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Turner PCS Assessment

✏️ Editing assessment originally submitted:

Turner

Production Control System

•DAILY PRODUCTION HUDDLE•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Reliable
Commitments

CADENCE

•Daily (Afternoons)

DURATION

•15 Minutes

MEETING LEADER

•Superintendent

ATTENDEES

•Turner Super(s)

•Crew Lead(s)

•EH&S

PURPOSE

•Ensure the WWP is on track by validating & verifying progress daily, allowing for quick adjustments when needed.

•Forum for Crew Lead coordination.

PROCESS

BASIC AGENDA

LOGISTICS

SAFETY

•Ask the trades if there are any new safety-related conditions or clean-up/site organization issues (5S Plan) identified since the preshift huddle

WORK PRODUCTION

•Confirm today's tasks were completed as planned, if not why not

•Commit to tomorrow's planned task, if not why not.

•Make any necessary adjustments

•Do you need help with any other future tasks

•Start working on any recovery that is needed if ahead or behind

•Display the appropriate information on screen or wall

•Suggest Non-Moderator takes notes.

•Place to scribe parking lot, sidebar items, and constraints

CAPABILITIES

LEAD SUPERINTENDENT

SUPERINTENDENTs

CREW LEADS

KNOWLEDGE &
TECHNICAL
SKILLS

•Understand how next week's work will impact the overall schedule

•Knowledge of sequence of work

•The ability to plan work, not just schedule

•Have the ability to optimize the work for continuous flow

•Knows plans, specs and subcontracts for their trades and contiguous trades

•Mastering planning work

•Can tell when work is complete to hold trades accountable

•Knows the plans, specs, and their subcontract

•Be a master of the means and methods of their trade

•Can plan all aspects of their work

•Can communicate effectively detailed aspects of their weekly work plan

BEHAVIORAL
SKILLS

•Building relationships & trust with trades

•Speaking in front of groups with confidence

•Holds themself and others accountable

•Respectful conversations with trades & cohorts

•Speaking in front of groups with confidence

•Can be a humble inquirer to learn from Crew Leads and Supers

•Can work with the other Crew Leads

•Accepts and gives feedback

MANAGEMENT
SYSTEM

•PM to observe huddle every other week using Six Criteria and give feedback.

•Check and update visuals daily.

BEFORE THE
MEETING

TURNER

CREW LEADS

•Inspect todays work for completeness and quality.

•Assess at the current production rate if the weekly task be completed as planned.

•Review the KPIs for trends and problems

•Be prepared to speak specifically about the amount of work completed (unit of measure) for the day as part of each specific weekly work task.

•Be prepared to have an answer why any work that is not complete as planned for today.

•Come with plan to adjust today for work not complete.

•Confirm all materials, equipment, and tools are on site and in good condition for tomorrow's work

•Assess at the current production rate if the weekly task be completed as planned.

•Inspect location of tomorrow's work for readiness and safety

AFTER THE
MEETING

•Address any quality issues and problem solve to avoid repeating

•Adjust or replan work based on huddle discussion with clear action to recover

•Prepare for tomorrow's work commitment

•Know ahead or behind

•Update KPI's in system.

•Sidebar with other Crew Leads and Turner as needed for coordination of parking lot items

•Specific action confirmed for any work not completed as planned.

•Follow up on any action items from huddle & confirm all equipment, and tools are on site and in good condition

•Know ahead or behind

LEADER
BEHAVIORS

•On time and fully engaged during huddle

•Be accountable and hold others accountable

•Commit what you need to commit to

•Acknowledge good work

BASIC
THINKING

•Culture of commitment and accountability.

•One team environment

•Safe place for problems and mistakes

•Everyone is prepared to say 1) YES, 2) YES if, 3) NO and why

Daily Production Huddle 2026.03.27 V7.5

Turner PCS Assessment

✏️ Editing assessment originally submitted:

Turner

Production Control System

•DAILY PRODUCTION HUDDLE•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Reliable
Commitments

CADENCE

•Daily (Afternoons)

DURATION

•15 Minutes

MEETING LEADER

•Superintendent

ATTENDEES

•Turner Super(s)

•Crew Lead(s)

•EH&S

PURPOSE

•Ensure the WWP is on track by validating & verifying progress daily, allowing for quick adjustments when needed.

•Forum for Crew Lead coordination.

PROCESS

BASIC AGENDA

LOGISTICS

SAFETY

•Ask the trades if there are any new safety-related conditions or clean-up/site organization issues (5S Plan) identified since the preshift huddle

WORK PRODUCTION

•Confirm today's tasks were completed as planned, if not why not

•Commit to tomorrow's planned task, if not why not.

•Make any necessary adjustments

•Do you need help with any other future tasks

•Start working on any recovery that is needed if ahead or behind

•Display the appropriate information on screen or wall

•Suggest Non-Moderator takes notes.

•Place to scribe parking lot, sidebar items, and constraints

CAPABILITIES

LEAD SUPERINTENDENT

SUPERINTENDENTs

CREW LEADS

KNOWLEDGE &
TECHNICAL
SKILLS

•Understand how next week's work will impact the overall schedule

•Knowledge of sequence of work

•The ability to plan work, not just schedule

•Have the ability to optimize the work for continuous flow

•Knows plans, specs and subcontracts for their trades and contiguous trades

•Mastering planning work

•Can tell when work is complete to hold trades accountable

•Knows the plans, specs, and their subcontract

•Be a master of the means and methods of their trade

•Can plan all aspects of their work

•Can communicate effectively detailed aspects of their weekly work plan

BEHAVIORAL
SKILLS

•Building relationships & trust with trades

•Speaking in front of groups with confidence

•Holds themself and others accountable

•Respectful conversations with trades & cohorts

•Speaking in front of groups with confidence

•Can be a humble inquirer to learn from Crew Leads and Supers

•Can work with the other Crew Leads

•Accepts and gives feedback

MANAGEMENT
SYSTEM

•PM to observe huddle every other week using Six Criteria and give feedback.

•Check and update visuals daily.

BEFORE THE
MEETING

TURNER

CREW LEADS

•Inspect todays work for completeness and quality.

•Assess at the current production rate if the weekly task be completed as planned.

•Review the KPIs for trends and problems

•Be prepared to speak specifically about the amount of work completed (unit of measure) for the day as part of each specific weekly work task.

•Be prepared to have an answer why any work that is not complete as planned for today.

•Come with plan to adjust today for work not complete.

•Confirm all materials, equipment, and tools are on site and in good condition for tomorrow's work

•Assess at the current production rate if the weekly task be completed as planned.

•Inspect location of tomorrow's work for readiness and safety

AFTER THE
MEETING

•Address any quality issues and problem solve to avoid repeating

•Adjust or replan work based on huddle discussion with clear action to recover

•Prepare for tomorrow's work commitment

•Know ahead or behind

•Update KPI's in system.

•Sidebar with other Crew Leads and Turner as needed for coordination of parking lot items

•Specific action confirmed for any work not completed as planned.

•Follow up on any action items from huddle & confirm all equipment, and tools are on site and in good condition

•Know ahead or behind

LEADER
BEHAVIORS

•On time and fully engaged during huddle

•Be accountable and hold others accountable

•Commit what you need to commit to

•Acknowledge good work

BASIC
THINKING

•Culture of commitment and accountability.

