We know that our Onpoint personnel make the difference on a job site thanks to our advanced training and experience, and we don’t take that for granted. For example, does a specific project management software program make you a better scheduler? No, it does not. But it does make a good scheduler more effective. This is why we need to start with a solid foundation – our people – and build technology solutions that help you exceed performance standards. TrackPoint, our materials management software, will do just that.
Should we keep calling it a “safety meeting” when it is about so much more? Has the phrase been overused to the point of automatic boredom? Dr. John Medina, the bestselling author of “Brain Rules,” says, “Repeat to remember.” But Medina also says, “We don’t pay attention to boring things.” Unfortunately, people can hear about safety so often it becomes monotonous. Have you ever noticed how eyes glaze over and energy levels start sinking during many safety meetings? When one considers the cost of preparation, travel time to and from the meeting, and the salaries of attendees,we may be paying an awful lot of money for the privilege of people tuning us out. More importantly, if they are not focusing and remembering what was said, they still may be in just as much danger of having an accident.
For the final section of our three-part series, we will examine the various critical phases that make up a successful turnaround. Each phase includes necessary strategic methods and tools to ensure your turnaround is completed safely, on time and on budget. Tracking the following best practices for these phases and key performance indicators will help you measure your TAR’s overall efficiency.
As we discussed in part one of our three-part series covering Materials Management, the negative impact of inefficiently managing your materials directly impacts your ability to sustainably predict project schedule and budget outcomes.
Although its beginning started in the late 1800s, the modern day Chaos Theory was perfected by Edward Lorenz in 1961 by observing weather patterns. Since then, it has become a significant aspect to a variety [...]
A recent article in “Bloomberg Businessweek” said, “Twenty-six percent of the U.S. workforce has jobs that are in, one way or another, nonstandard.” Globalization has created a huge contingent labor force. The size of this workforce is expected to double over the next 20 years. According to CBS news, the field has already grown by 57% since 2009– adding over 355,000 jobs to the market. Yet, it is the nature of temporary employment to fluctuate widely as employers try to get rid of fixed costs. It began in the 1980s as companies reduced or eliminated traditional benefits. Now it is happening with jobs.