over 6 feet ( 1. 8 meters) had to be secured with a safety harness and lanyards.
Finally, everyone who accessed the site was required to watch a 30-minute
In the end, these efforts paid off. “We’re very pleased to say that we had no
lost-time accidents on the project,” Mr. Collie says.
In May 2013, after three months, the team finished the construction of the
scaffolding. Now the repair work could begin in earnest.
GE TTING TO WORK
On any given day, 40 to 50 team members—from carpenters to masons to
electricians—would be working on the site. So the project team had to carefully
coordinate who would be where, and when. The team created drawings that
indicated and numbered the work to be done by scaffolding level, elevation and
“Plus, we had daily meetings with the key foremen to communicate the work
areas for each trade so we would avoid conflicts,” Mr. Collie says.
The actual extent of the quake damage also had to be addressed. Despite the
difficult-access team’s detailed report, its 10-day assessment couldn’t identify
every single instance of needed repair.
“We never really fully knew what the extent of the repairs would end up being,”
he says. “We had a number of repairs that were part of the contract, but when we
had the scaffolding and were able to take a closer look, additional repairs were
required. We always anticipated that, but we never knew what it might entail.”
In addition to responding adeptly to such change, the project team had to
very detailed. And
we had a group
of very talented
inspectors. It was a
great team approach
to a great project.”
ON ANY GIVEN DAY,
40 TO 50 TEAM
MEMBERS—FROM CARPENTERS TO MASONS
WOULD BE WORKING
ON THE SITE. SO THE
PROJECT TEAM HAD TO
CAREFULLY COORDINATE WHO WOULD BE
WHERE, AND WHEN.