RED REEDY HOUSTON SENIOR SUPERINTENDENT With over 33 years of industry experience, Red approaches a project as a hands-on superintendent. For example, when he worked on Restaurant Depot in Pasadena, TX, he drove to previous projects in other cities to understand the project’s intricacies. When Red is not on a jobsite, he will be playing golf. In fact, he says he is addicted and has installed a putting green in his back yard and brings his clubs to every site he travels to.
PHILLIP NOBLETT ATLANTA SENIOR SUPERINTENDENT Phillip joined the company in November of 2017. At Alston, he was part of the OFS Optics manufacturing facility project team, and the project was his favorite because, “It was unique due to putting the 5-story equipment towers in place and then building the building around them.” In Phil’s free time, he is riding motorcycles with his wife and working in his woodshop.
WHAT KIND OF PREPARATIONS DO YOU UTILIZE TO ASSURE AS STRONG OF A PROJECT START AS POSSIBLE? When starting a project I like to get an overview of all the players (owner, architect, engineers). Of course I’d like some say in my team and the subs being awarded contracts. In most cases preconstruction does their best to get the blue chippers, but in this day and age, with money tight we do are best to deal with the second string subs. I like to have everyone on the team communicating. It could be ensuring trade partners are on board with contracts, ordering long lead items, meetings with local utility companies and local municipalities. In the field I try to delegate responsibilities to a team members strong suit. WHAT METHODS DO YOU EMPLOY TO REQUIRE SUBCONTRACTOR ACCOUNTABILITY RELATING TO ALL CONSIDERATIONS – I.E. SAFETY, SCHEDULE AND QUALITY? In this day and age trying to keep a project on schedule is more challenging than I’ve seen in the last 33 years. With materials hard to get and manpower seems to be declining, it’s a battle. Having sub meetings weekly and huddles with foreman in the field daily goes a long way in letting the subs know what we need, and let them know we are there to help them as much as we can. WHAT ARE YOUR KEY GOALS RELATIVE TO CUSTOMER RELATIONS? I like keeping the customer updated being it in OAC meetings or just walking the project with them. I listen to their thoughts and concerns of project progress. I like being transparent with the owner so they feel comfortable with the project and the team. HOW DO YOU ADDRESS AND MITIGATE SAFETY DEFICIENCIES? Safety is always going to be an on-going challenge. Fortunately, at Alston, we have a good safety plan with knowledgeable safety managers to answer questions we might have in the field. It’s imperative that trade partners know what we at Alston expect for safety before the start of the project. Safe Start Meetings takes all of the guess work out of what we need from the subs when they start their work. As Superintendents, Assistant Superintendents, and even Projects Managers, it is our job to enforce our safety policy in the field.
WHAT ARE SOME OF THE INITIAL CHALLENGES OF STARTING A PROJECT? While not necessarily a challenge it is very important to establish a good relationship with the local governing agency, the architects, the engineers, and the owner/developer if possible. WHAT KIND OF PREPARATIONS DO YOU UTILIZE TO ASSURE AS STRONG OF A PROJECT START AS POSSIBLE? Start reviewing the drawings as soon as possible and get a general plan of attack, then compare that with the contract schedule. Address any issues found. DURING THE ACTIVE PART OF A PROJECT, NAME SOME OF THE DIFFICULTIES IN KEEPING ON SCHEDULE AND SUBCONTRACTORS ENGAGED? The biggest difficulty is keeping the project ‘flow’ going smoothly. Trying to get every sub started as soon as possible but not so soon that they catch up to subs in front of them. WHAT METHODS DO YOU EMPLOY TO REQUIRE SUBCONTRACTOR ACCOUNTABILITY RELATING TO ALL CONSIDERATIONS – I.E. SAFETY, SCHEDULE AND QUALITY? • Make expectations clear early starting at the preconstruction meetings and safe start meetings. • Go over exhibit E and the subcontractor’s scope of work with them. It’s amazing how often the field supervisors have no idea what the specifics of their scope of work are. • Begin promoting the ‘team’ concept from the beginning. People tend to try harder when they feel like they are part of the team.
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