General Superintendent - Public Group

Position: General Superintendent – Columbus Area Public Const.

Report to: Public Group Manager

Job Description Overview:

The General Superintendent – Public Construction is responsible for all Public Project construction and supervision. This includes MBC Superintendents, foremen, carpenters and trades assigned to public projects, subcontractors, trucking firms, suppliers, and others necessary to complete the project. Specific responsibilities and authority are outlined below.  The primary standards by which the General Superintendent shall be measured shall include the following:

1.     Ensure a safe working environment

2.     Constructing the projects to a successful result for both the Owner/Client and Miller Bros. Const.

3.     Providing the highest level of Client Satisfaction

4.     Meeting project schedules

5.     Effectively communicating with all parties involved in the projects

6.     Maximizing project efficiency and profitability

7.     Effectively manage group project manpower and equipment resources

8.     Ensure accurate and timely reporting of project information

9.     Maintain a positive attitude and good working relationships with customers, employees, and the public.

10.  Grow MBC Work force as work is obtained and strategic locations for growth dictate.

The General Superintendent reports to the Group Manager (GM). The General Superintendent shall initiate regular communication with the Superintendents, Foremen, Project Managers, Safety Directors and Equipment Manager on concerns which create a negative impact on the effectiveness of project operations.  This also includes communication with other MBC General Superintendents and Group/Area Managers to collaborate and gain efficiencies in regards to manpower and equipment.

Job Responsibilities: 

Labor Resources

1. Work with General Superintendents, Project Supt’s, Foremen, and Project Managers to outline project schedules and develop detailed workforce needs.
2. Out of town work will be handled on a job specific basis.
3. Be familiar with union labor contracts and act as the contact person for union representatives. 
4. Ensure proper training for employees (i.e. work zone traffic supervisor, safety coordinator, etc.).
5. Closely monitor company apprenticeships and EEO/Diversity goals to meet or exceed requirements.
6. Attend bi-weekly company scheduling meetings.
7. Attend bi-weekly group staff meetings.
8. Work with each project team to determine level of need and properly dispatch trades people and foreman to the most critical assignment.
9. Work with each project team to determine level of need and properly dispatch MOT Foreman to most critical assignment.
10. Visit each project at least once per week (or as conditions/travel dictate).  During each visit, the following shall be accomplished.

• Ensure company safety culture.
• Review short term and long term goals with the Superintendent and Foreman.
• Determine the project resource needs regarding labor, equipment, and materials
• Troubleshoot and discuss envisioned future areas of concern.
• Relate to the Superintendent and Foreman any company communications or directives.
• When possible, speak with the project’s owner representative to learn of their concerns or problems, and to review satisfaction for work performed.

Equipment Resources/Inventory Resources:

a)    Work with the Superintendents, Foremen, and Project Managers to outline project schedules and develop detailed equipment needs. The General Superintendent will work directly with the Project Supt./Equipment Dispatcher to assign specific equipment.

b)    Work with the Project Supt./Equipment Dispatcher to release equipment when not needed.

c)     The Equipment Manager coordinates all project equipment resource needs and reviews with the GM’s and VP’s at a bi-weekly scheduling meeting. The goal is to optimize the utilization of company owned equipment and minimize the need for outside rentals. Therefore, the Equipment Manager has final decision making authority in the assignment of equipment resources.

d)    Fully understand company owned resources/supplies (i.e. portable concrete barrier, MOT materials and devices, etc.).  Keep accurate inventories to make educated decisions on allocating these resources.

e)    Confirm Supt’s and Foreman stay current and provide corrections to hour meter summaries.

f)     Confirm Supt’s and Foreman track and log tool/trailer inventories.

g)    Monitor Inventoried Equipment reports and discuss with Supt’s/Foreman      

Safety:

a)    Confirm subcontractors, trucking firms, Superintendents, foremen and crews comply with OSHA Standards, MSHA Standards and MBC Safety Programs. This includes knowing and applying proper safety practices for field operations, insuring PPE (i.e.: Personal Protective Equipment) is available and properly utilized, and that trained personnel are utilized (i.e.: competent person, traffic supervisor, etc.). Issue safety violation notices to Superintendents, foremen and employees who fail to comply after review by the Safety Director. Issue safety violation notices to subcontractors and trucking firms who fail to comply after review by the Project Manager. Our goal is zero incidents.  

b)    Report safety incidents immediately. Complete reports as required in cooperation with the Safety Director assigned to the project.

c)     Implement company procedures for reporting safety issues on your projects. (i.e.: Incident Report Flow Chart, OUPS Flow Chart)

d)    Confirm all projects conduct and document daily Site Sense talks, Safety Resets, and meet required number of annual inspections.

e)    As determined to be necessary by the Group Manager, participate in the Incident review process with the project team, GM and Executive Team.