•One team environment

•Safe place for problems and mistakes

•Everyone is prepared to say 1) YES, 2) YES if, 3) NO and why

Daily Production Huddle 2026.02.27 V7.4 - Canada

✏️ Editing assessment originally submitted:

Turner

Production Control System

•ENGINEERING TEAM MEETING•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•Weekly - Before OAC

DURATION

•45 Minutes

MEETING LEADER

•Project Engineer

ATTENDEES

•All Engineers

•Project Superintendent as required

PURPOSE

•To get the correct material, to the correct place, with correct quantity so it can be installed safely on time

•OAC Prep

PROCESS

BASIC AGENDA

LOGISTICS

Topics need to be reviewed & prioritized for the OAC & resource allocation.

CONSTRAINTS	•Review current log, last weeks closure performance, & prioritize
RFIs	•Review current open RFIs and last weeks RFI closure commitments
SUBMITTALS	•Discuss upcoming Submittal Packages & lead times with the updated look-ahead plan and schedule for engineering team prioritization. •Review fabrication status
ROJ / CIL	•Discuss upcoming submittal packages & lead times with the updated look-ahead plan and schedule for engineering team prioritization.
SAFETY	•Review safety documents needed for a Pre-Install Meeting
CHANGES	•Review new and future design changes to understand their impact •Review PCO change management log
COMMITMENTS	•Finalize next weeks engineering work plan

•Suggest Non-Moderator takes notes.

CAPABILITIES

PROJECT ENGINEER

TRADE ENGINEER

PROJECT SUPERINTENDENT

KNOWLEDGE &
TECHNICAL
SKILLS

•Can manage staff, is organized and prepared

•Good listener who can coach and knows when to coach

•Upholds systems standard & knows when to escalate

•Structured problem-solving acumen

•Ability to review shops & coordinate with effected trades

•Meeting facilitation, including when to let problem-solving continue & when to assign it for post meeting resolution

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Structured problem-solving acumen

•Organized & prepared for meeting with an agenda

•Ability to review shops & coordinate with effected trades

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Knows when to escalate

•Understands how the information of this engineering work will impact the overall schedule

•Knowledge of sequence of work

•The ability to plan work, not just schedule

•The ability to optimize the work for continuous flow

•Can assist in prioritizing the engineer's work to keep the field work on schedule

BEHAVIORAL
SKILLS

•Speak in front of groups with confidence

•Clear and concise communicator

•Ask probing and open-ended questions

•Holds themself and others accountable

•Speak in front of groups with confidence

•Clear and concise communicator

•Ask probing and open-ended questions

•Holds themself and others accountable

•Building relationships & trust with trades

•Speaking in front of groups with confidence

•Holds themself and others accountable

MANAGEMENT
SYSTEM

•Manager meets with Engs weekly to validate their work is on-standard and resources match workload.

•Logs updated and prioritized using the priority standard and ranked for importance

•Manager observes meeting once a month to check standard

BEFORE THE
MEETING

PROJECT ENGINEER	ENGINEERS
•Set prioritization per the project standard for all logs •Has made his/her rounds with engineers to understand current work load status and progress •Project Engineer reviews submitted work plans for next week engineering workload •Review the KPIs for trends and problems	•Ensure CIL, RFI, and Constraint log have latest up to date information •Engineers make sure trade partner CORs & SAP are aligned. •Engineers submit their WWP for next weeks work and Project Engineer reviews

AFTER THE
MEETING

•Notify the PM and field of what came out of this meeting

•Publish next weeks engineering WWP

•Open Items discussed, vetted, assigned action, and documented

•Update to designers what is coming their way

LEADER
BEHAVIORS

•Be proactive not reactive.

•Meeting leader is respectful and holds people accountable.

•Leader stops a meeting when participants are not engaged.

•Leads by example (on time, aware of meeting standard and purpose).

•Leader coaches problem-solving for the gaps identified in process, capabilities, and results

BASIC
THINKING

•This is a safe place for respectful discussion

•Don't be satisfied with unclear, vague, or non-fact-based answers.

•Culture of commitment and accountability (Engineering's promise to the field that we are going to get this done)

•This is a working meeting where the team has the right people in the room to make decisions. (one team)

•We are here to define what is a priority

•It's ok to feel uncomfortable at times as questions make you use critical thinking

Engineering Team Meeting 2026.03.27 V7.3

✏️ Editing assessment originally submitted:

Turner

Production Control System

•COORDINATOR TEAM MEETING•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•Weekly - Before OAC

•OPTIONAL-Small Teams

DURATION

•45 Minutes

MEETING LEADER

•Project Coordinator

ATTENDEES

•All Coordinators

•Project Superintendent as required

PURPOSE

•To get the correct material, to the correct place, with correct quantity so it can be installed safely on time

•OAC Prep

PROCESS

BASIC AGENDA

LOGISTICS

Topics need to be reviewed & prioritized for the OAC & resource allocation.

CONSTRAINTS	•Review current log, last weeks closure performance, & prioritize
RFIs	•Review current open RFIs and last weeks RFI closure commitments
SUBMITTALS	•Discuss upcoming Submittal Packages & lead times with the updated look-ahead plan and schedule for engineering team prioritization. •Review fabrication status
ROJ / CIL	•Discuss upcoming submittal packages & lead times with the updated look-ahead plan and schedule for engineering team prioritization.
SAFETY	•Review safety documents needed for a Pre-Install Meeting
CHANGES	•Review new and future design changes to understand their impact •Review PCO change management log
COMMITMENTS	•Finalize next weeks coordination work plan

•Suggest Non-Moderator takes notes.

CAPABILITIES

PROJECT COORDINATOR

TRADE COORDINATOR

PROJECT SUPERINTENDENT

KNOWLEDGE &
TECHNICAL
SKILLS

•Can manage staff, is organized and prepared

•Good listener who can coach and knows when to coach

•Upholds systems standard & knows when to escalate

•Structured problem-solving acumen

•Ability to review shops & coordinate with effected trades

•Meeting facilitation, including when to let problem-solving continue & when to assign it for post meeting resolution

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Structured problem-solving acumen

•Organized & prepared for meeting with an agenda

•Ability to review shops & coordinate with effected trades

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Knows when to escalate

•Understands how the information of this engineering work will impact the overall schedule

•Knowledge of sequence of work

•The ability to plan work, not just schedule

•The ability to optimize the work for continuous flow

•Can assist in prioritizing the engineer's work to keep the field work on schedule

BEHAVIORAL
SKILLS

•Speak in front of groups with confidence

•Clear and concise communicator

•Ask probing and open-ended questions

•Holds themself and others accountable

•Speak in front of groups with confidence

•Clear and concise communicator

•Ask probing and open-ended questions

•Holds themself and others accountable

•Building relationships & trust with trades

•Speaking in front of groups with confidence

•Holds themself and others accountable

MANAGEMENT
SYSTEM

•Manager meets with Coordinators weekly to validate their work is on-standard and resources match workload.

•Logs updated and prioritized using the priority standard and ranked for importance

•Manager observes meeting once a month to check standard

BEFORE THE
MEETING

PROJECT COORDINATOR	COORDINATORS
•Set prioritization per the project standard for all logs •Has made his/her rounds with coordinators to understand current work load status and progress •Project Coordinator reviews submitted work plans for next week engineering workload •Vet and review the date needed by with Supers for alignment with the current schedule •Review the KPIs for trends and problems	•Ensure CIL, RFI, and Constraint log have latest up to date information •Coordinators make sure trade partner CORs & SAP are aligned. •Coordinators submit their WWP for next weeks work and Project Coordinator reviews

AFTER THE
MEETING

•Notify the PM and field of what came out of this meeting

•Publish next weeks engineering WWP

•Open Items discussed, vetted, assigned action, and documented

•Update to designers what is coming their way

LEADER
BEHAVIORS

•Be proactive not reactive.

