Superintendent Responsibilities

CO-GN-WI-007

Purpose:

This document is for the following:

 Setting Expectations
 Training & Coaching
 Right Time Feedback

This document is a guide for employees to clearly understand what their responsibilities are for
their specific role. The items listed below can be updated or modified based on the Project.
However, this document does NOT eliminate the expectation of all employees to use common
sense, creativity, or best judgment.

Role Description:

The Superintendent ultimately responsible for the planning and execution of all field
operations within their scope and being performed by their crews. The Superintendent is
responsible for mentoring, coaching, and leading their Field Engineers, General Foremen, and
Foremen.

Responsibilities:

Safety

 Responsible for observing crew at stretch and flex and ensuring everyone is fit for work
 Attend and lead stretch and flex conversation.
 Carry out safety message from POD meeting to the field.
 Discuss any unique safety challenges or areas of focus for the day
 Establish culture and crew behavior, promote safe behavior with foremen
 Be engaged and help recognize changes in conditions throughout the day
 Review and sign off on daily Start Cards
 Ensure crews are working per their long form JHAs
 Ensure all operations have good access and housekeeping
 Stand back and observe all operations for safety hazards or opportunities to make an
activity safer
 Be vigilant across the jobsite for potential safety hazards
 Expand safety focus to the entire job as opposed to only your specific
operations

Quality

 Use Stop Work Authority when deficiencies need to be addressed. Report incidents to
Operations Manager or Project Manager if you experience pushback at any level.
 Check for current calibration identification of M&TE prior to beginning work,

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recognizing and tools that may not have identification

 Participate in root cause analysis as required to ensure corrective/preventative
actions are generated and implemented
 Stand back and observe operations to ensure the work is being performed correctly
 Understand the Inspection and Test Plan for the task, know hold points and
requirements to notify QCIs/Field Engineers

Productivity

 Monitor starts and stops with the crews

 Verify crews are working as directed in the PODs
 Review and approve timecards for accurate time distribution and WBS; complete LCA if
applicable
 Ensure crews have the right equipment available to complete their tasks
 Communicate schedule progress during the daily schedule meeting. Inform the
team if schedule is ahead or falling behind the plan, ensure proper inter-discipline
coordination for you operation
 Communicate productivity with the crews and gain/loss against budget: Clearly
communicate plan for the day (IE how many to install, manpower, and dollars to
spend) and progress to this plan at the end of the day

Planning

 Set up tomorrow’s activities for success, TODAY

 Lead Brainstorm and Readiness Reviews
 Determine erection method and sequence; engage the foreman whenever possible in
the planning process
 Advise other disciplines if any schedule deviation is occurring in the 90-day plan
 Facilitate and lead in the development of IWPs for upcoming operations
 Conduct required periodic verifications, examinations, and surveillance of all the
necessary phases of the Care and Maintenance program
 Laydown setup and material procurement
 Tooling selection and availability/procurement for next operations
 Know what tools are rented and their associated costs, communicate to General
Superintendent on changes
 Review manpower requirements per 90-day schedule. Hire or terminate as necessary
to follow 90-day plan.
 Participate and complete 10% Operation Reviews, Operation Observations, and
Operation Shutdowns with crews to find opportunities for improvement
 Adjust the plan if production, safety, and/or quality is not meeting our goals

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Schedule

 Develop resource loaded 3-Week Schedule by Foreman. Schedule should be based

on productivity goals to beat budget
 Communicate 3-Week Schedule with the team and work through any scheduling
conflicts that may arise
 Ensure schedule show manhours available to earn and planned spend. Schedule to
make money.
 Ensure 3-Week Schedule is being worked to in the field
 Develop operation specific 90-Day schedule, coordinate within discipline and general
superintendent
 Ensure that the 90-Day Schedule, at the MINIMUM, follows the baseline schedule and
supports the project schedule goals

Material / Equipment Management

 Setup laydown for efficient placement of material. Walk down to ensure it is cleanly
and well maintained.
 Order STS tools through purchasing system
 Escort large equipment across the project as necessary. Sign off on move permits (If
approved by project)
 Verify integrity of all rigging material and pick points
 Ensure operators are performing the Daily Visuals on equipment involved in operations

Cost

 Know your cost – including labor, STS, equipment, PM’s, subs, etc.
 Review Labor Productivity Report with Field Engineer on Mondays and adjust any mis-
coded hours before payroll runs
 Dig into operations performing below budgeted/goal unit rate. Increase efficiency on
successful operations as well.
 Verify the discipline is not being charged for equipment or rented materials/tools not
being utilized, demobilize STM/rental items immediately after use
 Look at overtime spent and determine if there is any way to decrease $/MH
 Verify Crew make up meets or beats budgeted $/MH, adjust as needed
 Actively participate in the project Weekly Productivity Review; identify action items to
improve operations and track the results of implementing those actions, understand how
you are going to get better next week
 Complete time studies and analysis on operations to find opportunities for improvement
 Responsible for reviewing, approving and communication discipline STS monthly costs
 Work with LFE to provide input for forecasting based on plan and historical cost,
understand how we are going to improve the operation to mitigate forecast loses

People Development
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 Be proactive in your training so you can better train and develop others
 Walk with FE and key craft to help aid in development of their skills as builders, mentor
and educate them
 Perform Safety tours as scheduled, engage with crews and employees to make the job
more safe
 Train and develop foremen to OWN operations
 Identify potential future Superintendents – actively promote Craft – Staff conversions
 Ensure all disciplinary actions follow the correct protocol per project guidelines –
communicate through Construction Manager and Craft Steward

Compliance

 Ensure crews support the project goal of “Compliance at all Times”

 Ensure all non-compliance issues within responsible operations are documented and
communicated to the appropriate levels in a timely manner

General

 The Superintendent will LEAD the following meetings:

o Daily Toolbox Meeting with their crew
 The Superintendent will ATTEND the following meetings:
o Daily Morning Meeting
o Weekly Schedule Meeting
o Weekly Department Meeting
o Monthly Job Staff Update
o Monthly Forecast Meeting (as needed)
o Monthly Mass Meeting
o Monthly 90-Day Schedule Reviews

Traits of a successful Superintendent:

 Positive attitude and relentless effort
 Leadership presence in the field
 Understands all-in cost of responsible operations
 Plans all aspects of the work in advance
 Ensures crews know and follow EPC requirements
 Stays engaged with Client field representatives
 Focused on keeping morale of crews high
 Coaching at all levels (FE, General Foreman, Foreman)
 Instills discipline and accountability
 Ensures team is setting and meeting goals
 Celebrates little and big wins of the team
 Takes active role in coaching and training of foreman new to Kiewit
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