Textbook for Specified
Skills Evaluation Exam (ii)for Construction Industry

2023.07.04

Textbook for Specified Skills Evaluation Exam (ii) for Construction
Industry Table of Contents
Chapter 1 Duties of the Foreman
1.1 Role of the Foreman.................................................................................................... 1
1.1.1 Position of the foreman at the worksite ........................................................... 1
1.1.2 Role of the foreman ......................................................................................... 1
1.1.3 Report, Inform, Consult ................................................................................... 7
1.2 Competencies required of a foreman .......................................................................... 9
1.2.1 Safety management competence ...................................................................... 10
1.2.2 Management competence................................................................................. 11
1.2.3 Leadership competence.................................................................................... 12
1.2.4 Coaching competence ...................................................................................... 13
1.2.5 Communication competence ............................................................................ 14
1.2.6 Problem-solving competence ........................................................................... 16
1.2.7 Technical skill and technological capability .................................................... 17
1.2.8 Learning for career advancement..................................................................... 17

Chapter 2 The Role of the Foreman in On-Site Management
2.1 Conditions for good work ......................................................................................... 19
2.1.1 Components of work ...................................................................................... 19
2.1.2 Conditions for good work .............................................................................. 19
2.2 The role of the foreman in setup and work management .......................................... 22
2.2.1 Dispatch education ......................................................................................... 22
2.2.2 Confirmation of work procedures .................................................................. 23
2.2.3 Confirmation of work status .......................................................................... 24
2.2.4 Checking and managing materials, equipment, and tools .............................. 24

2.2.5 Appropriate allocation of workers.................................................................. 24
2.3 Basic knowledge required for on-site management .................................................. 25
2.3.1 Relationship between delivery, cost, and quality ........................................... 25
2.3.2 QCDSE .......................................................................................................... 25
2.3.3 General methods for ensuring quality, improving business and problem-solving ............ 26

2.4 Safety management ................................................................................................... 29
2.4.1 Enforcement of safety regulations ................................................................. 29
2.4.2 Raising safety awareness ............................................................................... 30
2.4.3 Conducting safety meetings ........................................................................... 30
2.4.4 Ensure safe use of machines and tools ........................................................... 31
2.4.5 Visualization of hazardous areas .................................................................... 31
2.4.6 Response to accidents and incidents .............................................................. 32
2.5 Process control .......................................................................................................... 34
2.5.1 Creating the process plan ............................................................................... 34
2.5.2 Sharing the process plan ................................................................................ 36
2.5.3 Updating the process plan .............................................................................. 36
2.5.4 Monitoring the process plan and risk management........................................ 37
2.6 Cost control ............................................................................................................... 37
2.6.1 Matters that impact costs................................................................................ 37
2.6.2 Preparation of a daily work report ................................................................. 38
2.7 Quality control .......................................................................................................... 39
2.7.1 Understanding design and specifications ....................................................... 39
2.7.2 Instructions for appropriate construction methods ......................................... 40
2.7.3 Confirmation of work quality ........................................................................ 40
2.7.4 Training of workers ........................................................................................ 41
2.7.5 Approach to quality problem solving ............................................................. 42
2.8 Environmental management ..................................................................................... 43
2.8.1 Natural environment ...................................................................................... 43

2.8.2 Surrounding environment .............................................................................. 44
2.8.3 Work environment.......................................................................................... 46
2.9 Occupational safety and health management ............................................................ 48
2.9.1 Purpose and effectiveness of occupational safety and health management ... 48
2.9.2 The “3 Management” concept........................................................................ 48
2.9.3 Work environment management .................................................................... 49
2.9.4 Work management ......................................................................................... 52
2.9.5 Health management ....................................................................................... 53

Chapter 3 The Role of the Foreman in Safety and Health Activities
3.1 What are safety and health activities? ...................................................................... 54
3.2 Industrial Safety and Health Act ............................................................................... 56
3.2.1 What is the Industrial Safety and Health Act? ............................................... 56
3.2.2 Key points regarding the amendments of the Industrial Safety and Health Act .. 57
3.3 Accidents in the construction industry and prevention measures ............................. 59
3.3.1 Accidents in the construction industry ........................................................... 59
3.3.2 Causes of work-related accidents ................................................................... 59
3.3.3 Intrinsic safety and blocking off .................................................................... 61
3.3.4 Thorough use of protective equipment........................................................... 62
3.4 Risk assessment ........................................................................................................ 62
3.4.1 What is risk assessment? ................................................................................ 62
3.4.2 Danger and hazard identification ................................................................... 64
3.4.3 Risk estimation............................................................................................... 64
3.4.4 Evaluation of risk estimation............................................................................ 66
3.4.5 Deliberation and implementation of risk reduction measures ........................ 66
3.5 Types of safety and health activities and the role of the foreman ............................. 68
3.5.1 5S activities .................................................................................................... 68
3.5.2 Hazard prediction (KY) activities .................................................................. 71

3.5.3 Close call prevention activities ...................................................................... 74
3.6 The role of the foreman in human error prevention .................................................. 76
3.7 Power harassment ..................................................................................................... 78
3.7.1 What is power harassment?............................................................................ 78
3.7.2 Why power harassment occurs....................................................................... 79
3.7.3 Key points to avoid power harassment .......................................................... 80

Chapter 4 How to View Drawings as a Foreman
4.1 The role of the design documents ............................................................................. 82
4.1.1 Types of design documents .................................................................................... 82
4.1.2 Construction plans and construction drawings .............................................. 85
4.2 How to study construction drawings as a foreman ................................................... 90
4.2.1 Construction quality and construction drawings ............................................ 90
4.2.2 Relationship between construction drawings and the work procedure manual .................... 90

Chapter 5 Understanding the Construction Industry as a Foreman
5.1 Social role of the construction industry .................................................................... 92
5.2 Problems and issues in the construction industry ..................................................... 94
5.3 Construction Business Act ........................................................................................ 96
5.3.1 Purpose of the Construction Business Act ..................................................... 97
5.3.2 Outline of the Construction Business Act ...................................................... 97

Chapter 1 Duties of the Foreman
1.1 Role of the Foreman
1.1.1 Position of the foreman at the worksite
A foreman, according to the Industrial Safety and Health Act, is a supervisor who guides andsupervises workers at a construction site. The foreman's role is to directly supervise the workers andcarry out the daily work. At medium- and large-scale sites, the foreman must work closely with theconstruction site manager and therefore must ensure the smooth communication of the various on-site
information. At small-scale sites, the foreman also acts as the site manager. In the case of small-scale
sites, such as houses (traditional Japanese timber framing), shrines, and temples, the foreman issometimes called “oyakata” or “toryo.”Site Manager(Site Supervisor)
ForemanForemanForemanWorkerWorkerWorkerFigure 1-1 Structure illustration of a medium- or large-scale sites

Figure 1-2 Structure illustration of a small-scale site

1.1.2 Role of the foreman
The role of the foreman is to issue appropriate instructions to the workers in order to carry out thework necessary to achieve the goal. The foreman is also required to prioritize worker safety above all
else, and to ensure that quality work is performed without causing delays to the scheduled process.

1This requires the ability to identify and assess the changes in various on-site situations, the ability to
decide what action to take when problems arise, and the leadership skills to issue appropriate
instructions. Specifically, the foreman is expected to conduct the following (1) through (11).
(1) Ensuring site safety
During construction work, the utmost priority is ensuring the safety of the workers. If there is apotential threat to the health of workers, improvements must be made to ensure a safe working
environment. When a working environment is improved, it is also important to maintain it. If
improving equipment or the environment, or liaison and coordination with other job categories isnecessary to ensure safety, the foreman is responsible for making suggestions for improvements to thesite supervisor or company superiors. Specifically, the following items must be conducted:□ Prepare and inspect safety work manuals□ Conduct safety meetings□ Check for hazardous areas□ Properly manage materials and machinery□ Check for sort/set in order/shine status of the site(2) Confirming the work plan and coordinating work procedures
The foreman checks the construction process for the entire construction site, makes a work plan,and prepares a work procedure manual based on this plan. Because site conditions are constantly
changing, it is necessary to communicate and coordinate with other contractors to adjust work
procedures as needed. Specifically, foreman must monitor the progress of the work and the
procurement of materials and equipment at all times, and reconsider work priorities according tourgency and importance. This allows for timely adjustments to work procedures, preventing
construction schedule delays and poor quality.
(3) Checking materials and machinery, instructing inspection and maintenanceFor the work to proceed smoothly, the foreman must make sure that the necessary materials and2machinery are available before the work begins. If anything needed for the work is missing, theforeman must immediately make necessary arrangements. Conducting preventive inspections andmaintenance before starting work is important, since breakdowns of machinery or equipment/tools
during work may affect productivity and safety. If there is a problem, the foreman must immediately
have the problem investigated and improved.
(4) Ensuring design quality and construction quality
There are two types of quality: design quality and construction quality.
Design quality is defined in the design documents and specifications during the design phase. It isalso called “intended quality,” referring to the fulfillment of requirements such as shape, dimensions,and performance.
Construction quality is achieved during the construction phase. Construction quality is also referred
to as “as-built quality.” The construction quality means to realize the intended quality in the as-built
quality. If it is not realized, the construction must be redone. This is called rework or redo. Having to
rework or redo adversely affects work performance and cost. The foreman keep in mind the as-built
quality in observing the site and checking the workmanship of the workers. It is important to pay
attention to the work in progress in order to reduce rework and redo. To do so, it is necessary to havean understanding of the design documents and specifications.
(5) Compliance
Compliance refers to acting in accordance with the law or with what a company has decided to do.
Compliance also includes following social rules and adhering to employment regulations. Examplesof noncompliance that are often discussed include lying on reports and hiding inconvenient matters.
Non-compliance is a very serious issue, not only because it can damage a company's image, but also
because it can lead to serious incidents later on in the construction process. As a foreman, it isimportant not only to be aware of the behavior of your workers, but also to be careful not to violate
compliance yourself.
3(6) Human resource management (proper allocation of workers)
The foreman is required to make appropriate assignment of workers according to the nature of thework. To do this, the foreman needs to know in advance the capabilities and skills of the workers. The
foreman must also focus on maintaining worker motivation and promoting communication. One of
the roles of a foreman is to give work assignments in a manner similar to OJT (on-the-job training)
and advice to inexperienced workers so as to give them the opportunities to improve their skills. OJT(on-the-job training) refers to education in which superiors and senior employees in the workplaceprovide guidance to subordinates and junior employees through actual work to help them acquire
knowledge and skills.
(7) Liaison and coordination with other job categories
Figure 1-3 is the “Example of a work assignment” from the Theoretical Textbook 1 for the Specified
Skills Evaluation Exam (i). At large-scale sites, several specialty contractors may be working on thesame site at the same time. In this case, the progress of other construction processes may affect yourtasks, and vice versa. The foreman needs to keep track of the progress of the entire construction project,so he or she must meet with the foremen and site supervisors of other specialty contractors, andcommunicate and coordinate the work process as necessary.

4(1) Client(2) Managing
Engineer(3) Designer(4) Company that organizes theentire construction project(5) Site Supervisor(6) Specialty Contractors
Example: Steel reinforcement
work (rebar work)(6) Specialty Contractors
Example: Formwork
carpentry(6) Specialty Contractors
Example: Scaffolding work

ForemanForemanForemanWorkerWorkerWorkerWorkerWorkerWorkerFigure 1-3 Example of a work assignment(8) Participation in the Foremen’s Association
In large-scale construction projects, many specialty contractors can enter the site at the same timewith thousands of workers working together all at once. When the scale of the project is large, morethan ten specialty contractors of the same type may be involved for certain work, which makes
communication among these companies all the more important.
The larger the scale of the construction project, the more difficult it is for the site supervisor shownin Figure 1-3 to handle the worksite alone, so a Foremen’s Association participated and voluntarily
operated by foremen of specialty contractors will be formed. The activities of the Foremen’s
Association will also facilitate liaison and coordination with other job categories, as explained in (7).
The Foremen’s Association chooses officers such as the president, the vice-president, the secretary,and the treasurer for the management of the Association. Led by the officers, a code of conduct (rules)
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for safety and health at the worksite is established, and various safety and health activities are carriedout to ensure that all workers can work safely and comfortably.
For example, safety patrols are not limited to your work areas; the Foremen’s Association
voluntarily patrols the entire worksite. This activity helps to discover hazardous factors that would
normally go unnoticed and improve the overall safety level of the worksite.
Because it is important that all members of a Foremen’s Association are heading toward the samegoal, a name may be given to the Association, such as “XX-kai,” and a flag of the association may becreated. The Association also plans and organizes recreational activities to promote active
communication among each other. Such an event is called a “shinbokukai” (social gathering). Sincemany specialty contractors come and go, social gatherings play an important part in helping specialty
contractors newly joining an ongoing construction project can quickly feel at home with the worksite.
Another important task is to educate people to understand the activities of the Foremen’s Association.
Participating in a Foremen’s Association, where foremen can have an impact on each other, will
help each foreman to improve his or her overall competence in the respective workplaces. The job of
foreman itself already requires leadership skills to organize workers, but to fulfill the assigned role ina Foremen’s Association where many foremen gather requires even higher leadership andcommunication skills.
(9) Reporting, communicating, and consulting with the site manager and the company
The foreman prepares reports summarizing the status of work, progress, and problems at theworksite and submits them to the site manager and the company.
(10) Implementation of improvements
The foreman is expected to come up with plans for improving on-site work when there are problems
with the work situation or progress at the site, and to implement them together with the workers. Whenconsidering improvements, note the following:□ When implementing the proposed improvements, make safety the top priority and minimize the risk6

of incidents.
□ Share problems and issues with the workers.
Don't just think for yourself; lend an ear to the ideas and knowledge of the workers. Taking
advantage of the technical prowess and experience of the workers can realize improvements that are
more effective.
□ Consider budget and time constraints.
Improvements that ignore budget and time constraints may be difficult to implement or cause
reduced productivity at the worksite.
□ Rotate the cycle of improvement and evaluation
After implementation, repeatedly evaluate and adjust to improve on-site productivity.
(11) Facilitation of communication
By communicating with the workers, discussing problems and complaints, and working together toresolve them, the foreman can facilitate the on-site work.

1.1.3 Report, Inform, Consult
Report, Inform, Consult are referred to as HORENSO using the first syllable of each of the Japanesewords. HORENSO and checking are very important to ensure that the work proceeds as planned.

