Saunders Construction, Inc.

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About Us
  
   Edward T. Saunders,        Leland R. Saunders,                 Edward T. Saunders,                     Brian E. Saunders

             Saunders Construction was started 100 years ago by Edward T. Saunders.
 
    His legacy
of sound commercial building, honesty and integrity continues today. 

    Each project is
managed from the first turn of soil to the final inspection with the 

    attention to detail
and thoroughness that Edward instilled in each generation of 

    Saunders builders. 

             Current
President, owner and grandson, Edward T. Saunders and the Saunders 

    Construction team bring
those same abiding principals to each project. Our firm 

    specializes in construction from
$10,000 to $10,000,000 and ranging in size from 

    400 S.F. to approximately 50,000 S.F.  

         A. Craig Saunders currently serves as Vice-President and Senior Project Manager. 

    Other
key personnel include Lori S. Robertson, Office Manager, Casey Hall, 

    Steve Thompson,
John Hall, Kurt Wilson, Brian Saunders and Blake Bingham, 

    all Project Superintendents.

             Saunders Construction is a highly reputable construction firm, with strong 

    and lasting
associations with architects, designers and subcontractors, all who 

    respect and trust
our working relationship. During the last 20 years, our major client
 
    has been
the L.D.S. Church, completing many new buildings, additions and remodels.

    Additionally, we have successfully completed numerous government, private

    and school projects. Like a handshake in times past, we leave each project  

    with a satisfied customer.    

              Our firm, using the same sound principals of honesty,  integrity, forthrightness 

    and dedication to do it right, has
the experience, capacity and knowledge to 

    complete
your project on time and within budget.  Every aspect of construction, 

    from demolition to roofing, can be
completed by our own experienced personnel 

    or
through the relationships we have with reputable subcontractors in all trades that we 

    know and
trust. Although there are many larger construction firms in the State, we believe
 
    there are none
with a better reputation or legacy than that of Saunders Construction.



   
                    Primary Goals of Saunders Construction, Inc.:

          1. Provide our customers with a high quality product.

           2. Earn a fair profit.


           3. Provide employees an enjoyable place to work that will provide the following:  

             A. A safe work place.

             B.  No discrimination. 

                C.  No sexual harassment.

                D.  A fair wage for work produced.

           4.  Maintain a good reputation for the company. 

                A. Prohibit vulgar language on the job.  

                B.  Require employees to show respect to others.


           5.  Gain experience that will increase our ability to perform all types and sizes of projects.



                    Safety Program for Saunders Construction, Inc.:

                
             One of the main goals of Saunders Construction, Inc. is to provide a safe work place for all 

    employees and others authorized to be on the job site.  Our goal is no accidents.  We plan to 

    accomplish this by the following steps.
      

                        1.  Make safety a frequently discussed topic in the job.  

                             A.  Hold short daily safety meetings.

                             B.  Schedule occasional safety seminars for employees.

                             C.  Discuss safety procedures as new segments of the job start.
 

                        2.  Require employees to wear hard hats at all times on job.  

                        3.  Require eye protection when performing work hazardous to eyes.

                        4.  Require ear plugs when performing work with potential hearing damage.

                        5.  Prohibit use of hazardous drugs on job.

                        6.  Prohibit use of alcohol on job.  

                        7.   Allow employees to report perceived safety hazards without fear of retaliation.

                        8.  Require drug tests for any accident that requires hospitalization.

                        9.  Require drug tests for any accident that causes over $1,000
                             
                            property damage.  
 

                       10.  Any employee testing positive for illegal or hazardous drugs will 

                              immediately be fired.

                        11.  Use safe equipment and tools.

                        12.  Make sure employees are trained to operate whatever tools

                                or equipment they use.  

                        13.  Require subcontractors to follow similar safety practices.

                        14.  Investigate all reported accidents and discuss at next safety meeting 

                                ways to avoid it happening again.