•Meeting leader is respectful and holds people accountable.

•Leader stops a meeting when participants are not engaged.

•Leads by example (on time, aware of meeting standard and purpose).

•Leader coaches problem-solving for the gaps identified in process, capabilities, and results

BASIC
THINKING

•This is a safe place for respectful discussion

•Don't be satisfied with unclear, vague, or non-fact-based answers.

•Culture of commitment and accountability (Coordinator's promise to the field that we are going to get this done)

•This is a working meeting where the team has the right people in the room to make decisions. (one team)

•We are here to define what is a priority

•It's ok to feel uncomfortable at times as questions make you use critical thinking

Coordinator Team Meeting 2026.03.27 V7.3 - Canada

✏️ Editing assessment originally submitted:

Turner

Production Control System

•CONSTRAINT MEETING•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•Weekly

DURATION

•30 Minutes

MEETING LEADER

•Lead Engineer

ATTENDEES

•Turner PM

•Turner Super(s)

•Turner Engineer(s)

•Safety & Quality

•Design team as needed

PURPOSE

•Align the team on the urgent constraints (constraints that are 2 weeks or less from the need by date) so they can be cleared to keep work on plan

PROCESS

BASIC AGENDA	LOGISTICS
CONSTRAINTS •Review constraint KPIs •Review urgent constraints. •Identify all action items required and date needed by before it impacts work in the field. •Replan activities if constraints cannot be removed per the schedule. •Designate constraints for escalation.	•Suggest Non-Moderator takes notes and runs computer

CAPABILITIES

MEETING LEADER

SUPERINTENDENTS

KNOWLEDGE &
TECHNICAL
SKILLS

•Structured problem-solving acumen

•Organized & prepared for meeting/agenda

•Ability to review shops & coordinate w/effected trades

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Meeting facilitation, including when to let problem-solving continue and when to assign it for post meeting resolution

•Understands how the constraints affect the overall schedule

•Pull concept

•Knowledge of sequence of work

•The ability to plan work – not just schedule

•The ability to optimize the work for continuous flow

BEHAVIORAL
SKILLS

•Speak in front of groups with confidence

•Clear and concise communicator

•Ask probing and open-ended questions

•Holds themself and others accountable

•Building relationships & trust with trades

•Speaking in front of groups with confidence

•Holds themself and others accountable

MANAGEMENT
SYSTEM

•Constraints are verified for validity and accordance with the Constraint Management Guide.

•Manager observes once a month for maintenance of system.

BEFORE THE
MEETING

ENGINEERS	SUPERINTENDENT
•Constraint owners updates log with latest information. •Come prepared to speak to their constraints, any action taken & current. •Review the KPIs for trends and problems	•Constraint owners updates log with latest information •Be aware of items on the log and be prepared to provide input and insight as needed. •Make necessary inquiries into items as needed to ensure meeting is effective and resolution is possible with in the date needed by column.

AFTER THE
MEETING

•Constraint Log Manager vet new constraints.

•Record and distribute any action agreed upon by participants to include any escalations

•Assist Constraint Log Manager in vetting new constraints.

•Follow up and report to the responsible person with any items or actions needed from the field to help resolve each issue.

LEADER
BEHAVIORS

•Acts with urgency to clear constraints.

•Demonstrates a structured problem-solving approach.

•Fosters problem-solving at the appropriate level.

BASIC
THINKING

•The removal of constraints takes, collaboration, ownership, and urgency.

•Urgent constraint removal takes precedence over everything except safety.

Constraint Meeting 2026.03.27 V6.3

✏️ Editing assessment originally submitted:

Turner

Production Control System

•CONSTRAINT MEETING•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•Weekly

DURATION

•30 Minutes

MEETING LEADER

•Lead Coordinator

ATTENDEES

•Turner PM

•Turner Super(s)

•Turner Coordinator(s)

•Safety & Quality

•Design team as needed

PURPOSE

•Align the team on the urgent constraints (constraints that are 2 weeks or less from the need by date) so they can be cleared to keep work on plan

PROCESS

BASIC AGENDA	LOGISTICS
CONSTRAINTS •Review constraint KPIs •Review urgent constraints. •Identify all action items required and date needed by before it impacts work in the field. •Replan activities if constraints cannot be removed per the schedule. •Designate constraints for escalation.	•Suggest Non-Moderator takes notes and runs computer

CAPABILITIES

MEETING LEADER

SUPERINTENDENTS

KNOWLEDGE &
TECHNICAL
SKILLS

•Structured problem-solving acumen

•Organized & prepared for meeting/agenda

•Ability to review shops & coordinate w/effected trades

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Meeting facilitation, including when to let problem-solving continue and when to assign it for post meeting resolution

•Understands how the constraints affect the overall schedule

•Pull concept

•Knowledge of sequence of work

•The ability to plan work – not just schedule

•The ability to optimize the work for continuous flow

BEHAVIORAL
SKILLS

•Speak in front of groups with confidence

•Clear and concise communicator

•Ask probing and open-ended questions

•Holds themself and others accountable

•Building relationships & trust with trades

•Speaking in front of groups with confidence

•Holds themself and others accountable

MANAGEMENT
SYSTEM

•Constraints are verified for validity and accordance with the Constraint Management Guide.

•Manager observes once a month for maintenance of system.

BEFORE THE
MEETING

COORDINATOR	SUPERINTENDENT
•Constraint owners updates log with latest information. •Come prepared to speak to their constraints, any action taken & current. •Review the KPIs for trends and problems	•Constraint owners updates log with latest information •Be aware of items on the log and be prepared to provide input and insight as needed. •Make necessary inquiries into items as needed to ensure meeting is effective and resolution is possible with in the date needed by column.

AFTER THE
MEETING

•Constraint Log Manager vet new constraints.

•Record and distribute any action agreed upon by participants to include any escalations

•Assist Constraint Log Manager in vetting new constraints.

•Follow up and report to the responsible person with any items or actions needed from the field to help resolve each issue.

LEADER
BEHAVIORS

•Acts with urgency to clear constraints.

•Demonstrates a structured problem-solving approach.

•Fosters problem-solving at the appropriate level.

BASIC
THINKING

•The removal of constraints takes, collaboration, ownership, and urgency.

•Urgent constraint removal takes precedence over everything except safety.

Constraint Meeting 2026.03.27 V6.3 - Canada

Turner

Production Control System

•FIELD COMMITMENT MEETING•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Reliable
Commitments

CADENCE

•Weekly (Thursdays)

DURATION

•45 Minutes

MEETING LEADER

•Superintendent

ATTENDEES

•Superintendents

•Crew Leads

•EH&S

PURPOSE

•Confirm alignment of next week's work so it is performed properly and safely

•Create an environment of accountability between the trades that improves system reliability and reduces staff burden

PROCESS

BASIC AGENDA

LOGISTICS

SAFETY / QUALITY

•Safety alerts / logistics / deliveries / operational & customer impact for next week

PREVIOUS WEEK PPC

•Last week's Percent Plan Complete

•Last week's variances

MAKE-READY (If not a separate meeting)

•See meeting standard for Make Ready Meeting

WWP

•Review next week's plan and get status of commitments

•DPH (If not a separate meeting) Confirm todays task were complete as planned if not why

CREW LEAD INPUT

•Structured go around where each participant is asked if there are any issues they want to bring forward.

