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Competency - Chartered Institute of Building - Managing Health and Safety and Welfare

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Competency - Chartered Institute of Building - Managing Health and Safety and Welfare

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H&S Inductions
SHE Weekly Monitoring Forms
Scaffold Inspections
RAMS Review

SMSTS (Site management Safety Training Scheme)
Fire Marshall
First Aid Course
CISRS Scaffold Inspection Training Scheme
Temporary Works Coordinator

The management of health and safety from a site based point of view is critical with my current role of site management. Phased release developments common within the housebuilding industry means that interferance between a wide range of trades is high. In most case superstructure is ongoing in some areas of the site while finishing trades are completing works in other areas.
In order to avoid any associated issues it is critical to suitably manage the interface between trades to avoid any clashes which could result in a health and safety issue. In order to achieve full coordination, I have felt it appropriate to carry out a daily task supervisor briefing on site. The briefing is held on a daily basis at 1330 in the site meeting room and attended by each trade supervisor on site. During the briefing the site traffic management plan is updated indicating the work areas of each individual trade for the following day. Once completed the updated traffic plan is displayed on the side of the site canteen and a copy is displayed beside the site signing in book. Meeting minutes from the briefing is also displayed beside the signing in book for review by operatives following a briefing by their supervisor prior to beginning work the following day.
During the early stages of the Plot A1 project the daily supervisor briefing was being undertaken at 8am each morning, following a review and a trail period of the 1330 time, it was decided that the 1330 meeting was a preferred option. Undertaking the briefing at 0800 each morning meant that site management and trade supervisors were not on site during the busy morning period where operatives are safely being put to work. Additionally due to the preferences of different trades the 0800 start meant that some supervisors were always in attendance due to not being on site at this time. The rescheduling to a 1330 start time ensured that all supervisors were in attendance and the lack of supervisor was not felt as working numbers on site were low due it being lunch. This preference has also been continued for the Romsey Road scheme.

Due to the constraints of some construction systems, it sometimes requires additional thought to provide a construction solution which enables construction but gives the ability for works to be carried out in a safe manner. During my recent Romsey Road project, the block of flats above the Tesco store was designed with a steel framed balcony structure fixed to balcony anchors cast within the reinforced concrete frame. Due to the nature of the steel frame balconies these were supplied to site complete with handrails, balustrade and glass infill but in order to allow for the lifting of the balcony frames it was not possible to install the balcony decking prior to on site install. With the size of the balconies these had to be fitted with the use of a crane following the external scaffold strike and therefore once installed the balconies would be at 1st and 2nd floor height without any fall protection until the decking was complete. This interface presented a very large working at height risk to the decking operatives undertaking the work. In order to avoid the issue it was decided that a proprietary fall from height system would be need which could be installed following completion of the steel fixers works but prior to the carpenter beginning their decking works. As set out within the HSE's working at height regulations avoiding any working at height is the preferred option but due to requirements of the steel fixers this was not possible therefore the next stage of the hierarchy is to put in place a fall prevention system. It was decided that the preferred fall prevention system would be to cut plywood to the correct size of the balcony prior to it being ftted to the building, once the fitting had been complete operatives would access the balcony from a scissor lift installing the plywood to the balcony. This install would remove the fall from height, the decking operatives would then be able to access the complete balcony from the flat patio door with the fall from height now removed in order to complete the decking to the balcony. Once the decking had been complete the operatives could then access the open underside of the balcony to remove the plywood fall prevention therefore leaving the finished balcony.

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Mixed use development of 102 Residential units including 1 commercial unit. Residential units split through 16 Nr traditional masonry masionettes, 15 Nr timberframed townhouses & 71 apartments between 3 Nr reinforced concrete framed 5 Storey apartment blocks.

The site was adjacent the millbay ferry port having a large effect on the project including the traffic management of the scheme and the working conditions experience with high winds associated with the coastal location.

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Assistant Site Manager - Kier Living South West Region

External Trades & Overlap with internal trades - Production & Quality Management
Sub-Contractors Design Development
Material Procurement & Scheduling
Management of Health & Safety on site
Traffic Management Plan
Project Programming - Construction programme (ASTA), Short term programme (Excel), Weekly Sub-contractor Progress meeting (Minutes).

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Mixed use development of 66 residential plots & 2 Commercial Units. 66 residential plots split by 44 houses and 22 flats. The first commercial unit is to be a Tesco Express and the second commercial unit to be a dominos restaurant including a seating area.

The site contains a mixture of build types which include traditional masonry construction to the 44 houses, reinforced concrete frame Tesco unit with 10 flats split between 2 floors above and a steel framed Dominos building. The site was split as a two phased release, the first being November 2016 and the second is February 2017.

