Ceres - Laserfiche WebLink

Home Browse Search

o o o chainsaws for size reduction. The laborers will also assist the truck operators in staging to the Knuckleboom loader, notifying when loading is completed and for obstructions to and from the loading area. The crew Foreman will be responsible for scouting the future locations of the debris removal. He will utilize maps to locate the perimeter of the zone to which he is assigned. While scouting the zone, the Foreman's responsibilities will include: · Locating logical routes for trucking. · Plotting the logical and efficient direction for the crew. · Locating and planning for hazards within the zone (such as high traffic areas). · Notifying the OM of hazards in a timely fashion so the hazard is accommodated. It is the responsibility of the Foreman to plan for and implement the necessary resources for a steady workflow in future locations of the work zone. For example, if the Foreman encounters a part of an area that has thinner debris amounts and has an over demand of resources, the Foreman will either direct his/her crew to a different location if feasible, or notify the Field Supervisor or Sector Manager so resources may be applied elsewhere. At the end of each shift, crew employees will complete their time sheet by entering in the time the shift ended, the ending hours on the equipment they utilized and the number of loads they either hauled or loaded. They will deliver this timesheet to the Foreman before leaving the shift. The Foreman will compile the labor information to a daily worksheet (see attachment; Foreman's daily log), along with Purchase Orders, trucking that was utilized and number of loads hauled, equipment utilization, and a briefing of the course of the day describing any problems that arose and how controlled, and areas worked. The Foreman will then turn in the reports for the day. The following topics will be interactively briefed to management members as a whole and individually: · Changes in time for completion · Changes in cost objectives for the project · Changes in operating policy · Changes in the technical specifications for the projects · Changes in methods · Changes in needs · Revised activity plan estimates · Failure of suppliers or contractors to deliver on time · Reassessment of resource requirements on individual activities · Inability to utilize resources as planned · Unexpected technical difficulties · Unexpected environmental conditions · Scheduling needs · Performance of work per zone or region · Unplanned cost that arose during the day · Any problems or future problems pertaining to the project After the meeting is adjourned the OM will collect all the data. The next business day the data received will be entered into a computerized database where the daily reports will be entered. These reports will be evaluated by the Disaster Response Business Unit Director and discussed with the CEO and the OM. The data will be transmitted into weekly reports that will itemize costs per region and code and weigh them towards the projected costs and schedules of the project. These reports will be submitted weekly to corresponding company divisions along with reports submitted to the City. It will be the responsibility of the OM to utilize the minutes of the daily meeting and the information from the reports to make daily assessments towards the schedules of each individual crew. The OM will also have daily meetings with the City regarding performance and schedule issues of the project. This meeting will cover the customer needs of each zone, projected costs and scheduling of assigned zones, priority of zones, and work to be completed. Cf;.BfgS Tab 0 Technical Information Section 0.1 Debris Management Operations Plan Page 9 of 17