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Bob Durr Jr.
Tom Mitchell
Job Close-Out
1 MCANY Foreman Training 2013
Building the Job
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BUILDING THE JOB
Receiving & Storage
Hand Tools Quality Control
Material Handling Planning & Scheduling
Prefabrication
Job Close Out
2
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RECEIVING & STORAGE3
The job of receiving & storage is an
often overlooked part of a construction
project. It is, however, an extremely
Important and difficult activity
in the construction industry.
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RECEIVING & STORAGE4
Poor attention to shipping and storage
can result in:
Undetected shipping errors until too late Improperly stored equipment deteriorates
Parts and instructions are misplaced
Materials and Equipment are moved severaltimes before installation
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RECEIVING & STORAGE
Moving material several times before installation5
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RECEIVING & STORAGE6
Issues that make receiving and storagedifficult in the construction industry include:
Construction is a dynamic environment Many variables need to be controlled Job site is usually controlled by others
Projects are built in phases Limited space on job sites
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RECEIVING & STORAGEBE ORGANIZED YOU NEVER KNOW WHEN YOU
NEED TO FIND THAT PIECE OF FABRICATION
12/17/2003 68 and sunny
7RECEIVING & STORAGEBE ORGANIZED YOU NEVER KNOW WHEN YOU
NEED TO FIND THAT PIECE OF FABRICATION
12/17/2003 68 and Sunny
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RECEIVING & STORAGELIKE THE NEXT DAY
12/18/03 28 & 18 of snow
8
RECEIVING & STORAGELIKE THE NEXT DAY
12/18/03 - 28& 18 of snow
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9
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RECEIVING & STORAGE1
0
The Job Supervisors Responsibilities include:
Knowing company purchasing, requisition and
material handling procedures Establish where material will be received and stored
on the site
Assign one person to all receiving if possible Know what is arriving and when before it arrives
Do not accept shipment w/o thorough inspection
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RECEIVING & STORAGEThe Job Supervisors Responsibilities include:
1
1
Carefully inspect every shipment to ensure:
Note any discrepancies on the packing slip
and bill of lading report them immediatelyto the project manager
All material & equipment match their respective
Purchase orders and the packing slip
Note any discrepancies in your Daily Job Log
Submit all packing slips to the company office
(submit with weekly time sheets)
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1
2
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RECEIVING & STORAGEThe Job Supervisors Responsibilities include:
1
3
Inspect each Item for damage:
Note all damages on the bill of lading
Sign the bill of lading
Have the delivering driver sign the bill of lading
Advise the PM immediately as to the extent ofdamage
Do not discard any damaged material or outer
packaging
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Receiving & StorageCareful Inspection:
1
4
Receiving & StorageCareful Inspection:
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Receiving & StorageDamaged Epoxy Paint Coating
Requires expensive field repairs
1
5
Receiving &
Storage
Damaged EpoxyPaint Coating
Requires
expensive fieldrepairs
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Receiving & StorageCareful Inspection of Equipment:
1
6 Receiving & StorageCareful Inspection of
Equipment:
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Receiving & StorageDamaged LugNot Seen till after unloading
1
7
Receiving & StorageDamaged LugNot Seen till after
unloading
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Receiving & StorageDamaged Fiberglass
Not seen until tank was installed!18
Receiving & StorageDamaged Fiberglass
Not seen until tank was installed!
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RECEIVING & STORAGEThe Job Supervisors Responsibilities include:
1
9
If concealed damage is later discoveredafter the Trucker left:
Note it in your daily log
Report it to the PM
If shipments appear to be in good shape it is
good practice to note on bill of laden:Received in apparently good condition.
Contents to be checked at a later time.
