Over several years of transforming the construction project schedule to be focused on the client, HBW Construction has gained strong buy-in from general contractors, subcontractors and clients for a zero punch list process. There are many important advantages to this process, including:
A focus on quality work throughout the project
Happier clients on the final walk-through
Timely project turnover
Less time and money spent on crew return visits
More profitable projects
Zero Punch List Process
The phrase “punch list” comes from the antiquated process of punching holes in a list to mark items that need fixing. The modern punch list includes items that do not conform to contract specifications or items that were damaged during the construction process. It can also include items that were incorrectly installed or not functioning as promised.
Historically, the client or project owner had significant responsibility for identifying punch list items and communicating them to the general contractor. The general contractor then communicated punch list items to project partners and subcontractors, who then scheduled any needed crews to fix and check off the items. This all happened toward the end of a project.
If quality control was handled well throughout the project, punch lists only included small fixes the client identified during the final punch list walk-through. But over time a punch list became a catch-all for all kinds of project problems, leading to construction project schedule delays, extra expense and unhappy clients.
Alternatively, a zero punch list process anticipates any final fixes and takes that burden off the client. Our aim is to surpass client expectations during the final walk-through and reveal our best work.
How do we achieve the zero punch list? First, we hold weekly project meetings to address scheduling progress, workmanship, missing materials or clean-up issues. These weekly meetings occur throughout the project with subcontractors and the client. We are on site with the client, or we do weekly virtual walk-throughs and progress reports by video. Any issues identified during these weekly progress meetings are fixed on the spot.
If we are experiencing supply chain issues, we try to anticipate delays and work them into the project schedule or suggest alternative materials to keep the project moving forward with all items in place. Our goal is to avoid delays in key materials that would prevent us from turning over the project to the client on time.
As the project nears completion, we schedule our final client walk-through. A unique aspect of our zero punch list is that subcontractors have crew members on site for the final client walk-through. This has become standard on projects that we manage.
Before the client arrives for the walk-through, we take out our blue tape. We walk the project ourselves and note any final paint or trim touch-ups and address any final clean-up needs.
Exceeding Client Expectations
When the client arrives, blue tape is evidence of minor scratches or dings we have already identified. Crews on site will follow behind us and fix these items the same day of the walk-through.
Our zero punch list walk-through is transformed into a reveal party. We highlight design features. We let the client test the lighting and try out the appliances. If we followed our process well, we should only hear positive comments and excitement from the client about moving into the new space.
When our entire project team is focused on attention to detail and quality, the client is not left responsible for pointing out sawdust, loose screws or paint dings. We want to avoid the expense of punch list work beyond the original construction project schedule. Most importantly, we want to create long-term client satisfaction.
The zero punch list not only keeps clients happy on a single project, it also often results in repeat work. Through our weekly project walk-throughs and communications, our subcontractor collaboration and our trusty blue tape, we offer a new standard for construction quality.
Electrical shutdowns can be handled efficiently as part of commercial construction services if the project team plans for them. At HBW, we follow a consistent electrical shutdown safety process in accordance with OSHA and other safety standards. In fact, our clients and many of our partnering GCs and subs have adopted this standard. Together with our trained supers and field crews, we are helping to raise the bar on construction safety.
Protect your crew and the construction project schedule by planning your electrical shutdowns. Here are some takeaways from the HBW Construction process.
1. Anticipate electrical shutdowns in the schedule.
One of the best ways to integrate safety with the construction project schedule is to plan for electrical shutdowns during the initial stages of the project. Make it part of your project management. You could also add a safety consultant to your planning and oversight.
Not every project requires third-party safety oversight, but a consultant can verify your crew’s readiness for a shutdown long before it happens.
“Coming up through the construction industry, I’ve seen that a schedule delay is only the tip of the iceberg if your project experiences a site injury or fatality,” said Jason Sears, CHST, a field operations manager with Diversified Safety Services in Maryland. “It affects crew morale, job security and the continued operations of the company. There is a trickle-down effect on all aspects of the business beyond one incident.”
