Collaborative Training Consultants
102 Lake Hills Road,  Tullahoma, TN 37388
Phone 931-454-2323
Cellular 931-247-4647
 
email peteroot@ctc-usa.net

We provide complete documentation of every Partnering Workshop, and provide a copy for each Participant.  This allows everyone to have a common record of the session, which is prepared by Pete Root as the Project Neutral.  The minutes do not have a parochial bias of any participating organization.

TABLE ROCK AND NORTH SALUDA FILTRATION PROJECT
INITIAL CONSTRUCTION PARTNERING WORKSHOP
January 28-29, 1997
MEETING MINUTES

 
 
 

WORKSHOP EXPECTATIONS (LISTED BY PARTICIPANTS)

• TO ACCOMPLISH:
• BETTER LISTENING SKILLS
• BETTER ABLE TO EXPRESS VIEWS WITHOUT BEING TOO AGGRESSIVE/TOO DEFENSIVE
• SEE HOW PERSONAL OUTLOOK COLORS PERCEPTIONS

• RESULTS:
• LESS FRUSTRATION WITH NEBULOUS SPECS AND CONTRACT LANGUAGE
• LESS TIME "CHECKING" CONTRACTORS
• MORE THOROUGH STARTUP PLAN/EXECUTION
• LONG-TERM PROFESSIONAL RELATIONSHIPS AND FRIENDSHIPS
• PERSONAL GROWTH

GET TO KNOW ALL PARTICIPANTS BETTER.  EVERYONE GETS EDUCATED TO UNDERSTANDING THE PRINCIPLES OF PARTNERING.  SET UP FOCUS GROUPS TO STUDY ISSUES:

• SHOP DRAWING PROCESSING
• PRETASK PLANNING
• SAFETY INCENTIVE PROGRAM
• BUILD IN QUALITY
• SPECIFIC GUIDELINES AND PROCEDURES FOR ISSUE RESOLUTION.  DECIDE HOW OFTEN AND IN WHAT FORM THE CONTINUING PARTNERING MEETINGS WILL TAKE PLACE.

• NUMBER ONE PRIORITY IS LEARNING THE PARTNERING PROCESS. THIS IS MY FIRST EXPERIENCE WITH PARTNERING, ALTHOUGH I HAVE HEARD PEOPLE SING ITS PRAISES FOR YEARS.
• I ALSO EXPECT TO USE THE TOPICS TO SHARPEN MY PERSONAL MANAGEMENT PRACTICES AND TO DEVELOP NEW TECHNIQUES TO APPLY TO ALL CURRENT AND FUTURE PROJECTS

TO GET TO KNOW ALL THE PLAYERS THROUGH CONVERSTAION AND INTERACTION

TO UNDERSTAND WHAT IS IMPORTANT TO EACH PERSON HERE - WHAT THEY WOULD LIKE TO SEE DURING THE PROJECT

TO DEVELOP AND GAIN TRUST WITH OTHERS

TO FOCUS EVERYONE ON THE COMMON GOAL AT HAND - A SAFE, TIMELY, ECONOMICAL, QUALITY PROJECT THAT IS PROFITABLE FOR ALL; BE IT MONETARY OR OTHERWISE

MEETING EVERYONE FROM THE DIFFERENT COMPANIES WHO ARE GOING TO BE ON THE PROJECT

LEARN THE GOALS OF OTHERS

FINDING OUT MORE ABOUT THE AREA

TO GAIN A GOOD WORKING RELATIONSHIP WITH THE OTHER PEOPLE INVOLVED IN BRINGING THIS PROJECT TO COMPLETION

TO GAIN A BETTER UNDERSTANDING OF MY STRENGTHS AND WEAKNESSES, AND TO APPLY THAT UNDERSTANDING TO IMPROVING THE WAY THAT I DEAL WITH AND WORK WITH OTHERS IN BOTH CONFLICT AND AGREEMENT

GET TO KNOW INDIVIDUALS

REPLENISH THE SPIRIT OF PARTNERING

DISCUSS SUCCESSES AND FAILURES OF OTHER PARTNERING PROJECTS

DEVELOP DISPUTE RESOLUTION TECHNIQUES

IDENTIFY POTENTIAL ISSUES ON THE PROJECT

UNDERSTAND BETTER THE "CONTRACTOR" PERSPECTIVE

OUTLINE PROCESS FOR PARTNERING DURING CONSTRUCTION

MEETING TEAM PLAYERS AND FINDING OUT PERSONAL AND SOCIAL ASPECTS ABOUT THEM; THIS OVER AND ABOVE PROFESSIONAL ASPECTS

START FOUNDATION WORK FOR TRUST AND RESPECT, BOTH TO AND FROM INTERACTION STANDPOINTS

LEARN AND UNDERSTAND GOALS

SUCCESSFULLY RELAY MY GOALS TO OTHERS

SECURING THE BEST TEAM TO BUILD A LARGE QUALITY PROJECT ON BUDGET AND SCHEDULE.