•Display the appropriate information on screen or wall

•Suggest Non-Moderator takes notes.

•Everyone is engaged and positioned in an orientation that allows everyone to see screen or board and also see and hear each other.

CAPABILITIES

LEAD SUPERINTENDENT

SUPERINTENDENT

CREW LEADS

KNOWLEDGE &
TECHNICAL
SKILLS

•Understand how next week's work will impact the overall schedule

•Knowledge of sequence of work

•Have the ability to plan work, not just schedule work

•Have the ability to optimize the work for continuous flow

•Understand how next week's work will impact their area

•Knowledge of sequence of work for their trade

•The ability to plan work, not just schedule

•Knows the plans, specs, and their subcontract

•Be a master of the means and methods of their trade

•Can plan all aspects of their work

•Can communicate effectively detailed aspects of their weekly work plan

BEHAVIORAL
SKILLS

•Building relationships & trust with trades

•Speaking in front of groups with confidence

•Holds themself and others accountable

•Respectful conversations with trades & cohorts

•Speaking in front of groups with confidence

•Demonstrate humility & active listening

•Can work with the other crew leads

•Accepts and gives feedback

MANAGEMENT
SYSTEM

•Every 2 weeks observation by PX on gaps to process standard and capabilities

BEFORE THE
MEETING

TURNER

CREW LEADS

•Compile and review plan as a whole

•Reconcile the WWP with the Production Plan for missing or extra tasks

•Have one on ones with subcontractors if necessary to discuss submitted plan

•Send back to trades if they do not plan what's measurable and only commit to definable work for their weekly task.

•Review next weeks plan in detail for Safety and Quality items that need dialogue

•Send out updated logistical plans to subcontractors for review prior to Thursday meeting

•Review the KPIs for trends and problems

•Subs submit next weeks WWP OR Subcontractors mark-up Turner's next weeks plan

•Review compiled WWP prior to meeting to be ready with any issues, conflicts, or comments about the next weeks work plan

•Prepare any coordination items needed for discussion in the meeting

AFTER THE
MEETING

•Make necessary adjustments to the WWP from information gleaned from meeting and the trades' dialogue.

•Distribute next week's WWP, if not using the WWP app

•Use the information from this meeting and next weeks WWP for coordinating work, safety, and logistical items in the pre-shift huddles in the mornings.

•Follow up on any meeting action items.

LEADER
BEHAVIORS

•Meeting leader is respectful and holds people accountable.

•Leader actively develops capabilities of project members.

•Leader stops a meeting when participants are not engaged.

•Leads by example (on time, aware of meeting standard, and purpose of meeting)

•Leader coaches structured problem-solving for the gaps identified in process, capabilities, and results

BASIC
THINKING

•This is a safe place to share problems and mistakes

•We have agreed and committed to each other all the work that is planned to be done next week.

•WWP tasks are only reliable when they're clear and measurable. "No definition, no measurement — no commitment."

•Good work should be acknowledged

•We need to keep improving, all are empowered

•Everyone is prepared to say 1) YES , 2) YES if, 3) NO and why

•We are one team

Field Commitment Meeting 2026.03.27 V8.4

Turner

Production Control System

•FIELD COMMITMENT MEETING•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Reliable
Commitments

CADENCE

•Weekly (Thursdays)

DURATION

•45 Minutes

MEETING LEADER

•Superintendent

ATTENDEES

•Superintendents

•Crew Leads

•EH&S

PURPOSE

•Confirm alignment of next week's work so it is performed properly and safely

•Create an environment of accountability between the trades that improves system reliability and reduces staff burden

PROCESS

BASIC AGENDA

LOGISTICS

SAFETY / QUALITY

•Safety alerts / logistics / deliveries / operational & customer impact for next week

PREVIOUS WEEK PPC

•Last week's Percent Plan Complete

•Last week's variances

MAKE-READY (If not a separate meeting)

•See meeting standard for Make Ready Meeting

WWP

•Review next week's plan and get status of commitments

•DPH (If not a separate meeting) Confirm todays task were complete as planned if not why

CREW LEAD INPUT

•Structured go around where each participant is asked if there are any issues they want to bring forward.

•Display the appropriate information on screen or wall

•Suggest Non-Moderator takes notes.

•Everyone is engaged and positioned in an orientation that allows everyone to see screen or board and also see and hear each other.

CAPABILITIES

LEAD SUPERINTENDENT

SUPERINTENDENT

CREW LEADS

KNOWLEDGE &
TECHNICAL
SKILLS

•Understand how next week's work will impact the overall schedule

•Knowledge of sequence of work

•Have the ability to plan work, not just schedule work

•Have the ability to optimize the work for continuous flow

•Understand how next week's work will impact their area

•Knowledge of sequence of work for their trade

•The ability to plan work, not just schedule

•Knows the plans, specs, and their subcontract

•Be a master of the means and methods of their trade

•Can plan all aspects of their work

•Can communicate effectively detailed aspects of their weekly work plan

BEHAVIORAL
SKILLS

•Building relationships & trust with trades

•Speaking in front of groups with confidence

•Holds themself and others accountable

•Respectful conversations with trades & cohorts

•Speaking in front of groups with confidence

•Demonstrate humility & active listening

•Can work with the other crew leads

•Accepts and gives feedback

MANAGEMENT
SYSTEM

•Every 2 weeks observation by PX on gaps to process standard and capabilities

BEFORE THE
MEETING

TURNER

CREW LEADS

•Compile and review plan as a whole

•Reconcile the WWP with the Production Plan for missing or extra tasks

•Have one on ones with subcontractors if necessary to discuss submitted plan

•Send back to trades if they do not plan what's measurable and only commit to definable work for their weekly task.

•Review next weeks plan in detail for Safety and Quality items that need dialogue

•Send out updated logistical plans to subcontractors for review prior to Thursday meeting

•Review the KPIs for trends and problems

•Subs submit next weeks WWP OR Subcontractors mark-up Turner's next weeks plan

•Review compiled WWP prior to meeting to be ready with any issues, conflicts, or comments about the next weeks work plan

•Prepare any coordination items needed for discussion in the meeting

AFTER THE
MEETING

•Make necessary adjustments to the WWP from information gleaned from meeting and the trades' dialogue.

•Distribute next week's WWP, if not using the WWP app

•Use the information from this meeting and next weeks WWP for coordinating work, safety, and logistical items in the pre-shift huddles in the mornings.

•Follow up on any meeting action items.

LEADER
BEHAVIORS

•Meeting leader is respectful and holds people accountable.

•Leader actively develops capabilities of project members.

•Leader stops a meeting when participants are not engaged.

•Leads by example (on time, aware of meeting standard, and purpose of meeting)

•Leader coaches structured problem-solving for the gaps identified in process, capabilities, and results

BASIC
THINKING

•This is a safe place to share problems and mistakes

•We have agreed and committed to each other all the work that is planned to be done next week.

•WWP tasks are only reliable when they're clear and measurable. "No definition, no measurement — no commitment."

•Good work should be acknowledged

•We need to keep improving, all are empowered

•Everyone is prepared to say 1) YES , 2) YES if, 3) NO and why

•We are one team

Field Commitment Meeting 2026.03.27 V8.4 - Canada

Turner

Production Control System

•MAKE READY•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•Weekly

DURATION

•30 Minutes

MEETING LEADER

•Engineer or designee

ATTENDEES

•Sub PM(s)

•Engineer(s)

•Turner Super(s)

•Safety

•Crew Leads

PURPOSE

•Detect constraints and problems early to ensure work happens as planned

•Prepare crew leads and supers for upcoming work

PROCESS

BASIC AGENDA	LOGISTICS
LOOKAHEAD PLAN •Open make ready Pre-Work (see Before the Meeting) •Moderator opens for discussion each red and non-response items •High risk activities identified for future planning •Discussions captured by scribe on MRP document •Constraints captured •Sidebars captured for action after meeting	•Suggest Non-Moderator takes notes.

