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 MLOs 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.