Does your team have what it takes to improve your bottom line?

Supervisory and management skills directly effect every company’s bottom line. Each day, decisions made by every foreman, superintendent and project manager are crucial to the success of every construction project. The NWCC Supervisory Training Program (STP)* is developed, updated and field-tested by and for contractors. It’s a 10-seminar course focusing on the knowledge and skills needed to be an effective manager of people, schedules, equipment and materials.

Topics include:

• Sept. 11-13, 2008 Unit 1: Leadership & Motivation
  Leadership styles; Analyzing individual needs & behaviors; Positive influences on work attitudes & abilities; The leader as goal setter, communicator & coach; The leader gets commitment; The leader in control
  
  
  
• Oct. 23-25, 2008 Unit 2: Oral and Written Communication
  Forms of communication; Problems from poor communication; Effective listening; Components of conversation; Communicating with your crew; Good writing skills and habits; Facilitating the meeting process
  
  
• Nov. 6-8, 2008 Unit 3: Problem Solving and Decision Making
  Problem prevention and anticipation; Identifying problems; How to solve scheduling and technical problems; Strategies for solving human performance problems; Creative problem solving; Barriers to developing creative solutions; Establishing a problem solving atmosphere; Developing follow-up systems; Changing your mind
  
  
• Dec. 4-6, 2008 Unit 4: Contract Documents and Construction Law
  Introduction to contract documents and construction law; Creating a positive environment; Contractual relationships; Contract forms and documents; Managing general conditions; Good documentation practices; Changes; Differing site conditions; Time impacts; Negotiation of resolutions. More...
  
  
• Jan. 8-10, 2009 Unit 5: Planning and Scheduling
  Preparing the project plan; Developing and using bar charts; The critical path; Computer scheduling; Using the schedule on the job site; Updating the construction schedule; The schedule as documentation; Analyzing and change
  
  
• Feb. 12-14, 2009 Unit 6: Understanding and Managing Project Costs
  Introduction to understanding and managing project costs; Construction estimates; Who controls project costs; Reporting and analyzing actual costs; Planning for cost control; Labor cost control; Controlling subcontractors; Loss prevention; Cost control strategies; Post-project evaluation
  
  
• Mar. 12-14, 2009 Unit 7: Accident Prevention and Loss Control
  The high price of accidents; Safety communication and motivation; Documentation and inventories; Using reference material and advisory sources; Project security and traffic control; Using the project schedule to prevent losses; Selecting methods and equipment to prevent losses; Assignment of responsibility and equipment maintenance; Common construction hazards
  
  
• Apr. 9-11, 2009 Unit 8: Managing the Project: The Supervisor’s Role
  Pre-construction planning; Planning, organizing and staffing; Developing the project plan; Planning for production support; Cost and risk control; Policies and procedures; Subcontractor management; Project layout; Project start-up and closeout
  
  
• May 7-9, 2009 Unit 9: Productivity Improvement
  Benchmarking construction productivity; Improving productivity through pre-planning; MORE: Four new skills for effective supervision; Personnel management; Equipment management; Jobsite productivity; Planning and scheduling; Managing subcontractors; Quantifying lost productivity; Record keeping
  
  
• June 4-6, 2009 Unit 10: General and Specialty Contractor Dynamics
  Construction systems; Contractual relationships; Value and impact of specialty contractors; Selecting a specialty contractor; Importance of open communication; Prints and specifications; Time management; Productivity and goals; Project closeout

*Developed by the Associated General Contractors of America. Units may be taken individually.

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