ESSENTIAL SKILLS:

include the following (Other duties may be assigned)

• Must have sound knowledge of your trade profession, and general knowledge and/or experience in other mechanical or plumbing trades.
• Must have sound knowledge of OSHA requirements as they apply to construction.
• Good organizational skills
• Ability to communicate with a diverse range of people when in the field, including but not limited to, fellow employees, other trades, general contractors’ various positions and Sub-Tier Subcontractors of Comfort Systems USA SW, etc.
• Ability to understand the field requirements of the industry.
• Excellent troubleshooting skills.

ESSENTIAL DUTIES AND RESPONSIBILITIES:

Include the following (Other duties may be assigned)

• Promote CSUSASW Safety Culture
• Continually stress team approach
• Help the foreman to generate an accurate 3 week look ahead and hold team accountable to that 3 week look-a-head.
• Manage manpower performance, productivity, and pre-planning.
• Manage the proper ratio of apprentices to journeyman on all your projects.
• Manage all of Comfort Systems USA SW subcontractors field productivity.
• Look to find new talent to build the best teams possible.
• Create professional field teams through comprehensive training.
• Attend head start, constructability, 25%, 50%, 75% and close out meetings for all team projects and bring constructive ideas to share with project team.
• Assure trade specific field foreman are attending and participating in head start, constructability, 25%, 50%, 75% and close out meetings.
• Work with trade supers to assure foreman selection is based on best fit for specific projects.
• Assure trade foreman are participating in BIM/VDC process from beginning to completion.
• Verify pertinent information for each project is turned over to field teams.  If not, address with project manager on missing or delinquent items.
• Attend weekly staff meeting as much as possible, with minimum 2x per week for each active project for your team.
• Attend All trade specific foreman meetings and Quarterly foremen meetings.
• Visit as many projects as possible weekly while taking time to discuss the following with foreman.
  • Productivity
  • Review job cost reports
  • Proper safety practices
  • Quality installation
  • Manpower needs
  • Scheduling
• Confirm foreman completely understand the entire process used for CDR entry.
• Confirm supers have set up project teams upon award of new project and before manning job.
• Confirm all CDR time is checked for accuracy and verified in Coins for payroll entry.
• Collaborate with project managers, trade supers and Manufacturing to confirm we have exhausted all venues for prefab before any material is delivered to site.
• Review with project managers and trade supers to get long lead items and items needing prefabrication or kitting ordered early to meet project schedule.
• Communicate with project managers on any unresolved project issues or potential delays.
  • RFI’s
  • Change Orders
  • Design Deficiencies
  • ASI’s
  • Submittal delays etc.
• Document deficiencies, delays, conflicts, etc. and bring to the attention of project leaders and any items requiring GC involvement and/or notice will be sent by the project leader.
• Model and Cultivate a culture of accountability in the entire field (5-Star Accountability)
• Address any issues for resolution with GC.  If no resolution can be reached in field bring to Project Executive and/or Direct of Project Management.
• Act as liaison between General Contractor and CSSW to maintain and/or build relationships daily.
• Hold foreman accountable for attending monthly trade foreman meetings. (What is meant by this line item?)
• Work with AVP of Construction to have productive all-foreman meetings quarterly.
• Seek out training opportunities for trade foreman and lead personnel.  Identify and report to AVP of potential individuals to be considered for foreman positions.
• Seek out new tools and systems to increase productivity.
• Give Feedback on annual reviews of all field employees that where on your teams’ projects. (pipe, plumbing, and sheet metal are done a month apart)
• Hold field leaders accountable for completing safety audits, 3-week look ahead as well as a daily task plan.
• Confirm these reports are sent into coordinators for entry into PM software.
• Be present for any safety violation meetings on your teams’ projects.
• Perform or confirm write ups are done to hold field employees accountable for safety, attendance, and/or any violations of employee handbook.  Follow up with employee with counseling.  Follow all HR procedures if termination is required.
• Work with trade supers to band all foreman and workers, quarterly.
• Assist or perform in potential employee interviews for your PM team to see if they are the right fit.
• Collaborate with project managers to review man hours and materials expensed on a project and formulate a plan for recovery. (Recognize 25% into project labor)
• Stress importance of continual improvement through training and hiring practices.
• Meet with Field Superintendents once a week to discuss successes and issues needing resolution.