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3.1 Professional Judgement and Responsibility

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3.1 Professional Judgement and Responsibility

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While Ordering materials I was asked to carry out a take off for drainage having never really learnt about heavy civil drainage and the requirements needed to create a functioning system. I was given an invert level and a cover level and from that I had to comprise with the manhole schedule material that would make up each manhole. As I was very aware of the cost of the materials I asked for assistance from the site manger Lee Williams who then talked me through the process and gave a guide as to how to make up the manhole efficiently with as little wastage as possible. Something I would have never figured out on my own. When working in construction I feel it is important to know your limits and when to ask for help from colleagues to make sure the job runs smoothly and costing the company less money.

I carried this though over to the responsibilty of ordering over two thousand pounds worth of kerbs for the carpark I project managed at st fagans.

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In my work place we are constantly told to improve ourselves by carrying out courses and carrying out evaluations of our university work and Personal development Plans with our line manager. I have attached a copy of my assignment plan to show this. I have currently submitted for Student membership of the CIOB with the view of it improving my professionalism in the work place as well as giving me an accredited competency to work in my field as a trainee site manager. I have encouraged other students in my region on the FDSC Construction Management Course to undertake projects like being a construction ambassador to better their professionalism as a Student representative this is necessary.
I feel CPD is important at my stage of my career as it presents clear aims to accomplish before relevant dates which improve my employability in the future and improve my professionalism.

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A role that I carry out is evaluating and commenting on method statements and risk assessments making sure they comply to relevant health and safety legislation as well as Kiers own policies. An example of which you can see attached.

looking after the financial management is pivotal in my role. When working on the defects raised on y Gweithdy I had to try and decide the least costly way of fixing the issue that would then satisfy the client.

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One of my roles is communicating with the relevant architect and subcontractors. Involving only the people necessary. An example of this is the communication I have shared when talking to the landscape architect about levels around the site and issuing Request for Information (RFI's) applications.
One of the Items I picked up on was the kerbing detail at the rear canopy of the building and slabbing dates.

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I deal with the Breeam of St Fagans main building recording all waste tickets and the recycling rates of the waste plants. This helps to ensure that we are Reduce,Reusing and recycling as much as we possibly can to remain eco-friendly. Also looking to employ local labour and carpooling where possible to stop unnecessary emissions.
I also have looked into making our cabins more efficient by getting segregated waste bins for paper/cardboard, plastic, cans and metals.

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When Kerbing the new carpark we where building in st Fagans we where spec'd to use a Texitone eco-kerb which has a 12 week lead in time and an issue arose of an internal angle Kerb not being drawn on the landscape architects drawing. This meant the the two Kerbs which where half battered would either but up too each other or we would have to wait 12 weeks for two internal angle half battered eco-kerbs to come to site. I considered this and spoke to the groundworks foreman  the wait time would then delay tarmac by 12 weeks and cost the company thousands. So we decided to mitre the kerbs with a disc cutter creating the effect of an internal angle. I then took a photo of the kerbs and the landscape architect accepted the proposal put forward and managed to avoid any waiting time.

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In my Role I put people to work safely by carrying out site briefings.

I also carry out weekly inspections of the overall safety of the site. This is monitored on weekly inspection forms such as the safety,health and environmental inspection form.

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1.5 Knowledge of Commercial, Contractual andLegal Issues

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1.5 Knowledge of Commercial, Contractual andLegal Issues

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I acheived my SMSTS last year meaning that I have an accreditted competency in health and safety management. On the Course I learned about Construction Health,Safety and Environment legislation and we were examined on CDM Regulation changes.

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2.4 Leadership and Strategic Management/ Financial Management

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2.4 Leadership and Strategic Management/ Financial Management

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While snagging Y Gweithdy I uncovered a large design issue with the project in the certification of the lift.

The subcontractor we had used to install the lift would not make contact with us and after six months of the lift’s completion we did not have a fully functioning lift because of their poor management and their lack of resources to test and certificate it.

In order to achieve a practical solution to resolve the issue I attempted to contact both the MD and Contracts Manager of the lift installation company but they would not engage in any communication. The situation became so serious that a Kier Director became involved but the subcontractor would not communicate.

Eventually the Contracts Manager made contact to tell me that they would be attending site.