My involvement within the project was as an assistant site manager working below a senior site manager.

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Competency - Chartered Institute of Building - Implementing Sustainable Construction Development

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Competency - Chartered Institute of Building - Implementing Sustainable Construction Development

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During my recent involvement within the Romsey Road project is had been required to gain a Code level 4 rating for the residential properties and a BREEAM very good rating for the two commercial units on the scheme. In order to gain the credits it was required for the site to be managed with extra care and attention in place in order to meet the credits which have been targeted.

In order to ensure credits were met throughout the scheme it was required that a member of the site based team was able to work closely with the BRE appointed person in achieving the credits set out. Throughout this scheme the appointed person was a member of the clients team due to the BREEAM and CODE accessors not having been novated to Kier, as the main contractor. During the build I undertook the role of working with the appointed person in providing information required to assist with the credit sign off.

Credits targeted through the scheme included those under the WAT 01 category of the BREEAM assessment. In order to achieve these credits it was discussed with the client during the early stages of the project while changes could be made to the spec. Following discussions, an alternative bath was proposed, an ideal standard Playa 139L bath was proposed which would achieve performance level 3 within the BREEAM criteria and the further credits associated with the higher score.

On site management of waste was also a critical part of the achievement of BREEAM credits for the scheme. The complexity of the scheme required waste production to be managed and separated for all differently assessed areas of the scheme. Waste produced from Unit A, Unit B and the remaining house had to each be segregated separately as the works progressed. In order to achieve the efficient segregation of all waste produced a large waste zone was initially erected in the site compound, each waste stream skip was segregated not only into waste types such as plasterboard, timber and inert waste but also within the segregation categories. It was possible with the use of this system to achieve the targeted 3 credits under WST 01 which required the production of under 3.4m3 of waste per 100m2 of internal floor area. A SMART waste scheme was used throughout to monitor waste production and usage.

Additionally, to assist with the reduction of waste production throughout the scheme, it was required for suppliers to provide materials within plots packs, materials such as doors, linings, architrave and skirting. It would be possible to assign the correct quantity of materials to each operative as they entered a plot to undertake work, this was applied for works such as 1st and 2nd fix. A tracker sheet was generated which required operatives to sign for acceptance of these material packs, shown below, this helped as an incentive for the avoidance of mismanagement of materials on site. In situations previously trades fail to successfully manage materials resulting in subsequent wastage which could not be afforded on the Romsey Road scheme due to the constraints of the BREEAM assessment.

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Competency - Chartered Institute of Building - Planning & Organising Works 

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Competency - Chartered Institute of Building - Planning & Organising Works 

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A Forklift driver began working on the Romsey Road site on the Monday morning, during the first mornings work, while loading out scaffold fitting to a 3rd scaffold lift the driver struck the loading bay with the machine. The accident damaged the loading bay to a level where areas required a complete strike and scaffold re-erected prior to handover of the next scaffold lift. The associated repair works delayed the completion of the 3rd scaffold lift by a further day and subsequently the release of scaffold to bricklayers. The result of the incident was the resultant reprogramming of works away from the damaged P11-14 scaffold to the available brickwork lift on P15-17. The reprogramming of bricklayers away from the critical path item which was the roof plate lift to P11-14 was not the ideal solution but due to the unforeseen circumstances it gave operatives a work area and avoided potential standing time which could have been created by the accident.

In order to successfully manage the external trades on  the Romsey Road project, I have chosen to hold a weekly sub-contractor progress meeting with all supervisors and contracts managers on Wednesday morning to discuss the upcoming weeks works. The meeting is attended on a weekly basis by scaffolders, bricklayers and carpenters, at times when other trades such as roof tilers and renders are required they also attend this meeting to enable sufficient programming of works. The meeting acts as suitable opportunity for all involved to discuss progression and critical path items for the forthcoming weeks, giving trades the opportunity to resource work loads accordingly in order to meet agreed progression date.

Due to the sometimes complexity of a contract programme when relying to specific sub-contractors, I have found it a worth while exercise following the weekly sub-contractor meeting to populate a short term target programme spreadsheet, example of which has been shown below, this document applies to P33-37 on the scheme. This excel document created enables the easy tracking of trade progression against agreed dates from the sub-contractor progress meeting. The short term programme has been tailored to the build sequence and following trades have been automatically populated to give a live prediction for works available. Progress against agreed dates can be tracked easy with a colour coding scheme and the updated tracker is issued to each trade via email on a friday afternoon to highlight any performance issues prior to the next meeting on the Wednesday. This system gives a transparency of trade performance against agreed programme dates.