HOkoku(Report)HOkoku(Report)RENraku(Inform)

SOdan(Consult)

Site Supervisor
Companysuperior

Instruct

RENraku(Inform)

SOdan(Consult)

ForemanInstruct

Worker

Check

Check

Figure 1-4 Relationship diagram of Report, Inform, Consult (HORENSO), Instruct and Check7

(1) Report
The foreman must pay attention to changes that occur in the daily work and report any problems to
the site manager and the company. When reporting, be sure to include suggestions for improvements,
etc. Being mindful of the following points will make it easier to find problems to report:□ Were there any problems with the safety and health of the workers?
□ Were there any problems in arranging the necessary personnel, materials, and equipment?
□ Were there any shortages or defects in materials or equipment?
□ Were there any shortcoming in the design documents or construction drawings, or were there any
portions that could not be constructed according to the drawings?
□ Were there any problem with the work progress status or any delays in the schedule?
□ Were there any incidents or troubles?
□ Were there any problems with quality control?
□ Were there any violations of laws, regulations, or rules?
□ Were there any environmental pollution, noise, vibration, or other problems at the worksite?
(2) Inform
The foreman is responsible for informing the workers what they have been instructed to do by thesite manager or the company. When informing, keep the following points in mind.
□ Determine the degree of urgency and importance and inform the workers at the appropriate
timing.
For matters that are both urgent and important, try to inform the workers as soon as possible.
□ When informing, do so in an easy-to-understand manner and make sure that the other party
understands.
Informing means nothing if the other party does not understand. Try to use plain language and be
as concise as possible, and choose the right location to inform the workers.
Because of the high noise level at the worksite, it is necessary to choose a location where the otherperson can hear you. In addition, information that must be conveyed to workers urgently and8promptly may require the use of a loudspeaker.
(3) Consult
The fact that you have something to consult about means that you are fulfilling the role of theforeman with an awareness. In the Report, discuss with the site manager and the company whatcannot be resolved by the foreman alone, how to implement improvement plans, etc. In particular,
consult with the site manager and the company for instructions regarding the implementation of the
improvement plan. From someone with a view of the entire work, what may seem to you like a good
improvement idea could be something that would reduce the work performance or have a negative
impact on the work of other job categories. The following perspectives will help you find mattersabout which you should consult.
□ Are there any obstacles to the smooth progress of the overall work?
□ Are there likely to be any delays in the schedule?
□ Are there any technical problems or challenges in proceeding with the work?
□ Are there any unclear points in the design documents or construction drawings?
□ Are all necessary materials, equipment, and tools available or arranged?
□ Are there any problems or concerns regarding quality control, safety management, or
environmental protection?
□ Are there any problems with staffing or workload on site?
□ Are there any problems or concerns about complying with laws and regulations?
(4) Instruct/Check
HORENSO alone is not sufficient. When giving instructions to the other party regarding changes
in the work schedule or work content, it is also important to check that the other party understood.
To avoid mistakes, make sure to check with the person you are communicating with to ensure thatthe information is correctly conveyed.

1.2 Competencies required of a foreman
The foreman is responsible for multiple tasks while organizing the workers and ensuring timely
progress, quality, and safety at the worksite. Accurate judgment and quick response are required to9deal with problems and troubles that occur on-site. Furthermore, it is important to keep track of onsite processes and budgets to keep workers motivated and enhance productivity. This requires
several competencies, as shown in Figure 1-5. Competence can be improved through experience andlearning. To this end, a foreman must be willing to continue learning.

Safety management competenceCommunication competenceManagement competence

Problem-solving competence

Leadership competenceTechnical skill andtechnological capability

Coaching competence

ForemanFigure 1-5 Competencies required of a foreman

1.2.1 Safety management competence
Safety management competence in construction sites refers to the ability to maintain a safe
environment and manage risks so that workers can work safely without occupational accidents andincidents. Specifically, a foreman is expected to have the following abilities.
□ Ability to recognize hazards and toxicity
The ability to recognize hazards and toxicity is the ability to recognize in advance potential
hazards in the place where workers conduct work or in the manner in which they conduct work, andto consider remedial safety measures. To improve the ability to recognize danger, you must always
be alert to what is going on around you. While it is important to make use of your previous
experience, try to accumulate experience and learn from the examples of others in order to further
develop the ability to make judgments based on experience in the ever-changing construction field. It
is also important to keep up with safety information and new technologies to augment yourexpertise.
□ Ability to conduct safety education
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The ability to provide appropriate safety education is the ability to ensure that workers understandthe risks and are able to implement safety measures. Safety meetings, safety seminars, and safety
training are all means of conducting safety education, and the foreman is expected to take theleadership position in hazard prediction (KY) activities conducted during daily morning meetings.
□ Ability to supervise the worksite
The ability to supervise the worksite is the ability to prevent unsafe work practices and provide
appropriate guidance to ensure that workers can perform their tasks safely. To this end, it isimportant to always pay attention to the work performed by workers and their surroundings, and to
take responsibility to ensure on-site safety.
□ Ability to respond to incidents
In the event of an incident, the first step is to ensure the safety of the workers. Also, preserve thesite where the accident or incident occurred for investigation of the cause of the accident or incident.
This is the ability to, after investigating the cause of an incident, take prompt and appropriate action
to devise and implement measures to prevent recurrence.

1.2.2 Management competenceManagement refers to the organization of people and resources to effectively and efficiently run aworksite. When considering management as a foreman, it is necessary to have a good balance of thefollowing skills. Specifics are explained in Chapter 2 and on.
□ Leadership skills□ Communication skills□ Problem-solving skills□ Team management skills□ Analytical skills of the situation and information□ Project planning and execution skills to achieve goals

To improve your management competence, it is important to set clear goals for the content andprojects you are to manage. When goals are set, tasks can be carried out more efficiently. In addition,11

to demonstrate management competence, the foreman must possess leadership competence,coaching competence, communication competence, problem-solving competence, and technologicalcapability and technical skill. Furthermore, for self-improvement, it is also important to maintain thewillingness to continuing learning, which is explained in 1.2.8.

1.2.3 Leadership competence
Leadership and management are both necessary competences for a foreman in organizing a team.
Leadership motivates workers and encourages initiative. As with management, it maximizes
workers' abilities to achieve goals and to reflect them in their work. Leadership influences thethinking and behavior of workers so as to bring everyone together. The statements and actions of theforeman as a leader play an important role. Be aware of the following and act accordingly.
□ Have a clear vision and goals, and communicate them in an easy-to-understand manner so thatthey can become common goals for all.
□ Voluntarily take action and set a good example as a foreman.
□ Maintain communication and build good relationships with workers.
□ Create an environment where members can cooperate with each other as a team.

To improve leadership competence, it is essential to improve communication competence as
explained in 1.2.5. Other things that can improve leadership skills include the following.
□ Find a role model.
Find someone you view as having good leadership skills and observe and learn from their actions,words, and work ethics.
□ Actively seek input from others.
Accurate self-assessment of whether or not you are improving your skills requires actively
seeking feedback from others. This is an effective method not only in leadership, but in allcompetence building.
□ Create trust and cooperation among workers.
Leadership competency refers to the ability to unite multiple workers toward a single goal. Goal
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setting is fundamental, but trying something new also provides a good opportunity to bring the team
together.

1.2.4 Coaching competence
Coaching is a method of helping individuals achieve their goals and solve problems by drawing
out their abilities through communication, based on the assumption that the individual already has
the answers.
Coaching also plays an important role in leadership and management. In a superior-subordinate
relationship, there may be a tendency of the superior to rely on the authority and experience of thesuperior position, but it is necessary to keep two-way communication in mind and to find an
approach that is in line with the other party's thoughts and feelings.
Since people have differing perceptions, the key is not insist on a certain way of doing things, but
to listen carefully to what the other person has to say and to explore the issues through asking
questions. For example, you must discard the mindset that your way is the right way based on
experience. It is also important to think about the positive contributions you can make to the otherparty. Based on this concept, take the following steps in the coaching process.
Step 1 Set the goals you want to achieve.
Step 2 Check the current situation.
Step 3 Create a plan to achieve your goals.
Step 4 Implement the plan and follow up regularly.
Step 5 Provide both positive feedback and feedback on matters requiring improvement.
Step 6 After the plan is completed, evaluate the entire process and apply improvements andlessons learned to the next step.
The above six steps summarize the key steps of how to proceed with coaching, but if you want toimprove your coaching competence, you may want to read some specialized books. Always
remember that the role of coaching is to encourage the personal growth of the other person. To thisend, it is important that you strive to grow and set an example for the workers. This is especially
important in relationships among people who work at the same site.
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1.2.5 Communication competenceCommunication competence refers to the ability to correctly convey your thoughts and tocorrectly receive and understand what others say. Communication competence is essential for
leadership, management, and coaching. High communication competence is essential for a foreman,because such people can make a significant contribution to solving problems, improving teamwork,and providing effective feedback at the site and in interpersonal relationships.
Mutual trust is the key to promoting high quality work in a team consisting of multiple workers.
Various forms of communication can foster a sense of mutual trust when different people meet for
the first time. Figure 1-6 illustrates the flow for this purpose.
Steps to increase trust(1) Greetings(3) Sympathy and resonance

Trust

Trust

(2) Mutual understanding(4) Feeling assured

ForemanWorker(5) Cognition and conviction(6) Motivation, mission, and values

Enthusiasm andinitiative

Figure 1-6 Steps to increase trust(1) Greetings
Greetings are absolutely fundamental to building trust. Greet each other clearly and loudly, notonly in the morning and on the way home, but also when you pass each other, saying“otsukaresamadesu (thank you for your hard work).” Be sure to greet not only your own team ofworkers, but also the workers of other contractors.
(2) Mutual understanding
Mutual understanding means understanding each other. Listen carefully to the workers and try tomaintain two-way communication so that you can exchange ideas with each other. Working together
to solve problems that arise on-site can facilitate mutual understanding.

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(3) Sympathy and resonanceSympathy refers to understanding, emotionally connecting with, and sharing the feelings andthoughts of each other. Resonance refers to the state of being able to empathize with one another. As
mutual understanding is promoted, you will be able to sympathize and resonate with what the otherperson has said, even with just a few words, and take action based on them.
(4) Feeling assured
Feeling assured means understanding and accepting what the other party has said. Even whenyour action intended to solve problems do not yield the best results, maintaining goodcommunication will help the other party feel assured of the outcome. If the other party does not feelassured, trust may diminish with each repeated failure.
(5) Cognition and conviction
Cognition refers to the workings of the mind in which a person receives information, acts on it,
and makes sense of it. Conviction refers to the strong belief that something is completely right for
oneself. As the results continue to be through communication, the workers begin to recognize theforeman as a trustworthy person, which enables them to work with confidence.
(6) Motivation, mission, and values
The above process will not only motivate workers to improve the quality of their work and help
them to work on their own mission, but also to share common values as a team.
(7) Enthusiasm and initiative
When workers realize that what they say can make a difference to the entire team, it gives thementhusiasm towards work, and they begin to take initiatives.
Methods for improving communication competence include the following.
□ Listen carefully to what they have to say and speak actively.
One-way communication is a “transmission” of information to the other party and does not build
trust. Try to listen carefully to what they are saying, understand what they are saying, and then speak
actively.
□ See things through the other person's eyes.
It is important to speak not only from the position of the foreman, but also to be aware of how the15

other person views the conversation. Maintaining an attitude of sympathy and understanding for theother person's words.
□ Use body language with awareness.
Body language refers to communication through means other than spoken language, such as
gestures, hand gestures, facial expressions, and posture. Facial expressions and posture are especially
important and can reveal whether the person is listening to you properly.
□ Be careful how you choose your words.
Choose your words in a way that is respectful of the other person's opinions and ideas, and beparticularly careful in not using words that may cause discomfort to the other person. Be especiallyaware of the fact that because of the relationship between the foreman and the worker, impromptu
words that come out could be perceived as power harassment.
□ Seek feedback from the other party.
Seeking feedback from others is important in order to accurately assess your communicationcompetence. Making improvements based on such feedback can improve your communicationcompetence.

1.2.6 Problem-solving competence
On construction sites, a variety of factors can cause discrepancies between goals and results. The
ability to identify the cause of such problems and find a solution is problem-solving competence.
The following are key points for demonstrating problem-solving competence.
□ Let go of preconceptions or prejudices based on experience in order to accurately understand the
problem in question.
□ Collect and analyze information on the cause of the problem.
□ Devise several creative solutions to solve the problem.
□ Decide on a solution and make an action plan.
□ Execute the action plan.
□ Evaluate the results.

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1.2.7 Technical skill and technological capability
The terms “technical skill” and “technological capability” are similar, but technical skill refers to
proficiency in a certain task, while technological capability refers to the ability to have knowledge ina certain specialized field and to apply that knowledge. As a foreman, you are required to have acertain level of technical skills and technological prowess to demonstrate for your workers andcommunicate solutions to work problems. Having this competence can, in addition to guiding
workers, contribute in the following manner.
□ Able to identify in advance and deal with potential hazards and defects in construction.
□ Able to conduct accurate and efficient construction and improve the quality of structures.
□ Able to conduct efficient construction without extra cost.
□ Able to accurately plan construction work and stay on schedule during construction.

A person who has a high technological capability or mastered a technical skill, called “takumi(master),” is able to instantly recognize the key points of a task, can utilize tricks learned throughexperiences, and work in a precise and concise manner. Such person also has the mentality tocontinue working in an efficient manner. Although you may have already acquired certain
knowledge and skills from your previous experiences, it is important to continue learning from theexample of masters and senior staff in order to further improve.

1.2.8 Learning for career advancement
To be promoted to a foreman and continue to advance the career, it is essential to not only acquire
the aforementioned competencies, but also continue learning. Specific examples are as follows.
□ Stay interested and curious, and continue to learn
Maintaining an interest in the work you are involved in and in the work of other job categories andincorporating the latest trends and new skills in the construction industry will promote personal
growth and career advancement.
□ Have a sense of purpose
Clarifying the purpose of learning and working toward specific goals will enhance the17effectiveness of learning. For example, it is important to study for certifications/qualifications.
Furthermore, it is important to make use of such certifications/qualifications.
Certifications/qualifications may provide self-contentment, but only becomes meaningful when you
actually put them to use. When the purpose of utilizing the certifications/qualifications is “to provide
higher quality products to our customers,” this would surely lead to career advancements. Pleaserefer to Chapter 3 of the Textbook for the Specified Skills Evaluation Exam (i) for the Construction
Industry for information on the types of qualifications.
□ Conduct self-assessments
By objectively assessing your own skills and knowledge and identifying areas of deficiency, you
can make your learning more effective.
□ Put acquired knowledge and skills to practical use
Apply the knowledge and skills you have learned to your actual work. Feedback of these results tosuperiors and workers can promote personal growth and career advancement.

18

Chapter 2 The Role of the Foreman in On-Site Management
2.1 Conditions for good work
2.1.1 Components of work
No one knows the worksite situation better than the foreman, who is in a position to supervise theworkers on-site. The foreman is in an important position to detect at an early stage situations in thework flow that affect quality, performance/efficiency, cost, and safety and health.
Figure 2-1 is an organized illustration of the elements that comprise work at a construction site.
Workers use equipment, materials, etc. to carry out construction work in accordance withpredetermined work methods and procedures. In this process, a variety of information is exchanged,
including information about other job categories. The goal of management is to combine these four
elements to achieve the best possible result, and this is the role of the foreman.

Work method
Work procedure

WorkerManagement

ForemanOn-siteinformation

Equipment,materials, etc.