As part of HBW’s process, we require a 7-day notification prior to an electrical shutdown. Our electrical subs complete a de-energize permit and walk through our lockout/tagout checklist. We developed the permit in cooperation with Diversified Safety Services.
2. Communicate 48 hours before shutdown.
With your project management plan in place, develop a communications protocol for 48 hours before the planned electrical shutdown. With all the key players in attendance, use this meeting to walk through the shutdown process and who will be responsible for tagouts and other steps.
For efficiency, this meeting can be done virtually with a superintendent and/or safety consultant on site. We developed this process during the pandemic and have kept it as an option for geographically distant projects.
If your project is occupied or requires communication to building management, develop a consistent message for the timing and length of the shutdown. Allow for a 48-hour advance warning to tenants or the public. If you can let the client know sooner, all the better!
3. Invest in and use proper PPE.
Make sure that the electricians and anyone working around live energy is protected with an arc flash suit, gloves, a face shield or helmet and electrical safety shoes such as leather shoes with protective toe boxes.
We have seen inconsistency in PPE ratings on job sites. Our crews are required to have the best rated PPE on site for electrical shutdowns and other hazardous activities.
4. Test your testing equipment.
Testing equipment should be onsite and in proper condition to test for zero voltage prior to conducting work. Equipment should be properly insulated. Before shutdown, the meter should be tested on a safe outlet to make sure it’s reading the proper voltage.
Lots of eventualities can happen with electrical shutdowns and a zero- voltage policy will remind crews to test circuits and confirm that the system is de-energized.
Testing may also identify if existing panels have had a tighten-up (regular maintenance); this will manage crew risk with loose connections on breakers or lugs. Older switch gear should also be properly tagged as part of the shutdown.
5. Use a lockout/tagout checklist.
On the day of the electrical shutdown, follow the lockout/tagout protocol discussed during your planning meeting. Your superintendents can be the checks and balances to take the right approach and maintain crew safety.
With this approach, we have seen at least a 50% increase in superintendents who are taking the initiative and planning for electrical shutdowns. Planning helps them maintain the construction project schedule, but also builds trust with the crew.
Capable and healthy construction crews are critical to company success. Ask about our electrical shutdown logout/tagout kit and safety procedures for your future project.
If the architect and general contractor follow a detailed budget request form (and the design team refers to it during client consultations), it will dramatically improve budgeting. In a nutshell, here are four budgeting considerations that will help your commercial building cost estimator improve budget accuracy.
1. Occupied vs unoccupied
This consideration seems simple, but post-pandemic it requires additional thought. In the past, contractors could pull up an address and determine if a building was tenant occupied, but some clients now have hybrid or remote arrangements that can support construction in an unoccupied space.
Note: Unoccupied spaces are less labor intensive and therefore less expensive than spaces for which contractors will have to accommodate tenant needs. This distinction factors into your budgeting.
2. Floors to ceilings
Choices of flooring, walls, doors, and ceilings offer a variety of options that can rack up budget estimates. A painted grade door will be less expensive than a stain grade or glass door. Carpet is less expensive than tile. An open ceiling will require additional estimates compared to an enclosed ceiling.
It also helps to know if materials from demolition will be retained and/or relocated (e.g. cabinetry, windows, railings, doors) to factor in some cost savings.
For commercial spaces that will be leased, your estimator will want to know “usable” square footage per unit as well as “rentable” square footage to show those cost differences in the estimate.
Note: Include design intent notes within the budget request for any known client preferences for floor, wall, door and ceiling choices. Include usable and rentable square footage as applicable
3. Special finishes
Finishes may change during a project due to client preferences or sourcing issues, but a general idea of mid-range to high-end finishes can support more accurate estimating. Different paint colors don’t matter as much as the choice and number of lighting fixtures or a specific metal or stone finish.
If you know that certain materials require extra lead time, suggest alternative materials as part of the estimating process. This extra effort will manage future expectations between design and construction teams as well as the client.
