The Pivotal Role of Onsite Crew Leaders in Optimizing Production

John Kenney, CPRC, CEO, Cotney Consulting Group

In the intricate world of project management, a dynamic orchestra of stakeholders collaboratively strives towards the ultimate goal – efficient production. One may wonder who wields the most substantial influence in this complex process. Perhaps it’s the Project Manager or the owner of the company? A closer analysis reveals that the onsite crew leader holds the reigns of productivity firmly in their grasp.

The crew leader commands a unique perspective and influence over the entire production process by virtue of his position and responsibilities. He does not merely manage tasks: he inspires his team, shapes productivity patterns and navigates the challenges of the jobsite daily. As you read this article, we’ll unravel the essential questions around the significance of the crew leader’s role, his profound impact on the production process and the potential pitfalls they must avoid ensuring smooth operations.

Owners and project managers, while crucial, are often absorbed in higher-level tasks, leaving the onsite crew leader as the steward of the project’s practical execution. The efficient functioning of the project is intrinsically linked to the crew leader’s abilities to manage resources, facilitate communication and foster a productive work environment. Conversely, an inefficient crew leader can disrupt workflow and cause project performance to plummet.

What happens when a crew leader fails to establish a clear plan of action or delegates responsibilities poorly? What could be the ramifications of making excuses rather than addressing problems proactively? As we explore these concerns, we aim to highlight the importance of exceptional leadership in project execution and the possible impacts of neglecting this crucial responsibility.

Exploring the Obstacles to Production Efficiency

Now that the crew leader’s importance to efficiency and production has been highlighted, let’s delve into several external factors that may hinder production on any project. While every obstacle we highlight here may seem like it falls squarely on the shoulders of the crew leader, it’s crucial to remember that they can all be overcome. This may necessitate honing new planning or organizational skills or improving your capacity to communicate and motivate your team members. Ultimately, as a crew leader, you are the only one who can accurately identify the areas of weakness and make the necessary corrections to remedy the situation.

To become a distinguished crew leader, employees should continually be open to new ideas and techniques that can simplify tasks and increase chances of success. Complacency in any career arises when one believes one knows it all or are satisfied
with doing the bare minimum. The path to the top is trodden by those who continuously improve and learn from their mistakes. Here are the twelve most crucial factors that can negatively impact production if not effectively managed by the crew leader:

1. A lack of a comprehensive understanding of roofing. As a crew leader, do you ever opt for fewer tools or materials on a project, assuming you’re saving the company money? It’s crucial to understand that your choices directly influence your project’s efficiency and, consequently, the company’s profitability. Most factors affecting efficiency and production are within your control.
2. Inadequate planning. Take, for example, a scenario requiring an additional workforce for a roofing project. New crew members arrive at the site only to spend most of their first day setting up due to a lack of necessary tools and materials, resulting in reduced productivity. This inefficiency can be attributed to insufficient planning. Ensuring everything is ready onsite is a crucial step that includes familiarizing new crew members with the roof layout, tools and material location. Remember, treating new employees this way can make them feel unwelcome, hindering their productivity.
3. Poor organization. As a leader, the example you set matters greatly. If you appear unconcerned with keeping the workspace clean, your crew may assume that organization isn’t a priority. Always lead by example and work with your team to ensure all tools and materials are well-arranged and easy to find.
4. Failure to coordinate. Lack of coordination can lead to costly rework. Coordinating with other teams and establishing a plan that benefits everyone is far less time-consuming than redoing a task.
5. Inadequate materials. Running out of materials halts production, ultimately impacting the project’s efficiency. Ensure you always have sufficient quantities in stock to avoid wasted labor hours.
6. Inadequate tools. Not having enough of the tools that your crew needs is as costly as insufficient materials. Never assign a task to your crew unless you’re confident they have what they need to accomplish it.
7. Ineffective people skills. As a crew leader, understanding your crew’s strengths and weaknesses can enhance production. By strategically assigning tasks to the crew members best suited for them, you can improve their performance and the project’s outcome.
8. Poor communication. Clearly conveying your thoughts and ideas to your crew is vital. Any missing details from instructions can lead to misunderstandings and unsatisfactory results.
9. Low crew morale. Poor morale can silently kill production. As a leader, it is crucial to understand the root causes of poor morale, recognize the signs and know how to remedy it.
10. Inconsistency in crew composition. In the roofing business, crew composition can change throughout a project. Having a stable, well-acquainted crew can significantly improve the understanding of the project’s bigger picture, thereby enhancing production.
11. Preventable mistakes and rework. Mistakes and rework can substantially impact your project’s bottom line. As a crew leader, maintaining focus and effective planning can minimize these issues.
12. Unresolved issues. As a project nears completion, unresolved tasks can pile up and create intense
    pressure. Good planning techniques and consistent communication with your crew can help
    prevent these “loose ends.”
    Remember, as a crew leader, you must ensure the project’s success. Shifting blame onto your crew doesn’t solve problems. Instead, effective communication, good organization and continuous learning will
    ensure that production efficiency is maintained at an optimum level.
    

    FRM

    John Kenney, CPRC has over 50 years of experience in the roofing industry. He started his career by working as a roofing apprentice at a family business in the Northeast and worked his way up to operating multiple Top 100 Roofing Contractors. As CEO, John is intimately familiar with all aspects of roofing production, estimating and operations. During his tenure in the industry, John ran business units associated with delivering excellent workmanship and unparalleled customer service while ensuring his company’s strong net profits before joining Cotney Consulting Group. If you would like any further information on this or another subject, you can contact John at jkenney@cotneyconsulting.com.