RESPONSIBILITIES INCLUDE:
- SCHEDULE AND MANAGE ALL SHEET METAL INSTALLATION CREWS.
- HELP TO BUILD AND MANAGE A SUCCESSFUL SHEET METAL DEPARTMENT
- SCHEDULE AND MANAGE ALL SHEET METAL FABRICATION EMPLOYEES.
- TRAVEL TO JOBS DAILY TO INSPECT INSTALLATION.
- PREPARE JOB INSTALLATION BUDGETS FOR ALL JOBS (FABRICATION & INSTALLATION) AND TRACK ALL COSTS
COMPARED TO ACTUAL BUDGET. MUST PROVIDE INFORMATION TO CREWS FOR EACH PROJECT.
- PERFORM ANNUAL “EMPLOYEE REVIEWS” WITH OPERATIONS MANAGER FOR EVERY SHEET METAL EMPLOYEE
TO PROVIDE IN WRITING THEIR STRENGTHS AND WEAKNESSES.
ROOFING AND SERVICE SUPERINTENDENTS ON A DAILY BASIS TO KNOW WHAT JOBS ARE READY, AND
WHAT JOBS ARE UPCOMING THAT WILL NEED SHEET METAL FABRICATED AND INSTALLED. HAVE METAL
INSTALLED IN CONJUNCTION WITH ROOFING WHEN POSSIBLE.
- ATTEND JOBSITE MEETINGS (AS REQUIRED) TO REPRESENT SPRINGER-PETERSON WHEN NECESSARY.
- ATTEND WEEKLY SUPERINTENDENT MEETINGS (THURSDAY 7:00 A.M.) TO UNDERSTAND CURRENT & UPCOMING JOB
BUDGETS. THE SCHEDULING MEETING IS AT 8 AM ON THURSDAYS.
- ASSIST OTHERS (IN MANAGEMENT) CREATE & MANAGE A NEW PROCESS FOR FABRICATION REQUESTS AND HOW THESE
REQUESTS ARE KEPT IN SHOP, AND THEN STORED ELECTRONICALLY IN DATA FORMA SOFTWARE SYSTEM.
- UNDERSTAND AND ENFORCE THE SAFETY REQUIREMENTS FOR ALL SHEET METAL EMPLOYEES AND WHAT PROCESS
WILL BE UTILIZED ON EVERY JOB!
- KEEP HOURLY JOB LIST COMPLETE EVERY DAY
- VERIFY FAB SHOP IS WORKING ON CURRENT JOBS NEEDED. SEE THAT THE SHOP IS KEPT CLEAN AND
ORGANIZED AT ALL TIMES.
- STAY CURRENT ON PRICES OF METAL COMPARED TO BID ESTIMATE
- MAKE SURE THE METAL IS IN HOUSE FOR FABRICATION, MAINTAIN STOCK ITEMS AND MAKE SURE WE DON’T
HAVE EXCESS INVENTORY ON HAND.
- ATTEND HANDOFFS IF AVAILABLE
- UPHOLD AND FOLLOW ALL POLICIES AND PROCEDURES SET IN PLACE BY MANAGEMENT.
- MANY OF OUR PROJECTS ARE DONE AT NIGHT AND OR ON WEEKENDS AND HOLIDAYS. THEY MUST BE SUPERVISED
ACCORDINGLY.
When must a superintendent be on the job?
- At the preconstruction meeting for all projects
- For ANY project where an onsite preconstruction meeting between sales, operations &
the customer is not possible, we will then conduct a preconstruction meeting via
Phone.
- During the first day of tear-off and layout or installation.
- During the beginning of any difficult or unusual roofing or sheet metal conditions.
- During beginning of crucial metal details, Gutter, coping, etc.
- Prior to significant weather events that may negatively impact project
- To Address all customer concerns. (Safety, quality, damages, etc).
- Before Gravel or surfacing installation
- Use final inspection punch list form to inspect the different roofing components of the
job to ensure quality.
- Final Inspection walk through.
2. What items are discussed at the Preconstruction Meeting?
- Contact Info
- Customer Expectations & Concerns
- Scope of work challenges as it relates to the following.
- Set Up Areas
- Safety
- Start Times
- Critical Areas
- Any missed items
- Pre- construction form must be filled out completely
3. What are the focal points of the mid-job inspections?
- Communicate with the customer to inquire as to his satisfaction level to date with the
project.
- Safety, Quality of Work & Temporary Tie offs
- See Final inspection punch list form for more detailed item list.
4. How often should he visit the job once it starts?
- When running 3 or less local jobs he should make daily visits.