TO CONCENTRATE ON QUALITY, SAFETY, SCHEDULE AND BUDGET

GET TO KNOW PROJECT PEOPLE

FIND OUT WHAT CONCERNS ARE

ESTABLISH SOME PROJECT GOALS

GENERATE SOME IDEAS ON HOW TO ADDRESS CONCERNS AND MEET GOALS

LEARN HOW TO WORK TOGETHER BETTER

• LEARN THE CONCEPTS OF PARTNERING
• MEET AND COME TO KNOW EACH PARTNER
• LEARN HOW TO APPLY PARTNERING CONCEPTS TO THIS PROJECT
• LEARN TO BE AN EFFECTIVE PARTNER

• FOCUS IN ON TURN AROUND OF SUBMITTALS
• RESOLUTION OF ON-SITE CONFLICTS (LENGTH OF TIME REQUIRED)
• FORM A WIN-WIN ALLIANCE

• IDENTIFY POTENTIAL PROBLEMS - SOLVE
• GET TO KNOW TEAM MEMBERS
• BUILD TRUST
• LEARN WHAT IS EXPECTED OF US
• LEARNING HOW TO COORDINATE
• DECIDING HOW TO COORDINATE

• LEARN HOW TO WORK WITH OTHERS
• LEARN HOW TO WORK THROUGH CONFLICTS AND DISAGREEMENTS
• DEVELOP FRIENDSHIPS WITH OTHER TEAM MEMBERS
• HEAR OTHERS’ PARTNERING EXPERIENCES
• WHAT MISTAKES CAN WE AVOID?
• INSTILL PARTNERING AND TEAMWORK IN ALL PARTICIPANTS
• BE A MOTIVATIONAL EXPERIENCE
• LEARN HOW TO KEEP MOTIVATION LEVEL HIGH

• LEARN HOW TO COORDINATE WORK BETTER WITH OTHER FIRMS
• TRY NEW IDEAS ON
• GET BETTER UNDERSTANDING OF WHOLE CONSTRUCTION PROCESS

• ESTABLISH TRUST BETWEEN ALL PEOPLE ON PROJECT
• QUALITY WORK
• GOOD COMMUNICATION
• NEW FRIENDS
• ESTABLISH A MEANS FOR EFFECTIVE DECISION MAKING AND PLANNING

• GET TO KNOW OTHER MEMBERS OF PROJECT TEAMS
• UNDERSTAND CONCERNS/ISSUES OF OTHER TEM MEMBERS
• LEARN MORE ABOUT PARTNERING PROCESS
• GET "SOMETHING" TO HELP PROJECT GET STARTED ON THE RIGHT FOOT
• DEVELOP FOCUS ON THE FIRST PART OF THE JOB
• GET SOMETHING DONE

• GET TO KNOW OTHER PROJECT PARTICIPANTS
• DEVELOP IDEAS ON HOW TO WORK EFFECTIVELY TOGETHER
• LEARN HOW PARTNERING WORKS - WHAT DOESN’T (HASN’T) WORKED
• UNDERSTAND INDIVIDUAL WORK PHILOSOPHIES
• DEVELOP TRUST

• ESTABLISH COMMUNICATIONS WITH PERSONNEL INVOLVED IN THE PROJECT
• LEARN THE "HOW TO" OF WHAT PARTNERING MEANS

• MEET NEW PEOPLE
• EXPAND MY HORIZONS ABOUT HOW TO LOOK AT CONTRACTING BUSINESS FROM NEW ANGLES

• GET TO KNOW EVERYONE AND DEVELOP CONFIDENCE IN TEAM MEMBERS
• DEVELOP TEAMWORK
• START RELATIONSHIPS ON A GOOD NOTE
• LEARN PERSONALITIES

• GET TO KNOW MEMBERS OF THE PROJECT TEAM FROM OTHER COMPANIES
• BEGIN TO DEVELOP RELATIONSHIPS OF TRUST BETWEEN TEAM MEMBERS
• LEARN THE EXPECTATIONS OF OTHER TEAM MEMBERS

• I WANT TO HEAR WHAT OTHER PERSONS' THOUGHTS AND IDEAS ARE FOR THIS PROJECT
• WANT TO KNOW WHAT HAS AND HAS NOT WORKED FOR THESE PEOPLE IN THE PAST
• WANT TO GET TO KNOW THE PEOPLE I WILL BE WORKING WITH

• TO MEET AND BETTER GET TO KNOW TEAM MEMBERS
• TO CONVEY TO THE TEAM THE COMMITMENT OF THE GWS TO THIS PROJECT AND CONCEPT
• TO HAVE A GOOD CUP OF COFFEE

• GET TO KNOW PEOPLE OUTSIDE OF TRADITIONAL WORK SETTING
• UNDERSTAND OTHERS’ EXPECTATIONS AND GOALS
• DEVELOP COMMUNICATIONS
• DETERMINE WAYS TO AVOID/RESOLVE CONFLICT
• BREAK DOWN BOUNDARIES
• INTRODUCE US TO THE OTHER TEAM MEMBERS

• WHAT IS PARTNERING?
• HOW DOES IT WORK?
• MEETING AND KNOWING ALL THE PROJECT MEMBERS
• HOW DO WE SOLVE PROJECT PROBLEMS?