Note: Contingency rates of 5-15% are added to overall budget estimates for any volatility in labor or materials costs. Projects with a longer future start date, for example, can experience these wage or price increases.
4. Special uses and requirements
Different industries have special uses or requirements that can add to the costs of construction. Some examples include:
HVAC requirements for extra cooling or heating
Acoustical or sound proofing requirements
Clean room and lab requirements
High electrical loads or plumbing capacity
Questions about these needs can help the client and commercial building cost estimator anticipate additional costs based on industry standards of functionality or safety.
Note: Facilities with evening uses such as training rooms or overnight medical care may need additional heating or cooling outside of standard hours. Make note of special tenant uses after 6 p.m. when the base building would automatically adjust temperature controls.
There are many more budget tips that support accurate cost estimating. My key point is that accurate estimating helps architects close deals and keep their clients happy. Everybody wins in that scenario. If you have questions about HBW’s commercial construction services, including our detailed budget request form, contact us.
In 2022, HBW Construction adopted a 3D schematic and virtual tour software platform. With Matterport, our team can go on site and collect video and photography during all phases of construction. We can use the technology for a variety of communications.
When projects run into constructability issues, our superintendents can use these high-quality tools to communicate with the architect or engineering teams. By viewing the real-time virtual space rather than responding to a standard RFI, design or engineering professionals can devise alternatives faster or get a jump on redesigns and new blueprint approvals. Factoring in travel scheduling and team collaboration, the same solutions without 3D video or 4K images could take several days or even weeks.
But there’s more. Subcontractors can plan better for site conditions and equipment needs. They can “see” ceiling heights, the amount of natural light and access points (or measure the width of doors and hallways) in the virtual environment before getting onsite. This helps our subcontractors proactively communicate with scheduled crews. Scope of work changes can be priced much faster by eliminating physical site visits.
Primary benefits of this solution can include:
Instant site access for remote team members
Decreased project travel expense
Complete capture of all site conditions
More efficient construction project schedule
Ability to zoom in to the smallest details in seconds
More effective communications for the entire project team
Do 3D Tours Enhance Owner Satisfaction?
These days, project partners and owners may all be located in different cities. Physical distance used to make progress updates, troubleshooting and approvals more complex. With 4K images and 360° virtual tours, owners can see the same environment as their project team at any phase of the project. This option supports effective and timely communication.
When they can zoom in and out or virtually measure a space, they can more quickly assess and respond to solutions offered by the project team — which keeps the project moving forward.
We use these tools according to the preferences of our customers and project partners. Owners or designers still want to visit the site in person and experience the space with all of their senses. And sometimes engineers have to be on site for complex reengineering. Inspections and final walk-throughs are still conducted in person, too.
However, this technology does create efficiencies in the construction project schedule. Real-time images also support quality control and owner satisfaction throughout the project.
If there is a way to do something better through new technologies, we are open to trying it and enhancing HBW Construction’s toolkit. To learn more about our approach to job site management and construction management, see our services.
Without this early collaboration, projects can encounter costly change orders and delays in the construction project schedule. Even with collaborative project partners, industry standards for layouts don’t always account for the physical realities of a three-dimensional space.
With this in mind, HBW developed a more extensive layout process that essentially organizes each element of the project by color. We take extra time to plan the layout, and then our crews snap color-coded chalk lines on site to reveal a physical matrix of all the trades. This layout helps us to identify constructability issues within days of project start, and it also supports an understanding of design intent.
Supporting Design Intent and Alternate Solutions
A classic challenge for constructability is ceiling height. Modern designs favor high or exposed ceilings, and this leaves less space to integrate plumbing, electricity, HVAC, or other infrastructure within the ceiling cavity.
By laying out the various trades by color, we can balance the design intent for light fixtures or ceiling finishes with the layout of elements such as sprinkler systems and existing ductwork. This also allows HBW to review service access to all equipment on day one with the building’s engineering team, rather than waiting until the end of a project.