Figure 2-1 Components of construction work

2.1.2 Conditions for good work
If any one of the four elements in Figure 2-1 goes wrong, a variety of problems can occur. For
example, if information is not accurately conveyed or there are missing materials, a problem called“waiting time” occurs, in which workers are kept waiting. It can also lead to other problems such as
19

“redo,” which is redoing the work, as well as “mistakes” and “rework.” All of these affect quality
and cost. In the worst case scenario, an accident or incident may occur, ultimately resulting in
unsatisfied clients. The foreman is a skilled worker with years of experience and knowledge of thepeople, objects, and workability of the workplace. It is necessary to always be aware of whether thefour elements of work are functioning in a balanced manner, and to manage the worksite so thatwork flows without overburdening, inefficiency, inconsistency, waiting time, redo, mistake, rework,etc.
(1) Muri/muda/mura
Muri (overburdening) refers to a state of being burdened beyond one's ability. For example, it
refers to the state of having to do something that is not in accordance with one's capabilities or
performing work with a construction timeline that is extremely tight in relation to the work to be
performed.
Muda (inefficiency) refers to doing things that are useless or ineffective.
Mura (inconsistency) refers to the simultaneous presence of both muri and muda, resulting inunstable work and inconsistent quality.
One of the causes of muri/muda/mura is an imbalance between the workload and the capacity. If
the workload is greater than the capacity, the work cannot proceed as expected, and if there is toomuch capacity relative to the workload, the workers end up with waiting time.
Muri, where work cannot proceed as plannedWorkload

There is muda, or waiting time,Workload

Capacity

Capacity

Figure 2-2 Balance between workload and capacity
As a foreman, it is important to allocate workers according to their abilities and to make the best
personnel plan according to the nature of the work in order to eliminate muri, muda, and mura.
(2) Waiting time
The term “waiting time” refers to a situation in which a worker has stopped working because he or20

she is unable to begin the next step of the work. Possible causes include the following.

- Lack of materials and equipment
Take measures such as contacting suppliers and confirming delivery dates at an early stage inorder to ensure early procurement.
- Mistakes in process control
If the process is such that several different tasks are performed in the same location, theperformance of the work may be compromised and waiting time may occur. Consideration should begiven when planning the process, and meetings should be held between the foremen of different job
categories.
- Delays in the previous process
A delay in the previous process causes waiting time. As a foreman, you must be aware of adheringto the process schedule so that it does not affect subsequent processes.
- Waiting to use shared machines
When machines such as cranes are shared by different job categories, it may result in waitingtime. The foremen are to discuss the process of using the machines with each other and makeadjustments to prevent waiting times from occurring.
- Differences in work capacity
Waiting time is minimized by creating a process plan that is in accordance with the work
capabilities of each job category, and holding meetings among foremen to make adjustments.
(3) Redo/rework
Redo refers to the process of going back to a task and starting over from that point because it was
originally skipped. Rework refers to modifying a part of the work or rebuilding everything fromscratch due to defective work or other reasons. Possible causes include the following.
- Inadequate or incorrect work procedure manual
When the work procedure manual is difficult to understand or contain errors, it results in a redo.
The foreman is to check the work procedure manual and take necessary measures such as holding ameeting to review the contents together with the workers.
21

- Failure to follow work procedures
As a foreman, you will train workers to follow work procedures.
- Work procedures differ from the actual procedures
The foreman keeps track of any changes and shares this information with the workers at morning
meetings, etc.
(4) Mistake
A mistake is a mistake in procedure or arrangement. For the procedure, the causes can be the sameas those for redo and rework. Regarding arrangements, mistakes can be wrong rental period ofmachines and errors in ordering the type and number of materials. To eliminate mistakes, early
checking is important, as explained as risk management for process control.

2.2 The role of the foreman in setup and work management
In Japan, there is a saying, “80 % setup, 20% work.” It means that if your work preparation(setup) is perfect, it is as if 80% of the work is already done. There are a few things that you as aforeman should take care of in advance to ensure that quality work can proceed on schedule once theon-site work begins.

2.2.1 Dispatch education
Dispatch education is education provided in advance by contractors to their foremen and workers
entering a worksite for the first time (called “newcomers”). The foreman will check the worker’s
work experience, qualifications, and health condition in advance, consider the proper assignment(where the person is best suited to work), and train the workers according to their respective job
sites.
The dispatch education includes the following.
□ Explanation of the safety and health plan for the workplace
Explanation of the correct working outfit, appropriate protective equipment, etc.
□ Site layout

22

Scope of construction, break areas, restrooms, on-site offices, commuting routes, smoking areas,etc.
□ Explanation of site conditions
Locations where other contractors and workers are also present, locations of heavy equipment,etc.
□ Brief description of the work
□ Explanation of hazardous areas□ Explanation of evacuation procedures□ Explanation of site rules
If there are unique rules regarding how to adhere to work procedures, cleaning, organizing, sortingof industrial waste, cleaning up after smoking, etc. (e.g., no use of stepladders), this should also be
explained. For foreign workers, it is effective to prepare materials for newcomers in their native
language to make it easier for workers to understand.
Some worksites require newcomers to wear stickers for about a week for easy identification. Not
only the contractor (the master employer), but also the foremen and other workers should pay someattention to newcomers.

2.2.2 Confirmation of work procedures
Review the work procedure manual to instruct the workers on the work procedure of the day.
Work procedure manuals are generally compiled under the guidance of the foreman. The work
procedure manual outlines the best sequence of work to eliminate muri, mura, and muda(overburdening, inconsistency, and inefficiency), as well as key points and tricks when carrying out
the work. By following this procedure, the work can be conducted safely, accurately, and quickly.
Make sure to communicate to workers why they must adhere to the work procedures manual, andensure that they understand.

23

2.2.3 Confirmation of work status
The foreman goes around the worksite and checks the status of the work up to the previous day.
The foreman ensures that there are no problems with safety or the placement of materials andequipment. If work is running behind, the foreman considers what steps can be taken to make up forthe delay and plan the day's work.

2.2.4 Checking and managing materials, equipment, and tools
Check that the materials, equipment, and tools necessary for work are all accounted for. Since thepositioning of materials also affects work performance, make sure that they are positioned according
to the work flow. If they are not properly positioned, instruct the workers to reposition them before
work begins.

2.2.5 Appropriate allocation of workers
To ensure that the work proceeds most efficiently, determine the appropriate worker allocation.
This requires a thorough understanding of not only the knowledge, experience, skills, andqualifications of each of the workers, but also their health and fitness.
Remember that proper allocation affects not only work efficiency but also worker motivation.
Provide opportunities for personal interviews with workers to understand their work-related andinter-personal relationship concerns, as well as to learn what they hope to achieve through theirwork. It is also necessary to base the allocation of workers on such information so that each worker
can improve his or her abilities.
As for elderly workers, they often possess a wealth of knowledge and superior skills. On the other
hand, their fitness and attention span are declining due to age, and overexertion can lead to accidents
and incidents. It is important to talk with them often and in depth to determine the proper
assignment.

242.3 Basic knowledge required for on-site management
2.3.1 Relationship between delivery, cost, and quality
QCD is an acronym for Quality, Cost, and Delivery. Quality, cost, and delivery are in an inverse
correlation (when one improves, the other worsens) which each other (Figure 2-3).
(2) Quality - Delivery(1) Cost Delivery

High

DeliveryCheap(3) Cost - Quality

Cost

Expensive

Quality

Cost

Expensive

Low

Cheap

Late

Early

Late

(slow)(rushed)(slow)

Delivery

Early

Low

QualityHigh(rushed)Figure 2-3 Relationship between Delivery, Cost, and Quality(1) Cost - Delivery
Slow work can be wasteful, resulting in waiting time, etc., which increases the cost. Early delivery
requires more personnel or introduction of machinery for improved efficiency, which increases thecost.
(2) Quality - Delivery
Slow work results in higher quality, but rushed work (tokkan koji: work completed in a shortperiod of time) can result in poorer quality. Rushed work may occur when trying to adhere to a set
construction timeline in a situation where rain, design changes, additional work, redoing, reworking,or waiting time has caused delays.
(3) Cost - Quality
If the cost is low, the quality may be poor; if the cost is high, the quality may be high.

2.3.2 QCDSE
On construction sites, in addition to Quality, Cost, and Delivery, Safety and Environment mustalso be considered. QCD and these two together are referred to as QCDSE.

25

Creating a safe work environment and being mindful of the environmental impacts on the areas
around the construction site allow the workers to concentrate on their work. The idea that this also
affects quality and cost in a positive way has taken hold.
As a foreman, in addition to QCD, you must acquire the skill for safety and health andenvironmental management. These will be explained in detail in 2.4 and thereafter.

2.3.3 General methods for ensuring quality, improving business and problemsolving
The PDCA Cycle is often used as a general method for improving quality, operations, andproblem-solving. In addition to this, the OODA Loop is starting to be put to use in the recent years.
By properly understanding these two, you as a foreman will be able to respond appropriately when
improving quality, improving operation, and problem-solving.
(1) What is the PDCA Cycle?
The PDCA Cycle is the concept of repeating Plan, Do, Check, and Action as shown in Figure 2-4
in order to improve operations and increase performance.
Goal setting and planning

1 PLANPlan

Makingimprovements andtaking measures
based on evaluation
results

4
ACTION
Improvement

PDCA
Cycle

2
DO
Execution

Executing the plan

3
CHECK
Evaluation

Evaluating and analyzing
the executed plan

Figure 2-4 The PDCA Cycle
Below is an example of each step as it applies to a construction site.
Step 1 Plan: Goal setting and planning
Set goals or improvement targets for quality or operations and create a plan for achievement of26

such goals and targets. At a construction site, this step is to create a construction plan and based on
this plan, devise a work procedure manual.
Step 2 Do: Executing the plan
The work will be performed according to the schedule in the construction plan and in accordancewith the work procedure manual.
Step 3 Check: Evaluating and analyzing the executed plan
Evaluate the results of the work performed according to the work procedure manual. If the work is
not completed within the targeted time or the targeted quality is not achieved, the reasons and causes
are to be analyzed.
Step 4 Action: Making improvements and taking measures based on evaluation results
Update the work procedure manual based on the results of the Step 3 analysis. Using the updated
work procedure manual, go back to Step 1 and repeat the process so as to further improve quality
and operations.
(2) What is the OODA Loop?
The OODA Loop is a decision-making methodology developed by John Boyd, a military strategist
in the United States Air Force. It is used to achieve results in unpredictable situations. On a
construction site, the situation you are viewing go through changes over time, giving way to theconstant possibility of unexpected (unpredictable) occurrences.
What is required of the foreman is the ability to make decisions on how to respond to problems as
they arise. By utilizing the OODA Loop, when a problem arises, you can consult with your superior
and respond flexibly to the situation on-site. It also allows us to anticipate and respond to unexpectedrisks.

27

Observing and gathering information
about your surroundings

1
Observe
Observing

Doing what you
decided on andevaluating theresults

4
ActionTakingaction

OODA
Loop

2
OrientAssessing thesituation

Analyzing the informationcollected to understandthe situation around you

3
DecideMakingdecisions

Deciding what to do based onyour assessment of thesituation

Figure 2-5 The OODA Loop

The OODA Loop consists of the four steps shown in Figure 2-5.
Step 1 Observe: Observing and gathering information about your surroundings
The OODA Loop is characterized by its first step, which is to Observe. The decision-maker, or theforeman, should carefully observe the current situation to obtain accurate information. Data obtained
from observations are referred to as “raw data” to distinguish them from past data. When making
observations, try your best to look only at the facts, without preconceptions. The idea that “this musthave happened because of that” can interfere with free thinking.
Step 2 Orient: Analyzing the information collected to understand the situation around you
Analyze the raw data from your observations and combine it with your own experience andknowledge to determine the situation. Based on the results of the decision, formulate hypotheticalplans on what should be done. At this stage, there is no need for a single hypothetical plan. Take as
broad a view as possible and formulate several hypothetical plans.
Step 3 Decide: Deciding what to do based on your assessment of the situation
Once hypothetical plans are formulated, consider which will yield the best results. If there are
multiple hypothetical plans, prioritize them. In general, if observation and situational assessment are
carried out correctly, decision-making should take little time. If you cannot decide, you have not28

observed or assessed the situation well enough and need to return to the previous step.
Step 4 Action: Taking action and evaluating results
If the executed plan does not work out, consider the reasons why, and implement the next plan
based on the priorities determined in the decision-making step. If a plan works, document it so that it
can become a know-how. The OODA Loop should not end with just one loop, but rather, it isimportant to observe the results and continue on to keep the loop in motion.
(3) Difference between the PDCA Cycle and the OODA Loop
The major difference is that the PDCA Cycle starts with goal setting, while the OODA Loop starts
with observing.
The PDCA Cycle is suited for gradually getting better and better results by repeating the cycle. As
shown in the example in (1), it can be used at construction sites for construction management basedon construction plans. The PDCA Cycle is suited for executing the construction plan, checking
progress and quality, and making improvements if problems are found.
The OODA Loop is better suited if the changes are constantly unfolding and quickly responding
to problems as they arise is necessary. The OODA Loop concept can be used for on-the-job trainingby sharing scenarios with workers.

2.4 Safety management
The Industrial Safety and Health Act requires that a safety manager and a health manager be
appointed when workplace has 50 or more workers. In the construction industry, foremen are oftenchosen for this role. Even when not appointed as a safety manager, the foreman is still required tobehave in a way to keep the site safe.

2.4.1 Enforcement of safety regulations
Safety is ensured when all workers participate in safety activities. All it takes is one person who
does not follow the rules to cause an accident or an incident to occur. To enforce safety rules, it isnecessary to educate and train workers and raise their awareness regarding safety. When everyone is29

aware of and follows safety rules, accidents and incidents can be prevented.
Because several outside contractors and related parties work at the same time on a construction
site, it is important that everyone follow the safety rules and conduct themselves accordingly.
Training newcomers is one way to do this. Posting posters and signs about safety regulations
throughout the construction site can also be effective.
The foreman must strictly supervise compliance with safety rules and promptly provide guidancein the event of any violations. It is also important to promptly report and respond to any incidents
that have occurred. Appropriate implementation of these activities will encourage workers to behave
in a manner compliant to the safety rules.

2.4.2 Raising safety awarenessImproving safety awareness among all workers cannot be achieved overnight. To improve safety
awareness, it is necessary not only to provide one-time education to the workers, but also to devise
and implement ways to encourage safety behavior at all times. Here are some successful examples.
- Establishing a safety duty system and having all workers take turns to engage in safety activities,
including keeping a safety log regarding safe work.
- Providing education on specific themes, such as “handling of portable elevated work platforms.”- Setting up a board depicting an illustration of a worker wearing a working outfit, fall protection
gear, hard hat, safety shoes, etc. and attaching a mirror to it so that workers can compare their own
equipment with the illustration and check it.
- Posting a group photo of each cooperating contractor and their respective safety declarations toraise safety awareness and camaraderie.
- Posting examples of industrial accidents.
- Visualizing (using self-explanatory visuals) safety points by taking pictures of them.

2.4.3 Conducting safety meetings
A meeting or conference attended by all workers at a construction site is called a safety meeting.

