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Expectations and Responsibilities- Project Foreman

Silverback Concrete strives to produce the best product for our clients on each and every project, no matter how large or small. This begins in the field on every Project with our Project Foremen. The Project Forman is responsible for every employee that steps foot in the field on his jobsite, and all work they do. We will produce the safest, most efficient and best quality work that we can because we owe that to our clients, our men and ourselves. In this, the Project Foreman is responsible for leading all labor teams and overseeing and completing work in the field.

Safety

Each and every day our goal is to bring our men in and let them make themselves and the company money, and to send them home safely to their families. Safety is our number one concern on every project and the costs of allowing an unsafe work environment to fester can be disastrous. As the Project Forman, you will be expected to:

· Promote, enforce and set the standard on each project’s Site Safety Plan for Silverback Concrete.

· Act as the company safety lead in the absence of a safety officer.

· Develop and instruct the men in safety policy and command compliance.

· Handle Daily Hazard Analysis’s and review with the men before each workday. Any employee that refuses to sign will be dismissed from your project.

· Ensure each project has the required safety materials and tools needed to follow Owner, General Contractor, and Silverback company safety policies, and communicate any safety needs with the Project Superintendent.

· Be OSHA 30 certified and Competent labeled.

· Ensure every Silverback employee on their project shows up sober and can pass a drug test. Silverback has a zero-tolerance drug policy.

· Designate equipment operators for project with Project Superintendent. Licensed individuals may be the only personnel allowed to operate on Silverback projects.

· Coordinate with General Contractor and Silverback safety officers for clarification on policies and any changing environments that would cause safety hazards.

· Complete and/or delegate equipment safety checks with the crew leads daily. Replace or repair any defective tools or machinery. Broken or effective tools or equipment will be tagged and removed until able to safely work at manufacturer standard.

· Issue and regulate PPE for employees. Ensure that employees are compliant in PPE but are not taking advantage of the company’s resources.

Efficiency

Efficiency is a culture that starts from the top down and is most evident in the field. Inefficient work and projects are the result of poor leadership of the Project Foremen and Superintendents. This leads to wasted labor and man hours, which costs the project and the company profit. Your job as Project Foremen is to work with Silverback’s Project Superintendents and Project Managers to have projects be as profitable as possible. To achieve this, it is our responsibility to:

· Assist the Project Superintendent in determining the necessary material and equipment needed to perform the work on the project and help the Project Superintendent schedule said equipment and material deliveries to correlate with the project schedule.

· Work with the Project Super and GC to develop a project schedule, with daily, weekly, and monthly schedules based off the project master schedule to determine manpower.

· Attend all weekly scheduling meetings with the Superintendents as projects schedules adjust.

· Run all crews in the field. Begin work each day directing crew leads on what their tasks will be for the day and help answer any questions or clarifications needed for the men to perform their work. The Project Foreman should be proficient in all drawings for the project, and able to catch or get ahead of any issues his men will face and communicate these to the Project Superintendent.

· Help Project Superintendent to coordinate between the shop drawings and project drawings to completely envision and understand how the project will be built. Planning how the job will phase maximizes the efficiency of the crews.

· Evaluate crew strengths and determine how best to use each employee to their strengths.

· Assist in scheduling and estimating concrete take-offs for pours. Wasted material and poor scheduling eat into labor hours and can affect the project schedule.

· Work with subcontractors (finishers, vendors, concrete suppliers) ahead of time to schedule when they are needed on site, in assistance to the Project Superintendent.

· Work and coordinate with GC and other subs to be aware of any work that needs to be completed beforehand or are working in adjacent areas.

· Keep track of quantities of material ordered and material used to ensure we limit waste. Some material is temporary and single or few use material. Other material should not be high turnover and it is the job of the Project Foreman to push the men and crew leads to limit carelessness and waste.

· Be proficient in concrete construction. Foreman at Silverback should know the technical application of every task they are commanding their men to do. If you can’t do it yourself, you’re not a Project Foreman.

· Have a strong voice and lead your crews. You’re in charge of the men on your projects and their work. Take pride in it and lead.

Quality

Quality is how Owners and GC’s judge our work and ultimately our image as a company. Great quality can provide opportunities for Silverback to land future projects just as fast as bad quality can sever a relationship with a client. All work in the field on a project reflects the Project Foreman who is overseeing it. It is the Project Foreman who is expected to set our standard for the men on the project and enforce it. Any employee or manager that does not meet our standard will be replaced. We are what our work says we are.

Responsibilities related to this include:

· Reading and understanding Silverback Concrete’s Quality Control Plan and helping the Project Superintendent in implementing it to the field level.

· Walking the jobsite daily to observe any deficiencies in our work and make corrections.

· Completing any checklist or QA/QC policies the owners or GC may have pertaining to the project.

· Assisting in addressing any observations made by Owner, GC, or A/E in a timely manner to provide the product they require.

· Promoting attention to detail to the Silverback employees on site starting with the other Foremen and crew leads.

· Dismissing any Silverback employee who does not meet the industry standard at their position. Allowing poor workmanship to strive is contagious and will encourage others to slack or fail to care about our product.

· Reprimanding poor workmanship by demanding the employee who committed it to fix their own failures.