A more detailed layout also smooths the process for helping clients choose alternate lighting, flooring, furniture placement / ordering of furniture or appliances much earlier in the project when necessary. The design team can help the client visualize the realities of the built environment before we build it.
The details in our layout have helped vendors select and order products earlier, giving them breathing room for longer lead times on manufacturing and shipping. If we can demonstrate the final dimensions of windows before they are installed, vendors can measure and order custom window treatments earlier in the project timeline.
Trend-Setting Layout Process Adopted by Project Partners
After experiencing the benefits of HBW’s layout process for the construction project schedule (due to a more seamless flow between trades and fewer change orders), some of our architectural partners now require this layout as part of their approach on every project. Ultimately, taking extra time on the layout protects project partners — and the owner — from project delays. It does not delay project start, but it helps them avoid more expensive re-design or re-engineering in the future.
The layout process also helps superintendents. Training is relatively easy for new crew members, and we find that it supports strong subcontractor relationships. It requires less reference to plans because they are literally color-coded in the construction zone itself. Superintendents can also refer to the layout while walking the construction site because the project is reflected on the floor. This also helps the superintendents re-direct the sequencing of the project due to material lead-time issues. And when there are constructability challenges, our crews can devise solutions faster and bring better ideas to the architects and engineers.
When the general contractor, architects and engineers have more time and space to identify constructability conflicts before construction, everyone is happier and able to perform at their best.
Some companies that planned to expand office space prior to the pandemic have pulled back to rethink their spaces. Flexible warehouse spaces offer customizable approaches to hybrid office spaces, data centers and special event and training spaces while naturally providing ample delivery access, parking and storage.
If your business is seeking warehouse flex-space, or already has a warehouse space that needs remodeling, working with the right broker, contractor and commercial construction services group is important. You need to understand:
Options to lease, buy or build;
Designs that optimize your space, and
Budgets, trades team experience and potential timelines
HBW Construction has built new warehouse space for decades, and our commercial construction services group is uniquely qualified to remodel, upgrade or adapt these spaces for many business types. We have recently adapted warehouse flex-space for retail breweries and restaurants, pet grooming/training businesses, auto repair and HVAC companies, medical product manufacturing, real estate showrooms and professional services groups.
Rather than having one owner or lessee, some warehouse developers and owners accommodate several short- or long-term tenants. For example, the space can be designed into several units for short-term leasing or modeled like an association with purchased units. Short-term leasing provides flexibility for businesses that will go back to traditional office space in the future. The long-term option is an investment that each unit owner can depreciate for tax purposes and sell in the future, similar to a condo.
Almost any business type can consider warehouse flex-spaces. Buildouts can rival the nicest offices/lab spaces. They can also remain open concept and rugged with high ceilings and the advantage of flexible indoor/outdoor spaces. For one project, we installed an indoor pool! For another client, we built an apartment inside the warehouse to serve as a real estate showroom. [rl_gallery id=”7671″]
Consider Your Budget and Quality Control
One of the first discussions we have with clients is about their project goals. This helps us develop a preliminary budget so that clients can assess and anticipate their priorities for the warehouse flex-space.
For example, a client may want a large overhead door that accommodates an indoor/outdoor space. That design choice can impact HVAC or insulation budgets depending on the climate. Another client may need specialized lab space subject to certain regulations or safety systems, the cost of which must be factored into the estimated budget. As with any new construction or remodeling project, budgets can range widely in warehouse flex-space.
By using an experienced commercial construction services group, however, you can achieve efficiency through the construction project schedule. HBW has a full team of experienced tradespeople including master carpenters, electricians, plumbers, painters, finishers, etc., who work together regularly. Their long working relationships also support quality control on your project.
If you have any questions about identifying warehouse flex sites, we can refer you to trusted brokers or management companies. For your warehouse flex-space goals and budgeting for projects in the Northeast (DMV) region, contact us for a conversation.
