Page 233 - The City and Guilds Textbook: Plumbing Book 1 for the Level 3 Apprenticeship (9189), Level 2 Technical Certificate (8202) and Level 2 Diploma (6035)

Chapter 4 Planning and supervision

A supervisor must be qualified at Level 3 and will usually have more experience KEY POINT
than someone who has just qualified, as they may be required to explain
installation details to someone less experienced. At apprentice level, it is
common to have difficulty
A supervisor should communicate any problems as soon as they are identified. in comprehending
These could include: complex manufacturers’
instructions. You should
l incorrect specification of pipework and materials receive coaching from your
l any section of pipework that does not comply with the Water Regulations supervisor to help you.
l any safety risks as a result of how components were installed.

Adjusting work schedules

The supervisor must be able to know how to adjust work schedules when health
and safety problems delay works. By referring to the work programme, they can HEALTH AND SAFETY
produce a method statement and involve the team in its execution so that barriers
to progress can be removed without compromising the ongoing safety of a given Poor supervision can
contribute to accidents.
task. For example, if asbestos is encountered, the work in that area may have to A recent report written
stop immediately and an alternative phase of the job started until the problem for the HSE pointed out
is resolved. By referring to the work programme, a supervisor could manage this that the heavy workload of
problem and use the diverse skills of their workforce to create a solution. supervisors reduces their
opportunities to recognise
Sometimes there are delays in the second fix and, in this instance, the building and respond to unsafe
services supervisor should inform the construction manager. Good supervision practices, and concluded
is at the heart of the successful execution and smooth operation of the daily that the lack of supervision
installation and servicing work of a plumbing team. in the workplace is a
management failure.
5 WORK PROGRAMMES IN THE

PLUMBING AND HEATING

INDUSTRY

KEY TERM
What is a work programme?
The principle of a work programme is to plan work activity against the time frame Work programme: a very
detailed document used
of a job or contract so it is completed to the agreed schedule. The design of the on projects to record and
work programme for larger projects, such as new-build work, can be very detailed. assess activity against
It may even include a separate plan for the individual trades built into a larger expected time to complete
overall programme of work for all activities on-site. The main contractor for the project. For example,
it might highlight that
the project will generally oversee the work programme and, on a well-designed poor quality of work and
work programme, they will be able to identify whether everything is going to low safety standards
plan. Inevitably, problems will occur, but contingency plans can be put in place could apply to someone
to keep the project on time and within the budget. Precise monitoring, timely completing work ahead
intervention and good communication with other trades are key to managing a of schedule. It could also
successful project. demonstrate that very slow
progress on a job would
It is therefore important for subcontractors to be organised when taking on impact on labour costs. The
such work within larger projects as they could lose out to competitors or competence of the plumber
face penalties if they fail to complete within the time allocated without the is very important and their
agreement of the main contractor. performance must be
assessed carefully.
221

9781510416482.indb 221 29/03/19 8:56 PM