When they attended site the line they had connected for the lift pit emergency telephone was not operating. After carrying out further investigation I discovered that the connection that had been wired to the lift was a digital cable which was pulled through an existing services duct for over 200m.

However this is incompatible as the line required is an analogue line and digital lines are reliant on power and the internet therefore it would not meet building regulations as the connection must be considered as being accessible 24 hours a day. Luckily I had hear of a digital to analogue converter that can be connected to any digital line and convert the signal to analogue. Speaking to the M&E Subcontractor this was not an item they wished to get involved with and looked to charge an extortionate sum to supply and install the item as they were concerned about the lift commissioning becoming an issue,

Liaising with the project manager Ian Davies he had discussed this with the museum and they decided this would be an item they procured from their own IT subcontractor and install. They then installed a backup battery powered digital to analogue converter for £150 preventing pulling the 200m cable and saving thousands of pounds and wasting the cable.

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As a construction ambassador I participate in CITB events either promoting the construction industry or giving talks to university/schools. This year I worked with two university undergraduates on site, they currently attend Loughbrough University carrying out their BSC Quantity Surveying degree's. I also took part in a "lay a brick event" where local children participated in laying bricks to promote the construction industry to a younger age group.

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Working at Kier I am aware of the code of ethics that we need to adhere to when making decisions. This is in line with the ethics promoted by the CIOB.
A major consideration is bribery and corruption although I have never come across this during my time working at Kier. I try to act ethically with regards to hospitality of the supply chain only accepting small tokens such as promotional pens/mugs.
The bribery and corruption e-learning module was taken part by myself late this year as can be shown below.

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I  try and complete new E-learning modules posted on Kier's E learning portal. This is to try and develop my understanding of new technologies within the industry and improve my professionalism.

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A Part of my Role is working within the companies financial interest while working on Y Gweithdy during the snagging period i was asked to try and minimize cost by making sure that the transition was a quick and as smooth as possible.

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While working on the St Fagan's main project there has been a sister project called "Y Gweithdy" meaning workshop in Welsh, it is a workshop that is for schools to use when they visit the museum so they can practice the old methods of constructing wood implement and pottery.
My most recent role has been snagging the Y Gweithdy building a large and important task as the defects list issued by the architect contained over 100 issues for the various rooms.
A large part of my task was making the subcontractor admit to their defects and convince them to come to site to rectify the issue.
However as I had no previous involvement with the project while it was being built this raised some issues, as some Subcontractors tried to take advantage of this. With help from the project manager I was able to get all the subcontractors listed  to come to site and fix their associated snags.

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My role within Kier is as an operational trainee site manager. I have responsibility for health and safety on site. I carry out inductions and determine if the operative is competent of carrying out his tasks and brief the subcontractor on the work they will be carrying out.

I am also responsible for ensuring our permit system is enforced by issuing daily hot work and dig permits.

When subcontractors are on our site we measure their performance using a SHE League table which then marks each subcontractor against each other and Kier's standards. I fill this information in and mark them accordingly this helps to create a healthy competitive nature to achieve better health and safety across the site and raises issues that the subcontractor might have with housekeeping and present future focus's to them.

Before anyone carries out working on scaffolds or in excavations we carry out investigations to make sure they have edge protection and are secure with either trench boxes or shelved sufficiently to present no danger to the men inside the trench.

as can be shown attached

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The past project I worked on was Neath town centre car park . It was my role to collate the legal document called a dilapidation survey which is vital in ensuring that all damage to the surrounding area is recorded before the project commences.
Without a dilapidation survey the client may look to receive compensation through legal means to any damages to the surrounding area unjustly.
This could vary from low cost items such as the windows needing to being cleaned because of dust from the site, or expensive items like fixing pre-exsisting potholes in the ground from heavy traffic

This is attached

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The Contract value of my current project is £14 million with a sister project run under the same contract called Y Gweithdy meaning "workshop" in welsh which has a value of £3 million. Giving a total contract value of £17 million.

I am going to base my portfolio on the competencies required by "CIOB" guidline to achieve membership of the chartered institute of builders where the guidelines which I refer all my case studies to and examples is located in the competence report at Url:(https://shuspace.shu.ac.uk/bbcswebdav/pid-6726280-dt-content-rid-12760541_2/courses/77-5743-00C-A-20156/18460-CIOB-Application%20for%20Chartered%20Membership%20Part%202-V09-RL.PDF)