In addition to CDC guidelines, OSHA requirements and other standards, we perform an Infection Control Risk Assessment (ICRA) as part of our construction planning process. ICRA is a systematic process that determines the effects of construction or renovation activities on air or water quality, assessing the level of risk to patients, visitors or staff and defining controls to reduce that risk.
Now, new guidelines known as ICRA 2.0 are helping project teams better assess, prepare and manage identified risks. The ICRA 2.0 matrix is published by the American Society for Health Care Engineering (ASHE) and other professional groups and associations in cooperation with the Centers for Disease Control and Prevention.
A multi-disciplinary team of infection prevention and control, industrial hygiene, construction, facility management specialists and other authorities worked together to develop ICRA 2.0.
The ICRA 2.0 matrix provides even greater clarity for hospital design and construction, but we think these precautions are applicable to any project for infection risk control. Tenant-occupied projects are one example, especially those that involve vulnerable populations such as the elderly.
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How is ICRA 2.0 Applied in Construction?
During project planning, we will discuss how to assess and apply ICRA precautions to the project. This often involves setting up a sealed perimeter around the construction area with temporary walls and plastic, which allows us to create a sealed, negative air pressure environment. Air cannot escape, and it is in turn drawn into the construction area by way of an air scrubber that has dual HEPA filters that capture dust and particulates. The air pressure is monitored to maintain a consistent, negative air pressure environment (Digital Room Air Pressure Monitoring System with Alarm).
Project by project, we can apply ICRA precautions for removal, construction or inspections involving:
Ceilings
Fan start-ups/shutdowns
Flooring and casework
Drywall
HVAC, electrical or fire suppression systems
Plumbing systems
Any carpentry work that involves sanding, painting or significant vibration/noise is taken into consideration for minimizing risk to patient areas. This includes areas with high-risk patients who are immunocompromised or undergoing invasive treatments. ICRA 2.0 also designates medium risk areas, such as waiting rooms, a cafeteria or a gift shop.
Other Quality Control in Construction Safety Measures
Whether we are working on a hospital or another project, we consider the health and safety of the public, client staff and our HBW teams.
This includes how we remove debris from construction sites. We can cover containers that include debris, and we can lay down sticky mats to capture debris from shoes or carts going in and out of the construction areas.
If there is a chance of finding hazardous materials, we alert the client and call in special mitigation teams for its careful removal.
We provide our crew members with personal protective equipment such as high-grade masks, goggles and gloves.
If additional job site precautions are needed or requested, we factor them into the construction project schedule (and manage them through ongoing communication) to help the team meet client expectations for completion.
We want to be part of the solution from day one. If you have any questions about infection risk control for your upcoming project, contact us.
A discussion during the pre-construction process can help your project team determine owner preferences beyond certification standards or jurisdiction requirements. HBW trains our field team to prioritize recycling, upcycling or materials re-use. Our creative solutions in the field result in stronger client relationships. Besides the environmental benefits, recycling and repurposing can reduce project expenses and keep the construction project schedule on track.
Careful use of job site materials reduces waste and landfill fees. It can also sometimes result in creative design or engineering solutions for the project. We keep these factors in mind prior to demolition and during construction.
Job Site Recycling Ideas
Based on energy-efficiency standards in many major cities, some materials within existing buildings need to be replaced and disposed of properly, such as fluorescent light bulbs. However, the old metal lighting ballasts can usually be recycled. You can separate this type of metal and other metals from general construction debris for recycling.
The same can be considered for wood millwork and certain types of glass or stone. There are companies that will take some construction debris to recycle or develop new composite products, which diverts tons of material from the landfill. These options can also reduce a project’s waste disposal costs.
Job Site Repurposing Examples
During remodeling projects, there are often opportunities to repurpose or re-use materials. Each project and jurisdiction is unique, but we have often found ways to repurpose materials that range from millwork and doors to carpeting, glass panels and ceiling tiles.
When appropriate to the architectural design, engineering specs and building codes, repurposing or upcycling can save clients a lot of money on materials costs. When materials are discontinued or supply chains are uncertain, the benefits multiply!