• LEARN SOMETHING ABOUT THE MAJOR PARTICIPANTS IN THIS PROJECT IN LIGHT OF THE FACT THAT WE WILL HAVE A PROFOUND INFLUENCE ON EACH OTHERS LIVES FOR THE NEXT 2½ YEARS
• UNDERSTAND GWS’S GOALS AND ASPIRATIONS. SAME FOR MHJV AND B&V
• MAKE NEW FRIENDS AND HOPEFULLY LEARN SOME THINGS I DIDN’T KNOW

• LEARN ABOUT PARTNERING
• MEET NEW PARTNERS
• BUILD COMMUNICATION
• BUILD COOPERATION

• GET TO KNOW THE PEOPLE INVOLVED
• UNDERSTAND WHAT IS EXPECTED AND TO COMMUNICATE WHAT I EXPECT
• INVOLVEMENT FROM THE ENGINEER AND THE CONSTRUCTION MANAGERS

• MEET NEW PEOPLE
• LEARN ABOUT OTHERS’ EXPECTATIONS
• SHARE IDEAS
• BUILD CONSENSUS
• ENJOY THE PROJECT - HAVE FUN
• LAY GROUNDWORK FOR BUILDING TEAMWORK AND TRUST

 
 
 

PARTNERING IS......(PARTICIPANTS' DEFINITIONS OF PARTNERING AT THE BEGINNING OF THE WORKSHOP)

...EMPHASIZING/UTILIZING EACH OTHERS’ STRENGTHS - NOT EXPLOITING WEAKNESSES

...A PROCESS OF WORKING TOGETHER WITH OTHER PROJECT MEMBERS WITH UNDERSTANDING AND MUTUAL RESPECT TO COMPLETE THE PROJECT TO THE BENEFIT OF ALL TEAM MEMBERS

...DEVELOPING COMMUNICATION BETWEEN OWNERS, ENGINEERSM ABD CONTRACTORS TO ENSURE SUCCESSFUL COMPLETION OF A PROJECT WITH A MINIMUM OF CONFLICTS

...UNDERSTANDING THE NEEDS OF ALL INVOLVED IN THE PARTNERSHIP AND WORKING TOGETHER TO MEET THE NEEDS OF ALL THOSE INVOLVED.  PARTNERING IS A CONCEPT THAT HAS BEEN REVITALIZED TO ADDRESS THE CONFLICTS RESULTING IN THE CONSTRUCTION INDUSTRY. IT IS AN ATTEMPT TO CHANGE THE NORMAL PERCEPTION OF OWNER, ENGINEER, AND CONTRACTOR TO ONE BASED ON HONESTY AND TRUST AND UNDERSTANDING.

...WORKING AS A TEAM TO COMPLETE THE PROJECT

...WORKING TOGETHER ON SOMEWHAT EQUAL TERMS TO PRODUCE A COMMON GOAL

...WORKING TOGETHER AS A TEAM BENEFITING FROM THE TALENTS AND EXPERTISE OF EACH OF THE PARTNERS TO MAKE A PROJECT BETTER

...A FORUM WHERE TRUST AND RESPECT ALLOWS OPEN COMMUNICATION AND INDIVIDUAL ABILITIES TO BE INCORPORATED TO A COMMON GOAL FOR ALL PARTIES’ COMMON INTERESTS

...DEVELOPING A TEAM ALL WORKING TOGETHER TAKING ADVANTAGE OF ITS MEMBERS EXPERIENCE AND TALENTS

....LEARNING HOW TO WORK TOGETHER BETTER

...A GROUP WORKING TOGETHER AS A TEAM TO ACHIEVE COMMON GOALS AND TO ACHIEVE MUTUAL BENEFITS

...ALL PARTIES COMING TOGETHER IN ONE ACCORD TO ACCOMPLISH THE CONSTRUCTION ON TIME, PROVIDING A QUALITY PROJECT, WITHIN BUDGET, CONTARCTORS MAKE THEIR MARGINS, NO LOST-TIME ACCIDENTS, AND TO HAVE A GOOD TIME DOING IT

...TRUST

...WORKING WITH OTHERS TO ACCOMPLISH A PROJECT BY ALLOWING EVERYONE TO ENJOY THE PROCESS AND NOT DREAD THE WORK EXPERIENCE

...WORKING TO REDUCE ADVERSARIAL TENDENCIES BY COORDINATING WORK AND BETTER UNDERSTANDING THE OTHER COMPONENTS OF A PROJECT

...THE ABILITY TO COMMUNICATE, MAKE DECISONS AND SOLVE PROBLEMS AS A TEAM TO CREATE A QUALITY PROJECT ON TIME AND WITHIN BUDGET FOR THE GOOD OF ALL PARTIES INVOLVED

...UNDERSTANDING HOW TO WORK SUCCESSFULLY AS A TEAM, AND DOING SO

...LISTENING; BEING LISTENED TO; COOPERATION;  FRIENDLY DISAGREEMENT WITH EFFECTIVE, TIMELY RESOLUTION

...THE DEVELOPMENT OF THE TEAM EFFORT TO CONSTRUCT A PROJECT EFFICIENTLY

...TEAMWORK

...DOING THINGS THE WAY YOU SHOULD, ANYWAY

...WORKING TOGETHER TO ACHIEVE A COMMON GOAL

...WORKING TOGETHER TO ACHIEVE INDIVIDUAL AND TEAM GOALS.  PARTNERING IS (OR SHOULD BE) HAVING SOME FUN WHILE DOING IT.