30

After the safety morning meeting for the entire construction site, workers in the same or related job
categories gather for a safety meeting. In many cases, the foreman will take the leadership role andconduct detailed meetings, which may touch on the following.
□ Communicate the content of the safety instructions (work content, work hours, work location,
countermeasures for dangers and hazards, instructions and communication from the prime
contractor, etc.) to all workers.
□ Check the worker's working outfit and health condition.
□ Conduct hazard prediction (KY) activities for the day's work.

2.4.4 Ensure safe use of machines and tools
Regular inspection and maintenance of machines and tools facilitates safety management on site.
It is also important to instill in the workers the habit of conducting inspection before work begins
and after work is completed. It is a good idea to determine which machines and tools require
inspections.
Even if machines and tools are inspected and maintained, accidents and incidents can still occur ifthey are not used correctly. Workers must be required to use them correctly at all times. Training
sessions on safe use and other topics regarding on-site work, tools, equipment, etc. that require
special attention are to be conducted.
Training sessions are also an effective way to learn about construction equipment. For example,
workers could be made to sit in the driver's seat of construction equipment to gain an understandingof the operator's blind spots. If a construction equipment has not been inspected prior to starting
work, it is also effective to display a sign such as “Do not use” to prevent the equipment from being
used as it is.

2.4.5 Visualization of hazardous areas
It is also effective safety management to make sure that hazardous areas are conspicuously
marked. Visualization is often done by color-coding work areas with colored pylons.
Also, marking the sections where the fall protection gear must be attached with two hooks while31

working at heights with red tape allows even inexperienced workers to know to do so. As a foreman,
you must determine areas with potential dangers, think of ways to visually mark these areas, andactually mark them so as to reduce the number of accidents and incidents.

2.4.6 Response to accidents and incidents
Arrangements should be made with the company to which you belong or the company organizing
the entire construction project as to how to respond in the event of an accident or incident. Thissection describes the actions a foreman is to take when an accident or incident occurs at the worksite.
(1) Emergency measures
Education and training on a regular basis are important in order to take appropriate actions in theevent of an accident or incident. It is also important to place the highest priority on respect forhuman life. Response must consider not only the victims, but also the workers and others involved
who happen to be there. As an emergency measure, it is also important to determine in advance anassistant to the foreman (a helper) in case several actions need to be executed simultaneously. The
following actions are necessary in an emergency situation.
- In the event of an accident caused by a machine, activate the emergency stop on the machineand rescue the victims
Routine education and training are essential in order to be able to activate the emergency stop. It isnecessary to know the location of emergency stop buttons for machines; how to shut off the power
for electrical systems; and the location of valves and cocks for plumbing systems. As a foreman, it isalso important to keep track of equipment that can make emergency stops in the work area and toindicate them with diagrams or other means so that the necessary maneuvers are obvious during an
emergency.
When an accident occurs with construction equipment, the situation must be handled with care so
as to avoid secondary accidents from operating the equipment in a panic to activate the emergency
stop.
- Initiate emergency contact with your superior, relevant personnel, and agencies
To ensure smooth communication, predetermine where to contact and the contact methods.
32

- Provide first aid and emergency treatment to victims
If the victim is in cardiopulmonary arrest, perform life-saving measures such as CPR(cardiopulmonary resuscitation), defibrillation with an AED (automated external defibrillator), andclearing airway obstruction. The more time passes before such measures are performed, the lesslikely they are to save lives. These measures and how to use such equipment should also be part ofthe education and training.
- If there could be a secondary accident, evacuate the workers
It is also necessary to thoroughly educate and train the workers on how to evacuate in the event ofan accident (e.g., evacuation routes, entrances and exits, etc.) on a regular basis. Predetermine ameeting place after evacuating, and conduct a roll call to ensure that no workers are left behind.
- In case of a fire, perform initial fire extinguishing and prevent secondary accidents caused by
explosives- Preserve as much of the site as possible so that the cause of the accident can be determined(2) Accident investigation, analysis, and countermeasures
Accident investigation
After an accident or incident occurs, clarifying the cause can help prevent the recurrence ofsimilar accidents. The accident investigation phase is similar to the first step in the OODA Loop;simply review the facts without preconceived notions. The key is to focus on “people,” “objects,”“work,” and “management.” For example, when focusing on “work,” the type of work that was
being performed when the accident occurred is addressed.
- Analysis
For each of the facts identified, check to see if there were any problems. For example, whenlooking at the work, one possible analysis is on whether or not things were being done in an unusual
manner.
- Countermeasures
Once the cause of the accident is identified, determine countermeasures to prevent recurrence. For
example, if the rules were set in the work procedure manual but the work procedure deviated fromthose rules, this can be considered a work management problem. In this case, provide education to33

ensure that the work procedure manual is respected. If the work indicated in the work procedures
contains risks, the work procedures are to be reviewed.

2.5 Process control
Figure 2-6 summarizes the role of the foreman in process control. There are four roles of theforeman: creating process plans, sharing process plans, monitoring process plans, and updatingprocess plans.
Overall construction process planning

It looks like there is a two-day delay.
I will make adjustments to the process plan sothat the work can be completed on schedule.
Work process by job category

Creating

Updating

Monitoring

Sharing

WorkerForemanFigure 2-6 Role of the foreman in process control

2.5.1 Creating the process plan
The foreman creates a process plan for the work process for his or her job category based on theoverall construction process plan. There are two methods for determining the number of days needed
for a process: the “forward calculation” and the “reverse calculation.” The forward calculation34

method adds up the number of days required for each task. The reverse calculation method starts
from the completion date of construction and follows the processes in reverse order so as todetermine the number of days necessary.
Process charts for managing work include Gantt charts, bar charts, graphical process charts, andnetworked process charts, each with its own advantages and disadvantages. It is desirable for aprocess chart to indicate the work procedure, number of days required for the work, degree of work
progress, and work affecting the construction timeline. The following is an example of a networked
process chart that can indicate these four items.
Figure 2-7 shows four work processes from A to D as a networked process chart.
The “〇” mark is called an “event” and the number of days for the task is indicated by an arrow.

6 days10 days

3 days

5 daysFigure 2-7 Example of a networked process chart

The number of days under the arrows indicates the number of days required for each task. For
example, Work A, if started at ①, takes 10 days to complete, and then the next event at ② begins.
From event ②, both Work B and Work C proceed simultaneously.
The number in the square below the event indicates the number of days required from the start of
the work at ① until the event can begin. The event for completing the work is ⑤, which means that21 days are needed to reach this event.
From the networked process chart, it is possible to decipher which work cannot have any delays
and which work can be delayed up to a certain number of days without affecting the construction
35

timeline of the overall project. The dotted arrow from ③ to ④ means that event ④ cannot begin
until event ③ is completed. The number of days for Work B is six days and for C is three days.
Thus, it can be interpreted that Work C can take three extra days. On the other hand, delays in WorkA, Work B, and Work D all affect the construction timeline.

2.5.2 Sharing the process plan
The foreman shares with all workers the overall construction process plan and progress, as well as
the process plan for his or her job category. At this time, a networked process chart such as Figure 27 can be used to show the work for which delays will be difficult to recover.

2.5.3 Updating the process plan
The initial process plan should be reviewed and updated depending on the overall progress of theconstruction project and delays in certain work. When reviewing the plan, consider measures toensure that the overall work completion schedule is not affected. For example, in Figure 2-8, if Work
B is likely to be delayed, duration of Work C, which has three days to spare, could be changed fromthree to four days, and some personnel assigned to Work C could be reassigned to fortify the
personnel for Work B.
We're running behind, andsince C is not so tight, let's
have one person from C goto B.

Foreman

6 days10 days

3 days 4 days

5 daysWorkerFigure 2-8 Example of updating the process chart36

2.5.4 Monitoring the process plan and risk management
The foreman should always know the latest status of the process plan for the entire construction
project, not just the process plan for his or her own job category. Since delays in other categories
may affect the start of your own work, meetings are held among the foremen, and process plans are
updated if necessary. In addition, delays in the delivery of necessary machinery and materials to thesite affect the construction timeline, so this should also be written into the process chart.
Even a well-thought-out process plan may not go as planned due to weather and other factors.
When implementing a process, it is desirable to try to completed it slightly earlier than the planned
number of days, and it is important to intensively monitor the progress of Work A, Work B, andWork D in Figure 2-7, where delays are not acceptable.
When planning the processes, make sure to consider work that could be carried out
simultaneously by proper allocation of personnel.

2.6 Cost control
2.6.1 Matters that impact costs
Construction costs in the construction industry refer to the direct costs incurred from the start ofconstruction to its completion, and can be divided into four categories, as shown in Figure 2-9.
Material costMaterials and other goods purchased directly for the construction work

Labor cost

Labor cost (wages) for workers performing the construction work

Subcontracting cost

The cost of ordering a portion of the construction process fromanother contractor or other parties

Other cost

Expenses other than material, labor, and subcontracting costs

Cost of completed work

Figure 2-9 Construction costs in the construction industry

The foreman is not only expected to manage the site so as not to exceed the planned cost, but also
to constantly deliberate and suggest ways to reduce costs.
Possible causes of exceeding planned costs are inefficiency issues including waiting times, redo,
37

mistakes, and rework. Overburdening and inconsistencies can also lead to inefficiencies.
Actual profit
Planned profit

Increased
portion of thecost

Waiting time/redo
Rework/mistake
Overburdening/Inefficiency/Inconsistency

Planned cost

Figure 2-10 Causes of exceeding the planned cost

2.6.2 Preparation of a daily work report
A daily work report is a document that records the work performed, progress made, labor hours,
materials and equipment used, and problems or troubles encountered at the site on that day. Daily
work reports are prepared daily by the foreman or the workers and are used to track work andprogress at the worksite.
In addition to monitoring work and progress, daily work reports are also used for quality control,
safety control, material management, and labor management.
Daily work report (example)□ Name of work
□ Date & weather□ Name of person
filing the report□ Affiliateddepartment
Start time/breaks
End of work hours/overtimehours□ Goalof the day□ Work content of the day□ Review and reflection□ Schedule for the following day□ Comments from the superior

Role of the daily work report
Tracking the construction
progress

Increased productivity
Cost reduction

Identification of issues in thework environment

Information sharing

Improving the efficiencyof labor management
Improving the work
environment

Figure 2-11 Example of the role and entries in the daily work report

Analyzing daily work reports can improve productivity, which can reduce costs. A large portion of38

the cost is labor cost (man-days). By understanding how each worker works based on the daily work
report, it is possible to optimize staffing and reduce labor costs. In addition, writing down the review
and reflection of the day's work can also reduce costs because it makes the worker realize waste anderrors in the work, leading to improvements the next time around.
The role of the foreman is important in order to gain a variety of benefits through the daily work
report. You can make the daily reports more useful by entering your comments as a foreman in thedaily report.

2.7 Quality control
The JIS standards define “quality” as the “totality of own characteristics or performances which
are assessed to determine whether or not a product or service satisfies the purposes of its use.” It isthe customer who uses the product or service. So, “good quality” refers not only to the “quality” or“workmanship” or “performance” of a product, but also to the state of having the functions andperformance that the customer expects.
In construction, “quality control” refers to the management of quality to meet the design
documents. Each process is checked to ensure that quality is met, and a construction record is kept
using photographs and other evidence. Only after the quality of one process is confirmed does thework proceed to the next process.

2.7.1 Understanding design and specifications
In the construction field, “design documents” is a generic term for drawings (architectural
drawings, structural drawings, equipment drawings, external structure drawings, etc.), specifications,bill of quantities, and technical data necessary for designing a structure. The design documents
clearly show the shape, function, and performance of the finished product as envisioned by thedesigner. By adhering to the design documents during construction, it is possible to achieve thequality of finished products required by our customers.
Before on-site construction begins, a construction plan and construction drawings are prepared39

based on the design documents, and process organization, fit of detailed points, etc. of theconstruction work are studied. It is important to ensure that the design and specifications are clearly
understood, because if construction begins with unaddressed uncertainties in the design documents,
redo, rework, and other inefficiencies may occur. Communication is important, such as receiving
explanations from the client and the designer, in order to properly understand the purpose of thefinished product and the designer's ideas.
Construction drawings are drawings created from design documents for on-site construction. The
foreman manages the construction process of each worker based on a proper understanding of theconstruction drawings and the construction plan.

2.7.2 Instructions for appropriate construction methods
Particular specifications in the design documents provide specific details of the construction workand construction methods, including which materials are to be used and how to construct the
product.
Construction methods are specified not just for the purpose of achieving the desired quality.
Specific construction methods may be specified for reasons related to construction timelines andefficiency in mind, or to ensure safe work practices. The foreman must understand the intentions
behind the specifications and instruct the workers on the proper construction method.

2.7.3 Confirmation of work quality
Inspections at the end of each construction process are generally performed by a construction
supervisor who acts as an agent of the client. In addition, interim and completion inspections related
to payments are performed by the client. Daily quality checks are important at the construction site
because failure of quality inspections by the construction supervisor or client can lead to redo andrework. It is important for the foreman to constantly check the construction drawings andspecifications while observing the workers when they work and confirming the workmanship.
At the end of a process, construction photos are taken as part of the construction records.
Construction photos not only serve as evidence that appropriate materials are used and that the work40

is proceeding properly according to the construction plan, but also provide documentation that helps
to pinpoint the cause should any problems occur. Photographing is essential, especially to checkareas that will not be visible after completion.
Since construction photos cannot be taken randomly, a photography plan should be included in theprocess control. The key points of photographing are as follows.
□ Choose a composition that explains

Construction name

5W1H.

Shooting date

Year

Month

Date

Shooting location- Who: Contractors and witnesses- When: Construction period- Where: Construction location- What: Construction name orContractor

Witness

construction type
- Why: Purpose of construction- How: Construction method

Figure 2-12 Example of a construction photography board□ Photograph in a way that contents of theblackboard is legible□ Try not to include anything other than what is
intended in the photo
Photographing means nothing if the construction
photos are lost or not easily locatable when they arelater needed. It is important to manage them using
Excel, apps, business performance software, etc.
Photo 2-1 Example of a construction photo

2.7.4 Training of workers
Quality at a construction site depends largely on the management competence of the foreman andthe technical prowess of the individual workers. It is the workers on-site who actualize the intended
quality laid out in the design documents. As a foreman, you need to give each worker a job or
41

provide guidance in a sequence that allow them to become skilled technicians as quickly as possible.
When teaching the individual skills necessary for construction, simply teaching the workers how
to do it is not enough; it is important to have them think about why it is better to work that way. In
the world of craftsmanship, there is an educating method known as watch-and-learn, and it issometimes said that “it takes 10 years to become a skilled craftsman.” One of the reasons behind thewatch-and-learn method is that skilled craftspeople are often unable to communicate their skills inwords that are easy to understand.
In today's construction sites, performance and quality are simultaneously required. Foremen andexperienced workers are expected to be able to explain work tricks and give pointers to lessexperienced workers in an easy-to-understand manner.

