a Great Field Supervisor.doc
1-3-: COMPANY HISTORY
Introduction
Raymond is one of the leading union wall and ceiling subcontractors throughout Nevada
and California and has been in the construction industry since 1936.
The Raymond Group specializes in acoustic ceilings, spray applied fireproofing, lath
and plaster, exterior insulation and finish systems (EIFS), light gauge steel framing,
drywall, insulation, exterior prefabricated panel systems, Venetian plaster, themed
facades and environments.
History
Noted below is a brief historical overview of Raymond:

In 1936, Raymond began as a residential Lath & Plastering operation.

In the 1940’s, the Raymond Company plastered over 1,000 homes in the City of
Lakewood, CA. At this time the company employed over 2,000 craftsmen.

In 1966, Carl Raymond started a small commercial drywall gypsum board division
within the company. This was the beginning of Raymond Interior Systems.

In the early 1980’s, the company started to perform exterior panelized wall
systems. The Tishman Center brought the company to Concord, CA.

In 1983, the Raymond Company performed phases of the Hong Kong Shanghai
Bank building in Hong Kong.

1985, the Raymond Company bought out the JL Whittaker Company, a Bay Area
acoustical contractor, establishing Raymond’s second permanent regional office.

1995, the company started the theme group and opened a permanent office in
Las Vegas, NV.