On a recent job, our approved repurposing of several glass doors saved the client thousands of dollars and kept the project on schedule for inspections.
On another job, we used a set of existing lower cabinets from a remodeled space to refashion supply closet millwork. This particular millwork was discontinued; rather than tearing it out and replacing it, we suggested this successful alternative to repurpose on-site materials.
We have obtained client approval to preserve materials from remodeling projects such as quality doors, ceiling tiles or light fixtures. Stored in our warehouse, these materials are “in stock,” for temporary or permanent solutions on other projects, which help maintain the construction project schedule.
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The question we always ask is, “Can we use this in some other way?” For example, residential or office buildings may have mechanical components that are still up to code and are difficult to find or costly to replace. We can preserve these components for an owner or tenant management company to support future building repairs. Training our team to think about current and future needs of the client can reduce project waste.
Rather than tossing it in the dumpster, we have also found new homes for items such as lightly used office furniture, fixtures and computer monitors. HBW field personnel stay in touch with each other across projects to brainstorm ways to repurpose or donate items.
When the construction team can use their creativity and ingenuity to work in partnership with the architectural and engineering team, it benefits the client and the environment. It also makes the team feel good about how they contribute to a successful project beyond the building process.
Recycling and re-use aren’t always possible, but you don’t know unless you try. When in doubt, don’t just toss it out. Discuss options with the client and project team early and often.
In addition, most of the jobs that women perform in the construction industry are administrative or sales roles. Professionals, management and finance, transportation, construction and maintenance roles are still dominated by men.
To observe Women in Construction Week, which happens in March each year, we wanted to share the benefits of having women in the field and in managerial roles. At HBW, we have experienced a positive environment to grow our careers, including an internal Women in Construction group to help the company retain and support women professionals. Here are two perspectives about the value that women bring to construction projects.
Jessica Hipp – Construction Superintendent
I have been in the construction industry for about 15 years, almost three years now with HBW. I started as a steamfitter and welder and learned to manage a project over time. I wanted to go to college for psychology, but I couldn’t afford it. Surprisingly, I am now in a role where it’s critical to understand human behavior and get many people working in the same direction.
As a superintendent, I am the center point of job site activity and the construction project schedule. I am working with people from all different life experiences, ages, races, different beliefs and attitudes. We have to be a team to get the job done well. It’s not easy, but it’s very rewarding.
What I mean is that construction can be a brash and tough workplace environment. When there are issues, some people will butt heads and get angry, which can make the work more stressful than it needs to be.
The last three projects I worked on, though, the management team, owners and architects were all female. When we’re all at the table for our weekly meetings, it’s pretty incredible. Seeing other women on the job site with tape measures and hard hats is so enlightening. In my career, I have definitely seen more women architects and project managers than when I started. Things seem to happen faster in the construction project schedule on those jobs with better communication and efficiency.
Superintendents tend to move around a lot. We like new challenges and don’t get attached to companies. One of the reasons I chose to work for HBW was the recruiting process. I came for an interview, and I could tell that the leadership team would care about me. My experience here has been completely different than other companies I’ve worked for; I have a senior superintendent who I can call anytime I need something. If I’ve had a rough day, he will talk me off the ledge. I feel heard and supported by the leadership team in a way that makes me so glad I chose them.
“I think what I bring to the construction industry is chaos management skills. I’m always anticipating and looking ahead to the next phase and how to avoid issues before they start. I can also quickly organize and mobilize people to handle a problem as it’s happening. I can assert myself without screaming to get the job done effectively.”
Alexandra Dramby – Senior Project Manager
My dad always worked in construction. He was a senior project manager, and I would work in his office during the summer. I continued working there as a full-time project administrator while I went to college at night. I actually didn’t go to college for construction, but after graduation I put the feelers out to different industries to get an entry-level position. None of the positions intrigued me compared to what I was doing at my construction job.