...LABORING TOGETHER TOWARD ONE COMMON GOAL

...WORKING TOGETHER TO ACHIEVE GOALS THAT OTHERWISE COULD BE MUTUALLY EXCLUSIVE

...DEVELOPMENT OF PROFESSIONAL RELATIONSHIPS BETWEEN ALL PROJECT MEMBERS TO ACHIEVE A SUCCESSFUL PROJECT FOR ALL

...A VEHICLE TO ACHIEVE MUTUAL SUCCESS OF A PROJECT IN A MANNER THAT THE PARTICIPANTS CAN ACHIEVE THEIR INDIVIDUAL GOALS, BUT, NOT AT THE EXPENSE OF THE TEAM

...PEOPLE WITH DIFFERENT PERSPECTIVES WORKING TOGETHER TOWARD A COMMON GOAL

...DOING BUSINESS WITH THOSE YOU TRUST AND, EXHIBIT TRUSTWORTHINESS TO OTHERS

 
 
 
 

TEAM GOALS

Participants  |  Expectations  |  Partnering Is..  |  Team Goals  |  Issues & Opportunities  |  Action Plans  |  End of Report

PROJECT ISSUES AND OPPORTUNITIES

 1 - PARTNERING / COMMUNICATION ISSUES

• APPOINTMENT OF PARTNERING CHAMPIONS
• DEVELOP TEAM ENVIRONMENT WHERE ALL MEMBERS ARE PARTNERS
• UNDERSTANDING EACH CONTRACTOR’S PART OF THE PROJECT AND ANY SPECIAL NEEDS THEY MAY HAVE
• PLAN FOR MONITORING / EVALUATING HEALTH OF PARTNERING AND INTEGRATION OF NEW MEMBERS
• RESOLUTION OF CO-OBLIGEE BOND ISSUES
• MINIMIZE PAPERWORK
• HIGHLIGHT POSSIBLE PROBLEM AREAS
• WOW BEST TO COMPLETE MORGAN’S CONTRACT OBLIGATIONS
• IDENTIFY WHAT IS IMPORTANT TO THE SEPARATE ORGANIZATIONS AND INDIVIDUALS
• HOW CAN MORGAN BENEFIT THE TEAM OVER THE DURATION OF THE PROJECT?
• MAINTAIN GOOD LEVEL OF COMMUNICATION BETWEEN CONTRACTORS
• UNDERSTANDING INDIVIDUAL CONTRACTORS’ WORK ETHICS
• DEVELOP INCENTIVE PROGRAM FOR ATTENDANCE, QUALITY, SAFETY, SCHEDULE
• PROBLEMS WITH SUBCONTRACTORS OR SUPPLIERS

2 - SCHEDULE ISSUES

• JUMP-START PROJECT
• HOW TO HAVE AN EFFECTIVE CPM TOOL?
• UNDERSTAND EACH OTHERS’ ROLES AS IMPACT SCHEDULE
• WEATHER IMPACTS TO SCHEDULE

3 - STARTUP ISSUES

• PLAN FOR INTEGRATION OF OPERATIONS OF OLD PLANT INTO NEW PLANT - SEPARATE SCHEDULE?
• EFFECTIVE SHAKEDOWN, STARTUP, AND HANDOFF TO OPERATIONS
• GOOD, EFFICIENT, WORKABLE O&M MANUALS AND EARLY SUBMITTAL
• DETERMINE DHEC REQUIREMENTS FOR STARTUP
• COORDINATE MANUFACTURERS’ STARTUPS AND ON-SITE VISITS
• DEVELOP TOTAL PROJECT STARTUP PLAN

 4 - QUALITY ISSUES

• FIND GOOD SUPPLY OF SKILLED LABOR AND KEEP THEM
• BUILT-IN QUALITY PLAN – NOW
• DEVELOP PRE-TASK PLANNING PROCEDURES
• DEVELOP PROCEDURE FOR WORKING WITH LOCAL BUILDING INSPECTOR
• MINIMIZE PUNCHLIST
• PLAN FOR INSTILLING WORKER OWNERSHIP
• ACCURATE "AS BUILTS"
• CONSTRUCTION OF WATERTIGHT CONCRETE STRUCTURES
• DEVELOP PROGRAM FOR PROPER RECEIVING AND STORAGE OF EQUIPMENT / MATERIALS

5 - SAFETY ISSUES

• ACHIEVE ZERO INJURIES / ZERO ACCIDENTS
• DEVELOP PRE-TASK PLANNING PROCEDURES
• EFFECTIVE HAZARD IDENTIFICATION PROGRAM
• DEVELOP PLAN TO ENSURE VENDORS AND SUBS AGREE TO SAME LEVEL OF SAFETY AS AGREED TO BY TEAM MEMBERS

6 - SUBMITTALS/RFI’s/SHOP DRAWINGS

• REQUESTS FOR ALTERNATIVES OR DEVIATIONS
• WORK OUT PROBLEM PROVIDING VFDs FROM SINGLE SOURCE
• EARLY IDENTIFICATION AND ADDRESS "GRAY" AREAS IN DOCUMENTS
• ENSURE COMPLETION OF PRODUCT SUBMITTAL AND REVIEW PROCESS
• PLAN FOR SHARING SHOP DRAWINGS AND SUBMITTALS AMONG CONTRACTORS AND SUBS
• BE FLAT ON CONCRETE MIX DESIGN WITHIN 30 DAYS
• DEVELOP A PROCESS FOR EARLY COMPLETION OF SUBMITTALS
• DEVELOP PLAN FOR STREAMLINING RFI’s

• ISSUE RESOLUTION
• COST ISSUES AND COST CHANGES
• ZERO LITIGATION / ARBITRATION – HOW?
• VALUE ENGINEERING

 
 
 