2.7.5 Approach to quality problem solving
The problem of defective construction quality must be addressed to prevent recurrence. As aforeman, the following thought processes will help you solve quality problems.
(1) Fact-based thinking
When a quality defect occurs, the first step is to go to the real place to see the real goods andconfirm the real facts. Real place, real goods, and real facts are collectively called the 3 Real
Philosophy, and is one of the basic concepts in quality control. It is said that the more experienced
the workers are, the more likely they are to neglect this 3 Real Philosophy. Avoid predicting thecause based on assumptions and experience. If the quality changed somewhere during the process,determining the point at which the change occurred can make it easier to pinpoint the cause.
(2) Principle/rules mindset
A “principle” is a law or theory that explains why things are the way they are. A “rule” is a wordthat describes how most things will be, with possible exceptions. Adding these two to the 3 Real
Philosophy becomes the 5 Real Philosophy. The data obtained from the 3 Real Philosophy will becompared with principles and rules as follows.
- Did something ever deviate from the principle?
- Did anything occur that did not follow the rules?
422.8 Environmental management
Structures impact the natural environment and the lives of the local residents in a variety of ways,
not only during construction but also after completion. Before starting construction, it is necessary to
conduct a thorough investigation and take various measures to prevent problems from occurring. As
foremen, it is important to understand how the work we are involved in affects the naturalenvironment and the surrounding environment, and to be proactive about measures we ourselves cantake.

2.8.1 Natural environment(1) Impact of construction on the natural environment
Construction can affect water, air, soil, ground, etc. Here are three specific examples.
- Increased heat island effect
The heat island effect is a phenomenon caused by urbanization in which temperatures in a city rise
above the surrounding temperatures. Possible causes include increased presence of concrete andasphalt, a lower sky view factor (the percentage of the sky visible from below) due to theconstruction of high-rise buildings, and increased artificial heat emissions from air conditioners,
cars, and other sources. Concrete and asphalt store heat from the sun and release it at night, creating
a phenomenon known as sweltering nights. Lower sky view factor increases heat buildup. Effective
countermeasures include water-retaining pavement, use of heat-reflecting paints, and greening ofbuilding walls and rooftops.
- Destruction of ecosystems
The construction of buildings can destroy the natural environment in the area. For example, a roadcrossing a wooded area impedes the movement of small animals. A possible solution to this problem
would be to build an underpass under the road for small animals to travel on. There have also beencases where materials used for slopes contained non-native species, causing the extinction of native
species. For river and coastal construction, we investigate the ecosystem core areas and deliberate on
structure design and construction methods that do not affect those areas.
- Land subsidence
43Digging deep holes or pumping up a lot of groundwater for construction can cause subsidence inthe surrounding area, which can cause homes and structures to tilt.
(2) Mitigating the impacts on the environment
Mitigation is the process of reducing the impact of construction on the surrounding environment.
For example, dam construction has a wide-ranging impact on the ecosystem, so time must be taken
to survey the ecosystem and consider mitigation. Consideration proceeds in the order of avoid,
minimize, rectify, reduce, and compensate.
- Avoid
Avoid environmental impacts by avoiding all or part of the construction project.
- Minimize
Minimize environmental impact by reducing the scale and extent of implementation.
- Rectify
Rectify environmental impacts by repairing, restoring or recovering the affected environment.
- Reduce
Reduce environmental impact by continuing protection and maintenance activities.
- Compensate
Compensate for the environmental impact by creating the environment to be lost in another place.

2.8.2 Surrounding environment
Before construction begins, you must carefully avoid problems with the local residents. Residents
have anxiety not only during the construction period, but also after the structure is completed. Before
construction begins, it is important to conduct a thorough survey and listen to what the local
residents have to say. In general, a construction briefing is held for the local residents.

(1) Impact of the constructed structure and construction work on the local residents
The surrounding environment can be impacted not only during construction, but also after the
structure is completed. For example, there are issues such as sunlight blocking, poorer ventilation,and radio disturbance. Here are three typical examples, focusing on the impact of construction.
44

- Noise and vibration
Construction work may generate noise. Especially in the case of constructing large structures orfactories, mechanical noise and truck traffic may continue to affect residents' lives after completion.
- Increased traffic
During a construction project, various types of construction vehicles pass through the area,
increasing the possibility of traffic accidents. In addition, depending on the intended use of theconstructed structure, it may increase traffic in the vicinity and affect the lives of residents.
- Disaster prevention measures
Construction may alter the surrounding land and the flow of waterways. Another important issue
for residents is how the structure will withstand disasters such as earthquakes and floods.
(2) Visualization of construction work to the local residents
Generally, the construction site is not visible from the outside during construction. There areexamples where “visualization” of some information has been successful in allaying the fears of thelocal residents.
- Visualization of vibration and noise

Noise

Display numerical indicators of noise andVibration

vibration. In addition to informing the publicof the actual numerical level at whichconstruction work is being done, disclosing
the numerical values helps people understandthat the construction work underway is taking
noise and vibration into consideration.
Photo 2-2 Example of a noise and vibration level indication- Informing of the construction work using QR codes
Make information and photos of the construction status available via QR codes, and display the
QR codes and instructions on the pedestrian walkway.
- Easy-to-understand displays, even for children
45Display the status of noise, vibration, odor, dust, vehicle traffic, etc. in a way that is easy for evenchildren to understand.
Information for local residents
Month/DayDay
ofPlanned work

Mon.

Demolition Work andTemporary Construction

Tue.

Demolition Work andTemporary Construction

Sound

Vibration

Odor

Dust

Traffic

Demolition Work andWed. Temporary Construction

Thu.

Demolition Work andTemporary Construction

Fri.

Demolition Work andTemporary Construction

Sat.

Demolition Work andTemporary Construction

Sun.

No work day

NormalMore than normal

A lot

NormalMore than normal

A lot

Figure 2-13 Example of a display for local residents(3) Making greetings mandatory
Regardless of the size of the construction project, do not neglect to greet the local residents. In
large-scale construction projects, greetings are given at construction briefing sessions, etc. However,in small-scale construction projects such as renovation work or repair work on condominiums, makesure that all workers always greet the residents. Greetings like “good morning” and “we regret theinconvenience we are causing” can curb potentially tense situations with residents. Also, be sure towear clean working outfits. A pleasant greeting can improve a company's image.

2.8.3 Work environment
The environment in which workers work directly influences safety and quality. Efforts to create
attractive workplaces are continually made to reform the way people work. Officially named the Billon the Arrangement of Related Acts to Promote Work Style Reform, it went into effect as of April 1,
2019. This reform came about because long working hours have become the norm in theconstruction industry due to the shortage of human resources caused by the aging of the workforce
and declining number of workers. The Ministry of Land, Infrastructure, Transport and Tourism has

46

established the following policies to solve this problem.
- Set appropriate construction timelines- Ensure wage levels- Promote five-day workweeks- Train and secure technological experts and technicians
While it is difficult to implement these four policies in a short period of time, there are somethings that a foreman can do. For example, improving the accuracy of the daily report can help toaccumulate data to be used in determining the construction timeline of the subsequent projects that ismore appropriate. This data can also improve the accuracy of cost accounting, thus improving
company profits and helping to ensure wage levels.
Seeing an appropriate construction timeline is the basic requirement for achieving a five-day
workweek, but this is not an easy issue to resolve since adjustments must be made according to theclient's desired delivery date. So, it may be wise to also consider whether the introduction of
methods that can speed up the construction timeline, such as construction ICT (Information andCommunication Technology).
In the construction industry, if workers are granted at least 10 days of annual paid leave, theiremployer is required to make them take five days of paid leave per year. One reason that paid leaves
are not taken is that workers feel like they should not ask for paid leaves. As a foreman, it isimportant not to create an atmosphere where workers feel like they should not mention it.
The training of technological experts and technicians is an area where the foreman candemonstrate his or her abilities, as discussed in various places in the other section. It is important not
to think of the four policies as something the company should do, but to be willing to explore what
you can do in your capacity as a foreman running the worksite.

2.9 Occupational safety and health management
Safety and health activities can be divided into two main categories: safety management andhealth management. Depending on the size of the project, the contractor appoints a General Safety
and Health Supervisor. The General Safety and Health Supervisor manages occupational safety and47health at the worksite by supervising the safety manager and the health manager. Since the foreman
is often also the safety manager and health manager, the Ministry of Health, Labour and Welfare(MHLW) has indicated in a notice that this training should be conducted as “Training for Foremen
and Safety and Health Managers (14 hours).”
Safety management to protect workers from workplace accidents and incidents is dealt with indetail in Chapter 3, and in this section, occupational safety and health management is explained.

2.9.1 Purpose and effectiveness of occupational safety and health management
The purpose of occupational safety and health management is to protect workers' health andprovide a comfortable work environment. When contractors actively engage in safety and healthmanagement, the following effects can be expected.
□ Provision of a sense of security in working at the workplace□ Increased motivation□ By enabling each individual to work with a sense of assurance, overburdening, inconsistency, andinefficiency in work are reduced, operations are improved, leading to increased productivity□ Companies certified by the Ministry of Health, Labour and Welfare as “Enterprises Committed to
Excellent Occupational Safety and Health Practices” can expect to improve their social image andincrease the number of job seekers

2.9.2 The “3 Management” concept
The purpose of safety and health management is to protect the health of workers. It is easy toassume that health management is the highest priority among the three, but it is important to first
address the causes of health problems. So, when considering the 3 Management, do so in the order ofwork environment management, work management, and health management.

2.9.3 Work environment management
Construction sites have a variety of factors that can affect worker health. Work environment
management is the process of creating a comfortable work environment by removing or improving48

harmful factors.
(1) Measures to address factors affecting health
Factors affecting worker health may include those shown in Figure 2-14.

Noise

Noxious gases

Vibration

Toxic
substances

Dust

Heatstroke

Figure 2-14 Harmful factors at construction sites

If there are harmful factors in the work environment, they must either be removed or reduced tounder a certain limit. If this is difficult to achieve, workers are to be required to wear protective
equipment and protective clothing. To determine the measures to be taken, it is necessary to know
the extent to which hazardous materials or substances are present in the work environment. So, thework environment is measured using special measuring instruments. The Ministry of Health, Labourand Welfare (MHLW) specifies and publishes work places where the work environment
measurements should be taken and the types of measurements to be taken. The types ofmeasurements specified are as follows. Learn them so you are aware of the types of hazardous
factors at the worksite.
□ Concentration of airborne dust and the quantity of free silica in the dust
□ Temperature, humidity, radiant heat
□ Equivalent noise level□ Carbon monoxide and carbon dioxide concentration□ Temperature□ Airflow rate49□ Indoor and outdoor temperature, relative humidity□ Dose equivalent rate from external radiation□ Concentration of airborne radioactive materials□ Concentration of airborne specified chemical substances (Class 1 or 2 substances)□ Concentration of airborne special organic solvents and organic solvents□ Concentration of airborne asbestos□ Concentration of airborne lead
□ In the case of Class 1 oxygen deficient danger operations, the concentration of oxygen in the air□ In the case of Class 2 oxygen deficient danger operations, the concentration of oxygen andhydrogen sulfide in the air□ Concentration of the relevant organic solvent(2) Improvement and maintenance of the work environment
Various efforts are made to make the workplace pleasant for the workers. The following are
specific examples.
- Improving comfort in on-site offices, break rooms, and dormitories
Providing air conditioning, shower rooms, and clothes dryers in changing rooms; laying down
tatami mats and carpeting and allowing no entry with shoes to ensure a clean environment; providing
refrigerators, water servers, and electric kettles; providing air showers; creating break and smoking
areas; offering gargling solutions, disinfectants, and masks; etc.
- Improving the restroom situation
Installing women's restrooms, installing pour-flush latrines, making portable toilets flushable,
installing warm-water electric bidet seats, installing mobile, vehicle-mounted portable toilets, etc.
- Providing women-only rooms
Providing women-only rooms with women's restrooms, washrooms, and lockers, installing
makeup tables, etc.
(3) Heat stroke prevention
Heat stroke prevention is especially important at construction sites because workers work inlocations exposed to direct sunlight or in enclosed spaces. Heat stroke can cause dizziness and50

fainting, which can lead to accidents. According to data compiled by the Ministry of Health, Labour,and Welfare, there were 916 cases of heat stroke from 2018 to 2022, the highest number among allindustries, with 52 fatalities. The graph of the number of casualties by month also shows that heatstroke cases begin to increase from May onward, with a drastic increase in July and August, and thenbegin to decrease from October onward.
(Persons)

Number of heat stroke deaths and injuries by industry (total from 2018 to 2022)

Construction Manufacturingindustryindustry

Transportationindustry

Number of deaths and injuries(increments on the left)

Security Commerce

Cleaning andindustryslaughtering

Agriculture

Forestry(Persons)

Other(Persons)

Number of heat stroke deaths and injuries by month (total from 2018 to 2022)

May or earlier

June

July

AugustSeptember(Persons)

October andon

Number of deaths and injuries

Number of deaths (included count)(increments on the right)(increments on the left)

Number of deaths (included count)(increments on the right)

Figure 2-15 Data on heat stroke summarized by the Ministry of Health, Labour and Welfare

The following measures can be taken to prevent heat stroke.
- Use the weather information provided by the Japan Meteorological Agency
The Japan Meteorological Agency provides high temperature advisories, weather information
related to high temperatures, and early warning information on abnormal weather conditions related
to high temperatures, based on observed temperatures throughout Japan. The foreman should pay
attention to this information and warn workers in morning meetings or other occasions when they
are at risk of heat stroke.
- Measure and utilize the heat index (WBGT index) at the worksite
It is advisable to suspend work whenever possible when the heat index reaches 31 or higher.
When the heat index falls between 28 and 31, the risk of heat stroke is increased, so instruct theworkers to take breaks and increase their water and salt intake. The Ministry of Environment
publishes daily heat index predictions for approximately 840 locations throughout Japan every threehours, so make sure to utilize this information as well.
- Install thermometers and hygrometers51

In general, temperatures above 35 degrees Celsius is a level that poses health risks. Installthermometers and hygrometers at the worksite to make workers aware of hazardous conditions.
- Use of apps
Recently, heat stroke prevention apps have been developed that automatically send a warning email to smartphones based on the heat index.
- Reduction of the heat index
Since the risk of heat stroke increases during hot, humid, and windless conditions, take measures
to reduce the heat index such as installing shade nets, dry mist machines, large industrial fans, andair blowers, and using water sprinkler trucks to lower the temperature at the worksite.
- Provide break areas
Install air conditioning and shower rooms so that the workers can cool down appropriately during
breaks. It is also important to always provide refrigerators, ice machines, and vending machines, andto make oral rehydration solutions and other liquids available. If the break area is far from the work
site, consider placing a “break vehicle” with air conditioning and a refrigerator.

