to cause a work stoppage or delay. Figure 2-22 is a sample of a page from a 2-week schedule. The items of work listed on 2-week schedules must be clear and measurable. All 2-week schedules must show the work on the level III for that period. If you are behind schedule, the 2-week schedules must also reflect how you are going to get back on track. Key resource requirements for the activities scheduled for the next 2 weeks are listed on this schedule. This scheduling tool is used primarily by the crew leader to ensure that all materials required are either on the jobsite or have been requested with sufficient lead time to ensure availability. The 2-week schedules are used in crew briefings, to provide ongoing project status to the chain of command, and to give a heads up to MLO and the subcontractors. Two-week schedules are also referred to as weekly goals.
Ensuring that the resources you need are available when you need them is much less painful when you adhere to the required lead times. If you need to better understand what MLO's turnaround times are, ask! The 1250-1s can be filled out and retained in the Dropping off 1250-1s at MLO 3 days before you need the material (for material in the yard) is easier on you and on MLO. The short-fused, "I need it now" requests are tough on everyone. The crew leader should consider the 3 days a minimum required lead time for requesting material from MLO. MLO operates more effectively and cooperates more readily when they are not required to drop what they are doing to get your material. If everyone gave MLO more lead time, there would be better service to all project sites.
Crew briefings are a must! Obviously the crew needs to know what they are going to be doing and how they are going to get it done, but they need to know much more. They need to be aware of safety hazards and preventive measures (stand-up safety lectures). They need to know what the quality measures are (How smooth is smooth? How vertical is vertical?). And they need to know the schedule. Crews need to know how much time has been scheduled for the current activity and what the impact on the overall schedule will be if the current activity is delayed. Figure 2-23 is a prep list you can use to project packages weeks or even months in advance. improve crew briefings.
Figure 2-22. - Two-week schedule.Continue Reading