ACTION PLANS DEVELOPED BY SMALL GROUP TEAMS

ISSUE:  APPOINTMENT OF PARTNERING CHAMPIONS

ACTION:  BILL WILL ASK EACH NEW PARTNER TO APPOINT A CHAMPION
 
 

ORGANIZATION	CHAMPION
OWNER/GWS	LYNN STOVALL
BEERS	MIKE HOLT
BLACK & VEATCH	ANDY PETKASH
MORTENSON	DAN VERTANEN
MORGAN	TIM HALLIGAN
CROM	LARS BALCK
GOODWATER	RICK GALLOWAY

ANALYSIS:

• LACK OF COMMUNICATION
• LACK OF COMMITMENT
• DIFFERENT EXPECTATIONS
• DIFFERENT FIRMS
•  LACK OF INCENTIVE
• DIFFERENT LOCATIONS
• LACK OF TRUST
• LACK OF TIME

POTENTIAL SOLUTIONS:

A.  DEVELOP TEAM SOLUTIONS

• INCLUDE PARTNERING IN ORIENTATION FOR EACH ORGANIZATION AND CRAFTSMAN – TC & CM
• PARTNERING SECOND ITEM ON WEEKLY AGENDA:  EXPECTATIONS; HOW ARE WE DOING?  SAFETY, SCHEDULE, IOA, PARTNERING LOGO – BJ
• EMPOWER INDIVIDUALS TO SOLVE PROBLEMS AT LOWEST LEVEL -- ALL
• FOCUS ON THE GOOD (FRANK) COMMUNICATIONS AND LISTENING SKILLS -- ALL
• FOLLOWUP PARTNERING MEETINGS INCLUDING QUARTERLY MEETINGS OF CHAMPIONS, MONTHLY MEETINGS OF PMs – LYNN / PM / BJ
• EVALUATION OF PARTNERING PROGRAM (3 MONTH SCORECARD) – CM
• PMs MONITOR PULSE OF PARTNERING PROCESS – TC & CM
• FORM PARTNERING SUBGROUPS – BJ / PM
• MONTHLY PARTNERING AWARD
• BILLBOARD – SAFETY, SCHEDULE, AGREEMENT

• EXIT EVALUATION OF PARTNERING (PM DEVELOP FORM) – TC/CM
• CM, MORGAN, BEERS MEET TO DISCUSS TRANSITION 2/11/97 – PMs

ACTION:  BJ FORM COMMITTEE OF PMs, SUPT, FORMEN TO DEVELOP PROGRAM (2 MONTHS)

SOLUTION:

• DOCUMENT
• DON’T POSTURE
• ELECTRONIC COMMUNICATIONS (LOTUS NOTES) NETWORK

SOLUTIONS:

• LOWEST LEVEL THROUGH EMPOWERMENT
• REDUCE ISSUES BY PLANNING AHEAD
• PRE-TASK MEETINGS
• GATHER COMPLETE INFORMATION
• BRING SOLUTIONS, NOT JUST PROBLEM
• MOMENTUM TREE

PROPOSED SOLUTIONS:

• IDENTIFY UPFRONT SUBMITTALS THAT WILL AFFECT START AND GET TEAM TO RUSH.  IDENTIFY WHERE THEY WILL BE CHECKED.  MAKE SURE THEY ARE COMPLETE!  SUBMIT BY 2/21/97.  GAYLEY SET UP MEETING FOR 2/7/97 WITH APPROPRIATE PARTNERS: DL, DdF, LB, POB, GT
• NEW TRADE CONTRACTORS TO IDENTIFY STARTING AREAS ON JOB FOR COMMUNICATION TO MORGAN – 90 DAY LOOK-AHEAD –NTP + 10 DAYS: DL, DdF, LB, JR
• IDENTIFY GRAY AREAS/QUESTIONS AS SOON AS THEY ARISE AND ADDRESS THRU RFI PROCESS (SPECIFICALLY THOSE RELATED TO KEY AREAS OF STARTING) – GAYLEY ARRANGE MEETING FOR 2/18/97 WITH DdF, DL, LB, SD, TW
• TRADE CONTRACTORS TO PROVIDE SITE UTILIZATION PLANS TO M/H BY 2/7/97 – JR, CW, TW, LB
• BEERS TO HAVE ADMIN STAFF ON BOARD BY 2/21/97 –DdF; SPECTROL TO HAVE ADMIN STAFF ON BOARD BY 2/7/97
• IDENTIFY ANY POSSIBLE VE THAT COULD AFFECT START-UP OF WORK BY 2/7/97 – DdF, DL
• FIANLIZE / FORMALIZE MANAGEMENT ADMINISTRATION PLAN (MAP) (COMMUNICATION, DOCUMENTATION, CHANGES, SCHEDULE, ETC) – POB, JS, MS BY 2/14/97

ANALYSIS:

• OUT OF SEQUENCE ACTIVITIES
• DETAIL – TOO MUCH / TOO LITTLE
• MANPOWER LOADING
• TERMINOLOGY / UNDERSTANDING SCHEDULE
• INITIAL CREATION OF SCHEDULE
• ANTICIPATE WEATHER IMPACTS
• REPORTING OVERALL SCHEDULE STATUS TO TEAM
• UPDATING SCHEDULE CONSTANTLY
• KEEPING SCHEDULE FLUID FOR ANY MODIFICATIONS
• TIMELY REPORTING OF SCHEDULE ACTIVITIES / DURATIONS
• COORDINATION BETWEEN TEAMS FOR AN ACCURATE SCHEDULE FLOW