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RECEIVING & STORAGEThe Job Supervisors Responsibilities include:
2
0
Avoid double handling if possible
Remove & File all manufacturers installation instruction
manuals and warranties
Protect equipment from
weather and ground water,
temp hookup of heaters,winter storage
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AHU protected from Cement and spray on
fireproofing2
1
AHU protected from Cement and spray on
fireproofing
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AHU protected from Cement and spray on
fireproofing2
2
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2
3
C NG & S O AG
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RECEIVING & STORAGEThe Job Supervisors Responsibilities include:
2
4
Arrange indoor storage of criticalequipment
Follow Manufacturers written procedures forstorage and maintenance. Keep logs ofmaintenance performed
Have all paperwork, instructions and tools &other equipment available prior to
installation
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2
5
$3000 00 Valve Kit could not be found after being on the
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$3000.00 Valve Kit could not be found after being on the
Job only 5 months!
2
6
(It was right behind Foremans Trailer
destroyed by weather & mud)
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Things to Consider2
7
When dealing with receiving, storage and
material handling ask:
What is it? Where does it go? How doyou want it shipped, packaged,
arranged, labeled and loaded
Get better space and conditions from the
GC, Owner or CM early in the process to
avoid problems later
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TOOLS
Journeymen make a living using tools. The
contractor provides all of the tools
necessary to do the job and journeymenhave the responsibility to care for their tools.
When this happens the job is made easier,
more efficient and most importantly Safer.
28
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ToolsUsing the right tools for Safety and Efficiency29
Tools
Using the right tools for Safety and Efficiency
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TOOLS
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TOOLSThe job supervisors responsibilities are:
3
1
Make sure the right tool is being used for the task athand
Train journeymen and new hires on the proper useand care of tools if they do not know Use vendors or Mfgr. Reps to Certify Journeymen
Inspect tools for wear or damage and replace or tag
them for disposal or repair Return tools that are not needed so that they can be
used on another job
Emphasize proper use for Safety & efficiency
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3
2
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3
3
Using the right tool for the right Job
Safely?
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QUALITY CONTROL34
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QUALITY CONTROL3
5
Quality provided at competitive price is what
wins work and earns repeat business. A
reputation for quality at a fair price is great
advertising.
Quality Control is the procedure ensuring quality
materials and workmanship. Everyone is
responsible for Quality.
QUALITY CONTROL
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QUALITY CONTROLJob Supervisors Responsibilities
3
6
Know the QC objectives from first day on the
job
Help establish strict QC procedures Stress the importance of QC to everyone on
the job and invite suggestions to improve QC
Monitor performance to ensure high quality
workmanship is met
Encourage continuing education & training
QUALITY CONTROL
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QUALITY CONTROLJob Supervisors Responsibilities
3
7
Notify the PM if there are problems (NCRs)
Maintain and file all QC documents required
by the Company Include QC documents and Inspection reports in
Job completion check lists.
Explore new methods for improving QC
assurance within the company
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A Quality Installation is the signature of the
Company but most important it reflects
Your work ethic
3
8
A Quality Installation is the signature of the Companybut most important it reflects
Your work ethic
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MATERIAL
HANDLING Productivity can be enhanced by effective
material handling and, conversely, poormaterial handling can seriously hamper a job.
Safety is a factor in material handling as well.
A high percentage of job site injuries are
related to improper material handling.
39
M l H dl
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Material Handling
Effective planning and preparation makes
the job a lot safer & easier
4
0
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MATERIAL HANDLING
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MATERIAL HANDLINGJob Supervisors Responsibilities
4
2
Teach proper material handling techniques to all
who work on the site
Return all unneeded material to suppliers or shop
Reduces clutter on site
Recovers money for company or make material
available for other projects
Prevents material deterioration & maximizesrestocking value
Maintain records of all locations where Material &
Equipment is stored on site.
