Primary Goals of Saunders Construction, Inc.:
1. Provide our customers with a high quality product.
2. Earn a fair profit.
3. Provide employees an enjoyable place to work that will provide the following:
A. A safe work place.
B. No discrimination.
C. No sexual harassment.
D. A fair wage for work produced.
4. Maintain a good reputation for the company.
A. Prohibit vulgar language on the job.
B. Require employees to show respect to others.
5. Gain experience that will increase our ability to perform all types and sizes of projects.
Safety Program for Saunders Construction, Inc.:
One of the main goals of Saunders Construction, Inc. is to provide a safe work place for all
employees and others authorized to be on the job site. Our goal is no accidents. We plan to
accomplish this by the following steps.
1. Make safety a frequently discussed topic in the job.
A. Hold short daily safety meetings.
B. Schedule occasional safety seminars for employees.
C. Discuss safety procedures as new segments of the job start.
2. Require employees to wear hard hats at all times on job.
3. Require eye protection when performing work hazardous to eyes.
4. Require ear plugs when performing work with potential hearing damage.
5. Prohibit use of hazardous drugs on job.
6. Prohibit use of alcohol on job.
7. Allow employees to report perceived safety hazards without fear of retaliation.
8. Require drug tests for any accident that requires hospitalization.
9. Require drug tests for any accident that causes over $1,000
10. Any employee testing positive for illegal or hazardous drugs will
immediately be fired.
11. Use safe equipment and tools.
12. Make sure employees are trained to operate whatever tools
or equipment they use.
13. Require subcontractors to follow similar safety practices.
14. Investigate all reported accidents and discuss at next safety meeting
ways to avoid it happening again.
The above steps are the responsibility of the project foreman. The president of
Saunders Construction, Inc. will review safety procedures with project foremen every
2 weeks when they turn in payroll.
Project Management Philosophy of Saunders Construction, Inc.
Efficient project management is critical to the success of all construction projects.
Though general contractors and subcontractors may be highly skilled in their work, if
not properly managed the project can fail in numerous ways. An experienced, qualified
project management team needs to be established in a reasonable time before the
actual work ever begins. In order to assure the success of a project, the project
manager should be the one negotiating or bidding the job. The Project Manager is
selected based on his experience with previous jobs that are similar to the one being
considered. His initial role would be to:
1. Study the scope of the project relative to type of work, size of project, and time
2. Determine what portions of the project can be accomplished with our own forces.
3. Determine which portions of the project need to be completed by a qualified
A. Invite qualified subcontractors to price their portion of the job.
B. Review the subcontractor bids and determine which bid is the best for each
segment of the job relative to best qualified and best price.
C. Review past performance of selected subcontractor and obtain a
commitment from them that they have everything in their section of the
specification covered and can complete the work on time.
When the project is awarded, the Project Manager should:
1. Meet with the owner and architect and with their help determine the critical path
of the project.
2. Contact each subcontractor and determine how much time they
need for each portion of their contract relative to the time allotted by the owner.
3. Contact suppliers and determine lead time for critical components of the project.
4. Create a preliminary CPM schedule, that if followed would have the project
completed within the allotted time.
5. Review schedule with owner, architect, subcontractors and project
superintendent, for their input.
6. Finalize and distribute schedule.
7. Two weeks prior (sooner if necessary) to start date, hold a pre-construction
meeting with the owner, architect, project manager, superintendent and key
subcontractors. Make sure everyone knows the scope of the project and their
role in seeing that the project is completed according to specifications. See that
everyone understands the line of command and who has decision making
As the project progresses the Project Manager will:
1. Be the key point of contact for the owner and architect. He has the authority to
make all decisions for the contractor.
2. Review the schedule frequently and coordinate with the site superintendent.
3. Schedule the subcontractor and suppliers.
4. Handle all changes and address problems that arise.
5. Take necessary steps to keep the job on schedule and within budget.
The Project Superintendent is responsible for the day to day progress of the job. He
is selected based on his experience and ability to efficiently run the job. His
1. Coordinate work between all trades.
2. Assure that plans and specifications are strictly followed.
3. See that current codes are being met and that the quality of work is high.
4. Work closely with Architect and Engineers.
5. See that the job site is safe for the workers and visitors by:
A. Holding weekly safety meetings with own forces and subcontractors
on the job.
B. See that site is clean every day.
C. See that safety procedures established are being followed.
D. See that everyone is following OSHA regulations.
E. Have jobsite goal of zero accidents.
6. Make sure the job site is secure on a daily basis.
7. Coordinate changes with subcontractors and Project Manager. He has the
authority to make decisions for the contractor in the absence of the Project
8. Review schedule with Project Manager weekly, and take necessary steps to
assure the project stays on schedule.
Organization Chart of Typical Project
OWNER- Owners Designated Representatives
ARCHITECT- ENGINEERS- INSPECTORS
PROJECT MANAGER-SECRETARY/OFFICE STAFF
SUBCONTRACTORS - CONTRACTORS OWN FORCES