                        The above steps are the responsibility of the project foreman.  The president of

                Saunders Construction, Inc. will review safety procedures with project foremen every

                2 weeks when they turn in payroll.
 

 

 

 

 


Project Management Philosophy of Saunders Construction, Inc.
 

       Efficient project management is critical to the success of all construction projects.

Though general contractors and subcontractors may be highly skilled in their work, if
 
not properly managed the project can fail in numerous ways.  An experienced, qualified
 
project management team needs to be established in a reasonable time before the

actual work ever begins.  In order to assure the success of a project, the project
 
manager should be the one negotiating or bidding the job.  The Project Manager is

selected based on his experience with previous jobs that are similar to the one being
 
considered.  His initial role would be to:

    1.  Study the scope of the project relative to type of work, size of project, and time

         requirements.
         
    2.   Determine what portions of the project can be accomplished with our own forces.

    3.   Determine which portions of the project need to be completed by a qualified

          subcontractor.

          A.  Invite qualified subcontractors to price their portion of the job.

          B.  Review the subcontractor bids and determine which bid is the best for each 
    
                segment of the job relative to best qualified and best price.

          C.  Review past performance of selected subcontractor and obtain a
 
                commitment from them that they have everything in their section of the

                specification covered and can complete the work on time.

    When the project is awarded, the Project Manager should:

    1.  Meet with the owner and architect and with their help determine the critical path

         of the project.  

    2.  Contact each subcontractor and determine how much time they need for each 

         portion of their contract relative to the time allotted by the owner.  

    3.  Contact suppliers and determine lead time for critical components of the project.

    4.  Create a preliminary CPM schedule, that if followed would have the project
 
         completed within the allotted time.

    5.  Review schedule with owner, architect, subcontractors and project

         superintendent, for their input.

    6.  Finalize and distribute schedule.  

    7.  Two weeks prior  (sooner if necessary) to start date, hold a pre-construction
 
         meeting with the owner, architect, project manager, superintendent and key
 
        subcontractors.  Make sure everyone knows the scope of the project and their

        role in seeing that the project is completed according to specifications.  See that

        everyone understands the line of command and who has decision making

       authority.  

    As the project progresses the Project Manager will:  

    1.  Be the key point of contact for the owner and architect.  He has the authority to
 
         make all decisions for the contractor.

    2.  Review the schedule frequently and coordinate with the site superintendent.  

    3.  Schedule the subcontractor and suppliers.

    4.  Handle all changes and address problems that arise.  

    5.  Take necessary steps to keep the job on schedule and within budget.  
    

    The Project Superintendent is responsible for the day to day progress of the job.  He

is selected based on  his experience and ability to efficiently run the job.  His

responsibilitties include
:  

     1.  Coordinate work between all trades.

     2.  Assure that plans and specifications are strictly followed.  

     3.  See that current codes are being met and that the quality of work is high.

     4.  Work closely with Architect and Engineers.

     5.  See that the job site is safe for the workers and visitors by:

           A.  Holding weekly safety meetings with own forces and subcontractors
 
                on the job. 

           B.  See that site is clean every day.

           C.  See that safety procedures established are being followed.

            D.  See that everyone is following OSHA regulations.

            E.  Have jobsite goal of zero accidents.  

    6.  Make sure the job site is secure on a daily basis. 

    7.  Coordinate changes with subcontractors and Project Manager.  He has the

          authority to make decisions for the contractor in the absence of the Project

          Manager.

    8.  Review schedule with Project Manager weekly, and take necessary steps to

         assure the project stays on schedule. 

   

 

Organization Chart of Typical Project 




OWNER- Owners Designated Representatives
 

 ARCHITECT- ENGINEERS- INSPECTORS

   

PROJECT MANAGER-SECRETARY/OFFICE STAFF


 PROJECT SUPERINTENDENT-ASSISTANTS


         SUBCONTRACTORS -  CONTRACTORS OWN FORCES

 

    

 

 

 

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