In 2001, Raymond opened its fourth full-service office in San Diego, CA.
1.3 Company History.doc
Today, the Raymond Group is comprised of four companies; Raymond–Southern
California, Inc. (Orange County, Los Angeles), Raymond–Northern California, Inc. (Bay
Area), The George M. Raymond Co. (Las Vegas) and Raymond-San Diego, Inc. (San
Diego). Each office is managed independently at the local level; and as a result, each
office has tailored its business model to meet the needs of that market.
Certain functions are centralized, including overall corporate management and
accounting functions. The company’s Board of Directors, CEO, CFO, Corporate
Accounting Department, IT Office, Safety Director and Personnel Director are based in
the Orange, CA office. In addition, the company’s Engineering Department, which
primarily serves the Las Vegas office, is located in the Orange and Las Vegas offices.
The philosophy of the company is to standardize processes to the greatest extent
possible between our offices and coordinate shared resources as one company. This is
an ongoing activity that is guided by the Leadership Team and the Strategic Plan, a
dynamic plan for guiding the company toward its goals. This Strategic Plan involves
many people in the company and is published periodically.
1.3 Company History.doc
GENERAL SUPERINTENDENT
Job Description
Job Title: General Superintendent
Department: Superintendent
Location: All
Reports to: Area Manager, Operations Manager, or Vice President
Work Schedule: M – F
Status: Non-Exempt
FUNCTION: The General Superintendent (G.S.) will supervise the Area Superintendents and
Warehouse Manager to ensure field productivity, Warehouse efficiency, safety and overall field
objectives are met or exceeded. In cooperation with the Project Manager, the G.S. prepares and
executes business plans and operational functions to achieve the desired results and assure sustained
success, growth, and profitability. The G.S. leads by setting a direction (vision of the future), aligning
people, and motivating and inspiring them to achieve the vision. The G.S. manages by planning and
budgeting (goal setting), organizing and staffing, and controlling and problem solving to achieve or
exceed the goal set for the project.
% of importance
for each task
Primary duties and responsibilities
25%
Plan and supervise Area Superintendent activities includes
determining method of construction, manpower levels, work
schedule, control measure compliance and physical resources
are available to meet the project objectives.
15%
Maintain liaison with Project Management, estimating, and
planning to ensure work complies with drawings, specifications,
and schedule.
20%
Assist in resolving construction problems (lack of productivity,
work interfaces, etc.) as required.
5%
Monitor craft compliance with Raymond and General
Contractor safety program requirements; document and ensure
corrective measures are implemented.
5%
Advise Senior Level Managers of anticipated problems
5%
Assist Area Manager and C.E.O. in maintaining communications
with unions, resolving jurisdictional disputes, requisitioning
required manpower, etc., as necessary.
10%
Monitor foreman compliance with Raymond safety program
requirements; document and ensure corrective measures are
implemented.
1.4a General Superintendent.xls
2%
Coordinate and lead meetings with key personnel.
2%
Perform additional assignments per Area Manager’s direction.
5%
Ensure tool watch and loss control compliance procedures are
implemented.
2%
Coordinate with other area/plaster/general superintendents to
ensure equitable sharing of resources.
2%
Ensure ToolWatch and loss control compliance by foremen.
2%
Additional duties as needed to ensure a successful project
outcome.
Specialized skills, prior work experience, education and knowledge
Educational and experience requirements include: Four-year engineering degree or equivalent
combinations of technical training and/or experience. Minimum of ten years supervisory experience
in similar facility construction technology, methods, equipment, tools and work procedures required.
Advanced understanding of construction scheduling, cost control and ability to control and
supervise large labor force.
Accountability
- Reports to Area Manager, Operations Manager, or Vice President
- Improve unit productivity by 5%
- Improve Safety Compliance to achieve incident rate of 0.5
Personal Development
- Increase knowledge of scheduling resources through appropriate industry seminar and
educational sources.
- Enhance knowledge of technical applications relevant to Raymond, including computer software
applications, product installation trends and methodology through appropriate industry seminar and
educational sources.
- Develop leadership skills through approved learning sources.
PHYSICAL DEMANDS: The physical demands described here are representative of those that must be
met by an employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
Activity
Sit
Talk
Hear
Use hands to finger/handle
objects, tools, controls
Stand
Walk
Drive
Reach with hands and arms
Stoop, kneel, crouch, crawl
Climb or balance
Never
Occasionally
x
x
x
x
Frequently
Regularly
x
x
x
x
x
x
1.4a General Superintendent.xls
The employee may be required to lift:
Activity
Up to 10 pounds
11-25 pounds
26-50 pounds
51-100 pounds
More than 100 pounds (without
Never
x
Occasionally
x
x
x
Frequently
x
Regularly
WORK ENVIRONMENT: The work environment characteristics described here are representative of
those an employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
Activity
Wet, humid conditions (nonweather)
Work near moving mechanical
t in high, precarious places
Work
Fumes or airborne particles
Toxic or caustic chemicals
Outdoor weather conditions
Extreme cold (non-weather)
Extreme heat (non-weather)
Risk of electrical shock
Work with explosives
Vibration
Never
x
Occasionally
Frequently
Regularly
x
x
x
x
x
x
x
x
x
x
This job description has been designed to indicate the general nature and level of work performed
by employees within this classification. It is not designed to contain or be interpreted as a
comprehensive inventory of all duties, responsibilities and qualifications required of employees
assigned to this job.
1.4a General Superintendent.xls
PERFORMANCE APPRAISAL
Objective:
-To establish a clear understanding of job expectations and how performance will
be measured.
-To provide recognition for the accomplishments of the individual.
-To enhance communications between the individual and his/her supervisor
-To establish job results and job skills as the basis for measuring performance
-To let the individual know where he/she stands, and identify areas for continued
improvement.
- To establish training needs for personal and professional development.
INSTRUCTIONS:
INSTRUCTIONS:
-At the beginning of the appraisal period, the evaluator should establish and
-At
the beginning
the appraisal
period,
the evaluator should
and
discuss
with the of
employee
the key
job responsibilities
and job establish
skills.
discuss
the employee
the will
keyalso
job
responsibilities
and
values
for the
position.
For new
-For
newwith
employees,
employee,
evaluator
this discussion
should
complete
take place
the Employee
during
theAppraisal
first
month
form
of
at
employment.
the end of three months of employment.
1.4a General Superintendent.xls
-Determine the appropriate weight for each job responsibilty (weight must total 100%)
theevaluator
end of each
period,
rate the
employee's
and job
value
appraisal
--At
The
and rating
employee
establish
the
base ratingjob
forperformance
each applicable
skill.
using the rating scale.
-At the end of each rating period, rate the employee's job performance and job
-Multiply each job responsibility rating by its weight factor to determine the score
skills using the rating scale.
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
-Multiply each job responsibility rating by its weight factor to determine the score
35%, multiply rating by .35)
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
- Calculate the scores for the job responsibilities and Raymond values.
35%, multiply rating by .35)
- Submit completed evaluation to next level manager for review and approval before meeting
-Calculate the scores for the job responsibilities and job skills.
with employee.
-Evaluator and employee meet at end of rating period for formal review.
- Evaluator and employee meet at end of rating period for formal review.
-For new employee, evaluator will also complete the New Employee Appraisal form
-atFeedback
should
givenof
toemployment.
the employee regarding the decision criterion for the rating.
the end of
three be
months
- Employee should be given an opportunity to respond on the appraisal form, if desired, in
order to comment on issues presented and training methods desired.
RATING SCALE
1. NEEDS MUCH IMPROVEMENT
2. MEETS MOST EXPECTATIONS
3-MEETS ALL EXPECTATIONS
4-MEETS ALL EXPECTATIONS, EXCEEDS MOST
5-EXCEEDS ALL EXPECTATIONS
WEIGHT
FACTOR
(%)
JOB - SPECIFIC RESPONSIBILITIES
Rating
Score
Plan and supervise Area Superintendent activities includes determining method of construction,
manpower levels, work schedule, control measure compliance and physical resources are
available to meet the project objectives.
Maintain liaison with Project Management, estimating, and planning to ensure work complies
with drawings, specifications, and schedule.
25%
0
15%
0
Assist in resolving construction problems (lack of productivity, work interfaces, etc.) as required.
20%
0
Monitor craft compliance with Raymond and General Contractor safety program
requirements; document and ensure corrective measures are implemented.
5%
0
5%
0
Advise Senior Level Managers of anticipated problems
Assist Area Manager and C.E.O. in maintaining communications with unions, resolving
jurisdictional disputes, requisitioning required manpower, etc., as necessary.
5%
0
Monitor foreman compliance with Raymond safety program requirements; document and
ensure corrective measures are implemented.
Coordinate and lead meetings with key personnel.
10%
0
2%
0
Perform additional assignments per Area Manager’s direction.
2%
0
5%
0
2%
0
Ensure ToolWatch and loss control compliance by foremen.
2%
0
Additional duties as needed to ensure a successful project outcome.
2%
0
Ensure tool watch and loss control
compliance
p
g
pprocedures are implemented.
q
resources.
g
0
0
0
0
0
0
0
0
0
0
0
0
0
Comments:
Performance Rating
100%
0.00
1.4a General Superintendent.xls
Instructions: Using the rating scale on page 1, rate the individual at the end of each period. The base
rating is the rating for the previous period. For any skill(s) that does not apply to the responsibilities of the
person being evaluated, enter "NA" in the appropriate box(es). Adjust the "Divide By" column if
necessary (all "NA's" would be subtracted from 30).
PRIOR PERIOD
RATING
RAYMOND VALUES APPRAISAL
INTEGRITY - Operating with the highest moral standards
CURRENT
RATING
- Takes full responsibility for actions and results
- Insists on what is fair and ethical
- Practices what is preached
- Exemplifies responsible behavior
QUALITY - Achieving excellence in all that we do
- Seeks to provide value through high quality
- Takes action to improve quality
- Sets clearly defined quality improvement objectives
SAFETY - Protecting the well being of our employees
- Takes measures to improve workplace safety
- Practices workplace safety
RESPECT - Recognizing and appreciating people's contributions
- Shows sensitivity to other people's feelings and needs
- Recognizes people for their individual and collective contributions
- Mobilizes and inspires others to be very productive
- Provides appropriate recognition
CONTINUOUS IMPROVEMENT - Committing to move from good to great
- Communicates and practices organizational values and beliefs effectively
- Communicates a compelling vision of the organization's purpose and mission
- Maintains awareness of long-term outcomes in the course of daily activities
- Keeps the "big picture" in mind to guide decision-making and problem solving
WORK/LIFE HARMONY - Balancing a passion for work and a zest for life
- Uses time wisely and resources efficiently on priorities
- Finds opportunities for useful coaching on everyday tasks
- Provides adequate support and training to others
- Gives group members opportunities to take on new challenges
- Helps subordinates define and pursue career goals
TEAMWORK - Maximizing the collective talents of our people to accomplish goals
- Works cooperatively to meet organizational goals
- Shows confidence in others by endorsing their decisions
- Draws on resources from groups and lends resources to groups
- Includes other functions and groups in problem-solving processes
TRUST - Conducting ourselves in a manner that will earn the respect of our employees, customers, and vendors
- Creates conditions where people can act on their own decision-making
authority and responsibility
- Shows confidence in others by endorsing their decisions
- Makes others feel that they are trusted
- Responds constructively in conflict situations, looks for win-win resolution
(Employee may write comments regarding appraisal in this space)
EMPLOYEE COMMENTS
Total
Divide by
Values Rating
0
30
0
0
30
0.00
Combined
Rating
Performance Rating
0.00
Values Rating
0.00
COACHING, TRAINING and PERSONAL DEVELOPMENT PLAN
Progress on Performance Goals/Training Needs
Identified in Prior Review
Date Completed Additional Action Needed
Performance Goals Established for Future Development:
1)
2)
3)
4)
Instructions: List planned areas of improvement and self development agreed to by person evaluated.
AREAS IN WHICH EMPLOYEE REQUESTS TRAINING
SCHEDULE DATE
Instructions: List planned personal coaching and other help from supervisor or manager to meet results. Also list any
formal training planned for the forthcoming appraisal period.
AREAS IN WHICH MANAGER RECOMMENDS TRAINING
BY MANAGER OR OUTSIDE SOURCE
Signatures:
PERSON EVALUATED
DATE
EVALUATOR
DATE
NEXT LEVEL MANAGER
DATE
CEO
DATE
1.4a General Superintendent.xls
SCHEDULE DATE
AREA SUPERINTENDENT
Job Description
Job Title: Area Superintendent
Department: Superintendent
Location: All
Reports to: General Superintendent
Work Schedule: M – F
Status: Exempt
FUNCTION: The Area Superintendent (A.S.) is responsible to lead and manage project teams of
foremen on the effective delivery of construction services for specific projects. In cooperation with
the Project Manager, the A.S. prepares and executes business plans and operational functions to
achieve the desired results and assure sustained success, growth, and profitability. The A.S. leads by
setting a direction (vision of the future), aligning people, and motivating and inspiring them to achieve
the vision. The A.S. manages by planning and budgeting (goal setting), organizing and staffing, and
controlling and problem solving to achieve or exceed the goal set for the project.
% of importance
for each task
Primary duties and responsibilities
5%
Establish and monitor key job controls.
10%
Measure and track production against estimate.
5%
Liaison with customer and project manager.
10%
Monitor craft compliance with Raymond and General
Contractor safety program requirements; document and
ensure corrective measures are implemented.
10%
Training and mentoring foremen and ensure adequate
supply of labor force.
10%
Develop and implement quality control compliance
systems.
5%
Troubleshooting project coordination and technical
problems
3%
Coordinate and lead meetings with key personnel.
2%
Assists with material take-off, delivery and coordination with
major material/subcontractors.
2%
Responsible to ensure that all foremen paper work is
completed timely and accurately.
5%
Coordinate with other area/plaster/general
superintendents to ensure equitable sharing of resources.
3%
Ensure ToolWatch and loss control compliance by foremen.
1.4b Area Superintendent review.xls
5%
Assist in the development of project schedule tracking for
all trades through finishes and final clean-up.
5%
Evaluate staffing needs of project in conjunction with
General and site superintendent.
2%
Advise senior level managers of anticipated problems.
10%
Assume responsibility for productivity of crafts, efficient use
of materials & equipment, and contractual performance of
the project.
3%
Attract and retain qualified trade persons committed to
successful customer and Raymond outcomes.
5%
Additional duties as needed to ensure a successful project
outcome.
Specialized skills, prior work experience, education and knowledge
In order to be considered for the position of the Area Superintendent, this individual must possess
and/or able to succeed in the following qualities/experience:
- Five (5) years experience as a foreman with varied job type experience, including but not limited to,
Office Building, Retail, Hospital/Laboratory, and Hotel type work.
- Has demonstrated a working knowledge of lath and plaster, fireproofing, and EIFS, as well as other
trades.
- Organizational skills necessary to set-up detailed job schedules for all trades.
- Excellent oral and written communication skills, thereby ensuring accurate and direct memos, time
cards, and job log entries.
- Has demonstrated ability to work with general contractors and other subcontractors in a spirit of
cooperation and teamwork.
Accountability
- Reports to General Superintendent
- Improve unit productivity by 5%
- Improve Safety Compliance to achieve incident rate of 0.5
Personal Development
- Increase knowledge of scheduling resources through appropriate industry seminar and educational
sources.
- Enhance knowledge of technical applications relevant to Raymond, including computer software
applications, product installation trends and methodology through appropriate industry seminar and
educational sources.'
- Develop leadership skills through approved learning sources.
PHYSICAL DEMANDS: The physical demands described here are representative of those that must be
met by an employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
1.4b Area Superintendent review.xls
Activity
Sit
Talk
Hear
Use hands to finger/handle objects, tools,
controls
Stand
Walk
Drive
Reach with hands and arms
Stoop, kneel, crouch, crawl
Climb or balance
The employee may be required to lift:
Activity
Up to 10 pounds
11-25 pounds
26-50 pounds
51-100 pounds
More than 100 pounds (without assist)
Never
Occasionally
x
x
x
x
Never
x
Occasionally
x
x
x
Frequently
Regularly
x
x
x
x
x
x
Frequently
x
Regularly
WORK ENVIRONMENT: The work environment characteristics described here are representative of
those an employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
Activity
Wet, humid conditions (non-weather)
Work near moving mechanical parts
Work in high, precarious places
Fumes or airborne particles
Toxic or caustic chemicals
Outdoor weather conditions
Extreme cold (non-weather)
Extreme heat (non-weather)
Risk of electrical shock
Work with explosives
Vibration
Never
x
x
x
x
x
x
Occasionally
Frequently
Regularly
x
x
x
x
x
This job description has been designed to indicate the general nature and level of work performed
by employees within this classification. It is not designed to contain or be interpreted as a
comprehensive inventory of all duties, responsibilities and qualifications required of employees
assigned to this job.
1.4b Area Superintendent review.xls
SUPERINTENDENT
Job Description
Job Title: Project Superintendent
Department: Field Operations
Location: All
Reports to: General Superintendent (unless otherwise determined)
Work Schedule: M – F
Status: Non-Exempt
FUNCTION: The Project Superintendent (P.S.) is responsible to lead and manage project teams of General Foreman
and Foreman on the effective delivery of constructing services for specific projects. In cooperation with the Project
Manager, the P.S. prepares and executes business plans and operational functions to achieve the desired result
and assure sustained success, growth and profitability. The P.S. leads by setting a direction (vision of he future),
aligning people and motivating and inspiring them to achieve the vision. The P.S. manages by planning and
budgeting (goal setting), organizing and staffing and controlling and problem solving to achieve or exceed the
goal set for the project. This position will be based project by project.
% of importance
for each task
Primary duties and responsibilities
20%
Safety: Understand and enforce all Raymond's safety policies and
procedures. It is important to also stress positive aspects of Safety.
20%
Cost Control / Schedule: Works with Project Manager in establishing
budget and production rates for all trades. Also, when possible provide
man loaded schedule to all field supervision for their scope.
20%
Planning / Documentation: Must have a clear understanding of the
project contract , qualifications and all site requirements. Needs to be
able to provide all field supervisors with clear scope requirements. Work
with Project Manager to insure all documentation is current and
accurate.
20%
Communication: Make sure in providing both written and verbal
communication, the intended party has a clear understanding of what's
expected. Provide information so that it can be repeated verbatim,
whether written or spoken.
20%
Quality Assurance / Quality Control: Prior to starting construction, make
sure to understand all Specifications, inspection requirements and owner
required Q.A.Q.C reporting to insure all contract, schedule and owners
goals are either met or exceeded.
Specialized skills, prior work experience, education and knowledge
In order to be considered for the position of Project Superintendent, this individual must possess and/or able to
succeed in the following qualities / experience:
▪ Five (5) years experience as a Foreman and General Foreman with Raymond with varied job type experience,
including but not limited to, Office Building, Retail, Hospitals, Schools, MOB's, and Casino / Hotel type projects.
1.4c Project Superintendent.xls
▪ Has demonstrated a working knowledge of lath & plaster and EIFS on both interior & exterior metal stud framing,
sheathing, drywall taping, millwork and painting.
▪ Organizational skills necessary to set-up detailed job schedules for all trades, including MEP etc.
▪ Excellent oral and written communication skills, thereby ensuring accurate and direct memos, time cards and
job log entries.
▪ Has demonstrated good problem solving skills, as well as motivation of people skills.
▪ Has demonstrated the ability to run large / small projects with possible multiple trades. Is consistent high quality,
being on time and within budget.
▪ Has demonstrated ability to work with general contractors and other subcontractors in a spirit of cooperation
and teamwork
▪ Has demonstrated professionalism in all areas and not afraid or intimidated to report findings. Keeps all those
involved up to date with good news as well as bad news.
Additional Duties and Responsibilities / Safety:
- Ensures all written safety documentation and inspection reports are completed
as required.
- Review all injury incident reports for accuracy and completeness .
and make sure all parties are notified before they are submitted.
- Establish and know how to enact emergency action plan (Flow Chart).
- Responsible for making sure all equipment in good working condition and
inspected as required & operated correctly
- Work with Project Manager, Safety Rep & General Contractor to maintain all
safety requirements per site (OCIP/CCIP) and Raymond policies.
- Monitor and review all new hire orientations.
- Attend and review all items to be presented at each weeks Tailgate meeting.
Make sure all attendees sign in and allow enough time for open communication.
- Lead by example, stress safety when field foreman prepare crews for all tasks
and by all trades.
- Work with Project Manager and General Foreman to maintain accurate and
up to date documentation.
Cost Control / Schedule
- Monitor productivity for all trades and areas.
- Assist with developing man-loaded schedules for Raymond's scope of work.
- Administer and maintain production reporting.
- Read job cost / budget and review with Foreman.
- Work with the Project Manager and Estimator to review bid requirements.
- Assist with pricing change orders.
- Provide a project stocking plan and maximize productivity and reduce accidents.
- Require weekly schedule reviews with field supervisors.
- Motivate all field supervisors to review daily costs and schedule issues ,
as well as provide to each all change orders / extras that effect their areas.
- Keep all parties informed of potential delays or work slippage issues.
Planning / Documentation
- Provide each field supervisor with your plan and expectations of what you expect;
set the tone at the beginning of the project .
- Work with General Foreman / Foreman to ensure all pre-planning and progress
documents are current.
- Review schedule with Foreman. Train them to be prepared in their areas
1-2 weeks ahead for stocking, manpower, etc.
1.4c Project Superintendent.xls
- Coordinate with other Raymond trades, subcontractors and General Contractor.
- Coordinate with other subcontractors.
- Assist with ordering of material.
- Monitor to ensure enough equipment and tools to meet the demands and
monitor where they are being used to maximize their use.
- Disciplinary Notices, Incident reports .
- RFI, Extra Work Authorizations, Equipment Checklists.
- Monitor tools and equipment.
- Maintain daily log entries in your Raymond log book
- Review all field supervisors log books.
- Keep daily man-count sheets where required by the General Contractor.
- Know the time sheet / time card procedure to ensure paid correctly and on time.
- Coordinate with field crews to obtain information to create access reports.
- Responsible for photo log.
- Responsible for pre-job planning.
- Maintain site inspection logs as required to maintain schedule and cost controls.
- Document delays or disruptions created by inspection problems .
Communication
- Handle and Motivate General Foreman and Foreman.
- Must be able to communicate with crew (bi-lingual desirable) .
- Attends jobsite / subcontractor meetings.
- Create access reports in conjunction with Project Manager.
- Be the ears and eyes for Area Superintendent and Project Manager.
- Mentor/train potential and/or up and coming General Foreman and Superintendents.
- Review budgets, equipment, manpower, safety and site problems at each weekly
field operations meetings. Also, provide an agenda and monitor meeting minutes.
- Liaison between customer and field, as well as with Raymond.
- Work to support men and remove obstacles.
- Create agenda's and run weekly job meetings and tailgate meetings.
- Good soft skills (people, customer, etc.).
- Mentor sub-foreman to work with their crews.
- Provide training through General Foreman.
Quality Assurance / Quality Control:
- Must have knowledge of all facets of the project & responsible for the final job walk out .
- Able to call for inspections and walk the jobsite with the inspector to Handle issues.
- Must understand levels of finishes and monitor QAQC reports before next trade begins
work and must have clear understanding of all Raymond finishes.
Accountability
- Reports to General Superintendent
- Improve unit productivity while maintaining schedule and insuring Quality Control.
- Improve Safety Compliance to achieve incident rate of 0.5
Personal Development
- Increase knowledge of scheduling resources through appropriate industry seminar and educational sources.
- Enhance knowledge of technical applications relevant to Raymond, including computer software applications,
product installation trends and methodology through appropriate industry seminar and educational sources.
- Develop leadership skills through approved learning sources and promote
General Foreman to do the same.
1.4c Project Superintendent.xls
PHYSICAL DEMANDS: The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable accommodations may be made
to enable individuals with disabilities to perform the essential functions.
Activity
Never
Sit
Talk
Hear
Use hands to finger/handle objects, tools,
controls
Stand
Walk
Drive
Reach with hands and arms
Stoop, kneel, crouch, crawl
Climb or balance
The employee may be required to lift:
Activity
Up to 10 pounds
11-25 pounds
26-50 pounds
51-100 pounds
More than 100 pounds (without assist)
Occasionally
x
x
x
x
Never
Occasionally
x
x
x
x
Frequently
Regularly
x
x
x
x
x
x
Frequently
x
Regularly
WORK ENVIRONMENT: The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions.
Activity
Wet, humid conditions (non-weather)
Never
Occasionally
x
Work near moving mechanical parts
x
Work in high, precarious places
x
Fumes or airborne particles
Toxic or caustic chemicals
Outdoor weather conditions
Extreme cold (weather)
Extreme heat (weather)
Risk of electrical shock
Work with explosives
Vibration
x
x
x
Frequently
Regularly
x
x
x
x
x
This job description has been designed to indicate the general nature and level of work performed by employees
within this classification. It is not designed to contain or be interpreted as a comprehensive inventory of all duties,
responsibilities and qualifications required of employees assigned to this job.
1.4c Project Superintendent.xls
PERFORMANCE APPRAISAL
Objective:
-To establish a clear understanding of job expectations and how performance will
be measured.
-To provide recognition for the accomplishments of the individual.
-To enhance communications between the individual and his/her supervisor
-To establish job results and job skills as the basis for measuring performance
-To let the individual know where he/she stands, and identify areas for continued
improvement.
- To establish training needs for personal and professional development.
INSTRUCTIONS:
INSTRUCTIONS:
-At the beginning of the appraisal period, the evaluator should establish and
-At
the beginning
the appraisal
period,
the evaluator should
and
discuss
with the of
employee
the key
job responsibilities
and job establish
skills.
discuss
the employee
the will
keyalso
job
responsibilities
and
values
for the
position.
For new
-For
newwith
employees,
employee,
evaluator
this discussion
should
complete
take place
the Employee
during
theAppraisal
first
month
form
of
at
employment.
the end of three months of employment.
1.4c Project Superintendent.xls
-Determine the appropriate weight for each job responsibilty (weight must total 100%)
-At
end of each
period,
rate the
employee's
and job
value
appraisal
-Thetheevaluator
and rating
employee
establish
the
base ratingjob
forperformance
each applicable
skill.
using the rating scale.
-At the end of each rating period, rate the employee's job performance and job
-Multiply each job responsibility rating by its weight factor to determine the score
skills using the rating scale.
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
-Multiply each job responsibility rating by its weight factor to determine the score
35%, multiply rating by .35)
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
- Calculate the scores for the job responsibilities and Raymond values.
35%, multiply rating by .35)
- Submit completed evaluation to next level manager for review and approval before meeting
-Calculate the scores for the job responsibilities and job skills.
with employee.
-Evaluator and employee meet at end of rating period for formal review.
- Evaluator and employee meet at end of rating period for formal review.
-For new employee, evaluator will also complete the New Employee Appraisal form
-atFeedback
should
givenof
toemployment.
the employee regarding the decision criterion for the rating.
the end of
three be
months
- Employee should be given an opportunity to respond on the appraisal form, if desired, in
order to comment on issues presented and training methods desired.
RATING SCALE
1. NEEDS MUCH IMPROVEMENT
2. MEETS MOST EXPECTATIONS
3-MEETS ALL EXPECTATIONS
4-MEETS ALL EXPECTATIONS, EXCEEDS MOST
5-EXCEEDS ALL EXPECTATIONS
JOB - SPECIFIC RESPONSIBILITIES
(All Superintendents MUST maintain a 3.5 or above)
WEIGHT
FACTOR
(%)
Rating
Score
Safety: Understand and enforce all Raymond's safety policies and procedures. It is important
to also stress positive aspects of Safety.
20%
0
Cost Control / Schedule: Works with Project Manager in establishing budget and production
rates for all trades. Also, when possible provide man loaded schedule to all field supervision for
their scope.
20%
0
Planning / Documentation: Must have a clear understanding of the project contract ,
qualifications and all site requirements. Needs to be able to provide all field supervisors with
clear scope requirements. Work with Project Manager to insure all documentation is current
and accurate.
20%
0
Communication: Make sure in providing both written and verbal communication, the intended
party has a clear understanding of what's expected. Provide information so that it can be
repeated verbatim, whether written or spoken.
20%
0
Quality Assurance / Quality Control: Prior to starting construction, make sure to understand all
Specifications, inspection requirements and owner required Q.A.Q.C reporting to insure all
contract, schedule and owners goals are either met or exceeded.
20%
0
0
0
0
0
0
0
0
Comments:
Performance Rating
100%
0.00
PERFORMANCE APPRAISAL
1.4c Project Superintendent.xls
Instructions: Using the rating scale on page 1, rate the individual at the end of each period.
The base rating is the rating for the previous period. For any skill(s) that does not apply to the
responsibilities of the person being evaluated, enter "NA" in the appropriate box(es). Adjust the
"Divide By" column if necessary (all "NA's" would be subtracted from 30).
PRIOR PERIOD
RATING
RAYMOND VALUES APPRAISAL
INTEGRITY - Operating with the highest moral standards
CURRENT
RATING
- Takes full responsibility for actions and results
- Insists on what is fair and ethical
- Practices what is preached
- Exemplifies responsible behavior
QUALITY - Achieving excellence in all that we do
- Seeks to provide value through high quality
- Takes action to improve quality
- Sets clearly defined quality improvement objectives
SAFETY - Protecting the well being of our employees
- Takes measures to improve workplace safety
- Practices workplace safety
RESPECT - Recognizing and appreciating people's contributions
- Shows sensitivity to other people's feelings and needs
- Recognizes people for their individual and collective contributions
- Mobilizes and inspires others to be very productive
- Provides appropriate recognition
CONTINUOUS IMPROVEMENT - Committing to move from good to great
- Communicates and practices organizational values and beliefs effectively
- Communicates a compelling vision of the organization's purpose and mission
- Maintains awareness of long-term outcomes in the course of daily activities
- Keeps the "big picture" in mind to guide decision-making and problem solving
WORK/LIFE HARMONY - Balancing a passion for work and a zest for life
- Uses time wisely and resources efficiently on priorities
- Finds opportunities for useful coaching on everyday tasks
- Provides adequate support and training to others
- Gives group members opportunities to take on new challenges
- Helps subordinates define and pursue career goals
TEAMWORK - Maximizing the collective talents of our people to accomplish goals
- Works cooperatively to meet organizational goals
- Shows confidence in others by endorsing their decisions
- Draws on resources from groups and lends resources to groups
- Includes other functions and groups in problem-solving processes
TRUST - Conducting ourselves in a manner that will earn the respect of our employees, customers, and vendors
- Creates conditions where people can act on their own decision-making authority and responsibility
- Shows confidence in others by endorsing their decisions
- Makes others feel that they are trusted
- Responds constructively in conflict situations, looks for win-win resolution
(Employee may write comments regarding appraisal in this space)
EMPLOYEE COMMENTS
Total
Divide by
Skill Rating
0
30
0
0
30
0.00
Combined
Rating
Performance Rating
0.00
Skill Rating
0.00
COACHING, TRAINING and PERSONAL DEVELOPMENT PLAN
Performance Goals Established for Future Development:
1)
2)
3)
Instructions: List planned areas of improvement and self development agreed to by person evaluated.
AREAS IN WHICH EMPLOYEE REQUESTS TRAINING
SCHEDULE DATE
Instructions: List planned personal coaching and other help from supervisor or manager to meet results. Also
list any formal training planned for the forthcoming appraisal period.
AREAS IN WHICH MANAGER RECOMMENDS TRAINING
BY MANAGER OR OUTSIDE SOURCE
Signatures:
PERSON EVALUATED
DATE
EVALUATOR
DATE
NEXT LEVEL MANAGER or CEO
DATE
SCHEDULE DATE
PLASTER SUPERINTENDENT
Job Description
Job Title: Plaster Superintendent
Department: Superintendent
Location: All
Reports to: General Superintendent
Work Schedule: M – F,
Status: Non-Exempt
FUNCTION: The Plaster Superintendent (P.S.) is responsible to lead and manage project teams of
foremen on the effective delivery of plaster application and related construction services for
specific projects. In cooperation with the Project Manager, the P.S. prepares and executes
business plans and operational functions to achieve the desired results and assure sustained
success, growth, and profitability. The P.S. leads by setting a direction (vision of the future),
aligning people, and motivating and inspiring them to achieve the vision. The P.S. manages by
planning and budgeting (goal setting), organizing and staffing, and controlling and problem
solving to achieve or exceed the goal set for the project.
% of importance
for each task
Primary duties and responsibilities
5%
Establish and monitor key job controls.
10%
Measure and track production against estimate.
5%
Liaison with customer and project manager.
Monitor craft compliance with Raymond and General
Contractor safety program requirements; document
and ensure corrective measures are implemented.
10%
10%
10%
5%
3%
2%
Training and mentoring foremen and ensure adequate
supply of labor force.
Develop and implement quality control compliance
systems.
Troubleshooting project coordination and technical
problems
Coordinate and lead meetings with key personnel.
Maintain liaison with engineering, estimating, and
planning to ensure work complies with drawings,
specifications, and schedule.
1.4d Plaster Superintendent.xls
5%
Assist in resolving construction problems (lack of
productivity, work interfaces,petc.) asgrequired.
superintendents to ensure equitable sharing of
resources.
Ensure that craft time cards are completed to
accurately reflect hours worked.
Assist in the development of project schedule tracking
for all trades through finishes and final clean-up.
5%
Evaluate staffing needs of project in conjunction with
General and site superintendent.
3%
5%
2%
10%
Advise senior level managers of anticipated problems.
Assume responsibility for productivity of crafts, efficient
use of materials & equipment, and contractual
performance of the project.
5%
Attract and retain qualified trade persons committed to
successful customer and Raymond outcomes.
3%
Additional duties as needed to ensure a successful
project outcome.
2%
Specialized skills, prior work experience, education and knowledge
In order to be considered for the position of the Plaster Superintendent, this individual must possess
and/or able to succeed in the following qualities/experience:
- Five (5) years experience as a foreman with varied job type experience, including but not limited
to, Office Building, Retail, Hospital/Laboratory, and Hotel type work.
- Has demonstrated a working knowledge of lath and plaster, fireproofing, and EIFS, as well as
other trades.
- Organizational skills necessary to set-up detailed job schedules for all trades.
- Excellent oral and written communication skills, thereby ensuring accurate and direct memos,
time cards, and job log entries.
- Has demonstrated ability to work with general contractors and other subcontractors in a spirit of
cooperation and teamwork.
Accountability
- Reports to General Superintendent
- Improve unit productivity by 5%
- Improve Safety Compliance to achieve incident rate of 0.5
Personal Development
- Increase knowledge of scheduling resources through appropriate industry seminar and
educational sources.
- Enhance knowledge of technical applications relevant to Raymond, including computer
software applications, product installation trends and methodology through appropriate industry
seminar and educational sources.
- Develop leadership skills through approved learning sources.
1.4d Plaster Superintendent.xls
PHYSICAL DEMANDS: The physical demands described here are representative of those that must
be met by an employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
Activity
Never
Occasionally
Frequently
Regularly
Sit
x
Talk
x
Hear
x
Use hands to finger/handle objects, tools, controls
x
Stand
x
Walk
x
Drive
x
Reach with hands and arms
x
Stoop, kneel, crouch, crawl
x
Climb or balance
x
The employee may be required to lift:
Activity
Never
Occasionally
Up to 10 pounds
Frequently
Regularly
x
11-25 pounds
x
26-50 pounds
x
51-100 pounds
x
More than 100 pounds (without assist)
x
WORK ENVIRONMENT: The work environment characteristics described here are representative of
those an employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
Activity
Wet, humid conditions (non-weather)
Never
Occasionally
Work near moving mechanical parts
x
Work in high, precarious places
x
Fumes or airborne particles
Toxic or caustic chemicals
Frequently
Regularly
x
x
x
Outdoor weather conditions
x
Extreme cold (non-weather)
x
Extreme heat (non-weather)
x
Risk of electrical shock
x
Work with explosives
x
Vibration
x
This job description has been designed to indicate the general nature and level of work
performed by employees within this classification. It is not designed to contain or be interpreted
as a comprehensive inventory of all duties, responsibilities and qualifications required of
employees assigned to this job.
1.4d Plaster Superintendent.xls
PERFORMANCE APPRAISAL
Objective:
-To establish a clear understanding of job expectations and how performance will
be measured.
-To provide recognition for the accomplishments of the individual.
-To enhance communications between the individual and his/her supervisor
-To establish job results and job skills as the basis for measuring performance
-To let the individual know where he/she stands, and identify areas for continued
improvement.
- To establish training needs for personal and professional development.
INSTRUCTIONS:
INSTRUCTIONS:
-At the beginning of the appraisal period, the evaluator should establish and
-At
the beginning
the appraisal
period,
the evaluator should
and
discuss
with the of
employee
the key
job responsibilities
and job establish
skills.
discuss
the employee
the will
keyalso
job
responsibilities
and
values
for the
position.
For new
-For
newwith
employees,
employee,
evaluator
this discussion
should
complete
take place
the Employee
during
theAppraisal
first
month
form
of
at
employment.
the end of three months of employment.
1.4d Plaster Superintendent.xls
-Determine the appropriate weight for each job responsibilty (weight must total 100%)
theevaluator
end of each
period,
rate the
employee's
and job
value
appraisal
--At
The
and rating
employee
establish
the
base ratingjob
forperformance
each applicable
skill.
using the rating scale.
-At the end of each rating period, rate the employee's job performance and job
-Multiply each job responsibility rating by its weight factor to determine the score
skills using the rating scale.
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
-Multiply each job responsibility rating by its weight factor to determine the score
35%, multiply rating by .35)
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
- Calculate the scores for the job responsibilities and Raymond values.
35%, multiply rating by .35)
- Submit completed evaluation to next level manager for review and approval before meeting
-Calculate the scores for the job responsibilities and job skills.
with employee.
-Evaluator and employee meet at end of rating period for formal review.
- Evaluator and employee meet at end of rating period for formal review.
-For new employee, evaluator will also complete the New Employee Appraisal form
-atFeedback
should
given
provided
toemployment.
the
to the
employee
employee
regarding
decision
thecriteria
decision
for the
criterion
rating.
for the rating.
the end of
three be
months
of
- Employee should be given an opportunity to respond on the appraisal form, if desired, in
order to comment on issues presented and training methods desired.
RATING SCALE
1. NEEDS MUCH IMPROVEMENT
2. MEETS MOST EXPECTATIONS
3-MEETS ALL EXPECTATIONS
4-MEETS ALL EXPECTATIONS, EXCEEDS MOST
5-EXCEEDS ALL EXPECTATIONS
JOB - SPECIFIC RESPONSIBILITIES
1 Establish and monitor key job controls.
2 Measure and track production against estimate.
3 Liaison with customer and project manager.
4 Monitor craft compliance with Raymond and General Contractor safety program requirements;
document and ensure corrective measures are implemented.
WEIGHT
FACTOR
(%)
Rating
Score
5%
0
10%
0
5%
0
10%
0
10%
0
10%
0
5%
0
3%
0
2%
0
3%
0
5%
0
2%
0
13 clean-up.
5%
0
14 Evaluate staffing needs of project in conjunction with General and site superintendent.
5%
0
2%
0
10%
0
5%
0
3%
0
5 Training and mentoring foremen and ensure adequate supply of labor force.
6 Develop and implement quality control compliance systems.
7 Troubleshooting project coordination and technical problems
8 Coordinate and lead meetings with key personnel.
9 Maintain liaison with engineering, estimating, and planning to ensure work complies with
drawings, specifications, and schedule.
10 Assist in resolving construction problems (lack of productivity, work interfaces, etc.) as required.
11 resources.
12 Ensure that craft time cards are completed to accurately reflect hours worked.
15 Advise senior level managers of anticipated problems.
16 Assume responsibility for productivity of crafts, efficient use of materials & equipment, and
contractual performance of the project.
17 outcomes.
18 Additional duties as needed to ensure a successful project outcome.
0
0
0
0
0
0
0
0
Comments:
Performance Rating
100%
0.00
PERFORMANCE APPRAISAL
1.4d Plaster Superintendent.xls
1.4d Plaster Superintendent.xls
Instructions: Using the rating scale on page 1, rate the individual at the end of each period. The base
rating is the rating for the previous period. For any skill(s) that does not apply to the responsibilities of the
person being evaluated, enter "NA" in the appropriate box(es). Adjust the "Divide By" column if
necessary (all "NA's" would be subtracted from 30).
PRIOR PERIOD
RATING
RAYMOND VALUES APPRAISAL
INTEGRITY - Operating with the highest moral standards
- Takes full responsibility for actions and results
- Insists on what is fair and ethical
- Practices what is preached
- Exemplifies responsible behavior
CURRENT
RATING
QUALITY - Achieving excellence in all that we do
- Seeks to provide value through high quality
- Takes action to improve quality
- Sets clearly defined quality improvement objectives
SAFETY - Protecting the well being of our employees
- Takes measures to improve workplace safety
- Practices workplace safety
RESPECT - Recognizing and appreciating people's contributions
- Shows sensitivity to other people's feelings and needs
- Recognizes people for their individual and collective contributions
- Mobilizes and inspires others to be very productive
- Provides appropriate recognition
CONTINUOUS IMPROVEMENT - Committing to move from good to great
- Communicates and practices organizational values and beliefs effectively
- Communicates a compelling vision of the organization's purpose and mission
- Maintains awareness of long-term outcomes in the course of daily activities
- Keeps the "big picture" in mind to guide decision-making and problem solving
WORK/LIFE HARMONY - Balancing a passion for work and a zest for life
- Uses time wisely and resources efficiently on priorities
- Finds opportunities for useful coaching on everyday tasks
- Provides adequate support and training to others
- Gives group members opportunities to take on new challenges
- Helps subordinates define and pursue career goals
TEAMWORK - Maximizing the collective talents of our people to accomplish goals
- Works cooperatively to meet organizational goals
- Shows confidence in others by endorsing their decisions
- Draws on resources from groups and lends resources to groups
- Includes other functions and groups in problem-solving processes
TRUST - Conducting ourselves in a manner that will earn the respect of our employees, customers, and vendors
- Creates conditions where people can act on their own decision-making authority and responsibility
- Shows confidence in others by endorsing their decisions
- Makes others feel that they are trusted
- Responds constructively in conflict situations, looks for win-win resolution
(Employee may write comments regarding appraisal in this space)
EMPLOYEE COMMENTS
0
0
30
30
Total
Divide by
Value Rating
0
0.00
Combined
Rating
Performance Rating
0.00
Value Rating
0.00
COACHING, TRAINING and PERSONAL DEVELOPMENT PLAN
Progress on Performance Goals/Training Needs
Identified in Prior Review
Date Completed Additional Action Needed
Performance Goals Established for Future Development:
1)
2)
3)
4)
Instructions: List planned areas of improvement and self development agreed to by person evaluated.
AREAS IN WHICH EMPLOYEE REQUESTS TRAINING
SCHEDULE DATE
Instructions: List planned personal coaching and other help from supervisor or manager to meet results. Also list any formal
training planned for the forthcoming appraisal period.
AREAS IN WHICH MANAGER RECOMMENDS TRAINING
BY MANAGER OR OUTSIDE SOURCE
SCHEDULE DATE
Signatures:
PERSON EVALUATED
DATE
EVALUATOR
DATE
NEXT LEVEL MANAGER
DATE
CEO
DATE
1.4d Plaster Superintendent.xls
BOARD & TAPE SUPERINTENDENT
Job Description
Job Title: Board & Tape Superintendent
Department: Superintendent
Location: All
Reports to: General Superintendent
Work Schedule: M – F
Status: ??
FUNCTION: The Board and Taping Superintendent (BATS) is a specialized superintendent responsible for
production and quality control issues related to hanging and taping operations. In order to maximize quality
and productivity, this person will coordinate and assess man power requirements that best serve the
individual project as well as the better interests of the overall company. The (BATS) will ensure that best
practices are adhered to in terms of hanging and taping methods. This person shall strive to unite the two
trades, making sure they compliment and communicate with each other, thereby improving the quality,
productivity and efficiency of both activities. The (BATS) shall report directly to the General Superintendent
and work closely with our Management team as well as our Estimators, Project Managers, and job site
Foremen. The (BATS) will also be expected to attend our pre job planning and operations meetings.
% of importance
for each task
Primary duties and responsibilities
8%
Establish and monitor key job controls.
8%
Measure and track production against estimate.
3%
Liaison with customer and project manager.
5%
Monitor craft compliance with Raymond and General
Contractor safety program requirements; document and ensure
corrective measures are implemented.
5%
Training and mentoring foremen and ensure adequate supply of
labor force.
8%
Develop and implement quality control compliance systems.
5%
Troubleshooting project coordination and technical problems
3%
Coordinate and lead meetings with key personnel.
2%
Maintain liaison with engineering, estimating, and planning to
ensure work complies with drawings, specifications, and
schedule.
10%
Assist in revolving construction problems (lack of productivity,
work interfaces, etc.) as required.
1.4e Board & Tape Superintendent.xls
5%
Coordinate with General Superintendent and Foremen to ensure
equitable sharing of resources.
2%
Ensure that time cards are completed to accurately reflect hours
worked.
5%
Assist in the development of project schedule tracking for drywall
hanging and taping and final clean-up.
5%
Evaluate staffing needs of project in conjunction with General
and Site Superintendent/Foreman.
3%
Advise senior level managers of anticipated problems.
8%
Assume responsibility for productivity in hanging and taping by
ensuring efficient/effective use of materials and equipment on all
projects.
5%
Attract and retain qualified trade persons committed to
successful customer and Raymond outcomes.
2%
Additional duties as needed to ensure a successful project
outcome.
3%
Ensure tool watch and loss control compliance is followed.
5%
Assist with material ordering and stocking plans for individual
projects as required.
Specialized skills, prior work experience, education and knowledge
In order to be considered for the position of the Board and Taping Superintendent, this individual must
possess and/or able to succeed in the following qualities/experience:
- (5) to (10) years experience in drywall and taping related work. (5) years minimum experience in
commercial construction.
- Has demonstrated a working knowledge of drywall installation, all types of taping methods and finishes, as
well as general knowledge of other trade activities.
- Must have an understanding of detailed job schedules related to hanging and taping scopes of work.
- Requires good oral and written communication skills. Ability to speak Spanish is desired.
- Has the ability to work with general contractors and other subcontractors in a spirit of cooperation and
teamwork.
Accountability & Objectives
- Reports to General Superintendent
- Improve board installation productivity by 5 to 10%
- Improve board installation quality by 15%
- Improve taping productivity by 5 to 10%
- Decrease mistakes related to board and tape activity by 10%
1.4e Board & Tape Superintendent.xls
PHYSICAL DEMANDS: The physical demands described here are representative of those that must be met by
an employee to successfully perform the essential functions of this job. Reasonable accommodations may
be made to enable individuals with disabilities to perform the essential functions.
Activity
Sit
Talk
Hear
Use hands to finger/handle objects, tools,
controls
Stand
Walk
Drive
Reach with hands and arms
Stoop, kneel, crouch, crawl
Climb or balance
The employee may be required to lift:
Activity
Up to 10 pounds
11-25 pounds
26-50 pounds
51-100 pounds
More than 100 pounds (without assist)
Never
Occasionally
Frequently
x
x
x
Occasionally
x
x
x
x
x
x
x
x
x
x
x
Never
Regularly
Frequently
x
Regularly
WORK ENVIRONMENT: The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable accommodations
may be made to enable individuals with disabilities to perform the essential functions.
Activity
Wet, humid conditions (non-weather)
Work near moving mechanical parts
Work in high, precarious places
Fumes or airborne particles
Toxic or caustic chemicals
Outdoor weather conditions
Extreme cold (non-weather)
Extreme heat (non-weather)
Risk of electrical shock
Work with explosives
Vibration
Never
x
x
x
x
x
Occasionally
x
x
x
x
Frequently
Regularly
x
x
This job description has been designed to indicate the general nature and level of work performed by
employees within this classification. It is not designed to contain or be interpreted as a comprehensive
inventory of all duties, responsibilities and qualifications required of employees assigned to this job.
1.4e Board & Tape Superintendent.xls
PERFORMANCE APPRAISAL 1.4e Board & Tape Superintendent.xls
Objective:
-To establish a clear understanding of job expectations and how performance will
be measured.
-To provide recognition for the accomplishments of the individual.
-To enhance communications between the individual and his/her supervisor
-To establish job results and job skills as the basis for measuring performance
-To let the individual know where he/she stands, and identify areas for continued
improvement.
- To establish training needs for personal and professional development.
INSTRUCTIONS:
-At the beginning of the appraisal period, the evaluator should establish and
discuss with the employee the key job responsibilities and values for the position.
-Determine the appropriate weight for each job responsibilty (weight must total 100%)
-At the end of each rating period, rate the employee's job performance and value appraisal
using the rating scale.
-Multiply each job responsibility rating by its weight factor to determine the score
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
35%, multiply rating by .35)
- Calculate the scores for the job responsibilities and Raymond values.
- Submit completed evaluation to next level manager for review and approval before meeting
with employee.
- Evaluator and employee meet at end of rating period for formal review.
- Feedback should be given to the employee regarding the decision criterion for the rating.
- Employee should be given an opportunity to respond on the appraisal form, if desired, in
order to comment on issues presented and training methods desired.
at the end of three months of employment.
RATING SCALE
1. NEEDS MUCH IMPROVEMENT
2. MEETS MOST EXPECTATIONS
3-MEETS ALL EXPECTATIONS
4-MEETS ALL EXPECTATIONS, EXCEEDS MOST
5-EXCEEDS ALL EXPECTATIONS
JOB - SPECIFIC RESPONSIBILITIES
WEIGHT
FACTOR
(%)
Rating
Score
1
2
Establish and monitor key job controls.
Measure and track production against estimate.
8%
0
8%
0
3
Liaison with customer and project manager.
3%
0
4
Monitor craft compliance with Raymond and General Contractor safety program requirements;
document and ensure corrective measures are implemented.
5%
0
5
Training and mentoring foremen and ensure adequate supply of labor force.
5%
0
6
Develop and implement quality control compliance systems.
8%
0
7
Troubleshooting project coordination and technical problems
5%
0
8
Coordinate and lead meetings with key personnel.
3%
0
Maintain liaison with engineering, estimating, and planning to ensure work complies with
drawings, specifications, and schedule.
2%
0
10 Assist in revolving construction problems (lack of productivity, work interfaces, etc.) as required.
10%
0
11 Coordinate with General Superintendent and Foremen to ensure equitable sharing of resources.
12 Ensure that time cards are completed to accurately reflect hours worked.
5%
0
2%
0
5%
0
5%
0
3%
0
8%
0
5%
0
2%
0
3%
0
5%
0
9
Assist in the development of project schedule tracking for drywall hanging and taping and final
13 clean-up.
14 Superintendent/Foreman.
15 Advise senior level managers of anticipated problems.
Assume responsibility for productivity in hanging and taping by ensuring efficient/effective use
16 of materials and equipment on all projects.
Attract and retain qualified trade persons committed to successful customer and Raymond
17 outcomes.
18 Additional duties as needed to ensure a successful project outcome.
19 Ensure tool watch and loss control compliance is followed.
20 Assist with material ordering and stocking plans for individual projects as required.
0
0
0
0
Comments:
Performance Rating
100%
0.00
PERFORMANCE APPRAISAL 1.4e Board & Tape Superintendent.xls
1.4e Board & Tape Superintendent.xls
Instructions: Using the rating scale on page 1, rate the individual at the end of each period. The base
rating is the rating for the previous period. For any skill(s) that does not apply to the responsibilities of the
person being evaluated, enter "NA" in the appropriate box(es). Adjust the "Divide By" column if necessary
(all "NA's" would be subtracted from 30).
PRIOR PERIOD
RATING
RAYMOND VALUES APPRAISAL
INTEGRITY - Operating with the highest moral standards
CURRENT
RATING
- Takes full responsibility for actions and results
- Insists on what is fair and ethical
- Practices what is preached
- Exemplifies responsible behavior
QUALITY - Achieving excellence in all that we do
- Seeks to provide value through high quality
- Takes action to improve quality
- Sets clearly defined quality improvement objectives
SAFETY - Protecting the well being of our employees
- Takes measures to improve workplace safety
- Practices workplace safety
RESPECT - Recognizing and appreciating people's contributions
- Shows sensitivity to other people's feelings and needs
- Recognizes people for their individual and collective contributions
- Mobilizes and inspires others to be very productive
- Provides appropriate recognition
CONTINUOUS IMPROVEMENT - Committing to move from good to great
- Communicates and practices organizational values and beliefs effectively
- Communicates a compelling vision of the organization's purpose and mission
- Maintains awareness of long-term outcomes in the course of daily activities
- Keeps the "big picture" in mind to guide decision-making and problem solving
WORK/LIFE HARMONY - Balancing a passion for work and a zest for life
- Uses time wisely and resources efficiently on priorities
- Finds opportunities for useful coaching on everyday tasks
- Provides adequate support and training to others
- Gives group members opportunities to take on new challenges
- Helps subordinates define and pursue career goals
TEAMWORK - Maximizing the collective talents of our people to accomplish goals
- Works cooperatively to meet organizational goals
- Shows confidence in others by endorsing their decisions
- Draws on resources from groups and lends resources to groups
- Includes other functions and groups in problem-solving processes
TRUST - Conducting ourselves in a manner that will earn the respect of our employees, customers, and
vendors
- Creates conditions where people can act on their own decision-making
authority and responsibility
- Shows confidence in others by endorsing their decisions
- Makes others feel that they are trusted
- Responds constructively in conflict situations, looks for win-win resolution
(Employee may write comments regarding appraisal in this space)
EMPLOYEE COMMENTS
Total
Divide by
Values Rating
0
30
0
0
30
0.00
Combined
Rating
Performance Rating
0.00
Values Rating
0.00
COACHING, TRAINING and PERSONAL DEVELOPMENT PLAN
Progress on Performance Goals/Training Needs
Identified in Prior Review
Date Completed Additional Action Needed
Performance Goals Established for Future Development:
1)
2)
3)
4)
Instructions: List planned areas of improvement and self development agreed to by person evaluated.
SCHEDULE DATE
AREAS IN WHICH EMPLOYEE REQUESTS TRAINING
Instructions: List planned personal coaching and other help from supervisor or manager to meet results. Also list any formal
training planned for the forthcoming appraisal period.
AREAS IN WHICH MANAGER RECOMMENDS TRAINING
BY MANAGER OR OUTSIDE SOURCE
SCHEDULE DATE
Signatures:
PERSON EVALUATED
DATE
EVALUATOR
DATE
NEXT LEVEL MANAGER
DATE
CEO
DATE
1.4e Board & Tape Superintendent.xls
GENERAL FOREMAN
Job Description
Job Title: Project General Foreman
Department: Field Operations
Location: All
Reports to: Project Superintendent (unless otherwise determined)
Work Schedule: M – F
Status: Non-Exempt
FUNCTION: The General Foreman (GF) is responsible to lead and manage project teams of General
Foreman and Foreman on the effective delivery of constructing services for specific projects. In
cooperation with the Project Manager, the GF prepares and executes business plans and operational
functions to achieve the desired result and assure sustained success, growth and profitability. The GF
leads by setting a direction (vision of he future), aligning people and motivating and inspiring them to
achieve the vision. The GF manages by planning and budgeting (goal setting), organizing and staffing
and controlling and problem solving to achieve or exceed the goal set for the project. This position will
be based project by project. This position may require tools be worn when necessary or as directed by
your Superintendent.
% of importance
for each task
Primary duties and responsibilities
20%
Safety: Understand and enforce all Raymond's safety policies and
procedures. It is important to also stress positive aspects of Safety.
20%
Cost Control / Schedule: Works with Project Manager in establishing budget
and production rates for all trades. Also, when possible provide manloaded
schedule to all field supervision for their scope.
20%
Planning / Documentation: Must have a clear understanding of the project
contract , qualifications and all site requirements. Needs to be able to
provide all field supervisors with clear scope requirements. Work with Project
Manager to insure all documentation is current and accurate.
20%
Communication: Make sure in providing both written and verbal
communication, the intended party has a clear understanding of what's
expected. Provide information so that it can be repeated verbatim, whether
written or spoken.
20%
Quality Assurance / Quality Control: Prior to starting construction, make sure to
understand all Specifications, inspection requirements and owner required
Q.A.Q.C reporting to insure all contract, schedule and owners goals are either
met or exceeded.
1.4f General Foreman.xls
Specialized skills, prior work experience, education and knowledge
In order to be considered for the position of General Foreman, this individual must possess and/or able
to succeed in the following qualities / experience:
▪ Three (3) years experience as a Foreman with Raymond in varied job type experience, including but
not limited to, Office Building, Retail, Hospitals, Schools, MOB's, and Casino / Hotel type projects.
▪ Has demonstrated a working knowledge of lath & plaster and EIFS on both interior & exterior metal
stud framing, sheathing, drywall taping, millwork and painting.
▪ Organizational skills necessary to set-up detailed job schedules for all trades under your control.
▪ Excellent oral and written communication skills, thereby ensuring accurate and direct memos, time
cards and job log entries.
▪ Has demonstrated good problem solving skills.
▪ Has demonstrated the ability to run large / small projects with possible multiple trades. Has a track
record of consistently high quality, being on time and within budget.
▪ Has demonstrated ability to work with general contractors and other subcontractors in a spirit of
cooperation and teamwork
▪ Has demonstrated professionalism in all areas and not afraid or intimidated to report findings. Keeps
all those involved up to date with good news as well as bad news.
Additional Duties and Responsibilities
Safety:
- Insures all written safety documentation and inspection reports are completed as required .
- Review all injury incident reports for accuracy and completeness for your crews, areas, etc.
and make sure all parties are notified.
- Responsible for making sure all equipment in good working condition and inspected
as required in your areas.
- Work with Project Manager, Safety Rep & General Contractor to maintain all safety requirements
per site (OCIP/CCIP).
- Monitor and review all new hire orientations either for Raymond or OCIP.
- Lead by example, stress safety when field foreman prepare crews for all tasks and by all trades.
- Monitor that all Foreman maintain safety daily.
- Work with Project Manager and Superintendent to maintain accurate and up to date information.
Cost Control / Schedule
- Assist with developing man-loaded schedules.
- Read job cost / budget.
- Willingness to be more involved with scheduling.
- Provide a project stocking plan and maximize productivity and reduce accidents.
- Require weekly schedule reviews with field supervisors.
- Motivate all field supervisors to review daily costs and schedule issues.
- Keep all parties informed of potential delays or work slippage issues.
1.4f General Foreman.xls
Planning / Documentation
- Provide each Foreman with your plan and expectations of what you expect;
set the tone at the beginning of the project .
- Work with Foreman on 1-week look-aheads to address schedule, costs, manpower, equipment
and tools.
- Read Blueprints and have layout experience.
- Coordinate with other Raymond trades and subcontractors.
- Assist with ordering of material.
- RFI, Extra Work Authorizations, Equipment Checklists, Disciplinary Notices, Incident reports .
- Monitor tools and equipment to meet the needs of crews.
- Maintain daily documents in log book as well as your customer reports.
- Review foreman (under your control) logbooks randomly to ensure that information is done daily.
- Keep daily man-count sheets where required by the General Contractor in your areas.
- Know the time sheet / time card daily procedure to ensure all are paid correctly and on time.
- Coordinate with field crews to obtain information to create access reports.
- Good problem solving skills.
-Responsible for photo log for your areas or as directed by the Project Superintendent.
- Responsible for pre-job planning with each Raymond trade within your area or control.
- Maintain site inspection logs as required to maintain schedule and cost controls.
- Document delays or disruptions created by inspection problems and add to Access Report.
Communication
- Handle and Motivate Foreman.
- Must be able to communicate with crew (bi-lingual desirable) .
- Attends jobsite / subcontractor meetings as directed by Project Superintendent.
- Create access reports in conjunction with Project Manager and Project Superintendent.
- Be the ears and eyes for Superintendent .
- Work to support men and remove obstacles.
- Good soft skills (people, customer, etc.).
- Mentor sub-foreman to work with their crews, provide training through Superintendent.
Quality Assurance / Quality Control:
- Must have knowledge of all facets of the project and responsible for the final job walk out .
- Able to call for inspections and walk the jobsite with the inspector to Handle issues.
- Must understand levels of finishes and monitor QAQC reports before next trade begins work.
Accountability
- Reports to Project Superintendent and Project Manager.
- Improve unit productivity while maintaining schedule and insuring Quality Control.
- Improve Safety Compliance to achieve incident rate of 0.5
Personal Development
- Increase knowledge of scheduling resources through appropriate industry seminar and educational
sources.
- Enhance knowledge of technical applications relevant to Raymond, including computer software
applications, product installation trends and methodology through appropriate industry seminar and
educational sources.
- Develop leadership skills through approved learning sources.
- Mentor/train potential and/or up and coming Foreman.
1.4f General Foreman.xls
PHYSICAL DEMANDS: The physical demands described here are representative of those that must be met by
an employee to successfully perform the essential functions of this job. Reasonable accommodations may
be made to enable individuals with disabilities to perform the essential functions.
Occasionally
Frequently
Regularly
Activity
Never
Sit
x
Talk
x
Hear
x
Use hands to finger/handle objects,
x
tools, controls
Stand
Walk
Drive
Reach with hands and arms
x
x
x
Stoop, kneel, crouch, crawl
x
Climb or balance
x
The employee may be required to lift:
Activity
Up to 10 pounds
11-25 pounds
26-50 pounds
51-100 pounds
More than 100 pounds (without assist)
Never
Occasionally
x
x
x
x
x
Frequently
x
Regularly
WORK ENVIRONMENT: The work environment characteristics described here are representative of those
an employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential functions.
Activity
Never
Occasionally
Frequently
Regularly
Wet, humid conditions (non-weather)
x
Work near moving mechanical parts
x
Work in high, precarious places
x
Fumes or airborne particles
x
Toxic or caustic chemicals
x
Outdoor weather conditions
x
Extreme cold (weather)
x
Extreme heat (weather)
x
Risk of electrical shock
x
Work with explosives
x
Vibration
x
This job description has been designed to indicate the general nature and level of work performed by
employees within this classification. It is not designed to contain or be interpreted as a comprehensive
inventory of all duties, responsibilities and qualifications required of employees assigned to this job.
1.4f General Foreman.xls
PERFORMANCE APPRAISAL
Objective:
-To establish a clear understanding of job expectations and how performance will
be measured.
-To provide recognition for the accomplishments of the individual.
-To enhance communications between the individual and his/her supervisor
-To establish job results and job skills as the basis for measuring performance
-To let the individual know where he/she stands, and identify areas for continued
improvement.
-INSTRUCTIONS:
To establish training needs for personal and professional development.
INSTRUCTIONS:
-At the beginning of the appraisal period, the evaluator should establish and
-At
the beginning
the appraisal
period,
the evaluator should
and
discuss
with the of
employee
the key
job responsibilities
and job establish
skills.
discuss
the employee
the will
keyalso
job
responsibilities
and
values
for the
position.
For new
-For
newwith
employees,
employee,
evaluator
this discussion
should
complete
take place
the Employee
during
theAppraisal
first
month
form
of
at
employment.
the end of three months of employment.
1.4f General Foreman.xls
-Determine the appropriate weight for each job responsibilty (weight must total 100%)
theevaluator
end of each
period,
rate the
employee's
and job
value
appraisal
--At
The
and rating
employee
establish
the
base ratingjob
forperformance
each applicable
skill.
using the rating scale.
-At the end of each rating period, rate the employee's job performance and job
-Multiply each job responsibility rating by its weight factor to determine the score
skills using the rating scale.
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
-Multiply each job responsibility rating by its weight factor to determine the score
35%, multiply rating by .35)
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
- Calculate the scores for the job responsibilities and Raymond values.
35%, multiply rating by .35)
- Submit completed evaluation to next level manager for review and approval before meeting
-Calculate the scores for the job responsibilities and job skills.
with employee.
-Evaluator and employee meet at end of rating period for formal review.
- Evaluator and employee meet at end of rating period for formal review.
-For new employee, evaluator will also complete the New Employee Appraisal form
-atFeedback
should
givenof
toemployment.
the employee regarding the decision criterion for the rating.
the end of
three be
months
- Employee should be given an opportunity to respond on the appraisal form, if desired, in
order to comment on issues presented and training methods desired.
RATING SCALE
1. NEEDS MUCH IMPROVEMENT
2. MEETS MOST EXPECTATIONS
3-MEETS ALL EXPECTATIONS
4-MEETS ALL EXPECTATIONS, EXCEEDS MOST
5-EXCEEDS ALL EXPECTATIONS
JOB - SPECIFIC RESPONSIBILITIES
General Foreman MUST maintain a 3.0 or above)
(All
WEIGHT
FACTOR
(%)
Rating
Score
Safety: Understand and enforce all Raymond's safety policies and procedures. It is important
to also stress positive aspects of Safety.
20%
0
Cost Control / Schedule: Works with Project Manager in establishing budget and production
rates for all trades. Also, when possible provide manloaded schedule to all field supervision for
their scope.
20%
0
Planning / Documentation: Must have a clear understanding of the project contract ,
qualifications and all site requirements. Needs to be able to provide all field supervisors with
clear scope requirements. Work with Project Manager to insure all documentation is current
and accurate.
20%
0
Communication: Make sure in providing both written and verbal communication, the intended
party has a clear understanding of what's expected. Provide information so that it can be
repeated verbatim, whether written or spoken.
20%
0
Quality Assurance / Quality Control: Prior to starting construction, make sure to understand all
Specifications, inspection requirements and owner required Q.A.Q.C reporting to insure all
contract, schedule and owners goals are either met or exceeded.
20%
0
0
0
0
0
0
0
0
Comments:
Performance Rating
100%
0.00
PERFORMANCE APPRAISAL
1.4f General Foreman.xls
Instructions: Using the rating scale on page 1, rate the individual at the end of each period. The base
rating is the rating for the previous period. For any skill(s) that does not apply to the responsibilities of the
person being evaluated, enter "NA" in the appropriate box(es). Adjust the "Divide By" column if
necessary (all "NA's" would be subtracted from 30).
PRIOR PERIOD
RATING
RAYMOND VALUES APPRAISAL
INTEGRITY - Operating with the highest moral standards
- Takes full responsibility for actions and results
- Insists on what is fair and ethical
- Practices what is preached
- Exemplifies responsible behavior
CURRENT
RATING
QUALITY - Achieving excellence in all that we do
- Seeks to provide value through high quality
- Takes action to improve quality
- Sets clearly defined quality improvement objectives
SAFETY - Protecting the well being of our employees
- Takes measures to improve workplace safety
- Practices workplace safety
RESPECT - Recognizing and appreciating people's contributions
- Shows sensitivity to other people's feelings and needs
- Recognizes people for their individual and collective contributions
- Mobilizes and inspires others to be very productive
- Provides appropriate recognition
CONTINUOUS IMPROVEMENT - Committing to move from good to great
- Communicates and practices organizational values and beliefs effectively
- Communicates a compelling vision of the organization's purpose and mission
- Maintains awareness of long-term outcomes in the course of daily activities
- Keeps the "big picture" in mind to guide decision-making and problem solving
WORK/LIFE HARMONY - Balancing a passion for work and a zest for life
- Uses time wisely and resources efficiently on priorities
- Finds opportunities for useful coaching on everyday tasks
- Provides adequate support and training to others
- Gives group members opportunities to take on new challenges
- Helps subordinates define and pursue career goals
TEAMWORK - Maximizing the collective talents of our people to accomplish goals
- Works cooperatively to meet organizational goals
- Shows confidence in others by endorsing their decisions
- Draws on resources from groups and lends resources to groups
- Includes other functions and groups in problem-solving processes
TRUST - Conducting ourselves in a manner that will earn the respect of our employees, customers, and vendors
- Creates conditions where people can act on their own decision-making authority and responsibility
- Shows confidence in others by endorsing their decisions
- Makes others feel that they are trusted
- Responds constructively in conflict situations, looks for win-win resolution
(Employee may write comments regarding appraisal in this space)
EMPLOYEE COMMENTS
Total
Divide by
Skill Rating
0
30
0
0
30
0.00
Combined
Rating
Performance Rating
0.00
Skill Rating
0.00
COACHING, TRAINING and PERSONAL DEVELOPMENT PLAN
Performance Goals Established for Future Development:
1)
2)
3)
Instructions: List planned areas of improvement and self development agreed to by person evaluated.
AREAS IN WHICH EMPLOYEE REQUESTS TRAINING
SCHEDULE DATE
Instructions:
List planned personal coaching and other help from supervisor or manager to meet results. Also list any
formal training planned for the forthcoming appraisal period.
AREAS IN WHICH MANAGER RECOMMENDS TRAINING
SCHEDULE DATE
BY MANAGER OR OUTSIDE SOURCE
Signatures:
PERSON EVALUATED
DATE
EVALUATOR
DATE
NEXT LEVEL MANAGER or CEO
DATE
FOREMAN
Job Description
Job Title: Project Foreman
Department: Field Operations
Location: All
Reports to: Project Manager, General Foreman
Work Schedule: M – F
Status: Non-Exempt
FUNCTION: The Foreman is responsible to lead and manage project teams of Journeyman and
Apprentices on the effective delivery of constructing services for specific projects. In
cooperation with the Project Manager, the Foreman prepares and executes business plans and
operational functions to achieve the desired result and assure sustained success, growth and
profitability. The Foreman by setting a direction (vision of he future), aligning people and
motivating and inspiring them to achieve the vision. The Foreman manages by planning and
budgeting (goal setting), organizing and staffing and controlling and problem solving to
achieve or exceed the goal set for the project. This position will be based project by project.
This position may also require that your tools be worn when directed.
% of importance
for each task
Primary duties and responsibilities
20%
Safety: Understand and enforce all Raymond's safety policies
