NCCER Crew Leadership flashcards
NCCER Crew Leadership · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Span of control
- The number of workers one supervisor can effectively direct. First-line construction crews usually run five to twelve people; larger groups are split or given a lead worker.
- Line authority
- The right to direct the work of subordinates down the chain of command and to make binding decisions about their tasks. A crew leader holds line authority over assigned craft workers.
- Progressive discipline
- A stepped response to repeated performance or conduct problems: verbal coaching, written warning, suspension, termination. Each step is documented with the date, observed behavior, and required correction.
- Situational leadership
- Matching supervision style to worker readiness: directing for low skill and low will, coaching for low skill and high will, supporting for high skill and low will, delegating for high skill and high will.
- Constructive feedback
- A four-step conversation: state the observed behavior, describe its impact, agree on the specific change wanted, and set a follow-up date. It targets behavior, not personality.
- Delegation
- Assigning a task along with the authority, resources, and deadline needed to complete it. Confirm the worker has the skill and tools before releasing the task.
- Maslow hierarchy
- Needs ordered from basic to higher level: physiological, safety, social, esteem, self-actualization. On a jobsite, safety needs dominate and must be satisfied before motivation efforts work.
- Grievance procedure
- The contractual steps for resolving a worker complaint: hear it, verify facts against the agreement, respond within the stated time limit, and record the outcome.
- Hierarchy of controls
- Ranking of hazard controls from most to least effective: elimination, substitution, engineering controls, administrative controls, then personal protective equipment. PPE is the last line of defense.
- Recordable incident rate
- A frequency measure calculated as recordable cases times 200,000, divided by total hours worked. The 200,000 constant represents one hundred workers at forty hours for fifty weeks.
- Fall protection thresholds
- OSHA triggers for general construction work: six feet for general construction, ten feet on scaffolds, twenty-four feet on ladders, and fifteen feet for steel erection.
- Competent person
- A person who can identify existing and predictable hazards in the surroundings and who has authorization to take prompt corrective action to eliminate them.
- Excavation edge distance
- Spoil piles and equipment must stay at least two feet back from the trench edge. A competent person inspects the excavation daily and after rain, and access must be within twenty-five feet.
- Hazard communication
- Requires every hazardous chemical container to be labeled, a safety data sheet on site for each chemical, and worker training before any exposure occurs.
- Lockout/tagout
- Isolate the energy source, apply a lock and tag, and verify zero energy before work. Only the person who applied the lock may remove it.
- Permit-required confined space
- A space with a permit entry procedure: test the atmosphere before and during entry, keep an attendant outside, and have a rescue plan in place before anyone enters.
- Near-miss reporting
- Recording and investigating events that could have caused injury but did not. Near misses are leading indicators and are tracked to prevent recordable injuries.
- Look-ahead schedule
- A rolling three-week plan. The first week is committed work, weeks two and three are planned, and constraints are identified and removed before they block production.
- Constraint removal
- During look-ahead planning, identify missing material, labor, equipment, or information and assign each constraint an owner and a due date before the work week begins.
- Critical path
- The longest duration path through the project network. Any delay on the critical path delays project completion; activities off the path carry float.
- Float
- The amount of time an activity can slip without delaying project completion. It equals late start minus early start, or late finish minus early finish.
- Earned value
- Budgeted cost of work performed, calculated as percent complete times the budget. Dividing earned value by budget at completion gives percent complete by cost.
- Crew balance
- Matching crew size to the limiting resource, such as equipment, workspace, or material delivery. Adding workers beyond that limit raises cost without raising output.
- Daily report
- A daily record of date, weather, crew and hours, work performed by location, equipment, deliveries, visitors, delays, and safety events. It supports payment and delay claims.
- Change order
- A written modification to scope, price, or schedule. It requires a priced impact and owner approval before work proceeds; verbal direction does not authorize extra work.
- Hold point
- A stage in the work that cannot proceed until an inspection or sign-off occurs. It prevents later trades from covering nonconforming work.
- Communication model
- A sender encodes a message, it travels through a channel, the receiver decodes it, and feedback confirms understanding. Noise at any stage distorts the message.
- Documentation rule
- If it is not written down, it did not happen. Verbal directions, agreements, and field changes are confirmed in writing, such as a memo or email, the same day.
- Request for information
- A formal written question about unclear drawings or specifications. It states the reference, the question, a proposed solution, and any schedule impact, and is logged and tracked.
- Meeting minutes
- A written record of date, attendees, decisions, and action items with owner and due date. Minutes are distributed within twenty-four to forty-eight hours after the meeting.
- Punch list
- A walk-through list of deficiencies by location, each assigned to a responsible trade and date. Re-inspection and closure are required before final sign-off.
- Client satisfaction drivers
- Factors owners weigh most: on-time completion, site cleanliness, minimal disruption to their operations, responsiveness to concerns, and prompt punch-list closure.