Getting to the Jobsite
After morning quarters, crews should be able to
get on a crew truck and depart for the project site with
no further delay. Crews should not return to the
barracks or the galley after quarters. Any tools or
materials to be used up that morning should be drawn
and loaded on to the crew truck before quarters.
Turning in 1250-1s for materials and tools several
days in advance will greatly reduce the time spent
drawing them from MLO/CTR. Tools requiring safety
checks should be dropped off the afternoon before and
picked up in the morning. The hours of operation for
MLO, CTR, and the other outlets should be addressed
prior to deployment. It is very common to see MLO
and CTR open an hour before quarters.
The frequency and duration of breaks are
determined by the crew leader based on how strenuous
the work is, the temperature, and other climatic
factors. The crew should understand the daily break
routine. Watch for people anticipating breaks,
standing around 5 minutes before the break is
scheduled, or waiting for the crew leader to announce
it. You want the crew working until they are told to
break. This can be a particular problem near lunchtime
and the end of the workday. Similarly, the crew must
be back swinging hammers immediately after the
There are usually several options on locations and
times for cashing paychecks. Find the shortest lines.
Remember you are trying to minimize time lost. A
common scenario is to knock off 2 hours early on
paydays to get checks cashed and make an exchange
run. If this tactic is used, be sure your crew does not
Try to schedule appointments for routine
treatment/examinations first thing in the morning or
at the end of the workday. If several members of your
crew need to be seen for dental recall, try to get them
scheduled together. Getting a group back to the jobsite
will be easier than getting them back separately.
Coordinate a transportation plan with other crews
working in the same general location to get crew
members left in camp back out to the jobsite.
The techniques used to evaluate the status of a
project and compare the actual progress to the
scheduled progress is referred to as project
monitoring. To monitor a projects progress, crew
leaders must master completing timecards,
submitting SITREP input, figuring work in place
(WIP), updating barcharts, and arranging project
photos. This section of the chapter will explain the
techniques used to monitor a construction project.
Timecards are the most accurate way to record
man-days being expended on a construction project.
Timecards allow you to monitor the efficiency and
accountability of your crew. It is imperative that
timecards be filled out correctly since they are the
basis of your SITREP input. Timecards are also the
basis for historical data on the project, availability
factors, P-405 estimates, and such. Daily Labor
Distribution, COMTHIRDNCB-GEN 5300/1, is the
form used when recording man-days expended.
Crew leaders must prepare timecards each day that
reflect man-days expended by all personnel assigned
to them. Subcontractor crew leaders must use a
timesheet (fig. 2-24) in lieu of the standard timecard.
An additional copy of this timesheet can be made with
a sheet of carbon paper, but in all other ways it is
identical to the standard timecard. The sub crew leader
must fill out the timesheet in duplicate while on the
project. The timesheet reflects all subcontractor labor
and is signed by both the prime and sub crew leaders.
The prime keeps the copy and turns it in with the
timecard for prime personnel. The sub turns in the
original to the company timekeeper. This method
allows the prime crew leader and the chain of
command to monitor the effort being expended by the
subs and the time being charged against the project.
All labor should be recorded to the nearest half hour.
Timecards must be maintained on file in the company
office for the duration of the deployment.
Productive labor is man-days expended that
directly contribute to the accomplishment of the
battalion mission. This includes construction