Authority:

(1)   To request assistance from the Equipment Manager for allocating the equipment resources needed to successfully construct the projects.

(2)   To direct the work of the group and all resources assigned to the projects.

(3)   To reprimand, terminate and replace hourly employees who violate company policies or fail to perform the work. This must be properly documented and reviewed with the Group Manager or Safety Director.

(4)   Assist in preparing annual performance evaluations for Superintendents and Foremen.

(5)   Recruit, upgrade, and develop field employees, as required.

(6)   Coordinate superintendent vacations in a manner that is mutually acceptable.

(7)   Review Superintendent and Foreman daily reports.

(8)   Provide a summary of the General Superintendent’s thoughts regarding the successes and failures that the company experienced during the previous year.

Job Responsibilities (through the Project Manager):

(1)   Safety

a)    Confirm the projects comply with applicable standards (OSHA, MSHA, site specific…) and the MBC Safety Program. Utilize the Project Manager and Safety Director assigned to the project as resources for safety information needed to successfully complete the project (i.e.: traffic control plans, Traffic Control Standards, excavation logs, PPE…).

b)    Work with the Superintendents, Foremen, Project Managers and Safety Director assigned to your projects to correct items identified in site safety reviews.  

(2)   Project Quality, Schedule and Budget

a)    Monitor work performed by the group to insure it meets or exceeds specifications. Our goal is to limit re-work and punch list items. Correct defective work as soon as possible.

b)    Utilize the Project Manager to insure superintendents, foremen and crews understand the scope of work detailed and specifications for each item of work performed.

c)     Monitor field progress vs. schedule milestone dates. Work with the Project Manager and Superintendents to insure we maintain zero or positive float. Assist in developing a recovery schedule with the Project Manager and Superintendents, if requested.

d)    Monitor HCSS Heavy Job cost weekly (budget vs. actual) for all cost codes on the projects. Identify problem areas. Work with the Project Manager and Superintendents to implement solutions to keep the project cost at or below estimated cost.

(3)   Project Records

a)    Confirm Superintendents and Foremen complete and send accurate HCSS Heavy Job. Reports to the Archbold office by 10 AM the following day.

b)    Confirm Superintendents and Foremen complete accurate extra work forms daily (as required) including signature of the owners’ representative (i.e.: inspector/engineer).

c)     Confirm Superintendents and Foremen complete accurate trucking tickets, equipment hour reports and other reports required by the company.

d)    Review actual cost vs. estimated cost as shown on HCSS Heavy Job each week. Review with each Superintendent and Foreman as dictated by decreases in production and make adjustments as needed.

Authority:

(1)   To reprimand subcontractors, trucking firms, and suppliers who fail to perform the work. This should be communicated with the Project Manager.

(2)   To request complete information needed to build the project from the Project Manager (i.e.: plans, specifications, SWPPP, field book, subcontract agreements, supplier purchase orders…).

(3)   To request complete assistance from the Safety Director in dealing with project safety issues.

(4)   Provide projections for additional needs of equipment and personnel for the upcoming year.

(5)   Work with the Group Manager and Project Managers regarding all functions that relate to field operations.  Examples include, but not limited to: phase combination/resequencing, personnel availability and assignment, design criteria, safety procedures, etc.

(6)   When requested, provide input to the Group Manager or Project Manager regarding projects bidding or bidding of a particular item of work.  When requested, visit jobsites for bidding purposes and report back to Group Manager or Chief Estimator.

Annual Performance Review:

An annual performance review will be held each year with the Group Manager and the Vice-President of Public Construction.  Performance will be measured based on the criteria outlined above.