1 Ch16 Safety and Middle Managers Faculty of Applied Engineering and Urban Planning Civil Engineering Department Lecture 17- Week 12 2 nd Semester 2008/2009 UP Copyrights 2008 Construction Safety Management Eng : Eyad Haddad (Superintendents)

2 (if you cut enough corners, you may eventually have a hole to fall into)

3 Main Factors Affect Safety Performance: Foreman Middle Management Top Management

4 Introductions Definition: - The top personnel at the project level - Resident at the site of the construction project - Small projects; superintendent - Projects out of home office; project manager - Large highway project; PM, Project Eng., Project Superintendent,

5 Roles and Safety levels First-line supervisors: - role is crucial in achieving safe performance at the crew level Superintendents: - Safe performance at the project level - Foremen and superintendent assist each others

6 Superintendent and New Workers Frequency Of medical-case injuries (per hours) Project workers who worked for same superintendent in other projects Figure 16.1 the Number of Project workers who worked with superintendent on other projects

7 Superintendent and New Workers New workers must be addressed for the manager to stay in control of safety New workers most likely to be involved in accidents Superintendent may transfer his workers from project to project for safer projects Such workers already “know the drill”

8 Superintendent and New Workers Frequency Of medical- Case injuries (per hr) Figure 16.2 The extend of the superintendent’s involvement to new workers

9 Superintendent involvement with new workers Simple introduction Informal conversation Humanize the project New worker is assimilated into project team Personal contact with SUP. Helps new workers feel comfortable in new setting Safer projects, foremen pay closer attention to new workers

10 Safer Superintendents Are Good Managers A good manager is : leader, planner, organizer, and good model for others Sensitive to personal needs and feelings of workers Keep close contact with job-site activities Assess problems before they become critical

11 Safer Superintendents Are Good Managers Characteristics of SUP. Tends to be subjective matter Results of efforts Can’t be quantified in objective terms (Hinze 1987) examined : Interviewed 35 sup., Described each sup. In general terms, no knowledge about past safety performance,

12 Safer Superintendents Are Good Managers Percentage Of superintendent Rating of Superintendent’s management ability Figure 16.3 Distribution of Superintendents by Management Qualities and Safety Performance

13 Safer Superintendents Are Good Managers Personnel management is important component Every worker has personal life, feelings, needs, concerns Good management skills and Good Safety Performance go together

14 Frequency of Medical-case injuries (per hours) Figure 16.4 Safety Performance Related to a Superintendent’s sensitivity and Flexibility in addressing problems

15 Superintendent Keep Job Pressures Down Job pressures may be unavoidable Productivity and Safety are mutual achievement Project completed on/ahead of schedule, within budget have exemplary safety record Get job done (productivity)Adverse impact on safety

16 Frequency of medical-case injuries (per 200,000 hours Figure 16.5 The Superintendent’s Ability to Meet Corporate Goals

17 Superintendent’s Philosophy about cost information Safe SUP. Know,subordinates are motivated to do good jobs Not necessary to place extra pressure on them If items begin to overrun, foremen put pressure on themselves Added pressure may be the root cause of injuries Superintendent has to examine problem, suggests to bring costs under control

18 Frequency of medical-case injuries (per 200,000 hours) Figure 16.6 The Superintendent’s Philosophy about the Use of Cost Information

19 Superintendent’s Philosophy about schedule information Running behind schedule does not please any body Personnel are motivated that they keep track of their production status Schedule is viewed as a tool to help performance on project, not a tool to put pressure Pressure is more detrimental to safety than it is beneficial to progress

20 Frequency of Medical-case injuries (per 200,000 hours) Figure 16.7 The Superintendent’s Philosophy about Competition

21 Comments As middle managers, superintendents and project managers are in key positions to set the tone for safety at the project level they possess overall control of the project company policies are viewed as being implemented by middle managers middle managers communicate project concerns to top management to avoid any communication problems, middle managers must be careful to transmit accurate and clear information

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