Without good planning, efficiency in construction can't be achieved. One reason for this is a constantly changing work force. Most general contractors acquire a new work force on each project. Only project managers and key superintendents move from job to job. Providing these key people with a well-thought-out plan will help them get the new supervisors, including foremen, up to speed quickly.
DEVELOP PLANS IN DETAIL
Hands-on planning requires a close look at each construction operation. At the start of every project develop a detailed, realistic plan for building the project. Make an outline of the plan on paper with as much written description as possible to reduce misinterpretation. Then send the preliminary draft to the supervisory team for its critique and suggestions.
SUPERVISORS NEED TO BE KNOWLEDGEABLE
The size and complexity of a project determines how detailed a plan should be. But most important in getting such a plan off the ground is making sure it's understood by superintendents and the foreman. Construction supervisors should have the following qualities: job knowledge, industry knowledge, job contact and communication.
HOW TO CONTROL SUBCONTRACTORS AND SUPPLIERS
To keep the job on schedule, the subcontractors and suppliers must know what is expected of them, and they must be tied to the schedule by the terms of their contracts or purchase orders.
PREJOB AND WEEKLY MEETINGS KEEP THE JOB ON TRACK
The best way to let everyone know what's expected is to hold a prejob meeting with subs, suppliers, and supervisory staff. Holding meetings once a week during the job is also a good idea.