- As often as the crew skill level & difficulty of the jobs requires but no less than 3
times a week. Weak crews may require daily visits.
5. How often should we communicate with the customer?
- Superintendent should communicate daily or as often as the customer requests but no
less than 3 times a week.
- Anytime there is a potential issue or changes in the original scope of work conditions.
- Foreman should communicate daily.
6.How often should he communicate with the Operations Manager?
Daily but no less than 3 times per week.•Anytime there is an issue or change to original scope of work conditions•Change Orders•Leaks•Safety Concerns•Damages•Odor issues•After inclement weather event.•Just prior to final completion.7.How often should he communicate with the foreman?•At Minimum daily, if needed ALL DAY•More often when any conditions could have an adverse effect of job.a.Weatherb.Safetyc.Unforeseen conditions8.When managing multiple projects within a 2 hr radius, how often should he visit each one?•Must be there at least during the MUST BE times listed above in #1. – As a benchmark 3 times a week.•As often a necessary to ensure that we meet 100% Customer Satisfaction and we adhere to Springer Safety, Quality & Production standards•This will depend on how far apart they are & how long you are required to stay on one project along with crew’s experience.9.How does he prioritize which ones to focus more attention on?•Customer Satisfaction Challenges•Project size & Dollar amount•Difficulty of Job (Safety concerns, High profile facilities, schoolwork, etc.)•Experience level of foreman & or crew•Type of project (tear-off, restoration, layover)•Not meeting production goals.•Quality Concerns10.What conditions would lead you to increase from your normal communications and visits on a job?•Continued Customer Complaints•Several changes from original scope of work conditions•Safety concerns. Bad deck, slope & or height of roof, sensitivity of interior conditions•Impending weather (Tie-offs, Amount of ponding water a project holds, securing of materials).
- Not meeting daily production goals.
- Quality Concerns
- Inexperienced foreman/crew
- Crew not following safety protocol
11.What should he do to help ensure a project’s success?•Organize all facets of the job.•If the scope of work does not match the estimate you are required to contact Operations Manager for Direction before proceeded with project.•Prompt material & equipment delivery, don’t be last minute•Plan to minimize additional trips, have crew take what it needed the first time.•Measuring & ordering of metal prior to the need of installation and getting the installation started prior to roof completion.•Communicate with each other don’t let sheet metal hold up roofing and vise versa•Providing proper amounts of tools, equipment & manpower.•Spend as much time as needed training on the project.•Provide excellent communication to the foreman, customer & sales.•Be responsive to customers changing needs & request.•Track man hours against budget and adjust as needed.12.What should he do to help ensure a foreman’s success?•Make sure that he is CLEAR on the•Scope of work.•Man, hours and budget, along with quality and safety expectations•Setup areas don’t damage surroundings because it’s the easiest path unless it is planned to do so.•Daily Production Goals•Safety•Customer expectations•Be responsive & supportive to foreman’s changing needs & requests.•Set expectations prior to the onset of the job.•Spend time showing what acceptable looks like with•Safety•Quality•Production
13.Moving forward where are some areas that you can improve upon to make a positiveimpact within reach to add to the company bottom line?
- REVIEW MORE PROJECT WORKUPS WITH SALESPERSON PRIOR TOSUBMITTING TO CUSTOMER.
- BE MORE ORGANIZED - BE PROACTIVE, NOT REACTIVE
- DEMAND QUALITY, FEWER LEAKS, LESS DAMAGE, SMALLER OR NOPUNCH LISTS
- IMPROVED COMMUNICATION BETWEEN SUPERINTENDENT, FOREMAN,CUSTOMER & SALESPERSON
- REDUCE THE AMOUNT OF & OR TIME WE ULTILIZE RENTAL EQUIPMENT
- MAINTAIN HIGH STANDARDS FOR SAFETY, AVOID INJURY OR WORSE
- MINIMIZE GENERAL LIABLITY CLAIMS: DAMAGE FROM LEAKS,CARLESSNESS, DAMAGING PROPERTY AND GROUNDS.
- MAINTAIN EQUIPMENT: REGULAR MAINTENANCE, HOLD CREWSACCOUNTABLE FOR DAMAGE. SEE THAT ALL ENGINES ARE COVEREDAND EQUIPMENT IS STORED PROPERLY
- MINIMIZE THEFT OR THE POSSIBILTY OF THEFT. KEEP ACCURATECOUNTS ON MATERIALS AND EQUIPMENT, SEE THAT ALL MATERIASLAND EQUIPMENT ARE ACCOUNTED FOR.