and procedures. It is important to also stress positive aspects of
Safety.
20%
Cost Control / Schedule: Works with Project Manager in
establishing budget and production rates for all trades. Also,
when possible provide manloaded schedule to all field
supervision for their scope.
20%
Planning / Documentation: Must have a clear understanding of
the project contract , qualifications and all site requirements.
Needs to be able to provide all field supervisors with clear scope
requirements. Work with Project Manager to insure all
documentation is current and accurate.
20%
Communication: Make sure in providing both written and verbal
communication, the intended party has a clear understanding
of what's expected. Provide information so that it can be
repeated verbatim, whether written or spoken.
20%
Quality Assurance / Quality Control: Prior to starting construction,
make sure to understand all Specifications, inspection
requirements and owner required Q.A.Q.C reporting to insure all
contract, schedule and owners goals are either met or
exceeded.
1.4g Foreman.xls
Specialized skills, prior work experience, education and knowledge
In order to be considered for the position of Foreman, this individual must possess and/or able to
succeed in the following qualities / experience:
▪ Two (2) years experience as a Journeyman with Raymond with varied job type experience,
including but not limited to, Office Building, Retail, Hospitals, Schools, MOB's, and Casino / Hotel
type projects.
▪ Has demonstrated a working knowledge of lath & plaster and EIFS on both interior & exterior
metal stud framing, sheathing, drywall taping, millwork and painting.
▪ Organizational skills necessary to understand and maintain schedule for their crew.
▪ Excellent oral and written communication skills, thereby ensuring accurate and direct
memos, time cards and job log entries.
▪ Has demonstrated good problem solving skills.
▪ Has demonstrated ability to work with general contractors and other subcontractors in a
spirit of cooperation and teamwork
▪ Has demonstrated professionalism in all areas and not afraid or intimidated to report
findings. Keeps all those involved up to date with good news as well as bad news.
Additional Duties and Responsibilities
Safety:
- Insures all written safety documentation and inspection reports are completed as required .
- Responsible for making sure all equipment in good working condition and inspected as required.
- Work with Project Manager, Safety Rep & General Contractor to maintain all safety requirements
per site (OCIP/CCIP) and Raymond safety policy.
- Monitor and review all new hires.
- Attend each weeks Tailgate Meeting. Make sure your crew signs in with employee number.
- Lead by example, stress safety when Journeyman prepare crews for all tasks and by all trades.
Cost Control / Schedule
- Read job cost / budget.
- Willingness to be more involved with scheduling.
- Monitor productivity and production rates.
- Provide a project stocking plan, maximize productivity and reduce accidents for your area / crew
- Keep all parties informed of potential delays or work slippage issues.
Planning / Documentation
- Provide each crew member with your plan and expectations of what you expect;
set the tone at the beginning of the project .
- Look ahead one (1) week to review costs, manpower, equipment and tools.
- Read Blueprints and have layout experience.
- Coordinate with other Raymond trades and subcontractors.
- Know the proper forms & how to use them: RFI, Extra Work Authorizations, Equipment Checklists,
- Disciplinary Notices and Incident reports, etc. .
- Monitor tools and equipment to meet the needs of crews.
- Must know the proper use of the Foreman's Log Book and complete daily.
- Know the time sheet / time card daily procedure to ensure all are paid correctly and on time.
- Coordinate with field crews to obtain information to create access reports.
- Good problem solving skills.
- Document delays or disruptions created by inspection problems and add to Access Report.
1.4g Foreman.xls
Communication
- Handle and Motivate your crew.
- Must be able to communicate with crew (bi-lingual desirable) .
- Create access reports in conjunction with Project Manager.
- Be the ears and eyes for Superintendent .
- Mentor/train potential and/or up and coming Leadman.
- Work to support men and remove obstacles.
- Good soft skills (people, customer, etc.).
Quality Assurance / Quality Control:
- Understand what is expected by your Superintendent to provide a quality project.
Accountability
- Reports to General Foreman.
- Improve unit productivity while maintaining schedule and insuring Quality Control.
- Improve Safety Compliance to achieve incident rate of 0.5
Personal Development
- Enhance knowledge of technical applications relevant to Raymond, including computer
software applications, product installation trends and methodology through appropriate
industry seminar and educational sources.
- Develop leadership skills through approved learning sources.
PHYSICAL DEMANDS: The physical demands described here are representative of those that
must be met by an employee to successfully perform the essential functions of this job.
Reasonable accommodations may be made to enable individuals with disabilities to perform
the essential functions.
Activity
Sit
Talk
Hear
Use hands to finger/handle
objects, tools, controls
Stand
Walk
Drive
Reach with hands and arms
Stoop, kneel, crouch, crawl
Climb or balance
Never
The employee may be required to lift:
Activity
Never
Up to 10 pounds
11-25 pounds
26-50 pounds
51-100 pounds
More than 100 pounds
Occasionally
Frequently
x
x
Occasionally
x
x
x
x
Regularly
x
x
x
x
x
x
x
x
Frequently
x
Regularly
1.4g Foreman.xls
WORK ENVIRONMENT: The work environment characteristics described here are representative
of those an employee encounters while performing the essential functions of this job.
Reasonable accommodations may be made to enable individuals with disabilities to perform
the essential functions.
Activity
Wet, humid conditions (nonweather)
Work near moving
mechanical parts
Work in high, precarious
places
Fumes or airborne particles
Toxic or caustic chemicals
Outdoor weather conditions
Extreme cold (weather)
Extreme heat (weather)
Risk of electrical shock
Work with explosives
Vibration
Never
Occasionally
Frequently
x
Regularly
x
x
x
x
x
x
x
x
x
x
This job description has been designed to indicate the general nature and level of work
performed by employees within this classification. It is not designed to contain or be
interpreted as a comprehensive inventory of all duties, responsibilities and qualifications
required of employees assigned to this job.
1.4g Foreman.xls
PERFORMANCE APPRAISAL
Objective:
-To establish a clear understanding of job expectations and how performance will
be measured.
-To provide recognition for the accomplishments of the individual.
-To enhance communications between the individual and his/her supervisor
-To establish job results and job skills as the basis for measuring performance
-To let the individual know where he/she stands, and identify areas for continued
improvement.
- To establish training needs for personal and professional development.
INSTRUCTIONS:
INSTRUCTIONS:
-At the beginning of the appraisal period, the evaluator should establish and
-At
the beginning
the appraisal
period,
the evaluator should
and
discuss
with the of
employee
the key
job responsibilities
and job establish
skills.
discuss
the employee
the will
keyalso
job
responsibilities
and
values
for the
position.
For new
-For
newwith
employees,
employee,
evaluator
this discussion
should
complete
take place
the Employee
during
theAppraisal
first
month
form
of
at
employment.
the end of three months of employment.
1.4g Foreman.xls
-Determine the appropriate weight for each job responsibilty (weight must total 100%)
-At
end of each
period,
rate the
employee's
and job
value
appraisal
-Thetheevaluator
and rating
employee
establish
the
base ratingjob
forperformance
each applicable
skill.
using the rating scale.
-At the end of each rating period, rate the employee's job performance and job
-Multiply each job responsibility rating by its weight factor to determine the score
skills using the rating scale.
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
-Multiply each job responsibility rating by its weight factor to determine the score
35%, multiply rating by .35)
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
- Calculate the scores for the job responsibilities and Raymond values.
35%, multiply rating by .35)
- Submit completed evaluation to next level manager for review and approval before meeting
-Calculate the scores for the job responsibilities and job skills.
with employee.
-Evaluator and employee meet at end of rating period for formal review.
- Evaluator and employee meet at end of rating period for formal review.
-For new employee, evaluator will also complete the New Employee Appraisal form
-atFeedback
should
givenof
toemployment.
the employee regarding the decision criterion for the rating.
the end of
three be
months
- Employee should be given an opportunity to respond on the appraisal form, if desired, in
order to comment on issues presented and training methods desired.
RATING SCALE
1. NEEDS MUCH IMPROVEMENT
2. MEETS MOST EXPECTATIONS
3-MEETS ALL EXPECTATIONS
4-MEETS ALL EXPECTATIONS, EXCEEDS MOST
5-EXCEEDS ALL EXPECTATIONS
JOB - SPECIFIC RESPONSIBILITIES
(All Foreman MUST maintain a 3.0 or above)
WEIGHT
FACTOR
(%)
Rating
Score
Safety: Understand and enforce all Raymond's safety policies and procedures. It is important
to also stress positive aspects of Safety.
20%
0
Cost Control / Schedule: Works with Project Manager in establishing budget and production
rates for all trades. Also, when possible provide manloaded schedule to all field supervision for
their scope.
20%
0
Planning / Documentation: Must have a clear understanding of the project contract ,
qualifications and all site requirements. Needs to be able to provide all field supervisors with
clear scope requirements. Work with Project Manager to insure all documentation is current
and accurate.
20%
0
Communication: Make sure in providing both written and verbal communication, the intended
party has a clear understanding of what's expected. Provide information so that it can be
repeated verbatim, whether written or spoken.
20%
0
Quality Assurance / Quality Control: Prior to starting construction, make sure to understand all
Specifications, inspection requirements and owner required Q.A.Q.C reporting to insure all
contract, schedule and owners goals are either met or exceeded.
20%
0
0
0
0
0
0
0
0
100%
0.00
Performance Rating
Comments:
Instructions: Using the rating scale on page 1, rate the individual at the end of each period. The base
rating is the rating for the previous period. For any skill(s) that does not apply to the responsibilities of the
person being evaluated, enter "NA" in the appropriate box(es). Adjust the "Divide By" column if necessary
(all "NA's" would be subtracted from 30).
PRIOR PERIOD
RATING
RAYMOND VALUES APPRAISAL
INTEGRITY - Operating with the highest moral standards
- Takes full responsibility for actions and results
- Insists on what is fair and ethical
- Practices what is preached
- Exemplifies responsible behavior
CURRENT
RATING
QUALITY - Achieving excellence in all that we do
- Seeks to provide value through high quality
- Takes action to improve quality
- Sets clearly defined quality improvement objectives
SAFETY - Protecting the well being of our employees
- Takes measures to improve workplace safety
- Practices workplace safety
RESPECT - Recognizing and appreciating people's contributions
- Shows sensitivity to other people's feelings and needs
- Recognizes people for their individual and collective contributions
- Mobilizes and inspires others to be very productive
- Provides appropriate recognition
CONTINUOUS IMPROVEMENT - Committing to move from good to great
- Communicates and practices organizational values and beliefs effectively
- Communicates a compelling vision of the organization's purpose and mission
- Maintains awareness of long-term outcomes in the course of daily activities
- Keeps the "big picture" in mind to guide decision-making and problem solving
WORK/LIFE HARMONY - Balancing a passion for work and a zest for life
- Uses time wisely and resources efficiently on priorities
- Finds opportunities for useful coaching on everyday tasks
- Provides adequate support and training to others
- Gives group members opportunities to take on new challenges
- Helps subordinates define and pursue career goals
TEAMWORK - Maximizing the collective talents of our people to accomplish goals
- Works cooperatively to meet organizational goals
- Shows confidence in others by endorsing their decisions
- Draws on resources from groups and lends resources to groups
- Includes other functions and groups in problem-solving processes
TRUST - Conducting ourselves in a manner that will earn the respect of our employees, customers, and vendors
- Creates conditions where people can act on their own decision-making authority and responsibility
- Shows confidence in others by endorsing their decisions
- Makes others feel that they are trusted
- Responds constructively in conflict situations, looks for win-win resolution
(Employee may write comments regarding appraisal in this space)
EMPLOYEE COMMENTS
Total
Divide by
Skill Rating
0
30
0
0
30
0.00
Combined
Rating
Performance Rating
0.00
Skill Rating
0.00
COACHING, TRAINING and PERSONAL DEVELOPMENT PLAN
Performance Goals Established for Future Development:
1)
2)
3)
Instructions: List planned areas of improvement and self development agreed to by person evaluated.
AREAS IN WHICH EMPLOYEE REQUESTS TRAINING
SCHEDULE DATE
Instructions: List planned personal coaching and other help from supervisor or manager to meet results. Also list any
formal training planned for the forthcoming appraisal period.
AREAS IN WHICH MANAGER RECOMMENDS TRAINING
BY MANAGER OR OUTSIDE SOURCE
SCHEDULE DATE
Signatures:
PERSON EVALUATED
DATE
EVALUATOR
DATE
NEXT LEVEL MANAGER or CEO
DATE
LEADMAN
Job Description
Job Title: Project Leadman
Department: Field Operations
Location: Vegas
Reports to: Project Foreman
Work Schedule: M – F
Status: Non-Exempt
FUNCTION: The Leadman is a working position. A Leadman is promoted to assist a Foreman in the managing of
a crew and/or area etc. The Leadman is responsible to keep their crew working and productive. They are to
work with the Foreman in planning, cost control, equipment, tools and time keeping.
% of importance
for each task
Primary duties and responsibilities
20%
Safety: Understand and enforce all Raymond's safety policies and procedures. It is
important to also stress positive aspects of Safety.
20%
Cost Control / Schedule: Works with Project Manager in establishing budget and
production rates for all trades. Also, when possible provide manloaded schedule to
all field supervision for their scope.
20%
Planning / Documentation: Must have a clear understanding of the project contract
, qualifications and all site requirements. Needs to be able to provide all field
supervisors with clear scope requirements. Work with Project Manager to insure all
documentation is current and accurate.
20%
Communication: Make sure in providing both written and verbal communication,
the intended party has a clear understanding of what's expected. Provide
information so that it can be repeated verbatim, whether written or spoken.
20%
Quality Assurance / Quality Control: Prior to starting construction, make sure to
understand all Specifications, inspection requirements and owner required Q.A.Q.C
reporting to insure all contract, schedule and owners goals are either met or
exceeded.
Specialized skills, prior work experience, education and knowledge
In order to be considered for the position of General Foreman, this individual must possess and/or able to
succeed in the following qualities / experience:
▪ One (1) -Two (2) years experience as a Journeyman with Raymond with varied job type experience,
including but not limited to, Office Building, Retail, Hospitals, Schools, MOB's, and Casino / Hotel type projects.
▪ Has demonstrated good problem solving skills.
▪ Has demonstrated professionalism in all areas and not afraid or intimidated to report findings. Keeps all
those involved up to date with good news as well as bad news.
1.4h Leadman.xls
Additional Duties and Responsibilities
Safety:
- Insures all written safety documentation and inspection reports are completed.
- Responsible for making sure all equipment in good working condition and inspected
as required in your areas and remove or replace as required for your crew.
- Attend each weeks Tailgate Meeting.
- Lead by example, stress safety when Journeyman prepare crews for all tasks.
Cost Control / Schedule
- Monitor productivity and schedule for your area or crew.
- Keep all parties informed of potential delays or work slippage issues.
Planning / Documentation
- Provide each crew member with your plan and expectations of what you expect;
- Disciplinary Notices and Incident reports, etc .
- Monitor tools and equipment to meet the needs of crew.
- Must know the proper use of the Foreman's Log Book and complete daily.
- Good problem solving skills.
Communication
- Handle and Motivate your crew.
- Must be able to communicate with crew (bi-lingual desirable) .
- Be the ears and eyes for Superintendent .
Quality Assurance / Quality Control:
- Understand what is expected by your Superintendent to provide a quality project.
Accountability
- Reports to Foreman.
- Improve unit productivity while maintaining schedule and insuring Quality Control.
- Improve Safety Compliance to achieve incident rate of 0.5
Personal Development
- Enhance knowledge of technical applications relevant to Raymond, including computer software
applications, product installation trends and methodology through appropriate industry seminar and
educational sources.
- Develop leadership skills through approved learning sources.
PHYSICAL DEMANDS: The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions.
Activity
Sit
Talk
Hear
Use hands to finger/handle objects, tools, controls
Stand
Walk
Drive
Reach with hands and arms
Stoop, kneel, crouch, crawl
Climb or balance
Never
Occasionally
Frequently
x
x
Regularly
x
x
x
x
x
x
x
x
1.4h Leadman.xls
The employee may be required to lift:
Activity
Up to 10 pounds
11-25 pounds
26-50 pounds
51-100 pounds
More than 100 pounds (without assist)
Never
Occasionally
x
x
x
x
Frequently
x
Regularly
WORK ENVIRONMENT: The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable accommodations may
be made to enable individuals with disabilities to perform the essential functions.
Activity
Wet, humid conditions (non-weather)
Work near moving mechanical parts
Work in high, precarious places
Fumes or airborne particles
Toxic or caustic chemicals
Outdoor weather conditions
Extreme cold (weather)
Extreme heat (weather)
Risk of electrical shock
Work with explosives
Vibration
Never
x
x
Occasionally
Frequently
x
x
Regularly
x
x
x
x
x
x
x
This job description has been designed to indicate the general nature and level of work performed by
employees within this classification. It is not designed to contain or be interpreted as a comprehensive
inventory of all duties, responsibilities and qualifications required of employees assigned to this job.
1.4h Leadman.xls
PERFORMANCE APPRAISAL
Objective:
-To establish a clear understanding of job expectations and how performance will
be measured.
-To provide recognition for the accomplishments of the individual.
-To enhance communications between the individual and his/her supervisor
-To establish job results and job skills as the basis for measuring performance
-To let the individual know where he/she stands, and identify areas for continued
improvement.
-INSTRUCTIONS:
To establish training needs for personal and professional development.
INSTRUCTIONS:
-At the beginning of the appraisal period, the evaluator should establish and
-At
the beginning
the appraisal
period,
the evaluator should
and
discuss
with the of
employee
the key
job responsibilities
and job establish
skills.
discuss
the employee
the will
keyalso
job
responsibilities
and
values
for the
position.
For new
-For
newwith
employees,
employee,
evaluator
this discussion
should
complete
take place
the Employee
during
theAppraisal
first
month
form
of
at
employment.
the end of three months of employment.
1.4h Leadman.xls
-Determine the appropriate weight for each job responsibilty (weight must total 100%)
theevaluator
end of each
period,
rate the
employee's
and job
value
appraisal
--At
The
and rating
employee
establish
the
base ratingjob
forperformance
each applicable
skill.
using the rating scale.
-At the end of each rating period, rate the employee's job performance and job
-Multiply each job responsibility rating by its weight factor to determine the score
skills using the rating scale.
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
-Multiply each job responsibility rating by its weight factor to determine the score
35%, multiply rating by .35)
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
- Calculate the scores for the job responsibilities and Raymond values.
35%, multiply rating by .35)
- Submit completed evaluation to next level manager for review and approval before meeting
-Calculate the scores for the job responsibilities and job skills.
with employee.
-Evaluator and employee meet at end of rating period for formal review.
- Evaluator and employee meet at end of rating period for formal review.
-For new employee, evaluator will also complete the New Employee Appraisal form
-atFeedback
should
givenof
toemployment.
the employee regarding the decision criterion for the rating.
the end of
three be
months
- Employee should be given an opportunity to respond on the appraisal form, if desired, in
order to comment on issues presented and training methods desired.
RATING SCALE
1. NEEDS MUCH IMPROVEMENT
2. MEETS MOST EXPECTATIONS
3-MEETS ALL EXPECTATIONS
4-MEETS ALL EXPECTATIONS, EXCEEDS MOST
5-EXCEEDS ALL EXPECTATIONS
JOB - SPECIFIC RESPONSIBILITIES
(All Leadman MUST maintain a 3.0 or above)
WEIGHT
FACTOR
(%)
Rating
Score
Safety: Understand and enforce all Raymond's safety policies and procedures. It is important
to also stress positive aspects of Safety.
20%
0
Cost Control / Schedule: Works with Project Manager in establishing budget and production
rates for all trades. Also, when possible provide manloaded schedule to all field supervision for
their scope.
20%
0
Planning / Documentation: Must have a clear understanding of the project contract ,
qualifications and all site requirements. Needs to be able to provide all field supervisors with
clear scope requirements. Work with Project Manager to insure all documentation is current
and accurate.
20%
0
Communication: Make sure in providing both written and verbal communication, the intended
party has a clear understanding of what's expected. Provide information so that it can be
repeated verbatim, whether written or spoken.
20%
0
Quality Assurance / Quality Control: Prior to starting construction, make sure to understand all
Specifications, inspection requirements and owner required Q.A.Q.C reporting to insure all
contract, schedule and owners goals are either met or exceeded.
20%
0
0
0
0
0
0
0
0
100%
0.00
Performance Rating
Comments:
Instructions: Using the rating scale on page 1, rate the individual at the end of each period. The base
rating is the rating for the previous period. For any skill(s) that does not apply to the responsibilities of the
person being evaluated, enter "NA" in the appropriate box(es). Adjust the "Divide By" column if
necessary (all "NA's" would be subtracted from 30).
PRIOR PERIOD
RATING
RAYMOND VALUES APPRAISAL
INTEGRITY - Operating with the highest moral standards
- Takes full responsibility for actions and results
- Insists on what is fair and ethical
- Practices what is preached
- Exemplifies responsible behavior
CURRENT
RATING
QUALITY - Achieving excellence in all that we do
- Seeks to provide value through high quality
- Takes action to improve quality
- Sets clearly defined quality improvement objectives
SAFETY - Protecting the well being of our employees
- Takes measures to improve workplace safety
- Practices workplace safety
RESPECT - Recognizing and appreciating people's contributions
- Shows sensitivity to other people's feelings and needs
- Recognizes people for their individual and collective contributions
- Mobilizes and inspires others to be very productive
- Provides appropriate recognition
CONTINUOUS IMPROVEMENT - Committing to move from good to great
- Communicates and practices organizational values and beliefs effectively
- Communicates a compelling vision of the organization's purpose and mission
- Maintains awareness of long-term outcomes in the course of daily activities
- Keeps the "big picture" in mind to guide decision-making and problem solving
WORK/LIFE HARMONY - Balancing a passion for work and a zest for life
- Uses time wisely and resources efficiently on priorities
- Finds opportunities for useful coaching on everyday tasks
- Provides adequate support and training to others
- Gives group members opportunities to take on new challenges
- Helps subordinates define and pursue career goals
TEAMWORK - Maximizing the collective talents of our people to accomplish goals
- Works cooperatively to meet organizational goals
- Shows confidence in others by endorsing their decisions
- Draws on resources from groups and lends resources to groups
- Includes other functions and groups in problem-solving processes
TRUST - Conducting ourselves in a manner that will earn the respect of our employees, customers, and vendors
- Creates conditions where people can act on their own decision-making authority and
responsibility
- Shows confidence in others by endorsing their decisions
- Makes others feel that they are trusted
- Responds constructively in conflict situations, looks for win-win resolution
(Employee may write comments regarding appraisal in this space)
EMPLOYEE COMMENTS
Total
Divide by
Skill Rating
0
30
0
0
30
0.00
Combined
Rating
Performance rating
0.00
Skill Rating
0.00
COACHING, TRAINING and PERSONAL DEVELOPMENT PLAN
Performance Goals Established for Future Development:
1)
2)
3)
Instructions: List planned areas of improvement and self development agreed to by person evaluated.
AREAS IN WHICH EMPLOYEE REQUESTS TRAINING
SCHEDULE DATE
Instructions: List planned personal coaching and other help from supervisor or manager to meet results. Also list any
formal training planned for the forthcoming appraisal period.
AREAS IN WHICH MANAGER RECOMMENDS TRAINING
BY MANAGER OR OUTSIDE SOURCE
SCHEDULE DATE
Signatures:
PERSON EVALUATED
DATE
EVALUATOR
DATE
NEXT LEVEL MANAGER or CEO
DATE
WAREHOUSE MANAGER
Job Description
Job Title: Warehouse Manager
Department: Superintendent
Location: All
Reports to: General Superintendent
Work Schedule: M – F
Status: Non-Exempt
FUNCTION: The Warehouse Manager is responsible to lead and manage warehouse crews on
the effective maintenance and upkeep of all Raymond owned vehicles and equipment. The
Manager will be responsible for the purchasing of all tools and materials associated with the
warehouse inventory. The Manager will be responsible for ensuring that the warehouse and
adjacent Raymond facilities are maintained in a clean, professional, and working manner, as
well as ensure that safety measures are enforced with regard to the Warehouse Manager's
area of responsibility.
% of importance
for each task
Primary duties and responsibilities
Purchase small/sundry materials. Purchase job materials.
Negotiate material pricing. Audit paperwork for fair pricing.
Schedule pickup/delivery of tools and materials (including out-oftown).
Purchase tools. Enter tools in ToolWatch. Manage engraving of
tools. Ensure tools leaving warehouse are accounted for. Track
jobsite tool inventory. Maintain tool repair records.
Manage warehouse inventory. Manage warehouse equipment
rentals.
Maintenance of Raymond facility. Maintain clean and safe
warehouse environment. Oversee/review cleaning of office
space. Disposal of waste materials (i.e. paint, plaster, excess
millwork, etc.)
Maintain Raymond vehicles. Maintain vehicle maintenance
records / DMV.
Manage warehouse crews.
Knowledge and implementation of OSHA safety codes.
Additional duties as the job requires.
1.4i Warehouse Manager.xls
Specialized skills, prior work experience, education and knowledge
In order to be considered for the position of the Warehouse Manager, this individual must
possess and/or able to succeed in the following qualities/experience:
- Three to five years in the construction field.
- High School graduate, one to two years college level courses completed.
- Computer literate, experience with Excel and tool tracking programs.
- Ability to identify tools and materials used in Raymond's scope of work.
- Prior successful supervisory responsibilities
Accountability
- Reports to General Superintendent
Personal Development
- Willing and able to expand knowledge of computer skills and tool tracking.
PHYSICAL DEMANDS: The physical demands described here are representative of those that
must be met by an employee to successfully perform the essential functions of this job.
Reasonable accommodations may be made to enable individuals with disabilities to perform
the essential functions.
Activity
Never
Sit
Talk
Hear
Use hands to finger/handle
objects, tools, controls
Stand
Walk
Drive
Reach with hands and arms
Stoop, kneel, crouch, crawl
Climb or balance
The employee may be required to lift:
Never
Activity
Up to 10 pounds
11-25 pounds
26-50 pounds
51-100 pounds
More than 100 pounds
x
Occasionally
x
x
x
x
Occasionally
x
x
x
Frequently
Regularly
x
x
x
x
x
x
Frequently
x
Regularly
1.4i Warehouse Manager.xls
WORK ENVIRONMENT: The work environment characteristics described here are representative
of those an employee encounters while performing the essential functions of this job.
Reasonable accommodations may be made to enable individuals with disabilities to perform
the essential functions.
Activity
Wet, humid conditions (nonweather)
Work near moving
mechanical parts
Work in high, precarious
places
Fumes or airborne particles
Toxic or caustic chemicals
Outdoor weather conditions
Never
x
Extreme cold (non-weather)
Extreme heat (non-weather)
x
x
Risk of electrical shock
Work with explosives
Vibration
x
x
Occasionally
Frequently
Regularly
x
x
x
x
x
x
This job description has been designed to indicate the general nature and level of work
performed by employees within this classification. It is not designed to contain or be
interpreted as a comprehensive inventory of all duties, responsibilities and qualifications
required of employees assigned to this job.
1.4i Warehouse Manager.xls
PERFORMANCE APPRAISAL
Objective:
Objective:
-To
establish
a clear
understanding
will
-To
establish
a clear
understandingofofjob
jobexpectations
expectations and
and how
how performance
performance will
be
bemeasured.
measured.
-To
provide
-To
providerecognition
recognitionfor
forthe
theaccomplishments
accomplishments of
of the
the individual.
individual.
-To
enhance
the individual
individual and
andhis/her
his/hersupervisor
supervisor
-To
enhancecommunications
communicationsbetween
between the
-To
establish
jobjob
results
and
jobjob
skills
as the
basis
for measuring
performance
-To
establish
results
and
skills
as the
basis
for measuring
performance
-To
letlet
the
-To
theindividual
individualknow
knowwhere
wherehe/she
he/shestands,
stands,and
andidentify
identifyareas
areasfor
forcontinued
continued
improvement.
improvement.
- To
establish
training
needs
forfor
personal
and
professional
development.
-INSTRUCTIONS:
To
establish
training
needs
personal
and
professional
development.
INSTRUCTIONS:
INSTRUCTIONS:
-At the beginning of the appraisal period, the evaluator should establish and
-At
the
the
period,
the
evaluator should
should
establish
and
-At
thebeginning
beginning
of
the appraisal
appraisal
period,
the evaluator
and
discuss
with theof
employee
the key
job responsibilities
and
job establish
skills.
discuss
with
the
employee
the
responsibilities
values
position.
discuss
with
the
employee
thekey
keyjob
job
responsibilities
and
values
forthe
the
position.
For new
-For
new
employees,
employee,
evaluator
this discussion
will
also
should
complete
take place
the and
Employee
during
thefor
Appraisal
first
month
form
of
at
employment.
the end of three months of employment.
at the end of three months of employment.
1.4i Warehouse Manager.xls
-Determine the
-Determine
the appropriate
appropriateweight
weightfor
foreach
each
jobjob
responsibilty
responsibilty
(weight
(weight
must
must
total
total
100%)
100%)
-At
end of
of each
each
ratingperiod,
period,
rate
the
employee's
job
performance
value
appraisal
-At
theevaluator
end
rate
the
employee's
performance
andand
value
appraisal
-Thethe
and rating
employee
establish
the
base
ratingjob
for
each
applicable
job
skill.
using the
scale.
using
the rating
rating scale.
-At the end of each rating period, rate the employee's job performance and job
-Multiply each
jobresponsibility
responsibility rating
rating by
by its
its weight
weight factor
factortotodetermine
determinethe
the
score
-Multiply
each job
score
skills using the rating scale.
for
job responsibility.
responsibility. (Example:
for that
that job
(Example: IfIf weight
weight is
is 20%,
20%,multiply
multiplyrating
ratingby
by.20;
.20;ififweight
weightisis
-Multiply each job responsibility rating by its weight factor to determine the score
35%,
35%,multiply
multiplyrating
rating by
by .35)
.35)
for that job responsibility. (Example: If weight is 20%, multiply rating by .20; if weight is
-- Calculate
thescores
scores for
for the
the job
jobresponsibilities
responsibilities and
Raymond values.
values.
Calculate the
and Raymond
35%, multiply rating by .35)
-- Submit
evaluationtotonext
nextlevel
levelmanager
manager
review
and
approval
before
meeting
Submit completed
completed evaluation
forfor
review
and
approval
before
meeting
-Calculate the scores for the job responsibilities and job skills.
with
employee.
with employee.
-Evaluator and employee meet at end of rating period for formal review.
-- Evaluator
employeemeet
meetatatend
endofof
rating
period
formal
review.
Evaluator and
and employee
rating
period
forfor
formal
review.
-For new employee, evaluator will also complete the New Employee Appraisal form
-- Feedback
should be
be provided
given to to
thethe
employee
decision
Feedback
should
employeeregarding
decision the
criteria
for thecriterion
rating. for the rating.
at
the
end
of
three
months
of
employment.
-- Employee
given an
an opportunity
opportunitytotorespond
respondon
onthe
theappraisal
appraisal
form,
desired,inin
Employee should
should be
be given
form,
if ifdesired,
order
to comment
commenton
onissues
issues presented
presented and
andtraining
trainingmethods
methodsdesired.
desired.
order to
RATING SCALE
1. NEEDS MUCH IMPROVEMENT
2. MEETS MOST EXPECTATIONS
3-MEETS ALL EXPECTATIONS
4-MEETS ALL EXPECTATIONS, EXCEEDS MOST
5-EXCEEDS ALL EXPECTATIONS
JOB - SPECIFIC RESPONSIBILITIES
WEIGHT
FACTOR
(%)
Rating
Score
Purchase small/sundry materials. Purchase job materials.
Negotiate material pricing. Audit paperwork for fair pricing.
Schedule pickup/delivery of tools and materials (including out-of-town).
Purchase tools. Enter tools in ToolWatch. Manage engraving of tools. Ensure tools leaving
warehouse are accounted for. Track jobsite tool inventory. Maintain tool repair records.
0%
0%
0%
0
0
0
0%
0
Manage warehouse inventory. Manage warehouse equipment rentals.
Oversee/review cleaning of office space. Disposal of waste materials (i.e. paint, plaster, excess
Maintain Raymond vehicles. Maintain vehicle maintenance records / DMV.
Manage warehouse crews.
Knowledge and implementation of OSHA safety codes.
Additional duties as the job requires.
0%
0%
0%
0%
0%
0%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Comments:
Performance Rating
0%
0.00
1.4i Warehouse Manager.xls
Instructions: Using the rating scale on page 1, rate the individual at the end of each period. The base
rating is the rating for the previous period. For any skill(s) that does not apply to the responsibilities of the
person being evaluated, enter "NA" in the appropriate box(es). Adjust the "Divide By" column if
necessary (all "NA's" would be subtracted from 30).
RAYMOND VALUES APPRAISAL
PRIOR PERIOD
CURRENT
RATING
RATING
INTEGRITY - Operating with the highest moral standards
- Takes full responsibility for actions and results
- Insists on what is fair and ethical
- Practices what is preached
- Exemplifies responsible behavior
QUALITY - Achieving excellence in all that we do
- Seeks to provide value through high quality
- Takes action to improve quality
- Sets clearly defined quality improvement objectives
SAFETY - Protecting the well being of our employees
- Takes measures to improve workplace safety
- Practices workplace safety
RESPECT - Recognizing and appreciating people's contributions
- Shows sensitivity to other people's feelings and needs
- Recognizes people for their individual and collective contributions
- Mobilizes and inspires others to be very productive
- Provides appropriate recognition
CONTINUOUS IMPROVEMENT - Committing to move from good to great
- Communicates and practices organizational values and beliefs effectively
- Communicates a compelling vision of the organization's purpose and mission
- Maintains awareness of long-term outcomes in the course of daily activities
- Keeps the "big picture" in mind to guide decision-making and problem solving
WORK/LIFE HARMONY - Balancing a passion for work and a zest for life
- Uses time wisely and resources efficiently on priorities
- Finds opportunities for useful coaching on everyday tasks
- Provides adequate support and training to others
- Gives group members opportunities to take on new challenges
- Helps subordinates define and pursue career goals
TEAMWORK - Maximizing the collective talents of our people to accomplish goals
- Works cooperatively to meet organizational goals
- Shows confidence in others by endorsing their decisions
- Draws on resources from groups and lends resources to groups
- Includes other functions and groups in problem-solving processes
TRUST - Conducting ourselves in a manner that will earn the respect of our employees, customers, and vendors
- Creates conditions where people can act on their own decision-making authority and responsibility
- Shows confidence in others by endorsing their decisions
- Makes others feel that they are trusted
- Responds constructively in conflict situations, looks for win-win resolution
(Employee may write comments regarding appraisal in this space)
EMPLOYEE COMMENTS
Total
Divide by
Skill Rating
0
30
0
0
30
0.00
Combined
Rating
Performance Rating
0.00
Skill Rating
0.00
COACHING, TRAINING and PERSONAL DEVELOPMENT PLAN
Performance Goals Established for Future Development:
1)
2)
3)
Instructions: List planned areas of improvement and self development agreed to by person evaluated.
AREAS IN WHICH EMPLOYEE REQUESTS TRAINING
SCHEDULE DATE
Instructions: List planned personal coaching and other help from supervisor or manager to meet results. Also list any
formal training planned for the forthcoming appraisal period.
AREAS IN WHICH MANAGER RECOMMENDS TRAINING
BY MANAGER OR OUTSIDE SOURCE
SCHEDULE DATE
Signatures:
PERSON EVALUATED
DATE
EVALUATOR
DATE
NEXT LEVEL MANAGER or CEO
DATE
1.4i Warehouse Manager.xls
PRE-JOB START SAFETY PLANNING CHECKLIST
Job Information
Date
Job Name
General Foreman
GC
Job Number
Project Manager
Please check one New Construction
Remodel
Office
Trailer
Gang Box
Safety Poster Set (Trailer and Office only)
Please choose accordingly
1. ENVIRONMENTAL CONCERNS
a. Asbestos
b. Lead (Testing/Sampling)
c. Mold (Send letters outlined in Raymond’s mold policy)
2. POWER/LINES
3. STOCKING/STORAGE (STREET UNLOADING/TRAFFIC CONTROL/WEATHER/THEFT/SAFETY “CLEARENCES”)
4. FIREPROOFING – SIGNAGE
5. SCAFFOLDING
a. Type
b. CAL/OSHA or FEDERAL Permits
c. Scaffold Release(s) (Send letter to sub-sub’s using scaffold)
d. Training
e. Signage
6. AERIAL DEVICES
a. Boom Lift
b. Scissor Lift
c. Training
7. CRANE OPERATION
8. FORKLIFT OPERATION
a. Type
b. Training
9. POWDER ACTUATED TOOLS
a. Training/Licenses
b. Signage
10. LASER(s) – SIGNAGE
11. HOT WORK
a. Permit(s)
b. Type (Gas/Electric)
c. Fire Extinguisher(s)
12. FUEL
a. Type
b. Storage
c. Signage
d. Fire Extinguisher(s)
13. GFCI’s
a. Lights
b. Fans
c. Heaters
14. FALL PROTECTION
a. Railings/Cables (Question if cables are engineered for tying off)
b. PFAS
c. Anchors
15. CAST PRODUCTS BEING USED?
16. SITE CLEANUP
2
17. MSDS (Copy to GC, foreman, Safety Office)
18. PERSONAL PROTECTIVE EQUIPMENT
a. Skin Exposure
b. Respiratory Exposure (Medical Evaluation)
c. Training
19. OSHA CERTIFICATE/REQUIRED TRAINING LOG
20. SUB-SUBCONTRACTORS?
21. PRE-JOB START SAFETY CHECKLIST (Review)
22. COPY OF RAYMOND SAFETY PROGRAM ON SITE
Other Notes:
Attendees:
Estimator
Foreman
Project Manager
Safety Personnel
Superintendent(s)
_________________________________________________
Project Engineer
Guest
3
1.5.a Pre-Job Start Safety Planning Checklist.doc
2-1: TIME CARD PROCESS
Time Cards are due in the Raymond Office to the Accounting Department on Monday
mornings by 10:00am unless otherwise directed. A copy should be made for the field to
enable the foreman to view if there are questions or problems on paychecks.
Time Card Procedure
1.
JOB NAME: Please try to use the job name that is on the job start. Here again, if
you do not know what that name is, call the Project Manager.
2.
WEEK ENDING DATE: We need this information for audit purposes. The date is
always the Sunday date. The date becomes really important when we need to go
back and find something. We need to know which week the timecard refers to.
3.
EMPLOYEE NAME: Make sure to give both the first and last name of the
employee. The first initial is often not enough to tell payroll which employee you
are referring to.
4.
EMPLOYEE NUMBER: We are all paid by our employee number. If you do not
have an employee number, call payroll. When you get an employee check for the
first time, write down his employee number for future reference.
5.
POSITION: Please let payroll know if the employee is an apprentice or
journeyman. Make sure to indicate a foreman with "F", or they will not receive
foreman wages.
6.
FOREMAN: Please put the foreman's name or initials here.
7.
JOB NUMBER: You must always have a job number. If you do not, call the Project
Manager to get you the information.
8.
PHASE (SEGMENT NUMBER/COST CODE): If you do not have a job cost report,
call your Project Manager to ask for one. The segment numbers will be on that
form. Do not charge time to codes/segments that are not budgeted.
9.
EXTRA NUMBER: If you use 005-700 you must provide the extra work ticket
number. This becomes a necessity when trying to reconcile the tickets with the job
cost for billing.
10.
TOTAL: Extend the hours on each line to the right. Do not combine straight time
and overtime hours. Extend them separately.
11.
REGULAR HOURS: If you work the same segment and cost code for more than
one day, you only need to write the segment and cost code once and put the hours
on the appropriate days.
2.1.a Time Card Process.doc
It is the Foreman's responsibility to review ALL time cards to ensure that the information
has been filled in properly. This double-checking will assist the accounting department in
preventing payroll errors. Time Cards are to be completed on a daily basis to ensure time
is recorded accurately and that employees are not missed.
Daily Timesheet / Time Card Procedure
Each office will delegate an individual to see that the field is provided with daily time cards
or timesheets for the entire week. The foreman can adjust daily – adding or subtracting
employees.
The field is responsible for turning in their daily sheets by the END of the week or earlier
whenever possible.
The completed daily time sheets should include explanations by the field for differences in
hours (i.e. early out, no show, sick, car problems, etc). This will cut down on the need to
issue separate checks on Friday for missed or late time. Make sure all employees have 8
hours each day unless otherwise stated.
Project Coordinator Daily Timesheet Procedure (As applies)
The Project Coordinator will see that the field is provided with daily timesheets or
timesheets for the entire week. The foreman can adjust daily – adding or subtracting
employees.
The field is responsible for turning in their daily sheets by the END of the shift or earlier
whenever possible – NOT the next morning. The only exception is a night shift.
The completed daily time sheets should include explanations by the field for differences in
hours (i.e. early out, no show, sick, car problems, etc). This will cut down on the need to
issue separate checks on Friday for missed or late time. Make sure all employees have 8
hours each day unless otherwise stated.
TIME CARD VERIFICATION
(REV 11/10/09)
The Bottom Line: All hourly employees must sign a time card for any hours
worked
•
Employees must sign their own time card or time sheet on Friday evening or by
Monday morning prior to submission to payroll for processing.
2.1.a Time Card Process.doc
•
•
•
If the employee is moving to a different project, they need to sign their time
card before leaving.
The time card must be signed/verified upon separation from employment for
any reason (this can be done when they are handed their final check.)
Each job site is a little bit different. The Foreman/Superintendent will need to
determine the most appropriate and effective way of obtaining the correct
employee signatures on their time cards for their job site. Missing
signatures are not acceptable.
The Details:
Section 6 of Industrial Welfare Commission Order No. 16-2001, which regulates the
Construction Industry, requires employers to "keep accurate information with respect to
each employee, including... total wages paid... [and] total hours worked..." Even though
we have always kept accurate records of the wages paid to our employees to the best
of our ability, recent legal challenges in our industry have made it necessary for us to
improve accountability with respect to the employee time cards. In short, the employee
time card is the invoice to the company for hours worked and the employee needs to
review and approve this invoice prior to the company creating a payroll check. Without
the employee’s signature of approval, the time card is not complete.
Employees must verify their own time and that all breaks and lunches have been
offered or have been taken. This must be done by having each employee sign their time
card and/or time sheet at the end of each work week or pay period, before the time is
turned into payroll for processing. This also must be done before an employee is
moved to another jobsite, or when an employee is terminated for any reason.
When employees sign their time card, they are verifying that time has been correctly
entered and that they have taken or been given the opportunity to take their lunch and
breaks, and that they have not experienced a work related injury during the pay period.
This language appears in English and Spanish on the bottom of the time card. This is
the text on the time card:
I certify, under penalty of perjury, that (1) the hours reported above fully and accurately reflect all
hours, including any overtime, that I worked during this pay period, (2) I have been offered or have
taken all meal periods and rest periods unless otherwise indicated on this form and (3) I have not
suffered any work related injuries or been subjected to any harassment and/or discrimination which
has not been reported to the appropriate company representative during this pay period.
Por medio del presente certifico, bajo pena de perjurio que, (1) las horas reportadas arriba reflejan
exactamente todas las horas trabajadas, incluyendo cualquier sobretiempo (horas extras) que trabajé
durante este periodo de pago; (2) que me han ofrecido o he tomado todos los periodos para comidas y
los periodos para descansar, a no ser que se indique lo contrario en este formulario y (3), que no
padecí ninguna lesión o lastimadura relacionada con el trabajo, ni que he sido objeto de ninguna clase
de acoso u hostigamiento, y/o discriminación, que no haya sido debidamente reportada al
representante de la compañía durante este periodo de pago.
2.1.a Time Card Process.doc
Obtaining a signature on the time card is a mandatory procedure, regulated both by
State and Federal laws and Raymond values. An employee has the right to be paid
correctly and on time. Signing the time card gives the employee the opportunity to
verify time submitted before a paycheck is produced, reducing the possibility of a
corrected check. Additional laws prohibit an employer from withholding pay from an
employee who has worked, so the timecard still must be processed timely – even
without a signature, so additional follow up is required to comply with the law. In the
unusual event that a time card is not signed before it is submitted for payment, the
accounting department will identify and copy the unsigned time card and return it with
the employee’s paycheck that week with this notation stamped on the copy:
PHOTOCOPY OF PROCESSED TIME CARD
EMPLOYEE SIGNATURE REQUIRED
VERIFYING ACCURACY OF INFORMATION
Please Sign and Return to Accounting
The Foreman/supervisor is responsible to make certain that the signature is
obtained. The employee will need to verify the time card information and sign as
required. The missing signature, employee or Foreman/Supervisor, will be
highlighted on the time card. The signed time card copy must be returned to
accounting. Employees or Foremen that continually submit unsigned time
cards will be subject to disciplinary procedures.
Additional methods are being considered for capturing time and/or signatures
electronically, including a card-swipe system and a handheld phone/device based
system. If determined to be practical and cost effective, they will be implemented in
the future. Until such time, manual signatures must be obtained.
Suggestions for getting time cards signed:
•
•
•
On Friday evening (or Monday morning) at the Tailgate meeting, time
cards can be signed.
If project is on electronic time card processing, a physical time sheet will
need to be printed and signed by each employee.
Time cards can be separated by cost codes, floors, foreman, etc. for
ease in streamlining the signature process.
The preferred method of obtaining signatures would be daily. This would help to
minimize the problem of employees moving on to another project without having signed
their time card. This would also help with memory recall as to the accuracy of the time
submitted while the information is most current. If daily signatures are impractical,
weekly signatures will suffice, provided the employee verifies all the information that is
being presented to payroll.
2.1.a Time Card Process.doc
EMPLOYEE TIME CARD VERIFICATION / ACCOUNTING PROCEDURES
1. Receive time cards from Field for payroll processing.
2. Process payroll as per existing policy and procedure.
3. Isolate those employee time cards that do not have an employee signature
or Foreman/Supervisor approval.
4. Make a photocopy of the unsigned timed cards. File the original as
per procedure.
5. Place red stamp:
PHOTOCOPY OF PROCESSED TIME CARD
EMPLOYEE SIGNATURE REQUIRED…
on unsigned copy of employee timecard.
6. When regular paychecks are ready for batching to foreman, attach the
unsigned time card with the paycheck of the employee missing the signature.
7. Send out regular paychecks and time card photocopy per usual procedure.
8. If the paycheck is for a layoff, ensure that a copy of the time card submitted
is returned back with the red stamp on it for the employee’s signature.
9. For those checks that are mailed directly to employee, for which there was not a
signature on the time card originally presented, send a stamped copy of the
time card along with a return envelope to accounting.
10. The Foreman will obtain the signature and return the copy of the time card.
11. File (manually or electronically) the time card with the appropriate weeks’
time cards.
Employee Time Verification
California Law states that at the end of each work week, all employees must verify their
own time and that all breaks and lunches have been provided by their employer. This
must be done by having all employees sign their time card and/or time sheet at the end
of each work week, before time is turned into payroll for processing.
This process must also be done before an employee is moved to another jobsite, or
when an employee is terminated. Before an employee is moved from one job site to
another, you must have the employee verify the time worked on the job that he/she will
be leaving by having the employee sign the time card. It will also be necessary for the
foreman to write down the job name and number (if available), of the job the employee
is being moved to. This will help payroll to distinguish the jobsite location for routing the
next check and where to find an employee’s time in the event of being terminated
between the work week while having worked on more than one job site.
When an employee is being terminated, the foreman must have the employee sign their
time card / time sheet upon receiving their layoff check.
2.1.a Time Card Process.doc
WEEKLY TIME CARD
MAKE ENTRIES DAILY
WEEK ENDING:
JOB NAME
EMPLOYEE NAME
UNION CHANGE:
Office Use Only
Empl #
POSITION
FOREMAN
Mon
Job Number
Phase #
Extra #
ST
OT
Tue
ST
OT
Wed
ST
OT
Thu
ST
OT
Fri
ST
OT
Sat
Sun
OT
OT
TOTAL
ST
OT
TOTAL HOURS PER DAY
I certify, under penalty of perjury, that (1) the hours reported above fully and accurately reflect all hours, including any overtime, that I worked during this pay period, (2) I have been offered or have taken all meal periods and rest periods unless otherwise indicated on this form and (3) I have not suffered any work related injuries or been subjected to any harassment and/or discrimination which has not been reported to the appropriate company representative during this pay period.
Por medio del presente certifico, bajo pena de perjurio que, (1) las horas reportadas arriba reflejan exactamente todas las horas trabajadas, incluyendo cualquier sobretiempo (horas extras) que trabajé durante este periodo de pago; (2) que me han ofrecido o he tomado todos los periodos para comidas y los periodos para descansar, a no ser que se indique lo contrario en este formulario y (3), que no padecí ninguna lesión o lastimadura relacionada con el trabajo, ni que he sido objeto de ninguna clase de acoso u hostigamiento, y/o discriminación, que no haya sido debidamente reportada al representante de la compañía durante este periodo de pago.
Employee Signature
Date
Foreman/Manager Signature
Date
~I) Dally Timesheet
Week Endilg 111181200II
Job Name--:"'=-'-o- - 3- CP
WMC-Phase
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~~
Carpenter
Apprentice
222338
_
_ _ _ _ ___
206327
Howard, Gregg A.
08Ie--:1":':1/:::101:::'2000=----
.......
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~
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Death in Family
Allen, Joshua James
Carpenter
22429
Journeyman
Banuelos, Francisco Javier
004
040
247
221
6
3
Carpenter
21008
Journeyman
Brown, Tracy Eldon
012
211
6
Carpenter
22535
Journeyman
Davenport, Edward III
Shut Down
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211
8
Welder's Pay
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050
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COST CODES
COST
CODE Description
Definition
General Conditions 100 - 199
Office Supervision / Personnel ( 100 thru 114 )
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
Project Executive
Senior Project Manager
Project Manager
Project Engineer / Assistant Project Manager
Project Accountant
Secretary
Engineering Manager
Job Captain
Draftsman
Carpenter
p
Superintendent
p
Taper / Painter Superintendent
Plaster Superintendent
Millwork Superintendent
Assistant Superintendent
Art Director
Insurance / Bonds / Permits (115 - 119)
115
116
117
118
119
Liability Policy
Bond Premium
Permits
Business License
OSHA Citations / Fines
2.1.d Cost Codes and Segments.xls
Job Expense (120 - 139)
120
121
122
123
124
125
126
127
128
129
Travel
Scheduling Material
Drawing Purchases
Blue Printing
Postage / Express Mail
Consumable Supplies
Direct Labor Tool Charges
Project Bonuses
Staff Relocation
Subsistence
Temporary Facilities (140 - 169)
140
141
142
143
144
145
146
147
148
149
150
151
152
153
Office / Trailer Rent
Office Supplies
Copier Rental
Office Furniture
Safety Supplies
Storage / Warehouse
Security
Telephone
Radios
Signage
Trash Dumpsters
Toilets
Utilities
Water Costs
Misc. General Conditions (170 - 199)
170
171
172
173
Parking Fees
Scaffold - Self Performed
Warehouse Pickup / Delivery
Premium Time
175
176
177
180
Pre-Employment Testing
Safety Orientation
Safety Officer
Pre / Post Construction Review
198
199
Sales Tax
Contingency
2.1.d Cost Codes and Segments.xls
Exterior Carpenter Trades (Codes 200 - 299)
Metal Stud Framing, Sheathing, Lath and Trims
200
201
205
206
Layout
Stickers and Clips
Install Backing
Install Pre-fab Trusses
207
208
209
210
211
212
213
214
Install Pre-fab Panels
Welding
Frame Misc. #1
Frame Misc. #2
Frame Exterior Walls
Frame Ceiling Exteriors
Frame Faces and Soffits
Frame Rafters
217
218
219
221
Install Bridging / Strapping
Install Break Shapes #1
Install Break Shapes #2
Hang Sheathing Exterior
222
223
224
226
241
242
243
244
245
246
247
248
249
Hang Durock Exterior
Hang Misc. #1
Hang Misc. #2
Install Aluminum Special Trims
Lathing
Trims
Demolition
Light Duty Work
Labor Misc.#1
Labor Misc.#2
Labor
Cleanup
Supervision
Layout
Install and weld stickers and clips
Install backing for wall-hung accessories
Fly, shakeout, and install pre-fab roof truss
systems
Fly and set panel construction
Welding (when excessive amounts are required)
Defined by the Project Manager and Foreman
Defined by the Project Manager and Foreman
Frame walls to include top track
Frame suspended and joisted ceilings
Frame faces, sofffits, light coves, etc.
Frame roof system rafters
Install wall bridging, roof system bracing, clips
Install cornice or molding supports
Install roof system fascia's, hips, and valleys
Hang wall sheathing @ walls, ceilings, soffits, etc.
(typically for gypsum sheathing / densglass)
Hang defrock @ walls, ceilings, soffits, etc.
Defined by the Project Manager and Foreman
Defined by the Project Manager and Foreman
Install non-typical trims, Fry. Vents, etc.
Install lath, paper, and vapor barriers
Install typical lathing trims.
Removal of existing exterior work.
Defined by Project Manager and Foreman.
Defined by Project Manager and Foreman.
Material moving, stocking, and yard labor.
Loading trash bins, sweeping, and hauling trash.
On-site supervision limited to foremen only.
2.1.d Cost Codes and Segments.xls
Plasterer and Hodcarrier Trades (Codes 300 -399)
Exterior Insulation and Finish Systems
302
303
304
308
309
310
313
314
315
316
Foam (Install, Backwrap, Sand)
Install Special Shapes
Rout Foam
Base and Mesh
Heavy Duty Mesh
Skim Coat
Finish
Plaster Miscellaneous #1
Plaster Miscellaneous #2
Plaster Miscellaneous #3
Foam (all operations except special shapes).
Foam (special shapes).
Cut reveals.
Install base & mesh on flat foam, shapes & reveal.
Install panzer mesh or armormat.
Prep base for smooth finishes.
Defined by Project Manager and Foreman.
Defined by Project Manager and Foreman.
Defined by Project Manager and Foreman.
Portland Cement Plaster
311
312
313
314
315
333
365
Scratch
Brown
Finish
Plaster Miscellaneous #1
Plaster Miscellaneous #2
Fog Coat
Masking
Defined by Project Manager and Foreman.
Defined by Project Manager and Foreman.
Masking and protection.
Le Décor Finishes
317
320
321
322
323
324
325
326
327
328
329
GFRC Installation
LS Scratch
Limestone
Faux Painting
Scratch
Install Limestone
Surfacing
Grooving
Labor
Cleanup
Supervision
2.1.d Cost Codes and Segments.xls
Fireproofing
301
350 - 352
355
358
359
364
366-370
Hardcoat
Spray Fireproofing
Patch Fireproofing
Clean-up
Supervision
Set-up Equipment
Spray Fireproofing
Loading trash bins, sweeping and hauling trash.
On-site supervision.
General Conditions
338
344
345
346
347
348
349
Caulking
Light Duty
Labor Misc.#1
Labor Misc.#2
Labor
Cleanup
Supervision
Defined by Project Manager and Foreman.
Defined by Project Manager and Foreman.
Material moving, stocking, and yard labor.
Loading trash bins, sweeping, and hauling trash.
On-site supervision limited to foremen only.
Interior Carpenter and Taping Trades (Codes 400 - 499)
Metal Stud Framing , Drywall, Taping
400
401
402
405
406
407
408
409
411
412
413
414
415
417
421
422
423
424
425
426
Layout
Stickers and Clips
Top Track
Install Backing
Frame Miscellaneous #1
Frame Miscellaneous #2
Welding
Frame Walls Heavy Gauge
Frame Walls Light Gauge
Frame Ceilings
Frame Faces and Soffits
Shaftwall Systems
Joist Ceilings
Bridging
Hang Walls
Insulate
Top Out Drywall
Hang Miscellaneous #2
Hang Ceilings, Soffits and Faces
Install Aluminum Special Trims
Layout.
Install and weld stickers and clips.
Install backing for wall hung accessories.
Defined by Project Manager and Foreman.
Defined by Project Manager and Foreman.
Welding (when excessive amounts are required).
Frame walls 18 - gauge and heavier.
Frame walls 20 and 25 - gauge walls.
Frame suspended, joisted, and 660 ceilings.
Frame faces, and soffits, light coves, etc.
Shaftwall studs and coreboard for wall, ceilings & ducts.
Hang drywall on all walls.
Insulation.
Hang Drywall above ceiling
Defined by Project Manager and Foreman.
Hang all ceilings, soffits, faces and horizontal duct.
Install non-typical trims.
2.1.d Cost Codes and Segments.xls
427
429
431
432
433
434
436
443
444
445
446
447
448
449
Install Door Frames
Build Horizontal Ducts
Taping
Skim Coat
Firetape
Install Trims
Trade Damage
Demolition
Light Duty
Labor Misc.#1
Labor Misc.#2
Labor
Clean-up
Supervision
Install, receive, and stock door frames.
Taping at all walls, ceilings, soffits, etc.
Firetape above ceilings
Installation of tape-on trims
Removal of existing interior work.
Defined by Project Manager and Foreman.
Defined by Project Manager and Foreman.
Material moving, stocking, and yard labor.
Loading trash bins, sweeping, and hauling trash.
On site supervision limited to carpenter
foreman only.
Painting Trades (Codes 500 - 599)
Painting - Special Finishes - Wallcovering
500
501
502
503
504
505
510
511
512
513
514
515
516
517
518
519
520
521
522
523
524
Millwork Prep
Millwork
CMU Block Fill
Caulking
Primer
Base Coat
Sealer
Paint Walls
Paint Ceilings
Paint Door Frames
Paint Man Doors
Paint Overhead Doors
Paint CMU
Paint MEP Ductwork
Paint Stairs and Rails
Paint Bollards
Paint Wood Trims
Paint GRG
Paint GFRC / FRP
Paint Misc. #1
Paint Misc. #2
Paint Misc. #3
530 - 539 Special Finish
Prep for Painting
Painting work
Prep for Painting work
Caulk (when excessive amounts are required)
Pre application coatings
Pre application coatings
Post Application coatings
Paint drywall wall surfaces
Paint drywall faces, and soffit surfaces
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Paint by substrate to be defined by PM
Special finish techniques, leafing, Venetian
plaster, and staining defined by PM.
2.1.d Cost Codes and Segments.xls
540 - 543 Install Wallcovering
544
545
546
547
548
549
Light Duty
Labor Misc. #1
Masking
Labor
Cleanup
Supervision
Wallcovering by Spec. defined by PM.
Defined by the Project Manager and Foreman
Masking and protection
Material moving, stocking, and yard labor
Loading trash bins, sweeping, hauling trash
On site supervision
Interior Carpenter Millwork Trades (Codes 600 - 699)
Millwork / Theming
600
601
602
603
604
605
606
607
608
609
610
611
612
613
614
615
616
617
618
619
620
621
622
623
624
625
626
627
628
629
630
Unload and distribute
Mockups for approval
Field Touch-up
Trailer Build-out
Shop Fabrication
Templates, patterns, layout
Blocking, backing, & cleating
Millwork / theming installation
Punch Work
Open
Vanities
Bars & back cabinetry
Wood counters & subtops
Misc. cabinetry / box beams, etc.
Wood crown
Wood chair rail
Wood base
Wood wainscoting & paneling
Wood jambs & casings
Wood pilasters & columns
Closet pole & shelf
Wood picture frames
Wood
Wood
Cast crown
Cast base
Cast columns, capitals, & base
Cast pilasters
Cast beams
Cast arches
Cast casings
2.1.d Cost Codes and Segments.xls
631
632
633
634
635
636
637
638
639
640
Cast niches
Cast
Cast
Metal cladding
Metal foot rails
Metal railings
Metal unistrut, welding, ceiling wire
Metal
Metal
Open
Millwork / Theming (continued)
641
642
643
644
645
646
647
648
649
650
651
Glass, mirror, & acrylic
Door hardware
Light Duty
Labor Misc.#1
Labor Misc.#2
Stocking
Cleanup
Supervision
Pre Construction Review
Time and material reporting
Defined by the Project Manager and Foreman
Defined by the Project Manager and Foreman
On site supervision limited to carpenter
Foremen only
652 - 699 Tracking Misc.
Extra Work Authorizations and Misc. Tracking (Codes 700 thru 799)
700
Time and Material Tracking
701 - 799 Misc. Tracking Codes
All Authorized Field Directives on T.& M.
Signed Weekly Time and Material Trackers Required.
Defined by the Project Manager to be used for the
following:
1. Change Estimate Budgets - if the scope of work
proceeds out of the construction flow
2. Vendor / Subcontractor Back charges
3. Estimating Time Studies
4. Cost Identification- Not Budgeted Issues.
5. Allowance Tracking / Reconciliation
NOTE: TRACKING CODES DO NOT REQUIRE
SIGNED WEEKLY TIME AND MATERIAL TRACKERS
2.1.d Cost Codes and Segments.xls
Subcontracts (Codes 800 - 899)
Subcontract/purchase agreements
Wood Products
801
802
803
804
805
806
807
808
809
810
Subcontractor / Vendor #1
Subcontractor / Vendor #2
Subcontractor / Vendor #3
Subcontractor / Vendor #4
Subcontractor / Vendor #5
Subcontractor / Vendor #6
Subcontractor / Vendor #7
Subcontractor / Vendor #8
Subcontractor / Vendor #9
Subcontractor / Vendor #10
Cast Materials
811
812
813
814
815
816
817
818
819
820
Subcontractor / Vendor #1
Subcontractor / Vendor #2
Subcontractor / Vendor #3
Subcontractor / Vendor #4
Subcontractor / Vendor #5
Subcontractor / Vendor #6
Subcontractor / Vendor #7
Subcontractor / Vendor #8
Subcontractor / Vendor #9
Subcontractor / Vendor #10
Doors / Finish Hardware
821
822
823
Subcontractor / Vendor #1
Subcontractor / Vendor #2
Subcontractor / Vendor #3
Scaffold
826
827
828
829
830
Subcontractor / Vendor #1
Subcontractor / Vendor #2
Subcontractor / Vendor #3
Subcontractor / Vendor #4
Subcontractor / Vendor #5
Paint / Wallcovering
831
832
Subcontractor / Vendor #1
Subcontractor / Vendor #2
2.1.d Cost Codes and Segments.xls
Decorative Metal
836
837
838
839
840
Subcontractor / Vendor #1
Subcontractor / Vendor #2
Subcontractor / Vendor #3
Subcontractor / Vendor #4
Subcontractor / Vendor #5
Insulation
841
842
843
Subcontractor / Vendor #1
Subcontractor / Vendor #2
Subcontractor / Vendor #3
Sealants
846
847
Subcontractor / Vendor #1
Subcontractor / Vendor #2
Ceramic Tile / Stone
850
851
852
Subcontractor / Vendor #1
Subcontractor / Vendor #2
Subcontractor / Vendor #3
Glass and Glazing
856
857
858
Subcontractor / Vendor #1
Subcontractor / Vendor #2
Subcontractor / Vendor #3
Structural Steel / Misc. Iron
861
862
Subcontractor / Vendor #1
Subcontractor / Vendor #2
Acoustic Ceilings
866
867
Subcontractor / Vendor #1
Subcontractor / Vendor #2
2.1.d Cost Codes and Segments.xls
Vendors / Materials (Codes 900 - 999)
900
901
902
903
904
905
906
908
910
914
916
917
918
919
920
930
931
932
933
955
967
972
974
990
991
992
993
999
Used for purchase orders only
Metal
Gypsum Board
Fasteners, Shots and Pins
Carpenter Supplies
Trims - Aluminum
Taping Supplies
Insulation
Paint Supplies
Acoustic Supplies
Scaffold Material
Fireproofing Material
Lath Material
Plaster Material
Small Tools
Rough Carpentry
Doors and Frames
Structural Engineering Services
Consulting Engineers
Gasoline
Cast Materials
Trucking
Access Doors / Doors
Truck Rental
Gun Rental
Lift / Equipment Rental
Crane Rental
Misc. Vendors
2.1.d Cost Codes and Segments.xls
Note:
=Formula Protected - Do Not Overwrite Unintentionally
Budget Worksheet
Activity Description
Project:
Job #:
Date:
Update Includes:
Project Manager:
Change Order #
Cost
Previous
Seg Code Footage Hours
Carp Rate
C
$
64.30
Hodcarrier
Taper Rate
Lather Rate
Plasterer Rate
Supervision
General Labor
H
T
L
P
S
G
$
$
$
$
$
$
60.74
64.30
64.30
60.74
73.83
40.36
Original Budget or This Update
Footage Production Hours trade
$
$
Footage
-
Subtotal's
0
$0
0
$0
Change Order Request Value
Budget Amount
GP%
Total
Hours
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
0 $
$
-
0%
2-2: HIRING
PROCESS:
In most instances the Project Coordinator (if applies) will be responsible for the
processing of field employees on a daily basis. Dispatched personnel will report directly
to the jobsite trailer with their dispatch form. The initial dispatch will either be done by
the Project Coordinator or the Superintendent. This request can either be emailed,
faxed or telephoned into the proper Union.
In cases when there is not a Project Coordinator on site, all new hires will be processed
in the main office or at the site depending on your area policy.
• If you decide to hire someone who has been on site, they can be sent directly to
the office. Please contact the office prior to them showing up or send them with
the field’s request to hire.
o The office will issue the Request for Dispatch and have the individual
complete the new hire paperwork and drug test.
o The new employee will then be instructed to go to the union to pick up
their dispatch.
o The new hire will deliver the dispatch to the foreman the next morning.
o The foreman will need to see that the dispatch is delivered to the
accounting department as soon as possible.
• Dispatched personnel will report directly to the office with their dispatch form.
The initial dispatch will either be done by the office or the Superintendent. This
request can either be faxed or telephoned into the proper Union.
Foreman are required to conduct site specific orientation with all employees on site and
as they arrive throughout the project. The Employee Safety Orientation form should be
completed and returned to the office for documentation purposes. If your jobsite
requires Drug testing, this will need to be done onsite by a Raymond trained
administrator or by the General Contractor.
•
Make a copy of any union certification cards (i.e. scissor, boom, scaffold, forklift,
etc). Forward copies to the Safety Department.
• Complete the entire green Employee Safety Orientation form and sign.
o Staple any certifications to the pink carbon of the orientation form and file
on site.
o The original orientation form (green) goes to the office to be filed in the
employee’s folder.
o The yellow copy goes to the GMR Safety person assigned to your
project. You may be instructed to send the yellow copies directly to the
General Contractor.
o The white copy and any certifications go to the Safety Department.
Attached is the Hiring Procedures for the Project Coordinator for your reference.
2.2 Hiring.doc
New Hire (Las Vegas):
• Obtain the dispatch.
• Make copy of driver’s license, social security card, Alien / Visa cards and any
union certification cards.
• Briefly review the new hire package with the new employee and leave them to
complete the package.
The Accounting Department will provide these
packages for you (English and Spanish).
• Drug test. Log in book. Log book to be sent to Margie Loya as manpower is
added. This is to ensure that safety department has a record of testing.
• Once the package is complete, review and then place in manila folder used by
the Accounting Department.
• Fill out the top portion of the green Employee Safety Orientation form and give
to the Superintendent / General Foreman and/or Foreman to review and sign.
• Send green copy into the office with copies of certifications attached.
• Staple copies of certifications to the pink carbon of the Employee Safety
Orientation form and file in 3-ring binder on site.
• Deliver the yellow carbon of the Employee Safety Orientation form to the G.C.
• The employee is given the Harassment Memo, Safety Policy on Drugs,
Narcotics and other Unlawful Substances Packet and Code of Safe Work
Practices Brochure.
Re-Hire (Las Vegas):
• Confirm information already on file in the Accounting Department is current
(address and phone number). If not, have them complete another W4
• Make copy of driver’s license, social security card, Alien / Visa cards and any
union certification cards.
• Drug test if required.
• Fill out the top portion of the green Employee Safety Orientation form and give
to the Superintended / General Foreman and/or Foreman to review and sign.
• Send green copy into the office with copies of certifications attached.
• Staple copies of certifications to the pink carbon of the Employee Safety
Orientation form and file in 3-ring binder on site.
• Deliver the yellow carbon of the Employee Safety Orientation form to the G.C.
Transfer (Las Vegas):
• Drug test if required.
• Make copy of any union certification cards.
• Fill out the top portion of the green Employee Safety Orientation form and give
to the Superintendent / General Foreman and/or Foreman to review and sign.
• Send green copy into the office with copies of certifications attached.
• Staple copies of certifications to the pink carbon of the Employee Safety
Orientation form and file in 3-ring binder on site.
• Deliver the yellow carbon of the Employee Safety Orientation form to the G.C.
2.2 Hiring.doc
New Hire (Orange and San Diego):
• Foreman contacts office for a current copy of the “Out of Work List”. In most
cases this list will be emailed or faxed to each jobsite weekly.
• Contact General Superintendent in Orange and San Diego for all manpower
needs.
• Union hall will email or fax dispatch to office.
• Make copy of driver’s license, social security card, Alien / Visa cards and any
union certification cards.
• Have employee complete the new hire package. The Safety Department will
provide these packages for you (English and Spanish).
• Oral drug test. Log in book. Log book to be sent to Margie Loya as manpower
is added. This is to ensure that safety department has a record of testing.
• Completed new hire paperwork must be turned in on Monday with timecards, or
sooner if possible to accounting.
• Complete the green Employee Safety Orientation form and put green copy with
the new hire paperwork for the office. Also send copies of certifications.
• Staple copies of certifications to the pink carbon of the Employee Safety
Orientation form and file in 3-ring binder on site.
• Deliver the yellow carbon of the Employee Safety Orientation form to the G.C.
• The employee is given the Harassment Memo, Safety Policy on Drugs,
Narcotics and other Unlawful Substances Packet and Code of Safe Work
Practices Brochure.
Re-Hire (Orange and San Diego):
• Contact General Superintendent in Orange and San Diego for approval.
• Confirm information already on file in the Accounting Department is current
(address and phone number). If not, have them complete another W4
• Make copy of driver’s license, social security card, Alien / Visa cards and any
union certification cards.
• Drug test if required (90 days).
• Complete the green Employee Safety Orientation form and send green copy
with certifications to the office.
• Staple copies of certifications to the pink carbon of the Employee Safety
Orientation form and file in 3-ring binder on site.
• Deliver the yellow carbon of the Employee Safety Orientation form to the G.C.
Transfer (Orange and San Diego):
• Drug test if required.
• Make copy of any union certification cards.
• Complete the green Employee Safety Orientation form and send green copy
into the office.
• Staple copies of certifications to the pink carbon of the Employee Safety
Orientation form and file in 3-ring binder on site.
• Deliver the yellow carbon of the Employee Safety Orientation form to the G.C.
2.2 Hiring.doc
New Hire (Concord):
• In most cases the Project Coordinator in the office calls or faxes request to the
Union for manpower to be dispatched to the office, not the jobsite.
• Union hall will fax dispatch to office and/or send with the employee to the office.
• Have employee complete the new hire package. The Accounting Department /
Project Accountant will provide these packages (English and Spanish).
• Project Coordinator will copy driver’s license, social security card, Alien / Visa
cards and any union certification cards.
• If hired on the jobsite, the Foreman is responsible for getting the completed new
hire package, obtaining the required identification and sending the package into
the office, preferably within 24hours of hiring, but no later than Friday.
• Drug test. Log in book. Notify Foreman if positive, otherwise new hire is sent to
the field.
• The employee is given the Harassment Memo, Safety Policy on Drugs,
Narcotics and other Unlawful Substances Packet and Code of Safe Work
Practices Brochure.
• The Employee Safety Orientation form is handled in the field by the Foreman.
Send green copy to the office with copies of the certifications.
• Pink carbon of the Employee Safety Orientation form is filed in 3-ring binder on
site.
• Deliver the yellow carbon of the Employee Safety Orientation form to the G.C.
Re-Hire (Concord):
• A new dispatch does not need to be requested. The employee can just go
directly to the jobsite to begin work.
• Confirm information already on file in the Accounting Department is current
(address and phone number). If not, have them complete another W4 and
Code of Safe Work Practices.
• Drug test if required. Contact the Accounting Department to see if the last drug
test was within the monthly limit.
• Complete the green Employee Safety Orientation form and send green copy to
the office with copies of the certifications.
• Pink carbon of the Employee Safety Orientation form is filed in 3-ring binder on
site.
• Deliver the yellow carbon of the Employee Safety Orientation form to the G.C.
Transfer (Concord):
• Drug test if required.
• Complete the green Employee Safety Orientation form and send green copy to
the office with copies of the certifications.
• Pink carbon of the Employee Safety Orientation form is filed in 3-ring binder on
site.
• Deliver the yellow carbon of the Employee Safety Orientation form to the G.C.
2.2 Hiring.doc
BEST PRACTICES:
Should an employee want to use his/her own personal equipment and/or tools a list of
these items must be provided at the time of hire or transfer to the site and placed in their
employee file in the office. This will ensure should there be a loss, that these items can
be included in a police report. Other than union contract specified equipment / tools, no
personal equipment and/or hand tools are to be used or brought to any jobsite.
2.2 Hiring.doc
CARPENTERS REQUEST FORM
Date: ________________
CARPENTER’S UNION – LOCAL 1977
501 N. LAMB
LAS VEGAS, NV 89110
Dispatch:
We would like to request the following person for hire:
Name__________________________________ Social Security________________
Level__________________________________ Start Date_____________________
Jobsite_________________________________ Start Time
AM/PM
If you have any questions regarding the above information, please call our office
at (702) 891-8875.
The following Certifications are required:
___ Powder Actuated Tools
___ Forklift
___ Scissor/ Boom Lift
___ Scaffold User
___ Welding
___ Swing Stage
___ Social Security Card
___ Picture ID
___ Alien/ Permanent Resident Card
Sincerely,
Payroll Department
2.2a Vegas - Dispatch Request.doc
LABORERS REQUEST FORM
Date: _______________
LABORERS’ INTERNATIONAL UNION OF N.A.
LOCAL #872
4201 E BONANZA RD. SUITE #101
LAS VEGAS, NV 89110
Dispatch:
We would like to request the following person for hire:
Name_____________________________ Social Security______________________
Level_____________________________ Start Date__________________________
Jobsite____________________________ Start Time______________________AM/PM
Type of Work to be Performed _________________________________________
If you have any questions regarding the above information, please call our office
at (702) 891-8875.
The following Certifications are required:
___ Powder Actuated Tools
___ Forklift
___ Scissor/ Boom Lift
___ Scaffold User
___ Welding
___ Swing Stage
___ Social Security Card
___ Picture ID
___ Alien/ Permanent Resident Card
Sincerely,
Payroll Department
2.2a Vegas - Dispatch Request.doc
PAINTER / TAPER REQUEST FORM
Date to Report to Work: __________________
Worker Requested:

Journeyman

Apprentice
Apprentice ___________%
Name: _________________________________ SS#: _________________________
Type of worker to be dispatched:

Painter
Hanger

Drywall Finisher

Paper




Airless

Automatic Tools

Vinyl
Brush & Roll

Smooth Wall

Paper
Faux

Texture

Murals
____________

____________

____________

No

Unsure

Jobsite _______________________________
Drug Test Required:

Yes
Worker is to report to:

Office
Comments: The following Certifications are required:
___ Swing Stage
___ Forklift
___ Scissor/ Boom Lift
___ Scaffold User
________________________
Payroll Department
___ Social Security Card
___ Picture ID
___ Alien/ Permanent Resident Card
_____________________
Telephone Number
_____________
Today’s Date
2.2a Vegas - Dispatch Request.doc
PLASTERERS REQUEST FORM
Date: ________________
PLASTERERS & CEMENT MASONS
LOCAL #797
4231 W OQUENDO RD.
LAS VEGAS, NV 89118
Dispatch:
We would like to request the following person for hire:
Name______________________________ Social Security________________________
Level______________________________ Start Date____________________________
Jobsite_____________________________ Start Time_____________________AM/PM
If you have any questions regarding the above information, please call our office
at (702) 891-8875.
The following Certifications are required:
___ Swing Stage
___ Forklift
___ Scissor/ Boom Lift
___ Scaffold User
___ Social Security Card
___ Picture ID
___ Alien/ Permanent Resident Card
Sincerely,
Payroll Department
2.2a Vegas - Dispatch Request.doc
2-3: LAYOFFS
(REV 11/10/09)
Prior to any layoff, make sure that there is not another Raymond project that they can
be transferred to. Make sure that you have contacted your Area Superintendent or
Field Operations V.P. to insure there is no place to transfer employees.
If the layoff is due to a safety violation, make sure you have adequate written
documentation on file before laying them off. If you have any questions or concerns
regarding various circumstances leading up to the layoff, contact your Area
Superintendent, Safety Representative and/or Field Operations V.P for direction.
All employment separations (layoffs, terminations, etc…) are to have the “Notice to
Employee as to Change of Relationship” form completed. A copy of the form is attached
for your reference. You will need to complete the following information:
Employee Name – please use full first and last name
Social Security Number – if not known, please leave blank
Employee Number - if not known, contact payroll
Job Number – this is the job that the employee last worked
Reason for employment separation – you need to check the reason and indicate the
date for the separation. If none of the pre-listed items apply, please use the “other”
category and provide an explanation.
Comments – use this section as needed for comments or to provide additional
information for the employment separation.
The form must be signed and dated by the employee’s supervisor, followed by the
company name.
Upon giving the employee their last check, have the employee sign and date the form at
the bottom.
Return the white copy to Accounting. The canary/yellow copy is to be given to the
employee.
Orange and San Diego
All layoff requests are to be called into the Superintendent in Orange and San Diego
24-hours in advance unless layoff has to be done immediately.
2.3.a Layoffs.doc
•
•
•
•
•
Call the accounting department or fax timecard once layoff has been approved.
Write “layoff” on the timecard prior to sending it to the accounting department.
The accounting department will attach any check for the previous week’s work to
the current week’s layoff check.
Advise the accounting department to Courier check to jobsite.
If Foreman, General Foreman or Superintendent will be picking up the check, it is
to be done on their way home from work.
In most instances the Project Coordinator or the Foreman will be responsible for the
processing of field layoffs. The field will need to make sure that the proper cost codes
and segments along with hours are provided to the Project Coordinator. The
Coordinator will input the information into the timecard payroll program so that the
Weekly Summary Report and Weekly Timecard Report reflects all the hours worked for
all employees.
On projects where there has not been a Project Coordinator assigned to assist
with payroll, you will need to complete a hand written timecard and fax to the office.
On projects where there is no access to a fax machine, you will need to call the
information into the office. Your accounting assistant will take the information and
complete the timecard. You will still need to turn in your handwritten hard copy to the
office. This will be filed as the original backup to the layoff information.
You will need to make arrangements to get the check to the jobsite. This task may be
carried out by your Project Manager, Warehouse, or someone on the jobsite. Allow
one-half (1/2) hour roll-up time prior to handing out the check. Someone will also need
to take an inventory to make sure all Raymond tools have been returned before the
employee leaves the site.
Vegas
All layoff requests are due in the Accounting Department no later than 10:00am and will
be ready to be picked up by 1:00pm of the same day.
•
•
•
•
Write “layoff” on the timesheet or timecard prior to sending it to the accounting
department.
The accounting department will attach any check for the previous week’s work to
the current week’s layoff check.
Advise the accounting department as to who will be picking up the layoff check,
so that they can be notified when it is ready.
Whenever possible, give the accounting department one (1) days’ notice of
layoffs. This will alleviate problems should the Project Accountant have other
important matters they are working on.
Concord
2.3.a Layoffs.doc
All layoff requests are to be faxed into the accounting department 24-hours in advance
unless layoff has to be done immediately.
Complete timecard with all pertinent information.
Write “layoff” on the timecard prior to sending it to the accounting department.
Any reimbursements (i.e. parking, bridge tolls) need to be faxed with the timecard.
The accounting department will attach any check for the previous week’s work to the
current week’s layoff check.
If the check is being picked up, please advise the accounting department as to who
will be picking up the layoff check. Checks will only be released to the requesting
Foreman and/or Field Superintendents.
If the check is to be delivered, please advice the accounting department what jobsite
and location check is to be delivered to. Once written, it will be taken to the warehouse
manager with delivery instruction.
2.3.a Layoffs.doc
Notice to Employee as to Change in Relationship/Aviso al empleado en cuanto a el cambio de la relación
The Raymond Group • Raymond-Northern Ca, Inc. • Raymond-Southern Ca, Inc. • Raymond-San Diego, Inc. • George M. Raymond Co.
(Termination Notice Pursuant to Provisions of Section 1089 of the California Unemployment Insurance Code/ Aviso de la terminación conforme a provisiones de la sección 1089 del código del subsidio de paro de California)
____________________________
__________________
________________
_________________
SSN
Employee #/ Empleado #
Job Number/ Número de Trabajo
Name/ Nombre
Your employment status has changed for the reason checked below/Su estado de empleo ha cambiado por la razón comprobada abajo:
Voluntary quit/ Voluntario parado ____________
Layoff due to lack of work/ Despido debido a la carencia del trabajo
____________
Date/Fecha
Date/Fecha
Leave of absence/ Excedencia____________, with a return to work date of/ con una vuelta a la fecha del trabajo de____________
Date/Fecha
Date/Fecha
Refusal to accept available work/ Denegación para aceptar el trabajo disponible
____________
Date/Fecha
Change of status from Employee to Independent Contractor/ Cambio del estado del empleado al contratista independiente
____________
Date/Fecha
Termination/ Terminación ___________ Check any that apply/ Compruebe cualquiera que se aplica:
Date/Fecha
____ Excessive Absences/ Ausencias Excesivas
____Excessive Tardiness/ Tardanza Excesiva
____Insubordination/ Insubordinación
____Violation of Safety Policies or Procedures/ Violación de Las Políticas o de Los Procedimientos de La Seguridad
____Lack of Required Skill/ Carencia de la Habilidad Requerida ____Other (please explain)/ Otro (explique por favor) __________________
Comments or Other Reason/ Los Comentarios o La Otra Razón:
______________________________________________________________________________________________
____________________________
Supervisor’s Signature/ Firma Del Supervisor
____________
____________________________
Date/Fecha
Company/ Compañía
I received a copy of this notice on/ Recibí una copia de este aviso encendido ____________
White/Original – Accounting (Employee file);
Canary – Employee;
Pink - Union
Date/Fecha
____________________________
Signed/ Firmado
2-4: - SCAFFOLD AND/OR LIFT EQUIPMENT RELEASE
PURPOSE:
The purpose of this process is to ensure that all entities (“USER”) requiring access to
Raymond’s scaffolding and/or lift equipment (“EQUIPMENT”) erected at the jobsite (whether
working for Raymond, our Customer or other) have submitted the proper liability releases and
insurance. In some regions this function falls under the responsibility of the Contract
Administrator; if applicable, use the following process. The field is not to provide any
Subcontractor with paperwork or even copies of samples. This section is for your
information only.
PROCESS:
The USER is responsible for contacting Raymond to obtain the Scaffold and/or Lift Equipment
Release (“RELEASE”) and insurance certificate requirements package.
1.
The Project Manager and/or Jobsite Superintendent informs our Customer, as well as
other USERS, of the procedure that must be followed prior to EQUIPMENT use.
a.
2.
Before sending the RELEASE package, the following information is obtained from the USER:
a.
b.
c.
e.
3.
There are memos available (Format 14-1-3 OCIP) (Format 14-1-4 Non-OCIP) for
distribution at Customer’s / Raymond’s jobsite coordination meetings which states
Raymond’s requirements for accessing EQUIPMENT and the contact person’s name for
obtaining the RELEASE and insurance certificate requirements
Full LEGAL name of the USER.
Address, contact phone, and fax number. Electronic Mail is an acceptable way of
transmitting the RELEASE package in which case you’d need to obtain the email
address of the contact person.
Project on which the EQUIPMENT is erected.
Time-frame that the USER intends to access EQUIPMENT.
- It is recommended that you consult with the Project Manager or Jobsite
Superintendent to find out how long the EQUIPMENT will be erected and make all of
the RELEASE(S) good through that date. This will keep you from having to re-issue
the RELEASE(S) to extend the completion date when a USER unexpectedly has to
return to the EQUIPMENT to complete additional work.
RELEASE is typed using the specific information obtained and forwarded to the USER.
-
The RELEASE is printed in duplicate and mailed (unsigned by Raymond), along with
the cover letter, to the requesting USER. Both copies of the RELEASES are to be
signed (by Corporate Officer, Partner or Owner only) and returned to Raymond along
with the required insurance certificate(s) and fee.
-
The RELEASE package can be faxed or e-mailed to the USER who must then make
two (2) copies for signature. RELEASES are returned to Raymond with “wet”
signature (by Corporate Officer, Partner or Owner only) along with the required
insurance certificate(s) and fee.
January 2016
Page 1 of 3
2.4 (14-0) - Scaffold and Lift Releases.doc
NOTE: There are two (2) versions of the RELEASE and cover letter:
- OCIP / CCIP Project:
- Non-OCIP / CCIP Project:
4.
RELEASE (Format 14-1-5) Cover Letter (Format 14-1-6)
RELEASE (Format 14-1-7) Cover Letter (Format 14-1-8)
USER information is added to the RELEASE Log. This report is used to monitor
compliance and expiration of RELEASE and/or insurance certificate(s).
- Scaffold and/or Equipment Release Log – Orange
- Scaffold and/or Equipment Release Log – Concord
- Scaffold and/or Equipment Release Log – Las Vegas
- Scaffold and/or Equipment Release Log – San Diego
5.
(Format 14-1-9)
(Format 14-1-9)
(Format 14-1-9)
(Format 14-1-9)
a.
RELEASE Log is updated and issued to each Project Manager weekly. If a project
has a jobsite trailer, email or fax the log to the Project Coordinator or appropriate
person for posting as well.
b.
As the RELEASE expiration date approaches, confirm with Project Manager that, in
fact, the EQUIPMENT is coming down. If EQUIPMENT will stay up longer than
anticipated, you may have to send revised RELEASE(S) to USERS still requiring
access. It is the Project Manager’s and/or Jobsite Superintendent’s responsibility to
find out which USERS may need to get revised RELEASE(S) and to notify you
accordingly.
RELEASE(S) are effective ONLY when we receive the following:
a.
b.
c.
Signed RELEASE (2 copies with “wet” signatures).
Ten dollar ($10.00) administrative fee (not required again should RELEASE need to
be renewed).
Insurance certificate(s) for General Liability and Worker’s Compensation coverage or
OCIP/CCIP enrollment certificates.
NOTE: As a courtesy, give the Jobsite Superintendent a call when a USER is cleared to
use EQUIPMENT.
6.
When the RELEASE is fully executed and the insurance certificate(s) have been received,
the complete package gets filed in the Contract Administrator’s job file.
FLOW CHART
See attached flow chart illustration of the following:
Flow Chart 14-1-2: Scaffold Release Procedure
January 2016
Page 2 of 3
2.4 (14-0) - Scaffold and Lift Releases.doc
FORMATS
The following are the summary of formats required as described in the above process.
1.
2.
5.
6.
3.
4.
7.
8.
9.
10.
January 2016
14-1-3:
14-1-4:
14-1-5:
14-1-6:
14-1-7:
14-1-8:
14-1-9:
14-1-9:
14-1-9:
14-1-9:
Memo for distribution at coordination meetings – OCIP Project
Memo for distribution at coordination meetings – Non-OCIP Project
Scaffold and/or Equipment Release (OCIP /CCIP Project)
Cover Letter for Release Package (OCIP/CCIP Project)
Scaffold and/or Equipment Release (Non-OCIP/CCIP Project)
Cover Letter for Release Package (Non-OCIP/CCIP Project)
Scaffold and/or Equipment Release Log – Orange
Scaffold and/or Equipment Release Log – Concord
Scaffold and/or Equipment Release Log – Las Vegas
Scaffold and/or Equipment Release Log – San Diego
Page 3 of 3
2.4 (14-0) - Scaffold and Lift Releases.doc
SCAFFOLD (OCIP) INSTRUCTIONS
Date …………….
Project: ………………………..
Ladies and Gentlemen:
For those interested in using Raymond’s Scaffolding and/or other Equipment, we will provide each subcontractor with
a License to Use Scaffolding and/or other Equipment and Indemnification Agreement which must be signed without
change in order to use our scaffolding and/or other Equipment herein described (“Raymond property”). Please
contact _________________ by email ([email protected]) to request your License to Use
Scaffolding and/or other Equipment and Indemnification Agreement. When you receive our Agreement, please review
it carefully and have it signed by a corporate officer (CEO, CFO, COO, President, Vice President, Treasurer, or
Corporate Secretary) of your company. In order for you to be permitted to use the scaffold when you are required to,
we ask that you be prompt in contacting us to request your License as the process will take a few days.
The license will be effective for the periods shown only when we receive all of the following:
1. The signed (by Corporate Officer) License to Use Scaffolding and Indemnification Agreement;
2. A check in the sum of $10.00 made payable to ENTITY………….;
4. Per CAL OSHA Regulations, General Industry Safety Orders 3203 7(b) and (c), and Construction Safety
Orders 1510 (a), (b) and (c) each person using the scaffold be trained in Scaffold Procedures/Use.
The use of scaffolding is an accommodation to your company. It is the intent of this agreement to fully and completely
indemnify our company from all injuries or damages except those which may be caused solely and exclusively by us.
After receiving Raymond’s “License to Use Scaffolding and Indemnification Agreement”, please return the items noted
above at your earliest convenience and be informed that NO FACSIMILES will be acceptable.
Thank you
January 2016
2.4 (14-1-3) Scaffold Release Process memo (OCIP-CCIP)
SCAFFOLD INSTRUCTIONS
Date …………….
Project: ………………………..
Ladies and Gentlemen:
For those interested in using Raymond’s Scaffolding and/or other Equipment, we will provide each subcontractor with a License
to Use Scaffolding and/or other Equipment and Indemnification Agreement which must be signed without change in order to
use our scaffolding and/or other Equipment herein described (“Raymond property”). Please contact _____________ by email
([email protected]) to request your License to Use Scaffolding and/or other Equipment and Indemnification
Agreement. When you receive our Agreement, please review it carefully and have it signed by a corporate officer (CEO, CFO,
COO, President, Vice President, Treasurer, or Corporate Secretary) of your company. In order for you to be permitted to use
the scaffold when you are required to, we ask that you be prompt in contacting us to request your License as the process will
take a few days.
The license will be effective for the periods shown only when we receive all of the following:
1. The signed (by Corporate Officer) License to Use Scaffolding and Indemnification Agreement;
2. A check in the sum of $10.00 made payable to ENTITY……..;
3. Workers’ Compensation Certificate of Insurance evidencing you have secured insurance coverage in the minimum
statutory amount; showing ENTITY………. as certificate holder, a requirement of a least 10 days prior notice of
cancellation to Raymond, and endorsement for waiver of subrogations; and
4. General Liability Certificate of Insurance evidencing that you have secured insurance coverage on a comprehensive
policy with the following:
 Showing ENTITY……….. as certificate holder;
 The certificate must state the job name, as referenced above, under the “Description of Operations” option of the
certificate;
 A limit of at least $1 million;
 Affords coverage for contractual liability for the liability assumed by this license;
 A requirement of at least then ten (10) days prior notice of cancellation to Raymond; and
 Endorsements for additional insured, primary and non-contributory, and waiver of subrogation.
 General Liability, please use the Scheduled Additional Insured Form Number CG20100704 or the Blanket
Additional Insured Form Number AIGL0002(3/91).
5. Per CAL OSHA Regulations, General Industry Safety Orders 3203 7(b) and (c), and Construction Safety Orders 1510
(a), (b) and (c) each person using the scaffold be trained in Scaffold Procedures/Use.
The use of scaffolding is an accommodation to your company. It is the intent of this agreement to fully and completely indemnify
our company from all injuries or damages except those which may be caused solely and exclusively by us.
After receiving Raymond’s “License to Use Scaffolding and Indemnification Agreement”, please return the items noted above at
your earliest convenience and be informed that NO FACSIMILES will be acceptable.
Thank you
January 2016
2.4 (14-1-4) Scaffold Release Process memo (non-OCIP)
LICENSE TO USE SCAFFOLDING/SCISSORLIFT
and
INDEMNIFICATION AGREEMENT
RAYMOND ENTITY……………, a _______________ corporation, hereby grants a license in consideration of: the receipt of ten dollars ($10.00);
the execution of this license and indemnification agreement; confirmation that a licensee’s employees using the scaffold/scissorlift herein
described have received user training in accordance with 29 CFR Part 1926.454a of the OSHA Safety and Health Standards for the Construction
Industry. It is understood that the Owner for the project referenced below is providing an Owner Controlled Insurance Program “OCIP”. The OCIP
for this project is inclusive of the appropriate Workman’s Compensation and General Liability policies as described in the contract documents and
contained in the subcontract agreement and, therefore, receipt of a copy certificate of insurance received by the OCIP Administrator evidencing
enrollment into the OCIP is also required. RAYMOND ENTITY…………… does hereby license:
NAME:
ADDRESS:
to use the scaffolding and staging located on the premises of the construction site at:
for the period of
date?
to
date?
.
RAYMOND ENTITY……………
a ____________ corporation
_________________, President / Vice President
For purposes of this agreement, the "undersigned licensee" shall mean the party to whom the license was granted above.
In consideration of the grant of this license, the undersigned licensee does hereby agree to protect, indemnify and hold harmless RAYMOND
ENTITY…………… from and against, any and all: claims, liabilities, losses, damages, costs, expense (including reasonable attorney's fees and
costs), awards, fines, penalties or judgments for or on account of damage or injury or death of persons, damage to or destruction of property,
arising out of or in any way connected with the use of said scaffold/scissorlift and staging by the undersigned licensee at the above-identified
construction site. Additionally, the undersigned licensee does hereby agree to return the scaffold/scissorlift and staging in the same condition as
received. In the event the scaffold/scissorlift and staging are not returned in the same condition as received, RAYMOND ENTITY…………… will
remedy the situation at the expense of the undersigned licensee.
The foregoing indemnity shall apply whether or not such claims are based upon RAYMOND ENTITY…………… alleged: active or passive
negligence; participation in the wrong; or breach of any statutory duty on its part. The undersigned licensee shall not be obligated under this
license to indemnify acts of sole negligence or willful misconduct of RAYMOND ENTITY……………. The undersigned licensee waives any
statutory or constitutional immunity it enjoys from suits by its own employees or from limitations of liability or recovery under workers' compensation
laws. The terms of this license shall bind and inure to the benefit of the parties successors and assigns.
The undersigned licensee acknowledges that they are currently enrolled in the OCIP required for this project by the subcontract agreement. The
undersigned licensee also represents that they will maintain their enrollment in good standing in the OCIP during the entire time that they are
using the scaffolding and/or other equipment which is the subject of this agreement. Failure to maintain enrollment and coverage under the OCIP
program shall serve to immediately revoke this license and any permission to use RAYMOND ENTITY……………. scaffolding and staging.
Date:
By:
Signature of Corporate Office
Name & Title:
January 2016
2.4 (14-1-5) Scaffold Agreement (OCIP-CCIP)
DATE...........
Mr./Ms……
RE:
Via:
Email (…..com)
LICENSE TO USE SCAFFOLDING AND INDEMNIFICATION AGREEMENT
Project Name & Address………………………
Ladies and Gentlemen:
Attached is a License to Use Scaffolding and Indemnification Agreement, which must be signed
without change in order to use our scaffolding and staging. Please review it carefully and have
it signed by a corporate officer (CEO, CFO, COO, President, Vice President, Treasurer, or
Corporate Secretary) of your company. Please return the signed Indemnification Agreement to
our office for our corporate signature and a copy will be returned to you for your files.
The license will be effective for the periods shown on the agreement only when we receive the
following:
1. The signed License to Use Scaffolding and Indemnification Agreement;
2. A check in the sum of $10.00 made payable to ENTITY…………;
Per CAL OSHA regulations, each person using the scaffold will be required to have Scaffold User
Training.
The use of scaffolding is an accommodation to your company. It is the intent of this agreement
to fully and completely indemnify our company from all injuries or damages except those which
may be caused solely and exclusively by us.
Please return the items noted above at your earliest convenience and be informed that NO
FACSIMILES will be acceptable.
Very truly yours,
January 2016
2.4 (14-1-6) Scaffold Cover Page (OCIP-CCIP)
LICENSE TO USE SCAFFOLDING/SCISSORLIFT
and
INDEMNIFICATION AGREEMENT
RAYMOND ENTITY……………, a _________________ coproration hereby grants a license in consideration of: the receipt of ten
dollars ($10.00); the execution of this license and indemnification agreement; confirmation that a licensee’s employees using the
scaffold/scissorlift herein described have received user training in accordance with 29 CFR Part 1926.454a of the OSHA Safety
and Health Standards for the Construction Industry; receipt of a certificate of insurance providing workers' compensation coverage
in an amount of at least the statutory minimum; and receipt of a certificate of insurance of the licensee naming RAYMOND
ENTITY…………… as an additional insured under a comprehensive general liability insurance policy with a limit of at least $1.0
million and a contractual liability endorsement for the liability assumed hereby. Such insurance policies shall include primary and
non-contributory endorsements and a waiver of subrogation in favor of RAYMOND ENTITY…………… and its insurers and shall
require at least ten (10) days prior written notice to RAYMOND ENTITY…………… to cancel or change such policy. Further, Licensee
agrees to maintain such insurance at all times scaffold is in use. RAYMOND ENTITY…………… does hereby license:
COMPANY NAME:
ADDRESS:
to use the scaffolding/scissorlift and staging located on the premises of the construction site at:
for the period of
date?
to
date?
.
RAYMOND ENTITY……………
By:
__________________, President / Vice President
For purposes of this agreement, the "undersigned licensee" shall mean the party to whom the license was granted above.
In consideration of the grant of this license, the undersigned licensee does hereby agree to protect, indemnify and hold harmless
RAYMOND ENTITY…………… from and against, any and all: claims, liabilities, losses, damages, costs, expense (including
reasonable attorney's fees and costs), awards, fines, penalties or judgments for or on account of damage or injury or death of
persons, damage to or destruction of property, arising out of or in any way connected with the use of said scaffold/scissorlift and
staging by the undersigned licensee at the above-identified construction site. Additionally, the undersigned licensee does hereby
agree to return the scaffold/scissorlift and staging in the same condition as received. In the event the scaffold/scissorlift and
staging are not returned in the same condition as received, RAYMOND ENTITY…………… will remedy the situation at the expense
of the undersigned licensee.
The foregoing indemnity shall apply whether or not such claims are based upon RAYMOND ENTITY…………… alleged: active or
passive negligence; participation in the wrong; or breach of any statutory duty on its part. The undersigned licensee shall not be
obligated under this license to indemnify acts of sole negligence or willful misconduct of RAYMOND ENTITY……………. The
undersigned licensee waives any statutory or constitutional immunity it enjoys from suits by its own employees or from limitations
of liability or recovery under workers' compensation laws. The terms of this license shall bind and inure to the benefit of the parties
successors and assigns.
Dated:
By:
Signature of Corporate Officer
Name &Title:
January 2016
2.4 (14-1-7) Scaffold Agreement (non OCIP)
Date……..
M ………………
RE:
Via:
Email ( ………… .com)
LICENSE TO USE SCAFFOLDING AND INDEMNIFICATION AGREEMENT
Project Name & Address…………………..
Ladies and Gentlemen:
Attached is a License to Use Scaffolding and Indemnification Agreement, which must be signed without change in order to use our scaffolding and
staging. Please review it carefully and have it signed by a corporate officer (CEO, CFO, COO, President, Vice President, Treasurer, or Corporate
Secretary) of your company. Please return the signed Indemnification Agreement to our office for our corporate signature and a copy will be returned
to you for your files.
The license will be effective for the periods shown only when we receive all of the following:
1.
The signed License to Use Scaffolding and Indemnification Agreement;
2.
A check in the sum of $10.00 made payable to ENTITY………..,
3.
Workers’ Compensation Certificate of Insurance evidencing you have secured insurance coverage in the minimum statutory amount; showing
ENTITY………... as certificate holder, a requirement of a least 10 days prior notice of cancellation to Raymond, and endorsement for waiver
of subrogations; and
4.
General Liability Certificate of Insurance evidencing that you have secured insurance coverage on a comprehensive policy with the following:
 Showing ENTITY………… as certificate holder;
 The certificate must state the job name, as referenced above, under the “Description of Operations” option of the certificate;
 A limit of at least $1 million;
 Affords coverage for contractual liability for the liability assumed by this license;
 A requirement of at least then ten (10) days prior notice of cancellation to Raymond; and
 Endorsements for additional insured, primary and non-contributory, and waiver of subrogation.
5.
Per CAL OSHA Regulations, General Industry Safety Orders 3203 7(b) and (c), and Construction Safety Orders 1510 (a), (b) and (c) each
person using the scaffold will be required to hold a Scaffold User Training Card.
Please submit the attached sample certificate and endorsements to your broker in order for them to be issued correctly. In regards to the general
liability, please use the Scheduled Additional Insured Form Number CG20100704 or the Blanket Additional Insured Form Number AIGL0002(3/91).
The use of scaffolding is an accommodation to your company. It is the intent of this agreement to fully and completely indemnify our company from
all injuries or damages except those which may be caused solely and exclusively by us.
Please return the items noted above at your earliest convenience and be informed that NO FACSIMILES WILL BE ACCEPTABLE.
Very truly yours,
January 2016
2.4 (14-1-8) Scaffold Cover Page (non OCIP)
RAYMOND-SOUTHERN CALIFORNIA, INC.
SCAFFOLD RELEASE LOG
SCAFFOLD
LIABILITY
WORKER'S COMP.
RELEASE
(Expiration Date)
INSURANCE
(Expiration Date)
INSURANCE
(Expiration Date)
Plas-Tal Steel Construction
June 30, 2015
December 1, 2015
December 1, 2015
Morrow-Meadows Corp
June 30, 2015
July 1, 2015
July 1, 2015
NorthStar Demolition
June 30, 2015
July 1, 2015
July 1, 2015
Letner Roofing
June 30, 2015
July 1, 2015
July 1, 2015
Elite Erectors,
June 30, 2015
April 8, 1915
Architectural Coatings Inc.
June 30, 2015
January 14, 2015
January 14, 2015
Guy Yocom Construction
August 31, 2015
N / A (OCIP)
N / A (OCIP)
Plas-Tal Manufacturer, Inc.
August 31, 2015
N / A (OCIP)
N / A (OCIP)
Huntington Beach, CA 92648
Bergelectric Corp
August 31, 2015
N / A (OCIP)
N / A (OCIP)
Bardo Ponce
Weiss Sheet Metal
August 31, 2015
N / A (OCIP)
N / A (OCIP)
Liberty Glass & Metal, Inc.
August 31, 2015
N / A (OCIP)
N / A (OCIP)
Gould Electric
March 31, 2015
June 1, 2015
June 1, 2015
Elljay Acoustic, Inc.
March 31, 2015
October 15, 2015
January 1, 2016
Weiss Sheet Metal Company
March 31, 2015
July 1, 2015
July 1, 2015
Matt Amador
Don Brandel Plumbing
March 31, 2015
October 1, 2015
Hector Ochoa
Alert Insulation
March 31, 2015
March 1, 2015
March 1, 2015
Junior Steel Company
March 31, 2015
December 1, 2015
December 1, 2015
MG Mako, Inc.
March 31, 2015
May 1, 2015
May 1, 2015
McCarthy Building Companies
November 30, 2015
N / A (only)
N / A (only)
Neptune Fire Protection, Inc.
November 30, 2015
May 19, 2015
April 1, 2015
Land Mark Electric
November 30, 2015
November 2, 2015
November 2, 2015
McMahon Steel Company
November 30, 2015
April 10, 2015
August 25, 2015
January 8, 2015
SUBCONTRACTOR'S NAME
Pomona Millikan Lab & Science Building (316775)
610 N. College Avenue
Claremont, CA 91711
Ray Gilbert
Jose "Pepe" Espinoza
Pacific City Parking/Retail - OCIP (316798)
21010-21060 Pacific Coast Highway
Dave Von Normann
McMaster Carr Office Renovation
(346806)
9630 Norwalk Boulevard
Santa Fe Springs, CA 90670
Chapman Musco Center for the Arts (316762)
One University Drive
Orange, CA 92866
Mark Engquist
1/1/15
1/1/15
EXPIRED
EXPIRED
CHECK
OKAY
RECEIVED
TO
USE
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Rob Biedeman
*
Great Wolf Lodge (316774)
Couts Heating & Cooling
December 31, 2015
May 27, 2015
EXPIRED : Subcontractor is NOT released to use our scaffold until updated documents are provided to our office.
July 1, 2015
1 of 2
RAYMOND-SOUTHERN CALIFORNIA, INC.
SCAFFOLD RELEASE LOG
January 8, 2015
12681 Harbor Boulevard
SUBCONTRACTOR'S NAME
Largo Concrete
SCAFFOLD
LIABILITY
WORKER'S COMP.
RELEASE
(Expiration Date)
INSURANCE
(Expiration Date)
INSURANCE
(Expiration Date)
December 31, 2015
January 31, 2015
October 1, 2015
CHECK
OKAY
RECEIVED
TO
USE
Yes
Yes
Garden Grove, CA 92840
Ray Gilbert
Kevin O'Brien
January 2016
*
2.4 (14-1-9) Scaffold / Lift Equipment Release LOG (All Offices)
EXPIRED : Subcontractor is NOT released to use our scaffold until updated documents are provided to our office.
2 of 2
3-1: FIELD KICKOFF MEETING
FUNCTION
The function of this process is intended to formally introduce the project to the field
operations. This meeting is to take place prior to the start of construction on the project.
This meeting will likely be the first meeting of the complete project team and as such it
is an important opportunity to answer questions, brainstorm ideas and to motivate the
team. A good field kick off meeting should review the pre-construction plan and
expectations for the project. The project manager should communicate the project
goals, controls, and initiate teamwork going forward.
PROCESS
The following is a summary of the steps required to be used as a guideline.
1. The project manager sets the kick off meeting date prior to the start of construction.
This will vary depending on the job start requirements. Subsequent kick off
meetings set prior to the start of specific trades (i.e.: lath, plaster, taping) or
important work areas (i.e.: start of drywall hanging) should also be considered.
2.
The attendees should be:
·
Project Manager
·
Chief Estimator
·
Estimator
·
Project Engineer (if assigned)
·
Superintendent
·
Foreman
·
Lead man / sub-foreman (if assigned)
·
Safety – Corporate Risk Manager
·
Division Manager
·
Warehouse Manager
3.1 Field Kick-Off Meeting.doc
3.
The project manager will prepare a project specific binder (see 6.1.4 of the Project
Management Manual) of contents received and developed during the pre
construction phase. The following is a list of contents.















Job Start
Executed Contract – Scope of Work Exhibit (if available)
Job Specific Safety Plan (to be completed)
Engineering
RFI’ s Written and Issued responses
The Project Team – Roles and Responsibilities
Project Directory
Procurement – Schedule of Awards
Stocking Reports / Purchase Orders Issued
Purchase Agreements / Sub-Subcontracts issued
Submittal / Sample Requirements and Status
Budget
Production Goals
Baseline Schedule
Miscellaneous Forms Required
4.
The Project Manager will facilitate the kick off meeting.
5.
The Project Manager will facilitate the Kick-Off Meeting. Form 6.1.2 in the Project
Management Manual will be the suggested agenda that will discuss the project in
general, the scope of work for Raymond, the contract documents, the schedule, the
budget, documentation requirements, and the overall plan and approach to the
project.
6.
The Project Manager should discuss any special Project Management Software or
record keeping requirements that are required by the General Contractor for the
project.
7.
The Job Start-Up Safety Checklist and package will be discussed at the kick off
meeting. This package consists of safety forms, posters, etc. for the General
Foreman on the jobsite. The Foreman will use the items for everyday use and keep
the package in a safe and secure place such as the office trailer or gang box.
Foreman need to verify that they have all the required items on the check list
throughout the length of the project.
8.
Pre-Job Start Safety Planning Checklist is a form used during this meeting to
familiarize the project team with specific safety concerns and standard safety
requirements / equipment for that particular job.
9.
Upon conclusion, the Project Manager will document any action items in the weekly
coordination format.
3.1 Field Kick-Off Meeting.doc
10. Mandatory “Drywall Installation Best Practices Processes” for RSC 6-16-2014.
o Provide sample 1 side of plan with production goals
11. Insert Taping Best Practices for RSC 5-30-2012.
o Provide sample finish plan
FLOW CHART
Not Applicable
Format and Flow Chart Files:
6-1-2 Field Kick-Off Suggested Agenda.DOC
3/22/2006
6-1-3 Sample Agenda-2.DOC
3/22/2006
6-1-3 Sample Agenda.DOC
3/22/2006
6-1-4 Suggested Table of Contents - Field KickOff.DOC
11/5/2005
3.1 Field Kick-Off Meeting.doc
Meeting Agenda
ABC COMPANY
Raymond Job # XXXXX
Attendees:
Project Manager: XXX XXXXXX
Superintendents: XXX XXXXX,
Estimator: XXX XXXXX
Foreman: XXX XXXXX,
Distribute Job Start Packages
1. General Overview of Project
• General Contractor :
(G C)
• Point of Contact :
(G.C. CONTACT & PHONE #)
• Location:
(G.C. ADDRESS)
2. Scope of Work
• Drywall
• Shaftwall
• Partitions
• Head of Wall
• Plaster
• Cement Plaster vs. DEFS Fastrack
3. Discuss Job Start Package and Drawings
• Job Criteria Form
• Labor Budget
• Stocking List and Dates
• Purchase Orders
• Contract Provisions
• Project Notes
• Request for Information
• Information Memos
• Project Specifications
• MSDS
• Subcontractors
• Yard Equip Forms
• Project Schedule
• Submittal Package
• Daily Log Book
• Contract Drawings
• Equipment
4. Schedule
• Daily job Schedule review
• Overall job schedule review
5. Documentation
• Extra Work Tags
• Daily Job Log
6. Overall Expectations Concerning the Above
• Meet labor budget.
• Maintaining Strong Working Relationship with General Contractor
3.1 Field Kick-Off Meeting.doc
PROJECT BINDER
SUGGESTED TABLE OF CONTENTS
PROJECT HANDOFF – ESTIMATING TO PROJECT MANAGEMENT
ADMINISTRATION

Job Start

Contract Review / Negotiations

Executed Contract

Scaffold Release Report

Executed Subcontract Change Orders
SAFETY




Job Specific Safety Plan
Job Hazard Analysis
Incident Reports
Inspection Reports
ENGINEERING – DESIGN DEVELOPMENT

Kick off / Job Start

RFI ’s (open and closed) / Log

Coordination (incoming and outgoing)

Meeting Minutes
MOBILIZATION / ORGANIZATION

The Project Team / Roles and Responsibilities

The Field Office
PROCUREMENT

Bids / Bid Forms (by trade or scope of work)

Bid Comparison Worksheets (by trade or scope of work)
SUBMITTALS / SAMPLES

Submitted product data / MSDS

Sample Requests

Submittal Log
BUDGETS

Estimating System Reports

Base & Control

Updates (each week or as required)
SCHEDULES

Contract Schedule - Updates

Raymond Baseline - Updates

Weekly 3 Week Look Ahead

Weekly Access Report
3.1 Field Kick-Off Meeting.doc
SCHEDULE OF VALUES / MONTHLY INVOICING

Frontload Worksheet / Schedule of Values

Monthly SOV Updates / Requisition Balance Sheets
PRE CONSTRUCTION PLANNING

Weekly Coordination Worksheets

Field Operations Kick Off Meetings

Pre Installation Meetings
PURCHASING

Master Price List

Quantity Takeoffs

Stocking Reports

Purchase Orders / Log
SUB-SUBCONTRACTOR / VENDOR – CONTRACT FILE

Bid Proposal / Change Estimates

Letter of Intent / Notice to Proceed

Executed Sub-subcontract / Purchase Agreement

Executed Change Orders

Coordination / Correspondence (incoming & outgoing)

Shop Drawing / Fabrication / Delivery Schedules
CHANGE ORDERS

RCO ’s (change estimates / time and material work)