2.9.4 Work management
Work management is the process of removing harmful factors such as eliminating substances
harmful to the environment and the human body and easing the physical load, and ensuring thatwork can be conducted properly. Specific methods and work procedures to protect workers fromharmful factors in the work environment described in the previous section are determined, andworkers are instructed to follow these methods and procedures. Specifically, these methods andprocedures are to be included in the work procedure manual, and training should be provided toensure understanding. The work procedure manual should be as specific as possible, as in thefollowing example.
“To prevent back pain, alternate between sitting and standing work.”“Wear gloves, supporters, etc., for tasks that could hurt the hands or fingers.”
The procedures contained in the work procedure manual should be reviewed periodically withconsideration to opinions from workers.
52

2.9.5 Health management
Health management refers to activities to check the health conditions of workers through healthcheck to detect abnormalities at an early stage and to prevent their progression or aggravation. In theevent of health problems, treatment to restore the patient to his or her original state of health andimprovement of the work environment will take place.
General health checkups, which companies are required to conduct on a regular basis, areconducted yearly with checkups being no more than a year apart, and special health checkups are
conducted semiannually with checkups being no more than six months apart (tetra-alkyl lead
checkups are conducted quarterly with checkups being no more than three months apart, andpneumoconiosis checkups are conducted once every one to three years).
While regular health checkups are important for health management, daily health management isalso important because health conditions can change every day. The foreman, who spends the mosttime with the workers, is in the best position to notice changes in worker health. An effective way toidentify health condition abnormalities of each worker is to have them self-check and declare theirstatus during morning meetings.

53

Chapter 3 The Role of the Foreman in Safety and Health Activities
3.1 What are safety and health activities?
Safety and health activities are initiatives implemented to ensure the safety and health of
construction workers. Construction sites are home to many dangerous tasks such as working at heights
and operating heavy machinery. Workers also handle chemicals that are harmful to the human bodyfrom time to time, so appropriate safety and health measures must be taken. Safety and health activities
typically include the following.
(1) Raising awareness among workers
For safety and health activities to be effective, everyone involved must have an awareness of theimportance of safety and health. It is also necessary to show motivation through lectures given by thepresident and management at safety meetings. As a foreman, it is also effective to talk about close callsthat you have experienced yourself.
-> Close calls are explained in detail in “3.5.3 Close call prevention activities.”(2) Listening to the workers
To improve the work environment, it is important to have workers present what they have noticed
and what they want to improve, and to be willing to listen to them attentively. For workers who havedifficulty speaking in front of many people, other appropriate measures should be taken, such as
interviewing them individually. It is also effective to conduct anonymous surveys.
(3) Providing safety and health education
It is important to educate and train workers on the potential hazards of their work and the proper
safety measures to ensure that they have the knowledge and skills to perform work in a safe manner.
To ensure that the results of the training can be implemented as safety and health activities, keep thefollowing points in mind.
□ Teach from the learner's perspective, considering the learner's level and experience□ Teach specifics
54

(e.g. Hold the box carefully -> Hold the box at the bottom with both hands, and squat to hold)□ Communicate why they should (or should not) do something□ Consider the order in which you speak so that it is easier for the learner to accept and understand(e.g., from easy to difficult content, from overall to individual content, etc.)□ Utilize external educational institutions(4) Maintaining a clean work environment by continuing 5S activities-> This will be explained in detail in “3.5.1 5S activities.”(5) Preparing a work procedure manual
Prepare a work procedure manual that outlines the work to be performed and the procedures to befollowed. The work procedure manual can be used not only during work, but also during training. The
manual should include the following information, including details for safe work practices.
□ Work name□ Work procedure□ Equipment and tools to be used
□ Components and materials to be used
□ Protective equipment to be used
□ Accidents and incidents that may occur in connection with the work
□ Measures to prevent accidents and incidents
Key points for an easy-to-understand manual□ One procedure per item
□ Keep it short and concise□ Include any tips or tricks□ Provide precaution for any probably hazards□ Explain why the work must be done(6) Conducting safety patrols to check for unsafe behavior
55

(e.g., Scattered tools -> 5S is not thoroughly implemented(7) Reporting what you notice
Any close call reports or suggestions for improvement raised by workers are reported to thesuperiors.
(8) Identifying and eliminating potential sources of danger at the worksite through hazard
prediction (KY) activities-> This will be explained in detail in “3.5.2 Hazard prediction (KY) activities.”(9) Conducting a risk assessment-> This will be explained in detail in “3.4 Risk assessment.”(10) Maintaining the health of workers-> This is explained in detail in “2.9 Occupational safety and health management ”

3.2 Industrial Safety and Health Act
3.2.1 What is the Industrial Safety and Health Act?
The Industrial Safety and Health Act is a Japanese law that aims to protect the safety and health ofworkers. The purpose of the Act is to minimize the various hazards workers face in the workplace andto achieve a healthy working environment by establishing rules to prevent work-related accidents,
clarifying responsibilities and promoting voluntary actions.
Under this law, employers are responsible for the safety and health of their workers. For example,
employers are required to have industrial physicians and public health doctors onboard for projects
exceeding a certain size, as well as to report, investigate, and compensate for work-related accidents.
Knowing what is required by the Industrial Safety and Health Act will give you, as a foreman, aperspective on what you should report to your company and your superior, as well as an eye forsuggestions for improvement. The main stipulations in the Industrial Safety and Health Act are as
follows.
56

□ Provide safety education for workers□ Maintain workers' health□ Create a comfortable work environment□ List of hazardous or noxious substances for which the employer should take measures□ Risk assessment□ Organization and staff□ Responsibilities of the prime contractor□ Responsibilities of the client□ Designation of work that cannot be performed without qualifications
On the other hand, workers are expected to follow instructions and use the necessary protective
equipment to protect their own safety and health. In addition, if a worker discovers a hazardous
situation, he or she is required to promptly report it to the employer.
Cooperation between workers and employers is essential to ensure workers' safety and health. To
this end, the law mentions the establishment of Safety and Health Committees to ensure that workers
and employers cooperate to protect workers' safety and health. In the construction industry, it ismandatory to establish a safety and health committee when the number of workers at a business site
is 50 or more.

3.2.2 Key points regarding the amendments of the Industrial Safety and Health Act
The Industrial Safety and Health Act was enacted in 1972. As times change, workers' work styles
have diversified, and new technologies have been introduced to construction methods at construction
sites. With such changes, the scope of safety considerations has also expanded.
For example, before this law was enacted, Japan was in the midst of a rapid economic growth,which resulted in the manufacturing industry to implement unfamiliar new machines one after
another to increase production capacity, and working methods underwent changes. As a result, byaround 1965, the number of deaths due to work-related accidents exceeded 6,000 each year, and the57harsh working environment also became a social problem. The Industrial Safety and Health Act wasenacted in order to remedy this situation, and in the 10 years since its enactment, it has reduced thenumber of work-related accidents to less than half.
Amendments to the Industrial Safety and Health Act are made to address new issues that havearisen or may arise. Examples include strengthening measures against deaths from overwork,
preventing health hazards caused by dust, and strengthening measures against sexual harassment.
In some cases, the amendment may also create a new system, so foremen must pay attention to theamendments of the Industrial Safety and Health Act and consider whether any of the changes applies
to their worksites.
As an example, here are some of the additions made by the 2023 amendment.
(1) Assessing the working hours(Article 66-8-3 of the amended Industrial Safety and Health Act / Article 52-7-3 of the amended
Ordinance on Industrial Safety and Health)
The assessing of the working hours has been changed from a guideline to law, requiring assessing
the working hours of workers by objective methods. Records of working hours must be kept forthree years. Objective methods include the following.
- Time card records- Record of login and logout times of computers, etc.
The latter, in particular, can be seen as a measure in response to the changing work styles thathave led to an increase in remote work.
(2) Changing requirements for face-to-face guidance by physicians for those who work longhours
Employers must provide face to face-to-face guidance by a physician to workers who haveaccumulated fatigue due to long hours of work. Previously, it was stipulated that employees should
receive face-to-face guidance “when the number of hours of off-hours work and work on days off
exceeds 100 hours in a month, the accumulation of fatigue is recognizable, and when a request is
made by the worker,” but the amendment changed the number of hours of off-hours work and workon days off requirement from exceeding 100 hours to 80 hours. This change is based on medical
58

findings that the number of incidences of cerebrovascular and ischemic cardiac disease is highly
associated with long working hours.

3.3 Accidents in the construction industry and prevention measures
3.3.1 Accidents in the construction industry
In the field of occupational safety, the terms “incident” and “accident” are used in different ways,
as follows.
- Incident
An event in which factors (machinery, equipment, or human behavior) deviate from the standard
and cause actual damage (loss) (in the narrower sense, this excludes “accidents”)- Accident
An incident that causes bodily harm to humans

A variety of work-related accidents occur at construction sites.
□ Fall from heights □ Slipping/tripping/falling/tipping over □ Crashing □ Flying/falling □Crumbling/collapsing□ Struck-by □ Caught-In/Between/Entanglement □ Being cut/scraped □ Stepping through□ Drowning □ Contact with hot or cold objects □ Exposure to hazardous substances □ Electric
shock □ Explosion □ Rupture □ Fire □ Traffic accident (road) □ Traffic accident (other) □Movement kickback/forced movement □ Other
For an explanation of each, please refer to Chapter 7 of the Textbook for the Specified Skills
Evaluation Exam (i) in the Civil engineering, Building and Lifeline infrastructure and equipment
categories.

3.3.2 Causes of work-related accidents
Figure 3-1 illustrates the basic model of how work-related accidents occur. “Unsafe and unhealthy
situation” refers to material things (environment, equipment, etc.) and “unsafe behavior” refers to59human behavior. Unsafe behavior may be caused by the mentality of “it’ll be fine” or by someunconscious actions.
When analyzing the causes of work-related accidents involving four or more days of absence fromwork, it is known that about 90% of such work-related accidents have an overlap of “an unsafe
situation that caused an accident” and “unsafe behavior that caused an accident.”
For example, a person walking absently in an office corridor will not cause a major accident, but
walking absently in an office under construction with unfinished floors increases the likelihood of a“fall from heights”-type work-related accident.
It is true that an unsafe situation alone, or an unsafe behavior alone, can cause work-related
accidents, but they account for only a few percent of the accidents. In other words, if we caneliminate one, either unsafe situation or unsafe behavior, we can reduce the occurrence of mostwork-related accidents.
Safety management is necessary to eliminate unsafe situations and unsafe behavior. The role ofthe foreman, who is in a position to manage safety at the worksite, is very important, because it canbe said that flaws in safety management can lead to work-related accidents.

Accident Type

Material things(environment andPerpetrating

Causal object

Pheno
menon
(accideobjectUnsafe/unhealthy situation

The “it’ll be fine”
mentality
Unconscious

PeopleFlaw in safety management

Unsafe/unhealthy behavior

Figure 3-1 Basic model of how work-related accidents occur

60

3.3.3 Intrinsic safety and blocking off
The unsafe status of material things and people cannot be reduced to zero. Take civil engineering
work, for example. The land at the start of a construction project has many unstable places. There arealso limits to a person's attention span. The concepts of “intrinsic safety” and “blocking off” are used
to address these risks.
“Intrinsic safety” means avoiding hazardous conditions. For example, if a car is dangerous, thennot getting in the car is intrinsic safety. In reality, however, there are times when a car must be used.
In such cases, we consider ways to reduce the degree of danger. This concept is called “functionalsafety.” Cars incorporate a variety of functional safety mechanisms, such as devices that control theinter-vehicular distance, brakes that mitigate damage from collisions, and acceleration control
devices when the wrong pedal is depressed.
The same is true at the worksite; if a task is deemed to be potentially hazardous, the intrinsic
safety option is to not perform that task. However, if such work must be performed, measures toreduce the hazards should be considered.
“Blocking off” is one functional safety method. Blocking off means making the object
unapproachable. For example, when heavy machinery or cranes are in operation, accidents can occur
by people coming into contact with them, etc. In this case, incidents due to contact will not occur if
the operating area of machine at work is blocked off by installing do-not-enter fences or by assigning
flaggers so that people cannot approach the area.
A machine with bare rotating belts can cause entanglement. In this case, if the area where themachine is located is blocked off so that people cannot approach it, no accident can be caused by thebelt. Alternatively, installing a cover over the rotating belt will also block off the hazard.
If a high-voltage power line is nearby during construction work using cranes, the crane could
receive an electric shock even when it is just close to the line without touching it. To prevent suchelectric shock accidents, measures should be taken such as providing protective facilities andinstalling warning signs to prevent entry within the clearance distance.

613.3.4 Thorough use of protective equipment
Working at heights can be a potential fall-from-heights hazard. Eliminating work at height isintrinsically safe, but in many cases, it is not possible to eliminate the work itself. So, we consider
functional safety.
For example, one method is to use an aerial work platform that can provide a stable working
platform. If an aerial work platform cannot be used, a horizontal safety net is stretched over the work
area to prevent falls. The use of full-harness fall protection gear is another functional safety method.
Protective equipment includes safety glasses, protective masks, gloves, and welding helmets.
When workers are to engage in work where these protective equipment are effective, make sure thatthey always use them, ensure that they are used, even if the work is only for a short time.

3.4 Risk assessment
As a foreman, knowing the risk assessment methodology will enable you to accurately prioritize
the measures to be taken against risks. Content related to risk assessment should also be included in
the work procedure manual.

3.4.1 What is risk assessment?
(1) What is risk assessment?
Risk assessment is a method for evaluating the likelihood that a particular risk will occur in agiven situation and the potential impact of that risk. Since April 1, 2006, it has become an obligation
to make the best efforts for implementation as provided by Article 28-2 of the Industrial Safety and
Health Act .

62

Until then, risk countermeasures consisted of investigating the causes of incidents and accidents
that occurred and developing preventive measures to ensure that they do not recur. Risk assessment,on the other hand, is a proactive approach that identifies potential dangers and hazards at a worksite
before an incident or accident occurs, and eliminates the risk or implements risk reduction measuresby developing preventive measures in advance.
Assessment means to evaluate and analyze people and factors objectively. To ensure objectivity,
the process may proceed with the assistance of outside experts.
(2) Basic risk assessment procedure
Figure 3-2 shows the basic procedures for risk assessment. Details are explained in the next
section.
Danger and hazard identification

Risk estimation

Setting priorities for risk reduction
Deliberation of risk reduction
measures

Implementation of risk reduction
measures

Figure 3-2 Basic risk assessment procedure(3) Effectiveness of conducting risk assessment
In addition to clarifying risks in the workplace, conducting risk assessment can be expected tohave the following effects.
□ Sharing of awareness of workplace risks throughout the workplace, including with managers.
As a general rule, risk assessment is led by the foreman and participated by everyone. By having
workers on site participate and work together on the assessment, it is possible to create a common
understanding of safety and health risks throughout the workplace.
□ Prioritization of safety measures in a reasonable manner.
All risks should be mitigated as quickly as possible, but there are cases in which addressing them63

immediately is not possible. In such cases, risk can be prioritized based on the results of the risk
estimate.
□ Clarification of the reasons for “rules to be followed” regarding the remaining risks.
Technological, time, and economic constraints may not allow appropriate risk reduction measures
to be taken immediately. In such cases, workers must be given precautionary instructions. When all
workers participate in the risk assessment, they are already aware of the reasons why they need to becareful, making it easier for them to follow the rules set forth.
□ Increasing of sensitivity to “safety” by full participation by the workplace.