CAPABILITIES

MEETING LEADER

SUPERINTENDENT

SUBCONTRACTOR PM

KNOWLEDGE &
TECHNICAL
SKILLS

•Structured problem-solving acumen

•Organized & prepared for meeting/agenda

•Ability to review schedule and coordinate with trades

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Meeting facilitation, including when to let problemsolving continue and when to assign it for post meeting resolution

•Establish pull to create the urgency to identify and prioritize constraint resolution

•Ability to help trades surface constraints

•Knowledge of sequence of work

•Have the ability to plan work, not just schedule

•Have the ability to optimize the work for continuous flow

•Knows plans, specs, and their subcontract

•Knowledge of material supply chain and transportation details

•Knowledge of approvals for permits needed

•Communicate effectively detailed aspects of their future work

BEHAVIORAL
SKILLS

•Speak in front of groups with confidence

•Clear and concise communicator

•Ask probing and open-ended questions

•Holds themself and others accountable

•Building relationships & trust with trades

•Speaking in front of groups with confidence

•Holds themself and others accountable

•Can work with the other crew leads

•Accepts and gives feedback

MANAGEMENT
SYSTEM

•Manager observes once a month for maintenance of system.

BEFORE THE
MEETING

CREW LEADS	TURNER
•Mark-up updated lookahead (Production Plan) on the tasks that fall in the window in green = yes or red = no, along with reason and why not •Send marked-up doc to Turner for review prior to meeting	•Scheduler updates the 6WLA with project staff prior to trade input/mark up •Team sends updated schedule (Production Plan) to Crew Leads so they can mark-up the document for review •Review mark-ups prior to meeting to be prepared with comments and questions •Review the KPIs for trends and problems

AFTER THE
MEETING

•Follow up with Turner staff in the next couple of days to review items that became constraints for tracking and resolution

•Publish response to mark-ups back to trades to keep them informed of action

•Add new constraints to constraint log

•Replan work when or if constraints can't be resolved

LEADER
BEHAVIORS

•Leaders follow through!

•Leader fosters the right environment.

•Leader gains commitment and holds participants accountable

•I better be prepared

BASIC
THINKING

•The earlier a problem is identified, the easier it is to solve & less impact it could be on the project & its people

•One team

•The problems of the trades are heard, understood, and action will be taken to resolve

Make Ready Meeting 2026.03.27 V6.3

Turner

Production Control System

•MAKE READY•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•Weekly

DURATION

•30 Minutes

MEETING LEADER

•Coordinator or designee

ATTENDEES

•Sub PM(s)

•Coordinator(s)

•Turner Super(s)

•Safety

•Crew Leads

PURPOSE

•Detect constraints and problems early to ensure work happens as planned

•Prepare crew leads and supers for upcoming work

PROCESS

BASIC AGENDA	LOGISTICS
LOOKAHEAD PLAN •Open make ready Pre-Work (see Before the Meeting) •Moderator opens for discussion each red and non-response items •High risk activities identified for future planning •Discussions captured by scribe on MRP document •Constraints captured •Sidebars captured for action after meeting	•Suggest Non-Moderator takes notes.

CAPABILITIES

MEETING LEADER

SUPERINTENDENT

SUBCONTRACTOR PM

KNOWLEDGE &
TECHNICAL
SKILLS

•Structured problem-solving acumen

•Organized & prepared for meeting/agenda

•Ability to review schedule and coordinate with trades

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Meeting facilitation, including when to let problemsolving continue and when to assign it for post meeting resolution

•Establish pull to create the urgency to identify and prioritize constraint resolution

•Ability to help trades surface constraints

•Knowledge of sequence of work

•Have the ability to plan work, not just schedule

•Have the ability to optimize the work for continuous flow

•Knows plans, specs, and their subcontract

•Knowledge of material supply chain and transportation details

•Knowledge of approvals for permits needed

•Communicate effectively detailed aspects of their future work

BEHAVIORAL
SKILLS

•Speak in front of groups with confidence

•Clear and concise communicator

•Ask probing and open-ended questions

•Holds themself and others accountable

•Building relationships & trust with trades

•Speaking in front of groups with confidence

•Holds themself and others accountable

•Can work with the other crew leads

•Accepts and gives feedback

MANAGEMENT
SYSTEM

•Manager observes once a month for maintenance of system.

BEFORE THE
MEETING

CREW LEADS	TURNER
•Mark-up updated lookahead (Production Plan) on the tasks that fall in the window in green = yes or red = no, along with reason and why not •Send marked-up doc to Turner for review prior to meeting	•Scheduler updates the 6WLA with project staff prior to trade input/mark up •Team sends updated schedule (Production Plan) to Crew Leads so they can mark-up the document for review •Review mark-ups prior to meeting to be prepared with comments and questions •Review the KPIs for trends and problems

AFTER THE
MEETING

•Follow up with Turner staff in the next couple of days to review items that became constraints for tracking and resolution

•Publish response to mark-ups back to trades to keep them informed of action

•Add new constraints to constraint log

•Replan work when or if constraints can't be resolved

LEADER
BEHAVIORS

•Leaders follow through!

•Leader fosters the right environment.

•Leader gains commitment and holds participants accountable

•I better be prepared

BASIC
THINKING

•The earlier a problem is identified, the easier it is to solve & less impact it could be on the project & its people

•One team

•The problems of the trades are heard, understood, and action will be taken to resolve

Make Ready 2026.03.27 V6.3 - Canada

Turner

Production Control System

•OAC•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•Weekly

DURATION

•Suggest 45 Minutes, project determines

MEETING LEADER

•Project determines

ATTENDEES

•Owner

•Owner's Rep

•Design Team

•PX / PM

•Engineer(s)

•Turner Super(s)

•Safety

PURPOSE

•To keep the project on schedule

•Forum to maintain a 2-way dialogue between stakeholders

PROCESS

BASIC AGENDA	LOGISTICS
PROJECT •Safety •Schedule •Prioritized constraint discussion •Other items owner and architect want to discuss	•Suggest Non-Moderator takes notes.

CAPABILITIES

TURNER

DESIGN TEAM

CLIENT

KNOWLEDGE &
TECHNICAL
SKILLS

•Be knowledgeable on ongoing construction activities and urgent constraints

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Capable of proposing solutions for problems and constraints

•Knows design and construction administration status

•Capable of making commitments to design deliverables

•Knows design and construction

•Balance between end-users, design, and construction of the project

•Prioritize and focuses the team on what is most important

BEHAVIORAL
SKILLS

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•Make decisions and resolve constraints

MANAGEMENT
SYSTEM

•Meeting should document commitments of who and by when problems and constraints will be resolved.

•OM/GM should observe quarterly for system compliance

BEFORE THE
MEETING

TURNER

•Document and update prioritized items from all logs

•Ensure schedule is accurate and up to date, know if we are ahead or behind

•Alignment with design team

AFTER THE
MEETING

•Publish minutes to keep participants informed of committed actions

•Update logs and escalate problems as needed

LEADER
BEHAVIORS

•Leads by example (on time, aware of work meeting standard, and purpose of meeting)

•Leader stops a meeting when participants are not engaged.