Material Handling
M i l H dli
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Material Handling
Uncluttered Work Area4
3
Material Handling
Uncluttered Work Area
Material Handling
M i l H dli
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Material Handling
Cluttered Work Area4
4
Material HandlingCluttered Work Area
MATERIAL HANDLING
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MATERIAL HANDLINGPurchasing Techniques to Improve Material Handling
4
5
Understand the purchasing process so that
all material arrives at the proper time, with
all of the necessary documentation and allequipment is available when needed
Have a tracking and documentation system
in place to ensure that you receive what youneed when you need it if possible where you
will put it
MATERIAL HANDLING
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MATERIAL HANDLINGTechniques to Improve Material Handling
4
6
When handling material, work smarter notharder. Planning is crucial. Double moving
of material severely impacts productivity State clearly all material deliveries on the
purchase orders and/or include a materialhandling instruction form to guaranteeproper and timely shipping and receiving
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48
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PLANNING AND SCHEDULING48
PLANNING AND SCHEDULING
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PLANNING AND SCHEDULING4
9
Planning and Scheduling are related functionsthat have a great impact on the success of aproject.
Poor planning and scheduling can create a dismalproject and significant financial loss for acontractor.
The 6 P syndrome:
PissPoorPlanningPromotesPoorPerformance
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5
0
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5
1
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5
2
PLANNING AND SCHEDULING
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PLANNING AND SCHEDULINGThe Planning Process
5
3
Effective Planning strategies use two
procedures:
Preplanning - This is when you gather
key personnel to plan and schedule all
project activities before work begins
Short Interval planning - where you
monitor the progress of a job, identify
problems and plan short term job tasks.
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PREPLANNING
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PREPLANNINGThe Job Supervisors Responsibilities
5
6
Know the detailed project schedule so that you
can anticipate events instead of reacting to them
Plan material and equipment deliveries to avoidexcessive deliveries which minimizes effectiveness
Control manpower so that the right crews are
doing the right tasks
Identify the needs for each phase of the project
Note target dates
PREPLANNING
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PREPLANNINGThe Job Supervisors Responsibilities
5
7
Review the number of hours allotted to each
task
Understand that short interval planning allowsyou to breakdown the overall project into
smaller parts, such as one and two week tasks,
to ensure that the overall schedule can becompleted
PLANNING AND SCHEDULING
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PLANNING AND SCHEDULINGShort Interval Planning
5
8
Short interval planning involves :
Dividing the project up into one to two week tasks
that are to be completed.
Gives Crews specific work goals to be achieved in 5 to
10 work days
Great way to check job progress
Allows you to spot and correct problems faster
PLANNING AND SCHEDULING
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PLANNING AND SCHEDULINGShort Interval Planning
5
9
Short interval planning meetings include:
Use of Short Interval Planning Check List
Use of Project schedule to check progress status
Plan next short intervals by:
Use Master schedule to ID tasks to be accomplished
Organize work activities and prioritize
Put IN WRITING the upcoming work goals
60
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PROJECT SCHEDULE
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PROJECT SCHEDULE6
1
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6
2
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PLANNING AND SCHEDULING
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PLANNING AND SCHEDULINGShort Interval Planning
6
4
Short interval planning meetings include:
Plan Prefabrication requirements:
ID prefab components needed Coordinate fab deliveries and unloading equipment
Satisfy tool and equipment needs
Determine what tools not on the job will be needed
Schedule delivery of tools and equipment
Return all unneeded tools and equipment to the shop
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SHORT INTERVAL PLANNING
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SHORT INTERVAL PLANNINGThe Job Supervisors Responsibilities
6
6
Honestly report your crews progress and hours utilized.Dont hide extra hours
Discuss with PM your results of the last interval,
particularly: Why a task may not have been completed
How the labor hours matched up to the plan, good or bad
Work with PM to correct any problems hindering your
plan Review manpower needs daily and modify as often as
necessary to meet field conditions and maintainoptimum crew size
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6
7
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PREFABRICATION
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PREFABRICATIONAdvantages
7
1
Reduces the need for expensive power
equipment in the field
Coordination with other trades may be moreefficient
Prefabrication in the construction industry brings
the same type of production techniques used inalmost all other industries: repetitive operations,
efficient work area, assembly line fabrication of
components
PREFABRICATION
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PREFABRICATIONThe Job Supervisors Responsibilities
7
2
Understanding the prefabrication process and
its advantages
Cooperating with the PM to develop a plan forprefabrication
Coordinating prefab with job site tasks
Thinking of ways to use more prefabrication
Nurturing a commitment to prefab by everyone
in the company
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PREFABRICATION
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PREFABRICATION7
6
Opportunities
PREFABRICATION
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7
7
PREFABRICATION
Little Opportunities
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PREFABRICATION
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PREFABRICATION7
9
Think Out of the box
PREFABRICATION
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PREFABRICATION8
0
Way Out
PREFABRICATION
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PREFABRICATION8
1
Not just a one time Fad
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SUBMITTAL DATA 83
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SUBMITTAL DATADEFINITION:
A submittal is a set of data sheets compiled by the vendorfor a piece of equipment. The mechanical contractorforwards the submittal data to the projects mechanicalengineer for approval prior to purchase.