Cost Impact Log
JOB COST

Job Cost Details

Margin Confirmation Worksheets
PRODUCTIVITY

Production Goals Report

Production Feedback Reports

Weekly Progress
PROJECT CLOSEOUT

Punch Lists

Warrantees / Guarantees

Schedule of Archiving

Post Analysis Report

After Action Review Meeting
GENERAL CORRESPONDENCE

Incoming

Outgoing
3.1 Field Kick-Off Meeting.doc
3-2: JOB SPECIFIC SAFETY PLAN
FUNCTION
The function of this process is to initiate the safety planning process upon receipt of our
notice to proceed and communicate the job specific activities to the safety department.
PROCESS
The following is a summary of the steps required to process the Job Specific Safety
Plan – Generic Questionnaire to be used as a guideline.
1.
Notice from our client to proceed and formal contract forthcoming.
2.
The Project Manager participates in the project handoff meeting from the
estimating department.
3.
The Project Manager facilitates the job start format to the Contract Administrator.
Contract Administrator to distribute safety questionnaire to Safety Department
Representative to be filled out. (see attached 3.2.c)
4.
The job start format is distributed by the Contract Administrator.
5.
The Project Manager (assisted by the Safety Superintendent) facilitates the Job
Specific Safety Plan – Generic Questionnaire (see attached 3.2.1 or 3.2.b) to the
Safety Department.
6.
The Safety Department completes the Job Analysis Form and the Job Specific
Safety Plan; which is submitted back to the Project Manager.
7.
The Job Specific Safety Plan is distributed to the General Contractor and the Field
Supervisor of the specific job site by the Project Manager.
BEST PRACTICES
The following are best practice considerations to be used as a guideline.
1. All Foreman, General Foreman and Superintendents must acquire scaffold user
cards and OSHA 10 certification at the minimum in order to educate themselves and
enhance their abilities to correctly identify safety hazards, violations, procedures,
and to recognize safe practices on the construction jobsite.
3.2 Job Specific Safety Plan.doc
3.2 Job Specific Safety Plan.doc
PRE-JOB START SAFETY PLANNING CHECKLIST
Job Information
Date
Job Name
General Foreman
GC
Job Number
Project Manager
Please check one New Construction
Remodel
Office
Trailer
Gang Box
Safety Poster Set (Trailer and Office only)
Please choose accordingly
1. ENVIRONMENTAL CONCERNS
a. Asbestos
b. Lead (Testing/Sampling)
c. Mold (Send letters outlined in Raymond’s mold policy)
2. POWER/LINES
3. STOCKING/STORAGE (STREET UNLOADING/TRAFFIC CONTROL/WEATHER/THEFT/SAFETY “CLEARENCES”)
4. FIREPROOFING – SIGNAGE
5. SCAFFOLDING
a. Type
b. CAL/OSHA or FEDERAL Permits
c. Scaffold Release(s) (Send letter to sub-sub’s using scaffold)
d. Training
e. Signage
6. AERIAL DEVICES
a. Boom Lift
b. Scissor Lift
c. Training
7. CRANE OPERATION
8. FORKLIFT OPERATION
a. Type
b. Training
9. POWDER ACTUATED TOOLS
a. Training/Licenses
b. Signage
10. LASER(s) – SIGNAGE
11. HOT WORK
a. Permit(s)
b. Type (Gas/Electric)
c. Fire Extinguisher(s)
12. FUEL
a. Type
b. Storage
c. Signage
d. Fire Extinguisher(s)
13. GFCI’s
a. Lights
b. Fans
c. Heaters
14. FALL PROTECTION
a. Railings/Cables (Question if cables are engineered for tying off)
b. PFAS
c. Anchors
15. CAST PRODUCTS BEING USED?
16. SITE CLEANUP
17. MSDS (Copy to GC, foreman, Safety Office)
2
18. PERSONAL PROTECTIVE EQUIPMENT
a. Skin Exposure
b. Respiratory Exposure (Medical Evaluation)
c. Training
19. OSHA CERTIFICATE/REQUIRED TRAINING LOG
20. SUB-SUBCONTRACTORS?
21. PRE-JOB START SAFETY CHECKLIST (Review)
22. COPY OF RAYMOND SAFETY PROGRAM ON SITE
23. LABOR CONCERNS (EEOC, EDD PROGRAMS, ETC..)
Other Notes:
Attendees:
Estimator
Project Manager
Foreman
Safety Personnel
Superintendent(s)
Project Engineer
Guest
3
3.2c Pre-Job Start Safety Planning Checklist.doc
3-3: DRAWING REVIEW AND COORDINATION
FUNCTION
The function of this process is to allow some time for a pre-construction review. The
dollar amount and the complexity of the job will determine the length of time to be spent
on the review. The job schedule might also be reviewed to understand any critical
paths. Crew size will be determined at that time enabling the schedule to be
maintained.
The review of drawings and documents is viewed by Raymond to be a very important
process in ensuring a profitable project; thus there is a separate cost code for these
hours.
PROCESS
When a project has been assigned to a Foreman, General Foreman and/or
Superintendent, plans, specifications and drawing will be issued. The location for
reviewing drawings will be determined by the Project Manager.
It is at this time that the field management team can access whether or not there needs
to be any RFI’s issued. The field management can also make recommendations with
regards to material orders and stocking.
Architectural Review Process
1. Check General notes to confirm if dimensions are to face of finish or to face of
stud walls. Check notes for other general job specifics.
2. Check plans for missing dimensions and wall types.
• Try and lay out walls during plan review.
• Look for missing dimensions to walls and end points.
• RFI all missing dimensions and wall types at this time.
3. Check plans for layout dimensions to door and window frames.
• Confirm all door frames meet Handicap ADA requirements of 12” and 18”
clear at strike sides.
• Check plan notes and details for minimum door legs at hinge side.
• RFI all doors that do not meet ADA requirements at this time including
stairwells.
4. Check to confirm window mounting heights are shown on plan elevations or
notes.
3.3 Drawing Review and Coordination.doc
5. RFI Whether hollow metal door frames are to be set to concrete or off of an
established benchmark. This is generally established by the General Contractor
on most projects, but needs to be documented prior to start up.
6. Request door frames delivery dates at this time to match framing start dates with
framing on the contract schedule.
7. Create a door frame checklist at this time similar to the attached. Be specific and
reference the door schedule in the plans. Use this checklist for receiving the
door frames on site and note any deficiencies to the General Contractor
immediately. Once you have signed for these doors, they are your responsibility
to store and protect from damage or danger.
8. Cross reference door frame throat thickness to wall types, swing directions per
plan and fire rating if applicable.
9. Check all elevations of all rooms.
• Look for conflicts between floor plans and elevations of walls such as door
frames, window frames, recessed items, etc in different places than shown
on the floor plans.
• RFI any discrepancies at this time.
10. Check restrooms for specific layout requirements and elevations.
• Confirm dimensional locations of all toilet accessories and confirm depth
of accessory per cut sheets to wall thickness.
• Confirm grab bar locations and backing requirements.
• Confirm toilet partition locations and backing requirements.
• Confirm countertop framing support details. These could involve tube
steel and would need special coordination.
• Check elevations for tile locations and tile heights.
• Check for mirror locations and backing requirements.
• Confirm handicap ADA requirements for wall clearances, turn radiuses
and door clearances.
• Confirm full tile layout if required on floors to walls and around recessed
accessories.
11. Check for fire and smoke rated walls on plans. Some plans highlight these on
floor plans, while others highlight them on reflected ceiling drawings or a
separate plan sheet.
• These rated walls will need to be prioritized when reviewing MEP
drawings for obstruction. Try and prioritize these walls when reviewing the
schedule with the General Contractor.
12. Confirm the dimensional locations for fire extinguisher cabinets on plans.
• Confirm mounting heights of these cabinets in writing.
• Confirm wall depth matches minimum depth on cut sheets.
13. Check elevator shaft framing requirements.
• Are clear shaft openings called out for on the plans and do they match the
elevator shop drawing requirements?
• Is elevator rail support steel in elevator shaft or in the shaftwall? If rails
are in the shaftwall, then there may be special framing requirements
needed. Confirm with elevator shops and RFI.
3.3 Drawing Review and Coordination.doc
•
Check elevator jamb shop drawings for framing requirements and cross
reference to Architectural Drawings. There could be a cost impact if they
do not match.
• Check Architectural Drawing elevations for call button and lantern
locations for coordination of our shaft stud locations.
14. Check stairwell details.
• Look for drywall clearances around stair for fitting drywall between
stringers and framing.
• Check for handrail attachment and backing requirements.
• Check for ADA requirements at all stairwells and stair vestibules. These
are safe zones in many buildings and must meet ADA.
• Confirm if vestibules and stairwells are one or two hour construction.
• Confirm if stairwells pressurized and how we will seal stair stringer
penetrations.
15. Review Reflected Ceiling Drawings.
• Cross check plans to finish schedule for conflicts in ceiling finishes and
elevations of ceilings. RFI conflicts at this time.
• Note missing dimensions for ceiling light, grilles, etc and RFI at this time.
• Confirm where ceiling heights are to be taken from (concrete, top of doors,
benchmarks, etc.).
• Review drawings for fire rated enclosures above ceilings. These can be
shown on Reflected Ceiling Drawings.
16. Check finish schedule for tile or other substrate heights and confirm the
architectural plan elevations match.
17. Request all the shop drawings at this time.
• Casework / Millwork
• Storefronts / Windows
• Stone Shops
• Signage
• Toilet accessories and mounting heights
• Toilet partitions
• Moveable partitions
• Furniture partitions
• Elevator shops
• Bumper rails and guard rails
• Fire extinguisher cabinets and mounting heights
• Any other recessed items you come up with through your review of the
drawings.
• Expansion Joint shops
• Fire Damper approved framing details
3.3 Drawing Review and Coordination.doc
18. Review specs and drawings for location control joints and expansion joints in
interior walls. Review drawings for locating control joints or expansion joints in
exterior walls. Try to minimize these at job start up.
• Try to keep control joints to above door frames where possible if you are
not able to eliminate them.
• Review horizontal floor to floor control joints in stairwells. These would
end up being rated joints in rated walls.
• Confirm rated control joint details in rated walls.
• Confirm all locations of these control joints through a marked up set of
plans for architectural review.
• Confirm details of expansion joints shop drawings and make sure they
follow through the building on interior as well as the exterior.
• Whenever eliminating, moving or adding control joints document these
changes in writing with a marked up set of drawings submitted for
approval.
19. Review any Raymond engineered drawings for your input into framing details.
Electrical Drawing Review Process
1. Check for locations of recessed panels in walls.
2. Check for fire rated details around pipes, outlets, panels, etc. Sometimes these
details are show on electrical drawings.
3. Review plans for locations of cable trays, pipe racks, etc. Look for areas where
these items obstruct full height walls or king studs at openings.
4. Check drawings for details around pipe or cable tray penetrations through rated
walls. These will require special framing details.
Mechanical Drawing Review Process
1. Check drawings for trunk line locations that would block out access to full height
walls.
2. Check mechanical drawings for locations of fire rated shaftwall horizontal
enclosures above ceilings.
3. Check mechanical drawings for framing details around large pipes through rated
walls. Sometimes these drawings will have miscellaneous details for framing we
will need to be aware of.
Specification Review Process
1.
2.
3.
4.
Confirm material criteria matches’ architectural drawing details. Such as stud
spacing, stud gauges, anchorage methods, etc.
Confirm hollow metal door frame framing requirements match architectural
details.
Confirm control joint spacing and criteria for walls and ceilings.
Review firestopping top of walls and manufacturer’s details.
3.3 Drawing Review and Coordination.doc
5.
Review lath and plaster specifications for materials, control joint spacing,
attachments, etc.
6. Review drywall specification for material types, areas of application for different
substrates, fasteners, etc. Review this section for taping materials and taping
finish level requirements.
7. Review plasters specifications for mix requirements, wet cure and dry time.
8. Review exterior stud wall specifications for framing material requirements and
framing requirements.
Stud spacing, attachment methods, control and
expansion requirements, etc.
9. Review EIFS specifications for framing and substrate requirements above and
beyond framing requirements.
10. Review fireproofing specifications for materials and substrate requirements.
Also review thickness charts and inspection best practices from manufacturer
for preconstruction review meeting with inspector. Review plans for areas
needing cementious fireproofing.
11. Review miscellaneous associated specifications such as GFRG, FRP, etc. and
confirm backing locations in framing drawings for these components.
Review with Project Manager and Area/Project Superintendent Process
1. Review contract for specification inclusions and exclusions for job specific items.
2. Review schedule for durations and sequencing of our work flow with that of other
trades. Establish areas of concern and address them at this time.
3. Review submittal package of materials and confirm differences between
architectural details, specifications and this package, if any.
4. Review top of wall details and site specific concerns.
5. Review budget and footages. Set up procedures to monitor production rates and
areas of concern.
6. Review and set up Quality Control procedures of key components of project.
7. Review scope of subcontractors work such as top of wall, insulation, scaffold,
etc. Get the names and numbers of your contacts for these subcontractors at
this time.
8. Review suppliers and stocking subcontractors. Review trucking routes, cranes,
manlift access, etc. at this time. Get contact names at this time.
9. Review purchase order protocol and tracking requirement. (see attached 3.3d for
Door/Window Delivery)
10. Set up initial stocking orders and sequences based on your review of the
schedule and jobsite visits.
11. Obtain ASTM / UL listing for wall type construction requirements. This will help
you to supply your crew and inspection them with correct information.
12. Review material list with scope of work.
3.3 Drawing Review and Coordination.doc
Drawing Review and
Coordination Checklist
Project:
Project #:
Project Manager:
Foreman:
Date:
Initial /
Completed
Architectural Review Process
1. Check General notes to confirm if dimensions are to face of finish or to face of stud walls. Check notes for other general job
specifics.
2. Check Plans for missing dimensions and wall types:
- Try and lay out wall during plan review.
- Look for missing dimensions to walls and end points.
- RFI all missing dimensions and wall types at this time.
3. Check plans for layout dimensions to door and window frames:
- Confirm all door frames meet Handicap ADA requirements of 12" and 18" clear at strike sides.
- check plan notes and details for minimum door legs at hinge side.
- RFI all doors that do not meet ADA requirements at this time including stairwells.
4. Check to confirm window mounting heights are shown on plan elevations or notes.
5. RFI whether hollow metal door frames are to be set to concrete or off of an established benchmark. This generally established by
the General Contractor on most projects, but needs to be documented prior to start up.
6. Request door frames delivery dates at this time to match framing start dates with framing on the contract schedule.
7.
Create a door frame checklist at this time similar to the attached. Be specific and reference the door schedule in the plans. Use
this checklist for receiving the door frames on site and note any deficiencies to the General Contractor immediately. Once you
have signed for these doors, they are your responsibility to store and protect from damage or danger.
8. Cross reference door frame throat thickness to wall types, swing directions per plan and fire rating if applicable.
9. Check all elevations of all rooms:
-
Look for conflicts between floor plans and elevations of walls such as door frames, window frames, recessed items, etc. in
different places than shown on the floor plans.
- RFI any discrepancies at this time.
10. Check restrooms for specific layout requirements and elevations:
- Confirm dimensional locations of all toilet accessories and confirm depth of accessory per cut sheets to wall thickness.
- Confirm grab bar locations and backing requirements.
- Confirm toilet partition locations and backing requirements.
- Confirm countertop framing support details. These could involve tube steel and would need special coordination.
- Confirm elevations for tile locations and tile heights.
- Check for mirror locations and backing requirements.
- Confirm handicap ADA requirements for wall clearances, turn radiuses and door clearances.
- Confirm full tile layout if required on floors to walls and around recessed accessories.
11. Check for fire and smoke rated walls on plans. Some plans highlight these on floor plans, while others highlight them on reflected
ceiling drawings or a separate plan sheet:
-
These rated walls will need to be prioritized when reviewing MEP drawings for obstruction. Try and prioritize these walls when
reviewing the schedule with the General Contractor.
12. Confirm the dimensional locations for fire extinguisher cabinets on plans:
- Confirm mounting heights of these cabinets in writing.
- Confirm wall depth matches minimum depth on cut sheets.
3.3a Drawing Review Coordination Template
13. Check elevator shaft framing requirements:
- Are clear shaft openings called out for on the plans and do they match the elevator shop drawing requirements?
-
Is elevator rail support steel in elevator shaft or in the shaftwall? If rails are in the shaftwall, then there may be special framing
requirements needed. Confirm with elevator shops and RFI.
-
Check elevator jamb shop drawings for framing requirements and cross reference to Architectural Drawings. There could be a
cost impact if they do not match.
- Check Architectural Drawing elevations for call button and lantern locations for coordination of our shaft stud locations.
14. Check stairwell details:
- Look for drywall clearances around stair for fitting drywall between stringers and framing.
- Check for handrail attachment and backing requirements.
-
Check for ADA requirements at all stairwells and stair vestibules. These are safe zones in many buildings and must meet ADA
requirements.
- Confirm if vestibules and stairwells are one or two hour construction.
- Confirm if stairwells pressurized and how we will seal stair stringer penetrations.
15. Review reflected ceiling drawings:
- Cross check plans to finish schedule for conflicts in ceiling finishes and elevations of ceilings. RFI conflicts at this time.
- Note missing dimensions for ceiling light, grilles, etc. and RFI at this time.
- Confirm where ceiling heights are to be taken from (concrete, top of doors, benchmarks, etc.…).
- Review drawings for fire rated enclosures above ceilings. These can be shown on Reflected Ceiling Drawings.
16. Check finish schedule for tile or other substrate heights and confirm the architectural plan elevations match.
17. Request all the shop drawings at this time:
- Casework / Millwork.
- Storefront / /Windows.
- Stone Shops.
- Signage.
- Toilet Accessories and Mounting Heights.
- Toilet Partitions.
- Moveable Partitions.
- Furniture Partitions.
- Elevator Shops.
- Bumper Rails and Guard Rails.
- Fire Extinguisher Cabinets and Mounting Heights.
- Expansion Joint Shops.
- Fire Damper Approved Fire Details.
18. Review specs and drawings for location control joints and expansion joints in interior walls. Review drawings for locating control
joints or expansion joints in exterior walls and ceilings. Try to minimize these at job start up:
- Try to keep control joints to above door frames where possible if you are not able to eliminate them.
- Review horizontal floor to floor control joints in stairwells. These would end up being rated joints in rated walls.
- Confirm rated control joint details in rated walls.
- Confirm all locations of these control joints through a marked up set of plans for architectural review.
-
Confirm details of expansion joints shop drawings and make sure they follow through the building on interior as well as the
exterior.
19. Review any Raymond engineered drawings for your input into framing details.
Notes
A.
B.
C.
3.3a Drawing Review Coordination Template
Initial /
Completed
Electrical Drawing Review Process
1. Check for locations of recessed panels in walls.
2. Check for fire rated details around pipes, outlets, panels, etc. Sometimes these details are shown on electrical drawings.
3. Review plans for location of cable trays, pipe racks, etc. Look for areas where these items obstruct full height walls or king studs at
openings.
4. Check drawings for details around pipe of cable tray penetrations through rated walls. These will require special framing details.
Notes
A.
B.
C.
Initial /
Completed
Mechanical Drawing Review Process
1. Check drawings for trunk line locations that would block out access to full height walls.
2. Check mechanical drawings for locations of fire rated shaftwall horizontal enclosures above ceilings.
3. Check mechanical drawings for framing details around large pipes through rated walls. Sometimes these drawings will have
miscellaneous details for framing we will need to be aware of.
4. Check drawings and locate fire and smoke dampers.
Notes
A.
B.
C.
Initial /
Completed
Specification Review Process
1. Confirm material criteria matches' architectural drawing details. Such as stud spacing, stud gauges, anchorage methods, etc.
2. Confirm hollow metal door frame framing requirements match architectural details.
3. Confirm control joints spacing and criteria for walls and ceilings.
4. Review firestopping top of walls and manufacturer's details.
5. Review lath and plaster specifications for materials, control joint spacing, attachments, etc.
6. Review drywall specification for material types, areas of application for different substrates, fasteners, etc. Review this section for
taping materials and taping finish level requirements.
7. Review plasters specifications for mix requirements, wet cure and dry time.
8. Review exterior stud wall specifications for framing material requirements and framing requirements. Stud spacing, attachment
methods, control and expansion requirements, etc.
9. Review EIFS specifications for framing and substrate requirements above and beyond framing requirements.
10.
Review fireproofing specifications for materials and substrate requirements. Also review thickness charts and inspection best
practices from manufacturer for preconstruction review meeting with inspector. Review plans for areas needing cementious
fireproofing.
11. Review miscellaneous associated specifications such as GFRG, FRP, etc. and confirm backing locations in framing drawings for
these components.
Notes
A.
B.
C.
3.3a Drawing Review Coordination Template
Initial /
Completed
Review Process for Project Manager and Project Superintendent
1. Review contract for specification inclusions and exclusions for job specific items.
2. Review schedule for durations and sequencing of our work flow with that of other trades. Establish areas of concern and address
them a this time.
3. Review submittal package of materials and confirm differences between architectural details, specifications and this package, if
any.
4. Review top of wall details and site specific concerns.
5. Review budget and footages. Set up procedures to monitor production rates and areas of concern.
6. Review and set up Quality Control procedures of key components of project.
7. Review scope of subcontractors work such as top of wall, insulation, scaffold, etc. Get the names and numbers of your contacts
for these subcontractors at this time.
8. Review suppliers and stocking subcontractors. Review trucking routes, cranes, manlift access, etc. at this time. Get contact
names at this time.
9. Review purchase order protocol and tracking requirement. (See attached 3.3d for Door/Window Delivery)
10. Set up initial stocking orders and sequences based on your review of the schedule and jobsite visit.
11. Obtain ASTM / UL listing for wall type construction requirements. This will help you to supply your crew and inspection them with
correct information.
12. Review material list with scope of work.
13. Create framing one side drawings and submit to General Contractor.
14. Create Raymond manpower loaded schedule and submit to General Contractor.
15. Review Raymond drywall and tape "Best Practices" for implementation on this project.
16. Establish Production Goal sheet with Project Manager and Budget for posting on project.
17. Establish UL/ASTM drywall screw spacing "Cheat Sheet" for posting on site.
18. Ensure you have your Safety Start-Up Package with Contacts.
Notes
A.
B.
C.
Project Manager:
Date:
Signature
Date:
Project Superintendent:
Signature
3.3a Drawing Review Coordination Template
Mandatory “Drywall Installation Best Practice Processes” for RSC
6-16-2014
Preliminary Job Start up
1. Foreman and PM Review plans & Specs.
2. Foreman -Review MEP drawings for obstructions to hanging.
3. Foreman - Review Budget and actual production rates from Estimator field report or OST job
cost summary.
4. PM with Foreman- Create directional stud layout plan for drywall one siding application with
OST.
5. PM with Foreman - Create Optimal Board length plan for walls, ceilings, and top-out. Decide on
where to lie down or stand up drywall on walls.
6. PM - Create one-siding stocking plan.
7. PM - Create double up of walls and ceiling stocking plan.
8. Create UL screw spacing requirements cheat sheet for one layer, two layer and special boards.
9. Establish sheet counts per room/area/ floor to relay to workers.
a. Establish production rate cheat sheet for crews.
10. Establish equipment list required.Types of screw guns, walk ups, board dollies and trash buggies.
11. Establish Drywall production rate monitoring method.
12. Establish trash removal plan.
a. Establish trash bin location.
b. Trash Chutes?
c. Trash Buggies sizing?
d. Man-lift access?
e. After Hours to do clean up or split shift?
13. Establish Drywall project specific QC sheets, if required over standardized Raymond QC sheets.
14. Mandatory drywall kick-off meeting prior to Start-up of Drywall.
Sound caulking top of wall “Best Practices”
•
•
•
•
•
•
Taping needs to be done first at finish walls.
Pecora sound caulking is felt to be best product, application, no shrinkage or pinholes later at
exposed areas. 32oz. tubes are about $10 each. Only where stuff and spray CP572 is
unacceptable. Must cut drywall into flutes.
Hilti foam sound caulking is good at concealed areas. Has only 8% movement and will not work
on deflection walls.
USG seems to be the most cost effective at bottom of walls. Sound caulk at bottom track prior
to hanging. Hang drywall down to floor/slab with no gap at bottom.
Caulking at base per manufacturer’s installation specifications to be submitted as qualification in
bid documents as well as project submittals.
Hilti CP572 sound and smoke barrier for top of wall spray sound caulking. Has data for deflection
and drift. Can be used in concealed and exposed areas. Do not need to cut drywall into flutes.
3.3b Drywall Committee Production Increases
Drywall “Best Practices” for RSC
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Drywall hangers need to carry shims to wedge board at concrete that is not level.
Hardhat lights required for all hangers. Helps in closets, rooms, etc.
Smaller gang boxes for hanging crews in areas where they are working. Cuts down on roll out
and roll up times.
Utilize walk ups instead of ladders where possible.
Special cut board lengths and widths can cut down on tape joints as well as debris.
Letter sent on floors out of level tolerance. Cost impact letter similar to HM door frames
missing.
Color code wall framing by wall type after framing. After framing spray paint studs for one
siding, double up as well as fire and sound rating so hangers can follow your hanging plan.
Refuse to hang areas that are not complete and ready to hang per schedule. Consult with your
PM/GS prior to informing GC of this. PM to send letter.
PM to send cost impact letter for loose ends prior to one siding or double up. Cost impact letter
similar to HM door frames missing cost impact letter.
Setting top out drywall at correct height off floor/ceiling framing height so as not to impact
hanging below top out.
Only pin slammer studs at bottom track. Only screw slammer studs at inside corner on bottom.
Do not screw tops of slammer studs as this slows hangers down. Ceiling framing crews are not
to screw ceiling tracks to slammer studs.
Install Framing headers over shorter span windows and door frames 1” above top of frame.
Allows drywall hanger to slide drywall in easier when hanging into frames.
Stock floors and mark quantities on each stack of drywall. Assign crews to use up stacks so they
know how much they are hanging.
Interact with your drywall crews daily. Ask how much they have hung so far that day. Ask how
they are hanging the area. Ask what they need to do a better job. Etc.
Line your crew out for the next task so they know where they are going. This helps to set their
goal to get to the next task.
Goal set areas for crew to be done on a weekly basis. Gives them long term goals to achieve and
easier for foreman to monitor.
Count sheets daily on floors to monitor daily production rates.
Incentivize crews with Raymond items. They appreciate and feel part of the company then by
having company Logo around. Have more buy in and item personal impact lasts longer than
giving out small gift cards which they spend on coffee
o Raymond Coffee cups
o Raymond T shirts
o Raymond Ball caps
o Raymond lunch cooler
3.3b Drywall Committee Production Increases
Taping Best Practices for the RSC
5-30-12
•
Mandatory that taping foreman does job walk approximately 1-week prior to
taping operations.
o Review: Drawings, spec section, material submittals, budget, schedules
and stocking requirements.
o Walk project, check hanging and confirm areas are complete and clear for
taping to start.
o Create material stocking list for protection, trims, mud, clean up, etc. Turn
into PS and PM to order and deliver prior to taping crew start up.
o Create equipment list required for project taping start up and turn in to PS
and GS.
o Coordinate crew size prior to start up based on area ready, budget and
schedule.
o Voice any preliminary concerns at this time to Project Superintendent,
P.M. and General Superintendent at this time.
•
All Perry scaffolds must have top lock braking systems installed to accommodate
locking wheels.
Mask or protect floors or stairs where concrete is exposed finish instead of
scraping or mopping after taping complete.
Have apprentices scrape dropped mud on floors daily to remove while wet.
No taping of areas until turned over, completely hung on walls and ceilings.
Prefer “No Bead or reduced bead tape on trims” instead of clinch on type beads.
No taping of walls or ceilings until all trims are installed complete in the area.
Confirm and check all tapeable flange access doors, linears and lights are
installed correctly for taping.
Spotting of screws to be done with nail spotter on all coats. No hand work while
spotting screws.
No hand coating of board joints, Taping of board joints with Boxes preferred.
Mach 5 or similar sprayer is preferred to apply level 5 finish mud. 2-pass fog coat
of mud and then sand. No Trowel. 3rd pass at critical light areas. Use 90% all
purpose and 10% topping or 100% TNT.
Critical light and high gloss finish walls and ceilings, “Restrooms, Lobbies, etc”
may require some deviation in “Best Practices” to obtain level of finishes
required.
Taping Quality Control sheets mandatory. Filled out per area prior to painting.
Turned into PS on site for filing with project documentation.
•
•
•
•
•
•
•
•
•
•
•
3.3c Taping Best Practices for RSC
Cost Codes
429 Firetape
430 Demo/Electrical tape
431 Finish Tape Walls
432 Tape Ceilings and Soffits
433 Taping Masking & Protection
434 Install Tape On Trims
435 Level 5 Skimcoat
436 Taping Textures
437 Taping High Work
438 Taping Clean-up
439 Taping Supervision
Levels 1-5 Common General Practices
Preconstruction: Mandate jobsite visit by taping foreman prior to job starting. Decide if
TNT will be used and notify foreman and PM of materials desired. Check crew size and
apprentice ratio against budget. Have taping kick-off to discuss finish levels required.
Day 1 – Cut Board, prefill cut loose paper, remove excess or improper screws. Start
cornerbead on columns and walls where ready. Install the tape-on trims and string tape
with bazooka. Mark finished on walls in pencil.
Day 2 – 7” box joints and trims spot screws using 2” nail spotter, and detail small trims
*Day 2 – Extra day needed if mud does not dry between coats
Day 3 - Sand, 2nd box joints, 2nd nail spotter, 2nd coat on detail
Day 4 – Sand, 3rd box joints and angle box, 3rd nail spotter, start touch up
Day 5 – Sand, check out and touch up.
Day 6 – Final sand, checkout and clean doors and diffusers
End of Level 4
Day 7 – Level 5 Use Mach 5 sprayer to spray mud or hand apply for smaller areas.
Complete 2 pass fog of mud and then sand. No Trowel. Complete 3rd pass of mud at
critical light areas. Use a 619 nozzle. Use 90% all purpose and 10% topping or 100%
TnT mud.
Day 8 – Sand and clean-up.
End of Level 5
3.3c Taping Best Practices for RSC
3/22/2016
Door/Window Frame Delivery Checklist
Door Frame #
Correct
Swing
Gap
Throat Size
Width
Height
Fire Rating
Correct Foot
Clips
Correct
Jamb Clips
Correct
Head Clips
No Damage
to Frame
No Paint
Damage
No Visible
Rust
3.3d Door Checklist Template.xls
3-4: Mobilization / Organization
FUNCTION
The function of this process is intended to provide a preferred approach to the setup of
your project (i.e. field office, staffing, roles, responsibilities, document flow, and files).
This is most critical for major projects that require adequate staffing, adjusted job
descriptions, and on-site management.
PROCESS
The Project Team – Defining the project team and their roles and responsibilities is an
important process in preconstruction planning. This is a senior manager’s responsibility
to balance team capability and project specific tasks. The manager’s continuing
knowledge of the project management staff, their strengths, weaknesses, opportunities
for growth. The project team approach is an ideal stage for training.
1. Know the project; evaluate the size, complexity, customer demands, and
relationships.
2. Know your project management staff; assign the team roles and responsibilities
to cover the project specific tasks. Always consider the strengths. Use these
roles and responsibilities to continue growth.
3. Know your area of weakness and compliment with senior supervision.
4. Complete the Roles and Responsibilities Worksheet to review the overall job
description and adjust it to the project specific tasks, potential growth opportunity,
strengths, and workload capabilities. (see attached 3.4.a)
5. Coordinate the field operation staff with your general superintendent and
complete a project specific organization chart. Use the attached Project
Organization Charts for reference.
3.4 Mobilization Organization.doc
The Field Office – Site logistics will vary from project to project. The available space and
location of the site will need to be considered. The field office is size and space planned
to fit the entire project team. If not, a project engineer or coordinator will be on site to
coordinate field operations.
Remember, on a major project the trailer facility actually serves as Raymond’s satellite
office and must project the professional image that Raymond is known for. Like all
successful projects, the outcome of your project office is going to be dependant on your
ability to plan for the logistical needs and collaborate with the accounting, IT and field
staff for best results.
•
•
•
•
•
•
Coordinate site logistic requirements with your client.
Plan the size and office layout with your mobile trailer provider. Plan your trailer
layout with as much detailed information as you can.
Trailer layout plan is a sample of site facilities.
Setup office with plan tables, desks, office equipment rentals and supplies, fax,
copier, and communication equipment rentals. (see attached 3.4.b)
Jobsite office supplies / cost estimate sheet and format.
Jobsite computer set up form.
The following is a list of additional items that may also be required for your office:
Drinking water service
Cameras
Coffee pot
Mailbox
Refrigerator
Toilet Supplies
Copier
Cleaning Service
Fax machine
Company Stationery
Scanner
Envelopes
Computers
Timecards & Business Cards
3.4 Mobilization Organization.doc
The Document Files
9.
Prepare a project directory of the entire team to include the firm, contact, phone
numbers, and fax numbers of the owner, architect, engineers, general contractor,
subcontractors, sub-subcontractors, and vendors.
10.
Prepare individual files in accordance with their role and responsibility. The
documents should be filed in binders and order of chronological date. A history of
events may be required. The following is an outline of a basic binder system to be
expanded as required.

Project Handoff – Estimating to Project Management

Administration


♦
Job Start
♦
Contract Review / Negotiations
♦
Executed Contract
♦
Scaffold Release Report
♦
Executed Subcontract Change Orders
Safety
♦
Job Specific Safety Plan
♦
Job Hazard Analysis
♦
Incident Reports
♦
Inspection Reports
Engineering – Design Development
♦
Kick off / Job Start
♦
RFI’s (open and closed) / Log
♦
Coordination (incoming and outgoing)
♦
Meeting Minutes
3.4 Mobilization Organization.doc






Mobilization / Organization
♦
The Project Team / Roles and Responsibilities
♦
The Field Office
Procurement
♦
Bids / Bid Forms (by trade or scope of work)
♦
Bid Comparison Worksheets (by trade or scope of work)
Submittals / Samples
♦
Submitted product data / MSDS
♦
Sample Requests
♦
Submittal Log
Budgets
♦
Estimating System Reports
♦
Base & Control
♦
Updates (each week or as required)
Schedules
♦
Contract Schedule - Updates
♦
Raymond Baseline - Updates
♦
Weekly 3 Week Look Ahead
♦
Weekly Access Report
Schedule of Values / Monthly Invoicing
♦
Frontload Worksheet / Schedule of Values
♦
Monthly SOV Updates / Requisition Balance Sheets
3.4 Mobilization Organization.doc





Pre Construction Planning
♦
Weekly Coordination Worksheets
♦
Field Operations Kick Off Meetings
♦
Pre Installation Meetings
Purchasing
♦
Master Price List
♦
Quantity Takeoffs
♦
Stocking Reports
♦
Purchase Orders / Log
Sub-subcontractor / Vendor – Contract File
♦
Bid Proposal / Change Estimates
♦
Letter of Intent / Notice to Proceed
♦
Executed Sub-subcontract / Purchase Agreement
♦
Executed Change Orders
♦
Coordination / Correspondence (incoming & outgoing)
♦
Shop Drawing / Fabrication / Delivery Schedules
Change Orders
♦
RCO’s (change estimates / time and material work)
♦
Cost Impact Log
Job Cost
♦
Job Cost Details
♦
Margin Confirmation Worksheets
3.4 Mobilization Organization.doc



Productivity
♦
Production Goals Report
♦
Production Feedback Reports
♦
Weekly Progress
Project Closeout
♦
Punch Lists
♦
Warranties / Guarantees
♦
Schedule of Archiving
♦
Post Analysis Report
♦
After Action Review Meeting
General Correspondence
♦
Incoming
♦
Outgoing
The Project Manager will use the pre-made tabs and respective table of contents to set
up their Binder System.
The Document Control
11.
The field office designates a centralized team member to expedite document
control processing. Specific responsibilities are as follows:
•
•
Distribute incoming correspondence as required
Purchase drawings, distribute, and correlate a history set.
(Architecturals, Structurals, I.D.’s, Shop Drawings)
•
Log drawing updates
•
Log incoming and outgoing submittals
3.4 Mobilization Organization.doc
RELATED LETTERS & FORMATS
The following letters and/or formats related to this section have been used successfully
on projects in the past. Their inclusion here is meant to serve as a guide to expedite
your work as well as to help you generate ideas of possibilities.
Bear in mind that project specific as well as client issues may give rise to tailor the letter
to what will work best for the circumstances you encounter. Most letters should be
reviewed by your supervisor before they are sent.
Format and Flow Chart Files:
5-1-2 Document Control.jpg
5-1-3 Project Binder Standard Table of Contents(las vegas).DOC
5-1-3 Project Binder Standard Table of Contents.DOC
5-1-4 Large Project Sample Org Chart.jpg
5-1-4 Large Project Sample Org Chart.vsd
5-1-5 Small Project Sample Org Chart[1].jpg
5-1-6 Roles and Responsibilities.xls
5-1-7 Drawing Log.xls
5-1-8 Trailer Layout Plan.jpg
5-1-9 Jobsite Office Supplies - Cost Est Sheet.xls
5-1-10 Computer Set Up Form.jpg
5-1-11 Transmittal Form.xls
5-1-12 Project Info Sheet - Emergency Contact.DOC
5-1-13 Blank Job Directory.xls
12/14/2005
11/21/2005
10/10/2005
12/21/2005
11/3/2005
12/14/2005
10/10/2005
10/10/2005
1/20/2006
1/20/2006
1/20/2006
3/21/2006
3/21/2006
3/21/2006
5-1-3 Project Binder Standard Table of Contents(concord).DOC
11/21/2005
5-1-3 Project Binder Standard Table of Contents(orange).DOC
11/21/2005
5-1-3 Project Binder Standard Table of Contents(San Diego).DOC
11/21/2005
3.4 Mobilization Organization.doc
5-1-6: Format
Roles & Responsibilities
Project:
Job #
The Project Team
1
2
3
4
5
Item
Roles and Responsibilities Matrix
1
Estimating Transition
Participate in project handoff meeting
2
3
4
Contract Administration
Expedite a job start
Participate in contract negotiations
Facilitate and monitor scaffold releases
5
6
7
8
9
10
Mobilization / Organization
Facilitate organization direction relative to staffing,
roles,responsibilities, document control, filing systems
Prepare filing folders and binders
Expedite project directory and distribute
Manage, distribute, control field office documents / drawings
Facilitate setup of jobsite office
Photograph jobsite progress and organize documents
11
12
13
14
15
T
W
Th
F
S
S
Engineering / Shop Drawings
Facilitate kick off meeting - lay out goals and controls
Expedite conceptual detailing - generate RFI's
Facilitate structural engineering and Raymond shop drawings
review drawing development, team coordination
Control and track RFI process - Log transactions
Expedite fabrication sketches
17
18
Submittals / Samples
Facilitate product data and MSDS submittals
Facilitate finish samples requests - review sample development,
team coordination
Transmit outgoing submittals / samples - log transactions
19
20
21
22
Procurement
Prepare bid packages
Facilitate procurement - select the material distributor
Facilitate procurement - select the vendor / subs
Supervise shop drawings, samples, and fabrication
16
M
3/22/2016
3.4a Roles and Responsibilities.xls
23
24
Setup product tracking log, monitor jobsite deliveries
Manage sub-subcontract and purchase agreement
25
26
27
Prepare material takeoffs, stocking reports, purchase orders, and
maintain purchase order log
Coordinate warehouse deliveries
Invoice approval
28
Budgets / Job Cost
Baseline budget & production report
29
Manage job cost, weekly progress, margin confirmation, budget
updates for alignment and change orders
30
31
32
33
Change Order Management
Expedite change estimate takeoffs - survey drawings
Prepare time and material pricing - hours reconciliation
Generate and convert Request for Change Orders
Maintain cost impact log - coordinated with contract log
34
35
36
37
38
Schedules
Facilitate baseline schedule, coordinate w/ client.
Plot / input scheduling data.
Prepare look ahead scheduling and access report.
Maintain access report and submit to client
Monitor productivity, planned vs. actual planning
39
40
41
Cash Flow
Setup schedule of values - frontload - facilitate approval.
Prepare monthly updated schedule of values for invoicing
Assist in collections.
42
43
44
Preconstruction Coordination
Facilitate a field kick off meeting - lay out goals and controls
Facilitate weekly coordination meeting
Maintain meeting minutes
45
46
47
Safety
Review job specific safety plan - questionnaire
Expedite weekly inspection reporting
Process all safety reporting to safety administrator
48
49
Accounting
Facilitate the new hire packages and drug tests.
Prepare time card payroll programming
3/22/2016
3.4a Roles and Responsibilities.xls
Project Supply
Request Form
PROJECT NAME:
PROJECT NUMBER:
Description
DATE:
QTY
Vendor
Item #
Page
Estimated
Costs
Desk Chairs
Desk Chairs
Chair Arm Set
Telephones
Conference Table
Conference Chairs
Plan Racks
Plan Sticks (30")
Shelves (storage)
Wall Mounted Mail Boxes
Drawer Organizers
Rotary Organizer
Stackable Desk Trays
Inter-Department Envelopes
Post - It Notes (1 1/2 x 2)
Post - It Notes (2 x 3)
Post - It Notes (3 x 5)
Post - It Flags
Label Machine (Brother)
Label Tape (1/4")
Label Tape (1/2")
Label Tape (3/4")
Hole Punch (3-Hole Heavy Duty)
3.4b Project Supply Request Form.xls
Project Supply
Request Form
PROJECT NUMBER:
Description
DATE:
QTY
Vendor
Item #
Page
Estimated
Costs
Hole Punch (3-Hole)
Hole Punch (2-Hole)
Paper Cutter
Stapler (Heavy Duty)
Staplers
Staples
Staple Removers
Scotch Tape Dispensers
Scotch Tape (3/4" / 16pk)
Scissors
Ruler
Shredder
Shredder Bags
Compressed Gas Duster
Screen Cleaner
Paper Clips (Jumbo)
Paper Clips (Standard)
Binder Clips (Large 2")
Binder Clips (Medium 1 1/4")
Binder Clips (Small 3/4")
Push Pins
White Out Correction Tape
Rubber Eraser
Ink Pens (Blue)
3.4b Project Supply Request Form.xls
Project Supply
Request Form
PROJECT NUMBER:
Description
DATE:
QTY
Vendor
Item #
Page
Estimated
Costs
Ink Pens (Black)
Pencils (Regular)
Pencils (Red)
Pencil Sharpener (electric)
Highlighters (Yellow)
Highlighters (Blue)
Highlighters (Green)
Highlighters (Orange)
Highlighters (multi pack)
Fabric Board
White Board 6' x 4'
White Board 4' x 3'
White Board Markers/Eraser
Dictionary
Calculators
Calculators
Calculator Tape
Surge Protectors
Message Pad
Clip Boards
Storage Boxes
3-Ring Binders (5")
3-Ring Binders (3")
3-Ring Binders (1")
3.4b Project Supply Request Form.xls
Project Supply
Request Form
PROJECT NUMBER:
Description
DATE:
QTY
Vendor
Item #
Page
Estimated
Costs
TOTAL
$0.00
Shipping Tape / Dispenser
Trash Cans
Trash Can Bags
Toilet Paper
Paper Towels
Lysol
Sanitizing Wipes
Hand Soap (pump)
Hand Soap (Refill)
Paper (8 1/2 x 11)
Paper (8 1/2 x 14)
Paper (11 x 17)
Writing Paper (White)
Writing Paper (Yellow)
Scratch Pads
Hanging Folders
Manila File Folders
File Folders with Fastener (Hires)
Refrigerator
Spoons
Forks
Knives
3.4b Project Supply Request Form.xls
3-5: MAN-LOADED SCHEDULE DEVELOPMENT
FUNCTION
The function of this process will provide the necessary guideline to create a baseline
schedule in conjunction with the estimated resources and the contract obligations.
PROCESS
The following is a summary of the steps required to be used as a guideline.
1. Summarize the award of the project, base bid and accepted alternate estimates
with respective scope of work. Obtain copy of the contract schedule from the
project handoff package. If not available at bid time, request a copy from the
client.
2. At this point, the budget would have been developed in conjunction with the
schedule sequence. Getting started with your setup, there are two (2) ways to
approach the development.
•
Using the schedule setup worksheet format (see attached 3.5.a), the Field
Supervisor will provide a handwritten draft of the activities, durations, and
relationships. If the Field Supervisor has the capabilities, this approach
may be the most effective. The Field Supervisor develops a clear
understanding, correct logic, and proper execution. The Project Manager
must review and transfer data to the Sure Trak or Microsoft Project
scheduling templates.
•
Using the Sure Trak or Microsoft Project scheduling templates, the Project
Manager will provide a draft of the activities, durations, and relationships.
Recommend consulting the Field Supervisor or client to understand the
schedule.
3.5 Manloaded Schedule Development.doc
For each approach, developing the schedule will include the following.
Pre-construction
•
Plan for the submittals and shop drawing development. Depending on
your start date requirements, break down your submittal packages in the
sequence of construction. Target submittal dates including a reasonable
time for review and comment.
•
Plan your procurement of materials. Include the bid and award process of
each item of scope to purchase. The material purchasing should fit
between the purchase order origination, lead time and the installation
requirements.
•
Plan the subcontractor / vendor procurement, shop drawings, and
fabrication schedule. Consider long lead items. Based on the anticipated
installation date, develop a schedule with a reasonable fit between
Raymond’s shop drawing development, approval process, and installation
requirements. Follow the same breakdown of submittal packages as our
shop drawing development plan. Negotiate your durations in the
procurement award.
Construction
• The area and activity descriptions will be entered “same as the budget”
and organized as the construction will flow.
• The activity duration / resource load will be entered using mathematical
methods of dividing the estimated man days by the most efficient crew
size. Again, consult your field supervisor on the most efficient crew size.
The resource load will provide preferred manpower guidelines.
• The activity relationships will be entered by using practical knowledge and
understanding of our trade logic. Input lag times (time in which an activity
must wait until the successor activity can start). This is the most important
part of developing your total duration and guideline for efficiency.
• The schedule should comply with the client’s milestone dates and / or
contract obligations.
3.5 Manloaded Schedule Development.doc
3.
The Project Manager will review the schedule with the Field Supervisor and
adjust for final review comments. Keep the field supervisor’s buy-in.
•
Does the schedule comply with the client’s master plan? If not, address
the conflicts.
•
Does the overall trade man load present any problems? If so, re-visit
your set up and adjust if plausible.
4.
Submit the schedule to our client for acknowledgement, information, and / or
feedback.
BEST PRACTICES
The following are best practice considerations to be used as a guideline.
1. Presentation and working thru the conflicts with your client. The
presentation is a review and comment process with your client. A detailed
schedule will deliver and be more effective and show the client a complete
roadmap from start to finish. In most cases, the conflicts that surface are caused
by discrepancies in logic, missing activities, short durations, and an overall
understanding of our scope of work. Use this process to influence the client to
develop a master schedule from input of all subcontractors. If not, use this
process to influence the client for the most suitable fit for our cost control. Settle
on what is “REASONABLE”. Consult your area manager to determine what can
be mutually accepted. A reasonable schedule will impact the financial results of
your project.
3.5 Manloaded Schedule Development.doc
RELATED LETTERS & FORMATS
The following letters and/or formats related to this section have been used successfully
on projects in the past. Their inclusion here is meant to serve as a guide to expedite
your work as well as to help you generate ideas of possibilities.
Bear in mind that project specific as well as client issues may give rise to tailor the letter
to what will work best for the circumstances you encounter. Most letters should be
reviewed by your supervisor before they are sent.
5-6-6 Schedule Sequence Objection
Format and Flow Chart Files:
5-6-2 Schedule Development.jpg
5-6-3 Schedule Setup.xls
5-6-6-LV Schedule Sequence Objection (Las Vegas).doc
12/14/2005
10/4/2005
3/22/2006
5-6-6-C Schedule Sequence Objection (Concord).doc
3/22/2006
5-6-6-O Schedule Sequence Objection (Orange).doc
3/22/2006
3.5 Manloaded Schedule Development.doc
5-6-3: Schedule Setup W
Project:
Job #:
Start Date:
ID#
Activity Description
Shifting:
Duration
(Days)
Man Hours
Crew Size
Predecessors
Successors
Lag Time
3.5a Schedule Setup Worksheet.xls
Worksheet
Sub Contractor
3.5a Schedule Setup Worksheet.xls
3-6: STOCKING PLAN
FUNCTION
The function of this process is to have a blueprint marked up (pre-approved by the
General Contractor) stocking plan before the project commences. It is to insure
placement and location of materials; to keep materials organized and accessible for a
productive work flow; and to avoid moving materials that is in the way of other trades
PROCESS
Get stocking plan approved from subcontractors to avoid future conflicts. Coordinate
with the General Contractor for an approved marked up blueprint for location of material
stocking. Write down date in your Foreman’s Log Book when document was approved.
1.
Benefits:
• Locate and stock materials first.
• Keep job organized.
• Easier to access materials.
• Have material stocking plan pre-organized before material arrival.
• Help with amounts and weight location of materials.
• Have material organized at pre-determined locations.
• Help sequence material arrival (i.e. studs first then drywall).
• To get most of the material pre-stocked before major work begins.
2.
Conditions to be aware of:
• When concrete coring will need to be layed-out.
o Low walls (low posts).
o Nurse stations (electrical coring or low posts).
o Furniture coring.
o Overhead MEP installed prior to wall framing.
• All projects Core or T.I.
• To locate crane removal and man-lift for patches.
3.
Why:
• To limit the moving of materials that might be in the way of another trade.
• To increase production
• To have materials accessible before project task commences.
4.
Where:
• Stock drywall or studs over I-beams, concrete beams. Do not overload.
• Keep materials away from edge of building (exposure to weather).
• Keep materials at least 6’ away from elevator shafts or stairs.
3.6 Stocking Plan.doc
5.
Weight Loads:
• To avoid damage to the structure due to overloading, minimize weight on any
floor or over any I-beam.
• Separate heavy materials and distribute the weight.
6.
Situations when stocking plan may not be applicable:
• Fast pace schedules where there is no time allowed.
• Small Mall Stores where there is not enough room to stock materials.
• Small elevator projects will need to have the studs and drywall stocked at the
same time.
• Small occupied T.I. projects where there is not enough room to pre-stock
materials.
• All trades pre-stocking at one time may result in over stocking (HVAC,
Electrical, and Plumbing).
7.
Safety:
• Have a pre-task safety check list.
o To remove perimeter cable.
o To stock with a crane.
• Insure a set off area.
o Have a travel plan for trucks (in and out of project site).
o Set time for truck arrival as some early arrivals of trucks may cause a
violation of a city noise ordinance. There may also be several other
subcontractors wanting to make deliveries the same day so you may
need to confirm your delivery schedule with the General Contractor.
• Forklift.
o Insure that all forklifts being used have a back up alarm.
o Flag men with proper training and certification will be necessary when
unloading materials on a busy street.
• Stocking with a crane.
o Need radio communication.
o Proper training for rigging.
o Proper training for signaling the crane operator.
o Beam clamps, harness and lanyard for areas where cable will be taken
down.
o A blow horn will be needed to alert everyone that material is overhead.
o Need enough manpower (from the supplier) to cover any safety or
stocking issues.
8.
Access:
• Keep areas clear of debris.
• Safer working environment.
• Keep organized and free of obstacles.
• Find material quicker.
3.6 Stocking Plan.doc
9.
Types:
• Drywall 40 sheets maximum. High enough for a pallet jack.
• Studs - bundled. High enough for a pallet jack.
• Lath materials - bundled
• Plaster materials – on pallets
• Taping materials – on pallets
• Pre-cast materials – in box crates
• Fireproofing materials – on pallets
3.6 Stocking Plan.doc
3-7: SCAFFOLD PLAN
FUNCTION
The function of this process is to determine scaffold necessity. Scaffold must be
provided for work that cannot be performed safely by employees standing on ladders or
on a solid construction that is at least 20” in width (1637a).
PROCESS
1.
How was the scaffold bought out? Self-performed or subcontracted out.
• Self-performed
o Schedule
o Lead time
o Raymond’s ability in relation to schedule
o Overall appearance of equipment
• Subcontracted
o Schedule
o Lead time
o Equipment, Raymond’s expectations are that the scaffold components
will be best in class; meaning this scaffold is the industry’s best
methods, equipment, functionability and safety.
2.
Is a permit necessary and/or required?
3.
Scaffold Erection
• Qualified Personnel
o Scaffold must be erected or dismantled by a qualified person or
supervised by a Qualified Person 1637(k) (1).
• Surface Preparation
o Clean flat surface, free of debris, trenches, holes, etc.
o As level as jobsite conditions allow.
• Equipment
o No metal scaffold equipment that is broken or deteriorated to the
extent that its section is structurally weakened shall be used
1644(a)(2).
o Raymond policy is scaffold equipment to also have the appearance of
best in class.
• Access
o Raymond company policy access to scaffold must be provided by
internal plank ladders or external stair tower.
• Construction
o Scaffold frame legs with base plates shall rest on and be secured to
the equivalent of a 2 inches by 10 inches wooden base 1644(a)(3).
3.7 Scaffold Plan.doc
First row of plank ledgers must be level.
All scaffolds must be fully planked.
No planks resting on guard rails.
Scaffold must be securely tied to building or structure by means of a
double looped #12 iron wire, or single looped #10 iron wire or
equivalent at intervals not to exceed 30 feet horizontally and 26 feet
vertically, with the last tie no further from the top then 4 times the least
base dimension.
o Scaffold frames to be tied at top of frame close to plank ledger.
o Rails shall be installed to all sides and ends of work platforms 7 ½ feet
or more above grade. 1644(a)(6)
o Top rail shall be located 42 to 45 inches from the top of the rail to the
platform.
o Planks must overlap scaffold frame ledgers minimum 6 inches.
o Edge of scaffold work platform shall be no greater than 16 inches from
building or structure.
Weather and Containment
o Scaffold with Hip Wrap application shall be engineered with location
and type of all tie backs to the building.
o Tarps used for containment of overspray, material particles, weather
protection, etc. shall be secured to scaffold with no loose ends.
o Tarps shall be furled when attached to scaffold and not in use.
o No scaffold tie backs to be removed with Hip Wrap or tarps still
attached to scaffold.
Inspection
o Scaffold must be inspected for alterations and missing components
prior to use, minimum once a day.
o Scaffold inspection slip to be logged daily.
o Report and correct any questionable or unsafe scaffold conditions.
o
o
o
o
•
•
Refer to California Code of Regulation, Title 8, Section 1644, Metal Scaffolds
3.7 Scaffold Plan.doc
JOB SPECIFIC SAFETY PLAN
GENERIC QUESTIONNAIRE
Project Name:
Project Manager:
The following information is needed in order to complete the Job Specific Safety Plan for the above named project.
1.
General Description & Scope of Work (Provide trades involved also):
2. Safety Representative (Usually a Foreman):
3. Project Team:
Project Manager
Project Superintendent
Safety Representitive
Compotent Person(s)
(i.e. Scaffold, Fall Protection, etc.)
Task:
Task:
Name:
Name:
4. Estimated Manpower for Project:
5. Weekly Toolbox Meeting
Day of week/time (Usually Monday/Before work shift begins)
Location (Indicate whether the main gang box, office, or trailer
6. Emergency Point of Contact:
Name/ Phone Number:
Name/ Phone Number:
7. Project Activities/Equipment:
Yes
No
Yes
Crane
Welding
Forklift
Asbestos
Scissor Lift
Lead
Boomlift
Mold
Fixed Scaffold
Lime Products Used
Mobile Scaffold
Painting
Masterclimber
Hazardous Mat'ls Str'g
Swing stage
Pub. St. Offload Supplies
Millwork
Work on Roof Area
No
Cast Products
3-2a Job Specific Safety Plan Generic Questionnaire.xls
4-1: RFI PROCESS
FUNCTION
The function of this process is intended to obtain information from the architect or owner
that is either not on the project information given to you, or information that may need
further clarification. This format should be used on all Raymond projects unless the
general contractor requires you to utilize their format. The purpose of this document is
to provide documentation to drawing changes made by the general contractor, architect
or owner, which will relieve Raymond of liability for these changes. This is an important
part of the Raymond documentation process.
PROCESS
The Request for Information form (RFI) is a written source of communication in
resolving problems and formally asking questions on the job site. If written in the field, a
copy is to be sent to the Project Manager for tracking purposes. It will be the Project
Manager’s, Project Engineer’s or Project Coordinator’s responsibility to log and track all
Requests for Information and control the master log. It is also important to confirm with
your Project Manager prior to issuing any RFI’s directly from the field.
The following is a summary of the steps required to be used as a guideline.
1.
The Field Management Project Manager researches the need for clarification
after reviewing the project documents thoroughly. Using the Raymond Format
the Project Information and question should be filled out completely including
numbering the RFI for internal tracking.
2.
The question should include:
•
The specification number affected
•
Drawing page numbers the question relates to
•
Details affected by the question
•
List Trades affected by the question
•
Provide a suggested solution to the issue
•
Whether there is a cost impact
•
Whether there is a time impact
•
An honest amount of time needed before the RFI answer is needed
4.1 RFI Process.doc
3.
Depending on how your project is structured, either the Field Management or the
Project Manager will send a copy to the general contractor and use an RFI log to
track which RFI’s have been answered and which RFI’s are still open.
4.
Once the answer is received the Field Management needs to review it for:
•
Schedule Impact
•
Which trades the answer affects
•
Was the question adequately answered
5.
The RFI response should be distributed to the appropriate field foremen that the
RFI affects and checked off in the RFI log as resolved.
6.
The Field Management should follow up on all RFI’s outstanding on a weekly
basis. This can be accomplished in the weekly meeting with the General
Contractor.
7.
All outstanding RFI’s should also be attached to the weekly Access Report as
another source to obtain answers.
4.1 RFI Process.doc
Raymond Entity………
Address………
PHONE:
REQUEST FOR
INFORMATION
FAX:
Lic. No. …….
PROJECT:
JOB NO.:
CONTRACTOR:
ATTENTION:
DATE:
REFERENCE:
REQUEST
Requested By:
To avoid a schedule delay and potential cost impact, need reply by:
REPLY
DATE:
Signature
PROJECT NAME:
Date:
RFI LOG:
JOB NUMBER:
RFI
#
Date
Issued
Sent
To
GC
RFI #
Requested
Information
Required
Date
Response
Date
Comments/
Information Still Required
4.1d RFI Log Templete.xls
WORLD MARKET CENTER GARAGE
Penta RFI LOG
Job # 206335
Penta
RFI #
0008-0002
0001-0013
0001-0012
0007-0003
0016-0005
Date
Issued
2/16/07
3/5/07
3/2/07
1/20/07
5/22/07
Requested
Information
Is door change acceptable at electrical rooms 104 & 109
Confirm bunpout shown at gridline A/4
Wall type clarification at gridlines 19 to 21
Exterior Framing clarifications
Level 7 Control Room Enlargement
SUGGESTION
Required
Date
3/9/2007
2/6/2007
5/29/2007
Response
Date
2/12/2007
3/7/2007
3/12/2007
3/12/2007
6/4/2007
Comments/
Information Still Required
Yes
Confirmed - EIFS
EIFS
see response attacheed
Will be part of Delta 7
WORLD MARKET CENTER PH 3
Transmittal Log
MAINTAINED BY:
Justin Mayer
Job # 206330
TRNSMTL
#
Date
Issued
DESCRIPTION
Comments/
Information Still Required
PROJECT NAME:
RFI LOG:
JOB NUMBER:
Date:
RFI
#
Date
Issued
Sent
To
001
002
003
004
005
006
12/27/06
12/27/06
12/27/06
12/29/06
12/29/06
12/29/06
Steve S
Steve S
Steve S
Steve S
Steve S
Steve S
Penta
RFI #
Requested
Information
Required
Date
Response
Date
2/12/2007
5/3/2007
2/26/2007
2/26/2007
2/26/2007
A=Acceptable B=Yes
To be provided in Delta 11
To be provided in Delta 11
007 12/29/06 Steve S
A2.60 Wall Types
Need shop drawings for Toilet accessoriy items
Need mailbox & roll down security grill shop drawings
Stair 1 Level 1
Stair 1 Level 13
Need location measurements of wall with double door in NW
Need measurement from center of col 12/c to locate wall
along West end of receiving room.
Comments/
Information Still Required
Answered in 1:00pm meeting verbally (9" is
acceptable)
VERBAL - NOTHING OFFICIAL
2/26/2007
008 12/29/06 Steve S
Need location for furr wall and 2hr wall from center of column
2/26/2007
009 12/29/06 Steve S
010 12/29/06 Steve S
Steve S
011 1/2/07
Stair 2 Level 16 - Need door measurements
Stair 4 Level 1
Balistrade Section 7
2/26/2007
2/26/2007
2/26/2007
Refer to Sheet A2.24
A= To be provided in Delta 11 B= see
attached
A= To be provided in Delta 11 B= see
attached
To be provided in Delta 11
Acceptable dims. Delta 11
012
1/2/07
Steve S
Toilet Rooms - Need material types and lay out information
2/12/2007
013
014
015
016
017
018
019
020
021
022
023
024
025
026
027
028
029
030
031
1/2/07
1/4/07
1/4/07
1/4/07
1/4/07
1/4/07
1/15/07
1/15/07
1/15/07
1/19/07
1/22/07
2/2/07
2/9/07
2/9/07
2/12/07
2/12/07
2/27/07
3/8/07
3/8/07
Steve S
Steve S
Steve S
Steve S
Steve S
Steve S
Steve S
Steve S
Steve S
Steve S
Steve S
Steve S
Steve S
Steve S
Steve S
Escalator Plan
Layout & shop dwgs for location of roll down shutter wall
Elevator signage and call butrton - backing and RO in
Elevator lobby soffit - need back of cove measurement
RCP at bathrooms - Need detail and measurement
Need dim for drop face to outside edge of soffits
Need dim'd details for soffits over escalator
Provide details above floors (see cut sheets referenced)
Atrium - Soffits or light boxes (reference RCP Level 5)
Need shop drawings for mullion assembly
Need cut sheet of the flat monitor screens at LA Line
Need FEC Cabinet locations & hose value cabinet
Need South elevation corridor nodes RCP added to detail
Ceiling heights in public restrooms may cause MEP issues
Need dim for Atrium 1st floor thru 4th floor
Atrium - 5' radius columns
Sloped wall in North Atrium
Need complete layout/details for starting point at rectangle
Verify if stair pressurization shafts are rated or not.
2/12/2007
Answered in 1:00pm meeting verbally
A= To be provided in Delta 11 B= see
attached
8/6/2007
2/12/2007
4/4/2007
2/12/2007
4/4/2007
2/12/2007
2/12/2007
To be provided in future Delta
New ID's coming
Delta 11
New ID's coming
Delta 11
New Delta coming
New ID's coming
2/12/2007
2/12/2007
2/12/2007
2/12/2007
2/12/2007
2/12/2007
Answered in 1:00pm meeting verbally
Answered in 1:00pm meeting verbally
Answered in 1:00pm meeting verbally
Answered in 1:00pm meeting verbally
New Delta coming
1= Yes 2 & 3 =See ID Delta 2
On Going
partial - verbal on 3-14 per Matt
Steve S
Steve S
Steve S
Steve S
3/19/2007
4.1e RFI Log (Sample).xls
PROJECT NAME:
RFI LOG:
JOB NUMBER:
Date:
RFI
#
Date
Issued
Sent
To
Penta
RFI #
Requested
Information
Required
Date
Response
Date
032
3/13/07
Steve S
Need dimensions for wall at col line 13 B Line .
3/26/2007
033
3/13/07
Steve S
Need dimensions for stair #14 lv 4-15 for wall at col line B
3/26/2007
Comments/
Information Still Required
Inside face of wall (vestibule side) is 1'-3"
North of Grid 13
Inside face of wall (stair side) is 1'-7" North of
Grid 8
4.1e RFI Log (Sample).xls
WORLD MARKET CENTER PH 3
Penta RFI LOG
Job # 206330
Penta
RFI #
0016-0007
0005-0042
0005-0043
Date
Issued
3/20/07
3/14/07
3/20/07
Requested
Information
Location of Atrium fire alarm annuniciator panel
Stair 4 Dimension
Leaning Feature Wall
SUGGESTION
Required
Date
3/27/2007
3/21/2007
3/27/2007
Response
Date
3/27/2007
3/27/2007
4/2/2007
Comments/
Information Still Required
Under review
DeSimone is reviewing impact
See response
WORLD MARKET CENTER PH 3
Transmittal Log
MAINTAINED BY:
Justin Mayer
Job # 206330
TRNSMTL
#
Date
Issued
DESCRIPTION
Comments/
Information Still Required
4-2: PURCHASING / DELIVERY / STOCKING
FUNCTION
The function of this process will provide the most effective practice of purchasing
materials by the Project Manager and Warehouse Manager (i.e. purchase orders
prepared with accurate quantities and issued timely and orderly, in conjunction with
the sequence of work). This section will also clearly define the responsibilities between
the Project Manager and Warehouse Manager.
PROCESS
The following is a summary of the steps to be used as a guideline. Failure to follow
proper procedures may result in delinquent invoices and ultimately future orders being
delayed.
1. The Project Manager distributes the master price list to the Purchasing Manager
and Accounting Department.
2. Referencing your 3 Week Look Ahead and Weekly Coordination Worksheet, the
Project Manager / Field Supervisor plan the delivery requirements to the project.
3. The Project Manager and Warehouse Manager work jointly to supply the project.
A breakdown of responsibilities are as follows:
Project Manager
•
•
•
•
•
•
Material Buyout (i.e. metal, drywall, taping, lath and plaster, and EIFS)
Specialty Items (i.e. foam shapes, metal break shapes, and unistrut
assemblies)
Equipment Rentals (i.e. scissor lifts and boom lifts)
Engineering Services
Wood and Cast Products
Ornamental iron
Purchasing Manager
•
•
•
•
•
Fasteners
Paint Supplies (i.e. paint, brushes, rollers, masking, caulking) Small Tools and
Equipment.
Consumables
Trucking of Materials (i.e. common carrier, dedicated truck)
Material Buyout (i.e. small orders requiring a 911 delivery).
4.2 Purchasing Delivery Stocking.doc
4. The Project Manager will develop a quantity takeoff and material items by area /
location and complete the purchase order and logs transaction.
5. The Project Manager / Purchasing Manager issues the purchase order to the
material distributor and includes the contact person on site, site contact
telephone number, date required, floor or façade location. (see attached 4.2.a
and 4.2.b)
6. The Project Manager / Purchasing Manager distributes a copy of the purchase
order to the Field Supervisor and Accounting Department.
7. The Field Supervisor anticipates the delivery, coordinates the delivery time, and
drop off location with the client.
8. The material is received, and the receiver is signed off by Raymond, matched up
with the purchase order, and forwarded to the Accounting Department.
9. Upon receipt of the distributors invoice, the Accounting Department will use the
following criteria to determine the required approval process.
Approval by the Project Accountant
•
The purchase order must be complete (i.e. quantities, descriptions of material
and pricing, cost codes).
The invoice matches the purchase order (i.e. quantities, descriptions of material
and pricing, cost codes).
Project Accountant will approve.
•
•
Approval by the Project Manager (if the above criteria is not met)
•
Accounting will scan the invoice in the Forefront system.
•
o
Rental invoices
o
Engineering invoices
o
Invoices over $5,000
o
Purchase order not issued by the Project Manager.
The Project Manager will review (i.e. quantities, description of material and
pricing, cost codes).
The Project Manager selects “Approve” or “Reject” .
•
•
o
Approve: Project Accountant will post in the forefront system.
o
Reject: Project Accountant will correct and re-scan.
The Project Manager reviews the re-scanned invoices.
4.2 Purchasing Delivery Stocking.doc
BEST PRACTICES
The following are best practice considerations to be used as a guideline.
1. How to track over / under quantities in relation to the stocking report.
2. A system of tracking material required for Change Orders (i.e. estimate plan
revisions / time and material tracking.
Format and Flow Chart Files:
6-3-2 Purchasing and Delivery.jpg
6-3-3 Invoice Approval.jpg
6-3-4 Purchase Order (Las Vegas).xls
6-3-5 Purchase Order Log.xls
6-3-6 Equipment Rental Log.xls
6-3-4 Purchase Order (Concord).xls
6-3-4 Purchase Order (Orange).xls
6-3-4 Purchase Order (San Diego).xls
12/14/200
5
12/14/200
5
4/6/2007
10/11/200
5
9/30/2005
4/6/2007
4/3/2007
4/6/2007
4.2 Purchasing Delivery Stocking.doc
Raymond Entity.......
Adress......
Phone: ......
Fax: .......
Lic #: .......
To:
PURCHASE ORDER
Date:
Address:
City/Zip:
Contact:
Phone:
Job Name:
Fax:
Job Number:
Ship To:
How Ship:
Address:
Date Required:
City/Zip:
Confirming To:
G.C.:
Floor Location:
Item
Qty.
Unit of
Measure
Size
Gauge Unit Size
Total
Units
Cost Code
Description
1
Unit Price
Total
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Subtotal:
% Tax:
TOTAL:
7.75%
-
$
$
$
IMPORTANT!
Our Order Number MUST appear on all invoices,
packages, etc.
Print Name
NO Invoice will be paid without a receiver.
Signature
4.2a Blank Purchase Order.xls
-
PURCHASE ORDER #
6327-032
Raymond Entity……
address/city/state/zip …….
phone/fax ………
To
Address
City
Phone
Fax
CALPLY
4450 McGuire Street
N. Las Vegas, NV. 89031
(702) 643-6643
(702) 643-6717
Ship To
Address
City
GC
World Market Center
466 Grand Central Parkway
Las Vegas, NV. 89106
Penta Building Group
Item
1
2
3
4
12
13
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
Quantity
184
43
17
200
Unit of
Measure
each
each
each
each
MUST APPEAR ON INVOICE
Date:
How To Ship:
Date Required:
Confirming To:
Floor Location:
Contact:
Unit Size
Total
LF/SF
14
15'-10 1/2"
2944
600S200-68 with punch out 5'-4" from bottom
901
$
1.240
$
14
15'-10 1/2"
688
600S250-68 with punch out 5'-4" from bottom
901
$
1.368
$
941.18
15'-10 1/2"
272
600S250-97 with punch out 5'-4" from bottom
901
$
2.032
$
552.70
200
L 1 1/2"x4"x4" widex54 clips for blocking
901
$
1.600
$
320.00
Size
Gauge
6"
6"
6"
12
16
Description
SubTotal
Tax (7.75)
Total
Cost Code
Unit Price
Extended Price
3,650.56
$
-
$
5,464.45
$
$
5,464.45
IMPORTANT!
Our Order Number MUST appear on all invoices,
packages, etc.
Print Name
Invoices will not be paid without confirmed pricing.
Signature
4.2b Sample Purchase Order.xls
4-3: VENDOR / SUB-SUBCONTRACTOR
MANAGEMENT
FUNCTION
This process will provide the most effective practice of managing your purchase
agreement and sub-subcontract along with the Project Manager.
PROCESS
Managing the Contract -The services provided by the vendor / sub-subcontractor is
critical to the overall performance of the project. The award and contract process must
be executed under the same terms and conditions as our terms and conditions with our
client. The vendor / sub-subcontractor must understand the expectations required to fit
with the overall project plan (i.e. samples, shop drawings, fabrication, deliveries, and
installation, if applicable). All vendors, sub-contractors personnel must comply with all
Raymond safety and site rules.
1. The Project Manager will manage the contract terms and conditions to include the
following:
• Insurances (in conjunction with the Contract Administrator)
• Bond ((in conjunction with the Contract Administrator)
• Schedule of Values / Monthly Invoice Approval (in conjunction with the
Project Accountant)
• Preconstruction Planning
• Execution of Work to include scheduling, coordination, manpower,
equipment, and safety (in conjunction with the Field Supervisor)
2. The Project Manager will manage all change order issues. The following are the
processes required to update the contract and process authorizations for additional
work.
Time and Materials
• The field directive is received from the client.
• The Field Supervisor notifies the Project Manager.
• The Field Supervisor assigns a time and material tracker and issues a
field directive authorization to the sub-subcontractor for work to proceed.
Direct all work to be verified weekly to attach to our time and materials
reporting.
• The Field Supervisor forwards the weekly time and material tracker to the
Project Manager for pricing.
• The Project Manager completes the pricing. The pricing from the subsubcontractor will be gathered in order to complete the pricing. Log
transactions in the sub-subcontract log to track the contract status.
• The Project Manager will monitor the change order process. Upon receipt
of our executed subcontract change order (from our customer), the Project
Manager will prepare a request for sub-subcontract change order and
forward it to the Contract Administrator.
4.3 Vendor Subcontractor Mgmt.doc
Change Estimates
• The Project Manager recognizes potential changes and forwards formal
documentation (i.e. design revisions, RFI‘s, redline submittals, or field
directives for extra work) covered by a directive to “price only” or “price and
proceed”.
• Upon receipt of the change estimates, the Project Manager will include
pricing in the change estimates to our client or acknowledge acceptance as
a Raymond Cost. Log transactions in the sub-subcontract log to track the
contract status.
• The Project Manager ensures that the Budget Update is implemented.
• The Project Manager will monitor the change order process and authorize
directives in accordance with Section 6-4 Change Order Management.
• Upon receipt of an executed subcontract change order, the Project
Manager will prepare a request for sub-subcontract / purchase agreement
change order and forward to the Contract Administrator. If the change
estimate is accepted as a Raymond Cost, the Project Manager will prepare
the sub-subcontract / purchase agreement change order immediately to
keep the job cost current.
3. The Project Manager will draft sub-subcontract / purchase agreement change orders
similar to the original contract.
4 The Parts Schedule Tracker is a tracking format to maintain current status of the
vendor delivery schedule planned versus actual (see attached 4.3.a).
5. The Alternate Parts Schedule Tracker is another tracking format to maintain current
status of vendor delivery schedule for long lead items (see attached 4.3.b).
6. The Field Directive is a written directive by the Field Supervisor / Project Manager to
the Sub-Subcontractor to perform work (i.e. Subject to Verification of contract terms
and conditions) (see attached 4.3.c).
7. The Project Manager, Field Supervisor and Warehouse Manager work jointly to
supply the project.
4.3 Vendor Subcontractor Mgmt.doc
Pre-Construction Planning – The following is a chart prepared to identify and compare
the planning requirements of the vendor / sub-subcontractor to be used as a guideline.
Vendor
Sub –Subcontractor
Submit samples – log transactions
(see section 5-4
Upon completion of our engineering
submittal, transfer electronic cad
files of the Raymond submittal
package.
[Note: Plan the submittal schedule
same as our submittal package
breakdown]
Upon receipt of the shop drawing
submittal, the project manager / job
captain must review and comment. –
resubmit as required by comments –
log transactions (see section 5-4
If applicable, submit product data and MSDS –
log transactions (see section 5-4
If applicable, secure architectural cad files and
transmittal to the sub-subcontractor
[Note: plan the submittal schedule same as our
submittal package breakdown]
Release fabrication and request a
parts schedule
Upon receipt of the parts schedule,
negotiate the fit with your installation
schedule (i.e. priorities, long lead
items, delivery sequence)
Input the data in your parts tracking
worksheet – Start the tracking
process.
[Note: It is a good practice to visit the
fabrication plant periodically to
monitor progress]
The Project Manager will relay the
parts schedule information to the
Field Supervisor.
The Field Supervisor anticipates
delivery, coordinates the delivery
time, and drop off location with the
client.
The Field Supervisor receives the
delivery and forwards information to
the Project Manager
The Project Manager updates the
parts schedule tracker (i.e. quantities
received, owed, schedule changes)
Submit the shop drawing packages to the client
via architect for approval – re-submit as required
by architectural comments – log transactions
(see section 5-4
Upon receipt of approval submittals, release the
sub-subcontractor to plan the procurement of
materials and request an updated fabrication
schedule.
Upon receipt of the fabrication schedule,
negotiate the fit with your installation schedule
(i.e. priorities, long lead items, sequence of
work)
Schedule a pre-installation meeting prior to the
start of each sub-subcontractor
4.3 Vendor Subcontractor Mgmt.doc
4.3 Vendor Subcontractor Mgmt.doc
4.3 Vendor Subcontractor Mgmt.doc
6-4-7: Parts Schedule Tracker
Project:
Job #:
Area :
Revision Date:
Part #
Description
Detail / Sheet
Number
Material
Type
Finish
Total
Quantity
Unit
Vendor
Deliveries
Scheduled Delivery Date
Quantity
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
#1
#2
#3
Date
Rejected
Total Ship
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Bal. Due
Percent
Complete
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
0
#DIV/0!
4.3a Parts Schedule Tracker.xls
LONG LEAD SCHEDULE TRACKER
Project:
Area:
Areas Start
Location:
Shipped via:
Areas Complete
Job #:
Date:
Shipping
Rev. Date:
Date:
Part #
Ext.
Description
Detail
#
Mat'l
Type
Finish
Total
Quantity
Unit
Artwork
#
Vnd'r
Drawing Drawing
Sbmtt'l Approval
Date
Date
Sclpt'r
Sbmtt'l
Date
Issued
For
Delivery
Fabrct'n
Date:
Qty
Ship'd
Prior
Qty
This
Ship
Qty
Rjct'd
Total
Ship'd
4.3b Long Lead Schedule Tracker.xls
Qty.
Bal
Due
TIME AND MATERIAL
TRACKER NO. _____________________
FIELD DIRECTIVE
DATE / TIME:
PROJECT:
TO:
FROM:
SUB-SUBCONTRACTOR:
YOU ARE HEREBY DIRECTED TO PERFORM THE FOLLOWING FIELD DIRECTIVE(S) FOR THIS
PROJECT:
When signed by the Subcontractor and received by the Sub-Subcontractor, this FIELD
DIRECTIVE becomes effective immediately and the Subcontractor shall proceed with
the directives described above.
RAYMOND ENTITIY……:
Date:
Rec’d By:
Name/Title:
(Signature)
SUB-SUBCONTRACTOR
Date:
Rec’d By:
Name/Title:
(Signature)
(Print)
(Print)
4.3c Field Directive.doc
4-4: CHANGE ORDER MANAGEMENT
FUNCTION
1. Time and Materials process will provide the most effective methods of receiving
the extra work directive from our client, expediting the work with tracking
procedures that develop accurate reporting of actual time and material costs, and
providing documentation for pricing of the request for change order.
2. Change Estimates process will provide the most effective methods of
recognizing change orders, providing accurate change estimate pricing
documentation, and controlling the status of the request for change order.
PROCESSES
The following is a summary of the steps required for the time and materials process.
1. Field directive is received from the client thru various means depending on our
client’s procedures.
2. The Field Supervisor (superintendent or foreman) notifies the Project Manager.
The team will discuss (e.g. job cost strategies, extra work tracking or estimate
etc.) to be coordinated with the client’s Project Manager.
3. The Project Manager assigns a time and material tracker number for work to
proceed or work will proceed with tracker number to follow. For major projects
with several field supervisors, the Project Manager may choose to assign groups
of numbers to each supervisor. Hours reporting by the Field supervisor will be
logged in a daily roster report. (see attached 4.4.2)
4. The payroll time is reported each week using segment, code, and tracker
number. For example: segment: 005, code: 700, tracker X001.
5. The Project Accountant distributes a weekly extra work hours report to the Field
Supervisor. The Project Manager may be provided a copy.
6. The Field Supervisor or Project Coordinator reconciles the accounting report with
their daily roster report of the previous week and completes the Weekly Time and
Material Tracker.
7. The Field Supervisor presents Weekly Time and Material Tracker to our client’s
field representative for signature and acceptance of payment. (see 4.4.b)
8. The Field Supervisor forwards the Weekly Time and Material Tracker to the
Project Manager for pricing.
9. The Project Manager completes the pricing weekly. If the work proceeds for
several weeks, the Project Manager will enter each week’s Tracking Number
transaction on the Cost Impact Log . The time and material trackers will be
gathered for pricing to be completed.
10. The Project Manager forwards the cover letter, pricing worksheet, and backup to
the Contract Administrator for executing the request for change order letter and
return for verification and signature.
11. The Project Manager signs and returns the change order letter to the Contract
Administrator for distribution to the Project Manager, Contract Administrator, and
mail / facsimile to our client.
4.4 Change Order Management.doc
12. Project Manager completes a budget update for each RCO with the status of
“Approved”.
13. Project Manager will follow-up on the RCO with the status of “Approved” until the
Subcontract Change Order is executed.
The following is a summary of steps required for the change estimating process.
1. Complete understanding of contract obligations and relative scope of work.
2. Project Manager recognizes changes communicated as follows:





Design revisions issued by ASI and / or bulletins, etc. covered by a
change estimate number.
Redline submittal / sample by the design team.
Answer to your request for information by the design team.
Field directive to perform extra work out of scope.
Field directive to perform changes in schedule (i.e. evaluating access, site
conditions, sequence of work, and acceleration or recovery).
3. Project Manager advises field operations to proceed without pricing upon
receiving written authorization.
4. Project Manager surveys drawings, completes quantity takeoff, and prepares
estimate worksheet / recap for presentation backup.
5. Always evaluate the summary of changes with the field operations to support
your estimate.
6. Review all RCO’s over $50,000 (additive or deductive - or for lower values if
deemed necessary by the Director of Project Management) with the Director of
Project Management, Chief Estimator / Director of Estimating, or Area President.
7. Project Manager assigns an RCO number, forwards the cover letter and backup
to the Contract Administrator to complete the request for change order letter and
returns for verification and signature.
8. Project Manager signs and returns the change order request letter to the
Contract Administrator for distribution to the Project Manager, Contract
Administrator, and mail / facsimile to our client.
9. Project Manager follows up with the client to discuss the following possible action
and relay information to the Field Supervisor.
•
•
•
•
•
Hold, pending review and approval by the ownership.
Confirmation to proceed and executed change order forthcoming.
Meeting required to discuss the change issues, merit and pricing.
Change will not be performed by Raymond.
Change will not be incorporated.
10. Project Manager will log transaction and status (i.e. proposed or approved).
Note: Approved is all work authorized to proceed.
11. Project Manager completes a budget update for each Request for Change Order
with the status of “Approved”.
4.4 Change Order Management.doc
12. Project Manager will track the above possible status or a written directive to
proceed. Relay the information to the Field Supervisor. Update transaction and
status from “proposed to approved”, “approved to executed”, and “proposed to
void”, in conjunction with the Contract Administrator’s contract book.
13. Project Manager will follow-up on the RCO with the status of “Approved” until the
Subcontract Change Order is executed.
6-4-5 : BEST PRACTICES
The following are best practice considerations to be used as a guideline and success
with your change order process.
1.
Project Setup
 Review the contract for processes and requirements.
 Submit a planned schedule of labor rates.
 Coordinate with the client, request a preferred format.
2.
Getting to know your client
• Become friends, build trust – Get to know your negotiator counterpart by
working closely on the other phases of the project. Build a relationship of
trust and belief that you are competent. The negotiations will proceed
smoother, rather than being a stranger.
• Develop job specific negotiating strategies, avoid competitive negotiating
and pursue the cooperative approach (win-win). Do anything appropriate
to develop this relationship. If you are not the right person, ask for
assistance. A good project manager realizes the situation rather than
managing a disaster developing.
3.
Receipt of the change notice
• Notices should be in writing, if possible, avoid verbal directives. Verbal
directives should be followed up with a confirming memorandum.
4.
How to proceed with the change notice
• Follow the directive requested by the client (i.e. price and proceed, price
only, T & M directive, or dates required).
• Be responsive, waiting may cause problems in the development of your
impression of competency. If you need help, ask.
• When appropriate, influence the client’s directive.
4.4 Change Order Management.doc
Promote the time & material tracking over the change estimate
Generally, the time and material tracking process is used as follows:
• The client must expedite the project schedule and avoid the change
estimate process mill of approvals.
• The client must perform field rework changes and verification of time is
appropriate.
• Raymond must perform any change in scope that is undefined, high risk
for estimating, and the project is incurring poor productivity. Promoting
payment based on verification of time may reduce your risk.
• The client may feel that the estimate is too high and will authorize time
and materials in the effort to minimize their cost.
Promote the change estimate over the time and material tracking
Generally, the change estimate process is used as follows:
• The client will issue a change in scope that will proceed in the flow of
construction.
• The client will issue a request for change proposal to secure approval
prior to proceed.
• Raymond must perform any change in scope that is defined, low risk for
estimating, and the project is incurring favorable productivity. Promoting
payment based on estimate approval prior to proceeding with
construction will benefit your project results.
5.
Estimate your change order
• Discuss and influence the client with a few points of impact.
• Survey the documents and provide your takeoff. Be accurate with your
quantities.
• Use will call material pricing for your distributor, include secured vendor /
subcontractor pricing, sales tax, any special delivery costs, and small
tools / consumables.
• Consult your field supervisor for impact to the schedule, manpower, and
equipment requirements. Discuss production rates and scope of work.
• Ensure mark-ups for overhead and profit are shown in compliance with
the executed contract.
• Complete the change estimate as requested.
6.
Negotiate the change – conversion to an executed change order
• Review the quantity and takeoff locations with the client. Be open and
honest with your errors and / or omissions.
• Know the change and be prepared to explain all aspects of the impact
and merit for the estimated costs.
• Your consistency is important.
• Be prepared to work skillfully and cooperatively.
• Results should be win-win, keep both parties feeling they are working
well together.
4.4 Change Order Management.doc
4.4 Change Order Management.doc
JOB NAME:
WORK TO FOLLOW:
□ FRAME
□ PAINT
□ DRYWALL
□ PLASTER
□ TAPE
□ MILLWORK
□ OTHER _____________________
□ COMPLETE YES or NO
GENERAL CONTRACTOR:
WEEKLY TIME AND MATERIAL TRACKING LOG
SEGMENT:
COST CODE:
WEEK ENDING:
No.
G.C. REFERENCE #
DIRECTED BY:
LOCATION:
DESCRIPTION OF WORK:
MATERIAL SUMMARY
DESCRIPTION
QTY
L.
GA.
CLASSIFICATION
CARPENTER
CARPENTER
FOREMAN
CARPENTER
GENERAL
FOREMAN
PROJECT
SUPERINTENDEN
T
TAPER
TAPER FOREMAN
LIFT EQUIPMENT
SUBCONTRACTOR SUMMARY
SUBCONTRACTOR
□
LABOR SUMMARY
W.
EWA#
TAPER GENERAL
FOREMAN
PAINTER
PAINTER
FOREMAN
X
FOREMAN'S SIGNATURE
PAINTER
GENERAL
FOREMAN
X
G.C. ACCEPTANCE AND AUTHORIZATION FOR PAYMENT
CUSTOMER SIGNATURE IS AN ACKNOWLEDGEMENT OF WORK
COMPLETED AND AUTHORIZATION FOR IMMEDIATE INVOICING.
ART DIRECTOR
HOURS
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
PREMIUM TIME ONLY
CLASSIFICATION
PLASTERER
PLASTERER
FOREMAN
PLASTERER
GENERAL
FOREMAN
LABORER
LABORER
FOREMAN
LABORER
GENERAL
FOREMAN
HOD CARRIER
HOD CARRIER
FOREMAN
HOD CARRIER
GENERAL
FOREMAN
DELIVERY
OTHER
HOURS
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
R
OT
DT
4.4a Weekly Time and Material Tracker.xls
Time & Material Manpower Log
Project:
Description:
Job #:
Tracker #:
Date
Employee Name
Em. No.
G.C. Initial
Segment
Code
Straight
Over-Time
Dble-Time
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
25
26
27
28
4.4b Time and Material Manpower Log.xls
4-5: JOB COST MANAGEMENT
FUNCTION
Excellent and timely management of the Job Cost Report includes the understanding,
updating and use of this document as a tool to manage our projects. This section will
define the roles and responsibilities of the Project Manager and Project Accountant in
this function.
PROCESS
To help you understand the importance of the Job Cost, here are a few key factors to
keep in mind: (see attached 4.5.a)
1. The Job Cost is probably the single most important document used to
understand the status of a project each week. This document is read by
everyone in a management capacity in the company, and is relied upon by our
senior management and financial staff for projecting our division’s results.
2. It is also used by our operations managers to forecast upcoming labor
requirements.
3. Since our field foremen are measured by the labor results that are shown on the
Job Cost, you need to be very interested in its accuracy.
4. Because it is issued weekly, the Project Manager needs to establish a weekly
discipline to ensure that material and labor cost budgets, progressing and
change orders are continually updated.
5. If used correctly, the Job Cost will provide a very good picture of where the
project is headed financially.
How to Read and Interpret Job Cost
To take this step by step we will start with the top of the document and list the function
of each item.
Heading:
1.1
Company Code: Note that the company name associated with this code is
listed at top of document.
1.2 JCCMGC5: Job Cost Report Forefront catalog number.
1.3 Period Ending: The report is based from the Monday through Sunday prior to
the report print date (Item 1.4).
4.5 Job Cost Management.doc
1.4
1.5
1.6
Report Print Date and Time: Reports print each Wednesday. Note that
progress needs to be turned into accounting no later than Tuesday morning for
the previous reporting period.
Job Number, Name and Customer:
Project MGR, Estimator, Foreman #1, Foreman #2, Project Acct: Raymond
team members.
1.7
Division: 214 = Special Project, 216 = Major Project.
1.8
Status: All reports will show status as active.
1.9
Minor Group: This is also referred to as the Cost Code.
1.10 Description: This is the description associated with the selected Cost Code.
(See the Cost Code list for a complete listing of codes).
1.11 Budget: Project budget from section 5-7.
1.12 Week to Date: Costs posted during the reporting week. Note that material
costs show up on the Job Cost after the invoice is approved by the project
manager and posted by accounting. Labor costs include all burdens and
insurances. If the project has an OCIP, the labor rates do not include worker’s
comp insurance.
1.13 Job to Date: Costs accumulated from the start of the project through the
current reporting period. Note that in the case of materials, these costs are
commitments based on posting of invoices and do not necessarily mean that
funds in these amounts have been issued to vendors or subs. Payments are
based on the terms of the individual PO, PA or Subcontract.
1.14 %: Percentage complete (progress). This is applied to all labor cost codes and
is not applied to material codes.
1.15 Projected: These are the projected total costs to the end of the project based
on the following criteria. For material items, this number will be the greater of the
Budget or the Job to Date value. For labor items progressed less than 10%
complete, this will be the Budget value. For labor items progressed 10% or
greater, this will be the result of the Job to Date value divided by the percentage
complete (%).
1.16 JTD Variance: This value is the labor variance (“-“ = “f” = favorable = under
budget; “+” = “u” = unfavorable = over budget). This value is based on work
performed to date and is not projected to the end of the project. It is only valid if
the percentage complete value is correct.
4.5 Job Cost Management.doc
1.17
WTD Variance: This value is the weekly labor variance and is highly volatile
since it is subject to small errors in progressing. If the progressing is extremely
accurate it may be able to show an early trend on a labor code.
1.18 000 Gen Expenses / Materials: This is referred to as a Segment. See Section
5-7 of the Project Management Manual for direction on how to work with
segments.
Summary Section:
2.1 M Materials: Total of Purchase Order or Purchase Agreement portion of material
values for each of the categories discussed above.
2.2 S Subcontracts: Total of Subcontract portion of materials for each of the
categories discussed above.
2.3 L Labor: Total Labor costs for each of the categories discussed above.
2.4 Job Totals: Total of Material, Subcontracts and Labor for each of the categories
discussed above.
2.4A Labor %: The labor percentage of completion based on the Projected labor (not
the budgeted labor).
2.4B Job Totals %: The percentage of completion of the job based on the Projected
Totals.
2.5 GP%: The projected gross profit, based on data through the current reporting
period. This is calculated as follows: (Revised Contract Amount – Projected Cost) /
Revised Contract Amount. Note that this is not the same as markup on costs which is
calculated as follows: (Revised Contract Amount / Projected Costs) - 1. In the case of
the sample Job Cost, GP% = 16.3, MU% = 19.5.
2.6 Week Ending: History file based on listed week ending dates.
2.7 JTD Variance: History file of Job to Date Variances.
2.8 Projected: History file of Projected total costs.
2.9 Labor% GP%: History file of labor completion and gross profit.
2.10 Original Contract Amount: This is the value of the base contract and is entered
by the Contract Administrator (CA).
2.11 Executed Change Orders: This is the current total value of executed (signed)
change orders as entered by the CA. A detailed listing of these items may be obtained
from the Change Order Log kept by the CA.
4.5 Job Cost Management.doc
2.12 Approved Change Orders: This is the current total value of “Approved” change
order requests as entered by the CA on the Change Order Log. The CA depends on
direction from the Project Manager (PM) to determine which Requests for Change
Orders (RCO’s) should be classified as “Approved”.
2.13 Revised Contract Amount: This is the sum of the Original Contract Amount +
Executed Change Orders + Approved Change Orders.
2.14 This Job Contract Amount: This is the same as the Revised Contract Amount
above.
2.15 Proposed Change Orders: This is the current total value of “Proposed” change
order requests as entered by the CA on the Change Order Log. The CA depends on
direction from the PM to determine which RCO’s should be classified as “Proposed”.
The value of these RCO’s is not carried in the Revised Contract Amount.
2.16 Labor Percent Complete: This is the same value as 2.4A above.
2.17 % Contract Spent to Date:
Contract Amount.
Percent of Job to Date value divided by Revised
2.18 Date Work Started: Date of work started in field.
2.19 Original G/P %: The expected gross profit based on the estimate. This value is
taken from the Job Start Form and is entered by the CA. Note that this is less than the
markup (see item 2.5 above).
2.20 Billed to Date: Total of all billings less retention.
2.21 Date Last Billed: Most recent billing date.
2.22 Paid to Date: Net amount received as of printing date.
2.23 Date Last Paid: Date of last payment received.
2.24 Balance: Unpaid portion of the Billed to Date amount (usually the last invoice).
Review of the Job Cost Data
The usual hierarchy for reviewing the Job Cost by the Project Manager is as follows:
1. If any of these items are not up-to-date, either update the Job Cost before
reviewing, or make adjustments to it that will bring it current.
1. Confirm that the Contract Log maintained by the CA is accurate, and that
the status of the Approved and Proposed change orders is correct.
4.5 Job Cost Management.doc
2. Confirm that the Extra Work hours have been captured in Change Order
Requests, and adjust for any that have not.
3. Add in expected revenue for change order work completed but not shown
on either an Executed or Approved change order.
4. Adjust materials as required to bring the committed or projected values
current in the budget.
5. Adjust labor budgets as required to reflect current knowledge of the
project. Note that the Job Cost will forecast an accurate labor value once
progress (> 10%) is made, however for codes not yet worked, adjustments
to the budget values may need to be made to get an accurate projection of
the labor costs for the project.
2. As soon as possible, transfer the adjustments to the Project Accountant so that
the Job Cost document is updated.
Managing the Job Cost
When properly updated and used, this document will provide very accurate projections
for each project, and will serve as a useful tool to understand problem areas early
enough to make adjustments to the project that will improve results.
A primary goal of the Field Supervisor along with the assistance of the Project Manager
is to keep the Job Cost document current, meaning that the following items are
complete and accurate:
•
All material codes are correctly budgeted.
•
All labor codes are correctly progressed.
•
The contract value with executed and approved change orders is accurate.
•
All lump sum change orders are budgeted.
•
All T&M hours and materials are reflected in the Approved Change Order
Requests.
•
All hours are correctly filled in on the timecards and allocated to the correct
segments and cost codes.
4.5 Job Cost Management.doc
Progressing
All active labor codes need to be progressed weekly and turned into the accounting
department no later than Tuesday morning for the prior week’s work. The best way to
provide these updates is for the Project Manager to walk with the Project
Superintendent or Foreman and assess progress on each labor code activity, either
Friday afternoon or Monday morning. An accurate assessment of actual progress is
very important. Calculating the remaining budget and using that information to assign a
percentage of completion is not acceptable.
Essential to running a successful business is the ability to confront the (sometimes)
brutal facts. If an area is not going well, we want to know, since something may be able
to be done about it before it affects the entire job. On the other hand, if an area is going
very well, we want to communicate our successes to the people involved too.
When progressing a project, it is important to keep in mind all of the pick-up and
miscellaneous items that will need to be resolved to complete the work. If these closeout items are overlooked they can sometimes seriously erode the bottom line at the end
of the project.
One major benefit of taking a weekly walk with the Project Manager is that it will help
you understand what the office requirements are. This communication will result in a
more successful project.
Budget Updates
Budget updates are a necessary and important function of the Project Manager’s
duties. Without regular updates, the job cost reports will fail to provide team members
with accurate information to assess the current financial status of the project. How is
the budget updated? How does the updated information flow? How often should the
budget be updated? This section will assist the user in answering these questions in
detail.
It is important to note that as the reports are generated every Wednesday, the budget
update should be completed and emailed to the Project Accountant no later than
Tuesday morning to provide the opportunity for accurate reporting. After the information
is emailed to the Project Accountant, the Project Manager should move the updated
hours and dollars to the “previous” columns in the Budget Worksheet to get the
worksheet ready for the next update.
How often should updates be performed? The answer is quite simple: As often as
needed. Usually one update per week is sufficient, but updates could be performed
daily or every few weeks as needed. It is important that updates are timely so the
reporting is as accurate as possible.
4.5 Job Cost Management.doc
Usage of the Job Cost Reports as a Tool for Project Management
The Job Cost reports can and should be used to enlighten field team members as to
which segments and cost codes are profitable (favorable) or unprofitable (unfavorable).
The Project Manager can work hand in hand with the superintendents and other field
managers to assess why some areas were favorable and why some were not. There
can be many reasons: Good or bad production, good or bad estimate, material delays
that impact productivity, etc. The Job Cost provides a springboard in the facilitating of
discussing topics of this nature between the Project Manager and Field Managers.
Again this communication should be encouraged since good ideas may result in
improving the current project, or many others in the future.
4.5 Job Cost Management.doc
4-6: SCHEDULE MANAGEMENT
FUNCTION
The function of this process is to provide the proper use of the schedule, and how these
principles will increase the planning and organizing of the work activities.
PROCESS
The following is a summary of the steps required to be used as a guideline.
1. Referencing the baseline schedule, the Field Supervisor prepares a (3) week
look ahead plan in conjunction with the Project Manager. This plan will include a
detailed breakdown of activities required to maintain schedule for the next (3)
weeks. This plan is routinely prepared weekly by the Field Supervisor adjacent
to the weekly access report documentation.
2. The (3) week look ahead will be distributed at the weekly coordination meetings.
The following are the basic philosophies related to the look ahead concept.
•
•
•
•
Data to be used to complete routine schedule updates.
Effective coordination of preconstruction activities (material and equipment
deliveries to the jobsite, etc.)
Organize and provide direction for the entire project team. The Project
Manager needs to champion and inspire the team. This will help the team
focus and improve the results.
Effective planning of the work activities and manpower adjustments planned
as a result of actual productivity.
3. The access report will be forwarded to the client weekly, at the discretion of the
project team, to be used to inform our client of the potential pitfalls in the proper
execution of the scheduled work activities. Issues can be reported at the start of
the initial impact and tracked to the clear date or used as a proactive report and
prevent impact.
4. The Project Manager will provide routine schedule updates, at the discretion of
the project team, and forwarded to the client. The following are basic
philosophies related to the reporting of a schedule update.
•
Input data from the look ahead to maintain alignment of the target completion
dates. Maintain credibility of this schedule by continuous tracking of
preconstruction activities and field productivity, planned versus actual.
o Input data from the access report to assess the impact of the target
completion dates.
o Upon receipt of the revised schedule from the client, update to assess
the impact and /or possible conflicts.
4.6 Schedule Management.doc
5. Report and work thru conflicts, review requirements for a recovery plan or
revised sequencing of work. The Project Manager will address potential cost
impact, if any.
BEST PRACTICES
The following are best practice considerations to be used as a guideline.
1. When should the client’s schedule be used “only”?
As a rule of thumb, the client’s schedule should never be used. The quality of the
client’s schedule will vary greatly from project to project. The client may or may not
be open for input from subcontractors. Therefore, the clients schedule will be the
managing document. Raymond should develop and manage a schedule parallel to
the clients schedule and answer the question: How will Raymond accomplish and
maintain this plan? For example, preconstruction requirements and man load
planning are most important. (see attached 4.6.a)
2. When should the access report be implemented?
The tracking of the access issues will be required on all projects. Whether to
forward the Access Report to our client will depend largely on the impact of the
issues. It is our goal to coordinate the use of this report with our client, use as a tool
to breakdown roadblocks and maintain productivity. If the project schedule is
severely impacted by these access issues (i.e. disruption, delays, or design
revisions), the access report will become the legal tracking of our impact and cause
of poor productivity. This is also a good format to log impacts caused by outstanding
RFI’s. (see attached 4.6.b and 4.6.c)
3. Is it more effective to manage the schedule with proactive reporting?
As opposed to the access reporting described above, the proactive approach will be
to report the needs of the project prior to becoming an issue. (For example:
preconstruction issues such as outstanding RFI’s, sample / submittal approval, and
construction predecessor activities.) This approach can be very effective when the
construction schedule overruns the design development.
RELATED LETTERS & FORMATS
The following letters and/or formats related to this section have been used
successfully on projects in the past. Their inclusion here is meant to serve as a
guide to expedite your work as well as to help you generate ideas of possibilities.
Bear in mind that Project Specific as well as Client Issues may give rise to tailor the
letter to what will work best for the circumstances you encounter. Most letters
should be reviewed by your supervisor before they are sent.
4.6 Schedule Management.doc
Format and Flow Chart Files:
6-7-2 Schedule Management - Three Week Look
Ahead.jpg
12/14/200
5
6-7-4 3 Week Look Ahead .xls
12/14/200
5
10/5/2005
6-7-5 Access Report.xls
10/5/2005
6-7-6 Access Report Letter Polite.DOC
6-7-8 Delay Letter - Soft.doc
12/28/200
5
12/28/200
5
2/15/2006
6-7-9 Delay Letter - Med.doc
2/15/2006
6-7-10 Delay Letter Hard.doc
2/15/2006
6-7-11 Disruption Letter - Soft.doc
2/15/2006
6-7-12 Disruption Letter -Hard.doc
2/15/2006
6-7-13 Door frame delay - no prices.doc
2/15/2006
6-7-14 Drywall Control Joint Letter.doc
2/21/2006
6-7-15 Exposed Drywall.doc
2/15/2006
6-7-17 No Sched Completion.doc
2/15/2006
6-7-18 Schedule - Change.doc
2/15/2006
6-7-19 Schedule-Proceed with RIS Schedule.doc
2/15/2006
6-7-20 Water Damage.doc
2/15/2006
6-7-3 Schedule Management - Access Report.jpg
6-7-7 Access Report Letter STERN.DOC
6-7-16 Interior Drywall Control Exp Joints RFI Form
(Concord).doc
2/15/2006
4.6 Schedule Management.doc
6-7-6: Access Report Letter (Polite)
Date
Mr/Ms…..
General Contractor
Address
City, State, Zip
Subject:
Job Name
Job Number
Access Report
Gentlemen:
We are pleased to be a part of the construction team on your project. In an effort to
help expedite and meet critical path schedule milestone dates, we have attached a copy
of our Access Report.
Please be advised that the delays noted on said report are of concern to us at this time
and we feel that they may impact your schedule if left unattended. We are available to
discuss this matter at your earliest convenience.
Thank you in advance for your cooperation.
Sincerely,
(Raymond Company)
A __________ corporation
Name
Title
Attachment
cc:
Access Report File
Contract File
4.6a Access Report Letter.doc
Access Report
Project:
Job #:
Date:
Area:
Item
No.
Description
Date
Noted
Date
Sched
Date
Clear
Other Notes
4.6b Access Report Templete.xls
ACTION ITEMS LIST
Project:
Job #:
Date:
Area:
Item
No.
DESCRIPTION
(5TH Floor)
Date
Noted
Date
Scheduled
Date
Clear
ABC
123456
Tuesday, October 21, 2014
Los Angeles, ABC Company, 5th Floor
Open
Closed
STATUS - OTHER NOTES
Plumbing rough in underground / Permits
Please provide schedule as to when plumbing inspection,
dirt infill, and concrete pour will occur. Will complete restroom
framing once this work is complete
7/21/2014
NONE
Open
Current restroom framing is on hold infill plumbing and
concrete pour is complete.
Electrical rough in / Permits
Cannot close up walls until all MEP's have been signed off.
7/21/2014
7/21/2014
Open
2
Schedule shows this work to be completed by 7-21-14.
Electrical Contractor states they do not have permits to
allow for inspections.
Alternate column framing
Pending approval of alt column framing
7/14/2014
NONE
3
Column framing details @ storefront
Need details on how to finish around columns
7/14/2014
7/21/2014
4
Construction note 16
Construction note specifies to provide full height wall with furring and 2
layers of drywall with 1" air gap at this wall. We cannot achieve this
furring with air gap without encroaching on doors and windows.
7/17/2014
7/21/2014
Open
Sent email 7-17-14 to John Doe received in field verbal
direction to proceed with omitting 1" air gap.
Pocket door 104
Per John Doe Raymond to wait until door MFG provides R.O.
7/17/2014
7/21/2014
Open
Waiting on direction to proceed with R.O.
1
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
White - Item Pending
Grey - Item Corrected
*Labor Comeback
7/23/2014
Received verbal direction on 7/23/14 from John Doe,
ABC Superintendent to proceed with framing columns.
Will order material 7/24
7/23/2014
Received Verbal direction from John Doe, ABC
Superintendent on how to finish column framing at
storefront. Laminate drywall on sides and furr out face
where electrical will be installed.
AP3.01
Job Name? - Architecturals
[email protected]
date?
Contents
#3 Electrical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
#6 Tube Steel
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3
#9 Backing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4
#10 Backing
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4
#11 Electrical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
#12 Electrical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
#13 Tube Steel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6
#14 Concrete Curb . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6
#16 Electrical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7
#17 Electrical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7
#19 RFI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
#20 Backing
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
#21 Whiting Turner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9
#22 Whiting Turner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
10
#23 Whiting Turner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11
#24 Whiting Turner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12
#26 Whiting Turner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12
#7 Concrete
Created with PlanGrid (www.plangrid.com)
#3 Electrical
Room
North west Elevation
AP3.01
Assignee
[email protected]
Status
Closed
Description
Need electrical rough in prior to
hanging Densglass
Created
Aug 27, 2015 @ 11:46
[email protected]
August 27, 2015 at 12:06
#6 Tube Steel
Room
North West Elevation
AP3.01
Assignee
[email protected]
Created
Aug 27, 2015 @ 12:10
[email protected]
Status
Open
Description
Clips attached to tube steel are
not square level and plumb and
potentially to short . Shroeder to
QC clips . Affecting the install of
FRP fins.
August 27, 2015 at 12:17
AP3.01
p.2
www.plangrid.com
#7 Concrete
Room
North West Elevation
AP3.01
Assignee
[email protected]
Created
Aug 27, 2015 @ 12:19
[email protected]
August 27, 2015 at 12:18
AP3.01
Status
Open
Description
Concrete needs to be cut back so
framing can be completed .
Will concrete be cut to finish for
light installation ?
August 27, 2015 at 12:21
p.3
www.plangrid.com
#9 Backing
Room
North West Elevation
AP3.01
Assignee
[email protected]
Status
Closed
Description
Need backing layout QC per
shroeder for green screen
Created
Aug 27, 2015 @ 12:57
[email protected]
August 27, 2015 at 12:58
August 27, 2015 at 12:58
#10 Backing
Room
North East Elevation
AP3.01
Assignee
[email protected]
Status
Closed
Description
Need backing QC per shroeder
after backing installed
Created
Aug 27, 2015 @ 13:00
[email protected]
August 27, 2015 at 13:00
AP3.01
August 27, 2015 at 13:00
p.4
www.plangrid.com
#11 Electrical
Sheet
AP3.01
Status
Assignee
[email protected]
Closed
Description
Electrical rough in needed for brite
wall prior to closing up wall
Created
Aug 27, 2015 @ 13:02
[email protected]
August 27, 2015 at 12:23
August 27, 2015 at 12:22
#12 Electrical
Room
North East Elevation
AP3.01
Assignee
[email protected]
Status
Closed
Description
Need electrical roughed on Brite
wall prior to closing up wall .
Created
Aug 27, 2015 @ 13:03
[email protected]
August 27, 2015 at 13:00
AP3.01
August 27, 2015 at 13:00
p.5
www.plangrid.com
#13 Tube Steel
Room
North East Elevation
AP3.01
Assignee
[email protected]
Status
Open
Description
Steel fins attached to tube steel
need to straighten and plumb level
, square
Created
Aug 27, 2015 @ 13:05
[email protected]
August 28, 2015 at 07:58
#14 Concrete Curb
Room
South Elevation
AP3.01
Created
Aug 28, 2015 @ 07:43
[email protected]
Status
Closed
Description
Concrete curb needs to be cut
back to flush with densglass
August 28, 2015 at 07:43
AP3.01
p.6
www.plangrid.com
#16 Electrical
Status
Room
North East
AP3.01
Created
Aug 28, 2015 @ 08:08
[email protected]
Closed
Description
Need electrical rough in at step
lighting .
August 28, 2015 at 08:08
#17 Electrical
Room
North West Elevation
AP3.01
Created
Aug 28, 2015 @ 08:16
[email protected]
Status
Closed
Description
Step lighting needs to be roughed
in .
August 28, 2015 at 08:16
AP3.01
p.7
www.plangrid.com
#19 RFI
Room
South Elevation
AP3.01
Created
Aug 28, 2015 @ 08:58
[email protected]
Status
Open
Description
Waiting on RFI response for
for knife edge on EIFS . Confirm in email sent to Jacob Morse .
August 28, 2015 at 10:30
#20 Backing
Room
North East/West Elevations
AP3.01
Created
Aug 28, 2015 @ 09:08
[email protected]
Status
Closed
Description
Brite wall post to be installed
before hanging . Per conversation
with WT
August 28, 2015 at 10:15
AP3.01
p.8
www.plangrid.com
#21 Whiting Turner
Room
East Wall On North Elevation And
North West
AP3.01
Created
Aug 28, 2015 @ 09:12
[email protected]
August 28, 2015 at 10:19
AP3.01
Status
Closed
Description
North wall on east and west there
is a 20” gap between our 6” wall
and the spandrel wall north . Per
meeting with Chris on 8/27 at
10:30 am we were told to proceed
per plan warping in and around
steel tubes .
August 28, 2015 at 10:20
p.9
www.plangrid.com
#22 Whiting Turner
Room
North West Corner
AP3.01
Created
Aug 28, 2015 @ 09:17
[email protected]
Status
Closed
Description
Radius on North west corner to be
a 90 degree corner per job walk
with WT , Architect and Raymond
on 8/25 at 2:30pm
August 28, 2015 at 10:25
AP3.01
p.10
www.plangrid.com
#23 Whiting Turner
Room
North East And West Elevation
AP3.01
Created
Aug 28, 2015 @ 09:21
[email protected]
Status
Closed
Description
North elevation slope at spandrel
wall lighting sills . Concerned
where water is to escape .
Response received to proceed with
sills to be level for lighting . Per
job walk with architect , WT and
Raymond on 8/25 at 2:30pm
August 28, 2015 at 10:14
AP3.01
p.11
www.plangrid.com
#24 Whiting Turner
Room
Perimeter Of Building
AP3.01
Created
Aug 28, 2015 @ 09:30
[email protected]
August 28, 2015 at 10:34
Status
Closed
Description
Gap between spandrel wall and
column needs to be caulked . Per
architect on job walk on 8/25 at
2:30pm
August 28, 2015 at 10:34
#26 Whiting Turner
Room
North Elevation
AP3.01
Created
Aug 28, 2015 @ 09:40
[email protected]
August 28, 2015 at 10:21
AP3.01
Status
Open
Description
Need perforated screen panels installed prior to fin FRP installation
and electrical .
August 28, 2015 at 10:22
p.12
www.plangrid.com
AP3.01
p.13
www.plangrid.com
4-7: ONE WEEK AND THREE WEEK
LOOK-AHEADS
FUNCTION
The function of this process is assist in keeping the Foreman, General Foreman,
Superintendents, Project Manager and Warehouse advised about what is planned for
the next few weeks for manpower, material, future needs and any delays that may arise.
It is also a legal form of documentation that should be kept on file is case of any
disputes that may arise. If these tools are used on a regular basis on all projects, it will
help in eliminating delays, over/under manned jobs and most of all stress.
PROCESS
The following is a summary of the steps required to be used as a guideline.
One Week Look-Ahead
This schedule should be filled out completely, even if you need to write “not applicable”
in the section. (see attached 4.7.a)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Project Name
Project Superintendent or General Foreman
Project Foreman Name
Week Of and Actual Date
Tasks planned with number of men.
Stocked and future material needs
Delays and description of delay
Safety Problems and future PPE needs
Scope Verification
Document Changes
What RFI’s need to be written
Warehouse needs with date for pickup and delivery
Three Week Look-Ahead
This schedule is to assist the field supervisors with planning ahead, prioritizing areas
and can be used as a production tool. It is used to assist in planning out where crews
need to be in order to meet the master schedule and/or critical paths. This will also be a
useful tool when attending General Contractor’s meetings with pertinent information
such as: (see attached 4.7.b)
1. Are other trades within your schedule?
2. Do you need to adjust your schedule for items unforeseen?
4.7 One Week and Three Week Look-Aheads.doc
Project:
PM:
Forman:
Work tasks planned for next week
Manpower / Date
Mon Tues Wed Thur Fri
Sub Delays
Y/N Describe Potential Delay:
Mechanical
Electrical
Plumber
GC
Other
Safety Problems, Hazards, PPE Equipment Needed
ready /
stocked?
Trade
C
T
P
Week Of Date
L
Yes
What materials are needed to do this work or future
work?( I.E. screws, caulking, insulation, subs to be
notfied, shots, pins etc).
No
Have you verified your scope of work?
Have you documented any changes?
RFIs need to be Writen?
Y N
Outstanding RFI #s:
MANPOWER NEEDS Plus/Minus/Appr./Journey
Carpenters
Tapers
Plasterers
Fireproofers
Laborer / Hody
Warehouse Needs:
Date Is a Warehouse
Delivery needed?
Yes
No
Project: Rogue River
PM: John Doe
Forman: Jane Doe
. Lawrence LOGO Here
Work tasks planned for next week
Sheetrock inside of stair #1
Frame Low walls at eating area
Hang Bathroom ceileings Level 3
Frame interference walls Level 10
Sheetrock Head of Interfernce Walls Level 6
Frame exterior walls Level 10
Manpower / Date
Mon Tues Wed Thur Fri
2
2
2
2
2
2
2
2
2
2
4
4
4
4
4
2
2
2
2
2
4
4
4
4
4
Trade
C T P
x
x
x
x
x
x
ready /
stocked?
L
Yes
x
No
x
x
x
X
x
Week Of
Date
4/18/2005
4/6/2005
What materials are needed to do this work or future
work?( I.E. screws, caulking, insulation, subs to be
notfied, shots, pins etc).
Stair Scaffold with extensions
Need low wall support posts
Need 2/2'-0'' trigger benches
Rescom to seal head of Wall 4-25-05
Need 16ga header material Add onto crew 5-4
Sub Delays
Y/N Describe Potential Delay
Mechanical
Y Mechanical needs to layout holes on Level 11
Electrical
Y
Need electrical inspection on Level 4 bathroom ceilings Add to Access delay report
Plumber
GC
Other
Safety Problems, Hazards, PPE Equipment Needed
Have you verified your scope of work? Yes
Need Hilti Gun certfication crew by 4-25
Have you documented any changes? Yes Pictures of exterior Lath and paper
Need Scaffold Training by 5-4
RFIs need to be Writen?
Y N
Outstanding RFI #s:
MANPOWER TOTALS
Carpenters
Tapers
Plasterers
Fireproofers
Laborer / Hody
Manpower change Talent
Warehouse Needs:
Date
Is a Warehouse
Pickup needed?
Yes
No
Week Look Ahead
Project:
Job #:
Date:
Area:
________________
Description
* = Suspended or delayed activity
M
T
W
TH
F
________________
S
Su
M
T
W
TH
F
________________
S
Su
M
T
W
TH
F
ACCESS ISSUES
S
Su
Noted
Sched
Clear
Other Notes
PAGE___________OF_____________
4.7b 3 Week Look Ahead.xls
4-8: FOREMAN’S LOG
FUNCTION
The Foreman’s log book is utilized for the purpose of monitoring work, documenting job
problems and organizing work through out the project. Although it sometimes seems
like a non-priority item, what you say, or don’t say, in your reports can come back and
haunt you if there are legal claims.
On large projects, the General Foreman and/or Project Superintendent should issue a
log book to other foremen and leadmen. This will give a better representation as to
what happened on a day-to-day basis since the General Foreman and/or Project
Superintendent can not be every where at the same time.
PROCESS
The following is to assist you on how to properly fill out your Foreman's Daily Job Log.
1.
2.
Date:
Enter the current date (i.e. June 7, 2007)
Day:
Enter the day of the week (i.e. Tuesday)
Weather:
Enter the weather (i.e. rain, clear, hot, overcast, etc.)
MANPOWER:
Quantity:
State the number of men in each trade on the site for that day
Floors/Location:
Give a very brief description as to where they were
working.
3.
DELIVERIES RECEIVED:
Log all deliveries. This may play a key point in a future delay if Raymond can
show that material was on site ready to start and/or complete an area. If a job
has a clerk, this can be completed by the clerk.
From Whom: Vendor delivering (i.e. CalPly, Tomarco, Raymond, etc.)
P.O.Number: Purchase Order Number listed on the receiver/shipper
Items:
You do not have to list all items, just a general description as to
what was delivered (i.e. 2nd fl board, studs, trims, etc.)
4.8 Foreman's Log.doc
4.
HOLD-UP's:
Location:
Next to each trade, state the area (i.e. 3rd floor room #3200,
1st floor NE corridor ceiling, etc.)
Problem:
Briefly state the nature of the hold-up
R.F.I.'d G.C.: State whether or not you issued an RFI on this hold-up or if there is
one awaiting any answer. (i.e. issued RFI #1005, no answer to
RFI#1000)
5.
NOTES:
Please date this page so it is clear as to what day this page applies to. You are not
limited to the space provided to record the above information. This page can be a
useful tool if used as a diary for referring to at some future date.
5.
VERBAL DIRECTION/CONVERSATIONS:
Company:
General Contractor or Subs involved in the conversation.
Persons:
Name of the individual(s) that gave you direction
Subject:
Briefly state the instructions given.
All verbal directions/conversation will be followed up by an RFI or
Raymond written confirming correspondences.
4.8 Foreman's Log.doc
BEST PRACTICES
While the Foreman’s Log Book can be very useful, they also can hurt you in the event of
legal claims. Be careful what you write – you never know who may read it later. It is
important for each of you to be aware that in the case of a claim or dispute, this book
becomes a legal document and also becomes a very valuable asset to Raymond to help
settle disputes that might arise. The log is to represent the project from start to finish
and should tell an accurate story.
•
This is not a time card, so you should not be using it to keep track of your men’s
segments, cost codes and hours.
The best approach is to stick to the facts and avoid personal opinion. Do not
point blame at an individual, instead list the company name.
Keep your sentences short and to the point. There is no need for long-winded
sentences.
Spelling should not be a priority; so do not leave out pertinent information due to
spelling. The important thing is to get the information recorded.
It is very important to accurately record all conversations with any personnel
from the General Contractors office and/or other Subcontractors.
Include injury reports, all equipment incidents (forklifts, scissor lifts), and other
trade incidents.
•
•
•
•
•
Think before you write in this book.
•
•
•
•
Do you want what you wrote read in court?
Is anything you wrote going to embarrass The Raymond Company? or you?
Will you be able to understand what you wrote in the future?
Will someone else be able to understand what you wrote?
The Foreman’s Log Books are to be returned to the Project Manager at the completion
of the job. The Project Manager will archive the log books with their paperwork, so that
it is readily available should the need arise.
4.8 Foreman's Log.doc
4-9: KEEPING PROJECT DOCUMENTATION
CURRENT
FUNCTION
The main purpose of keeping your documentation current is to maintain organization
with the paperwork. This paperwork includes collating all Delta’s and Sketches into the
master set of project drawings, as well as making sure your field supervision is working
from the most current drawings. Become familiar with Raymond’s RAPID system for
documenting photographs whenever possible.
Your paperwork should be filed in 3-Ring binders with the most current information on
top for easy reference.
PROCESS
1. Job Site Photographs
2. RFI’s
3. Speedy Memo’s / Correspondence.
4. Contractor Directives
5. Daily Contractor Reports
6. Access Reports
7. Safety Reports / Certification’s
8. Drawings / Sketches
9. Foreman Log Books
10. Fax Transmittals
11. Etc.
4.9 Keeping Project Documentation Current.doc
JOBSITE PHOTOGRAPH LOG
DATE:
JOB NAME:
JOB #:
FOREMAN:
Picture Number
Location
Description
4.9a Jobsite Photogragh Log.xls
MEMORANDUM
DATE:
TO:
RE:
FROM:
COMMENTS:
4.9b Memorandum
4-10: CLAIMS DOCUMENTATION
FUNCTION
Documentation is vital should it become a legal matter. The purpose of this section is to
provide the Field Managers with document templates that will facilitate their day to day
project documentation from project inception through its conclusion. Raymond’s
requirement to document project is not solely based on prudent business practice, but is
also found to be a contract obligation on most contract types. Sound construction
documentation is the foundation for superior construction management. When problems
are documented and customers are provided prompt notification of issues affecting the
timely completion of Raymond’s scope of work on a project, the chances of avoiding
dispute and collecting fair compensation will be significantly increased.
PROCESS
What types of project issues should be documented and photographed?
Progress, delay, disruption, remobilization, water and trade damage, change order
conditions, incidents, readiness, debris, obstacles, safety issues and logistics.
How often should I notify my customer of problems?
Remember that the frequency and consistency of documentation matters.
Remember to notify your customer “early and often.”
What if a project is going really bad and major disputes are forming?
Share serious problems with your customer, project team and Director of Project
Management or Area Manager. Keep everyone informed at the early stages of any
issue of concern. At this juncture you’ll be relieved that you have been documenting
your project effectively.
Why should I document issues on a project that is running well?
Forces outside of Raymond’s control can turn a good project into a problem one in no
time.
4.10 Claims Documentation.doc
Best Practices
The most effective documentation sources are the use of Photographs, Access Reports,
Contractor’s Meeting Minutes and your Foreman’s Log Book.
The Speedy Memo and Memorandum are also forms used as a written source of
documentation. These are designed to obtain information, notify the General Contractor
and/or Architect of a problem or to confirm verbal directions or conversations in a quick
and efficient manner.
If these tools are used daily they become a very powerful tool in collecting money
and/or handling disputes.
4.10 Claims Documentation.doc
4-11: TOOL MANAGEMENT
FUNCTION
All work is performed with some type of tool that is supplied by the company. As
important as it is to have tools for your men to use, so is the type of tool, the condition of
the tool, and the location of the tool.
The Warehouse will mark, engrave, label, etc. for keeping an inventory of tools
whereabouts and other purposes through ToolWatch. As a field supervisor, it is your
responsibility to keep track of the tools for tool-to-men ratio, the right tool and condition
for safety.
PROCESS
•
Always keep your receivers from the warehouse, which will list the tools as
delivered and the date delivered.
•
Inspect all tools at the arrival to the site so that it is considered in safe and
operable condition and that it has been marked for inventory purposes.
•
As tools are issued to workers, document which worker has each numbered tool
to keep an accurate count.
•
As men are moved from site to site and the tool is sent with them, a job transfer
sheet must be filled out and sent to the warehouse for tracking purposes. Or you
need to call the warehouse with the tool information that is being transferred.
The same should be done as the tools are sent back to the warehouse after
finishing use and job.
•
You should periodically request an inventory spread sheet from the warehouse to
check against your inventory.
•
At the end of all jobs, a report with the lost or misplaced tools for each job will be
issued to the Project Manager and the General Superintendent for job cost
purposes.
This is a very small and tedious task, but when the project comes to an end and all tools
and equipment have been stated to be 100% off site, the warehouse will run a final
report. If the Project team keeps on top of the tools on a weekly basis, this report
should reflect all tools as being returned or at the very least a small number missing.
There are bound to be a few missing due to unknown thefts; that is part of doing
business and is acceptable.
4.11 Tool Management.doc
4-12: RENTED EQUIPMENT MANAGEMENT
FUNCTION
This is a small yet tedious task, but when equipment is not managed properly it can
become very costly to your job cost.
There is no right way of tracking rental equipment on your project as long as you can
account for the whereabouts of all equipment. The only wrong way is not having
anything in place to ensure everyone has knowledge as to what is on site and where it
is.
PROCESS
1. The Project Manager keeps an Equipment Rental Log. This log is updated each
time a purchase order is issued and again when the receiver with equipment
information is turned in. The Project Manager can provide you with a current list
upon request. It is up to you to assign someone to monitor equipment and notify
the Project Manager if equipment on their list is no longer on site. You should
also be notifying the Project Manager every time equipment is called off rent. On
some projects, the Project Manager will be the only one ordering and terminating
rentals.
This process will be delegated at the Job Kick-Off Meeting. (see
attached 4.12.a)
It might help to have the Project Manager add a column to the Purchase Order
Log for you to write in a location and/or name to assist in tracking. (see attached
4.12.b)
2. If your project is spread out you might try assigning the equipment out to
Foreman by location. Write the equipment number on a tag and pin the tag on
the map. It will be the responsibility of the Foreman assigned to that location to
keep the map current by moving the tag as the equipment changes locations. If
equipment is not being used, place the tag somewhere off the map. These
pieces of equipment then can be discussed to see if they will be needed in the
immediate future or need to be called off of rent. (see attached 4.12.c)
BEST PRACTICES
Discuss and review equipment needs and locations at your weekly Foreman’s
meetings. Place Raymond stickers on all equipment to assist in easily identifying our
equipment from a distance. Remember, even thought this is rented equipment take
care of it as if it were your own. Raymond will be invoiced for all repairs due to neglect.
4.12 Rented Equip Management.doc
Equipment Rental Log
Project:
Job #:
P.O. #
VENDOR
RENT DATE
RETURN DATE
CALL OFF #
UNIT #
UNIT DESCRIPTION
RENT/MO.
$0
$0
$0
MONTHS
0.00
0.00
0.00
COST+tax
$0
$0
$0
$0
$0
$0
0.00
0.00
0.00
$0
$0
$0
$0
$0
$0
0.00
0.00
0.00
$0
$0
$0
$0
$0
$0
0.00
0.00
0.00
$0
$0
$0
$0
$0
$0
0.00
0.00
0.00
$0
$0
$0
$0
$0
$0
0.00
0.00
0.00
$0
$0
$0
$0
$0
$0
0.00
0.00
0.00
$0
$0
$0
$0
$0
$0
0.00
0.00
0.00
$0
$0
$0
$0
$0
$0
0.00
0.00
0.00
$0
$0
$0
4.12a Equipment Rental Log.xls
EQUIPMENT RENTAL LOG
WORLD MARKET CENTER - PHASE III
JOB #: 206330
Called Off Rent
P.O. #
6330- 004
6330- 014
6330- 014
6330- 016
6330- 028
6330- 028
6330- 038
6330- 038
6330- 038
6330- 041
6330- 044
6330- 044
6330- 044
6330- 045
6330- 045
6330- 045
6330- 045
6330- 045
6330- 049
6330- 049
6330- 049
6330- 049
6330- 053
6330- 053
6330- 053
6330- 060
6330- 060
6330- 060
6330- 060
6330- 060
6330- 060
6330- 062
6330- 062
6330- 062
6330- 064
6330- 064
6330- 064
6330- 064
6330- 064
6330- 073
6330- 073
6330- 073
6330- 073
6330- 076
6330- 076
6330- 076
6330- 076
6330- 084
6330- 084
6330- 084
6330- 084
6330- 084
6330- 084
6330- 084
6330- 084
6330- 084
6330- 084
VENDOR
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
Ahern
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
H&E
RENT DATE RETURNED
1/23/07
3/8/07
8/24/07
8/24/07
3/14/07
4/12/07
4/12/07
4/30/07
4/30/07
8/3/07
8/3/07
5/8/07
5/14/07
5/14/07
5/14/07
5/7/07
5/7/07
5/7/07
12/14/07
5/7/07
5/7/07
5/16/07
5/16/07
5/16/07
5/16/07
5/22/07
5/22/07
5/22/07
5/30/07
5/30/07
5/30/07
9/19/07
9/24/07
5/30/07
12/11/07
5/30/07
5/29/07
5/29/07
5/29/07
5/31/07
5/31/07
5/31/07
5/31/07
5/31/07
6/6/07
6/6/07
6/6/07
6/6/07
5/12/07
5/12/07
12/14/07
5/12/07
5/12/07
6/15/07
6/15/07
6/15/07
6/15/07
6/15/07
8/10/07
8/10/07
6/15/07
12/10/07
6/15/07
6/15/07
6/15/07
4.12b Sample Equipment Rental Log.xls
SERIAL #
EC040011
GY040168
GY070979
GY060831
GY052165
GY060828
GY030261
GY052187
GY040266
66855
GY040390
GY040829
ML00641
GY030268
GY041318
GY050877
GY060804
ML09703
GY040171
GY041313
GY060507
GY060790
GY040737
GY041088
ML09844
GY030249
GY040730
GY041432
GY040394
ML08317
ML09767
GY040153
GY040736
GY041102
GY041087
GY060511
GY060512
GY060822
ML08267
GY041089
GY041306
SG019244
SG019334
GY030255
GY050884
GY060695
ML08935
GY040063
GY040093
GY040163
GY040239
GY041104
ML09847
GY041298
GY041327
GY041436
GY041462
DESCRIPTION
550 Mule
replaced w/ GY070979 19' Scissor
19' Scissor
19' Scissor
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
replaced w/ GY040266 1930 Scissor Lift
1930 Scissor Lift
Hyster Forklift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
63486
2632 Scissor Lift
called off
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
replaced w/ GY040394 1930 Scissor Lift
1930 Scissor Lift
63455
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
63486
2632 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
replaced w/ ML09847 1930 Scissor Lift
1930 Scissor Lift
434414
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
1930 Scissor Lift
CALL OFF #
Revised: 3/22/2016
4.12b Sample Equipment Rental Log.xls
5-1: CREATING A SAFE JOB
FUNCTION
The function of this position is to keep the field team active with the day to day safety
procedures. The field team needs to also keep in constant contact with the Safety
Department Representatives, as well as their Project Management team. Everyone
needs to be kept informed of injuries, hazards and unsafe practices that may occur.
The key to maintaining a safe and healthful work environment is clear and productive
communications at all levels when dealing with safety issues.
PROCESS
Prior to beginning any project the field management team needs to read and
understand the contract.
• Raymond’s specification sections in scope of work.
• Any and all inclusions and exclusions.
• Any and all verbal conversations between Project Management team and
General Contractor / Owner.
• Any particular approvals from the City / County required for materials (i.e. ES
reports, wind load reports, etc.).
• AII General Contractor / Owner Controlled Insurance Program (OCIP) Safety
requirements.
To ensure a safe jobsite there are various factors that need to be kept in mind
• Sequence / Flow of work.
• Look / Plan ahead.
• Potential delays (Access Report, pictures).
• Proper manpower
• Proper equipment
• Identification and Correction of Unsafe Conditions.
• Consistent Enforcement of Safety Rules.
5.1 Creating a Safe Job.doc
PRE-JOB MEETING
The field team, project management team and safety representative need to have a
meeting to determine the jobsite conditions and any potential safety issues or concerns.
This meeting needs to take place prior to the job commencing. It is at this meeting that
the jobsite safety paperwork is completed and then forwarded to the Safety Department
for processing and distribution. The pre-job start safety planning checklist will also be
discussed at this time.
• Scaffold Needs (including those of sub-contractors)
• Delivery of Various Materials
• Flammable Storage
• Traffic Control
• Job Start Up Safety Package (see attached 5.1.a through 5.1.h)
• Type of Project (OCIP, CCIP, Other)
SAFETY EQUIPMENT
The field team needs to make sure they order the proper safety equipment before it is
actually needed on site to adhere to all OSHA regulations as well as Raymond’s safety
rules and policies.
• Ladders (lean type, step, extension, etc.)
• Personal Fall Arrest Equipment (harnesses, lanyards, anchor slings, beam
clamps, shackles, etc.)
Each Foreman needs to also make sure that when Personal Protective Equipment
(PPE) is in use that it is being used properly. PPE is required to be available on site at
all times.
• Safety Glasses – Required at all times.
• Hard Hats – Required at all times.
• Ear-Plugs • Dust Mask, Respirators
• Gloves – Required at all times.
• Etc.
5.1 Creating a Safe Job.doc
JOBSITE EQUIPMENT
The field team needs to compile a complete list of equipment needed to start the
project.
• Gang Boxes
• Cords
• Screw Guns and Screws
• Welding Equipment
• Signage (Laser, Smoking, Fuel, Safety, etc) MUST BE POSTED
• Etc.
TAILGATE SAFETY MEETINGS
Tailgate safety meetings are required to be held on a weekly basis with all employees
and subcontractors employees on site. These meetings should be held at the start of
the first day of the work week, usually Monday mornings. Topics to be discussed are
the weekly safety topics that are provided by the safety department and any issues or
concerns at the job site.
JOBSITE ORIENTATIONS
The Employee Safety Orientation (see attached GREEN form) MUST be completed on
each field employee on all Raymond projects. Each project has specific safety
concerns; thus the need to make sure everyone knows the specifics on your site.
The Foreman needs to obtain copies of all certifications from every employee at the
time of their arrival on the jobsite. This process is best handled at the same time as
going over the Employee Safety Orientation.
• Green copy – to the office with copies of certifications attached
• Yellow copy – to the General Contractor
• Pink copy – to remain on site with copies of certifications attached
• White copy – to the safety department with copies of certifications attached
This form and copies of certifications may become very useful should there be an
incident. OSHA may also ask for copies of various certifications during a jobsite visit.
MATERIAL SAFETY DATA SHEETS (MSDS)
MSDS’s are required by OSHA and are to be available on the jobsite at all times. It is
important to ensure each MSDS sheet in the notebook is readable.
When the notebook is received at the site it is the Foreman’s responsibility to review the
notebook to ensure its accuracy. The Foreman needs to review the information
contained therein with all the employees working at the job site showing them how to
properly read the sheets.
5.1 Creating a Safe Job.doc
CERTIFICATIONS
No one is permitted to operate any equipment unless they can provide proof of a current
Certification for that piece of equipment.
Foreman, General Foreman and Superintendents are required to have the following
current Certifications:
• First Aid/CPR
• OSHA 10 Hour Course
• Scaffold Erector
• Forklift Operator
• Aerial Lifts
EMPLOYEE DISCIPLINARY WARNING NOTICE
The following are the minimum requirements when issuing a safety disciplinary notice –
NO EXCEPTIONS (see attached 5.1.i)
First Infraction:
• Write up disciplinary notice and have all parties sign (Safety Counseling / Written
Warning).
• One (1) day off without pay.
Second Infraction:
• Does not have to be the same as the first infraction.
• Write up disciplinary notice and have all parties sign (Written Warning).
• Two (2) days off without pay (not a Friday or Monday).
Third Infraction:
• Does not have to be the same as the first or second infraction.
• Write up disciplinary notice and have all parties sign.
• One (1) Week suspension without pay and/or termination.
Fourth Infraction:
• Does not have to be the same as the first, second or third infraction.
• Write up disciplinary and have all parties sign.
• Termination
5.1 Creating a Safe Job.doc
EMPLOYEE DISCIPLINARY WARNING NOTICE (continued)
An infraction is defined as any safety related compliance item. Disciplinary action may
be escalated at any time based on the severity of the infraction.
When an incident/accident occurs and the employee has performed an unsafe act
according to our company policy, the employee should be issued a disciplinary notice.
All items on the disciplinary notice are to be completed.
If you are not sure whether to issue the disciplinary notice, please contact your
superintendent and discuss the situation with him.
5.1 Creating a Safe Job.doc
INCIDENT REPORTING
When an incident occurs, Foremen are required to notify their supervisor immediately
and contact Margie Loya in the Safety Department at (714) 288-4317. The Incident
Investigation Report is completed by the Foremen after an injury has occurred on a
jobsite. Foremen are responsible for investigations of incidents and forwarding a copy
of the report to the Safety Department.
Incident / Accident Related Forms
• Incident Investigation Report (see attached 5.1.j)
• Employee Workman’s Compensation Claim Form (DWC1 in California and C1 in
Nevada Report – Completed, signed and dated by Foreman and Employee.
(See attached 5.1.k and 5.1.l)
o Post Accident Drug Test – In non-emergency instances, this will be done
on site prior to going to the doctors. (see attached 5.1.m and 5.1.n)
RENTAL EQUIPMENT
It is the responsibility of all field supervision to make sure that the daily check lists for
each piece of equipment (Scissor Lifts, Boom Lifts, and Fork Lifts) have been completed
and completed properly. Daily inspection must be completed prior to each use.
Scaffolding, Swing Stages, Mast Climbers, and Lifts etc. must be checked daily, as well,
by a certified Competent Person. The check list must be completed each morning prior
to anyone getting on the equipment.
Once the scaffolding equipment has been erected, it is important that Raymond’s
Competent Person and the sub-contractor’s Competent Person both sign off on the
inspection sheets. Copies of the inspection sheets are to be kept on site.
5.1 Creating a Safe Job.doc
JOB WALKS
It is important that the field management participate in the jobsite safety inspection
walks and Loss Control Survey walks. These inspections are periodically done with the
Safety Department personnel and monthly with the Project Manager.
Foremen are responsible for conducting Daily Jobsite Safety Inspections. (See attached
5.1.p)
It is the responsibility of all field management to observe that safe work practices are
being used by all employees. If you notice someone is not using safe practices, inform
the Foreman responsible for that area. If necessary, issue a Disciplinary Notice
Warning and instruct the employee to correct and proper way to perform the task.
During the job walks, look for hazards or potential hazards before putting men in that
area. Contact the appropriate personnel to fix the problem immediately. Make sure
that you document all findings during your inspections.
• Drop Offs
• Upper and Lower Floors
• Holes in Floor Not Covered
HOT WORK PERMITS
Make sure you are aware of all the permit rules for your jobsite. Fill out the appropriate
forms and post in each area where people will be welding or burning. It is imperative
that you also assign someone to the task of “fire watch” with fire extinguishers.
5.1 Creating a Safe Job.doc
OSHA VISITS
1. WHEN OSHA ARRIVES ON YOUR SITE:
When anyone approaches you and identifies themselves as an OSHA Compliance
Officer, do the following”
-
Ask them for an ID card with picture, identifying them as an OSHA
representative.
-
Notify the Area General Superintendent as soon as possible. Have the person
wait in the office or site trailer until the Area General Superintendent or Safety
Department Representative arrives (no more than 45 minutes).
-
The Area General Superintendent or Safety Department Representative must be
present during the OSHA inspection (if available to be onsite within 45 minutes).
-
Contract your local Safety Department when the officer arrives.
2. WHEN OSHA INSPECTOR KNOCKS AT YOUR DOOR:
*** It is company policy not to require a compliance office to have a warrant.
“Showing respect and a positive attitude can go a long way toward making and
OSHA inspection work for you rather than against you”.
-
Accompany the inspector. You’ll want to be available to answer questions,
explain your safe work practices and respond to any allegations of safety
violations. In addition, to fulfill OSHA requirements, you must always have an
employee representative join you for the tour.
-
Maintain a professional tone. You needn’t be afraid to disagree with any
violations; there is nothing wrong with asserting yourself. If you can explain your
situation calmly and coherently, all the better. But whenever you do, do not
become hostile.
Even if an inspector seems unreasonable, do your best to keep the visit on a
purely professional level.
-
Correct problems as soon as possible. Ask a few employees to tag along
during the inspection. Having workers handy will enable you to respond to any
safety flaw and perhaps fix it on the spot, or at least begin the repair in front of
the compliance officer. If you can not do wither one, assign the task and set a
deadline for completions. This will show the inspector that the problem will be
fixed within a specific time period.
5.1 Creating a Safe Job.doc
3. WHEN OSHA ISSUES A CITATION OR PENALTY:
-
Stamp the date on the citation.
-
Notify your local Director of Safety immediately.
-
Fax a copy of the citation or penalty to the Safety Department.
5.1 Creating a Safe Job.doc
SAFETY ISSUE RESOLUTION
Raymond’s goal is to provide a safe and healthful work environment for all our
employees. With out demanding operations temp, the influx of employees new to
Raymond, and the ever-changing regulatory environment; achieving our goal will be
difficult and challenging. The key to success will be clear communications at all levels.
The following resolution model is provided as a guide to the successful resolution of
safety hazard/issues.
Level 1: At this level, safety hazards/issues are generated by jobsite inspections
conducted by the General Contractor, insurance company representatives,
Raymond employees (i.e. Safety Office, Project Manager, Foreman), reports by
the field employees and OSHA. At this level, 90%-95% of hazards/issues are
resolved by Raymond jobsite supervision working with their counterparts. The
Safety Office is used primarily for research/technical data. Notification to the
General Contractor should be in writing. Remember, they are busy also. Job
logs should be appropriately annotated.
Level 2: AT NO TIME SHOULD RAYMOND JOBSITE SUPERVISION DAMAGE
OR DESTROY THEIR WORKING RELATIONSHIP WITH THEIR
COUNTERPARTS. If it becomes evident that safety hazard/issue resolution at
the jobsite level is a “no-win” situation, the safety office and appropriate Project
Manager should be contacted and informed of action(s) taken to date. The
Project Manager and Safety Office will determine the best course of action (i.e.
phone call, correspondence, jobsite meeting) to take with their respective
counterparts.
Level 3: If resolution is not achieved at Level 2, the appropriate Area Manager
will be involved. The Safety Office, appropriate Project Manager, and field
supervision will assist as requested/directed by the Area Manager.
Level 4: This level is the final step before Raymond employees are removed
from the jobsite. At this level Travis Winsor will work with his counterparts for the
Owner and General Contractor to resolve safety hazards/issues unresolved at all
other working levels.
The variety of possible safety hazards/issues is so large that communications must be
clear and concise. There are times when Level 2 or 3 are appropriate from the start.
Good communications will allow flexibility in our approach to resolution. If you have any
questions or doubt on how to proceed, call your local Safety Department and we will
work it out together.
5.1 Creating a Safe Job.doc
SAFETY PROGRAM FOR (SUB)-SUBCONTRACTORS
Raymond’s Safety program is written in full compliance with OSHA standards and
guidelines. Foremen are also required to familiarize themselves with the General
Contractor’s specific safety requirements and ensure that those requirements are met.
1.
(Sub)-Subcontractor will conduct an on-site Safety and Health Program
in accordance with the federal and/or state OSHA Safety Regulations. A copy of
the (sub)-subcontractor’s written safety program will be submitted to Raymond
prior to starting work.
2.
(Sub)-Subcontractor will appoint an on-site Safety Supervisor (may be foreman)
who is designated as the responsible person for their safety program/activities
on-site. The Safety Supervisor will be knowledgeable in safety and have the
authority to mitigate/eliminate hazards relative to the subcontractor’s operations.
a.
b.
c.
d.
The name of the Safety Supervisor will be provided to
Raymond prior to starting work.
(Sub)-Subcontractor (with more than 5 employees on site) shall have at
least one (l) qualified First Aid Person present on the job at all times.
(Sub)-Subcontractor will provide a First Aid Kit sized appropriately to their
number of employees.
If scaffolding is used by (sub)-subcontractor’s employees, (sub)
subcontractor will provide to Raymond the name(s) of their
competent/qualified person(s) and evidence that employees have received
Scaffold User Training in accordance with current OSHA requirements.
3.
(Sub)-Subcontractors with less than 5 employees will attend Raymond’s weekly
tailgate/toolbox safety meetings.
(Sub)-Subcontractor with more than 5
employees on site will be responsible for holding their own weekly tailgate safety
meetings for their employees covering items specific to their work activities.
4.
(Sub)-Subcontractor will provide their workers appropriate protective equipment
and tools along with all necessary training as well as enforcing their use as
required by Federal, State, and local safety codes and regulations.
5.
(Sub)-Subcontractor will notify Raymond of all employee injuries and/or damage
to property the same day of occurrence. Copies of all reports and investigations
to be provided to Raymond.
6.
(Sub)-Subcontractor will, in addition, to compliance with its own safety program
will also abide by Raymond’s and the general contractors/owners programs.
7.
(Sub)-Subcontractor will provide both Raymond and the general contractor
copies of all applicable Material Safety Data Sheets (MSDS).
5.1 Creating a Safe Job.doc
8.
(Sub)-Subcontractor on projects having an Owner Controlled Insurance Program
(OCIP) or Contractor Controlled Insurance Program (CCIP) will complete the
insurance application as soon as possible. A copy of the application to be
provided to Raymond.
SAFETY ORGANIZATION
The purpose and function of the Safety Log Binder is to have a place to consolidate all
safety related documents required by the company. It serves as a location where
corporate and field employees can search out how the program is being run on a
specific project and whether or not it is being implemented to the standards set by the
company. It also serves as a place where our clients and insurance carriers can review
the documents to see that safety logs are up-to-date and contain all significant
information specific to that project. This procedure is important to the Safety Program,
which we take great pride in.
At the beginning of a new project, the company will provide you with a new safety log
binder which will outline the documents necessary.
Tabs in Safety Log Binder
1. Safety Field Reports
2. Daily Jobsite Inspection
3. Incident and Investigation Reports, to include:
• Near Miss Reports
• Property Damage Reports
• Hazard Observation Reports.
• Etc.
4. Forklift / Equipment Daily Inspection
5. Scaffold Release
6. Jobsite Training
7. Weekly Tailgate Meetings
8. Disciplinary Notices
9. Certifications
10. Material Safety Data Sheets (MSDS)
11. IIPP/ WWSP (Raymond Safety and Health Programs)
Reference Project Management Manual Section 6-9 attached for additional information
on Jobsite Safety.
5.1 Creating a Safe Job.doc
How To Complete Incident Investigation Report: (see attached 5.1.j)
DATE OF REPORT: Write in date of completing report.
PERSON REPORTING: Name of person completing report.
JOBSITE NUMBER AND NAME: Write in correct jobsite number and jobsite name. If the
information is unknown, please check with your project manager.
NAME OF INJURED EMPLOYEE: Write in correct employee name as printed on his
paycheck or your computer print out sheet.
INJURY DATE: Write in the actual date of the incident.
INJURY TIME: Write in time of incident and indicate AM or PM.
JOB TRADE: Write in trade name (carpenter, taper, etc.)
EMPLOYEE NO. (NUMBER): Write in employee number. If the employee is a new hire and
employee is newly hired, write in new hire.
EMPLOYEE’S FOREMAN: Write in immediate foreman name who the employee directly
reports to.
INCIDENT LOCATION AT JOBSITE: Indicate exactly where the incident took place on the
jobsite. Example: First floor, atrium.
EMPLOYEE ACTIVITY AT TIME OF INCIDENT: Write in what the employee was doing
at the time of the incident. Example: Standing in a scissorlift at 6 feet, while framing a wall.
DESCRIBE WHAT HAPPENED: Write down exactly how the incident occurred. Indicate
any tools, equipment or material they may have used, how much did it weigh (i.e., and what
body part (i.e. right leg, left knee)
EQUIPMENT/MATERIAL INVOLVED: Write down type of equipment, tools, or material
that was involved in the incident. )i.e. scissorlift, baker scaffold, screw gun, etc).
WITNESS: If there were no witnesses mark the box No. If there were witnesses, mark the box
Yes. Then list names (use first and last names) of all witnesses to the incident. Include any
other subcontractor employees, if any.
INCIDENT RESULTED IN: (MARK ALL THAT APPLY) Check box of what type of
incident occurred, Injury or Illness. If only Property Damage or Equipment damage, check that
box. If the incident was a Close Call, check that box.
5.1 Creating a Safe Job.doc
THIRD PARTY INVOLVEMENT: If the incident involved another company, check the box
Yes and list the name of the company, with address and phone number. If the incident did not
include a third party check the box No.
INJURY/ILLNESS CAUSE FACTORS(S): CHECK ALL THAT APPLY
Work Environment/Conditions: Check one box that applies. If none apply, write Not
applicable (n/a).
Personal Protective Equipment (PPE): Check one box that applies. If none apply, write Not
applicable (n/a).
Personnel Conditions: Check one box that applies. If none apply, write Not applicable (n/a).
INCIDENT/EXPOSURE DATA: (Enter the number of item or items from back cover of
this booklet): All information must be completed in this section.
Type: of Injury/Illness (number(s)): Write the number that applies from the list.
Nature of Injury/Illness (number(s)): Write the number that applies from the list.
Part(s) of Body(number(s)): Write the number that applies from the list.
Physical/Chemical Source of Incident (number(s)): Write the number that applies from the
list.
Causal Incident Factors (number(s)): Write the number that applies from the list.
Disciplinary Action Taken: If applicable, check the box that applies to which type of discipline
was given to the employee.
Unsafe Condition/Equipment/Practice Corrected: If the incident was due to an unsafe act,
check the box Yes. If the incident was not due to an unsafe incident, check the box No, and
write an explanation next to the box.
Recommended Corrective Action(s): Write your explanation of how to correct the situation to
prevent the incident from reoccurring.
Action Taken: Write your explanation of what action was taken to prevent the situation from
reoccurring again. “Sent to the medical clinic” is not an acceptable answer.
Medical Treatment Provided: If medical treatment was not provided, check the box No. If
medical treatment was provided, check the box Yes. Write in the name of the individual who
performed the medical treatment (first aid). If the medical treatment was provided by a medical
facility, write the name of the medical facility.
5.1 Creating a Safe Job.doc
Incident/Accident Witness Statement: (see attached 5.1.o)
This document is to be used when an incident/accident occurs on the job. Any person who
witnessed the incident/accident shall complete this form. This may include person(s) from other
trades on the job.
All information is required to be completed.
5.1 Creating a Safe Job.doc
Workers’ Compensation Claim Form
When an employee has an injury, a workers’ compensation claim form must be completed by the
employee and the foreman. California and Nevada have different forms. See instructions as
follows.
California (see attached 5.1.k)
Form: Workers’ Compensation Claim Form (DWC-1)
Employee Section: Items number 1. through 8. The employee (not the foreman) must complete
each section.
Employer Section: Items number 9. through 17.
After the employee has completed the Employee Section, the foreman will complete this section.
Item number(s) 9. and 10: This section will have a stamp with the company name on it. No
need to complete.
Item number 11.: Write down the date you first knew of the incident.
Item number 12.: Write down the date you gave the employee the workers’ compensation claim
form.
Item number 13.: Write down the date the employee returned the workers’ compensation claim
form.
Item number 14. and 15: This section will have a stamp with the company name on it. No need
to complete.
Item number 16.: The foreman will sign his name here.
Item number 17. The foreman will enter his title: Foreman, General Foreman, etc.
Completion of the form: After the employee and foreman have completed the form, the
foreman will give the employee the fourth copy. The original and two copies are to be submitted
to the Safety Department with all other paperwork involving the incident/accident.
5.1 Creating a Safe Job.doc
Workers’ Compensation Claim Form
When an employee has an injury, workers’ compensation claim form must be completed by the
employee and the foreman. California and Nevada have different forms. See instructions as
follows.
Nevada (see attached 5.1.l)
Form: “Notice of Injury or Occupational Disease”
Employee is to complete this form, not the foreman.
After the employee has completed the form, the foreman will sign at the lower bottom line
marked “Supervisor’s Signature” and write in the date next to the signature. The employee will
sign on the right lower bottom line marked “Signature of Injured or Disabled Employee” and
write in the Date.
The foreman is to give the employee a copy. The foreman will then submit the original copy to
the Safety Department along with other pertinent documents pertaining to the incident.
5.1 Creating a Safe Job.doc
Employee Drug Test After An Incident/Accident
California (see attached 5.1.m)
All employees shall be drug tested after being injured. Except for in Northern California, the
tapers will not be drug tested.
A oral drug test may be given. If an oral drug test is not available, the employee must be sent to
the laboratory to take a urine drug test. Inside your Safety Job Start package you will find a
Quest Diagnostics or Labcorp drug test form.
Quest Diagnostics form: The foreman will locate Item F. Reason For Test on the drug test form
and check mark the box Post Accident.
The foreman will then give the form to the employee to take to the laboratory. The employee
will be given an Employer copy at the laboratory. He is to return that copy to the foreman. The
foreman will submit that form with other pertinent documents to the Safety Department.
Labcorp form:
The foreman will look at Item D. Reason For Test and check mark the box Post Accident.
The foreman will then give the form to the employee to take to the laboratory. The employee
will be given an Employer copy at the laboratory. He is to return that copy to the foreman. The
foreman will submit that form with other pertinent documents to the Safety Department.
5.1 Creating a Safe Job.doc
Employee Drug Test After An Incident/Accident
Nevada (see attached 5.1.n)
All employees shall be drug tested after being injured. If the project is an OCIP or CCIP, the
administrator will issue the drug test.
A oral drug test may be given. If an oral drug test is not available, the employee must be sent to
the laboratory to take a urine drug test. Inside your Safety Job Start package you will find a
Quest Diagnostics drug test form.
Quest Diagnostics form: The foreman will locate Item F. Reason For Test on the drug test form
and check mark the box Post Accident.
The foreman will then give the form to the employee to take to the laboratory. The employee
will be given an Employer copy at the laboratory. He is to return that copy to the foreman. The
foreman will submit that form with other pertinent documents to the Safety Department.
5.1 Creating a Safe Job.doc
5.1 Creating a Safe Job.doc
5.1a Pre-Job Safety Planning Checklist
(see Section 3.2c).doc
SUBCONTRACTOR
JOB SPECIFIC
SAFETY PLAN
SUBCONTRACTOR NAME:
PROJECT NAME:
Section
1
2
3
4
5
6
7
8
9
10
11
TABLE OF CONTENTS
General Description and Scope of Work
Project Team
Safety Compliance
Primary Safety Concerns
Training
Hazard Analysis
Personal Protective Equipment
Accident/Injury Reporting
Substance Abuse Prevention and Detection
Crane Safety Procedures
Other Safety Issues
Attachment:
Subcontractor Job Hazard Analysis
Rev. 01/2016
5.1b Subcontractor Job Specific Safety Plan GENERIC.doc
SUBCONTRACTOR
JOB SPECIFIC
SAFETY PLAN
1.
GENERAL DESCRIPTION AND SCOPE OF WORK
2.
PROJECT TEAM
Project Manager
Project Superintendent
Safety Representative
Competent Person(s)
Task:
Task:
Task:
Name:
Name:
Name:
Estimated number of employees to be working on-site:
3.
SAFETY COMPLIANCE
It is this contractor’s intention to be fully compliant with all safety
requirements and regulations that apply to this job-site including but not
limited to:
- State and/or Federal Occupational Safety and Health Standards for
the Construction Industry.
- General Contractor Safety Manual
- General Contractor Project Safety Plan
- This Company’s Safety Program
- Project Owner’s safety requirements
It is the responsibility of this company, specifically the individuals listed in 2
above, to enforce the safety of our employees while on this job-site.
1
4.
PRIMARY SAFETY CONCERNS
A. ____________________________________________
B. ____________________________________________
C. ____________________________________________
D. ____________________________________________
5.
TRAINING
-
Employee Orientation/indoctrination
All employees working on this project shall receive a site specific
orientation/indoctrination that addresses the following subjects.
 General safety orientation
 Hazard Communication
 Fall protection (OSHA Standards Subpart M)
 Site specific conditions and/or hazards
 Personal protective equipment
 Emergency Action Plan procedures
 Emergency Response procedures
-
Weekly Toolbox Meeting
Day of week/time:
Location:
Legible copies of the meeting attendance sheets will be forwarded
to the general contractor immediately following the meeting.
6.
HAZARD ANALYSIS
Prior to the commencement of any work on this project a thorough
Hazard Analysis will be performed to identify the hazards and other
safety issues and concerns associated with the work to be
accomplished. The Hazard Analysis shall be in written form and include
the methods by which hazards will be eliminated. The completed
Hazard Analysis is included in this Plan as an attachment.
7.
PERSONAL PROTECTIVE EQUIPENT (PPE)
All employees shall wear, at a minimum, the following PPE and clothing:
Hardhat
Full body harness and appropriate lanyard when working above 6
feet and guardrails are not present.
Hand protection as required
Eye protection
Proper long pants and shirts with sleeves
Sturdy work boots
Hearing and respiratory protection as required
2
8.
ACCIDENT/INJURY REPORTING
All incidents of serious nature shall be reported immediately to the general
contractor’s superintendent. Injury and investigation reports for all lost-time
injuries shall be forwarded to the general contractor.
Subcontractor point of contact in the event of an emergency:
Name:
Phone Number:
Name:
Phone Number:
Emergency Action Plan
The procedures as described in the General Contractor Safety Plan shall be
followed.
Facilities for the treatment of on-the-job injuries
All employees of this subcontractor that require professional medical
treatment while on this job-site will be transported to:
_____________________________________________________
_____________________________________________________
_____________________________________________________
9.
SUBSTANCE ABUSE PREVENTION AND DETECTION
An active substance abuse program that includes new hire and postaccident drug testing does____ does not____ exist for our company.
10.
CRANE SAFETY PROCEDURES
Anticipated crane requirements for this project:
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Do ___ Do Not ___ plan to subcontract own mobile crane.
3
11.
OTHER SAFETY ISSUES:
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
This job Specific Safety Plan has been prepared specifically for:
__________________________________________________
Project Name
By a representative of:
__________________________________________________
Company Name
I, as a member of the Project Team, have read and am fully
aware of the contents of this Plan. Additionally, my company is
aware of and understands the safety requirements governing this
job-site and will, in good faith, attempt top perform all tasks in
accordance with same.
___________________________________________________
Signature of Project Team Member
________________
Date
4
PRE-JOB START SAFETY PLANNING CHECKLIST
Job Information
Date
Job Name
General Foreman
GC
Job Number
Project Manager
Please check one New Construction
Remodel
Office
Trailer
Gang Box
Safety Poster Set (Trailer and Office only)
Please choose accordingly
1. ENVIRONMENTAL CONCERNS
a. Asbestos
b. Lead (Testing/Sampling)
c. Mold (Send letters outlined in Raymond’s mold policy)
2. POWER/LINES
3. STOCKING/STORAGE (STREET UNLOADING/TRAFFIC CONTROL/WEATHER/THEFT/SAFETY “CLEARENCES”)
4. FIREPROOFING – SIGNAGE
5. SCAFFOLDING
a. Type
b. CAL/OSHA or FEDERAL Permits
c. Scaffold Release(s) (Send letter to sub-sub’s using scaffold)
d. Training
e. Signage
6. AERIAL DEVICES
a. Boom Lift
b. Scissor Lift
c. Training
7. CRANE OPERATION
8. FORKLIFT OPERATION
a. Type
b. Training
9. POWDER ACTUATED TOOLS
a. Training/Licenses
b. Signage
10. LASER(s) – SIGNAGE
11. HOT WORK
a. Permit(s)
b. Type (Gas/Electric)
c. Fire Extinguisher(s)
12. FUEL
a. Type
b. Storage
c. Signage
d. Fire Extinguisher(s)
13. GFCI’s
a. Lights
b. Fans
c. Heaters
14. FALL PROTECTION
a. Railings/Cables (Question if cables are engineered for tying off)
b. PFAS
c. Anchors
15. CAST PRODUCTS BEING USED?
2
16. SITE CLEANUP
17. MSDS (Copy to GC, foreman, Safety Office)
18. PERSONAL PROTECTIVE EQUIPMENT
a. Skin Exposure
b. Respiratory Exposure (Medical Evaluation)
c. Training
19. OSHA CERTIFICATE/REQUIRED TRAINING LOG
20. SUB-SUBCONTRACTORS?
21. PRE-JOB START SAFETY CHECKLIST (Review)
22. COPY OF RAYMOND SAFETY PROGRAM ON SITE
23. LABOR CONCERNS (EEOC, EDD PROGRAMS, ETC..)
Other Notes:
Attendees:
Estimator
Foreman
Project Manager
Safety Personnel
Superintendent(s)
Superintendent(s)
Project Engineer
Guest
3
5.1d Pre-Job Start Safety Planning Checklist.doc
RAYMOND
JOB HAZARD ANALYSIS
DATE:
JOB NAME:
SPECIFIC TRADE WORK:
ACTIVITY
HAZARD(S)
* Fabrication of interior/
* Fall hazards to
exterior wall systems, soffits,
employees performing
columns, and other
work greater than 6' off
architectural elements
the ground
ABATEMENT
PROCEDURE(S)
* Use of guardrails and/or perimeter cables as the
primary fall protection method.
* Personal fall protection systems to be used in
the absence of guardrails/ perimeter cables
* Competent person assigned to ensure the "work
ready " status of fixed scaffolds, mobile scaffolds,
scissor lifts, boomlifts, and ladders on a daily
basis. Equipment inspection to be documented
using approved Raymond forms.
* Competent person to ensure proper access to
elevated work platforms is maintained at all times.
* All employees working on scaffold systems to be
graduates of the Raymond Scaffold User Course.
* Safe practices specified in the Raymond Written
Work Place Safety Program (WWSP) for scaffold/
ladder use to be enforced
* ALL
* Falling objects, debris
* Post appropriate signs warning of overhead work.
* All employees to wear appropriate head
protection.
* Toeboards and safety/debris nets to be used,
as needed, on all openings and work platforms
* Good housekeeping practices to be enforced
to minimize the potential for falling objects/debris.
* Competent person to be aware of and take
appropriate precautions for actual or forecasted
high winds.
ACTIVITY
HAZARD(S)
* Use of electrical powered
* Electrical shock
tools and equipment
ABATEMENT
PROCEDURE(S)
* All electricaL cords will be in good condition with
no jacket cuts or exposed conductors
* GFCI's will be used on all power sources with
grounding pins in place
* If for any reason GFCI's are not available the
Raymond Assured Equipment Grounding Conductor
(AEGC) Program will be implemented.
* Welding
* Eye injuries, burns, fire
hazard, electrical shock,
and toxic gases/fumes
* Welders to wear appropiate eye, face, body, and
hand personal protective equipment.
* Fire extinguishers will be readily available and a
fire watch posted.
* Precautions to be taken to ensure other
employees are protected from eye injuries
* Ensure good housekeeping practices are
enforced in welding areas.
* GFCI's and appropriate grounding practices to be
used.
* MSDS's for welding materials to be reviewed and
appropriate respiratory protection used as
necessary.
* Compressed gas cyclinders, if used, will be
handled and stored in accoudance with OSHA
guidelines.
* Laser operations
* Eye injuries
*Only trained and authorized employees may
operate laser equipment.
* Warning signage to be posted in laser operating
areas.
*Lasers to be labeled with maximum output.
* If required ( I.e. output 5 milliwatts or greater), eye
protection to be worn
* Power actuated tool
(PAT) use
ACTIVITY
* Eye, face, and body
injuries
* High noise levels
* All PAT users to be trained and have a valid
operator's license
HAZARD(S)
ABATEMENT
PROCEDURE(S)
* Warning signage to be posted in PAT operating
area
* Power actuated tool
(PAT) use (continued)
* Appropriate eye, face, and body protective
equipment to be used by all PAT users
* Hearing protection to be worn during PAT
operations
* Metal chop saw use
* Eye, face, and hand
injuries
* High noise levels
* Fire hazard
* Material handling
* Saw users will use both eye and face protection
(I.e. Safety glassed and face shield)
* All guarding to be installed and maintained in
working condition.
* Chop saw tables with spark guard to be used
when practical. Fire extinguisher to be readily
available.
* Good housekeeping practices to be enforced
around chop saw operations.
* Chop saw tables, team lifting, and proper lifting
techniques to be used to minimize material
handling injuries.
* Hearing protection is required
* All
* Heat stress
* Drinking water and drinking cups to be provided
for employees through out the jobsite
* Products (I.e. Bandana, hat insert, sweat
bands, and nape protectors) designed to
minimize/ reduce the effects of heat to be
provided to all employees.
* Administratively rotate employees to reduce
direct exposure to the sun. Plan work schedules
so as to keep employees in shade, if possible, and
plan heavy work for coolest part of the day
*Instruct employees in how to avoid heat stress
disorders
*Ladders
* Finishing coatings,
painting and theming
ACTIVITY
* Falls from elevation
* Ensure all employees comply with Raymond's
Code of Safe Practices for ladder use.
* Toxic fluids, gases, vapors,
fumes, and dust
* All painters to be given training/refresher
training on respirator use and the Raymond
Respiratory Protection Program
* Ensure MSDS's are received/available for
HAZARD(S)
ABATEMENT
PROCEDURE(S)
products being used.
* Raymond procedures for hazardous material
storage and disposal to be reviewed and
implemented.
* Proper wraps/ barriers to be used to minimize
exposure to other employees and the public.
* Finishing coatings,
painting, and theming
(continued)
* Cast Products Uncrating *Puncture/contusion
of Cast Product / GFRC
wounds, slivers & struck
architectural elements
by injuries
* Appropriate hand and foot protection (i.e. steel toe
boots or clip on steel toes) to be worn.
* Appropriate hand tools to be used to open crates.
* Remove/bend over nails on crating material and
stack neatly to the side.
* Brace cast product so it doesn't move unexpectedly.
Cutting cast
product/GFRC
* Eye, hand, respiratory
skin & struck-by injuries
* Appropriate eye protection (goggles recommended),
hand protection (lotion product or paper sleeves) respiratory protection (N-95 or better particulate respirator
required and foot protection (steel toes) required for all
employees performing and/or in close proximity to
cutting activities.
* Brace cast product to prevent unexpected movement.
* Use as required, mechanical ventilation to minimize
dust exposure.
* Review all MSDS's associated with the cast product/
GFRC activity for hazards and required protection
measures.
Material handling of cast * Sprain and strain injuries.
Struck-by injuries, trips
product / GFRC
and falls.
* Maximum use of material handling aids (i.e. hand truck,
forklift, hoist, etc.)
* Use proper lifting techniques for manual material
handling.
* Use team lifting for cast products weighing 80# or
more. Recommend 2 employees for 125#,
3 employees for 175#.
* Inspect route of travel vto ensure unimpeded access
to the installation area(s).
* Installation of cast
product / GFRC.
* Fall, overhead, scaffold,
aerial device and powered
/unpowered tool hazards.
* Appropriate fall protection system(s) to be used for all
work above 6 feet.
* All installation employees to be briefed on pinch points
created during positioning/installation of cast products.
* Use appropriate signage/tape to warn of overhead
work in the installation area.
* Inspect all powered/unpowered tools and electrical
cords to ensure their safe condition.
* A competent person must be available to ensure the
'work ready' status of scaffolds, ladders, work stands
and aerila devices on a daily basis.
* A competent person must be available to ensure the
suitability of fall protection system(s) to be used during
installation activities. This evaluation must be done on
a daily basis.
* Forklift Operations
* Property/material damage
* Overloading, speeding
and overhead clearances
* Pedestrian traffic
* Only trained and authorized drivers will operate
forklifts.
* Operators will wear seatbelts whenever operating
equipment.
* Forklifts shall have operable back-up alarms.
* Posted forklift rules to be enforced.
*All
* Exposure to open
trenches, elevator shafts,
floor openings, and
leading edge work.
* Ensure all openings are properly barricaded or
properly covered and clearly marked.
* Personal fall protection systems to be used in the
absence of barricades and/or covers.
* All material stocked on floors shall be 6' from hoistways or floor openings and 10' from exterior walls
walls which do not extend above the stored material.
*All
* Exposed rebar ends
* Coordinate with general contractor to ensure rebar
protective covers are used where employees are
exposed to potential impalement or scratch/laceration
hazards.
*All
* Communicable Diseases
* Employees shall not drink from waterjug spickets.
* Single serving cups and trash receptacles shall be
provided with all waterjugs.
*All
* Exposure to jobsite
* Coordinate with general contractor/subcontractors to
motorized heavy equip-
ensure equipment is equipped with appropriate
ment
warning devices.
* Minimize the number of people in the area of heavy
equipment operation.
* Train employees in the hazards assciated with heavy
equipment operation.
ACTIVITY
HAZARD(S)
ABATEMENT
PROCEDURE(S)
*All
* Asbestos/Lead
* Raymond employee shall not engage in any abate-
Exposure
ment activity (i.e. Removal/encapsulation.
* Raymond employees do not work in areas containing
asbestos or lead until abatement activity is complete.
* Employees will be informed as to where, how much,
and abatement of lead and asbestos.
*All
* Mold
* All mold work activity by Raymond employees will
be at the direction of the building owner/general
contractor.
* Raymond employees will remvoe/replace building
materials damaged by mold/moisture only.
Employees will not abate/treat mold.
* Contact the safety office for protocols on personal
protective equipment and disposal of damaged
building materials.
*Crane operations for
positioning/stocking
construction material.
* Electrical shock from
overhead power lines
* Overloading
* All employees involved in crane operations will be
trained in crane safety procedures and lift hand
signals.
* Proper signage and barricades to be used.
* Equipment failure (i.e.
slings, books, etc.)
* Daily inspections to be conducted of equipment
(i.e. hooks, slings) used to lift loads.
* Struck-by mishaps due
to load lifts and crane
swing radius.
* Miscommunications
between crane operator
and hook up/unhook
employees.
MEMORANDUM
DATE:
TO:
G.C?
RE:
The Raymond Group
FROM:
Raymond employees shall not be exposed to fall hazards. 100% continuous fall protection for fall
hazards greater than six (6) feet will be enforced for the duration of the project. See below for
application to work on ladders.
All fall protection equipment / systems used on this project shall comply with OSHA standards
and all project safety guidelines. The primary fall protection equipment / systems to be used by
Raymond are safety railings / cables and personal fall arrest systems. Fall protection is required,
as a minimum, under the following examples.
•
When working on either fixed or rolling scaffold platforms, safety rails (i.e. top and mid)
will be the primary fall protection system. If rails are removed, for any reason, fall
protection will be provided by personal fall arrest systems.
•
If working from a telescoping, articulating, or rotating type lift, personnel shall wear a full
body harness attached to a shock absorbing lanyard, secured to an appropriate
anchorage point.
•
When working on a ladder higher than six (6) feet from a solid surface, if the employee’s
body extends past the side rails or if a vertical ladder extends twenty (20) feet or greater,
then fall protection will be provided using a personal fall arrest system.
•
When working on the project’s roof area and more than ten (10) feet from the building’s
perimeter the primary means of fall protection will be perimeter safety cables.
•
When working on the project’s roof area within ten (10) feet of the building’s perimeter or
if perimeter safety cables have been removed, a lifeline system (i.e. lifeline, body
harness, rope grab lanyard, appropriate anchorage point) will be used.
Raymond employees who have fall protection questions or who observe fall hazards, are
encouraged to contact their supervisor immediately. Supervisors shall ensure all Raymond
employees on this project are trained so as to be knowledgeable of fall protection requirements
contained in this plan.
For any questions concerning this plan, contact, Raymond Safety Office, 1 (800) 874-4878 ext.
348.
5.1.g Fall Protection Requirement Letter.doc.
RAYMOND GROUP
BEST MANAGEMENT PRACTICES (BMP)
Disposal Alternatives
DISCHARGE/ACTIVITY
Material Delivery/Storage
* Concrete Compounds
* Plaster Products
* Fuels
Material Preparation/Mixing
3/06
USE/DISPOSAL METHODS
1. Bulk storage will be on ground
protected by plastic sheeting. Pallets
will be used for storage whenever possible.
2.
All fuels brought onsite will be stored
using spill containment pallets or platforms.
3.
Refueling operations will be conducted
over ground protected by plastic sheeting.
4.
Dry product in containers damaged
during deliver/storage will be repackaged
as soon as possible.
5.
Wet / liquid product that is spilled will be
cleaned up using an appropriate absorbent
material, packaged, and removed to an
an appropriate waste facility.
6.
In the event of inclement weather all bulk
storage will be covered by plastic sheeting.
1.
Mixing equipment will be set-up over ground
protected by plastic sheeting.
2.
Wastewater resulting from mixing at
equipment / tool clean-up will be contained
in a plastic lined wastewater tub.
3.
Wastewater will be reused for mixing
activities as much as possible.
5.1h SWPP.xls
RAYMOND GROUP
BEST MANAGEMENT PRACTICES (BMP)
Disposal Alternatives
DISCHARGE/ACTIVITY
USE/DISPOSAL METHODS
4. Sediment from wastewater will be combined
by an appropriate absorbent material,
packaged, and removed to an appropriate
waste facility.
Excess Paint (Oil-based)
1.
Recycle / reuse
Excess Paint (Water-based)
2.
1.
Dispose as Hazardous Waste
Recycle / reuse
2.
Dry in residue cans, dispose as trash.
3.
If volume is too much to dry,
dispose of as hazardous waste.
Paint Cleanup (Oil-based)
Wipe paint out of brushes, then;
1. Filter and reuse thinners, solvents.
2. Dispose of as Hazardous Waste.
Paint Cleanup (Water-based)
Wipe paint out of brushes, then:
1. Rinse to sanitary sewer.
Empty Paint Cans (dry)
1.
Remove lids, dispose of as trash.
Paint Stripping (with solvent)
1.
Dispose of all Hazardous Waste.
Building Exterior Cleaner
(High pressure washer)
1.
Prevent entry into storm drain and
remove offsite.
2.
Wash into dirt area, spade in.
3.
Collect (e.g. mop up) and discharge
into sanitary sewer.
3/06
5.1h SWPP.xls
RAYMOND GROUP
BEST MANAGEMENT PRACTICES (BMP)
Disposal Alternatives
DISCHARGE/ACTIVITY
Non-hazardous paint scraping/
Sand Blasting
USE/DISPOSAL METHODS
1. Dry, sweep, dispose of as trash.
Soil Erosion, sediments
1.
Cover disturbed soils, use erosion
controls, block entry to storm drain.
Fresh cement, grout, mortar
1.
Use / reuse excess.
2.
Dispose to trash.
Non-hazardous construction and
demolition debris.
1.
Recycle / reuse
2.
Dispose as trash
Saw cut slurry
1.
Use dry cutting technique and sweep
up residue
2.
Vacuum slurry and dispose off-site.
3.
Block storm drain or berm with low
weir as necessary to allow most
solids to settle. Shovel out gutters;
dispose residue to dirt area,
construction yard or landfill.
Cleaning driveways, paved areas*
1.
*Note: Local drought ordinances
may contain additional restrictions.
Sweep and dispose of as trash.
(dry cleaning only)
2.
For vehicle leaks, restaurant/grocery
alleys, follow this 3-step process:
Clean up leaks with rags or absorbents
Sweep, using granular absorbent
material (cat litter).
c. Mop and dispose of mop water to
sanitary sewer (or collect rinsewater and pump to sanitary sewer).
a.
b.
3/06
5.1h SWPP.xls
RAYMOND GROUP
BEST MANAGEMENT PRACTICES (BMP)
Disposal Alternatives
DISCHARGE/ACTIVITY
VEHICLE WASTES
Used Motor Oil
Automobile batteries
3/06
USE/DISPOSAL METHODS
3.
Same as 2 above, but with rinse water
(2c) (no soap), discharge to storm drain.
1.
Use secondary containment while
storing, send to recycler.
1.
2.
Send to battery recycler
Take to recycling center.
5.1h SWPP.xls
PPE Protocols for Product Removal
 In the event Raymond is requested to remove water damaged products that may
potentially contain mold, immediately contact the Safety Department for
assistance in identifying appropriate PPE, training requirements, and
remediation procedures.
 The U.S. EPA currently suggests the appropriate personal protective equipment
(PPE) be based on the total surface area infected by mold. The following list of
PPE considers worst case scenario:
1.
2.
3.
4.
Paper protective suits
Chemical goggles
Chemical, long sleeve gloves
N99 particulate respirators
NOTE: The general contractor or mold specialist working for the general
may require ½ face, cartridge respirators. If this occurs, keep in mind that
medical evaluations must be done along with mask fitting. This process can
take 2 to 3 days.
 Thoughts to ponder:
1. Product removal conducted only under the direction of the general
contractor.
2. Minimize the disruption of mold on product being removed.
3. Do not throw/drop mold infected product. Doing so will release mold
spores into the air and they can infect other product in the area.
4. Double bag infected product in plastic trash bags. The bags can be
placed into ordinary trash/garbage containers.
5. Employees should wash their hands before eating, smoking, or going
home.
5.1q PPE Protocols.doc
6-9: JOBSITE SAFETY
FUNCTION
The function of this process is to keep the project managers actively involved with the
safety procedures and informed of injuries and unsafe practices that may occur on a
specific construction jobsite.
PROCESS
The following is a summary of the steps required to process the Asbestos/Lead Policy
to be used as a guideline.
1. The Project Manager requests information from the General Contractor.
2. The Project Manager forwards reports to the Safety Department for review and approval.
3. The Safety Department notifies the Project Manger when to start work at the jobsite.
The following is a summary of the steps required to process the Mold Policy to be used
as a guideline.
4. The Project Manager requests information from the General Contractor.
5. The Project Manager forwards reports to the Safety Department for review and approval.
6. The Safety Department notifies the Project Manger when to start work at the jobsite.
The following is a summary of the steps required to process the Jobsite Safety
Inspection Report to be used as a guideline.
1. The Project Manager walks the construction jobsite a minimum of once a month to review safety
procedures as indicated on the jobsite safety inspection report.
2. Upon completion of this report, the Project Manager reviews his/her findings with the Field
Superintendent and gives a copy of the completed report to the Superintendent for his job files.
3. The Project Manager distributes a copy of the completed report to the Field Supervisor and the
Safety Office.
4. The Safety Office and forwards this report on to our insurance company.
5.1r Jobsite Safety PM Manual.doc
BEST PRACTICES
The following are best practice considerations to be used as a guideline.
1. Project Managers should acquire scaffold user cards and OSHA 10 Certification at the minimum
in order to educate themselves and enhance their abilities to correctly identify safety hazards,
violations, procedures, and to recognize safe practices on the construction jobsite.
2. Project Managers should fill out a Jobsite Safety Inspection Report at least two times per month.
The job should be walked with the foreman and a copy of the completed report should be routed
to the Division Manager.
Format and Flow Chart Files:
6-9 Safety.pdf
6-9-2 Asbestos-Lead Policies.jpg
6-9-3 Jobsite Safety Inspection Report.jpg
6-9-4 Asbestos Lead Policy.doc
6-9-4-AA1 RFI Form 2.23 - Asbestos Lead Policy.doc
6-9-4-AA2 RFI Form 2.2.23 - Asbestos Lead Policy.doc
6-9-4-AB FORMAL Initial Inquiry Lead-asbestos.doc
6-9-4-AC - Follow Up to Lead - Asbestos Inquiry.doc
6-9-4-AD - Exclusions and Qualifications.doc
6-9-5 Jobsite Safety Inspection Report.xls
6-9-6 Mold Policy.DOC
6-9-6-1A - Potential Water Damage Letter.DOC
6-9-6-2A - Water Damage Letter.DOC
6-9-6-3A - Water Intrusion Incident Form.DOC
6-9-6-4A - PPE Protocols for Product Removal.DOC
6-9-6-5A -Sample Mold Qualifications 1.18 .DOC
8/9/2006
12/14/2005
12/14/2005
6/6/2007
6/6/2007
6/6/2007
6/6/2007
6/6/2007
6/6/2007
12/22/2005
12/21/2005
12/21/2005
12/21/2005
12/21/2005
12/21/2005
12/21/2005
5.1r Jobsite Safety PM Manual.doc
ASBESTOS & LEAD POLICY
Buildings Containing Asbestos/Lead
Raymond does not perform any class/type of asbestos or lead abatement work and does not
expose its employees to environments that contain these materials. The following materials must
be treated as asbestos-containing, unless specified procedures are followed to determine
otherwise, in compliance with current EPA and OSHA standards.
1.
Thermal System Insulation (TSI) and surfacing materials which are defined as
material that is sprayed, troweled-on or otherwise applied to surfaces (such as
acoustical plaster on ceilings and fireproofing materials on structural members, or
other materials on surfaces for acoustical, fireproofing, and other purposes) in
buildings or substrates constructed in 1980 or earlier.
2.
Asphalt and vinyl flooring material installed in 1980 or earlier.
3.
Any other materials (i.e. Taping mud, plaster, etc.) that the building owner has actual
knowledge that is, or should have known it to be, asbestos and/or lead containing.
Building owners are assigned specific responsibilities under the EPA and OSHA asbestos and lead
standards to identify asbestos/lead containing materials, retaining records of all activities involving
asbestos/lead materials, and conveying this information to all employees working in or on their
building.
Early in the bidding/contract process the question of whether asbestos containing materials are
present shall be determined.
A “RFI” (attachment A1) to the general is the required method. The letter must address the
following:
1. Written documentation there is no ACM/LCM within the project area; or,
2. Written documentation identifying the location and quantity of ACM and/or LCM and
method of prior abatement; and,
3. Is any Demolition and/or abatement activity to be done?
When an abatement contractor abates asbestos/lead a “Certificate/Report of Abatement,” will be
prepared by the abatement contractor. You shall acquire a copy of the certification/report before
evaluating how to proceed with work in the area.
NOTE: Abatement may involve removal or encapsulation in place (EIP). If EIP is done, you
shall confirm that our scope of work will not require activity which will disturb the
encapsulation.
Raymond employees do not work in areas containing ACM/LCM if there is any potential for
disturbing the material until abatement is completed and certificate/report of abatement
documentation is provided. Also, do not move equipment and materials into an abatement area until
the certificate/report of abatement is provided. Equipment and materials can become contaminated
requiring their abatement (cleaning and/or disposal) at significant cost.
Raymond employees must be briefed on all asbestos/lead issues/activities before starting work. The
Raymond Safety Department will assist you with the employee training and briefing documentation.
Summary:
If your project involves a building(s) constructed in 1980 or earlier you must presume the presence
of asbestos and/or lead until you have documentation showing otherwise. Documentation required:
1. Written documentation there is no ACM/LCM within the project area; or,
2. Written documentation identifying the location and quantity of ACM and/or LCM and
method of prior abatement.
3. Is any Demolition and/or abatement activity to be done?
•
•
•
Don’t wait until the last minute to ask questions.
Use the same process for lead that you use for asbestos.
Do not accept verbal assurance…get it in writing.
Installation of Lead Products
Raymond does not have liability insurance covering activities involved with the installation of lead
products.
The installation of lead products is normally associated with health care facilities (i.e. x-ray room
walls). No estimating or project management activity concerning the installation of lead products
will occur, until the Raymond Safety Director and CEO are fully briefed and approve the
project. There are NO exceptions.
Attachments:
A1 / A2
Sample pre bid RFI templates (2).
B.
Sample letter template for initial project inquiry concerning asbestos and/or lead.
C.
Sample letter template for follow up on the initial inquiry concerning asbestos and/or
lead.
D.
Sample exclusions and qualifications appropriate to lead and asbestos.
Incident Investigation & Reporting Procedures
We will report all incidents including:
1.
2.
3.
4.
5.
6.
7.
Employee & Non-Employee Injury Incidents
Unsafe Conditions
Near Mishaps
Property Damage
Theft
Auto Accidents
Fatalities
EMPLOYEE INJURY INCIDENT PROCEDURES:
1. Render assistance to the injured employee: Call 911 only if necessary. If you are
uncertain 911 should be called notify your supervisor ASAP!
2. Offer treatment immediately. If the employee refuses medical treatment, have the
employee complete the “Refusal to file WC Benefits Form “(appendix J).
3. Notify the employee’s supervisor of the incident immediately.
4. The employee’s supervisor must notify Margie Loya immediately.
5. All injured employees will be accompanied to the designated medical treatment facility
by their supervisor.
6. Perform a through incident investigation. All incidents must be performed by someone
who has received Qualified Incident Investigation Training.
7. Complete an Incident investigation report (appendix K). This report cannot be completed
by the injured employee or anyone involved in the incident.
8. Within 24 hours, send or fax initial information to the Safety Department Attention
Margie Loya. Send or fax Margie a completed incident report after all information has
been gathered (within 72 hours). If more time is needed to complete the investigation you
must notify Margie Loya ASAP.
9. Injured employees must call Margie Loya immediately after a doctor visit to report
results.
FAILURE TO REPORT INJURIES ON TIME IS A MANDATORY
WRITTEN WARNING WITH 1 DAY OFF WORK WITHOUT PAY.
SUBSEQUENT VIOLATIONS WILL RESULT IN INCREASED
DISCIPLINARY ACTION, UP TO TERMINATION!
Incident Investigation & Reporting Procedures
Page 2
INJURY/ACCIDENT
PROCEDURES
Injury Accident
1. Post Accident Drug &
Employee
Accepts
Treatment?
Alcohol Test.
2. Give clinic map & form
3. Complete Refusal of Medical Treatment form.
4. Telephonic report to Margie,
Gen. Supt and PM.
6. Job-log entry.
7. Conduct Accident
Investigation document.
No
Yes
Ist Aid Kit
Treatable?
No
Yes
1. Treat Injury.
2. Post Accident
Drug & Alcohol
Test.
Is the Job an
OCIP/ CCIP?
No
Yes
Is a
First Aid Station
Available?
No
Yes
Follow OCIP/
CCIP procedures.
Give clinic map.
In case injury
requires treatment
at a later time.
1. Job-log entry
2. Conduct
Accident
Investigation
Report..
Make sure:
1. Employee has clinic map &
form (C-1 LV/DWC-1 CA)
2. Post accident drug &
alcohol test given.
1. Job-log entry
2. Telephonic report to Margie,
General Supt and PM.
3. Conduct accident investigation document.
4. Secure equipment involved,
if applicable.
1. Treatment is Ist priority.
2. Call Onsite Health & Safety.
3. Give clinic map.
(C-1 LV/ DWC-1 CA)
4. Post accident drug test.
5. Telephonic report to Margie,
General Supt and PM.
6. Job-log entry
7. Conduct accident investigation
document.
8. Secure equipment involved, if
applicable.
OR
Employee
Needs
Additional
First Aid
1. Call On-Site Safety & Health
(866) 998-2750
2. Telephonic report to Margie
(714)231-4317
3. Conduct Accident Investigation
document.
Coordinate with
superintendent &
Margie on modified
work, if applicable.
FOOTNOTE
Margie will notify CEO,
CFO, Director of Safety
and Area Manager..
6-1: MANAGEMENT TECHNIQUES
FUNCTION
The purpose of this section is to provide some productivity techniques and ideas
for our various trades. The ideas in this section have been gathered from our
field leaders through our periodic summit meetings and are collected by the
specific meeting dates in no particular order. Since our goal is continuous
improvement, techniques and ideas found in this section need to be updated as
new technologies and methods become available. Therefore we invite your
comments and suggestions for improving our processes.
PROCESS
View these notes as a collection of thoughts about our work that has been
generated through the process of thinking about the things that will help the
productivity of our overall organization. Some of the items can be directly
controlled by you, and others cannot.
We encourage you to use this section of the manual to keep your own notes and
ideas about ways to be more productive. Also, since we are having periodic and
ongoing leadership summits and will continue to update these ideas, we would
encourage you to contribute new ideas that you may have that could benefit our
organization.
6.1 Management Techniques.doc
7-1: ANTI-HARASSMENT
AND DISCRIMINATION POLICY
What is Sexual Harassment?
The EEOC has defined sexual harassment in its guidelines as:
“Unwelcome sexual advances, requests for sexual favors, and other verbal or
physical conduct of a sexual nature when:
 Submission to such conduct is made either explicitly or implicitly a
term or condition of an individual’s employment,
OR
 Submission to or rejection of such conduct by an individual is used as
a basis for employment decisions affecting such individual,
OR
 Such conduct has the purpose or effect of unreasonably interfering
with an individual’s work performance or creating an intimidating,
hostile, or offensive working environment.”
What is a Hostile Work Environment?
 A hostile work environment occurs where workplace conduct unreasonably
interferes with an employee’s work performance or creates an intimidating
work environment.
 Conduct constituting environmental harassment can be committed by
supervisors, fellow employees or even customers or suppliers.
7.1 Anti-Harassment and Discrimination Policy.doc
Examples of conduct which can create an offensive work environment include:








Discussing sexual activities or dating
Unnecessary touching or brushing against a person’s body
Commenting on physical attributes
Pervasive displays of nude or suggestive pictures
Leering or ogling
Using demeaning or inappropriate terms (“Sweetie” or “Hunk”)
Unseemly gestures
Graffiti written on walls
What is the difference between sexual harassment and friendly behavior?
 A single comment or incident might not be sexual harassment, but a pattern
of this type of behavior probably will be.
 The critical element is whether the behavior is perceived as unwelcome by
another person.
Rule of Thumb…..
Ask yourself: Would you want someone from your family to be treated this way
or would your behavior change if someone from your family was in the room?
What is Defamation?
 Defamation, which may be written or verbal, involves communicating to
others something which harms the reputation of another person, where the
statement was made falsely or with reckless disregard for the truth.
 Rumors spread among co-workers can constitute defamation, and can result
in lawsuits and excessive damages.
7.1 Anti-Harassment and Discrimination Policy.doc
Other Forms of Harassment:
 The same laws that protect employees from sexual harassment also apply to
other forms of harassment including age, race, disability, creed, color,
religion, or national origin.
 The harassment may be spoken, written, or physical.
 It may be unreasonably abusive, present an offensive work-related
environment and adversely affect a reasonable person’s ability to perform
the job.
Examples…..
 Repeated slurs
 Written offensive language
 Pervasive humiliation or ridicule
7.1 Anti-Harassment and Discrimination Policy.doc
SUMMARY OF RULES
Rule 1(a)
Watch What You Say – Don’t Make Threats.
Rule 1(b)
Watch What You Say – Don’t Make Promises.
Rule 1(c)
Watch What You Say – Don’t Denigrate.
Rule 1(d)
Watch What You Say – Don’t Ask Improper Questions.
Rule 2
Keep an accurate record of hours worked – Ensure that time and onehalf is paid for all hours worked over 40 in any work week.
Rule 3
Be sensitive to implications of Sex Harassment.
Rule 4
Document everything.
Rule 5
Be consistent
Rule 6
Be safety conscious
Rule 7
Seek outside help whenever unusual circumstances arise.
Rule 8
Consider all implication of a Leave Request, or any other special
request.
Rule 9
Take all situations in which termination is implicated or threatened
seriously.
Rule 10
Be aware of the Laws – Take advantage of every opportunity to
familiarize yourself with the laws and legal doctrines that impact
supervisory conduct.
7.1 Anti-Harassment and Discrimination Policy.doc
THE RAYMOND GROUP POLICY ON UNLAWFUL HARASSMENT
The Company is committed to providing a work environment free of unlawful harassment. Company policy
prohibits sexual harassment and harassment because of race, religious creed, color, national origin, ancestry,
physical or mental disability, medical condition, marital status, age, sexual orientation or any other basis
protected by federal, state or local law or ordinance or regulation. All such harassment is unlawful. The
Company’s anti-harassment policy applies to all persons involved in the operation of the Company and
prohibits unlawful harassment by any employee of the Company, including supervisors and co-workers.
Prohibited unlawful harassment because of sex, race, ancestry, religion, physical or mental disability, medical
condition, marital status, age or any other protected basis includes, but is not limited to, the following behavior:
a.
Verbal conduct such as epithets, derogatory jokes or comments, slurs or unwanted sexual
advances, invitations or comments;
b.
Visual conduct such as derogatory and/or sexually-oriented posters, photography, cartoons,
drawings or gestures;
c.
Physical conduct such as assault, unwanted touching, blocking normal movement or interfering with
work because of sex, race or any other protected basis.
d.
Threats and demands to submit to sexual requests as a condition of continued employment, or to
avoid some other loss, and offers of employment benefits in return for sexual favors; and
e.
Retaliation for having reported or threatened to report harassment.
If you believe that you have been unlawfully harassed, report your complaint to one of the following:
•
•
•
HR/Personnel Dept. (Field/Office)
Your Supervisor/Manager
HR Hotline (independent outside resource)
Scott Johnson
714-771-7670
800-97STOPIT
Ref: ID#900163
(800-977-8674)
ext 215
Your complaint should include details of the incident or incidents, names of the individuals involved and names
of any witnesses. Managers/Supervisors will refer all harassment complaints to the Personnel Department or
President of the Company. Policy violations shall be subject to appropriate disciplinary action, including
warnings, reprimands, suspensions, and/or discharges. The Company will immediately undertake effective,
thorough and objective investigation of the harassment allegations.
If the Company determines that the unlawful harassment has occurred, effective remedial action will be taken
in accordance with the circumstances involved. Any employee determined by the Company to be responsible
for unlawful harassment will be subject to appropriate disciplinary action, up to and including termination. The
Company will not retaliate against you for filing a complaint and will not tolerate or permit retaliation by
management, employees or co-workers.
The Company encourages all employees to report any incidents of harassment forbidden by this policy
immediately so that complaints can be quickly and fairly resolved.
7.1a Harassment Policy.doc
Carpenters 46 Northern California Counties
Drywall Lathers
(53xxx)
Regular Time (a) 1st 8 hours Monday through Friday
Overtime ( x 1.5) (a) 1st 2 hours prior to regular shift Monday through Friday;
1st 4 hours after the end of regular workday;
1st 8 hours on Saturday;
1st 8 hours on Designated Union "Off" Days.
Double-time (x 2.0) (a) All Hours Worked Over 12 hours Monday through Friday;
All Time Worked on Sundays;
All Time Worked on Nationally Recognized Holidays;
All Hours Worked Over the 1st 8 on Saturdays;
All Hours Worked Over the 1st 8 on Designated Union "Off" Days.
Overtime Pay Exceptions: (b) "In the event that work cannot be performed Monday through Friday
because of inclement weather or major mechanical breakdown, employees
may voluntarily make up such day on Saturday and shall be paid at the
applicable straight time rate."
Regular Work Day (b) Eight (8) hours, commencing at 8:00 a.m. quitting at 4:30 p.m.
(Eight (8) hours, commencing at 7:00 a.m. quitting at 5:00 p.m. or
Eight (8) hours, commencing at 6:00 a.m. quitting at 3:00 p.m. - possible only
upon prior written notice.)
Shift
Starts
Ends
Hrs Worked Hours Paid
Rate
Shift Work
Changes require prior written
approval from Union.
1st
2nd
3rd
6:00 a.m.
5:30 p.m.
5:30 p.m.
8 hours
8 hours
Reg S.T. Rate
7.50 hours
8 hours
Reg S.T. Rate
7 hours
8 hours
Reg S.T. Rate
S.T. = Straight Time
Parking:
When employer parking is not available within 1320 feet of a job site,…… and it
is necessary to use public facilities, the employee shall be reimbursed for the
cost of such parking upon presenting a receipt or voucher certifying the cost
to the Employer.
Additional fifty cents ($.50) per hour when working from Bos'n Chairs, swinging scaffolds, or suspended from a
rope, cable or from a safety belt or any device used as a substitute or in lieu thereof.
In accordance with the:
Northern California Drywall/Lathing Master Agreement between Northern California Drywall Contractors Association and Carpenters 46
Northern California Counties Conference Board of the United Brotherhood of Carpenters and Joiners of America
Effective: July 1, 2014 to July 31, 2019
(a)
Article 24 - Overtime (pg 37, ¶ 1 - 4)
(b)
Article 22 - Workweek (pg 36, ¶ 2)
(C)
Article 21 - Workday (pg 35, ¶ 2)
7.2 Concord - Union Work Rules Summary.xlsx
Drywall Tapers District 16
Tapers (52XXX)
Regular Time
Overtime ( x 1.5)
Double-time (x 2.0)
1st 8 hours Monday through Friday
1st 4 hours prior to regular shift;
1st 4 hours after the end of regular workday
1st 12 hours on Saturday
1st 12 hours on Union Designated Holidays
Time worked in excess of the 1st 4 hours prior to a regular shift
All Time Worked on Sundays
All Time Worked on Contractual Recognized Holidays
All Hours Worked Over 12 hours work on any day.
Overtime Pay Exceptions: (a) "If inclement weather forces a job to be shut down during the regular
work week, Monday through Friday, then the Contractor can work
his crew on Saturday at Straight Time."
Regular Work Day (b) "Eight (8) consecutive hours shall constitute a day's work between
six (6:00) a.m. to four-thirty (4:30) p.m. on Monday, Tuesday, Wednesday,
Thursday and Friday (except those designated as Off-Days).
When a four (4) ten (10) hour day work week is established, it shall be for
four (4) consecutive days Monday through Friday.
Shift Work
Shift
Starts
Ends
Request for a permit to work
1st
6:00 a.m.
5:30 p.m.
a special shift must be made
2nd
5:30 p.m.
to Union in Advance.
3rd
Otherwise, OT pd for all hours S.T. = Straight Time
Parking & Toll Expenses:
Hrs Worked Hours Paid
8 hours
8 hours
8 hours
8 hours
8 hours
8 hours
Rate
Reg S.T. Rate
Reg S.T. Rate +
15%
Reg S.T. Rate +
15%
No shift time for less than five days
All bridge tolls are payable to Tapers.
Receipts for parking must be turned in to the Employer for
reimbursement on a weekly basis.
No work shall be performed during any hour of the twenty-four (24) hours of Labor Day.
In accordance with the:
Northern California Drywall Finishers Master Agreement between District Council No. 16 and Northern California Drywall Contractors
Association.
July 1, 2015 - June 30, 2018
Confirmed by Tim Davis, Director @ District 16 08/30/2007
(a)
(b)
Article 9, Wages and Payment of Same, pg. 20, Sec 3.a
Article 11, Working Conditions, pg. 27, Sec. 1
7.2 Concord - Union Work Rules Summary.xlsx
Plasterers 300 - Sacramento / San Jose Chapter
Plasterers (81XXX)
Regular Time
Overtime ( x 1.5)
Double-time (x 2.0)
1st 8 hours Monday through Friday
1st 8 hours on Union Designated Holiday (if requested to work by Employee)
1st 4 hours after the end of regular workday
1st 8 hours on Saturday
All Time Worked on Sundays
All Hours Worked Over 12 hours work on any day.
All hours on Union Designated Holidays** (If work requested by Employer)
Overtime Pay Exceptions: Saturday time may be paid at the regular rate under certain conditions.
Refer to Article IX, pg 12 of the Plasterers Master Agreement
July 1, 2013 - June 30, 2017.
Regular Work Day: Eight (8) hours, commencing at 8:00 a.m. quitting at 4:30 p.m. or
Eight (8) hours, commencing at 7:00 a.m. quitting at 3:30 p.m.
Shift Work
Requires Prior
Approval from Union
Shift
Starts
1st
2nd
3rd
Ends
Hrs Worked Hours Paid
8 hours
7.50 hours
7 hours
8 hours
8 hours
8 hours
Rate
Reg S.T. Rate
Reg S.T. Rate
Reg S.T. Rate
S.T. = Straight Time
** No work shall be performed during any hour of the twenty-four (24) hours of Labor Day.
Area 224 San Jose
Area 295 Sacramento
Scaffold Pay:
$5.00/day
3% over Base Rate
Gun Pay:
$5.00/day
$2.00/day
In accordance with the:
Labor Agreement between South Bay Plastering Contractors Association and Operative Plasterers' and Cement Masons' Local
Union 300 of the Operative Plasterers' and Cement Masons' International Association of the United States and Canada, AFL-CIO
Effective: July 1, 2013 - June 30, 2017
7.2 Concord - Union Work Rules Summary.xlsx
Plasterers Local 66 - San Francisco
Plasterers (81XXX)
Regular Time
(b)
Overtime ( x 1.5)
(b)
-
1st 8 hours Monday through Friday
st
- 1 4 hours after the end of regular workday
1st 8 hours on Saturday and designated Off Days.
Double-time (x 2.0) (b) - All other time shall be paid at double the straight-time rate.
Overtime Pay Exceptions: (c)
-
"If inclement weather causes a work stoppage on all work for one day
or more during the regular work week, the entire crew may be
permitted to work Saturday as a makeup day at the straight time rate."
All Overtime work must have 24 hour approval of the Union.
Regular Work Day (a) - Eight (8) hours, commencing at 8:00 a.m. Or
Eight (8) hours, commencing at 7:00 a.m. Monday through Friday.
***Starting before these times without union approval can result
in $1,000 fine per employee, per day.
Shift Work:
(d)
-
Shift
Starts
Ends
Requires Prior Approval
1st
7:00 or 8:00 a.m. 3:30 or 4:30 p.m.
from Union (written)
2nd
3:30 or 4:30 p.m.
3rd
12:30 a.m.
Hrs Worked Hours Paid
Rate
8 hours
8 hours
Reg S.T. Rate
12:30 a.m.
7.5 hours
8 hours
Reg S.T. Rate +
$1.00 per hour
8:00 a.m.
7 hours
8 hours
Reg S.T. Rate +
$2.00 per hour
S.T. = Straight Time
** No work shall be performed during any hour of the twenty-four (24) hours of Labor Day.
Exterior Suspended
Scaffold Pay:
$10.00/per day
Gun Pay:
$5.00/per day
In accordance with the:
Plasterers Master Agreement between the Contracting Plasterers Association of Alameda and Contra Costa Counties and Golden Gate Lodge of
Plasterers' and Shophands' Local Union No. 66 O.P. & C.M.I.A.
Effective: July 1, 2013 - June 30, 2017
(a)
(b)
(c)
(d)
Article VII: Hours, Overtime and Working Conditions; pg. 8, Section 1.
Article IX: Hours, Overtime and Working Conditions; pg. 10, Sections 1-4.
Article IX: Hours, Overtime and Working Conditions; pg. 10, Section 5.
Article X: Hours, Overtime and Working Conditions; pg. 11, Sections 1-2.
7.2 Concord - Union Work Rules Summary.xlsx
Hod Carriers - Local 270 / 36
Hod Carriers (82xxx)
Regular Time
(a)
Overtime ( x 1.5)
(a)
-
Monday through Friday - 41.25 hours
- Any hours worked before 6:45 a.m. or after 3:30 p.m. Monday - Friday
Any hours worked on Saturday
*** All Overtime requires prior Union approval
Double-time (x 2.0) (a) - All Time Worked on Sundays
All Time Worked on Contractual Recognized Holidays
All hours worked over 48 hours per week.
Regular Work Day (b) - Eight (8) hours worked between 6:00 a.m. to 5:00 p.m.
Monday through Friday consisting of 41.25 hours
Shift Work: - None noted in Agreement.
Local:
36
270
Set Up Pay
Suspended
Scaffold Pay:
Gun Pay:
$5.00/day
$6.00/day
$5.00/day
NA
$1.00/hour
$0.75/ per hour up to $6.00/per day
In accordance with the:
Plaster Hod Carriers Agreement by and Between South Bay Plastering Contractors Association and the Laborers' Local
270 Laborers' International Union of North America, AFL-CIO
Effective: July 1, 2005 through June 30, 2009 - No newer contract on file
(a) Article VI - Overtime Rates, Hours and Working Conditions, Section 1, p. 20
(b) Article VI - Overtime Rates, Hours and Working Conditions, Section 2, p. 20
7.2 Concord - Union Work Rules Summary.xlsx
Hod Carriers
(Includes Local's no. 73; 139; 185; 291; 294; 326; & 1130)
Hod Carriers (82xxx)
Regular Time
(a)
Overtime ( x 1.5)
(b)
-
1st 8 hours Monday through Friday
- "Time and one-half (1.5) compensation shall be paid for
all work in excess of eight (8) hours per day or forty
(40) hours per week performed on Saturday and on
weekdays before 8:00 am and after 4:30 pm."
*** All Overtime requires prior Union approval
Double-time (x 2.0) (c) - "All worked performed on Sundays, holidays and after
twelve (12) hours per day shall be considered
double time."
Regular Work Day (a) - Monday through Friday 8:00 a.m. to 4:30 p.m.
Shift Work: - None noted in Agreement.
Set Up Pay
None
Suspended
Scaffold Pay:
None
Gun Pay:
None
In accordance with the:
Plastering Hod Carrier Agreement between California Lathing & Plastering Contractors Association and Northern California
District Council of Laborers
Effective: July 1, 2014 through June 30, 2019
(a) Article VIII: Overtime Schedule, Section 1, pg 9
(b) Article VIII: Overtime Schedule, Section 2, pg 10
(c) Article VIII: Overtime Schedule, Section 2, pg 10
7.2 Concord - Union Work Rules Summary.xlsx
Hod Carriers - Local 166
Hod Carriers (82xxx)
Regular Time
(a)
Overtime ( x 1.5)
(a)
-
1st 8 hours Monday through Friday
st
- 1st 4 hours after the end of regular workday
1 8 hours on Saturday
*** All Overtime requires prior Union approval
Double-time (x 2.0) (a) - All Time Worked on Sundays
All Time Worked on Contractual Recognized Holidays
All Hours Worked Over 12 hours work on any day.
Regular Work Day (b) - Working hours are 6:00 a.m. to 12:00 p.m. and
12:30p.m. to 3:30/4:30 p.m.
Shift Work: Requires Prior Approval
Shift
1st
from Union (written)
2nd
3rd
Starts
Worked
Hours Paid
Rate
7:00 or 8:00 a.m.30 or 4:30 p. 8 hours
8 hours
3:30 or 4:30 p.m. 12:30 a.m.
8 hours
8 hours
8 hours
8 hours
Reg S.T. Rate
Reg S.T.
Rate + $10%
per hour
Reg S.T.
Rate + $15%
per hour
12:30 a.m.
Ends
8:00 a.m.
S.T. = Straight Time
Shift Work:
(c)
- "Shift work is to be with a letter of understanding as to
shift pay."
Hose Man
Gun Pay:
$5.00/per day
$0.75/per hour
In accordance with the:
Hod Carriers' Union Local #166 Collective Bargaining Agreement between the Contracting Plasterer's Association of
Alameda and Contra Costa Counties, "Signatory Employers", and Hod Carriers Local Union #166 of the I.H.C.B. & C.I.U. of
America.
Effective: October 1, 2012 - June 30, 2016
(a) Article VI: Working Hours, Overtime, and Shift Work, pg. 12, Section 1
(b)
Article VI: Working Hours, Overtime, and Shift Work, pg. 11, para. 1
(c)
Article VI: Working Hours, Overtime, and Shift Work, pg. 11, para. 1
7.2 Concord - Union Work Rules Summary.xlsx
7.2 Concord - Union Work Rules Summary.xlsx
George M. Raymond Co.
Union Work Rules Summary
Updated 02/22/16
Carpenters (21XXX/22XXX/25XXX)
Stocker/Scrappers (29XXX)
Note: The information below is per the 2014-2018 Carpenter /Drywall Master Labor
Agreement
(Sections IX & X, pgs. 26-29):
1st 8 hours (Monday - Friday)
1st 2 hours outside of regular shift (Monday - Friday)
1st 10 hours (Saturday)
Double Time
Over 10 hours (Monday – Friday)
Over 10 hours (Saturday)
Sundays and Holidays:
New Years Day / Veterans Day / President’s Day
Memorial Day / Thanksgiving
4th of July
/ Day after Thanksgiving
Labor Day / Christmas Day
Special Shift
Second Shift – 7.5 hours work with 8 hours pay
Consideration
Third Shift – 7 hours work with 8 hours pay
Request to work Special Shift must be made to the Union 24
hours in advance.
Working more
Working more than 3 hours over the regular 8 hours,
than 11 hours
Employer must provide a hot lunch no more than 5 hours
after the last lunch period or pay 0.5 hour at OT in lieu
thereof.
Welders: Certified welders will receive an additional $1.00/hour premium when working
on welding work that requires a certification (Section V, paragraph 505, pg. 14)
Straight Time
Overtime
Plasterers (26XXX)
Note: The information below is per the 2013-2016 Operative Plasterers’ and Cement
Mason’s Agreement (Articles 11-17, pgs. 10-17):
Straight Time
Overtime
Double Time
1st 8 hours (Monday – Friday, beginning no earlier than 4:30
a.m. and ending no later than 4:30 p.m.)
1st 3 hours outside of regular shift (Monday - Friday)
1st 10 hours (Saturday)
Over 11 hours (Monday – Friday)
Over 10 hours (Saturday)
Sundays and Holidays:
New Years Day / Veterans Day / President’s Day
Memorial Day / 4th of July / Thanksgiving
Day after Thanksgiving / Christmas Day
No work on Labor Day except in extreme emergencies
7.2 Las Vegas - Union Work Rules Summary.doc
George M. Raymond Co.
Union Work Rules Summary
Updated 02/22/16
Special Shift
Consideration
Second Shift – 7.5 hours work with 8 hours pay
Third Shift – 7 hours work with 8 hours pay
Request to work Special Shift must be made to the Union 24
hours in advance.
Alternative Work
Week 4/10’s
4 consecutive 10 hour days may be established.
Request to work Alternative Work Week must be made to the
Union in advance.
Cleanup Time
Fifteen (15) minutes prior to quitting time needs to be
allowed for employees to clean tools and leave their work in
a professional manner – ready to leave the job at quitting
time.
Plasterers High Time and Nozzle Time paid at additional $1.00/hour.
Plasterer Foreman rate will be 10% above Journeyman Plasterer Base Wage rate.
General Foreman rate will be 15% above Journeyman Plasterer Base Wage rate.
Artisan rate will be 20% above Journeyman Plasterer Base Wage rate.
Painters/Tapers (23XXX/24XXX)
Note: The information below is per the 2015-2019 International Union of Painters &
Allied Trades (Article 5 - 7, pgs. 7-12 and Article 21, pg. 30):
Straight Time
1st 8 hours (Monday – Friday, beginning no earlier than 5:00
a.m. and ending no later than 4:30 p.m.)
Alternative Work
Week 4/10’s
4 consecutive 10 hour days may be established – Monday - Friday
All hours beyond 10 hours are paid at Double Time
1st 8 hours on fifth or sixth day is paid at OT, all other hours are
DT
Overtime
1st 3 hours outside of regular shift (Monday - Friday)
1st 8 hours (Saturday)
Over 11 hours (Monday – Friday)
Over 8 hours (Saturday)
Sundays and Holidays:
New Years Day / Veterans Day / President’s Day
Memorial Day / Thanksgiving / Christmas Day
4th of July
/ Day after Thanksgiving
Labor Day – No work performed on Labor day
Second & Third Shift – 7.5 hours work with 8 hours pay
Request to work Special Shift must be made to the Union 24
hours in advance.
If 8 hours are not given between work shifts for employee,
work is considered continuous.
Double Time
Special Shift
Consideration
Painters/Tapers High (or Swing) Time between 40ft.-100ft. to be paid an additional
$0.85/hour.
Painters/Tapers High (or Swing) Time over 100ft. to be paid an additional $2.00/hour.
Foreman/General Foreman are paid a minimum 9% over the highest paid person under
their supervision.
7.2 Las Vegas - Union Work Rules Summary.doc
George M. Raymond Co.
Union Work Rules Summary
Updated 02/22/16
Laborers/Plaster Tenders (27XXX/28XXX)
Note: The information below is per the 2013-2018 Laborers Master Agreement (Article
XI, pg. 18, Article XII, pg. 22 & Article XVI, pgs. 26-29):
Straight Time
1st 8 hours (Monday – Friday, beginning no earlier than 4:30
a.m. and ending no later than 4:30 p.m.)
Overtime
1st 3 hours outside of regular shift (Monday - Friday)
1st 10 hours (Saturday)
Double Time
Over 11 hours (Monday – Friday)
Over 10 hours (Saturday)
Sundays
Holidays:
New Years Day / Veterans Day / President’s Day
Memorial Day / Thanksgiving
4th of July
/ Day after Thanksgiving
Christmas Day
Labor Day - No work is to be performed on Labor Day
except in the case of extreme urgency when life or property
is in imminent danger.
Martin Luther King Day can be observed without pay or
penalty if notice is given by the Employee not less than 48
hours prior to the holiday.
Alternative Work
Week 4/10’s
4 consecutive 10 hour days may be established – Monday - Friday
All hours beyond 10 hours are paid at Double Time
1st 8 hours on fifth or sixth day is paid at OT, all other hours are
DT.
Union must be notified in advance of 4/10 work.
Special Shift
Consideration
Second Shift – 7.5 hours work with 8 hours pay
Third Shift – 7 hours work with 8 hours pay
Request to work Special Shift must be made to the Union 24
hours in advance.
Forklift Operators to be paid an additional $0.31/hour.
Foreman’s base rate is $2.00 per hour more than the highest Labor Base rate class
supervised.
General Foreman’s base rate is $3.00 per hour more than the highest Labor Base rate
class supervised.
7.2 Las Vegas - Union Work Rules Summary.doc
Raymond-Southern California, Inc.
Raymond-San Diego, Inc.
Union Work Rules Summary
Updated 02/22/16
Carpenters (RSC) (31XXX/38XXX) / Finishers (32XXX)
Stocker/Scrappers (36XXX) / Lathers (13XXX)
Carpenters (RSD) (67XXX/68XXX) / Finishers (62XXX)
Stocker/Scrappers (66XXX) / Lathers (63XXX)
Note: The information below is per the 2012-2016 Drywall/Lathing Master Agreement
(article XX)
Straight Time
1st 8 hours (Monday - Friday) between 7:00 am and 5:00 pm
(Start time prior to 7:00 am requires written approval from
Regional Council.)
Overtime
After 8 hours but less than 12 hours (Monday - Friday)
1st 8 hours (Saturday) Overtime only in emergencies – Requires a
written permit from Regional Council
Double Time
After 12 hours (Monday – Friday)
After 8 hours (Saturday)
Sundays
Holidays:
New Years Day / Veterans Day
President’s Day (San Diego Only)
Memorial Day / Thanksgiving
4th of July
/ Day after Thanksgiving
Labor Day / Christmas Day
Welders: Certified welders will receive an additional $1.00/hour premium when working on
welding work that requires a certification (paragraph 1808, pg. 53)
Plasterers (RSC) (11XXX)
Note: The information below is per the August 6, 2014 – July 31, 2018 WWCCA and Plasterers
Local 200:
Straight Time
1st 8 hours (Monday – Friday, beginning no earlier than 4:00 a.m.
and ending no later than 6:00 p.m.)
Overtime
After 8 hours but less than 12 hours (Monday - Friday)
1st 8 hours (Saturday) – except make-up days
Double Time
After 12 hours (Monday – Friday) (Ca. State Law)
After 8 hours (Saturday)
Sundays
Holidays:
New Years Day / Veterans Day
Memorial Day / Thanksgiving
4th of July
/ Day after Thanksgiving
Labor Day / Christmas Day
Special Shift
Second/ Third Shift – 8 hours work with 8 hours pay
Consideration
Request to work Special Shift must be made to the Union in
advance.
Alternative Work
4 consecutive 10 hour days may be established.
Week 4/10’s
Request to work Alternative Work Week must be made to the
Union in advance.
Cleanup Time
Fifteen (15) minutes prior to quitting time needs to be allowed for
employees to clean tools and leave their work in a professional
manner – ready to leave the job at quitting time.
7.2 Orange-San Diego - Union Work Rules Summary.doc
Raymond-Southern California, Inc.
Raymond-San Diego, Inc.
Union Work Rules Summary
Updated 02/22/16
Plaster Tenders (Hodcarriers) (RSC) (12XXX)
Note: The information below is per the 2014-2018 Plaster Tenders’ Agreement (Article XV)
Straight Time
1st 8 hours (Monday – Friday, beginning no earlier than 4:00 a.m.
and ending no later than 6:00 p.m.)
Overtime
After 8 hours but less than 12 hours (Monday - Friday)
1st 8 hours (Saturday)
Double Time
After 12 hours (Monday – Friday) (Ca. State Law)
After 8 hours (Saturday)
Sundays
Holidays:
New Years Day / Veterans Day
Memorial Day / Thanksgiving
4th of July
/ Day after Thanksgiving
Labor Day / Christmas Day
Special Shift
Second Shift – 7 hours work with 8 hours pay
Consideration
Third Shift – 6 hours work with 8 hours pay
Request to work Special Shift must be made to the Union in
advance.
Cleanup Time
Fifteen (15) minutes prior to quitting time needs to be allowed for
employees to clean tools and leave their work in a professional
manner – ready to leave the job at quitting time.
7.2 Orange-San Diego - Union Work Rules Summary.doc
7-3: MOTIVATION TECHNIQUES
Employees who feel appreciated go above and beyond for their team and
leader.
Great leaders inspire loyalty and trust. Ask for help, delegate, and
encourage involvement.
Provide support without taking over the task/removing responsibility –
builds ownership.
Language that inspires others to action includes statements such as:
I believe in the capability of our team.
I believe we have the knowledge and experience to accomplish great
things.
I trust that our team can make this happen.
What tools and support do you need from me to get the job done?
Leaders who inspire consistently:
Ask, listen and learn
Guide, facilitate, steer
Help others recognize and solve problems
Provide balanced feedback – what worked well; what didn’t go as
planned
Ask for ideas
Share thoughts, feelings, and rationale
Trust, build commitment, mobilize
Focus on people’s potential
Encourage creativity and innovation
Support development of others
Have a team-centered outlook
Provide support without removing responsibility
7.3 Motivation Techniques.doc
Encourage employees and express belief in them.
Focus on facts.
Clarify/Explain objectives.
Help others think and do.
Safety -- Protecting the well being of our employees
Express to the team your vision to ensure every employee works safely
and is safe.
Communicate this value often.
Be specific and sincere.
People don’t care how much you know until they know how much you care.
Respect -- Recognizing and appreciating people’s contributions
Ask employees for their input, ideas, concerns and suggestions.
Stop what you are doing. Ask employees how they are doing.
Make eye contact and listen intently to what is important to them.
Make and plan for the time to listen to employees.
Effective listening demonstrates respect.
Ask open-ended questions with sincerity and genuine interest.
Open-ended questions that show you care:
How are you doing?
Tell me about the project you are working on.
Tell me more about that.
Tell me about your hobbies, interests, etc.
Tell me about your goals.
7.3 Motivation Techniques.doc
Thank them for their support and commitment.
Statements that Acknowledge/Demonstrate appreciation:
I appreciate all of your efforts.
Thank you for a job well done.
Thank you for getting this done for the team.
Your efforts are greatly appreciated.
Continuous Improvement -- Committing to move from good to great
Believe in your work and team.
Demonstrate belief by asking your team, “How can we accomplish this?”
Adopt the attitude of….greatness in all we do. Demonstrate this attitude
by asking your team, “How can we make this the greatest it can possibly
be?”
Turning good into great takes energy, but the building of momentum adds
more energy back into the team than it takes out.
Building greatness builds meaningful work, contributing to something
greater than one individual builds a team.
To succeed in this world, you have to change all the time.
Winners do the little things exceptionally well.
Teamwork -- Maximizing the collective talents of our people to accomplish
our goals
When individuals have the opportunity to combine their talents and
knowledge in the quest for solutions and improvements, they have the
ability to produce much better results.
Cross-functional teams and lessons learned meetings enable individuals to
learn from others experiences and broaden their knowledge and abilities.
7.3 Motivation Techniques.doc
Collaborative efforts/teams/meetings build bridges of excellence.
Set ground rules for team meetings that encourage participation, respect,
and listening.
Ensure a clear, achievable agenda is established for every meeting.
Encourage and recognize team efforts.
Motivation is a fire. You must add the fuel.
Blaming others is a waste of energy.
Trust -- Conducting ourselves in a manner that will earn the respect of our
employees, customers, and vendors.
Studies show, when employees feel trusted, that you believe they’ll do the
right things well, they naturally want to do things well and be deserving of
your trust.
Building trust requires sincere effort and open-dialogue.
Express and show confidence.
Be specific and sincere. Tell them exactly what you liked or did not
understand about a particular task.
Ask employees to share their concerns with you. Listen carefully.
Provide effective feedback and coaching that meets the STAR standards:
ST – Situation/Task - Explain the situation/task. Focus on facts. Clarify.
A – Action - What was said or done? What was ineffective or needed
improvement?
R – Result – What happened as a result of those actions? What was
the impact or consequences of that result?
Feedback Do’s:
Make it timely. Provide suggestions as soon as appropriate.
7.3 Motivation Techniques.doc
Keep your balance. Routinely look for opportunities to provide both
recognition and developmental opportunities.
Make it an ongoing part of the environment.
Make everyone responsible for providing input/feedback.
When receiving feedback, ask for specific examples.
Feedback is based upon trackable data not gossip.
Watch for trends in behavior.
Think of feedback as a learning opportunity.
Ask the team for feedback on how everything is going.
Ask for specific feedback of what is going well and what could be better.
Be sincere.
Check for understanding.
Feedback Don’ts:
Don’t give feedback that cannot be supported with examples or data.
Don’t guess at someone’s motives. Ask them what their intent/objective is.
Don’t become defensive.
Your attitude determines your altitude.
Create an attitude of team ownership.
7.3 Motivation Techniques.doc
7-4: ORGANIZATION TECHNIQUES
Quality -- Achieving excellence in all that we do
Plan/prepare for meetings. Gather necessary data prior to the meeting.
Gather/Influence supporters prior to the meeting.
Create a task/to-do list including the names of the responsible party.
Notify employees in advance of events, meetings, requirements.
Change is the only constant.
When changes occur, communicate.
If at all possible, communicate the why and/or motivation behind the
change.
Ask for help/ideas/suggestions in handling change.
Manage time effectively by:
Planning for the week; scheduling events; conversations; leadership
activities.
Creating a schedule/calendar – daily, weekly, monthly.
Communicating goals, objectives, targets, and accomplishments.
Posting updates, goals, objectives in visible places.
Create an agenda – follow the agenda.
Allowing time for discussion, questions and answers.
Monitoring progress regularly, schedule this activity with key stakeholders.
Writing down all responsibilities, expectations, promises to get something
done in the same place; consistently.
7.4 Organization Techniques.doc
Schedule regular time for your team/individuals to discuss items with you –
one-on-one
Show respect for your schedule & team – do not answer phones during a
scheduled meeting (or, on a limited bases, ask if it is ok to answer the
phone for emergencies).
Schedule the time it takes to prepare.
Write down all commitments including preparation time on one schedule .
5 Ps - Prior Preparation Prevents Poor Performance
Safety -- Protecting the well being of our employees.
Work/Life Harmony -- Balancing a passion for work and a zest for life.
Resolve Conflicts
Resolving conflict in a timely manner increases trust and minimizes the
negative impact on the team, relationships, and productivity.
Conflict resolution eliminates/minimizes chaos and encourages
organization/strategy.
Signs of Escalation
More telling and less asking
Discounting others’ ideas
Less tolerance for others’ differences
Defensiveness
Reluctance to listen
Blame
Rising tone of voice
Anger
Communication breakdown
Power struggle
Follow the effective feedback guidelines.
1. Focus on the facts.
2. Focus on the unacceptable behavior. State the specific
behavior(s).
7.4 Organization Techniques.doc
3. Communicate the impact.
4. Ask for their input/issues/concerns. Gain understanding as to why
the behavior is occurring.
5. Ask for suggestions on how they think the situation can be
improved.
6. Provide alternatives/suggestions. Clarify specific behaviors, if
necessary.
7. Gain agreement to change the unacceptable behavior
immediately.
8. Develop a check-in/update time.
Great things usually follow difficult problems.
Winning breeds complacency. To avoid that trap requires constant
vigil.
Great thoughts coupled with intense actions produce unbelievable
results.
7.4 Organization Techniques.doc
7-5: SETTING CLEAR EXPECTATIONS
Setting clear expectations demonstrates respect.
Holding people accountable is critical to achieve results.
Respect -- Recognizing and appreciating people’s contributions
1. Define the situation, problem, opportunity, recognition and/or
obstacle clearly.
2. Identify its impact to the individual, team, project, and company.
3. Generate three solutions, including the one you’re advocating.
4. List/discuss the advantages and disadvantages of each solution.
(Presenting three solutions demonstrates due diligence without
prompting a yes or no conflict.)
5. Recommend your alternative with rationale/thoughts.
6. Ask for agreement and/or input.
Work/Life Harmony -- Balancing a passion for work and a zest for life
Goals establish a sense of purpose for the team and individual to get
behind, build momentum and maintain high levels of commitment.
Set Goals at all Levels – daily, weekly, monthly.
Communicate progress regularly.
SMART Goals are Specific and measurable, Motivating, Attainable,
Relevant, and Trackable.
Specific and Measurable goals establish a clear end result. They qualify
or quantify so that there is no room for misunderstanding.
7.5 Setting Clear Expectations.doc
Motivating: Acknowledging and communicating the motivation (why)
underlying the goal is essential. A goal must be compelling for high levels
of sustained performance.
Attainable: Set standards based upon past performances, industry
averages, relevant data. Don’t set standards simply based on opinion.
Relevant goals can be linked to the daily, weekly, monthly, and ultimate
mission, vision, values, and key responsibilities.
Trackable goals are monitored to ensure progress. This would be the time
to provide coaching and/or recognition.
It is also critical to link the goal to the overall mission. Goals are generally
smaller tasks designed to reach a mission. The purpose and stated
mission is the driver between our values and ongoing behavior. The
mission is good to great. Goal setting is a vital link to driving ongoing
behavior.
Don’t fall into the pothole of indifference.
All great performance starts with SMART goals.
7.5 Setting Clear Expectations.doc
7-6: LEADERSHIP TECHNIQUES
Great leaders provide the necessary tools, information, and training employees need to
succeed.
Integrity -- Operating with the highest moral standards
Trust is the foundation to managing people and building a high performance team.
Train employees.
Training provides the foundation/disciplined thought necessary to be efficient and
effective.
Training is the platform by which tasks are done the right way the first time.
Show employees how you want it done.
Verify/confirm/check for understanding by having them demonstrate the task/behavior.
Coach.
Provide continual reinforcement.
Remove obstacles.
Wisdom is knowing the right path to take. Integrity is taking it.
Bury your ego. Don’t be the star. Be the developer of the stars.
Always remember, no one is unimportant.
Quality -- Achieving excellence in all that we do
Excellence is not an act…it’s a habit.
The challenge for every leader is to determine the habits that will drive success.
Identify successful habits, demonstrate and communicate them often.
Trust -- Conducting ourselves in a manner that will earn the respect of our employees,
customers, and vendors.
7.6 Leadership Techniques.doc
Plan small wins. Identify how to achieve gradual yet steady movement and continuously
monitor progress toward achieving the overall objective.
Collect factual data. Gather solid information and specific examples.
Enlist Third-Party Involvement – Engage the help of someone who can influence others
through personal experiences, customer’s perspective and/or expert opinion.
Leadership Responsibilities:
Coach and Develop for Results - Leaders get work done through others.
Drive Performance – Setting performance expectations and holding people
accountable.
Inspire Loyalty and Trust – Employee satisfaction is key to retention. Create an
environment where employees can maximize their talents and perform at or above
expectations.
Manage Work – Resources, time, and budget need to be deployed effectively for
leaders to meet their work groups’ objectives.
Partner Within and Across Teams – In order to be effective, creating and maintaining
a high-performing team and cross-boundary partnerships is key.
Influence Through Personal Power – Get things done without using your position title
– invest the time, interest and sincerity to build trusting relationships/partnerships.
Select Talent – Identify, evaluate and select both internal and external talent.
Rise above mediocrity.
Doing the right thing requires courage.
The road to excellence has little traffic.
Leaders are like Eagles. They don’t flock, you find them one at a time.
7.6 Leadership Techniques.doc
Raymond Values Demonstrated Through Leadership
Living the Raymond Values occurs every day, every moment a decision
is made, an action is taken, and a request spoken.
Ask yourself….
“What behaviors am I doing/modeling every day to demonstrate these
values?”
“When I’m in meetings, having conversations, making decisions and
statements, and asking questions, am I acting with Integrity, Quality,
Safety, Respect, Continuous Improvement, Work/Life Harmony,
Teamwork, and Trust?”
Integrity -- Operating with the highest moral standards
Quality -- Achieving excellence in all that we do
Safety -- Protecting the well being of our employees
Respect -- Recognizing and appreciating people’s contributions
Continuous Improvement -- Committing to move from good to great
Work/Life Harmony -- Balancing a passion for work and a zest for life
Teamwork -- Maximizing the collective talents of our people to
accomplish our goals
Trust -- Conducting ourselves in a manner that will earn the respect of
our employees, customers, and vendors
Lead with values. Our values start and end with you, the leader.
Leaders need to know the way, show the way, and go the way. By
doing this you will have earned the right to insist that others do the
same.
7.6 Leadership Techniques.doc
8-1: KEEPING OUR CUSTOMER IN THE LOOP
FUNCTION
The purpose is to keep all lines of communication open with our customer(s). You need
to make sure when communicating whether in writing or verbal that you are Honest,
Trustworthy, and Truthful. It is important to develop a good rapport with your
customer(s) at the very beginning of the project. To the customer, the lead Foreman is
the Raymond Company.
PURPOSE
Sit down with the General Contractors Superintendent as soon as possible when the
project begins to begin establishing your rapport.
•
•
•
•
Ask how they see the project running.
Ask if they have a preference on the format of paperwork and how often they
want things turned in.
Fight the temptation of taking things personally. Remember, this is a
business and correct, factual information is what’s needed. Keep personality
out of it.
If there is time to review the project schedule with the General Contractor’s
Superintendent, this will create synergy for future meetings.
Be prepared for all meetings.
•
•
Come with a pad of paper and pen.
Have a list of questions and/or concerns from your crew.
Extra Work Authorization Tickets.
•
•
•
Do not just leave them with the General Contractor.
Sit down and review with the party responsible for signing them. Revise the
ticket if necessary for signature.
Work out problems so that when the Project Manager gets the ticket, there
will be no problems with billing.
8.1 Keeping our Customer in the Loop.doc
8-2: NEGOTIATING SKILLS
Common Negotiating Mistakes:
1. Starting with a win-lose approach
2. Making concessions for the sake of making concessions
3. Bargaining instead of negotiating
4. Establishing objectives as a fixed point instead of a range
5. Lack of planning
6. Not listening to “why” the other party wants something
7. Not knowing “why” you want something
8. Negotiating from the viewpoint of positions
9. Arguing over who gets the most
10. Failing to establish priorities
These common mistakes can lead to both parties questioning the value
of the relationship.
Negotiation
Negotiating involves two parties working to solve a problem. Why the
parties want something is where the process of problem solving
begins.
Start working from the standpoint of interests to explore alternative
solutions.
Know why the other party is negotiating. Know why the other party
wants something. Know their interests. What’s a win for you? What’s
a win for them?
Negotiating well involves listening and asking open-ended questions to
better understand the situation. Seek first to understand, then to be
understood.
Collaborating to solve the problem will enable involved parties to have
their interests achieved through an agreement.
The mission is to get a satisfactory deal for both parties.
8.2 Negotiating Skills.doc
I.
Relationship Goal/Negotiation Purpose: Win at
any cost
Methods Used: Pressure, intimidation, threats, power
Outcome: Win-Lose; possible loss of trust; stressful interactions
Opportunity for future referrals: Unlikely to recommend; unlikely
to want repeat interaction/business with the other party
II.
Relationship Goal/Negotiation Purpose:
Collaboration
Methods Used: Problem solving; Seeking first to understand, then to
be understood; effective listening; partnering
Outcome: Win-win; teamwork; highly effective solutions created;
great work environment; mutually beneficial; proactive behaviors used
Opportunity for future referrals: Highly likely to do business
again; will speak highly of the person and/or company; will seek the
other party out
III. Relationship Goal/Negotiation Purpose: Build or
a maintain friendly relationship
Methods Used: Passive behavior; avoids conflict; voices no
standards, no expectations; Agrees to please or appease; buries a lot
of feelings; give-aways to keep other side happy
Outcome: Lose-win; feelings of being taken advantage of; eventually
may look for ways out of the relationship
Opportunity for future referrals: May diminish over time; lowered
satisfaction levels; few attempts to exceed expectations
8.2 Negotiating Skills.doc
IV. Relationship Goal/Negotiation Purpose: Find
acceptable agreement
Methods Used: bargain; split-the-difference
Outcome: seek first for win-win; agree to disagree agreeably;
Note: if this occurs too often it can lead to one party feeling as
if there is a lack of ownership and/or responsibility
Opportunity for future referrals:
together
Likely to continue working
Effective Listening
Effective questioning and listening can provide solutions to the
problem.
By getting the other party to talk, and listening to their replies, a
positive message is sent. This greatly enhances trust and keeps
tension low.
People will do business with you because you are perceived as
trustworthy; a problem-solver; and adding value to the relationship.
Effectively and proactively seeking information through questioning
and listening will help build a mutually beneficial relationship.
Ask open-ended questions to better understand the issue and/or
situation.
Know the who, what, when, where, why, and how of the issue.
Probe (dig deeper) with each question. Ask why with each question
and at each level.
Who did it? Why did they do it? Why? Why? Why? – The 5 Levels
of Why uncover the root cause of the issue for real problem solving.
8.2 Negotiating Skills.doc
Planning
Planning the negotiation enables the highly effective win-win scenario.
Negotiation Planning Checklist:
1.
Who is on the team?
Our side?
Their side?
2.
What issues will be involved?
What do we want to avoid?
What questions will they ask? (It is helpful to anticipate at
least 70% of the questions)
How will we answer their questions?
What is our initial position?
3.
What is our Priority of issues and interests?
Musts (essentials for success)?
Wants (like to have but can live without)?
Gives (planned concessions)?
What does a successful win-win outcome look like?
8.2 Negotiating Skills.doc
Negotiation Planning Checklist continued…..
4.
What is the Value of the issues and interests?
To us? Why?
To them? Why?
5.
What is our Settlement Range?
Least acceptable result?
Maximum supportable position?
Other side’s position?
6.
Do we have backup information and how does it impact the
situation?
7.
What are the other side’s issues and objectives?
8.
What questions should we ask?
9.
Who has what authority?
Did the boss sign off?
10.
Who will take notes?
There is no satisfaction in an immediate victory, just nagging doubt.
8.2 Negotiating Skills.doc
Negotiation Tips to Remember:
The negotiator needs information to back-up statements about the
issues.
Flexibility is important. As the negotiation progresses the settlement
range should be changed, if warranted.
Avoid assumptions. If assumptions are substituted for facts the
negotiator is very vulnerable. Use assumptions as a basis for asking
questions.
The negotiator can not ask too many questions. Skilled negotiators
ask twice as many questions as average negotiators.
Actively listen. Paraphrase to test understanding
Ask questions
Don’t interrupt
Do take notes
Win-win is the objective.
5 P’s: Prior preparation prevents poor performance.
Practice the negotiation upon completion of the checklist.
All “free work” decreases profit. Know the value of the issues.
Prepare options for mutual gain. Be creative. Ask questions like:
“What if we tried this?”
Listening is the most powerful negotiation skill.
Prepare point by point.
8.2 Negotiating Skills.doc
9-1: PUNCH LIST (site inspections)
FUNCTION
The function of this process will provide an effective means of completing the execution
of our projects and ensuring quality assurance to our clients. This process will primarily
focus on the self performed inspections provided by the Raymond Co.
PROCESS
The following is a summary of steps to be used as a guideline.
1. Referencing your 3 week look ahead and Weekly Coordination Worksheet, the
Project Manager / Field Supervisor will plan the turnover requirements for the
project. All trade Foreman should pre-punch their work/scope before passing on
the next trade. Keep log of come backs to assist Project Manager and
Superintendent.
2. The Project Manager and Field Supervisor will conduct a site inspection and log
the items of work to be performed specific to each area. These activities will list
responsibilities and completion schedule for all sub-subcontractors and Raymond
trades.
3. The punch list format will be distributed to all responsible parties for execution of
the work.
4. The Project Manager will conduct follow -up site inspections (as required) and
review the completed activities and determine acceptance as well as list any new
activities.
5. Repeat the above item #4 until the area is complete and ready for turnover.
RELATED LETTERS & FORMATS
The following letters and/or formats related to this section have been used successfully
on projects in the past. Their inclusion here is meant to serve as a guide to expedite
your work as well as to help you generate ideas of possibilities.
Bear in mind that Project Specific as well as Client Issues may give rise to tailor the
letter to what will work best for the circumstances you encounter. Most letters should be
reviewed by your supervisor before they are sent.
Format and Flow Chart Files:
7-1-2 Expediting and Punch List Flow Chart.vsd
7-1-3 Punch List Closeout.xls
7-1-4 Punch List 2.xls
7-1-5 Trade Specific Self Performed Punchlist.DOC
7-1-6 Transmittal Form.xls
11/15/2005
2/24/2006
2/24/2006
3/24/2006
3/30/2006
9.1 Punch List.doc
9.1 Punch List.doc
Self-Performed Punchlist
Job #
Fireproofing - #07810
Job Name: ___________________________
Job Number: _______________
Project Manager: ______________________
Date: _______________
Area Worked: _________________________
Foreman
1.
2.
Verify surfaces are clean and ready to receive work. Accepted by
Inspector.
Verify clips and hanger supports are installed and inspected.
3.
Verify type and extent of primer coatings on steel, if any.
4.
Verify application of bonder agent on any primed steel if required.
5.
Confirm floors, stairs, misc. metal, etc. are covered prior to fireproofing.
6.
Confirm inspection of lath on beams and or columns.
7.
Confirm fireproofing materials are not expired.
8.
Confirm approved fireproofing charts for floor are being shot. Confirm if
beams are ½ flange thickness per fireproofing charts.
Confirm inspection complete prior to fireproofing crew leaving the floor.
9.
10.
Q.C.
Sign-off
Confirm floors cleaned, over spray off miscellaneous metal, etc. prior to
leaving floor.
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
Self-Performed Punchlist
Job #
Prior to Fireproofing – Lath at Top Track - 09110
Job Name: ___________________________
Project Manager: ______________________
Job Number: _______________
Date: _______________
Area Worked: _________________________
Foreman
1.
2.
3.
4.
5.
6.
Confirm stickers installed 16” o.c. at full height walls.
Confirm stickers installed at 48” o.c. at SFRF beams and 1-½” x 3”-16 gauge
continuous angle installed over center of top track.
Confirm lath attached to stickers at tops of rated walls with 1-#8 screw and
lapped onto top of beams.
Confirm 3.4 lath attached to stickers and angle at SFRS beams. Lath laps
into top of beam flange.
Confirm upper and lower stickers, lath and upper track are on at elevator
shaftwall Detail A9/A9.14.
Confirm fireproofing under beams to receive top track are level between
stickers and screed off 2” either side of top track to receive firedam spray
at top of wall.
Q.C.
Sign-off
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
Self-Performed Punchlist
Job #
Check List Prior to Stud Wall Framing
Job Name: ___________________________
Job Number: _______________
Project Manager: ______________________
Date: _______________
Area Worked: _________________________
Foreman
A.
Confirm materials for framing are stocked in area.
B.
Confirm miscellaneous MEP stocking is cleared from area.
1.
Confirm bottom track shot down.
2.
Confirm MEP through wall layout complete.
3.
Confirm door frames, king studs and headers complete and signed off.
4.
Confirm wall recessed accessories are laid out.
5.
Confirm stud layout done and stud headwall layout done.
Q.C.
Sign-off
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
Self-Performed Punchlist
Job #
Interference Wall Framing Prior to Top Out - 09110
Job Name: ___________________________
Project Manager: ______________________
Job Number: _______________
Date: _______________
Area Worked: _________________________
Foreman
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Confirm bottom track installed with .177 inch diameter pins by 1-½” in
concrete 16” o.c. and 2” from each end of track.
Confirm stud spacing maximum 16” o.c. and 12” o.c. at ceramic tile walls with
tile higher than 3’-0” AFF.
Confirm #10 screws at studs to bottom track both flanges. Confirm studs
seated tight to bottom of track.
Confirm studs are 1” clear of MEP or dissimilar materials.
Q.C.
Sign-off
Confirm bridging or bracing at walls and columns which receive finish on one
side only.
Confirm control joint framing drywall signed off.
Confirm studs are ¾” short at top track and screwed on both sides in center of
slot.
Confirm all walls have 3-stud corners at inside, outside and intersecting walls.
Confirm fire damper framing at rated walls per A15 and F15/A9.16.
Confirm rated head of wall framing at beam penetrations per Detail F6/A9.14.
Confirm 1-½” CRC minimum 4 feet long at door buck hinges and 4 #12 screws
on angle to studs.
Confirm boxed header framing size and gauge per spans. Spans up to 6’-0”
are 4”-16 gauge boxed header studs, 6’-1” to 12’-0” are 6”-16 gauge stud
boxed headers.
Confirm boxed studs at all openings over 32”. All boxed studs welded or
strapped 12” o.c. per Detail L14/A9.1C.
Confirm bridging or bracing at 48” o.c. vertically in chase walls. Start 24” AFF
and 24” from top of wall. Infill at 48” o.c. maximum. Attach with 2-#12 screws
each stud.
Confirm MEP in wall strapped and signed off by Inspector.
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
Self-Performed Punchlist
Job #
Interference Wall Drywall Top Out Prior to Tape
Job Name: ___________________________
Job Number: _______________
Project Manager: ______________________
Date: _______________
Area Worked: _________________________
Foreman
1.
Confirm MEP penetrations are cut out correctly.
2.
Confirm drywall is ¾” short of deck or beams for deflections. No screws in
top track, top screw is 3” down from top of sheet.
3.
5.
Confirm drywall joints are staggered 1-stud bay vertically and 12”
horizontally.
Confirm screw spacing per UL design requirements; confirm screws 3/8”
back from recessed edge.
Confirm IOR sign-off prior to tape.
6.
Confirm board joints are tight.
7.
Confirm board pops are cut out and patched stud to stud.
4.
Q.C.
Sign-off
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
Self-Performed Punchlist
Job #
Shaftwall – 09265
Job Name: ___________________________
Project Manager: ______________________
Job Number: _______________
Date: _______________
Area Worked: _________________________
Foreman
A.
Confirm shaftwall and metal are stocked in area.
1.
Confirm MEP in risers okay to close up.
2.
Confirm bottom track attached 24” o.c. with 4-beads fire rated sealants per
specifications.
3.
Confirm shaftwall studs ¾” short of top track.
4.
Confirm liner panel joints stagger within upper and lower 3rd points of wall.
5.
Confirm end joints reinforced with CH stud or H-spine per specifications.
6.
Confirm fire damper framing per fireproofing manufactures test data.
7.
Confirm shaftwall liners screwed to J-runners at 12” o.c. per U.L. design.
Q.C.
Sign-off
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
Self-Performed Punchlist
Job #
Top of Wall Safing Prior to Spray
Job Name: ___________________________
Project Manager: ______________________
Job Number: _______________
Date: _______________
Area Worked: _________________________
Foreman
A.
Confirm safing and spray on site.
1.
Drywall is ¾” to 1” from the decking or drywall to Monokote dimension is ¾” to
1”.
Safing is installed in flutes where trash is parallel to flute.
2.
3.
4.
Verify minimum 2” with strap installed where back is parallel to flute, 1-½” past
the center of valley on each side. Installed 16 o.c. with 1 shot on each side of
track (pin is to be 1-½” long).
Where track is perpendicular, shoot at 16” o.c. with 1-½” pins.
5.
Verify screw inspection was done.
6.
Safing at beams is to be less than 4” wide.
7.
Verify safing is packed tight around beams.
8.
9.
10.
11.
Verify there are no gaps between Hilti per compressed flute filler and decking.
Verify there are o gaps between the ends of safing in all areas.
Verify fire taping is complete prior to spray application.
Request safing inspections.
Q.C.
Sign-off
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
Self-Performed Punchlist
Job #
Top of Wall Spray
Job Name: ___________________________
Job Number: _______________
Project Manager: ______________________
Date: _______________
Area Worked: _________________________
Foreman
1.
All areas are to be cleared of debris and tripping hazards.
2.
All pipes not to be sprayed are to be covered.
3.
Verify fire taping is done and safing inspection is done.
4.
Material is to be sprayed and inspected while material is fresh on wall for
proper thickness. Per plans 1/8” wet.
5.
Monokote is to be sprayed 2” from safing.
6.
Decking and drywall is to be sprayed ½” from safing.
7.
Verify areas when trash issues (uninstructed penetrating safing or anchors
or straps) occur are not shot.
Verify inspector is there during the spray operation.
8.
Q.C.
Sign-off
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
Self-Performed Punchlist
Job #
Drywall Close-Up Inspection
Job Name: ___________________________
Job Number: _______________
Project Manager: ______________________
Date: _______________
Area Worked: _________________________
Foreman
1.
Confirm backing checklist complete.
2.
Confirm electrical box rings are not protruding beyond stud plane.
3.
Confirm MEP strapping not bulging beyond stud plane.
4.
5.
6.
Confirm MEP strapping does not overlap and cause bulging.
Confirm all framing and backing has not been damaged during MEP in
wall installation.
Confirm plumbing is in wall cavity and not outside of wall plane.
7.
Confirm door frames have not been damaged by scissor lifts or trades.
8.
Confirm walls are signed off for close-up.
9.
Confirm walls tracks and cavities are cleaned.
10.
Confirm wall insulation installed where required.
Q.C.
Sign-off
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
Self-Performed Punchlist
Job #
Wall Backing
Job Name: ___________________________
Project Manager: ______________________
Job Number: _______________
Date: _______________
Area Worked: _________________________
Foreman
1.
Confirm MEP install complete.
2.
Confirm backing does not overlap at ends.
3.
Confirm backing does not overlap strapping.
4.
Confirm three (3) #10 screws installed in backing at studs 16” o.c. per
detail L12/A9.1C.
5.
Confirm notched backing does not touch MEP in wall.
6.
Confirm legs of notched backing are not cut to large for clearance
around electrical and in wall pipes.
Confirm all backing installed per Raymond Matrix in all rooms and
corridors.
Confirm backing at fixed equipment and grab bar per details #A12 and
A1/A9.1C.
7.
8.
Q.C.
Sign-off
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
Self-Performed Punchlist
Job #
Partition Wall Framing
Job Name: ___________________________
Job Number: _______________
Project Manager: ______________________
Date: _______________
Area Worked: _________________________
Foreman
1.
2.
3.
4.
Confirm all bottom track shot down with pins 16” o.c. and 2” from ends of
track.
Confirm door frames, boxed studs and headers signed off prior to wall
framing.
Confirm MEP wall layout complete prior to wall framing. Confirm headwall
layout complete.
Confirm wall studs seat tight to floor in bottom track. Confirm #10 screw
into each flange of stud.
5.
Confirm #10 screw into each flange at non full height walls.
6.
Confirm non full height wall kickers installed at 4’-0” o.c. staggered per
detail #A15, A12 and J15/A9.1A. Confirm kicker at 6” from ends of wall.
Confirm kicker brackets bolts on non full height walls are torque and signed
off by IOR.
Confirm three (3) stud corners at intersecting walls, inside and outside
corners.
Confirm chase wall top tracks attached 12” o.c. with screws to continuous
16 gauge plate. Confirm screws on chase wall top track at outside flange
only.
Confirm stud spacing 16” o.c. and 12” o.c. at tile walls.
7.
8.
9.
10.
11.
12.
13.
14.
Q.C.
Sign-off
Confirm bridging and or bracing 48” o.c. at columns, furr walls and walls
receiving finish on 1-side only. Start 24” from bottom & top. Attach with
two (2) #12 screws.
Confirm 1-½” CRC min. 4 feet long at door buck hinges.
Confirm boxed studs at openings over 32”. All boxed studs welded or
strapped 12” o.c. per detail L14/A9.1C.
Confirm boxed header framing size and gauge per spans. Spans up to 6’0” are 4” 16-gauge boxed header studs. 6’-1” to 12’-0” are 6” 16-gauge
boxed header studs.
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
Self-Performed Punchlist
Job #
Door Frame Quality Control Sheet
Job Name: ___________________________
Project Manager: ______________________
Job Number: _______________
Date: _______________
Area Worked: _________________________
Foreman
1.
Confirm ¼” anchor bolts signed-off by IOR.
2.
Confirm door king studs screwed to jamb clips with 2- #12 screws per clip.
3.
Confirm top track screwed to door clips at door head with 2- #12 screws
per clip.
Confirm top track 12 gauge angle installed to king studs with 3- #12 screws
to stud and 2- #12 screws to track.
4.
5.
6.
7.
Q.C.
Sign-off
Confirm boxed header studs screwed to top track at door header with #12
screws at 12” o.c. staggered each stud.
Confirm jamb boxed studs attached 12” o.c. with 16 gauge strap and 2#12 screws per clip.
Confirm boxed jamb studs screwed to top and bottom tracks with #10
screw at each stud at each flange.
General Contractors Comments:
Foreman’s Signature
Quality Control Sign-Off
Inspection Request Number
March 16
9.1.b Trade Specific Self Performed Punchlist.DOC
9-2: ATTIC STOCK
FUNCTION
Attic stock is material that is to be provided to the owner for future use and/or repairs at
the completion of the project. These materials are part of the close-out process in order
for Raymond to obtain their final retention payment. The amount of attic stock is
indicated in the contract specifications and is typically 10% of the total quantity used of
each item.
PROCESS
Paint, plaster finish and acoustic ceiling products are most likely to be items requested
by the owner. Once the paint and plaster finish trades have completed their scope, they
need to make sure that the unused materials are labeled and put in a safe place. A list
of these items needs to be provided to the Project Manager. The Project Manager will
advise you as to the handling of the attic stock. You may be asked to store it on site, or
have it returned to the warehouse to be stored or delivered to the General Contractor. If
asked to deliver to the General Contractor, it is important to obtain a signature and date
as to who received the attic stock.
With regards to acoustical ceiling products, the subcontractor may provide the material
directly to the General Contractor. Again, it is important for them to obtain a signature
and date as to who received the attic stock and forward a copy to the Project Manager
or Raymond Superintendent on site.
If you do not have any unused materials for attic stock left, you need to advise the
Project Manager. When the time comes to provide all the close-out documents for
retention, they will order the necessary materials.
9.2 Attic Stock.doc
9-3: UNUSED EQUIPMENT AND MATERIAL
FUNCTION
The function of this section is to make you more aware of the small tools and materials
on site as the project reaches 50% complete. The 50% mark should give you a good
indication of the tools and materials used and what it should take to complete the
project. It stands to reason that as the project nears the 100% mark, the tools and
materials should be minimizing and you should start downsizing all items in the bone
yard.
PROCESS
It is imperative that the bone yard be monitored closely for stored materials and
equipment at all times. A list should be made and kept current on a weekly basis as
much as possible once the project hits the 50% completion mark. This list needs to be
shared and discussed at the weekly Foremen’s meetings to ensure materials and/or
tools are not being ordered unnecessarily.
Excess materials need to be avoided or they will result in added costs to your job cost
budget. Not only did the job have to purchase materials not needed to complete the
project, but the job will have to pay to move and/or store that material. Even if you are
able to return the unused material to the vendor, there is usually a restock fee of about
15%. Your job cost will also have to absorb these fees.
As each project nears completion, a list of bone yard materials should be provided to
the project manager. The project manager can then let other project managers review
the list for materials they might be able to use on their projects. The costs of materials
will be determined and handled in-house between those parties.
The field and project manager must continually communicate as to equipment and
materials needs and also share the list of items in the bone yard so as not to over
purchase.
In some locations recycling is another way of disposing of unused materials. The
project manager and warehouse manager will decide if this course is in the best interest
of the company and cost effective for all parties.
9.3 Unused Equip and Material.doc
9-4: POST JOB REVIEW
FUNCTION
The function of this project will review planned versus actual data to offer feedback
results to the entire team intended to educate the company on “HOW TO PROCEED IN
THE FUTURE”. It is important that you code all work to the proper segments and cost
codes regardless if the job cost is showing “favorable” or “unfavorable”. This is the only
way to ensure the next similar project is taken off and budgeted correctly.
PROCESS
The following are the steps taken to be used to set the stage for this review.
1. Budget your project in accordance with section 5-5. This section recommends
the Project Manager will modify the estimate or re-take off the project and review
with your field supervisor in order to bring the budget into alignment with
operations.
2. The Project Manager will input the estimate values in the Post Project Analysis
format.
3. The Project Manager will input the control budget in the Post Project Analysis
format.
4. Upon completion of the project, the Project Manager will input the final costs from
the job cost detail in the Post Project Analysis format.
5. The Project Manager will set up and facilitate the Post Project Review meeting in
accordance with the suggested agenda.
6. Upon conclusion, the Project Manager will document the action items for
continuous improvement and distribute to all participants.
Format and Flow Chart Files:
7-5-3 - Post Project Analysis.xls
7-5-4 Job Cost Production Quantity Analysis.pdf
7-5-5- POST PROJECT REVIEW - SUGGESTED AGENDA.DOC
1/5/2006
1/13/2006
1/5/2006
9.4 Post Job Review.doc
POST PROJECT REVIEW MEETING SUGGESTED AGENDA
Attendees:
Project Estimator
Chief Estimator and / or Director of Estimating
Project Management Team
Senior Project Manager (Facilitator)
Project Manager
Project Engineer
Director of Project Management
Project Supervision Team
Project Superintendent
General Foreman / Foreman
General Superintendent
Job Captain and / or Engineering Manager
Project Accountant and / or Accounting Manager
Contract Administrator
Area President
Meeting Agenda:
I. General Overview
1) Financial Results – Post Project Analysis Report
2) Customer Satisfaction
II. Estimating Transition to Project Management
1) The Handoff Meeting
2) Transition of Electronic Files
3) Finalize Estimating / Sales
4) Continuous Improvement
III. Administration
1) Job Start
2) Job Specific Safety Plan
3) Contract / Change Orders
4) Schedule of Values / Monthly Invoicing
5) Sub-subcontracts / Purchase Agreements / Purchase Orders / Invoices
6) Scaffold Releases / Insurances (O.C.I.P)
7) Continuous Improvement
9.4b Post Project Review - Agenda.doc
IV. Engineering / Shop Drawings
1) Kick Off Meeting
2) Schedules
3) Value Engineering / Modified Details
4) Vendor Coordination
5) Conflict Resolution
6) Continuous Improvement
V. Mobilization / Organization
1) Field Office
2) Staffing / Roles and Responsibilities
3) Files / Documentation / Document Control
4) Continuous Improvement
VI. Samples / Submittals
1) Sample / Mockup Requests
2) Material & Finish Specifications / Colors & Textures
3) Schedules / Submittal Control
4) Continuous Improvement
VII. Procurement
1) Distributor Bid Comparisons / Performance Evaluation
2) Vendor Bid Comparisons / Performance Evaluation
3) Sub-Subcontractor Bid Comparisons / Performance Evaluation
4) Continuous Improvement
VIII. Budgets:
1) Budget Alignment / Production Goals
2) Budget Updates / Job Cost Management
3) Continuous Improvement
IX. Schedules:
1) Contract Schedule / Sequencing
2) Look Ahead Planning
3) Access Issues / Delays / Disruption
4) Continuous Improvement
X. Change Orders:
1) Field Directives / T & M Reconciliations / Change Estimates
2) Schedule Impacts
3) Disputes / Negotiations
4) Continuous Improvement
9.4b Post Project Review - Agenda.doc
XI. Execution:
1) Preconstruction Planning
2) The Kick Off Meeting
3) Safety
4) Delivery Coordination / Stocking / Material Tracking
5) Equipment / Scaffold / Tools
6) Productivity
7) Manpower
8) Inspections
9) Site Logistics
10) Continuous Improvement
9.4b Post Project Review - Agenda.doc
9-5:
RECORDS RETENTION
OVERVIEW OF RECORD RETENTION – FIELD
(ADD 11/10/09)
Documents from the job site need to be sent to an offsite storage facility and stored
for 12 years. There are times where a document has to be located quickly out of
thousands of boxes during those 12 years. You taking some time now to clearly
mark the contents of boxed documents from the job site is crucial in the process to
locate these documents in the future. Thank you for your assistance to this process.
As any job is wrapping up, it is the Project Manager’s responsibility to coordinate the
organizing and boxing for project documents. If the project manager delegates the
boxing of field documents to you, please note the following steps:
1. Request boxes from the warehouse.
2. Combine like items with like items. Make certain to separate drawings/plans
from project files.
3. Don’t include supplies (staplers, stationary, etc.) and items that won’t need to
be kept for years at a storage facility in this process.
4. If you have a question about what to keep and what to discard, ask the
project manager.
5. Request a content sheet from your local Record Retention Contact (“RRC”)
or the Project Manager. This is a template for the information needed to be
recorded.
6. Number the boxes as you go along. Number them with an F in front of the
number (F1, F2, etc. to differentiate from boxes that the PM will be
numbering).
7. Write the contents of each box on the content sheet with the corresponding
box number.
8. Contents that must be included, but not limited to, are: Foreman Logs,
photos, daily site inspections, equipment inspections.
9. LABEL the boxes with the following information: Job Name, Job #, Box # out of
Total Boxes. For example, box #2 out of 10 boxes:
Kaiser West LA
315884
Box F2 of F10
10. Make certain that the content information gets to the Record Retention
Contact and the boxes are labeled with the corresponding box numbers to the
content sheet. It needs to be clear when the boxes arrive at the local Raymond
office which project the boxes are from and what they contain.
9.5 Records Retention rev 11‐10‐09.docx
You can:
A. Place a copy of the content sheet in the first box and give another copy
to the local Record Retention Contact. (You can request the PM to send
it electronically if you don’t have access to a computer.) So, when the
boxes come in, the RRC will know from the content sheet and your
labels which box contains what.
Or
B. Make copies of your content sheet, place in each box, and highlight the
box number and contents of that box.
Or
C. If you are processing the contents shortly after they have been shipped
to the local Raymond office, temporarily label the boxes and give the
hard copy of the content sheet to the RRC.
11. Notify (or have the PM notify) the RRC that the boxes are coming in and
contact the warehouse to have the boxes picked up from the job site.
The end objective is to accurately note for every box to be stored: the job
number, the job name and the detailed contents of each box and to get this
information to the local Record Retention Contact. The RRC will then take it to
the next step of getting your information recorded in a database and to send the
boxes to a storage facility.
Using the content sheet and labeling the boxes are the tools to get this
information recorded so it will be easy to figure out what is inside each box.
Please contact the local Record Retention Contact directly if you have any
questions or have any suggestions how to make this process more efficient.
9.5 Records Retention rev 11‐10‐09.docx
RECORD RETENTION – FULL PROCESS
(REV 11/10/09)
FUNCTION
As any job (major or special) is wrapping up, it is the Project Manager’s
responsibility to coordinate all files and drawings to be organized and boxed
before sending to the local office. Specific contents of each box must be noted
according to the following procedure.
The project manager may delegate the task (i.e. to a project engineer, project
coordinator), but it is the project manager’s responsibility to oversee that job records are
intact. It is crucial to have complete and accurate records. If there is ever litigation on a
project, the accuracy of these records can help locate one piece of paper out of
thousands of stored boxes. That one piece of paper could save millions of dollars and
your reputation.
PROCESS
Step 1: Requesting Boxes
Boxes are requested through the warehouse at the local office and delivered to the job
site. The best way to estimate how many boxes are needed
is by taking a close look at the items which need to be
archived, counting them, and then selecting the proper box
type and amount of boxes.
There are two different types of boxes. The first type is a
“Bankers Box”. It comes in one size (15-1/2” x 24-3/4” x
10”). It comes in a flat form and has to be folded into shape
(no packaging tape is necessary). This box is used for
storing the following items:
•
•
•
•
•
•
•
•
•
Estimate / Contract Drawings, Specifications, Bid Proposals, Post
Bid Negotiations.
All Coordination, Answered RFI’s, and Approved Shop Drawings
All Approved Submittals and Samples
Both Raymond and Client Schedules – All Run Date Issues.
Weekly Coordination Meetings / Meeting Minutes.
All Sub-Subcontracts, Sub-Subcontract Change Orders, Potential
Change Orders, Logs, Schedules and General Correspondence.
All Request for Change Order letters, Pricing, and Backup.
Historical Information for Review of the Baseline Production
Goals.
All Execution of Punch Lists
All General Correspondence to include E-Mails.
9.5 Records Retention.docx
The second type is a tall standard card board box. In order to accommodate standard
sizes of drawings, it comes in multiple sizes (12” x 12” x 24”, 12” x 12” x 30”, 12” x 12” x
36”, 15” x 15” x 30”, and 15” x 15” x 36”). It comes in a flat form and has to be folded
into shape (2” clear packaging tape is necessary for neatly taping both ends of box, do
not use duct tape or masking tape). This box is used for storing the following items:
•
•
Shop drawings
All corresponding drawings until the RCO has been executed and paid.
Step 2: Organizing Files and Drawings
Make sure to box like items together. DO NOT box files and plans/drawings together.
DO NOT box materials from different job numbers together. DO NOT box anything for
off-site storage that is not necessary (i.e., cleaning supplies, office supplies, kitchen
utensils, etc.). These items should be put in separate boxes and be dealt with
appropriately.
Contact the foreman. Request that the foreman box any field materials, logs,
prints/drawings, etc. Gangboxes should be checked. Materials that must be included,
but not limited to, are: foreman logs, photos, daily site inspections, equipment
inspections. The foreman should log contents of boxes according to step 3. If there
are any duplicates of materials, review with the project manager to confirm that the
materials need to be kept.
Contact the estimator. Make certain that all original bid documents/drawings related to
the job are collected and logged. Copies may be kept in the estimator’s personal files
for historical use, but should be noted that they are copies that can be destroyed and
the originals have been archived.
Step 3: Logging Contents
Detailed descriptions of the contents of each box must be tracked and logged into an
electronic content sheet. An electronic content sheet is an excel spreadsheet called
“Operations Content Sheet” that can be sent to you by HR or the local Record
Retention Contact (“RRC”). It is important to fill out the content sheet completely and
thoroughly as the boxes will be stored in an offsite facility. These are the notes that are
relied upon to locate items in the future. Please see attached sample of content sheet.
When completed, send an electronic copy to the designated RRC at your local office.
9.5 Records Retention.docx
Make certain that every box number from a job is unique and never duplicated. To
avoid overlapping box numbers, foreman should complete a separate content sheet,
called “Foreman – Operations Content Sheet.” This has box numbers labeled F1, F2,
F3, etc. The specific contents should be written for each box. When complete, give to
the project manager to scan and forward to the designated RRC.
If the estimator has files/drawings that had not been transferred over to the project
manager, then have the estimator complete the “Estimator – Operations Content
Sheet.” This has box number labeled E1, E2, E3, etc. When complete, forward the
sheet to the project manager and to the RRC. If the materials had been already
transferred to the project manager, the boxes can be coded and tracked on the main
Operations Content Sheet and a separate Estimator Content Sheet is not necessary.
All content sheets are forwarded to the RRC.
Step 4: Making Temporary Labels
Temporary labels are made by taping a piece of paper inside the top of the box. For
the plans/drawings boxes, please tape it on the inside of one of the top flaps.
Print out a copy of the content sheet and highlight the box number that corresponds to
the box. So if you are labeling box F2 out of F10 boxes, print out the content sheet that
lists the contents and highlight box # F2 on the sheet. Tape the content sheet to the top
of the box and make certain that the box number is very clear.
9.5 Records Retention.docx
If you don’t have access to print out multiple content sheets, make a Kaiser West LA
label or write on the box. Temporary labels should include the job
315884
name, job number and box number. The box number should include Box F2 of F10
how many boxes there are in total. For example, Box 1 of 10, Box 2
of 10, Box 3 of 10, etc. For foreman, indicate the “F” box number, i.e.
Box F1 of F10, Box F2 of F10, etc. that is on the content sheet.
Step 5: Confirm All content sheets have been sent to the local Record Retention
Contact. Confirm that all boxes are clearly labeled with corresponding box
numbers on the content sheets.
Step 6: After approval from the RRC, contact the warehouse when all boxes are
ready for pickup.
Step 7: Notification after Boxes Arrive
The warehouse will notify the Record Retention Contact (“RRC”) when the boxes are
delivered to the local office. The RRC will contact the contract administrator of the job.
Step 8: Unique Box Code and Excel Spreadsheets
Unique Box Code
A unique box code is assigned to every box. The unique code is a combination of letters
and numbers that are not being used by any other department and never used again.
The plans/drawings boxes are coded differently than the file boxes. It is therefore very
important to not mix materials together.
Contract and Project Manager/Estimator files are numbered according to a master log
maintained by the contract administrator. The RRC maintains the plans/drawings codes
according to a master log.
Excel Spreadsheets
The RRC will transfer the data from the Operations Content Sheets into Excel
Spreadsheets. These are divided into a box level and a file level. The Box Level
Spreadsheet and the File Level Spreadsheet must be filled out in order for the boxes to
be sent to offsite storage. The box level spreadsheet allows for one line per box and is
used to keep track of individual boxes. The file level spreadsheet allows for multiple lines
per box and is used to keep track of each file or document within each box. The Box
Level Spreadsheet and File Level Spreadsheet can be requested from HR. When filling
out these two spreadsheets make sure to fill out all columns in red as these categories
are mandatory. Also, do not change the format of the spreadsheets. In order for
information to be uploaded from the spreadsheets to our offsite storage, they need to be
in an exact format. In order to find boxes easily in the future, the spreadsheets need to
be filled out completely and thoroughly.
9.5 Records Retention.docx
Step 9: Permanent Labels/Content Sheets
As the boxes arrive in the warehouse,
the RRC will create permanent labels
for the boxes with the unique code (see
right). The RRC will also make a copy
of the contents of each box.
The RRC goes out to the boxes in the
warehouse. The unique code is
matched to the corresponding box
number (i.e., Box 1, Box F3) labeled
inside the box. Permanent labels are
placed outside the box and a copy of
the contents of the box is placed inside.
The boxes must stay in the warehouse
until after the job officially closes.
Labels should be visible, in case they need to be accessed. If any materials need to be
pulled from a box, the RRC must be contacted. An Out Card should be placed inside
the box with name of the person who has the removed material. When returned, the
RRC is notified and the Out Card is removed.
Once the job closes, the RRC can set the suggested destruction date. The close date
of the job and the destruction date are updated in the master logs.
The boxes should remain on site until about a year following the close date.
Step 10: Barcodes
After about a year of the close date, the boxes are ready to be moved to offsite storage.
The RRC will contact the contract administrator with the list of boxes and contents that
are due to be moved off site. The contract administrator will check that there have been
no changes to the contents of the boxes or that there are any issues (i.e. litigation,
upcoming audits) with the job. The RRC will print out destruction date labels and copies
of the contents of the boxes. Destruction date labels for each box, copies of the
contents, and barcodes are taken to the warehouse.
The RRC will place destruction date labels on the boxes. Barcodes are placed on the
short side of the boxes. The smaller, identical barcode label will be placed onto the
content sheet of the box. The RRC must be very careful to match the barcode to the
correct box number.
9.5 Records Retention.docx
Step 11: Information Entered into Database/ Boxes Called for Pickup
Once the boxes are barcoded, the RRC will update the Box and File spreadsheets with
the barcode information. The information will be merged into the master log. The copies
of the content sheets with the small barcode labels are kept on file.
The file is sent to the offsite provider (Iron Mountain) for a data upload. The boxes are
then requested for a pick-up.
9.5 Records Retention.docx
Archived contents for job number(s):
Job name:
Job number:
Project Manager.:
Estimator:
Foreman:
GC/Customer:
Box # Job Number
Destroy Date:
Date Archived:
Completed by:
(to be entered after job closes)
Total # of
Boxes:
Record set brought to Raymond's yard on:
Bankers
Box
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F1
F2
F3
F4
F5
F6
9.5a Record Retention Forms
Box # Job Number
Bankers
Box
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F7
F8
F9
F10
F11
F12
F13
F14
F15
F16
9.5a Record Retention Forms
Box # Job Number
Bankers
Box
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F17
F18
F19
F20
F21
F22
F23
F24
F25
9.5a Record Retention Forms
Box # Job Number
Bankers
Box
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F26
F27
F28
F29
F30
F31
F32
F33
F34
9.5a Record Retention Forms
Box # Job Number
Bankers
Box
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F35
F36
F37
F38
F39
F40
F41
F42
F43
9.5a Record Retention Forms
Box # Job Number
Bankers
Box
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F44
F45
F46
F47
F48
F49
F50
F51
F52
9.5a Record Retention Forms
Archived contents for job number(s):
Job name:
Job number:
Project Manager.:
Estimator:
Foreman:
GC/Customer:
Destroy Date:
Date Archived:
Completed by:
(to be entered after job closes)
Total # of
Boxes:
Record set brought to Raymond's yard on:
Bankers
Box
Box # Job Number
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F1
F2
F3
F4
F5
9.5a Record Retention Forms.xlsx
F6
9.5a Record Retention Forms.xlsx
Box # Job Number
Bankers
Box
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F7
F8
F9
F10
F11
F12
F13
F14
F15
F16
9.5a Record Retention Forms.xlsx
Box # Job Number
Bankers
Box
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F17
F18
F19
F20
F21
F22
F23
F24
F25
9.5a Record Retention Forms.xlsx
Box # Job Number
Bankers
Box
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F26
F27
F28
F29
F30
F31
F32
F33
F34
9.5a Record Retention Forms.xlsx
Box # Job Number
Bankers
Box
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F35
F36
F37
F38
F39
F40
F41
F42
F43