3.4.2 Danger and hazard identification
Dangers and hazards are also collectively referred to as “hazards.” Danger and hazard
identification refers to identifying objects or situations that may cause injury or illness to workers.
Identifying dangers and hazards is the first step in the risk assessment and is the basis for subsequentrisk evaluation and risk management. By developing countermeasures against identified dangers andhazards, risks can be minimized and a safer work environment can be achieved.
Specifically, the following points will be examined for dangers and hazards.
□ Work behavior□ Work environment□ Machinery, equipment, tools, devices, and other items operated or used by workers□ Hazardous materials or chemicals that workers may touch or be in close proximity with

3.4.3 Risk estimation
To reduce various risks, it is necessary to consider priorities for implementation. “Riskestimation” is conducted to determine this priority. Risk estimation considers the elements of risk:
severity of injury and likelihood of injury, together with frequency (how often it occurs). A common
risk estimation method is to express risks numerically. Tables 3-1 through 3-3 are examples ofnumerically scoring frequency, likelihood, and severity.

64

- Frequency: Frequency is a term that describes how often and over what period of time a certain
event occurs. “High frequency” means that it occurs frequently, while “low frequency” means that it
rarely occurs. The risk estimation gives a score of how often the hazardous condition occurs.
Frequency
Occurs frequently
Occurs from time to timeScore
4 points
2 points

Almost never

1 point

Details
Approx. once a day
Approx. once a week
Approx. once every six
monthsTable 3-1: Example of score distribution for the frequency of hazard occurrence- Likelihood: The likelihood of a hazardous condition that occurred turning into an accident isexpressed as a score. (Table 3-2)
- Severity: The severity of the accident that occurred is expressed by a score. (Table 3-3)
Likelihood
Definitely
Very likely
Possible
Rare

Score
6 points
4 points
2 points
1 point

Severity
CriticalSevereModerate
Mild

Score
6 points
4 points
2 points
1 point

Table 3-2: Example of score distribution for likelihood of an accident occurring Table 3-3: Exampleof score distribution for severity of an accident
After scoring the frequency, likelihood, and severity of the risk, the “risk scores” are calculated bytotaling each score. Finally, the “risk level” is evaluated based on risk scores. Table 3-4 shows
examples of risk scores and risk levels.
Risk Level
IV
III
II
I

Risk Score
13-20
9-12
6-8
3-5

Risk Details
Seriously problematic
Problematic
Somewhat problematic
Not really problematic

Table 3-4 Examples of risk evaluation

3.4.4 Evaluation of risk estimation
The table below shows an example of an estimation for a given risk.

65

Risk estimation
Frequency
2

Likelihood
6

Evaluation
Severity
6

Risk Score
14

Risk Level
IV

Table 3-5 Example of risk estimation
Viewing the table while referring to Tables 3-1 through 3-3 reveals that the estimation shows that
this risk occurs approximately once a week, and when the risk does occur, it will definitely result inan accident, and that accident will be severe (serious). Since the risk score is 14, the risk level can be
determined as “Seriously problematic.”
Based on this risk level, “how to proceed with risk reduction measures” will be discussed. The
way to proceed with respect to risk levels should be determined, as in the following example.
Level IV: Immediately implement risk reduction measures. Suspend work until reduction
measures are taken.
Level III: Promptly implement level reduction measures.
Level II: Systematically implement level reduction measures.
Level I: Take risk reduction measures as necessary.

3.4.5 Deliberation and implementation of risk reduction measures
Once the risk assessment determines the priority of the response, specific mitigation measures are
considered and implemented according to that priority.
When considering risk reduction measures, it is also necessary to consider the possibility that the
reduction measures can give rise to new risks. Even if the risk rarely occurs and, if it does, isunlikely turn into an accident, it is important to take interim measures rather than ignoring it if it
could cause death or a serious illness.
After implementing risk reduction measures, the effectiveness of risk reduction should bemaintained and improved through periodic evaluation and, if necessary, modification andimprovement.
In considering and implementing the measures, we must make sure to implement what is legallyrequired. Other risks will be considered in the priority order shown in Figure 3-3.

66

(1) Essential measures(2) Engineering measures(3) Administrative measures(4) Use of personal protective equipment

Figure 3-3 Priority of risk reduction measures to be considered(1) Essential measures
Essential measures include eliminating the work itself so that hazardous work does not have to be
performed, or changing the work procedure to a safer one. Dangerous or hazardous materials are
replaced with safer ones.

(2) Engineering measures
Engineering measures refer to the implementation of physical measures such as the installation ofprotective fences around machinery and equipment and the use of work platforms.
(3) Administrative measures
Administrative measures include the development of work manuals, blocking off do-not-enter
areas, and education and training.
(4) Use of personal protective equipment
Use of personal protective equipment is using protective equipment such as protective gloves.

3.5 Types of safety and health activities and the role of the foreman
3.5.1 5S activities(1) What are 5S activities?
5S activities are one of the quality control methods that originated in Japan, and are designed to
improve and increase performance in the workplace. 5S stands for five words starting with S: Seiri
67

(sort), Seiton (set in order), Seisou (shine), Seiketsu (standardize), and Shitsuke (sustain).
(1) Sort(2) Set inorder(3) Shine(4)Standardize(5)
Sustain

Separate necessary and unnecessary items and discard theunnecessary
Properly organize and mark objects for ease of use

Clean and keep the area free of debris and dirt

Thoroughly implement and maintain the 3Ss of Sort, Set in order,
and Shine

Sustain the status of following the rules and regulations correctly

Figure 3-4 What are 5S activities?

(2) The aim of 5S activities
Our aim in conducting 5S activities as a company is to become a trusted company. As a company,
we have three expectations from the worksite.
□ Improvement of autonomy of all employees (workers)
The “Sustain” of the 5S activities can be replaced with “Systemize.” As workers become able toengage in 5S activities on their own initiative, we expect it will help increase workers' autonomy.
□ Building good teamwork
We expect having all workers cooperate in 5S activities to build good teamwork.
□ Leadership development
We expect that by leading the promotion of 5S activities, the leadership skills of the foreman will
improve.
(3) Purpose of 5S activities
The 5S activities are an effort to keep the worksite clean, but in Japan, this is also considered oneof the methods of “quality management,” “safety management,” and “organization building.” The68

objectives of 5S activities are shown in Figure 3-5.
Ensuring Safety

Improving quality

Increased productivity

Shortening delivery time

Improving morality

Revitalizing theorganization

Reducing cost

Improving the corporate
image

Figure 3-5 Purpose of 5S activities(4) 5S activities at construction sites
5S activities at construction sites include the following as efforts to improve safety and work
efficiency.
- Sort (Seiri)
Items are sorted by keeping only the required number of necessary items and disposing of
unnecessary items. On construction sites, this includes removal of unneeded materials, tools,
construction debris, and trash.
- Set in order (Seiton)
The sorted items are set in order by arranging them in a way that makes them easy to find. On a
construction site, materials and tools are arranged in appropriate locations, considering the workflow.
- Shine (Seisou)
The worksite is thoroughly cleaned until it shines to ensure cleanliness and safety. At construction
sites, this includes cleaning up dirt and dust, and clearing away building material chips generated
during construction.
- Standardize (Seiketsu)
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To maintain an efficient work environment, sort, set in order and clean in order to always keep theworkplace clean. On construction sites, this includes managing workers' safety equipment, such as
safety shoes and helmets, and maintaining construction equipment and vehicles.
- Sustain (Shitsuke)
Rules and manners are determined for the continuous implementation of 5S, and employees are
educated and monitored to ensure that they can behave in accordance with these rules and manners.
On construction sites, this includes enforcing safety rules and construction site rules, as well as
maintaining order and good manners on site.
(5) Role of the foreman in 5S activities
The role of the foreman is very important in 5S activities conducted on construction sites. The
foreman is expected to promote worker awareness and productivity by taking the initiative in
improving the work environment of his/her team, keeping it clean, organized and tidy, and raisingsafety awareness. Specifically, the foreman informs the workers on the necessity, methods, and rulesof 5S activities, and enhances workers' commitment to 5S activities by conducting periodic checks
and evaluations.
The foreman is also expected to contribute to improving site safety by pointing out hazardous
areas and areas needing improvement at the site and cooperating with the workers to implement
remedial measures.
As explained in (2), companies expect foremen to play a central role in promoting 5S activities,
thereby improving their leadership skills. The foreman are sometimes responsible for planning thework for the workers, managing their progress, and controlling safety and quality on the worksite. As
a foreman, improving your leadership skills will allow you to contribute to worker awareness andsite improvements, and at the same time, will lead to you being expected to become deeply involvedin the management and operation of the organization.

3.5.2 Hazard prediction (KY) activities(1) Role of the foreman in hazard prediction (KY) activities
The role of the foreman is important in hazard prediction activities on construction sites. The
70

foreman conducts hazard prediction activities together with the workers to predict potential hazards
that may occur at the site in advance and to propose improvements to reduce these hazards.
The foreman informs the workers on the need for, method of, and rules of hazard prediction
activities to promote worker awareness and safety.
Since the foreman is also responsible for site safety and quality control, he or she is expected toobserve the site and point out dangerous areas and areas needing improvement.
In addition, the foreman summarizes the information obtained through hazard prediction activities
and reports it to his/her superior, the safety and health committee, etc.
(2) Hazard prediction (KY) activities and hazard prediction training (KYT)
Hazard prediction activities, also known as KY (Kiken Yochi) activities, are conducted byimagining situations where accidents might occur on-site so as to prevent incidents and accidents
from occurring. Due to the nature of construction sites, there are many safety hazards associatedwith moving and transporting workers, facilities, equipment, and materials. There is also work athigh altitudes, in locations with oxygen deficient danger, and in handling hazardous materials. So, it
is important to foresee hazards in advance and take preventive measures.
Hazard prediction training, also known as KYT (Kiken Yochi Training), is a method for
improving the ability to detect dangerous and hazardous factors that may be present in a task orworksite.
(3) Hazard prediction activities (KY activities)
The hazard prediction (KY) activities at a construction site are conducted in the following specificsteps.
Step 1: Identification of hazards in the work area and work content
A risk assessment is conducted by identifying the hazards of the work conducted at theconstruction site in general or at each work location.
Step 2: Predicting hazards
Based on the identified hazards, potential accidents that may occur are predicted, and everyone
participates in coming up with measures to prevent them from occurring.
Step 3: Eliminating or reducing hazards
71Measures are taken to eliminate or reduce predicted hazards. Examples include securing
scaffolding, wearing fall protection gear, and installing fall prevention fences.
Hazard prediction activities are an indispensable approach to ensuring onsite safety and canprevent incidents and accidents from occurring if conducted on a daily basis. So, it is effective when
conducted before the start of the work scheduled for that day.
(4) How to proceed with hazard prediction training (KYT)
If KY activities are to be taken to a higher level, daily training is important. So, it is not possible
to draw a clear line between training (KYT) and KY activities.
The “KYT Basic 4 Round Method” is known as thestandard basic method for KYT. The KYT Basic 4 Round
Method recommends that hazard prediction training be
divided into four rounds as shown in Table 3-6.

Figure 3-6 Example of an illustration sheet
Round

4 rounds of hazard prediction training

How to proceed with hazard prediction training
Show the workers the prepared illustration sheets and ask them what hazards
they see. The opinions expressed will be written on a piece of construction
paper.

1R

What hazards could be waiting to happen?

When workers speak up, instruct them to include the following elements.
- Where are the hazards?
- What are the risk factors?
- What kind of incident will they cause?
Of the hazards found, circle those that seem important. In addition, mark witha ◎ those that are unanimously deemed particularly important. Underline the2RMarking potential dangers

hazard key points and “point and recite” them for confirmation.
“Point and recite” means that everyone points at the slogan, etc. and reads it
out loud. The goal is to unify everyone's mindset and increase the team's senseof unity and solidarity.

3R

What would you do?

Participants think about how to solve the hazards marked with ◎ and come up
with specific countermeasures.

72

The measures are narrowed down by unanimous agreement and marked with
4R

Decided on what to do

an asterisk (*) and underlined as “priority action items.” To put this into
practice, “team action goals” are set and confirmed via “point and recite.”

Table 3-6 How to proceed with hazard prediction training(5) Necessity of “pointing and calling”“Pointing and calling” refers to a confirmation method conducted before performing a certain
action, done by pointing a finger directly at the object you need to confirm and saying in a clear
voice, “XX Yoshi!”It is also called “shisa kosho.” Pointing and calling is a fundamental action inhazard prediction (KY) activities.
There are five phases of the consciousness state, from 0 to IV, and most daily tasks are said to be
performed at Phase II (normal, relaxed). Phase IV is a state of hypernormal, which may cause overfocusing on only one point or a panicked state. Pointing and calling is said to have the effect ofraising Phase II and lowering Phase IV to Phase III (normal, clear).
Phase

Focus

Physiological state

Reliability０IIIMode ofconsciousness
Unconscious

Zero

Sleeping

Zero

Subnormal
Normal, relaxed

Careless
Introverted

0.9 or less0.99 to 0.99999

III

Normal, clear

ExtrovertedIV

Hypernormal,
excitedOver-focused on asingle point

Fatigue, doze
During routine
work
During active
engagement
Panic

0.999999 or more
0.9 or less

Table 3-7 Stage of consciousness state (the late Professor Kunie Hashimoto, College of Industrial Technology, Nihon University)

3.5.3 Close call prevention activities(1) What are close call prevention activities?
When working in the field, workers experience instances of “I almost injured myself.” Thepurpose of close call prevention activities is to report “close call” situations that occurred whileworking, and to share and analyze this experience with the entire workforce to prevent the sameproblems or incidents from happening again.
Figure 3-7 represents “Heinrich's Law” by Herbert William Heinrich, a pioneer of occupationalsafety in the United States in the 1930s. An analysis of many occupational injuries revealed that for73

every severe accident, there are 29 minor accidents and 300 non-injury accidents of the same nature.
The 300 cases in this figure are what we call “close calls.” Continued close call prevention
activities can help prevent fatal accidents and serious or minor injuries before they occur.

1 severe incident/accident

29 minor incidents/accidents

300 close calls

Figure 3-7 Heinrich's Law (accident triangle)(2) Key points for implementation of close call prevention activities
The key points for implementing close call prevention activities are as follows.
□ Reporting close call experiences
The following situations experienced by workers at construction sites are reported as close calls.
- When working in hazardous working conditions- When facilities and equipment required for the work are inadequate- When there is a problem with the work procedure- When danger arises due to lack of coordination with other workers- When there is a problem with the work environment or materials and equipment
Close call reports enable identification of hazards and problems at the site so that solutions may beconsidered. In addition, the reported information can be analyzed to derive points of improvement so
as to prevent similar incidents and problems from occurring.
□ Utilize close call for improvement
Always review the contents of the report and share the results. If nothing is done with the report,
the motivation to report may be lost.
□ Do not hold the reporting worker responsible
The purpose of the close call report is to enhance the safety of the worksite by having all workers
74share the close call they experienced. For this reason, it is important not to accuse or blame thereporting worker in order to maintain an atmosphere encouraging of reporting.
(3) The role of the foreman in close call prevention activities
As the leader of the workers, the foreman plays an important role in site safety management. So,
the foreman should take the lead in close call prevention activities to raise the awareness of theentire workforce. In close call prevention activities, the foreman is responsible for the following.
□ Collection and reporting of close calls
Receive close calls reported by workers and organize them accurately and appropriately. If there isa situation in which workers are hesitant to report a close call, instruct them to be proactive inreporting.
□ Analyze close calls and propose improvement measures
Analyze reported close calls, identify causes, and propose improvement measures. In addition,
among the reported close calls, prioritize those of high importance or those with the potential tocause similar close calls in taking action and making improvements.
□ Confirmation/report of the improvement status
Implement improvement measures and confirm the effectiveness of the improvements. In
addition, raise the safety awareness in the entire worksite by reporting the status of improvement to
the workers.
□ Guidance and education for workers
Provide guidance and education on the importance of close call reporting as well as on safety toraise workers' safety awareness and promote close call reporting efforts.