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SUBMITTAL DATA
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MATERIALS REQUIRED8
9
As a foreman you should have the following:
Copies of all approved submittals
Maintain an equipment status log
Manufacturers instructions for all
equipment received at the site An operation manual for each piece of
equipment received
AS-BUILT DRAWINGS90
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AS BUILT DRAWINGSThe Importance of As-Built Drawings:
As the job progresses, changes are made that may be
completely different from the original plans. As-built
drawings are those that are created as construction
proceeds in order to accurately record such changes. As-builts are critical because:
They are the only way to track and record the actual
construction.
The owner will need these drawings as reference for
maintenance, repairs and future renovations.
AS-BUILTS
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and Your Company9
1
Accurate As-Built Drawings are essential because:
Project contracts require that as-builts be
completed and maintained as work progresses.
The owner wont pay your company its retainageuntil the as-builts are submitted to him.
As-builts are a great sales tool to generate future
construction and service work with the owner. Ifyour company has the As-builts, it can easily access
and refer to the plans to troubleshoot or analyze a
problem.
AS-BUILTS
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The Job Supervisors Responsibilities9
2
To update your copy of As-Built drawings daily;the changed work may be covered by a concrete
deck or a ceiling and youll be unable to verify
the changesFile the As-Builts and keeping them clean
and in good condition
Confirm that all of you subcontractors dothe same
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AS-BUILTS
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Managing Changes9
7
Review every change as you receive it and together withyour Project Manager:
Identify all costs your company will incur as a result of
the change
Review the effects on other trades so that the jobsequence can be planned & coordinated
Determine the modifications the change makes to the
layout of the work
Determine when to proceed
Analyze if the change will require a time extension for
the project
How you will coordinate your Crews and Subs
AS-BUILTS
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Managing Changes9
8
Log every change when received
Use colored pens to highlight changes on most
recent drawings
Confirm that your subcontractors foremen
have complete drawings of all changes
Update the drawings as you would as-builts.daily
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AS-BUILTS
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Materials Required1
0
0
To do the job in regard to as-builts and changesyou will need:
A complete copy of your companys
procedures A clean set of drawings to be used as-builts
only
PUNCH LISTS & JOB CLOSE OUT101
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The Importance Of The End Of The Job
The end of a job is not an easy time. There are many
loose ends to tie up, and everyone is anxious to move
on to the next project. It is a time when the little
details can threaten the sanity of the best foreman.
PUNCH LISTS & JOB CLOSE OUT
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PUNCH LISTS & JOB CLOSE OUT1
0
2
Are you DONE or are you DONE DONE?
Definition of DONE
Done, adj. 1. Arrive at or brought to an end;
through, over 2. Doomed to failure, defeat ordeath.
An item is not DONE until the end user says it is
functional and has confirmed that no further action isrequired.
Note: If something is reported as done when in fact it is not
then please refer to definition number two.
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Punch Lists & Job Close Out
DONE but not Done Done
1
0
3
Punch Lists & Job Close Out
DONE but not Done Done
PUNCH LISTS & JOB CLOSE OUT
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PUNCH LISTS & JOB CLOSE OUT1
0
4
The Foreman has four primary responsibilities toclose out jobs:
Be punch list conscious from the first day of
work to avoid long lists at the end of the job Prepare to act on your own preliminary punch
list
Complete all job close-out procedures
according to the contract documents andcompany policies
Maintain your crews motivation until all job
details are completed
PUNCH LISTS & COMPLETION LISTS
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1
0
5
Your project manager will provide the punch
list for the close-out of the job as prepared
by the owner or GC. Dont start the punch
list until the PM reviews it. Final paymentwill not be made to your company until all
items on the punch list are completed
satisfactorily.