•Culture of accountability that flows in all directions

•The leader is responsible to develop capabilities of other project members

•Soliciting input and listening to learn

BASIC
THINKING

•This is where you escalate constraints that can't be resolved at a lower level.

•We all own the problem, one team!

•Participants are ready to commit to deliverables

OAC Meeting 2025.09.29 V7.1

Turner

Production Control System

•OAC•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•Weekly

DURATION

•Suggest 45 Minutes, project determines

MEETING LEADER

•Project determines

ATTENDEES

•Owner

•Owner's Rep

•Design Team

•PX / PM

•Coordinator(s)

•Turner Super(s)

•Safety

PURPOSE

•To keep the project on schedule

•Forum to maintain a 2-way dialogue between stakeholders

PROCESS

BASIC AGENDA	LOGISTICS
PROJECT •Safety •Schedule •Prioritized constraint discussion •Other items owner and architect want to discuss	•Suggest Non-Moderator takes notes.

CAPABILITIES

TURNER

DESIGN TEAM

CLIENT

KNOWLEDGE &
TECHNICAL
SKILLS

•Be knowledgeable on ongoing construction activities and urgent constraints

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Capable of proposing solutions for problems and constraints

•Knows design and construction administration status

•Capable of making commitments to design deliverables

•Knows design and construction

•Balance between end-users, design, and construction of the project

•Prioritize and focuses the team on what is most important

BEHAVIORAL
SKILLS

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•Make decisions and resolve constraints

MANAGEMENT
SYSTEM

•Meeting should document commitments of who and by when problems and constraints will be resolved.

•OM/GM should observe quarterly for system compliance

BEFORE THE
MEETING

TURNER

•Document and update prioritized items from all logs

•Ensure schedule is accurate and up to date, know if we are ahead or behind

•Alignment with design team

AFTER THE
MEETING

•Publish minutes to keep participants informed of committed actions

•Update logs and escalate problems as needed

LEADER
BEHAVIORS

•Leads by example (on time, aware of work meeting standard, and purpose of meeting)

•Leader stops a meeting when participants are not engaged.

•Culture of accountability that flows in all directions

•The leader is responsible to develop capabilities of other project members

•Soliciting input and listening to learn

BASIC
THINKING

•This is where you escalate constraints that can't be resolved at a lower level.

•We all own the problem, one team!

•Participants are ready to commit to deliverables

OAC Meeting 2025.09.29 V7.1 - Canada

Turner

Production Control System

•OM HUDDLE•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•Daily

DURATION

•15 Minutes

MEETING LEADER

•OM

ATTENDEES

•CXs

•PXs

•EH&S Director (As required)

PURPOSE

•Enable the OM to identify PX level problems for support to ensure safety, quality, and project schedule.

•To provide coaching, guidance, and resource support for project problems.

PROCESS

BASIC AGENDA	LOGISTICS
•Discuss any kpi that triggers action. •Verify ownership and if OM level support is needed and follow-up plan	•Access KPIs via the Project Operations Dashboard if possible

CAPABILITIES

OM

CX / PX

EH&S

KNOWLEDGE &
TECHNICAL
SKILLS

•Knowledge of PCS Standards

•High level knowledge of projects

•Structured Problem-solving capabilities

•Structured Problem-solving coaching acumen

•Solid builder

•Knowledge of PCS Standards

•Be able to prepare good quality factual information

•Knowledge of staff's capabilities

•Problem-solving capabilities

•Knowledge of PCS Standards

•Intergrate building means and methods with safety requirements

•Knowledge of staff's capabilities

•Problem-solving capabilities

BEHAVIORAL
SKILLS

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•Ability to listen to identify the proper level of support

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•The ability to ask for help

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•The ability to ask for help

MANAGEMENT
SYSTEM

•There is a system in place to measure quality of the input in the data

•There is a weekly check on the system to grade against the standard

•GM to observe monthly - BC Director of Operations

BEFORE THE
MEETING

PROJECT STAFF	CX / PX
•Update the source information •Generate KPIs as required	•Review daily/weekly KPIs •Identify KPIs that trigger action and create plan •Determine if escalation is required

AFTER THE
MEETING

•Take actions committed to with follow up

LEADER
BEHAVIORS

•Rarely cancels or misses huddles

•Holds themselves & participants to be on time and present

•Culture of commitment and accountability

BASIC
THINKING

•Problems should be shared, not withheld

•The earlier a problem is identified the easier it is to solve and less impact it could on the project and its people

•Problems and constraints should be resolved at the lowest level

•Ask for help and accept help when offered

•Safe environment, doesn't blame but holds all accountable

•Fact based discussions, no speculation

OM Huddle 2026.02.27 V8.4

Turner

Production Control System

•OM HUDDLE•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•Daily

DURATION

•15 Minutes

MEETING LEADER

•OM

ATTENDEES

•CXs

•PXs

•EH&S Director (As required)

PURPOSE

•Enable the OM to identify PX level problems for support to ensure safety, quality, and project schedule.

•To provide coaching, guidance, and resource support for project problems.

PROCESS

BASIC AGENDA	LOGISTICS
•Discuss any kpi that triggers action. •Verify ownership and if OM level support is needed and follow-up plan	•Access KPIs via the Project Operations Dashboard if possible

CAPABILITIES

OM

CX / PX

EH&S

KNOWLEDGE &
TECHNICAL
SKILLS

•Knowledge of PCS Standards

•High level knowledge of projects

•Structured Problem-solving capabilities

•Structured Problem-solving coaching acumen

•Solid builder

•Knowledge of PCS Standards

•Be able to prepare good quality factual information

•Knowledge of staff's capabilities

•Problem-solving capabilities

•Knowledge of PCS Standards

•Intergrate building means and methods with safety requirements

•Knowledge of staff's capabilities

•Problem-solving capabilities

BEHAVIORAL
SKILLS

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•Ability to listen to identify the proper level of support

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•The ability to ask for help

•Professional composure

•Emotional intelligence

•Culture of accountability that flows in all directions

•The ability to ask for help

MANAGEMENT
SYSTEM

•There is a system in place to measure quality of the input in the data

•There is a weekly check on the system to grade against the standard

•GM to observe monthly - BC Director of Operations

BEFORE THE
MEETING

PROJECT STAFF	CX / PX
•Update the source information •Generate KPIs as required	•Review daily/weekly KPIs •Identify KPIs that trigger action and create plan •Determine if escalation is required

AFTER THE
MEETING

•Take actions committed to with follow up

LEADER
BEHAVIORS

•Rarely cancels or misses huddles

•Holds themselves & participants to be on time and present

•Culture of commitment and accountability

BASIC
THINKING

•Problems should be shared, not withheld

•The earlier a problem is identified the easier it is to solve and less impact it could on the project and its people

•Problems and constraints should be resolved at the lowest level

•Ask for help and accept help when offered

•Safe environment, doesn't blame but holds all accountable

•Fact based discussions, no speculation

OM Huddle 2026.02.27 V8.4 - Canada

Turner

Production Control System

•PRE-SHIFT HUDDLE•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Reliable
Commitments

CADENCE

•Daily

DURATION

•15 Minutes

MEETING LEADER

•Crew Lead, Designee, or Sub Safety Manager

ATTENDEES

•All workers

•Sub Safety Manager

•Turner Staff Observer

PURPOSE

•To prepare the crew for the upcoming shift's work so it's done properly and safely

