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Transport bill book format for Supervision

hi welcome to lecture 3b of construction job site management uh we're going to be finishing off our lecture this week on the information in chapter four we're going to be finishing off on submittals and really we're going to be sort of we've talked about mock-ups and we've talked about shop drawings and samples and how that submittal that's part of the submittal process so we're going to sort of discuss how we monitor this information this procurement schedule information of uh buying out uh the suppliers and subcontractors and where we need uh shop drawing submittals and samples and all of those aspects so uh usually the requirements for submittals are going to be listed in your construction documents and your specifications required in the general conditions of the contract and you can require them in purchase orders and subcontract agreements so when you're working with a supplier to make sure that they're going to provide you with the necessary documents that you need to be able to have reviewed by the consultants so that you can go ahead and order it with some assurance that this is the correct process the last thing you want to do in these situations is to be able to is have ordered stuff installed it and then have it refused so this is really being proactive to ensure that the right stuff right things that have been designed for the building are actually acquired and then you're installing them and you're installing them ing to their instructions so there's not later problems as well so it's really part of a process and system of construction to make sure that we reduce errors and that we end up with adding value to the client at the end of the day otherwise it's going to be waste and these are value and waste they're terms that are used in lean construction methodology so we want to the review of the submittals shop drawings and samples so there's definite processing systems required for most approval of submittals the designers responsible for the design but any changes need to be reviewed revisions may be noted and we kind of said the designer is responsible for the design before but they're not necessarily responsible for deviations or something that wasn't part of the designer that couldn't be actually accommodated in the procurement process so there's this really interesting flow chart and it kind of goes through the step-by-step process and i kind of like flow charts because it it's really good in construction and it's really good in systems thinking to sort of think how does one step lead to another step and to understand that because it's also really helpful later on if you want to uh simplify the process or that you always have to ask yourself are there steps i can remove or can i make this process better and i'll talk about that a little bit but you can sort of see how this is contractor issues subcontracts and purchase orders suppliers prepare submittals for the subcontractors all right so the suppliers are provid preparing the submittals uh documentation that's needed subcontractors should review it to make sure it makes sense then and that it's providing everything that the consultant is going to need so the subcontractor reviews it then the subcontractor gives it to the contractor and they review it all right and they're asking themselves does it does it meet all the requirements suppliers also it may not just be for subcontractors it may be for the contractor directly supplier transmits submittal to contractor all right so contractor reviews it and they're asking the question does it meet the contract requirements if it does go ahead submit it to the consultant if it doesn't get it fixed right goes back here and the process starts again so ideally you want to be very clear what's required with the subcontractors or with whoever the supplier is for you if you're dealing directly with them and get it through one time because doing this takes a lot more time and time is money in construction so hopefully it made it first through now you submit it to the architect the architect reviews it all right maybe they have to also submit it maybe it's an architect and they have to submit it to the structural engineer so they may also do that maybe it's just them that has to review it does the submittal meet the contract requirements hopefully it does because then that goes through very quickly otherwise you go way back up the list and it goes back up to the beginning and it becomes this sort of nightmare of steps so they approve it return to the contractor contractor reviews furnishes it reviews furnishes dimensions provides the dimensions is another way of saying that contractor returns to the subcontractor review sends to the supplier supplier orders the material and equipment so now you've really got the material and equipment now being ordered manufacturer fabricates so if they like our example in the previous lecture if they have to fabricate the curtain walls it's a bunch of assemblies it has to go together and then material equipment is delivered to the job site contractor returns to the supplier so contract reviews furnishes dimensions if it's returned to the contractor and then they give it to the supplier so it just depends whether it's dealing directly with the contract or it has to go through a subcontractor that would be the steps that are involved a lot of steps right so that means it's really incumbent to be clear in your communications what's needed because there's a lot of submittals in a big project somebody's almost full-time job to be following through on that process whether it's a project coordinate very often the project coordinator is the one that's doing all the leg work back and forth and their supervisors are reviewing to make sure things are properly um done but quicker this process goes through the better that's where productivity software like bluebeam procore fieldwire just to name a few help to streamline this because they'll have systems in the productivity software where you submit directly through to the supplier comes back it's in the internal documentation the consultant can access it from there you can access it from there and you can see comments immediately with it which is means it's in one place and everybody is reviewing it that can really streamline and make the steps much more quicker but it is a lot of process that can be involved it gives you a good perspective on the whole submittals process so usually you might see a form that'll look something like this a date received date returned and reviewed by again you want accountability someplace my friend the judge with the documentation if you remember uh no exception taken that means there's that's the same as saying they reviewed it and they don't have a problem with it remember i said they don't like to say approved make corrections noted so maybe there's just a few minor corrections they wanted uh maybe it's not it's not suitable like revise it fix it resubmit it maybe it's like totally out to lunch and start again so and then there's sort of the the legal sort of limitations shop drawing review is for general conformance the contract documents only does not relieve the contractor of the responsibility for compliance with requirements of drawings and specifications so again they're trying to also say you know if something is missed here you're still responsible remember the contractors to review it as well so they're trying to hold accountabilities it doesn't always necessarily hold up that way but that's um what's going on the procurement schedule is really just logging that information and tracking particularly this information by date so you can see because you could have sent this at a particular date and then it sits on somebody's desk and they're not reviewing