PUNCH LISTS & COMPLETION LISTS
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1
0
6
To minimize the items on the punch list and get ahead start on the project close-out, tie up as many
loose ends as possible. Do this by:
Inspect the job and prepare a completion listincluding all items to be finished and/or
corrected
Do the same for your subs Submit a copy of the list to your PM
Assignment of crews to complete items from the
list approved by your PM
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1
0
7
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1
0
8
PUNCH LISTS & COMPLETION LISTS
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1
0
9
When You Receive the Approved List From Your PM:
Complete all items ASAP
Initial and date each item as completed Notify PM when all items are done and submit
list as per your companys policy
Verify that all subs complete the items in theirscope of work
JOB CLOSE-OUT PROCEDURES
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1
1
0
Confirm all punch list items are complete
Return all unused material to the company
warehouse or supplier
Take inventory of company tools and equipmentand return same to the company shop
Prepare for start-up
Complete all paperwork Inform the PM of all equipment warranty periods so
the owner can be notified
Check with the PM for pending change orders
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Job Close-Out ProceduresRack Pipe was Done until walk down found 40 pipe
guides and 2 thermo wells missing
1
1
1
Job Close-Out Procedures
Rack Pipe was Doneuntil walk down found
40 pipe guides and 2 thermo wells missing
JOB CLOSE-OUT PROCEDURES
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1
1
2
Together with the PM, schedule post job meetings asneeded to discuss the following:
A meeting with everyone who worked on the job to
assess project performance identifying positiveoutcomes and areas that need improvement
A similar meeting with subcontractors
A meeting with the GC/owner/CM to assess the project
None of these meetings are meant to be gripe sessions,
but instead, a meaningful evaluation of your companys
performance
START-UPY i ibl f h i ll i f ll
11
3
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Your company is responsible for the installation of all
equipment and confirming that it is done according to
the manufacturers instructions. The Job Supervisorsinstallation responsibilities include:
Proper installation of equipment
Verify identification numbers to ensure that the
proper equipment is installed according to plans
Resolving confusion as to proper installation before
starting the work
Following the manufacturers instructions.
START-UP
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The Job Supervisors Responsibilities1
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4
Preparation
Final lubrication
Remove and replace temporary filters
Proper rotation of pumps, fans, chillers, etc.
Testing, evacuation and charging of refrigerant
piping and removal of shipping blocks
Checking all power and control wiring Aligning all equipment
Testing, flushing, filling all piping systems
Scheduling Factory Startup Personnel
START-UPh b S b l
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The Job Supervisors Responsibilities1
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5
Notification Notify a testing and balancing company if needed
Notify the owner so that they are on hand for the start-
up Documentation
Have all documentation available prior to start-up date
including: equipment submittal book, complete set ofplans, factory start-up instructions, etc.
Arrange to document the start-up
Submit all forms and review all check lists
TESTING & TEST REPORTS11
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Test Results are the proof of job quality
The systems must not only work as specified in the
contract documents, but also, the test reports must
be completed to create a back up in casequestions arise or a claim is filed.
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Testing & Test Reports
Testing & Test Reports
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Fire Pump Test1
1
9
Fire Pump Test
TESTING & TEST REPORTSThe Job Supervisors Responsibilities
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The Job Supervisors Responsibilities1
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0
Prepare all systems for testing Notify your company when the systems are test-
ready so that necessary tests can be scheduled
Using the contract documents, prepare a list ofall people who are required to witness and/or
assist in the testing process
Gather all necessary witness signatures Notify PM of all test results ASAP
Complete all paperwork and submit it to your
company
Sample
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p
TestReport
withSignatures
121
ON TO THE NEXT JOB12
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START THE PROCESS ALL OVER
12
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