•Forum to learn how to improve anything from the previous day's tasks and drive for daily improvements

•Forum for announcements

PROCESS

BASIC AGENDA	LOGISTICS
WORK ACTIVITIES •List all work tasks and ask crew to identify associated risks and mitigation. •Encourage crew engagement and prioritize safety. •Remind crew that if work changes, PTP needs to be adjusted.	•Location needs to accommodate crew size and quiet enough for crew to hear

CAPABILITIES

STAFF OBSERVER

SUB SAFETY MANAGER

CREW LEAD

KNOWLEDGE &
TECHNICAL
SKILLS

•Knows the requirements of the pre-shift huddle

•Knowledge of the work so they can determine if it has been properly planned

•Knowledge of the work being performed

•Knowledge of the hazards associated with the work, tools, and equipment in use

•Meeting facilitation

•Acumen of the work being performed

•Knowledge of Plans and Specs, Shop Drawings, and Safety programs

•Meeting facilitation

BEHAVIORAL
SKILLS

•Can observe with curiosity and a desire to learn

•Respectful of those performing the work

•Ability to facilitate dialogue in the hazards of the work

•Can command attention in a respectful way

•Demonstrates active caring

•Ability to facilitate dialogue in the hazards of the work

MANAGEMENT
SYSTEM

•Verify 1st hour requirements and align

•Follow EH&S requirement for observations required by Turner Staff

•Turner Site leader CX, PX, or SPM monitors required participation of Turner staff attending pre-shift huddles and hold staff accountable.

•Have visual management in the Turner site trailer showing who is covering which PTP and when.

•Ensure crew leads have PTP and Pre-Shift Huddle training.

BEFORE THE
MEETING

STAFF OBSERVER	CREW LEADS
•Check project assignments for observations and familiarize yourself with assigned subcontractor work plan for the week and today's activities. •Be aware of huddle space prior to meeting so you are not late.	•Have a thorough review of the Job Hazard Analysis (JHA) •Be sure to have standard PTP board and dry erase markers ready •Make sure JHAs and Permits are available for the day's huddle •Populate the PTP board with daily communications, tasks, permits, and tools used.

AFTER THE
MEETING

•Encourage feedback on our PTP process by telling our workers to contact site leadership or their company leadership with suggestions for improvement

•Be sure there are clear and legible dry erase signatures next to each workers name

•Comply with EHS requirements for PTP submission

LEADER
BEHAVIORS

•Create a condition for identifying and solving problems to maintain a safe work environment for his/her people today.

•Expect that the work will be done properly and safely. (Ask questions to gauge the crews understanding)

•Will stop unplanned work.

BASIC
THINKING

•It is the crew leads responsibility to safeguard their team.

•An active caring environment is the standard.

•Everyone is encouraged to question and raise concerns about the work.

•We are always trying to maintain a safe environment.

Pre-Shift Huddle 2026.03.27 V7.3

Turner

Production Control System

•PRE-SHIFT HUDDLE•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Reliable
Commitments

CADENCE

•Daily

DURATION

•15 Minutes

MEETING LEADER

•Crew Lead, Designee, or Sub Safety Manager

ATTENDEES

•All workers

•Sub Safety Manager

•Turner Staff Observer

PURPOSE

•To prepare the crew for the upcoming shift's work so it's done properly and safely

•Forum to learn how to improve anything from the previous day's tasks and drive for daily improvements

•Forum for announcements

PROCESS

BASIC AGENDA	LOGISTICS
WORK ACTIVITIES •List all work tasks and ask crew to identify associated risks and mitigation. •Encourage crew engagement and prioritize safety. •Remind crew that if work changes, PTP needs to be adjusted.	•Location needs to accommodate crew size and quiet enough for crew to hear

CAPABILITIES

STAFF OBSERVER

SUB SAFETY MANAGER

CREW LEAD

KNOWLEDGE &
TECHNICAL
SKILLS

•Knows the requirements of the pre-shift huddle

•Knowledge of the work so they can determine if it has been properly planned

•Knowledge of the work being performed

•Knowledge of the hazards associated with the work, tools, and equipment in use

•Meeting facilitation

•Acumen of the work being performed

•Knowledge of Plans and Specs, Shop Drawings, and Safety programs

•Meeting facilitation

BEHAVIORAL
SKILLS

•Can observe with curiosity and a desire to learn

•Respectful of those performing the work

•Ability to facilitate dialogue in the hazards of the work

•Can command attention in a respectful way

•Demonstrates active caring

•Ability to facilitate dialogue in the hazards of the work

MANAGEMENT
SYSTEM

•Verify 1st hour requirements and align

•Follow EH&S requirement for observations required by Turner Staff

•Turner Site leader CX, PX, or SPM monitors required participation of Turner staff attending pre-shift huddles and hold staff accountable.

•Have visual management in the Turner site trailer showing who is covering which PTP and when.

•Ensure crew leads have PTP and Pre-Shift Huddle training.

BEFORE THE
MEETING

STAFF OBSERVER	CREW LEADS
•Check project assignments for observations and familiarize yourself with assigned subcontractor work plan for the week and today's activities. •Be aware of huddle space prior to meeting so you are not late.	•Have a thorough review of the Job Hazard Analysis (JHA) •Be sure to have standard PTP board and dry erase markers ready •Make sure JHAs and Permits are available for the day's huddle •Populate the PTP board with daily communications, tasks, permits, and tools used.

AFTER THE
MEETING

•Encourage feedback on our PTP process by telling our workers to contact site leadership or their company leadership with suggestions for improvement

•Be sure there are clear and legible dry erase signatures next to each workers name

•Comply with EHS requirements for PTP submission

LEADER
BEHAVIORS

•Create a condition for identifying and solving problems to maintain a safe work environment for his/her people today.

•Expect that the work will be done properly and safely. (Ask questions to gauge the crews understanding)

•Will stop unplanned work.

BASIC
THINKING

•It is the crew leads responsibility to safeguard their team.

•An active caring environment is the standard.

•Everyone is encouraged to question and raise concerns about the work.

•We are always trying to maintain a safe environment.

Pre-Shift Huddle 2026.03.27 V7.3 - Canada

Turner

Production Control System

•TRADE ENGINEERING MEETING•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•As required

DURATION

•30-45 Minutes

MEETING LEADER

•Trade Engineer

ATTENDEES

•Sub PM(s)

•Turner Super(s)

•Turner Engineer(s)

•Design team as required

PURPOSE

•Identify & resolve problems & constraints to make work ready so it can be installed on time

•Alignment between multiple trades affected by the building system

•Obtain approvals

PROCESS

BASIC AGENDA	LOGISTICS
This agenda will change as the project progresses •New Safety Items - not talked about previously •CIL •Look Ahead Schedule - field / engineering •Fabrication Status •Procurement •Constraints •RFI's •Changes •Problem-Solving	•Suggest Non-Moderator takes notes.