it you can imagine if anything sits on somebody's desk or in their computer in cyberspace then it's time is going the clock is spinning so we have to have a means to monitor that right so procurement schedule schedule the activities for particular products time frame determination factors size and com kind of depends on the size and complexity of the submittal package some things can be very quick other things may take quite a bit of time to review carefully to make sure everything is right so and the number of consultants that may have to look at the same document so you want to have a log that it's used for tracking it compares the projected dates with the actual dates and determines variances so used as documentation to indicate unnecessary delays because a long delay in the process that you didn't cause that the consultant caused and now the project's delayed the client's upset with you as these things are occurring and if it's really the consultant you want to be able to say well look this is on the critical path we followed up these are the list of emails we followed up this was the date it was submitted it took them six weeks to get back to us on this particular item sure it had float in the schedule and you show them the construction schedule four weeks afloat but two weeks it ended up delaying us that is very important information that is the it depends in your favor it depends we discussed in the last lecture so contractor reviews submitted middles for compliance to specifications dimensional conformance you want to make sure it's going to fit interface with other materials and constructability something sometimes things on drawings uh look fine but can they actually work in the field and that's where the gcs accelerates that's where a good site superintendent accelerates they understand how things go together this middle another sort of uh stamp here and like i said usually i see reviewed not approved reviewed as noted you know instead of approved but again there's always these exceptions so the textbook shows that which kind of surprised me a little bit because in the states there's so much more litigious than we are but uh it's there so uh we'll go with it the use of submittals during construction several different applications information for preparation and general construction details so it it helps you with that quality control information this is part of the qc process quality control quality assurance placement diagrams for installation i kind of gave you an idea of that where we talked about the precast concrete in the last lecture lecture 3a information for handling and equipment placement that was even in 3a where it showed how the the staging area for the precast and you might have to shore up the roof of one section to ensure it can have the weight capacity these kind of things come into place and any job site referencing so here's a sample of what a procurement schedule can look like where you have when it went to the contractor when it went to the architect when it went back to the contractor when the contractor ordered it and when it was delivered so it's sort of it's running its path what what happened in this process so we call that our procurement schedule which is really our submittal log and it's including all these things like shop drawing submittals sampling anything that has to be trailed we're following it and we've got it documented so if we're following it here with the submittal log to the contractor to the architect to the contractor the order date and the delivery date and then the actual so the difference here this is the schedule all right it's like the baseline and this so the procurement schedule that's the plan that's the plan of what we're wanting to do and this is the actual things don't always go as planned construction project schedules they work very similar we have a baseline this is the plan and then we update it and this is the actuals and then we compare it and then we can see variances so in this particular case we can look at temperature controls right what was the plan what was the actual so this was actually early what was the plan to the architect all right so we got it to the architect uh what was the actual right we were a bit early to the contractor it was supposed to be august 1st the actual was august 10th it's late right so it's nine days later than the plan uh the order date uh was uh august 2nd uh the plan we didn't order it till august 11. very little delay between when we got it and we ordered it we were right on it right because maybe we got it like 4 30 on thursday and then we ordered it uh the next morning the delivery date was supposed to be the first that delayed it by a month so that nine day delay here caused a month day month delay in the delivery date the supplier could say that well we were supposed to have it by that date we didn't so we've moved up another project on our manufacturing assembly line and that project took us a month to complete that delayed it by that much so by all accounts if we were to look at that and say who was accountable to that we could go to the architect the consultant and say that they didn't follow the schedule that would be the it depends in action this happened this happened this happened and this caused this delay and we've got it all clearly documented very very helpful information for us to be able to monitor our projects if you didn't have that how could you possibly say the consultant is late you didn't have them on a schedule if i'm the consultant i'm going to say what do you mean i'm late where is it said that when i was supposed to have this done by nothing there right so your it depends is not in your favor it's in the consultant's favor and i don't blame them one bit so you have to be able to document this information and you have to be able to to monitor and trail it the other thing is to you it also gives you a flag that we've got to be on this that's where productivity software you can have these little flags and alarms put in when something is coming up to warn you so that you actually are on it uh that's part of the system's thinking that makes it easier to do these things and we talked about that in lecture one when we talked about goals and systems thinking so this is part of the systems thinking process here so this all comes into so what's going on with the temperature control the delivery date is delayed by one month right what is potential who is it potentially at fault the architect as i said how does the submittal log help the log holds people accountable can we use the proactive management tool so just kind of running those points through for you and this is how we can work things so as a quick summary submittals used for approval for compliance to the contract uh just to wrap things up required in several contract documents approval process involves several steps cooperation aids in the process and really what you want to do is you want to be collaborating with the consultants you don't want to be adversarial you want to be proactive with them you want to get their agreement ahead of time on the time frames so everybody's working in unison and that helps and i also know when i'm being monitored i'm being watched and somebody cares about it and somebody really needs it and that's been vocalized that i don't like to let people down so it kind of ups on my priority list of management so the contractor is reviewing those submittals for a number of reasons as we discussed so hopefully that's giving you a good sense of the submittals process and why it is important and how it ties in with systems thinking that we talked about in lecture one goals thinking and we'll be on to the next topic next week so thanks again for listening and i'm tom stevenson signing out this is the end of lecture 3b everybody have a wonderful day until next time