Masonry Magazine September 1970 Page. 26
(4) Looking well ahead on purchases of key items (such as roof top units, door frames, windows). This allows the contractor to enclose the building with minimum delay. On occasion, we or the contractor have obviated potential trouble by contacting suppliers to confirm early deliveries. In the absence of positive assurances for delivery of materials and products when needed, we have even initiated specification changes.
THE COMPLETION
by DONALD C. DONALDSON
Construction Manager
We declared "substantial completion" of Washington, Missouri's new $725,000 high school gymnasium on February 16, 1970-13 months after ground was broken. Keys were delivered February 23, 1970, the same day payment was authorized for all contractors.
At Lewis County High School, a $1.3 million project near Monticello, Missouri, we declared "substantial completion" on June 30, 1970, 13 months after ground breaking. Keys were delivered July 15, 1970, again on the same day payment was authorized for all contractors.
Finishing major construction jobs on time and then getting out promptly is possible. Here is how we have helped:
1. We have volunteered to manage the construction team so that all parties, going in, have a clear idea what to expect. This understanding is achieved by (a) conducting a pre-construction meeting immediately following the contract award; (b) preparing a workable Critical Path schedule for construction; (c) calling status meetings at various stages of the construction period when it appears that problems may be developing; and (d) organizing a "closeout" meeting prior to substantial completion. One may ask, "why so many meetings?"
The best answer is that a good part of the architect's responsibility is to produce buildings when his client needs them. Obviously, you can't close out a job on time if your schedule has eluded you months before.
2. Ninety days prior to scheduled "substantial completion" we request as-built drawings, guarantees, mechanical brochures and operating instruction required by contract documents. This early attention to "close-out" documents avoids delay in closing when construction is actually complete.
3. Our "normal" punch list inspection is attended by an unusually large group. The people who should be there include the architects, their consultants for mechanical and electrical work, the architect's field representative, any associate architect, the general contractor, representatives of the various subcontractors, and the owner.
4. Punch list items are visually coded, if indeed they cannot be corrected "on the spot." We do this with vari-colored tapes, attached to the item requiring attention. Color-keyed to identify the particular trade involved, this procedure aids workmen to spot what needs to be done, and minimizes misunderstandings.
5. After completing the punch list, the architect's field representative and the contractor's construction superintendent "break down" the punch list and schedule all trades for corrective work that is required.
6. On the scheduled dates, all involved subcontractors, together with the architect's field representative, hold a concentrated "clean up and check off" session.
Using the above procedures, we have repeatedly found it possible to complete all punch list items without the punch list ever being issued as an official communication. More important, owners are getting into their buildings when they expect to, and contractors and subs are getting paid promptly.
Thirteen months after groundbreaking, the Lewis County School project was declared to be "substantially completed" by Donaldson.
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masonry
September, 1970