• WORK TOGETHER TO CREATE BUY-IN TO SCHEDULE THRU ENTIRE PROCESS – TEAM EFFORT BY DVH, DdF, JS, LB, DL AT NTP + 30 DAYS
• CONCISE/CLEAR/UNDERSTOOD DESCRIPTIONS – AGREE ON BEFOREHAND – TEAM EFFORT BY JS, TW, CW, JR, LB AT NTP + 30
• UPDATE CRITICAL ACTIVITIES MORE THAN MONTHLY – MINIMIZE PAPER AND WORK FOR THIS – DVH WEEKLY
• USE CPM TO IDENTIFY LATE DATES FOR CRITICAL SUBMITTAL / PROCUREMENT ACTIVITIES – GET INPUT FROM B&V – DdF, BW, POB, JS, LB AT NTP + 21 DAYS
• TIMELY AND ACCURATE TURNAROUND OF UPDATES – SET REGULAR DATES FOR THIS – DVH MONTHLY
• REQUIRE ADJUSTMENTS TO LOGIC AND DURATIONS TO MAKE SCHEDULE REPRESENT ACTUAL WORK – SET UP PROCESS TO IMPLEMENT THIS – "FLUIDITY" – PVH AS REQUIRED
• GET FIELD TO BUY INTO CPM AND ASSIST IN UPDATES AND CREATION – CW, TW, JS, JR, CROM BY NTP + 30 DAYS
• USE CPM TO IDENTIFY MANPOWER / CREW PROBLEMS AND POTENTIAL SOLUTIONS – CW, TW, JS, JR, CROM AS REQUIRED
• TEAMWORK!!

SYMPTOMS:

LATE FINISH      COST ISSUES      REGULATORY PENALTIES      ENGRG/INSP COSTS

SOLUTIONS:

• EVALUATE LOGIC CHANGES THAT CAN RECOVER SCHEDULE (ie ADDING CREWS, EQUIP, ETC)
• IDENTIFY / REDUCE EXPOSURE BY LOOKING AT ACTIVITIES vs TIME OF YEAR
• COST BENEFIT ANALYSIS FOR ACCELERATION AS LAST RESORT
• UTILIZE PARTNERING TECHNIQUES TO RESOLVE ABOVE ITEMS AS THEY ARISE

SYMPTOMS:

• TIMING OF RFIs
• TRACKING OF RFIs
• COMMUNICATION OF RFIs

ANALYSIS OF PROBLEM:

• EVERYONE NOT MADE AWARE OF CHANGES
• NO COMMON NUMBERING SYSTEM
• TIMING

PROPOSED SOLUTIONS:

• REVIEW RFIs AT WEEKLY PROGRESS MEETINGS
• PRIORITIZE / GIVE REQUESTED RESPONSE TIME ON RFIs (ON FORM)
• STANDARDIZE RFI FORMS / NUMBERING SYSTEM
• PROVIDE ELECTRONIC CONTRACT DRAWING FILES TO TRADE CONTACTORS  / VENDORS
• SUBMIT SEPIAS OR ADDITIONAL COPIES IF ADDITIONAL COPIES NEEDED
• INFO ON CENTRAL ELECTRONIC FILE
• MEET TO RESOLVE ON CONCRETE MIX DESIGN ISSUE

ISSUE:  HOW TO ENSURE RESPONSIVE SUBMITTAL PROCESS?

ANALYSIS:

• NUMBER OF COPIES OF SUBMITTALS
• SUBMITTALS / RFCs
• IDENTIFICATION OF WHAT IS NEEDED FOR EACH SECTION
• COMMUNICATION BETWEEN CONTRACTORS
• SCHEDULING / TIMELINESS
• EXPEDITING CONCRETE MIX DESIGN

PROPOSED SOLUTIONS:

• UPFRONT LOG OF SUBMITTALS
• PRE-SUBMITTAL MEETINGS / COMMUNICATIONS (TRADE CONTRACTORS, DESIGN ENGINEER, MANUFACTURER)
• LOG / SCHEDULE
• DISTRIBUTION PLAN
• B&V TO CALL IF ONE PIECE IS MISSING
• B&V TO CALL IF RFC ANTICIPATED

ISSUE:  DEVELOP PROCEDURE FOR WORKING WITH LOCAL BUILDING INSPECTOR

IMPLEMENTATION PLAN:

1. INITIAL MEETING 2/15/97 – BILL JACKSON & JOHN SNITZMIER
2. PAYMENT OF FEES – M/H
3. INSPECTOR’S EXPECTATIONS UNDERSTOOD
4. PRESENT TEAM’S TESTING AND INSPECTION DOCUMENTATION EXAMPLES BEFORE CONSTRUCTION – JOHN SNITZMIER
5. COORDINATION OF DOCUMENT EXCHANGE – M/H, B&V, BUILDING INSPECTOR
6. FIRE INSPECTOR CONTACT AND COORDINATION
7. NOTIFICATION OF INSPECTORS, ELECTRICAL AND ELEVATOR
8. CONTRACTOR REPS AT MEETING:

• BEERS – THOMAS WILSON, DEAN DE FRITES
• HENDERSON – DAVID LYTLE, CHRIS
• IVESTER/GOODWATER – DAN BYERS, JR.
• M/H – O’BRIEN
• B&V – JOHN SNITZMIER, SCOTT DEWHIRST
• GWS – MIKE SHARPLES

1. TO BE DOCUMENTED:

SOIL TESTS, CONCRETE TESTS, PIPE TESTS, ELECTRICAL TESTS (GROUNDING, MEG TESTS, LIGHTNING PROTECTION), FIRE SUPPRESSION/DETECTION, HVAC BALANCING, STRUCTURE LEAK TESTS, PAVEMENT TESTS.