So I made the decision to stay in construction. I worked my way up from project engineer to project manager, and it happened that I was bidding on the same project as HBW about five years ago. They took my contact information and reached out, but it took a year for me to make the decision. I’m a very loyal person and wanted to give my former company a chance, but I was getting disillusioned. I actually thought about leaving construction. Instead, I took the position at HBW, and it was the best decision I ever made. I love to come to work here.
I agree with Jessica that the number one thing women can bring to construction projects is organizing solutions and keeping everything well documented and clean. From the clients I know who like to work with me, they appreciate my prompt response to help them save time and money.
We have our women in construction group at HBW that meets quarterly, and we do fun gatherings like a happy hour or a paint night or we’ll do training on something such as the art of negotiation. Also, our president Phil Scott is active in Commercial Real Estate Women (CREW), which shows that he supports women in the industry. That is a model for the company. We treat each other with respect and care.
“My dad is still in construction as a director of health care construction, and my husband is in construction, too. I like sharing ideas and referrals with them and getting advice. I’m looking forward to where this career takes me next, and I would say that there are many opportunities for women in the construction industry.”
Careers in Construction
It is not required to have a degree in construction to work in the industry, with most people starting as helpers or administrators and advancing through their field work experience. College graduates typically start as project engineers and work their way up to assistant project manager, project manager or senior project manager. From there, they can apply for superintendent roles to run their own projects.
Management isn’t the only opportunity in construction. Trade roles such as plumbing and electrical or transportation and heavy equipment are in demand. The field also offers fairly equal pay for women as for men. The Bureau of Labor Statistics cites that the median full-time wage for women in construction is $46,808 per year compared to $43,394 for female workers across all industries.
Women who work in construction and recent graduates, regardless of degree, are welcome to contact HBW to learn more about our firm and how we promote women in construction. Happy Women in Construction Week!
Some changes, such as videoconferencing capabilities, have improved communication clarity and efficiency throughout a project. On the safety side, our efforts with masking, temperature checks, social distancing and contact tracing reduce illness and absenteeism.
What should clients and project partners expect from their construction team going forward? We anticipate continued use of safety best practices that we’ve learned from our job sites in a pandemic. When you choose a commercial construction firm, consider these practices as part of overall quality control in construction.
Communication Expectations
Going forward, project partners will need to move fluidly between hybrid and remote communications. This means that superintendents should have the most up-to-date videoconferencing platforms available to them — as well as training on those platforms to set up or attend meetings.
We learned in 2020 that each jurisdiction may also have different regulations with regard to job site communications. In some cases, an inspector might leave the job site if a crew member was not masked or if the job site wasn’t cleared of crew upon arrival. We updated our field operations portal regularly to give our supers the most up-to-date information for 16 different jurisdictions. Staying informed on CDC, OSHA and other regulatory updates will continue to inform our safety protocols.
Improved meeting attendance is another positive outcome of accessible communications tools. Crews don’t have to leave the job site to hop on a video conference. Daily and weekly meetings are more efficient, and crew members can get direct and consistent updates. Ultimately, this approach enhances quality control in construction.
Crew Safety Expectations
Job site safety has always been a priority, but job sites in a pandemic have taught us the value of masking, social distancing, hand washing and clear signage more than ever before.
We quickly developed new bilingual signage for general pandemic protocols, but also for specific needs on job sites. For example, certain areas of job sites were closed off. Later, some job sites required masking while others allowed crews to work without mandated masks. In response, we created a COVID toolkit and provided training on its consistent use by each team member.
We have experienced the benefits of adapting protective gear for each job site. Pollutants like dust and silica are still present, and masking is already recommended for maintaining crew health. In addition to continued use of temperature checks and contact tracing through a subcontractor sign-in sheet, we have invested in anti-fog glasses, goggles and face shields.
After seeing the benefits of these changes on the job site in a pandemic, we have noticed that clients gravitate toward this level of quality control in construction. Proper job site management — as well as our Quality Control Program — help us to keep crews healthy. This supports our project goal of timely completion with a “zero punch list!”