CAPABILITIES

TRADE ENGINEER

SUPERINTENDENT

SUBCONTRACTOR

KNOWLEDGE &
TECHNICAL
SKILLS

•Structured problem-solving acumen

•Organized & prepared for meeting/agenda

•Ability to review shops & coordinate with effected trades

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Meeting facilitation, including when to let problem-solving continue & when to assign it for post meeting resolution

•Understands how next week's work will impact the overall schedule

•Knowledge of sequence of work

•The ability to plan work, not just schedule

•The ability to optimize the work for continuous flow

•Can assist in prioritizing the engineer's work to keep the field work on schedule

•Knows the plans, specs, and their subcontract

•Be a master of the means and methods of their trade

•Can plan all aspects of their work

•Can communicate effectively detailed aspects of their weekly work plan

BEHAVIORAL
SKILLS

•Speak in front of groups with confidence

•Clear and concise communicator

•Ask probing and open-ended questions

•Holds themself and others accountable

•Building relationships & trust with trades

•Speak in front of groups with confidence

•Holds themself and others accountable

•Can work with the other crew leads

•Accepts and gives feedback

•Holds themself and others accountable

MANAGEMENT
SYSTEM

•Manager of the meeting leader to observe meeting monthly to ensure team is on standard

•Manager of the meeting leader reviews the quality of the system's engineer's work to improve capabilities and detect problems. This is done weekly.

•Structured Problem-Solving activities are being captured and recorded. (assignments and coaching)

BEFORE THE
MEETING

SUBCONTRACTOR PM/CREW LEAD	ENGINEERS
•Take measurements, photos, and inspect work in the field to support discussion	•Identify targeted outcomes and update meeting minutes •Be sure constraint, RFI, submittal, and change order logs are up to date with latest most accurate information •Review the KPIs for trends and problems

AFTER THE
MEETING

•Support resolving open constraints as needed. For example provide measurements, solutions etc.

•Update constraint log and escalate problems as needed

•Publish minutes to keep participants informed of committed actions

•Align appropriate staff to work the constraint

•Update action for parking lot items needing further resolve

LEADER
BEHAVIORS

•Meeting leader is respectful and holds people accountable.

•Leader stops a meeting when participants are not engaged.

•Leads by example (on time, aware of work meeting standard, and purpose of meeting)

•Leader coaches problem-solving for the gaps identified in process, capabilities, and results.

•Leader facilitates the basic thinking of the meeting

BASIC
THINKING

•There is a culture of commitment & accountability.

•There should be a sense of urgency to resolve engineering constraints and problems.

•This is a working meeting where the right people are in the room to make decisions. (One Team)

•We strive for confirming RFIs as a standard.

•This is a safe place for problems and mistakes to be brought forward

Trade Engineering Meeting 2026.03.27 V6.3

Turner

Production Control System

•TRADE COORDINATOR MEETING•

Current Meeting Name

Actual Start

Actual Finish

Duration

—

Schd. Day

Scheduled Time

# of Participants (do not include observers)

Manhours

—

Make-Ready
Constraint Removal

CADENCE

•As required

DURATION

•30-45 Minutes

MEETING LEADER

•Trade Project Coordinator

ATTENDEES

•Sub PM(s)

•Turner Super(s)

•Turner Coordinator(s)

•Design team as required

PURPOSE

•Identify & resolve problems & constraints to make work ready so it can be installed on time

•Alignment between multiple trades affected by the building system

•Obtain approvals

PROCESS

BASIC AGENDA	LOGISTICS
This agenda will change as the project progresses •New Safety Items - not talked about previously •CIL •Look Ahead Schedule - field / engineering •Fabrication Status •Procurement •Constraints •RFI's •Changes •Problem-Solving	•Suggest Non-Moderator takes notes.

CAPABILITIES

TRADE PROJECT COORDINATOR

SUPERINTENDENT

SUBCONTRACTOR

KNOWLEDGE &
TECHNICAL
SKILLS

•Structured problem-solving acumen

•Organized & prepared for meeting/agenda

•Ability to review shops & coordinate with effected trades

•Knowledge of plans, specs, trade's subcontract, and adjacent trades work

•Meeting facilitation, including when to let problem-solving continue & when to assign it for post meeting resolution

•Understands how next week's work will impact the overall schedule

•Knowledge of sequence of work

•The ability to plan work, not just schedule

•The ability to optimize the work for continuous flow

•Can assist in prioritizing the engineer's work to keep the field work on schedule

•Knows the plans, specs, and their subcontract

•Be a master of the means and methods of their trade

•Can plan all aspects of their work

•Can communicate effectively detailed aspects of their weekly work plan

BEHAVIORAL
SKILLS

•Speak in front of groups with confidence

•Clear and concise communicator

•Ask probing and open-ended questions

•Holds themself and others accountable

•Building relationships & trust with trades

•Speak in front of groups with confidence

•Holds themself and others accountable

•Can work with the other crew leads

•Accepts and gives feedback

•Holds themself and others accountable

MANAGEMENT
SYSTEM

•Manager of the meeting leader to observe meeting monthly to ensure team is on standard

•Manager of the meeting leader reviews the quality of the system's engineer's work to improve capabilities and detect problems. This is done weekly.

•Structured Problem-Solving activities are being captured and recorded. (assignments and coaching)

BEFORE THE
MEETING

PROJECT MANAGER	PROJECT COORDINATORS
•Take measurements, photos, and inspect work in the field to support discussion	•Identify targeted outcomes and update meeting minutes •Be sure constraint, RFI, submittal, and change order logs are up to date with latest most accurate information •Review the KPIs for trends and problems

AFTER THE
MEETING

•Support resolving open constraints as needed. For example provide measurements, solutions etc.

•Update constraint log and escalate problems as needed

•Publish minutes to keep participants informed of committed actions

•Align appropriate staff to work the constraint

•Update action for parking lot items needing further resolve

LEADER
BEHAVIORS

•Meeting leader is respectful and holds people accountable.

•Leader stops a meeting when participants are not engaged.

•Leads by example (on time, aware of work meeting standard, and purpose of meeting)

•Leader coaches problem-solving for the gaps identified in process, capabilities, and results.

•Leader facilitates the basic thinking of the meeting

BASIC
THINKING

•There is a culture of commitment & accountability.

•There should be a sense of urgency to resolve engineering constraints and problems.

•This is a working meeting where the right people are in the room to make decisions. (One Team)

•We strive for confirming RFIs as a standard.

•This is a safe place for problems and mistakes to be brought forward

Trade Coordination Meeting 2026.03.27 V6.3 - Canada

✏️ Editing assessment originally submitted:

OM Huddle — KPI Tracking

TOPIC	FREQUENCY	INDICATOR	MEASUREMENT
•Safety	Daily	Safety Incidents	Jobsite events that result in injury or other safety-related disruptions.
•Safety	Daily	Near Misses	Incidents that had the potential to cause harm or damage but did not result in an actual event.
•Safety	Daily	Recordable Incidents	OSHA-recordable safety incidents requiring medical treatment beyond first aid.
•Quality	Daily	NCRs Requiring Rework	Number of non-conformance reports (NCRs) that result in rework.
•Production	Daily	Critical Path tasks missed	Frequency of consecutive failures to complete committed critical path work as scheduled.
•Production	Weekly	% of Critical Path Work Committed To	Percentage of critical path work on the production plan that is committed to on the weekly work plan.
•Production	Weekly	Percent Plan Complete (PPC) - Field	Percentage of field tasks completed as planned.
•Engineering	Weekly	Percent Plan Complete (PPC) - Engineering	Percentage of engineering tasks completed as planned.
•Constraints	Weekly	Constraint Closure Performance	Percentage of identified constraints that are successfully resolved on time.
•Constraints	Weekly	Constraint Identification Performance	Average of how far in advance constraints are being identified.

✗ Red = Not Measuring | ~ Yellow = Measuring | ✓ Green = Measuring & Leveraging the Data | • Clear = Not Assessed

Each row = 10%

✏️ Editing assessment originally submitted:

Turner PCS

Assessment Dashboard

Date Range

Standard

Business Unit

Office

Select Your Business Center

Section Notes