2.  NOTIFICATION EXPECTATIONS AND REQUIREMENTS

• CONTACTS
• MINIMUM NOTIFICATION

PROBLEM:  NUMBER OF TRADE CONTRACTORS, EQUIPMENT, ETC. ON A NEW PLANT IN AN EXISTING SYSTEM COMPLICATES STARTUP PROCEDURE.  HOW CAN WE STREAMLINE THIS?

SYMPTOMS:

• TRAINING OF OPERATIONS STAFF
• COORDINATION OF TRADE CONTRACTORS
• BRINGING NEW PLANT ON LINE – TAKING OLD PLANT OFF LINE
• O&M MANUALS
• MANUFACTURING SERVICES
• WHO HAS WHAT RESPONSIBILITY?

POTENTIAL SOLUTIONS:

• EARLY SUBMITTAL / APPROVAL OF VENDOR O&M MANUALS.  ENSURE SHARING OF INFORMATION BETWEEN TC THRU SUBMITTAL PROCESS
• IMPLEMENT STARTUP COORDINATOR PROGRAM – TW NLT 12/31/97
• CLARIFY ROLES / RESPONSIBILITIES AT STARTUP – 8/1/97, BJ, GT, LS
• GAYLEY CONSOLIDATE LIST OF REQUIRED MANUFACTURERS’ SERVICES AND INCORPORATE INTO SCHEDULE – TW, DdF, DL, DVM, JSO, CROM, GW BY 2/14/97
• SET UP GROUP TO PLAN TIE IN OF NEW PLANT TO EXISTING SYSTEM – DHEC, B&V, GWS, TRADES, BEERS, MS, SD BY 8/31/97
• PLAN AND IMPLEMENT TRAINING PROGRAM FOR GWS OPERATIONS STAFF – MS, CF, GT NLT 12/31/97
• DETERMINE / COORDINATE DHEC STARTUP REQUIREMENTS – SD, GWS, SUP NLT 12/31/97
• DEVELOP AND IMPLEMENT TOTAL SCADA SYSTEM TIE-IN AND STARTUP PLAN – DL, B&V, MS, TW BY 8/31/97

PROBLEM:  HOW TO FIND A GOOD SUPPLY OF SKILLED LABOR AND KEEP THEM?

SYMPTOMS:

• LOW UNEMPLOYMENT RATE
• LACK OF SKILLED LABOR AVAILABLE
• OUT OF TOWN CONTRACTORS
• SUBSTANCE ABUSE
• SPECIALTY WORK
• LACK OF INCENTIVE PLAN
• HIGH TURNOVER TO OTHER SITE CONTRACTORS

• YORK CONSTRUCTION
• WORD OF MOUTH
• PRIOR WORK RELATIONSHIPS
• INCENTIVES, MONETARY & NON-MONETARY
• SUBCONTRACTING

· IMPLEMENTATION:

• ADVERTISEMENT BY INDIVIDUAL CONTRACTORS -- ALL
• UTILIZE YORK CONSTRUCTION – BEERS
• DEVELOP INCENTIVE PLAN – INDIVIDUAL CONTRACTORS AND PARTNERING PRINCIPALS
• UTILIZE SCREENING PROCESS – INDIVIDUAL CONTRACTORS
• SUBCONTRACT WORK – INDIVIDUAL CONTRACTORS

PROBLEM:  BUILT-IN QUALITY

SYMPTOMS:

• POOR WORKMANSHIP, UNSKILLED LABOR, APATHY
• REWORK
• COST OVERRUNS
• SCHEDULE DELAYS
• FAILURE TO UNDERSTAND /FOLLOW CONTRACT RQMTS
• POOR PLANNING
• POOR ATTITUDE
• DESIGN ERRORS
• POOR COMMUNICATION
• UNTIMELY INSPECTION
• LACK OF SUPERVISION
• LACK OF TRAINING
• SCHEDULE IMPACTS BY OTHER CONTRACTORS
• LACK OF TWO-DAY COMMUNICATION
• LACK OF EMPHASIS ON QUALITY
• INSTRUCTION ON A NEED TO KNOW BASIS
• NOT TAKING THE TIME TO EXPLAIN
• LANGUAGE BARRIERS

SOLUTIONS:

• TRAINING – ON-JOB, APPRENTICESHIP, FORMAL, COMPANY-SPONSORED
• INCREASE WORKER KNOWLEDGE ON THE JOB / PROCESS
• ENSURE UNDERSTANDING OF TASKS
• USE OF CHECKLISTS & PREJOB PLANNING
• USE OF CONSTRUCTIVE CRITICISM
• COMMON AGREEMENT ON EXPECTATIONS BY USE OF SAMPLES
• DEVELOPMENT OF COORDINATION DRAWINGS
• DEVELOP SHORT-TERM PLANNING / SCHEDULING
• COMMUNICATE SHORT-TERM PLANNING / SCHEDULING
• ADOPT "DO IT RIGHT THE FIRST TIME"
• MEET SHORT-TERM PLANS, SCHEDULES, GOALS
• EFFECTIVE PROJECT MANAGEMENT
• MINIMIZE EMPLOYEE TURNOVER
• REVIEW DRAWINGS FOR ERRORS AT ALL STAGES

