The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
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Page 57
... foreman uses to make out his daily time report , the superintendent knows that the foreman has received the special instructions or in- formation before he starts work . Work orders are sent down the line of supervision to the trade foreman ...
... foreman uses to make out his daily time report , the superintendent knows that the foreman has received the special instructions or in- formation before he starts work . Work orders are sent down the line of supervision to the trade foreman ...
Page 58
... foreman gives priority to the earlier dates . 4. WD indicates worker - days . This estimate enables the foreman to plan well in advance the number of workers he needs and to adjust the size of his work force . This approx- imation does ...
... foreman gives priority to the earlier dates . 4. WD indicates worker - days . This estimate enables the foreman to plan well in advance the number of workers he needs and to adjust the size of his work force . This approx- imation does ...
Page 59
... foreman may keep when he submits the original . The foreman or a timekeeper may complete the report , or it may be completed by the foreman and the total time checked by the timekeeper from his daily records . The weekly report is ...
... foreman may keep when he submits the original . The foreman or a timekeeper may complete the report , or it may be completed by the foreman and the total time checked by the timekeeper from his daily records . The weekly report is ...
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Common terms and phrases
accept accounting actual agreed agreement allow amount appeal apply approval arbitration architect assume authority bidder bills bond building calculated cash cause charged claim clause complete considered construction contract contractor copy cost court damages decision delay detailed determine direct Documents drawings employees engineer equipment error estimate example Figure firm foreman furnish give important invoices labor less loss materials methods necessary needed obtain operations organization owner paid particular party payment payroll percent performance person plans possible practice preparation profit project manager purchase purchase order reason received records reference refuse reports responsible result schedule separate sheet shown specifications standard subcontractor superintendent tion trade union unit unless usually workers writing written