Below are some practice NVQ Level 3 Supervisor questions and answers.
1.3, Explain the types of work relative to the occupational area and how to identify different work activities.
The different activities taking place on-site can be identified from the schedule of work displayed as a Gantt Chart, available from the site office. Type of work includes……………… (example, plastering, brickwork, plumbing, dry lining etc.)
1.4, Explain methods of assessing the resources needed from a range of available information.
The resources required can be assessed from drawings, specifications, schedules, the health and safety policy as well as site meetings.
1.5, Explain the required information and the different methods used to prepare a work programme relative to the occupational area.
Method statements that relate to the task, risk assessment explaining the hazards involved during the work activity and those that relate to the resource being used.
The duration required to complete the task, derived from the method statement will enable the start date and finish date to be added to a schedule of work.
Other information required; specification for the task, drawings for that phase of work, and the sequence of the work.
2.2, Explain the different sources and methods that can be used to obtain clarification and advice when the required resources are not available.
Seek clarification at site meetings verbally, but these should be made more formal, (in writing) before work starts. Alternative sources of information can come from the internet or manufacturers’ information or the construction client involved in the project.
3.2, Explain different methods of evaluating work activities against the following project requirements: – contract conditions– contract programme– health and safety requirements of operatives
Contract length and client’s requirements. Are the work activities in accordance with the contract programme? The principal contractor will meet the client’s requirements through the selection process. The contractor will meet the project requirements in relation to site conditions and availability of resources. Regular design team and build team meetings to discuss requirements. Agree on all aspects of the contract to meet the client’s requirements on-site to full fill the contract. Record all information and disseminate to all parties involved in the contract so they understand the work scope to be undertaken and can prepare for every event. The requirement of health and safety for operatives will need to be taken into account in the form of risk assessment and distributed to the contactors on site.
3.3, Evaluate the requirements of significant external factors that could affect the progress of work, in relation to: – other related programmes– special working conditions– weather conditions– other occupations/people– resources– health and safety requirements.
The external factors could be:
- Communication breakdown between contractors and client
- Disagreements on the projects for specification and hold-ups from other trades not finishing to the agreed time schedule
- Shortage of labour to continue the project, sickness holidays etc.
- Suppliers not being able to provide materials and equipment
- Transport issues of delivery of materials and workforce
- Health and Safety changes to the constructions phase not following company and site standards
- Severe weather conditions which increase hazards and slow down production
4.2, Evaluate which work activities make the best use of available resources in relation to: – occupations and/or customers associated with the work– tools, plant and/or ancillary equipment- materials and components.
The schedule of work sets out the required timeframes and targets to be met for the construction phase you are currently at. Consult the plan made by the client/project manager to meet the goals and to maintain the project’s current course. Making sure all work activities are scheduled and planned from the start, this will then help the workforce/company to meet the same target/ goal for the projects to keep the work on schedule.
Keeping the Client up to date with weekly progress meetings whilst Maintaining a positive relationship between the client and us. This will help the project and keeps the transparency between the client and the contractor.
4.3, Explain different methods and sources that can identify which work activities influence each other.
The different methods and sources that influence each other are part of 4M, (manpower, materials, machinery and sub-contractors) all the required resources for the work. How the construction client plans, procures, utilises, and manages these 4M resources will largely determine how the works are progressed.
Having schedules in place helps the supervisor, checking that the schedule is being met. Also, involved in this kind of auditing is looking at the labour to see if it’s not overlapped on each other making sure each phase is on the correct path. Regular monitoring needs to be done on the labour to make sure there is enough to complete the work. This needs to be monitored in tandem with resources and work equipment, has been ordered is on-site, or in transit to site and will be on time, also is the equipment working is a big factor if it not working then we don’t have the resources or the equipment to carry out the job to meet deadlines.
4.4, Describe how to determine the sequence of work activities and how long each work activity will take
Check the schedule of work for tasks due to be carried out.
Access a computer where any drawing updates can be seen. Contact suppliers to check resources are available and dates of delivery. Contact Subcontractor to make sure there is enough labour on site if needed. Check the correct Plant and equipment to carry out works are chosen and ensure they have been PAT Tested.
Check the Risk Assessment and Method statements to confirm the correct sequence for the work, confirm they are ok and up to date.
Determine the length of work activities from past and present experience as well as from the specification.
4.5 Describe what zero and low carbon requirements are.
Green building (also known as green construction or sustainable building or zero carbon) refers to both a structure and the use of processes that are environmentally responsible and resource-efficient throughout a building’s life-cycle: from siting to design, construction, operation, maintenance, renovation, and demolition. In other words, green building design involves finding the balance between homebuilding and a sustainable environment. This requires the close cooperation of the design team, the architects, the engineers, and the client at all project stages.
4.6, Explain how work activities and different ways of using resources can impact on zero and low carbon requirements, and make a positive contribution to the environment.
Ways of having an impact on zero and low carbon contributions would be by using local labour, this will help the environment by keeping emissions low because of employees travelling locally and not from all over the country. Having materials made and sourced from local commercial businesses. This will have a big impact on the environment by using all resources locally. When using, and selecting materials try to source recyclable materials and equipment that can be reused. Turning off electrical appliances when not in use and turning lights and plant off especially helps lower carbon emissions and has a positive impact on the environment
5.1, Evaluate project progress against the work programme to identify any changed circumstances.
Regular site meetings with all parties and nominated sub-contractors and suppliers to discuss any possible problems that may result in changes to the programme or construction phase. It is vital that any possible changes are identified and documented at a stage where the change can be sorted with no disruption to the rest of the schedule of work and before they reach site level, as this may have a huge cost implication to the project and can affect the financial running of the project depending on the what and the size of the problem.
5.3, Explain how to identify possible alterations to the work programme to meet changed circumstances relating to action lists, method statements, duration, schedules and/or occupation-specific requirements.
Regular monitoring and controlling through direct supervision keeping accurate records of all work carried out and maintaining communication between all involved in the programme will maintain and identify all forthcoming and existing problems seen beforehand. By using the appropriate systems and regular briefings and site meetings will establish the problem and will give us sufficient time to amend the problem and meet the schedule. Any extensions of time, delays, and changes will have implications for the financial running of the project and will also have an impact on scheduled work affecting contracts booked in and deliveries to site. This will in fact slow the project and time scales may need to be increased or works jump up to 24 hours to be deadlines, this will then need risk assessments and method statements reviewing.
5.4, Explain how to assess contractual/work effects resulting from alterations to the work programme.
Regular monitoring and controlling through direct supervision keeping accurate records of all work carried out using appropriate systems and regular briefings and site meetings. Any extensions of time, delays, and changes will have implications for the financial running of the project. The supervisor needs to monitor 4M (manpower, materials, machinery, and sub-contractors) with guidance from the project manager and construction administration.
5.5, Explain the methods used to justify to decision makers on the effects resulting from alterations to the work programme.
When considering changes to the work methods already agreed the client will need to be informed of any increase or preferably decrease in costings in the project work methods. He or she will need to agree to the changes, this could influence the budget, so obviously if there is a cost-saving the client will be happy with the change, but if the cost of the project has just soared the client will not be pleased with this depending on if the change could have a maintenance positive effect with a cost-saving annually. Signed documentation indicating all these changes will need to be recorded and filed once agreed. (change control log).