IMPLEMENTATION:

• CONDUCT FOREMEN MEETINGS TO TALK ABOUT COORDINATION, SAFETY, WORK PLAN
• USE JOB SITE RADIOS
• EACH CONTRACTOR CONDUCT, AS REQD, INDIVIDUAL TRAINING, TRADE TRAINING, CREW TRAINING
• CREATE, ADOPT, COMMUNICATE AND MEET SHORT-TERM SCHEDULES. – INPUT FROM INDIVIDUAL CONTRACTORS, M/H PRODUCE SCHEDULE
• TREAT ALL EMPLOYEES WITH RESPECT; GIVE THEM A CLEAR UNDERSTANDING OF RQMTS AND EXPECTATIONS; PROVIDE THEM WITH A MEANS OF EXPRESSING THEIR CONCERNS.
• DEVELOP WRITTEN CHECKLISTS FOR INDIVIDUAL TASKS – M/H AND INDIVIDUAL CONTRACTORS

OPPORTUNITY:  ACHIEVEMENT OF ZERO ACCIDENTS AND INJURIES

SYMPTOMS:

• MISCONCEPTION THAT THE IDEA IS UNREASONABLE
• POOR OR NO PLANNING
• LACK OF EXPERIENCE / TRAINING
• DEFECTIVE OR IMPROPER EQUIPMENT
• CONTROLLING VENDORS, SUPPLIERS, SHORT-TERM SUBS
• BEING IN A HURRY
• LACK OF KNOWLEDGE ABOUT HAZ-COM PROGRAM
• UNAWARE OF RISKS OR SURROUNDING CONDITIONS
• "CAN’T HAPPEN TO ME" ATTITUDE
• POOR HOUSEKEEPING
• HESITANCE OF INDIVIDUAL WORKERS TO "SPEAK UP" ABOUT UNSAFE CONDITIONS

SOLUTIONS:

• USE EXAMPLES OF OTHER ZERO ACCIDENT PROJECTS
• CONSTANTLY COMMUNICATE SAFETY GOALS AND PRINCIPLES
• CONDUCT SAFETY ORIENTATIONS FOR EMPLOYEES
• IMPLEMENT "DRUG FREE" POLICY
• CONDUCT REGULAR SAFETY MEETINGS
• DEVELOP & IMPLEMENT PRE-TASK PLANS
• INVESTIGATE, DOCUMENT,  & LEARN FROM ACCIDENTS / NEAR MISSES
• CONDUCT SAFETY INSPECTIONS
• MARCH 5 SAFETY MEETING
• HOURS WORKED vs NUMBER OF ACCIDENTS SIGN
• IDENTIFY ALL ACCIDENTS
• SAFETY INCENTIVE PROGRAM

• EACH CONTRACTOR SHALL DEVELOP A COMPREHENSIVE DRUG-FREE POLICY / SAFETY PLAN TO BE ADOPTED BY THEIR SUBS, SUPPLIERS, VENDORS
• ISSUE A LETTER TO ALL VENDORS, SUPPLIERS, SUBS STATING MINIMUM SITE SAFETY RQMTS.
• ALL VISITORS MUST SIGN IN AT OFFICE
• SAFETY SIGN AT CONSTRUCTION ENTRANCE
• EACH EMPLOYEE WILL TAKE PART IN A COORDINATED SAFETY ORIENTATION BY THE CM AND TRADE CONTRACTOR
• REVIEW PRE-TASK PLANS ON ALL LEVELS
• DEVELOP A JOB CLEAN-UP PLAN TO ENSURE REGULAR HOUSEKEEPING
• DEVELOP AN ACCIDENT / NEAR-MISS INVESTIGATION TEAM INCLUDING MANAGEMENT, FOREMEN, CREW MEMBERS
• REQUEST A VOLUNTARY OSHA INSPECTION
• IMPLEMENT A SITE AUDIT AND DEFICIENCY CORRECTION PROGRAM
• IMPLEMENT A STRETCHING PROGRAM

PROBLEM:  HOW TO ENSURE ACCURATE AS-BUILTS?

SYMPTOMS:

• UNTIMELY INCLUSIONS
• MISSED CHANGES
• LACK OF COMMUNICATION OF CHANGES BETWEEN TRADES
• NO DIMENSIONS ON AS-BUILTS

SOLUTIONS:

• REAL-TIME CHANGES – CAD SYSTEM IN THE FIELD
• DEDICATED PERSON TO "AS-BUILT" DRAWINGS
• FIELD CHANGE LOG / SUMMARY
• JOB-WIDE UPDATED SET OF DRAWINGS AT CENTRAL LOCATION

IMPLEMENTATION:

• CENTRALLY LOCATED SET OF UPDATED DRAWINGS AND FIELD CHANGES – EACH TRADE CONTRACTOR SHALL HAVE A SINGLE POINT-OF-CONTACT FOR AS-BUILT INFORMATION
• COMMIT TO AN ACCURATE PICTURE LOG OF CONSTRUCTION
• ASSIGN STAFF ENGINEERS TO DEVELOP AS-BUILT UPDATE PLAN

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