9.5a Record Retention Forms.xlsx
Box # Job Number
Bankers
Box
Drawing box
Contents
please check box size
16x10x24 12x12x30 12x12x36
F44
F45
F46
F47
F48
F49
F50
F51
F52
9.5a Record Retention Forms.xlsx
QUALITY
ASSURANCE
PROGRAM
QUALITY ASSURANCE PROGRAM
SECTION
1
TABLE OF CONTENTS
ORIENTATION
1 Objective Statement
2
GENERAL INSPECTION PRACTICES
1 Inspection Guidelines
2 Field Inspection Reports
3
INSPECTION CRITERIA
1 Cold Formed Metal Framing
• Checklist
2 Gypsum and Glass Mat Sheathing
• Checklist
3 Fiber Cement Board Sheathing
• Checklist
4 Exterior Insulation and Finish Systems
• Checklist
5 Metal Lathing (metal studs & sheathed construction)
• Checklist
6 Portland Cement Plaster Systems
• Checklist
7 GFRC (Glass-Fiber Reinforced Concrete) Fabrications
• Checklist
8 Sealants
• Checklist
9 Paint / Special Finishes
• Checklist
QUALITY ASSURANCE PROGRAM
SECTION
4
TABLE OF CONTENTS
REFERENCE LIST OF STANDARDS
1. ASTM Standards (American Society of Testing and Materials)
•
ASTM C 79 – Standard Specification for Gypsum Sheathing
•
ASTM C 150 – Specification for Portland Cement
•
ASTM C 847 – Standard Specification for Metal Lath
•
ASTM C 920 – Standard Specification for Elastomeric Joint
Sealants
•
ASTM C 926 – Standard Specification for Application of
Portland Cement-Based Plaster
•
ASTM C 954 – Standard Specification for Steel Drill Screws
for the Application of Gypsum Board or Metal Plaster Bases
to Metal Studs from .033 in. to .112 in. in Thickness
•
ASTM C 955 – Standard Specification for Load-bearing
Steel Studs, Runners and Bracing or Bridging, for Screw
Application of Gypsum Board and Metal Plaster Bases
•
ASTM C 1007 – Standard Specifications for Installation of
Load Bearing Steel Studs and Related Accessories
•
ASTM C 1063 – Standard Specification for Installation of
Lathing and Furring for Portland Cement-Based Plaster
•
ASTM C 1177 / C 1177M – Standard Specification for Glass
Mat Gypsum Substrate used as Sheathing
•
ASTM C 1186 – Standard Specification for Flat, NonAsbestos Fiber Cement Sheets
•
ASTM C 1193 – Standard Guide for Use of Sealants
•
ASTM C 1278 – Specification for Fiber-Reinforced Gypsum
Panel
QUALITY ASSURANCE PROGRAM
SECTION
TABLE OF CONTENTS
•
ASTM C 1280 – Specification for Application of Gypsum
Sheathing
•
ASTM C 1382 – Test Method for Determining Tensile Adhesion
Properties of Sealants When Used in EIFS Joints
•
ASTM C 1397-03 – Standard Practice for Application of Class
PB Exterior Insulation and Finish Systems
•
ASTM C 1472 – Standard Guide for Calculating Movement and
Other Effects When Establishing Sealant Joint Width
•
ASTM C 1481 – Guide for Use of joint Sealants With EIFS
•
ASTM C 1516 – Standard Practice for Application of DirectApplied Exterior Finish Systems
•
ASTM C 1535 – Standard Practice for Application of Exterior
Insulation and Finish Systems, Class PI System
•
ASTM D 2098 – Standard Test Method for Determining Tensile
Breaking Strength of Glass Fiber Reinforcing Mesh, Class PB
System
•
ASTM E 1105 – Standard Test Method for Field Determination
of Water Penetration of Installed Exterior Windows, Skylights,
Doors, and Curtain Walls by Uniform or Cyclic Static Pressure
Difference
•
ASTM E 2110 – Standard Terminology for Exterior Insulation
and Finish Systems
QUALITY ASSURANCE PROGRAM
SECTION
5
TABLE OF CONTENTS
RESCOURCES
1. COLD FORMED METAL FRAMING
•
•
•
USG Construction Handbook – Centennial Edition
Gypsum Association GA-253-99
Steel Stud Manufacturers Association (SSMA) –
Product Technical Information
2. GYPSUM and GLASS MAT SHEATHING
•
•
Gypsum Association GA-253-99
Georgia Pacific Product Data
o Tough Rock (Non - Treated Core)`
o Tough Rock (Treated Core)
o DensGuard – DensGlass Gold
o DensGuard – DensDeck
•
USG Product Data
o Fiberock – Aqua Tough
•
•
AWCI Inspectors Training Manual (2/05 version)
USG Construction Handbook – Centennial Edition
3. FIBER CEMENT BOARD SHEATHING
•
4. EXTERIOR INSULATION and FINISH SYSTEM
•
Association for Wall and Ceiling Industries (AWCI)
o EIF Systems Forensics Inspection Protocol Manual
o Specification Section 07241 – EIFS Repair Procedure
o Specification Section 07245 – Joint Repair Procedure
•
EIFS Industry Members Association (EIMA)
o EIFS in Commercial Construction
o Guidelines for the Inspection of EIFS-CLAD Houses
o Guide to Exterior Insulation and Finish System Construction
QUALITY ASSURANCE PROGRAM
SECTION
TABLE OF CONTENTS
•
Dryvit Systems, Inc.
o DS150 – Third Party Inspection Guidelines for Owners and
General Contractors / Construction Managers
o DS204 – Outsulation System Application Instructions
o DS218 – Outsulation Plus System Application Instructions
o Application Bulletins
•
Sto Corporation
o Installation Handbook for Exterior Insulation and Finish
Systems
o Sto EIFS Special Inspection Manual
5. METAL LATH and PORTLAND-CEMENT PLASTER SYSTEM
•
•
•
Metal Lath / Steel Framing Association – ML/SFA 920, Guide
Specifications for Metal Lathing and Furring
American Concrete Institute – ACI 524, Guide to Portland
Cement Plastering
AWCI Evaluation of Three-Coat Portland-Cement Plaster
(Stucco) Technical Manual No. 15
OBJECTIVE STATEMENT
This QUALITY ASSURANCE PROGRAM is prepared to provide our clients with
a project that meets or exceeds any expectations of achievement related to
quality. Most important is the lasting impression, “The Raymond Co. Does It
Right”. To assure that we do it right, this program will include the following.
1. General Inspection practices that can be applied to all scope of work.
2. Scope specific inspection procedures and reporting guidelines.
3. Scope specific typical details to be used by our engineering department to
maintain consistency.
4. Scope specific list of resources (i.e. standards, specifications, technical
manuals, and design guides).
GENERAL INSPECTION PRACTICES
PRE-INSPECTION PREPARATION
Pre-inspection preparations should include the following:
1. Confirm Raymond’s scope per the contract. Familiarize yourself and look
for odd items that affect our responsibilities.
2. Obtain a copy of the specifications. Confirm the jobsite installation
matches the specified materials and procedures for installation.
3. Review the contract drawings thoroughly. Specific attention to the
architectural details. Identify any details not in compliance with the
manufacturer’s suggested details.
4. Obtain a copy of the approved submittals.
• Confirm the metal framing system has been engineered in
compliance with the minimum requirements of the EIF System
manufacturer.
• Confirm the sheathing type is an approved substrate for the EIF
System.
• Confirm the manufacturer’s EIF System and respective products.
5. Photocopy all the building elevations onto 8-1/2” x 11” paper for the report.
6. Coordinate the flow and / or direction for the inspections to follow (i.e. by
floor or by elevation).
7. Coordinate with Raymond’s foremen, if any, issues the client may have
concerning the approved system that is being installed.
INSPECTION
Inspections should include the following:
1. Pre-walk interview with the Raymond field supervisor’s and the client’s
superintendent. The following is a suggested agenda of issues.
• Flow and sequencing of work.
• Weather (delays, protection, etc).
• Stocking and storage.
• Access to the work.
• Jobsite conditions that may affect quality.
• General concerns.
2. The walk through will begin at one elevation and walk around the building
inspecting all the elevations. The following is a list of specific guidelines.
• Confirm metal framing is plumb every 10’-0”.
• Confirm sheathing every 10 sheets and free from humps or breaks.
• Confirm the DEF System substrate accessories.
• Confirm EIF System every 1000 square feet.
• Confirm caulking every 20’-0” to 30’-0”.
POST INSPECTION
Post inspections should include the following:
1. A written report should be completed after every walk to document and /
or clarify the results. This report consists of the inspection cover page,
checklist, and a discrepancies list. Clearly list all discrepancies on the
summary and detail recommended action.
2. The above item #1 is repeated until all action items have been accepted
(signed off).
3. All documents will be distributed to the Project Manager, Superintendent,
Foremen, and Client.
COLD FORMED METAL FRAMING INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the slab on grade and elevated slabs are within tolerances.
2. Confirm all curbs, bump outs, and details, that may affect the framing is
installed per plan.
3. Confirm slab types and verify if any, special requirements to ensure proper
connections are used. Verify if x-raying of slabs is required to locate rebar.
4. Confirm slab locations where penetrating connections will not be used and
mark these areas.
5. Confirm the requirements and extent of the spray on fireproofing.
Coordinate the proper sequence of work to ensure a Z metal sticker is
used to fur out the top track installation beyond the thickness of
fireproofing.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards,
and any other necessary safety equipment. If necessary, call for
Raymond’s safety representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed
scaffold releases.
STOCKING
1. Confirm the material specification has been delivered.
2. Confirm the materials are bundled (unless ordered in less than a bundle).
3. Confirm the materials are stocked on dunnage.
FRAMING PRACTICES
1. Confirm the layout and control lines provided by the client for accuracy.
2. Confirm the crafts people are certified welders and proceeding per the
AWS standards.
3. Confirm the correct fasteners (i.e. shank diameter, head type, and length).
4. Confirm the connections are in compliance with the engineering shop
drawings. For example: minimum depth.
5. Confirm the metal framing members are in compliance with the
engineering shop drawings. For example: spacing.
TESTS
1. Confirm all work is plumb within 1/8” to 10’-0” tolerance.
2. Confirm all corners are square and within tolerance.
SHEATHING - INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the framing has passed inspection criteria (see framing inspections).
2. Confirm the framing has passed inspections by the governing agencies (i.e. city
or county building departments).
3. Confirm the framing is not altered or violated as caused by mechanical / electrical
work that would prevent the correct application.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
4. Confirm the weather conditions will allow for work to proceed.
STOCKING
1. Confirm the material specification has been delivered.
2. Confirm the materials are wrapped in plastic for temporary protection from
weather.
3. Confirm the materials are stocked on dunnage.
HANGING PRACTICES
1. Confirm the use of gypsum sheathing on ceilings and soffits. Not recommended
unless specified by the manufacturer. For example: Georgia-Pacific’s Dens-glass
Gold.
2. Confirm the adequate spacing for control joints required for a direct applied
ceiling application.
3. Confirm the termination detail at grade. The minimum distance from finished
grade and sheathing is 8” in a protected system.
4. Confirm the correct fasteners (i.e. shank diameter, head type, and length). The
minimum fastener length is as follows:
• ½” sheathing = 1” screws
• 5/8” sheathing = 1-1/4” screws
• (2) layers 5/8” sheathing = 1-7/8” screws
5. Confirm the following criteria for fastening installations.
• For gypsum sheathing, fasteners should dimple the paper and should not
tear the paper. For glass mat sheathing, install the fasteners flush with the
surface face.
• Typically, the minimum requirement for correct spacing is 8” at the
perimeter and 8” in the field.
6. Confirm that all board is butted tight and joints do not exceed 1/8”.
7. Confirm temporary protection and exposure to gypsum sheathing from the
following “general guidelines”.
Product
Gypsum Sheathing
Gypsum Sheathing
Maximum Exposure
0 months
1 month
GP Dens-glass Gold
USG Aqua Tough
6 months
12 months
Exceptions
Non Treated Core
Treated Core – Cover with
Building Felt after 1 month
TEST
Gypsum Substrate test may be required when the sheathing is within 10 days of the
expiration of the manufacturer’s warranted exposure period (or past the warranted
period), the following test is performed.
1. Cut an x in the sheathing paper approximately 2”.
2. Peel back the paper ¼” to ½”.
3. Conclude results as follows:
• Pass: If the paper delaminates leaving part of the paper adhered to the
gypsum core, the sheathing is acceptable.
• Fail: If the paper pulls cleanly away from the gypsum core, the paper has
delaminated from the core. Therefore, the sheathing is unacceptable.
CEMENT BOARD - INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the framing has passed inspection criteria (see framing inspections).
2. Confirm the framing has passed inspections by the governing agencies (i.e. city
or county building departments).
3. Confirm the engineering limitations as follows:
• Steel framing must be 20 gauge or heavier.
• Steel stud spacing must be 16” o.c. and a maximum deflection of L/360.
• Maximum dead load on a ceiling system is 7.5 psf.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
4. Confirm the weather conditions will allow for work to proceed.
STOCKING
1. Confirm the material specification has been delivered.
2. Confirm the materials are wrapped in plastic for temporary protection from
weather.
3. Confirm the materials are stocked on dunnage.
HANGING PRACTICES
1. Confirm the use of cement board as it relates to the substrate requirements of
the finish specification.
2. Confirm the orientation of the cement board panels.
• Smooth side out for tile systems.
• Rough side out for thin set mortar and portland cement basecoat
applications.
3. Confirm that all board is butted tight and joints do not exceed 1/8”.
4. Confirm the correct fasteners (i.e. shank diameter and length). The minimum
fastener length is as follows:
• ½” cement board = 1-¼” screws
• 5/8” sheathing = 1-5/8” screws
5. Confirm the following criteria for fastening installations.
• For all walls, the requirement for correct spacing is 8” @ the perimeter and
field. For all ceilings, the correct spacing is 6”@ perimeter and field. Apply
fasteners in the field and work to the perimeter.
• Apply fasteners 3/8” to 5/8” from the edges.
• Apply fasteners straight and flush with surface face.
6. Confirm the joint reinforcement with a tape application.
• Reinforce all joints and corners.
• Proper exterior tape is 4” x 150’ rolls.
• Prefill joints with a latex-modified portland cement mortar.
• Apply the 4” tape at center of joint. Do not overlap at splices.
• Level all joints acceptable to receive the finish specified.
EXTERIOR INSULATION FINISH SYSTEM INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the gypsum sheathing has passed the inspection criteria. (see sheathing
inspections)
2. Confirm the wood sheathing has passed the inspection criteria. Generally,
plywood is not used in commercial construction. Nevertheless, an approved
product is ½” thick minimum exterior 1 plywood. (fire treated plywood is not
acceptable).
3. Confirm the CMU and Cast in Place Concrete has passed the inspection criteria
and meets the following criteria.
• Concrete must cure for 28 days prior to installation of EPS board.
• Confirm acceptable tolerances are met – ¼” in 10’-0” unless not in the
contract documents.
• Properly clean any efflorescence and form release agents prior to the start
of the work.
• Joints must be flush.
4. Confirm the sheathing has passed inspections by the governing agencies (i.e.
city or county building departments).
5. Confirm the substrates including system terminations have been performed in the
proper construction flow. Are the flashings installed prior to the EPS board? Is
the area complete? If not, quality will be compromised.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
4. Confirm the weather conditions will allow for work to proceed.
• Product applications will freeze at 40 degrees Fahrenheit. (Some
products freeze at 50 degrees, see packaging for specific instructions).
• Air must circulate to prevent hot / cold spots.
• Maximum humidity is 90%.
• Proper weather conditions must be maintained 24 hours prior to the start
of work and continued 24 / 7 until the work area is complete.
STOCKING
1. Confirm the material specified has been delivered.
2. Confirm the materials are wrapped in plastic for temporary protection from
weather and stored in a covered space (tarped) protected from direct sunlight.
APPLICATION PRACTICES
All applications are in compliance with ASTM C1397 and the specified
recommendations published by each manufacturer.
EPS Board
1. Confirm proper adhesion attachments per the specified system.
• Notched trowel is to be used for gypsum sheathing, plywood, and
masonry substrates.
• Ribbon and dab to be used for concrete, cement board and masonry
substrates.
2. Confirm proper mechanical attachments per the specified system. If framing
screws must penetrate the framing members, please use the following depth
criteria. This attachment method cannot be used on EPS board less than 1-1/2”
and fasteners must not fracture the EPS board.
•
•
•
5/16” to be used for cold formed metal framing.
1” to be used for wood framing.
1” to be used for masonry.
3. Confirm all construction details to ensure that all sloped conditions will not cause
pooling. EPS will be installed at 45 degrees or 6 : 12 slope. Consult your
manufacturer for acceptable variances.
4. Confirm the maximum thickness is 4”.
5. Confirm all EPS board is installed with interlocked corners.
6. Confirm all joints are offset from the sheathing by 6” and gaps filled with slivers
prior to rasping.
7. Confirm all irregularities over 1/16” are rasped.
Aesthetic, Control, and Expansion Joints
1. Confirm the proper planning and location of these joints in compliance with the
construction documents (architectural and structural) and the manufacturer’s
specifications. For example: EIF System over gypsum sheathing requires
expansion joints per the gypsum sheathing manufacturer’s recommendations.
Direct applied Exterior Finish Systems
1. Confirm the use of the approved sheathing substrate per the manufacturer.
2. Confirm the proper planning and location of control joints and edge trim
accessories. Accessories must be set in a bed of sealant.
Reinforcing Mesh
1. Confirm a minimum of 4 oz. mesh over the entire finish surface.
2. Confirm a minimum back wrap of 4” at all opening and system terminations
(unless a down wrap of 2” is accepted by the manufacturer).
3. Confirm a minimum of 4.3 oz mesh for corner reinforcement at all openings and
installed diagonally.
4. Confirm a minimum of 4.3 oz mesh for reinforcement of all aesthetic reveals.
5. Confirm a minimum of 2-1/2” mesh overlap at all edges.
6. Confirm the requirement for heavy duty mesh designed to protect lamina at high
traffic areas. Install heavy duty mesh without an overlap at the edges and cover
with the standard mesh.
Base Coat
1. Confirm the minimum thickness and the reinforcing mesh is fully encapsulated.
•
•
Too thin will cause the mesh to show through.
Too thick will cause cracking and potential leaking.
2. Confirm all finish surface and reveals is free from bubbling, puckering, or folding
created as a result of the base and mesh application.
Finish Coat
1. Confirm a minimum of 24-hour cure time of the base coat prior to the application
of the finish coat.
2. Confirm the base coat is free from efflorescence. If not, clean as required and
allow 24 hours for surface to dry.
3. Confirm the acceptable appearance as follows:
• Does the finish comply with the approved submittal samples?
• Is the finish surface free from cold joints?
• Is the patching at the scaffold ties acceptable?
• Generally, are all patches acceptable?
TEST
Gypsum Substrate test may be required when the sheathing is within 10 days of the
expiration of the manufacturer’s warranted exposure period (or past the warranted
period), the following test is performed.
1. Cut an X in the sheathing paper approximately 2”.
2. Peel back the paper ¼” to ½”.
3. Conclude results as follows:
• Pass: If the paper delaminates leaving part of the paper adhered to the
gypsum core, the sheathing is acceptable.
• Fail: If the paper pulls cleanly away from the gypsum core, the paper has
delaminated from the core. Therefore, the sheathing is unacceptable.
Foam Adhesion – Using the approved adhesive, spread the adhesive on the backside
of a 2’-0” x 2’-0” piece of EPS foam. Before the adhesive is set, pull the test piece off
the substrate and conclude the following.
• Pass: If the EPS pulls off the substrate leaving approximately 50% (or more)
of the adhesive on the substrate, the adhesion is good.
• Fail: If more than 50% of the adhesion comes off with the EPS, then the
adhesion is poor and not acceptable.
Concrete, CMU, and Stucco Straight Edge test will require these substrates to be
within ¼” in 4’-0” tolerances for an acceptable substrate for the EIF system. To test,
take a 4’-0” straight edge and place it on the substrate checking for flatness.
• Pass: If there are minimal humps or voids behind the substrate. Under no
circumstances will there be voids or humps as a result in variances of more
than ¼” through the length of the straight edge.
• Fail: If there are variances of greater than ¼’ through the length of the straight
edge.
EPS Board Break test will determine if the EPS has been properly cured and / or
formulated. This test should be conducted routinely throughout the project to ensure a
quality job. Score a 12” x 12” piece of EPS approximately 10% through the thickness of
the board. Break the board and conclude the following.
• Pass: If more than 80% of the beads are broken, the EPS is properly cured
and good for installation.
• Fail: If more than 80% of the break is rounded beads of EPS material, then
the EPS is not properly cured.
METAL LATHING - INSPECTION CRITERIA
(support members are metal studs w/ sheathed
construction)
PREREQUISITE WORK
1. Confirm the gypsum sheathing has passed the inspection criteria. (see sheathing
inspections)
2. Confirm the sheathing has passed inspections by the governing agencies (i.e. city or
county building departments).
3. Confirm the substrates to include system terminations have been performed in the
proper construction flow. Are the flashings installed prior to the metal lath? Is the area
complete? If not, quality will be compromised.
4. Confirm the proper use of the expansion joints to be located at the building’s structural
separation as opposed to the control joints.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any other
necessary safety equipment. If necessary, call for Raymond’s safety representatives to
review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold releases.
4. Confirm the weather conditions will allow for work to proceed.
STOCKING
1. Confirm the material specified has been delivered.
2. Confirm the materials are kept dry or wrapped in plastic for temporary protection from
weather.
3. Confirm the materials are stacked off the ground.
APPLICATION PRACTICES
Metal Lath Type
1. Confirm the use of metal lath on vertical walls or horizontal ceilings / soffits and
determine the correct type of lath based on the substrate and spacing of supports. See
the following table for guidelines.
Vertical Assemblies
2.5# diamond mesh lath – studs @ 16” o.c
3.4# diamond mesh lath – studs @ 16” o.c
2.75# flat rib lath – studs @ 16” o.c.
3.4# flat rib lath – studs @ 16” o.c.
3.4# 3/8” rib lath – studs @ 24” o.c.
4.5# sheet lath – studs @ 24” o.c.
Horizontal Assemblies
2.5# diamond mesh lath – studs @ 12” o.c.
3.4# diamond mesh lath – studs @ 13 1/2” o.c
2.75# flat rib lath – studs @ 16” o.c.
3.4# flat rib lath – studs @ 16” o.c.
3.4# 3/8” rib lath – studs @ 24” o.c.
4.5# sheet lath – studs @ 24” o.c.
2. Confirm the minimum requirements for lath on exteriors to be 2.75# or heavier.
3. Confirm a minimum bearing on the lath of 1-5/8”.
4. Confirm the necessary application for self furred lath.
Attachments
5. Confirm the correct fasteners (i.e. head type, shank diameter and length) based on the
application used in the above tables. The following is an outline of the recommended
fasteners.
Vertical Assemblies
18 gauge galvanized wire ties installed at
6” o.c. (3” laps)
Self drilling, self tapping screws, #8 x ½”
long (minimum depth thru stud is 3/8”) w/
7/16” pan washer head and installed at a
maximum spacing of 6” o.c.
Horizontal Assemblies
18 gauge galvanized wire ties w/ 1 loop
installed at 6” o.c.
Self drilling, self tapping screws, #8 x ½” long
(minimum depth thru stud is 3/8”) w/ 7/16” pan
washer head. In addition, the screw must be
fitted w/ 16 gauge washers and installed at a
maximum of 6” o.c.
Building Paper
6. Confirm the proper use.
• Does the project require one or two layers? Do the courses overlap to a minimum
3”?
Metal Lathing
7. Confirm the proper installation.
• Is the long dimension of the sheet perpendicular to the crossing support members?
• Are the end laps staggered from course to course and over the support members?
• Is the diamond lath and ribbed lath lapped at sides a minimum of 1/2”? For k-lath,
provide a minimum of 2”.
• Are the end laps lapped a minimum of 1? Note: Nesting is required at rib lath.
• Are the corners returned a minimum of 3”? Note: Not required with 2” x 2”cornerite.
• Does the lath extend a minimum of 2” down past the foundation slab?
• Confirm the overlap requirements for paper back lath is paper on paper and lath on
lath.
Accessories (Plaster Trim)
8. Confirm the proper installation.
• Is the size of the casing beads coordinated with the thickness of the plaster?
• Are drip screeds used at the foundation slab?
• Does the control joint layout meet the minimum requirement of 100 to 144 square
feet of finish surface?
• Are the expansion joints trimmed properly?
• Are the trims installed straight and true?
CEMENT BOARD - INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the framing has passed inspection criteria (see framing inspections).
2. Confirm the framing has passed inspections by the governing agencies (i.e. city
or county building departments).
3. Confirm the engineering limitations as follows:
• Steel framing must be 20 gauge or heavier.
• Steel stud spacing must be 16” o/c. and a maximum deflection of L/360.
• Maximum dead load on a ceiling system is 7.5 psf.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
4. Confirm the weather conditions will allow for work to proceed.
STOCKING
6. Confirm the material specification has been delivered.
6. Confirm the materials are wrapped in plastic for temporary protection from
weather.
6. Confirm the materials are stocked on dunnage.
HANGING PRACTICES
1. Confirm the use of cement board as it relates to the substrate requirements of
the finish specification.
2. Confirm the orientation of the cement board panels.
• Smooth side out for tile systems.
• Rough side out for thin set mortar and portland cement basecoat
applications.
3. Confirm that all board is butted tight and joints do not exceed 1/8”.
4. Confirm the correct fasteners (i.e. shank diameter and length). The minimum
fastener length is as follows:
• ½” cement board = 1-¼” screws
• 5/8” sheathing = 1-5/8” screws
5. Confirm the following criteria for fastening installations.
• For all walls, the requirement for correct spacing is 8” @ the perimeter and
field. For all ceilings, the correct spacing is 6”@ perimeter and field. Apply
fasteners in the field and work to the perimeter.
• Apply fasteners 3/8” to 5/8” from the edges.
• Apply fasteners straight and flush with surface face.
6. Confirm the joint reinforcement with a tape application.
• Reinforce all joints and corners
• Proper exterior tape is 4” x 150’ rolls.
• Prefill joints with a latex-modified portland cement mortar.
• Apply the 4” tape at center of joint. Do not overlap at splices.
• Level all joints acceptable to receive the finish specification.
GFRC FABRICATIONS – INSPECTION CRITERIA
DESIGN & SHOP DRAWINGS
1. Confirm the fabrication shop drawings have been submitted and approved for
verification of profiles, dimensions, and construction interfaces.
2. Confirm the attachment details indicated on the shop drawings have been
verified by the installer, and if necessary, provided by a registered structural
engineer to meet all local building codes.
MIXES
1. Confirm the specified backing mix design has been batched and blended in
accordance with industry standards with acceptable proportions to achieve
workability.
2. Confirm the specified face mix design has been batched and blended to meet the
characteristics of the finish texture and color.
FABRICATION
1. Confirm the planning of the form materials to be consistent with the finish texture
requirements.
2. Confirm the construction of the formworks to be conforming to the design
profiles, dimensions, and acceptable tolerances.
3. Confirm the glass fiber and cement slurry is blended to achieve the required
proportions and glass content, following the procedure recommended by PCIMNI-128.
4. Confirm the designated embeds are properly located, and encapsulated to
ensure proper strength.
5. Confirm the dimensional tolerances are achieved, following the procedure
recommended by PCI-MNL-117.
6. Confirm the exposed face will match the approved sample for finish texture and
color.
7. Confirm the initial curing period or sufficient time allowed prior to the removal of
the forms.
8. Confirm the moist curing period to be a minimum of 7 days within a controlled
environment. Note: Moist curing is not required if co-polymers are used.
9. Confirm the product is marked for identification that matches the shop drawings
and parts tracking schedule.
DELIVERY, STORAGE, AND HANDLING
1. Confirm the product has been properly packaged to avoid stresses or damages.
2. Confirm the product is stored on a level and clean location to protect from any
possible exposure to dirt, water (causing staining), and physical damage.
3. Confirm the proper inventory of parts and product located readily accessible for
installation.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
PREREQUISITE WORK
1. Confirm the layout and control lines provided by the client for accuracy.
2. Confirm the as-built dimensions that may affect proper installation of the product.
INSTALLATION PRACTICES
1. Confirm the product is lifted and set with a means suitable to the location and
application requirements. Final set must be level, plumb, and square.
2. Confirm the use of temporary supports to ensure a final positioning adjustment
prior to securing the connections.
3. Confirm the installations within the tolerances, following the procedure
recommended by PCI-MNL-117.
4. Confirm the correct fasteners (i.e. shank diameter, head type, and length).
5. Confirm the connections are in compliance with the engineering shop drawings.
6. Confirm the crafts people are certified welders and proceeding per the AWS
standards.
PATCHING
1. Confirm a higher attention to craftsmanship and recommended techniques are
used to achieve quality and maintain the finish sample texture and color.
2. Confirm the structural adequacy of the product is maintained.
SEALANTS - INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the sealant specification is compatible with the EIFS manufacturer.
Check compatibility with all other substrates.
2. Confirm the sealant specification and determine the use of the EIFS color prime.
(Some EIFS manufacturers require the color prime).
3. Confirm the substrate is in good condition.
4. Confirm the substrate to be sufficiently dry. Generally, allow 24 hours prior to
applying sealants. Consult your manufacturer’s guidelines.
5. Confirm all joints are ¾” wide (unless specified otherwise by the construction
documents). Are the joints true and straight or within 1/8” minimum tolerance?
6. Confirm there is no EIFS finish where the sealants are located.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
4. Confirm the weather conditions will allow for work to proceed.
STOCKING
1. Confirm the material specified has been delivered.
INSTALLATION PRACTICES
1. Confirm joint to be clean and free from contaminants that would hinder adhesion.
If not, clean and / or brush the surface of the joint with a stiff bristle brush or use
oil – free compressed air.
2. Confirm all joints are primed with the primer specified by the sealant
manufacturer and prior to the application of sealant and tooling.
3. Confirm the proper backer rod is used. All backer rod is closed cell and should be
sized to compress 25% minimum when installed. (For example: 1” backer rod is
used in a ¾” joint).
4. Confirm the locations where the backer rod is not practical. Use the bond breaker
tape to prevent three sided adhesion conditions.
5. Confirm the sealant has a minimum of ¼” bond contact width for proper
adhesion.
6. Confirm every joint is complete and does not have any gaps in the sealants.
Application must be continuous.
TEST
Randomly inspect sealants for adhesion. Look where sealant has pulled away or not adhered to
the substrate. Pull tests may be required to confirm a proper installation. The sealant
manufacturer will perform these tests.
PAINT & SPECIAL PAINT FINISH –
INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm all product data and MSDS submittals have been submitted and
approved.
2. Confirm all color, sheen, texture, and technique samples have been submitted
and approved.
3. Confirm all wood samples have been submitted and approved on the type and
quality of wood specified for the project.
4. Confirm the specified coating and coating systems and the minimum
requirements for the number of coats. Note: Where we may need additional
coats to hide base materials.
5. Confirm the execution of a complete examination of the surfaces scheduled to
receive paint. Manage until conditions are acceptable.
6. Confirm the proper masking techniques to ensure the edges of paint are clean
and sharp without overlap.
7. Confirm adequate steps are taken to protect adjacent surfaces.
8. Confirm all wall or ceiling fixture accessories are removed prior to painting.
9. Confirm adequate steps are taken to ensure access to the surface. Remove
equipment as required.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
4. Confirm the weather conditions will allow for work to proceed.
• Do not apply finishes where dust is being generated.
• Do not apply exterior paint in damp and rainy weather. Ensure that the
surface is clean and dried thoroughly before proceeding.
• Always follow manufacturer’s recommendation to the environmental
conditions before any paint coatings are applied.
• The temperature should be at least 55 degrees.
5. Confirm adequate ventilation, lighting, and temperature conditions. Are
respirator’s required? Is the work area clear for all employees?
STOCKING
1. Confirm the material specified has been delivered. Are the specified product
systems under one (1) manufacturer?
2. Confirm the material is sealed with manufacturer’s name, type of paint, color, and
instructions for reducing or mixing.
PREPARATION OF SURFACES
1. Confirm all surfaces have been prepared in accordance with the following table.
Wood
Sand smooth, fill open joints, cracks, holes, pits or depressions and
smooth with putty after priming.
Concrete
Concrete should be cured for 30 days. Use a stiff brush to remove
all loose debris, clean off any efflorescence. Fill depressions and
remove projections not part of the base material.
Remove all debris. Touch up with a ferrous metal primer.
Primed Ferrous
Metal
Unprimed
Remove all rust, scale, and debris by wire brushing, scraping, or
Ferrous Metal
sandblasting to provide a clean surface.
Galvanized Metal Remove all rust, scale, and debris and clean with mineral spirits.
Pretreat with phosphoric acid, etch, and vinyl wash. Apply primer
same day as treatment.
Plaster
Fill hairline cracks, small holes, and plastering imperfections. Match
adjacent surfaces, wash, and neutralize high alkali surfaces, if
occurs.
2. Confirm our ability to provide a suitable surface preparation. If not, please advise
the client of the unsatisfactory surface.
3. Confirm the moisture content of the surface is within the limits recommended by
the manufacturer.
APPLICATION PRACTICES
1. Confirm all paint is applied with the recommended brushes, rollers, and spray
equipment.
2. Confirm all stains are applied per the manufacturer’s recommendations.
3. Confirm all materials are applied evenly and film thickness, free of runs, sags, or
skips.
4. Confirm the application of paint surfaces behind vents, registers, or grilles to be
flat black. Clean metal, prime, and spray paint as required.
5. Confirm the underwriters’ labels fusible links, and sprinkler heads are not
painted.
6. Confirm the application of paint to surfaces of exposed plumbing and mechanical
items.
10-14: Criteria For Weld Procedures
A more complete version is available from your Project Manager.
PROCESS
1. Weld Procedure Specifications (WPS) need to be submitted prior to the job start.
Preferably with submittals or engineered drawings.
2. Raymond should be held to following AWS D1.3, which is for welding any base
metal up to 3/16” thick. To meet AWS D1.3, our welders need to have their light
gauge welding license. Sometimes inspectors or engineers will try to hold us to
AWS D1.1, which is for base metals from 3/16” and up in thickness. They try to
hold us to this by saying that when welding to the structure we are governed by
the heavier steel. To meet AWS D1.1, our welders need to have their structural
welding license.
3. You will usually find which AWS you are held to in the job specifications or in the
structural drawing notes. When we are engineering our drawings we need to
make sure our engineer is addressing that we conform to AWS D1.3 and that
there are no preheat requirements of the structural steel during our welding. Our
engineer should also list the type of rod he requires in his note sheets. This will
help greatly when dealing with inspectors to get them to inspect to the right
criteria.
4.
Welding procedures are done by an independent licensed agency or individual
such as Fred McMilon and cannot be done by us.
5. Try to get all welding procedures that could become applicable during the course
of the project. You should have them for different types of welding machines
(manual or semi automatic), rod, joint designs, rod positions, base metals
thicknesses, etc.
6. Here are the basics to make sure you have covered in your WPS.
•
•
•
•
•
•
•
•
Type of welding process: Manual or semi automatic. Your welders will
have to be certified in wire feed if you only have semi automatic. It is best to
have both in your weld procedures.
Joint Design: Butt Joint, Flare-V or Flare-Bevel, T-Joint or Lap Joint, etc.
You will need to have these for each type of joint between the two materials
you are welding.
Base Metal: The sheet steel classification is what we are generally welding.
This gauge metal needs to be at least as thick as your thickest metal you will
be installing. If your slab edge clips are 12ga and your studs are 16ga, then
your base metal needs to be for 12ga and thinner. Your support steel is what
you are welding your base metal too. Typically, the structure of the building.
Position: This is the position of the grove and position of the fillet. These
depend on the joint design. The progression is the direction the weld is being
done. This is critical. Vertical-Down, Vertical-Up, Overhead, etc. If you are
doing overhead welding onto the underside of beams and do not have a weld
procedure for this rod direction of overhead, you could be turned down by
your inspector.
Gas: We generally do not use these types of welding machines.
Filler Metal: This is the type of rod we need to use.
a. 60 Series rod is very typical for welding studs to studs.
b. 70 Series is a low hydrogen rod and will need to be in a rod warmer
within 4-hours of opening the container to keep it dry. Inspectors will
look for this. 70 Series rod is generally used when welding is structural
steel as it injects fewer contaminants into the structural steel.
Coatings: Painted, Plain or Galvanized. Make sure it matches what you are
welding.
Preheat: This is very critical. It tells them the temperature of the steel
required for the weld. Ambient temperature is desired as no preheating is
required for the weld.
QUALITY ASSURANCE PROGRAM
SECTION
1
TABLE OF CONTENTS
ORIENTATION
1. Objective Statement
2
GENERAL INSPECTION PRACTICES
1 Inspection Guidelines
2 Field Inspection Reports
3 Discrepancies
3
INSPECTION CRITERIA
1 Metal Framing
• Checklist
2 Gypsum Board
• Checklist
3 Cement Board
• Checklist
4 Taping
• Checklist
5 Metal Lathing (metal studs & sheathed construction)
• Checklist
6 Gypsum Plaster
• Checklist
7 Veneer Plaster
• Checklist
8 Venetian Plaster / Special Plaster Finishes
• Checklist
9 GFRG Fabrications
• Checklist
10 GFRC Fabrications
• Checklist
11 Millwork
• Checklist
12 Paint / Special Paint Finishes
• Checklist
13 Wall Covering
• Checklist
QUALITY ASSURANCE PROGRAM
SECTION
4.
TABLE OF CONTENTS
REFERENCE LIST OF STANDARDS
1. ASTM Standards (American Society of Testing and Materials)
•
ASTM C 22 – Specification for Gypsum
•
ASTM C 28 – Specification for Gypsum Plasters
•
ASTM C 473 – Test Methods for Physical Testing of
Gypsum Panel Products
•
ASTM C 474 – Test Methods for Joint Treatment
Materials for Gypsum Board Construction
•
ASTM C 475 – Specification for Joint Compound and
Joint Tape for Finishing Gypsum Board
•
ASTM C 587 – Specification for Gypsum Veneer Plaster
•
ASTM C 631 – Specification for Bonding Compounds for
Interior Gypsum Plastering
•
ASTM C 645 – Specification for Nonstructural Steel
Framing Members
•
ASTM C 754 – Specification for Installation of Steel
Framing Members to receive Screw Attached Gypsum
Panel Products
•
ASTM C 840 – Specification for Application and Finishing
of Gypsum Board
•
ASTM C 841 – Specification for Installation of Interior
Lathing and Furring
•
ASTM C 842 – Specification for Application of Interior
Gypsum Plaster
•
ASTM C 843 – Specification for Application of Gypsum
Veneer Plaster
QUALITY ASSURANCE PROGRAM
SECTION
TABLE OF CONTENTS
•
ASTM C 844 – Specification for Application of Gypsum
Base to Receive Gypsum Veneer Plaster
•
ASTM C 847 – Specification for Metal Lath
•
ASTM C 954 – Specification for Steel Drill Screws for the
Application of Gypsum Panel Products
•
ASTM C 955 – Specification for Load –Bearing Steel
Studs
•
ASTM C 956 – Specification for Installation of Cast-InPlace Reinforced Gypsum Concrete
•
ASTM C 1002 – Specification for Steel Self-Tapping
Screws for the Application of Gypsum Panel Products
•
ASTM C 1007 – Specification for Load Bearing Steel
Studs
•
ASTM C 1047 – Specification for Accessories for
Gypsum Wallboard
•
ASTM C 1396 – Specification for Gypsum Board
QUALITY ASSURANCE PROGRAM
SECTION
TABLE OF CONTENTS
5. RESCOURCES
1. METAL FRAMING
•
•
USG Construction Handbook – Centennial Edition (Chapter 11
– Planning, Execution, and Inspection)
Steel Stud Manufacturers Association (SSMA) –
Product Technical Information
2. GYPSUM BOARD / TAPE
•
•
•
•
USG Construction Handbook – Centennial Edition (Chapter 11
– Planning, Execution, and Inspection)
Gypsum Association GA-216-2004
Georgia Pacific Product Data
USG Product Data
3. METAL LATH
•
•
Cemco –Metal Lath and Accessories
Guide Specifications for Metal Lathing and Furring
4. GYPSUM PLASTER
•
USG Construction Handbook – Centennial Edition (Chapter 11
– Planning, Execution, and Inspection)
4. CAST
•
•
Formglas Specification – GFRG and GFRC
Moonlight Molds Specification – GFRG and GFRC
6. MILLWORK
•
Woodwork Institute of California
7. PAINT / WALLCOVERING
•
Frazee Master Specifications
OBJECTIVE STATEMENT
This QUALITY ASSURANCE PROGRAM is prepared to provide our client’s with
a project that meets or exceeds any expectations of achievement related to
quality. Most important is the lasting impression “The Raymond Co. Does It
Right”. To assure that we do it right, this program will include the following.
1. General Inspection practices that can be applied to all scope of work.
2. Scope specific inspection procedures and reporting guidelines.
3. Scope specific typical details to be used by our engineering department to
maintain consistency.
4. Scope specific list of resources (i.e. standards, specifications, technical
manuals, and design guides).
GENERAL INSPECTION PRACTICES
PRE-INSPECTION PREPERATION
Pre-inspection preparations should include the following:
1. Confirm Raymond’s scope per the contract. Familiarize yourself and look
for odd items that affect our responsibilities.
2. Obtain a copy of the specifications. Confirm the jobsite installation
matches the specified materials and procedures for installation.
3. Review the contract drawings thoroughly. Specific attention to the
architectural details. Identify any details not in compliance with the
manufacturer’s suggested details.
4. Obtain a copy of the approved submittals.
• Confirm the interior systems comply with the architect’s
specifications for fire and sound, and meets criteria for limiting
heights per the SSMA manual.
5. Photocopy all the building areas onto 8-1/2” x 11” paper for the report.
6. Coordinate the flow and / or direction for the inspections to follow (i.e. by
floor or by elevation).
7. Coordinate with Raymond’s foremen, if any, issues the client may have
concerning the approved system that is being installed.
INSPECTION
Inspections should include the following:
1. Pre-walk interview with the Raymond field supervisor’s and the client’s
superintendent. The following is a suggested agenda of issues.
• Flow and sequencing of work.
• Building enclosure
• Stocking and storage
• Access to the work.
• Jobsite conditions that may affect quality
• General concerns
2. The walk through will begin at one area and walk thru the building
inspecting all the areas / elevations.
POST INSPECTION
Post inspections should include the following:
1. A written report should be completed after every walk to document and /
or clarify the results. This report consists of the inspection cover page,
checklist, and a discrepancies list. Clearly list all discrepancies on the
summary and detail recommended action.
2. The above item #1 is repeated until all action items have been accepted
(signed off).
3. All documents will be distributed to the Project Manager, Superintendent,
Foremen, and Client.
Disc
Item Description:
Remedial Action:
Completed:
Date:
Completed:
Date:
Completed:
Date:
Completed:
Date:
Completed:
Date:
Item Description:
Remedial Action:
Item Description:
Remedial Action:
Item Description:
Remedial Action:
Item Description:
Remedial Action:
crepancies List
FIELD INSPECTION REPORT
Project:
Address:
Project #
Date:
Owner:
Contact:
General Contractor:
Contact:
Raymond Project Team:
Sr. Project Manager:
Project Manager:
Project Engineer:
Project Coordinator:
Superintendent:
General Foreman:
Foreman:
Scope of Work Inspected (identify approved manufacturers / systems):
Findings Summary:
(
) cc: Superintendent
(
) cc: Foreman
(
) cc: Customer
(
) cc: Office
METAL FRAMING - INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the layout has been completed per architect’s drawings
2. Properly position partitions according to layout. Snap chalk lines at ceiling and
floor. Be certain that partitions will be plumb.
3. Verify a clean and clear path in area to be framed be removing debris and
clearing any materials out of the way in the direction of your work.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold and lift equipment for compliance with the Raymond policies
and OSHA requirements. Manage the acceptable users by ensuring the signed
scaffold releases and lift equipment maintenance checklists.
STOCKING
1. Confirm the material specification has been delivered.
2. Confirm the materials are wrapped in plastic for temporary protection from
weather if materials cannot be stocked inside the building.
3. Confirm the materials are stocked on dunnage.
METAL FRAMING PRACTICES
1. Confirm steel framing systems meet specifications as required by local building
codes, regulations and standards. Also verify that sizes and gauges are
appropriate based on limiting height and span tables as indicate dint eh SSMA
manual and per architect’s plans and specifications.
• Framing should be a minimum of 1” clear from mechanical, electrical,
plumbing and other dissimilar materials.
• Wall framing should be a minimum of ¾” less than height of top track.
• Bridging is required at 48” o.c. when drywall is installed on 1-side only.
2. Validate accuracy of alignment and position of framing, including bracing if
required, according to plans and details.
3. Verify partitions are acceptable straight and true; ceilings are acceptable level.
4. Measure spacing of studs and joists. Spacing should not exceed maximum
allowable for the system.
5. Look for protrusions of blocking, bridging or piping and twisted studs and joists
that would create an uneven surface.
6. Confirm there is appropriate blocking and support for fixtures and board.
7. Verify window and door frames, electrical and plumbing fixtures are set for board
thickness used.
8. Validate proper position and attachment of resilient and furring channels.
9. Examine steel studs at corners, intersections, terminals, shelf-walls, door and
window frames for positive attachment to floor and ceiling runners (steel pins at
24” o.c. and 2” from ends).
10. Verify steel stud flanges in field are faced the same direction.
11. Confirm preset door frames are independently fastened to floor slab and that
window frames are securely attached to stud and runner rough framing at all
jamb anchors.
GYPSUM BOARD - INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the framing has passed inspection criteria (see framing inspections).
2. Confirm the framing has passed inspections by the governing agencies (i.e. city
or county building departments).
3. Confirm the framing is not altered or violated as caused by mechanical / electrical
work that would prevent the correct application.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold and lift equipment for compliance with the Raymond policies
and OSHA requirements. Manage the acceptable users by ensuring the signed
scaffold releases and lift equipment maintenance checklists.
4. Confirm the building is weather tight allowing for work to proceed.
STOCKING
1. Confirm the material specification has been delivered.
2. Confirm the materials are wrapped in plastic for temporary protection from
weather if materials cannot be stocked inside the building.
3. Confirm the materials are stocked on dunnage.
DRYWALL PRACTICES
Base Layer
1. Verify material being used complies with specifications and requirements of fire
or sound rating.
2. Confirm proper perpendicular or parallel application of board is being used and
that end joints are staggered.
3. Validate the recommended fasteners are being used, spaced and set properly.
4. Verify acoustic sealant is installed correctly at top and bottom of wall conditions
and that it completely seals the void per architect’s specifications.
Face Layer
1. Verify material compliance.
2. Validate high-quality workmanship. Cracked or damaged-edged boards should
not be used. Board surfaces should be free of defects; joints correctly butted and
staggered.
3. Confirm proper application method – perpendicular or parallel.
4. Verify fasteners for compliance with specifications, proper spacing and
application.
5. Inspect trim, corner beads and related components for alignment, grounds,
secure attachment and proper installation.
6. Make sure required control joints are properly located and installed per
architect’s plans and specifications.
Fasteners
1. Verify recommended or specified fasteners are used.
2. Examine fastener positions. Fasteners should be at least 3/8” in from edges and
ends. Screws should not be set too deep; the screw head should be just below
the surface of the wallboard.
3. Confirm fasteners are a minimum of 3/8” longer than the total thickness of
material to be attached to steel studs.
CEMENT BOARD - INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the framing has passed inspection criteria (see framing inspections).
2. Confirm the framing has passed inspections by the governing agencies (i.e. city
or county building departments).
3. Confirm the engineering limitations as follows:
• Steel framing must be 20 gauge or heavier.
• Steel stud spacing must be 16” o/c. and a maximum deflection of L/360.
• Maximum dead load on a ceiling system is 7.5 psf.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
4. Confirm the weather conditions will allow for work to proceed.
STOCKING
1. Confirm the material specification has been delivered.
2. Confirm the materials are wrapped in plastic for temporary protection from
weather.
3. Confirm the materials are stocked on dunnage.
HANGING PRACTICES
1. Confirm the use of cement board as it relates to the substrate requirements of
the finish specification.
2. Confirm the orientation of the cement board panels.
• Smooth side out for tile systems.
• Rough side out for thin set mortar and portland cement basecoat
applications.
3. Confirm that all board is butted tight and joints do not exceed 1/8”.
4. Confirm the correct fasteners (i.e. shank diameter and length). The minimum
fastener length is as follows:
• ½” cement board = 1-¼” screws
• 5/8” sheathing = 1-5/8” screws
5. Confirm the following criteria for fastening installations.
• For all walls, the requirement for correct spacing is 8” @ the perimeter and
field. For all ceilings, the correct spacing is 6”@ perimeter and field. Apply
fasteners in the field and work to the perimeter.
• Apply fasteners 3/8” to 5/8” from the edges.
• Apply fasteners straight and flush with surface face.
4. Confirm the joint reinforcement with a tape application.
• Reinforce all joints and corners
• Proper exterior tape is 4” x 150’ rolls.
• Prefill joints with a latex-modified portland cement mortar.
• Apply the 4” tape at center of joint. Don not overlap at splices.
• Level all joints acceptable to receive the finish specification.
TAPING - INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the drywall has passed inspection criteria (see drywall inspections).
2. Confirm the drywall has passed inspections by the governing agencies (i.e. city
or county building departments).
3. Confirm the drywall is not altered or violated as caused by mechanical / electrical
work that would prevent the correct application.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold and lift equipment for compliance with the Raymond policies
and OSHA requirements. Manage the acceptable users by ensuring the signed
scaffold releases and lift equipment maintenance checklists.
4. Confirm the building is weather tight allowing for work to proceed.
STOCKING
1. Confirm the material specification has been delivered.
2. Confirm the materials are wrapped in plastic for temporary protection from
weather.
3. Confirm the materials are stocked on dunnage.
TAPING PRACTICES
1. Confirm panel surface is ready for joint treatment. Fastener heads should be
properly seated below panel surface. Anything protruding above the plane of the
drywall surface must be removed or sanded below the plane of the drywall
surface. Gaps between adjacent panels should be prefilled with joint compound
before taping begins. When a gap wider than 1/8” is prefilled, the compound
must be allowed to set or completely dry before taping.
2. Validate recommended mixing directions are followed. Only clean water and
mixing equipment should be used.
3. Inspect joints and corners confirming tape is properly embedded and covered
promptly with a thin coat of joint compound. Only compounds suitable for
embedding should be used. Avoid heavy fills.
4. Confirm compound is used at its heaviest workable consistency and not over
thinned with water.
5. Inspect second and third coats over joints for smoothness and proper edge
feathering.
6. Verify fastener heads and metal trim are completely covered.
7. Confirm the paper surface of the gypsum board has not been damaged by
sanding.
8. Validate all finished joints are smooth, dry, dust free and sealed before
decoration.
9. Make sure joint compound is allowed to dry thoroughly between coats. Joint
compounds need only be set prior to subsequent application.
Application Guide – Setting-Type Joint Compound
Compound Type
Setting
Working
Recommended
Time-Min.
Time-Min.
Application
20
20-30
15
Application needing very
short working time
45
30-80
20
Prefill SW panels spot
fastener heads embed
metal beads
90
85-130
60
All applications
210
180-240
150
Embed tape
Embed metal beads
300
240-360
210
Application needing longer
working time
FINISHING LEVEL MATRIX
The following table helps define the expected appearance of each level and basic
requirements for achieving that level.
How To Achieve Results
Finishin
g
Level
5
4
3
2
Final Appearance
Joints & Interior
Angles
Accessories &
Fasteners
Surface
No marks or ridges. Entire surface
covered with skim coat of compound
and ready to prime before decorating
with gloss, semi gloss or enamel, or flat
joints over an untextured surface.
No marks or ridges.
Ready for priming, followed by
wallcoverings, flat paints or light
textures.
As in Level 4
As in Level 4
Skim coat plus
primer before
painting or
texturing.
Two separate
coats of
compound over
Level 2
Three separate
coats of
compound
No marks or ridges.
Ready for priming, to be followed by
heavy texture.
One separate
coat of
compound over
Level 2
Two separate
coats of
compound
Tool marks and ridges okay. Thin
coating of compound covers tape;
one coat of compound over fastener
heads.
Tape embedded
in compound and
immediately
wiped to leave a
thin coating of
compound over
tape.
Tape embedded
in compound
One coat of
compound
Joints filled and
smoothed again.
Shall be primed
before painting or
texturing.
Joints filled and
smooth. Shall be
primed before
painting or
texturing.
Free of excess
compound.
Tool marks and ridges acceptable
1
Optional –
One coat of
compound
Free of excess
compound
METAL LATHING - INSPECTION CRITERIA
(support members are metal studs w/ sheathed
construction)
PREREQUISITE WORK
1. Confirm the drywall has passed the inspection criteria. (see drywall inspections)
2. Confirm the drywall has passed inspections by the governing agencies (i.e. city or
county building departments).
3. Confirm the substrates to include system terminations have been performed in the
proper construction flow.
4. Confirm the proper use of the expansion joints to be located at the building’s structural
separation as apposed to the control joints.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any other
necessary safety equipment. If necessary, call for Raymond’s safety representatives to
review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold and lift equipment for compliance with the Raymond policies and
OSHA requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
STOCKING
1. Confirm the material specification has been delivered.
2. Confirm the materials are kept dry or wrapped in plastic for temporary protection from
weather.
3. Confirm the materials are stacked off the ground.
APPLICATION PRACTICES
Metal Lath Type
1. Confirm the use of metal lath on vertical walls or horizontal ceilings / soffits and
determine the correct type of lath based on the substrate and spacing of supports. See
the following table for guidelines.
Vertical Assemblies
2.5# diamond mesh lath – studs @ 16” o/c
3.4# diamond mesh lath – studs @ 16” o/c
2.75# flat rib lath – studs @ 16” o/c
3.4# flat rib lath – studs @ 16” o/c
3.4# 3/8” rib lath – studs @ 24” o/c
4.5# sheet lath – studs @ 24” o/c
Horizontal Assemblies
2.5# diamond mesh lath – studs @ 12” o/c
3.4# diamond mesh lath – studs @ 13 1/2” o/c
2.75# flat rib lath – studs @ 16” o/c
3.4# flat rib lath – studs @ 16” o/c
3.4# 3/8” rib lath – studs @ 24” o/c
4.5# sheet lath – studs @ 24” o/c
2. Confirm the minimum requirements for lath on exteriors to be 2.75# or heavier.
3. Confirm a minimum bearing on the lath of 1-5/8”.
4. Confirm the necessary application for self furred lath.
Attachments
5. Confirm the correct fasteners (i.e. head type, shank diameter and length) based on the
application used in the above tables. The following is an outline of the recommended
fasteners.
Vertical Assemblies
18 gauge galvanized wire ties installed
@ 6” o/c (3” laps)
Self drilling, self tapping screws, #8 x ½”
long (minimum depth thru stud is 3/8”) w/
7/16” pan washer head and installed @ a
maximum spacing of 6” o/c.
Horizontal Assemblies
18 gauge galvanized wire ties w/ 1 loop
installed @ 6” o/c
Self drilling, self tapping screws, #8 x ½” long
(minimum depth thru stud is 3/8”) w/ 7/16” pan
washer head. In addition, the screw must be
fitted w/ 16 gauge washers and installed @ a
maximum of 6” o/c.
Metal Lathing
6. Confirm the proper installation.
• Is the long dimension of the sheet perpendicular to the crossing support members?
• Are the end laps staggered from course to course and over the support members?
• Is the diamond lath and ribbed lath lapped at sides a minimum of 1/2”? For k-lath,
provide a minimum of 2”.
• Are the end laps lapped a minimum of 1? Note: nesting is required at rib lath.
• Are the corners returned a minimum of 3”? Note: not required with 2” x 2”cornerite.
Accessories (Plaster Trim)
7. Confirm the proper installation.
• Is the size of the casing beads coordinated with the thickness of the plaster?
• Does the control joint layout meet the minimum requirement of 100 to 144 square
feet of finish surface?
• Are the expansion joints trimmed properly?
• Are the trims installed straight and true?
GYPSUM PLASTER - INSPECTION
CRITERIA
PREREQUISITE WORK
1. Confirm the metal lathing has passed the inspection criteria. (see metal lathing
inspections)
2. Confirm the metal lath has passed inspections by the governing agencies (i.e.
city or county building departments).
3. Confirm the substrates to include system terminations have been performed in
the proper construction flow.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold and lift equipment for compliance with the Raymond policies
and OSHA requirements. Manage the acceptable users by ensuring the signed
scaffold releases.
4. Confirm requirements for temporary protection of all adjacent materials (i.e.
windows, doors, rails, etc.) to avoid damages.
STOCKING
1. Confirm the material specification has been delivered to meet the mix
requirements.
APPLICATION PRACTICES
Proportioning and Mixing
1. Confirm the methods uses to proportion and mix the batches are in compliance
with industry standards and ASTM C92.
2. Confirm all specified admixtures are included in the mix.
Plaster Coats
3. Confirm the specified system is coordinated with the plaster trims installed
(normally the systems are 2 or 3 coat).
4. Confirm the scratch coat is installed to fully embedded, scored horizontally, and
not irregular.
5. Confirm the proper delay between scratch coat and brown coats to allow for
curing, commonly a minimum of 1 day. However, this depends on the climate
and job conditions. Is the scratch coat rigid to receive the brown coat?
6. Confirm the brown coat is properly rodded.
7. Confirm the proper delay between brown and finish coat to allow for curing,
commonly a minimum of 7 days. However, this depends on the climate and job
conditions.
8. Confirm the scratch and brown coats are properly hydrated to maintain a damp
curing process.
9. Confirm a proper bond between scratch coat, brown coat, and finish coat.
10. Confirm the base coat is free from efflorescence. If not, clean as required and
allow 24 hours for surface to dry.
11. Confirm the acceptable appearance of the finish coat.
• Does the finish comply with the approved submittal samples?
• Is the finish texture and color uniform and regular?
12. Confirm the system has integrity in flatness, plane, angles, lines, and corners.
Patching and Plaster Repairs
13. Confirm a higher attention to craftsmanship and recommended techniques are
used to achieve quality.
VENEER PLASTER - INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the drywall has passed inspection criteria (see drywall inspections).
2. Confirm the drywall has passed inspections by the governing agencies (i.e. city
or county building departments).
3. Confirm the drywall is not altered or violated as caused by mechanical / electrical
work that would prevent the correct application.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold and lift equipment for compliance with the Raymond policies
and OSHA requirements. Manage the acceptable users by ensuring the signed
scaffold releases and lift equipment maintenance checklists.
4. Per the manufacturer’s recommendations, a minimum temperature should be
maintained for an adequate period before plastering, during plaster application,
and until the plaster is dry. Circulation of air is necessary to carry off excess
moisture in the plaster, and a uniform temperature in a comfortable working
range helps to avoid structural movement due to temperature differential.
5. To prevent ‘dryouts,’ precaution must be taken against rapid drying before plaster
set has occurred. During hot, dry summer weather, cover window and door
openings to prevent rapid drying due to uneven air circulation.
6. Check temperature during damp, cold weather where artificial heat is provided.
STOCKING
1. Confirm the material specification has been delivered.
2. Confirm the materials are wrapped in plastic for temporary protection from
weather if materials cannot be stocked inside the building.
3. Confirm the materials are stocked on dunnage.
JOINT TREATMENTS
1. Verify adequate supports are in place for fixture and cabinet applications.
2. Verify corner bead is properly attached and aligned at all outside corners.
3. Verify control joints are properly installed where required.
4. Confirm proper joint reinforcement is used – under normal working conditions,
joints of veneer plaster systems may be treated by applying pressure sensitive or
stapled joints and then applying the veneer plaster basecoat or finish to preset
the tape.
5. Verify the use of joint tape and setting compounds to treat all joints and internal
angles. Allow joint treatment to set and dry thoroughly before plaster application.
6. Confirm that tape is not overlapped at intersections.
7. Verify that all taped joints are set before finish application begins.
PLASTER APPLICATION
The visible success of the job is at stake with the finish plaster coat, and required
measures should be taken to finish correctly:
1. Check plaster type and mixing operation.
2. See that proper plaster thickness is maintained.
3. Inspect plaster surfaces during drying. Setting of basecoat plaster is indicated by
hardening of plaster and darkening of surface as set takes place. Plaster that
has set but not yet thoroughly dried will be darker in color than the unset portion.
This accounts for the mottled effect as the plaster sets.
4. Consult architect’s specifications to see that proper surface finish is being used.
5. Check temperature of building for proper finish plaster drying conditions.
VENETIAN PLASTER / SPECIAL PLASTER
FINISH – INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm the taping has passed inspection criteria required to an acceptable level
required by the process of the finish sample (see taping inspections).
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold and lift equipment for compliance with the Raymond policies
and OSHA requirements. Manage the acceptable users by ensuring the signed
scaffold releases and lift equipment maintenance checklists.
4. Per the manufacturer’s recommendations, a minimum temperature should be
maintained for an adequate period before plastering, during plaster application,
and until the plaster is dry. Circulation of air is necessary to carry off excess
moisture in the plaster, and a uniform temperature in a comfortable working
range helps to avoid structural movement due to temperature differential.
5. To prevent ‘dryouts,’ precaution must be taken against rapid drying before plaster
set has occurred. During hot, dry summer weather, cover window and door
openings to prevent rapid drying due to uneven air circulation.
6. Check temperature during damp, cold weather where artificial heat is provided.
STOCKING
1. Confirm the material specification has been delivered.
2. Confirm the materials are wrapped in plastic for temporary protection from
weather if materials cannot be stocked inside the building.
3. Confirm the materials are stocked on dunnage.
PLASTER APPLICATION
The visible success of the job is at stake with the finish plaster coat, and required
measures should be taken to finish correctly:
1. Check plaster type and mixing operation.
2. See that proper plaster thickness is maintained.
3. Inspect plaster surfaces during drying. Setting of basecoat plaster is indicated by
hardening of plaster and darkening of surface as set takes place. Plaster that
has set but not yet thoroughly dried will be darker in color than the unset portion.
This accounts for the mottled effect as the plaster sets.
4. Consult architect’s specifications to see that proper surface finish is being used.
5. Check temperature of building for proper finish plaster drying conditions.
GFRG FABRICATIONS – INSPECTION CRITERIA
DESIGN & SHOP DRAWINGS
1. Confirm the fabrication shop drawings have been submitted and approved for
verification of profiles, dimensions, and construction interfaces.
2. Confirm the attachment details indicated on the shop drawings have been
verified by the installer, if necessary provided by a registered structural engineer
to meet all local building codes.
MIXES
1. Confirm the units are fabricated from high density gypsum, reinforced with a
glass fiber mat. No additives.
FABRICATION
1. Confirm the planning of the form materials to be consistent with the finish texture
requirements.
2. Confirm the construction of the formworks to be conforming to the design
profiles, dimensions, and acceptable tolerances.
3. Confirm the glass fiber mat and gypsum slurry is blended and layed up to meet
the desired thickness.
4. Confirm the designated embeds – steel or wood - are properly located, and
encapsulated to ensure proper strength.
5. Confirm the dimensional tolerances are achieved.
6. Confirm the exposed face will match the approved sample for finish texture and
color or ready to receive paint.
7. Confirm the initial curing period or sufficient time allowed prior to the removal of
the forms.
8. Confirm the product is marked for identification that matches the shop drawings
and parts tracking schedule.
DELIVERY, STORAGE, AND HANDLING
1. Confirm the product has been properly packaged to avoid stresses or damages.
2. Confirm the product is stored on a level and clean location to protect from any
possible exposure to dirt, water (causing staining), and physical damage.
3. Confirm the proper inventory of parts and product located readily accessible for
installation.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
PREREQUISITE WORK
1. Confirm the layout and control lines provided by the client for accuracy.
2. Confirm the as-built dimensions that may affect proper installation of the product.
INSTALLATION PRACTICES
1. Confirm the product is lifted and set with a means suitable to the location and
application requirements. Final set must be level, plumb, and square.
2. Confirm the use of temporary supports to ensure a final positioning adjustment
prior to securing the connections.
3. Confirm the correct fasteners (i.e. shank diameter, head type, and length).
Countersunk fasteners are recommended for finishing.
4. Confirm the connections are in compliance with the engineering shop drawings
and identify framing support systems, hangers, or minimum suspension points.
PATCHING / FINISHING
1. Confirm a higher attention to craftsmanship and recommended techniques are
used to achieve quality and maintain the finish sample texture and color.
2. Confirm the structural adequacy of the product is maintained.
3. Confirm the taping of the joints, same quality described in the taping section.
(see taping inspections)
GFRC FABRICATIONS – INSPECTION CRITERIA
DESIGN & SHOP DRAWINGS
1. Confirm the fabrication shop drawings have been submitted and approved for
verification of profiles, dimensions, and construction interfaces.
2. Confirm the attachment details indicated on the shop drawings have been
verified by the installer, if necessary provided by a registered structural engineer
to meet all local building codes.
MIXES
1. Confirm the specified backing mix design has been batched and blended in
accordance with industry standards with acceptable proportions to achieve
workability.
2. Confirm the specified face mix design has been batched and blended to meet the
characteristics of the finish texture and color.
FABRICATION
1. Confirm the planning of the form materials to be consistent with the finish texture
requirements.
2. Confirm the construction of the formworks to be conforming to the design
profiles, dimensions, and acceptable tolerances.
3. Confirm the glass fiber and cement slurry is blended to achieve the required
proportions and glass content, following the procedure recommended by PCIMNI-128.
4. Confirm the designated embeds are properly located, and encapsulated to
ensure proper strength.
5. Confirm the dimensional tolerances are achieved, following the procedure
recommended by PCI-MNL-117.
6. Confirm the exposed face will match the approved sample for finish texture and
color.
7. Confirm the initial curing period or sufficient time allowed prior to the removal of
the forms.
8. Confirm the moist curing period to be a minimum of 7 days within a controlled
environment. Note: moist curing is not required if co-polymers are used.
9. Confirm the product is marked for identification that matches the shop drawings
and parts tracking schedule.
DELIVERY, STORAGE, AND HANDLING
1. Confirm the product has been properly packaged to avoid stresses or damages.
2. Confirm the product is stored on a level and clean location to protect from any
possible exposure to dirt, water (causing staining), and physical damage.
3. Confirm the proper inventory of parts and product located readily accessible for
installation.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
PREREQUISITE WORK
1. Confirm the layout and control lines provided by the client for accuracy.
2. Confirm the as-built dimensions that may affect proper installation of the product.
INSTALLATION PRACTICES
1. Confirm the product is lifted and set with a means suitable to the location and
application requirements. Final set must be level, plumb, and square.
2. Confirm the use of temporary supports to ensure a final positioning adjustment
prior to securing the connections.
3. Confirm the installations within the tolerances, following the procedure
recommended by PCI-MNL-117.
4. Confirm the correct fasteners (i.e. shank diameter, head type, and length)
5. Confirm the connections are in compliance with the engineering shop drawings.
6. Confirm the crafts people are certified welders and proceeding per the AWS
standards.
PATCHING
1. Confirm a higher attention to craftsmanship and recommended techniques are
used to achieve quality and maintain the finish sample texture and color.
2. Confirm the structural adequacy of the product is maintained.
MILLWORK – INSPECTION CRITERIA
DESIGN & SHOP DRAWINGS
FABRICATION
DELIVERY, STORAGE AND HANDLING
1. Confirm the product has been properly packages to avoid stresses or damages.
2. Confirm the product is stored on a level and clean location to protect from any
possible exposure to dirt, water, excessive heat and physical damage.
3. Confirm the proper inventory of parts.
4. Strive for the product to be located readily accessible for installation.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold and lift equipment for compliance with the Raymond policies
and OSHA requirements. Manage the acceptable users by ensuring the signed
scaffold releases and lift equipment maintenance checklists.
4. Is the job site acclimatized?
5. Are site conditions consistent with WIC guidelines for ambient moisture and
heat?
PREREQUISTE WORK
1. Confirm proper quantities and sizes have been received.
2. Confirm the as-built (field measuring) dimensions are accurate.
INSTALLATION PRACTICES
1. Conform to WIC best practices.
PATCHING / FINISHING / TOUCHUP
1.
Interior Millwork
Quality Conformance Inspection Checklist
Project:
Area:
Date / Temp:
Inspector:
Inspection Failure =
General
1
Yes
No
Yes
No
Confirm that the area / building is acclimatized to acceptable criteria, per Woodwork Institute of
California (WIC)
All woodwork will comply with WIC specifications, one of the two governing bodies for interior woodwork.
Raymond is a WIC member in good standing.
Verify that all plywood, lumber and veneers are at the applicable moisture levels for Southern Nevada.
Are all samples submitted and approved?
a. Do we have the approved samples on site for reference?
5 Confirm that all wood components are not twisted, cracked, bowed, or have excessive checking.
6 Are the fabrication plants in compliance?
a. Visit fabrication site.
b. Are all materials acclimatized?
c. Inspect deliveries prior to installation.
7 Is the product protected on site free from dirt, moisture, excessive heat, and physical damages?
8 Have we verified the as-built dimensions that may affect proper installation?
9 If wooden materials are pre-finished, confirm that all back sides have been primed or sealed.
10 If specifications call for matching grain, confirm color and grain consistency.
11 Review consistency of finish (i.e. Sheen, Orange Peel, Blushing, etc).
2
3
4
Installation Practices
1
2
3
4
5
Verify that all installed materials conform with WIC tolerances for size of reveals, etc.
Is the final positioning of product set level, plumb, and square?
Are we using the correct fasteners per the engineered drawings?
a. Confirm the correct number of screws are being used at each connection.
Is the hiding of fasteners acceptable?
Notes
1
2
3
4
5
6
7
8
9
10
PAINT & SPECIAL PAINT FINISH –
INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm all product data and MSDS submittals have been submitted and
approved.
2. Confirm all color, sheen, texture, and technique samples have been submitted
and approved.
3. Confirm all wood samples have been submitted and approved on the type and
quality of wood specified for the project.
4. Confirm the specified coating and coating systems and the minimum
requirements for the number of coats. Note: where we may need additional coats
to hide base materials.
5. Confirm the execution of a complete examination of the surfaces scheduled to
receive paint. Manage until conditions are acceptable.
6. Confirm the proper masking techniques to ensure the edges of paint are clean
and sharp without overlap.
7. Confirm adequate steps are taken to protect adjacent surfaces.
8. Confirm all wall or ceiling fixture accessories are removed prior to painting.
9. Confirm adequate steps are taken to ensure access to the surface. Remove
equipment as required.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold for compliance with the Raymond policies and OSHA
requirements. Manage the acceptable users by ensuring the signed scaffold
releases.
4. Confirm adequate ventilation, lighting, and temperature conditions. Are
respirator’s required? Is the work area clear for all employees?
STOCKING
1. Confirm the material specification has been delivered. Are the specified product
systems under one (1) manufacturer?
2. Confirm the material is sealed with manufacturer’s name, type of paint, color, and
instructions for reducing or mixing.
PREPERATION OF SURFACES
1. Confirm all surfaces have been prepared in accordance with the following table.
Wood
Sand smooth, fill open joints, cracks, holes, pits or depressions and
smooth with putty after priming.
Concrete
Concrete should e cured for 30 days. Use a stiff brush to remove all
loose debris, clean off any efflorescence. Fill depressions and
remove projections not part of the base material.
Remove all debris. Touch up with a ferrous metal primer.
Primed Ferrous
Metal
Unprimed
Remove all rust, scale, and debris by wirebrushing, scraping, or
Ferrous Metal
sandblasting to provide a clean surface.
Galvanized Metal Remove all rust, scale, and debris and clean with mineral spirits.
Pretreat with phosphoric acid, etch, and vinyl wash. Apply primer
same day as treatment.
Plaster
Fill hairline cracks, small holes, and plastering imperfections. Match
adjacent surfaces, wash, and neutralize high alkali surfaces, if
occurs.
2. Confirm our ability to provide a suitable surface preparation. If not, please advise
the client of the unsatisfactory surface.
3. Confirm the moisture content of the surface is within the limits recommended by
the manufacturer.
APPLICATION PRACTICES
1. Confirm all paint is applied with the recommended brushes, rollers, and spray
equipment.
2. Confirm all stains are applied per the manufacturer’s recommendations.
3. Confirm all materials are applied evenly and film thickness, free of runs, sags, or
skips.
4. Confirm the application of paint surfaces behind vents, registers, or grilles to be
flat black. Clean metal, prime, and spray paint as required.
5. Confirm the underwriters’ labels fusible links, and sprinkler heads are not
painted.
6. Confirm the application of paint surfaces of exposed plumbing and mechanical
items
Paint Quality Conformance
Inspection Checklist
Project:
Area:
Date / Temp
Inspector:
Inspection Failure =
General
Yes
No
Yes
No
Yes
No
1 Are the product data and MSDS submittals been submitted and approved?
2 Are the samples submitted and approved?
a. Do we have the approved samples on site for reference?
3 Have we reviewed the material specifications?
a. Are the coating systems specified to one (1) manufacturer?
b. Do we acknowledge the minimum coats required to hide the base materials?
4 Will the weather conditions allow for work to proceed?
5 Is there adequate ventilation, lighting, and temperature conditions? Do we need respirators?
Preparation
6 Have we examined all the surfaces scheduled to receive paint?
a. Is it required to report unsuitable conditions?
b. Have we received a moisture content reading?
7 Have we performed proper masking techniques?
8 Are the adjacent surfaces properly protected?
9 Is the surface material prepared properly?
Application Practices
10 Are the mixing techniques performed in accordance with the manufacturer's recommendat
11 Is the paint being applied in accordance with the manufacturer's recommendations?
a. Are we using brushes, rollers, and spray equipment appropriate for the application?
b. Is the materials applied evenly and consistent?
12 Does the finish application match the approved samples?
13 Upon completion of the area, is the masking and protection properly cleaned up?
a. Are the paint edges clean and sharp?
14 Is there any repainting required?
Notes
1
2
3
4
5
6
7
8
9
10
WALL COVERING – INSPECTION CRITERIA
PREREQUISITE WORK
1. Confirm all product data and MSDS submittals have been submitted and
approved.
2. Confirm the execution of a complete examination of the surfaces scheduled to
receive wall covering. Manage until conditions are acceptable.
3. Confirm all wall or ceiling fixture accessories are removed prior to wall covering.
4. Confirm adequate steps are taken to ensure access to the surface. Remove
equipment as required.
SITE CONDITIONS
1. Confirm fall protection requirements such as safety cables, toe boards, and any
other necessary safety equipment. If necessary, call for Raymond’s safety
representatives to review the jobsite.
2. Confirm any requirements for overhead protection.
3. Confirm the scaffold and lift equipment for compliance with the Raymond policies
and OSHA requirements. Manage the acceptable users by ensuring the signed
scaffold releases and lift equipment maintenance checklists.
4. Confirm adequate ventilation, lighting, and temperature conditions. Are
respirator’s required? Is the work area clear for all employees?
STOCKING
1. Confirm the material specification has been delivered. Are the specified product
systems under one (1) manufacturer?
2. Confirm the material is sealed with manufacturer’s name, type of paint, color, and
instructions for reducing or mixing.
PREPERATION OF SURFACES
1. Confirm the wall surface is smooth, clean, dry, structurally sound and free of
mildew, grease, dust or other stains.
2. Verify that wall surfaces are primed in accordance with manufacturerers painted
instructions. Wall surfaces with significant color variation should be primed with
a quality pigmented wall covering primer.
3. Confirm our ability to provide a suitable surface preparation. If not, please advise
the client of the unsatisfactory surface.
4. Confirm the moisture content of the surface is within the limits recommended by
the manufacturer.
APPLICATION PRACTICES
1. Comply with wall coverings manufacturers’ written installation instructions
applicable to products and applications indicated, except where more stringent
requirements apply.
2. Cut wall covering panels in roll number sequence. Change run numbers at
partition breaks and corners only.
3. Install wall covering with no gaps or overlaps.
Wall Covering Quality
Conformance Inspection Checklist
Project:
Area:
Date / Temp
Inspector:
Inspection Failure =
General
Yes
No
Yes
No
Yes
No
1 Has the taping been inspected and all deficiencies corrected?
2 Has Raymond's safety representative visited the site?
3 Has the scaffold needed for our work been inspected for safety?
a. Does the scaffold have a green card tagged to it?
4 Is the material stocked on dunnage to prevent damages?
a. If required, is the material wrapped in plastic for temporary protection?
5 Does the General Contractor agree the wall is ready for wall-covering?
a. Has the GC provided a written directive to apply wall-covering to the walls?
6 Is there adequate ventilation, lighting, and temperature conditions?
Preparation
7 Are the wall surfaces smooth, clean, dry, structurally sound, and free of mildew
grease, dust, and other stains?
8 Have the wall surfaces been primed according to manufacturer's printed instructions?
9 Have wall surfaces with significant color variations been primed with a quality pigmented
wall-covering primer?
10 Is the moisture content of the surface within the limits recommended by the manufacturer?
Wall Covering Inspection
11
12
13
14
15
16
17
18
19
20
21
Have manufacturer's written instructions been followed completely during installation?
Have wall-covering panels been installed by roll numbers?
Have run numbers been changed at partition breaks and corners only?
Are there any gaps or overlaps?
Have patterns and shading variations been matched?
Have seams been installed plumb, at least 6" from outside corners, and 3" from inside
Are there any horizontal seams?
Have air bubbles, wrinkles, blisters and other defects been removed?
Have edges been trimmed for color uniformity, pattern match, and tight closure at seams
Are seams butted?
Has excess adhesive at finished seams, perimeter edges, and adjacent surfaces been remo
Notes
1
2
3
4
5
6
7
8
9