3.6 The role of the foreman in human error prevention“Human error” refers to errors or mistakes made by humans. It is said that there are 12 different
causes of human error. The foreman is required to train and instruct workers on human errors that
occur on the worksite. This section describes the actions that the foreman should take to prevent
each of these human errors.
(1) Cognitive errors
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Cognitive errors are human errors caused by assumptions, misjudgments (misperceptions), andmishearing. These include misreading drawings, overlooking warning signs on equipment, etc., andfalling from heights due to assuming there is scaffolding. To avoid cognitive errors, it is important toalways conduct “point and call” confirmation and checks by multiple people.
(2) Lack of attention
It is a human error that occurs with decline in concentration. For example, when a worker isfocused on one point, he/she may not pay attention to the surroundings. It is important for workers to
be aware of their surroundings at all times, but it is also effective to call their attention to theirsurroundings from time to time. As a foreman, be aware of the workers' surroundings and call out tothem if there is a potential danger.
(3) Attention lapse and diminished awarenessContinued monotonous work can lead to decreased attention to one's surroundings. As with (2),calling out to workers is effective. Make it a habit for workers to call out to each other.
(4) Inadequate experience/knowledge
This is a common human error among newcomers. It is important to have updated task manuals
and provide thorough training. As a foreman, assess the ability of each worker and do not allow
unreasonable assignments.
(5) Complacency
Cutting corners due to complacency can also be seen as disregarding danger. This can cause
incidents not only for seasoned workers, but also for newcomers as they become accustomed to thework. As a foreman, make sure that your workers are following the established rules while working(6) Group errors
This is a human error caused by the general worksite atmosphere. For example, when theconstruction schedule is tight, speed may be prioritized over safety. Under any and all circumstances,make sure to have your workers work according to the rules that have been established.
(7) Shortcuts and omissions
When in a hurry, workers may try to skip steps, change the work method, etc. Skipping steps is thesame as cutting corners as explained in (5). It is important to make workers understand what happens
76when they omit steps of a given procedure. If a complicated procedure is required, do not modify theprocedure while working; instead, allocate time to work on it as an improvement measure.
(8) Communication errors
This is a human error caused by incomplete communication or miscommunication due tomisunderstanding the content. Make sure to always “communicate and confirm” to make sure thecontent is understood.
(9) Behavior based on situational instinct
This is a human error caused by instinctively taking certain actions. For example, when a worker
working on a stepladder almost drops a tool, he or she instinctively reaches out to catch it. It is
important to understand that we as humans behave in such instinctive ways at times. With thisunderstanding, it is effective to discuss possible behaviors specific to certain scenarios during tasks
and consider countermeasures by all employees through hazard prediction (KY) activities.
(10) Panic
This is a human error caused by panicking and being out of the ordinary. As with (9), it isimportant to confirm such situations through hazard prediction (KY) activities.
(11) Decline in physical and mental functions
This is a human error caused by decline in physical abilities and attention span due to age. The
aim should be to conduct health management measures at the workplace, and to create a healthy
work environment with break areas.
(12) Fatigue
As fatigue sets in, the body may not be able to respond as it should and attention span may
decrease. Check on the health of workers during each morning meeting and ensure that they takebreaks at appropriate intervals. Heat stroke also causes a strong sense of fatigue. Measure the heatindex (WBGT value) in the workplace and implement measures such as putting up shading nets in
hot and humid environments, installing dry mist and large fans, etc.

77

3.7 Power harassment
3.7.1 What is power harassment?
Power harassment refers to the act of a superior, colleague, teacher, or senior employee who
abuses his or her power or authority through words or behavior to inflict mental or physical pain on
someone in a weaker position, such as at work or at school. Typical types of power harassment andspecific examples are listed below.
(1) Physical abuse (assault/inflicting bodily harm)- Hitting, kicking- Throwing things at someone and injuring them
(2) Psychological abuse (threats, defamation, insults, verbal abuse)- Saying or doing things that undermine the character of another person- Repeatedly giving loud and intimidating reprimands (scolding) in front of other workers.
(3) Detachment from interpersonal relationships (ignoring, ostracizing, isolation)- Removing workers who don't agree with you from the job, isolating them in a separate room, or
having them do home training- Ignoring one worker as a group and isolating him/her in the workplace(4) Excessive demand- Giving workers work for which they have not received the necessary training and cannot
perform, and reprimanding them when they fail to accomplish it- Making workers perform personal chores unrelated to his/her work(5) Excessively low expectations- Assigning work well below the worker’s abilities for a long period of time in order to make themdecide to quit
- Deliberately not giving work to workers you don't like(6) Invasion of privacy (excessive involvement in private matters)- Monitoring workers outside of the workplace- Disclosing personal information (sexual orientation, medical history, fertility treatments, etc.) toother workers without their consent
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Power harassment threatens the mental and physical health of its victims, but it does not stop there.
It can negatively affect the workplace atmosphere, which can result in poor worker performance,
accidents, and worker resignations. So, the Act on Comprehensively Advancing Labor Measures,and Stabilizing the Employment of Workers, and Enriching Workers' Vocational Lives (known as the“Power Harassment Prevention Act”) mandates large companies to prevent power harassment in theworkplace starting June 1, 2020. In addition, as of April 1, 2022, the act also applies to small andmedium-sized companies. Employers must clarify their policies against power harassment andestablish prevention systems such as consultation services.
It is important to understand power harassment because without this understanding, a foreman,
who is the leader of several workers, may also unknowingly engage in acts of power harassment.

3.7.2 Why power harassment occurs
Power harassment can occur not only because of the harasser, but also by problems on thereceiving end, changes in the work environment, and other factors.
(1) When the power harasser is the problem
A foreman or senior staff member may develop a sense of superiority stemming from his or her
power and position, and try to control those who are in a weaker position. In such a case, they may
expect submissive attitudes, speech, and actions from subordinates.
Excessive stress and anxiety can cause a person to lose his or her composure and to say or doinappropriate things. In Japan, there is a word “shigoku” that describes treating others strictly or
giving them quotas in order to help them grow. It is also possible that harsh treatments are stemmingfrom the harasser’s misconceived idea of “being harsh helps people grow.”(2) When there are issues on the victim's side
Failure to follow social rules, lack of manners, or irresponsible behavior may result in such
worker to be on the receiving end of power harassment. In such a case, as the foreman, you muststrive to “guide” such workers.
(3) Changes in the work environment
Power harassment can occur due to changes in the environment, such as a sudden increase in79

workload or increased competition. For example, in an organization that is highly competitive andrequires highly qualified personnel, it is more likely for the superiors and senior staff to engage inpower harassment.
In addition, in workplaces where there is a sense of unfairness in employment conditions or low
mutual respect, self-centered people may engage in power harassment in order to impose their views
and arguments onto others.

3.7.3 Key points to avoid power harassment
The key to avoiding power harassment is to first understand the difference between “power
harassment” and “guidance.” With this understanding, choose the method of communication
carefully.
(1) Difference between “power harassment” and “guidance”
Power harassment can result in hurting or bringing to submission the other person. Guidance is aconstructive act to help the other person grow. The main differences between power harassment andguidance are as follows.
- Difference in purpose
Guidance is intended to teach the skills and knowledge necessary to perform the duties and tasksof the job. Power harassment, on the other hand, refers to inappropriate speech or behavior towardanother person for personal purposes such as self-gratification, intimidation (instilling fear), or thedesire to control.
- Difference in methods
Guidance generally involves providing constructive advice and feedback in order to encourage thegrowth and development of the other person. Power harassment, on the other hand, may use threats,
insults, or other methods to hurt or bring to submission the other person.
- Difference in targets
Guidance is intended for new and inexperienced employees and others who have not yet masteredskills in the workplace. Power harassment, on the other hand, is typically behavior exhibited bysuperiors and colleagues targeting subordinates and junior staff; in other words, it occurs towards
80those over whom they hold positional power or authority.
- Difference in method tailoring
Guidance is based on understanding the skills and knowledge of the other person, and thenproviding advice tailored to his or her level in an appropriate manner to maximize that person’s
growth. Power harassment, on the other hand, disregards the skills or knowledge of the other person,
because the attacks on the other person are for the purpose of self-gratification.
(2) Communication that does not constitute power harassment- Study your emotions
When you are about to be harsh with someone, consider whether the reason comes from anger,
fear, impatience, envy, sadness, or other emotions.
- Calm yourself, and listen carefully to what they have to sayFirst, calm yourself, and listen carefully to what they have to say. In doing so, observe the otherperson, and be careful how you choose your words and how you treat the other person. In particular,choose words so as to avoid being misleading, and pay attention to how you speak. It is fundamental
to treat others with respect.
- Communicate your requests in a non-aggressive manner
Even if you have a problem with their behavior, do not be aggressive; instead, speak in a way that
communicates your needs. Be careful not to think, “It's their job, so they have to do it.”
- Be on the lookout for concealed power harassment
Be aware of changes in other workers and lookout for concealed power harassment that may beoccurring.

81

Chapter 4 How to View Drawings as a Foreman
As a foreman, having the ability to correctly understand documents such as construction drawings
and specifications is a very important factor that directly affects the quality of the finished product.
Design documents related to construction can be divided into two main categories. One is documentsthat tell the construction company what the client wants to build and where, and the other is documentsthat tell the onsite workers how and on what schedule they should work.

4.1 The role of the design documents
4.1.1 Types of design documents
The design documents are part of the contract because they are documents containing contractual
matters. They can be broadly divided into three categories: design drawings, specifications, and onsite orientation documents (Q&A sheets).
(1) What is a design drawing?
Take the case of architecture as an example. A design drawing is a drawing by the designer of thebuilding requirements that the purchase order intends to realize. The design drawings, pursuant to thepurchase order, specifies the performance, the shape and dimensions of the building, and how theinterfacing parts will fit together. There are two types of design drawings: draft drawings and working
drawings (construction drawings).
- Draft drawing
A draft drawing is a drawing that outlines the entire building, including the floor plan, structure,materials, and equipment required by the purchase order. Purchase orders are prepared in a mannerthat is easy to understand, and legal regulations are be taken into account. The following are some ofthe studies and considerations at this stage of the project.
□ Purpose and scale of the building □ Building specifications □ Service life of the building □ Groundcondition of the site82□ Location of the site □ Constraints such as by the Building Standards Act □ Surrounding conditions□ Financial plan
Since it is difficult to change the contents of the draft drawings after construction has begun, thedesigner will fully discuss the matter with the client at this stage.
- Working drawing
Working drawings are drawings based on draft drawings, necessary to place an order forconstruction. There are four major types of working drawings: architectural drawings, structural
drawings, equipment drawings, and external structure drawings.
Architectural drawings are drawn to show the overall composition, design, and layout of the building.
They include the following.
□ Plan view □ Elevation view □ Sectional view □ Sectional detail □ Reflected ceiling plan □Exploded view □ Detailed floor plan
□ Layout plan
Structural drawings are drawings that show the structural parts of a building, such as columns andbeams that affect the safety of the building, and include the following.
□ Inner floor beam plan □ Timber frame plan □ List of member sections
Equipment drawings show the wiring of electrical systems such as outlets and lighting, as well as
piping for gas, water, and air conditioning. The following are included in the equipment drawings.
□ Electrical equipment drawing □ Sewage, drainage and sanitation equipment drawing □ Air
conditioning equipment drawing
External structure drawings are drawings that describe the design and specifications of the exterior
portions of the building, excluding the main structure.
(2) What are specifications?
Specifications are documents that describe the specifics and technical requirements for construction
work, and consist of two parts: standard specifications (common specifications) and particular83

specifications. It includes details that are not included in the design drawing, such as materials to be
used and construction methods. Even if the contractor changes mid-project, the specifications ensurethat the results are above a certain quality.
- Standard specifications (Common specifications)Standard specifications (common specifications) are intended to ensure the quality of the building
and to streamline construction. In public works projects, there are standard specifications for each typeof work, such as civil, architectural, and electrical work. They set detailed technical standards formaterials, equipment, construction methods, and testing in each of the areas of construction planning,
design, construction, and maintenance. In general, private construction projects are constructed inaccordance with public construction specifications in order to obtain a high level of quality.
- Particular specifications
Particular specifications are documents that contain more specific details as special notes than thestandard specifications. For example, for steel frames to be used for building construction, theydescribe the type of steel members, the standard strength values, and the grade of the fabrication plant.
Because they contain detailed information on materials, they are also used to calculate construction
costs (called “cost estimation”).
(3) On-site orientation document (Q&A sheet)
When the client is in the process of deciding on a construction contractor, an “on-site orientation”
of the construction project is given to the contractors participating in the bidding process. The on-siteorientation document is prepared for this purpose. The on-site orientation document includes thelocation of the site, surrounding conditions, construction and estimating requirements, statement of
quantities and construction breakdowns, other general items, list of questions, and special notes.
During the quotation period following the on-site orientation, the client accepts questions from thecontractor. The document prepared at that time is called a “Q&A sheet.” The Q&A sheet contains thequestions and responses from the client.
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4.1.2 Construction plans and construction drawings
The construction plan and construction drawings are the documents required for work to be
performed on site.
(1) Construction plan
The construction plan is prepared by the prime contractor prior to the start of construction, andcontains the following information, including the procedures and construction methods necessary tocomplete the construction project.
□ Construction outline □ Project schedule □ Site organization chart □ Specified machinery □ Major
equipment□ Main materials □ Construction method (including main machinery, temporary facilities plan,
construction site, etc.)□ Construction management plan □ Safety management □ Emergency system and response □ Traffic
management □ Environmental measures□ Maintenance of work environment □ Promotion of the use of recycled resources and proper
disposal methods for construction by-products □ Other(2) Construction drawing
Construction drawings are the drawings necessary for on-site construction. In actual construction
work, many types of components are required, but the design drawings do not contain such detailed
information. To produce a quality finished product, accuracy to the millimeter must be ensured. In theactual work, the workers need drawings that show in what order the individual materials should be
used and how they should be used in combination, and the construction drawing provides suchinformation.
In addition, buildings have many interfaces (junctions where different structures meet). When
preparing construction drawings, it is important to have multiple meetings with specialized contractors
85related to your construction project to ensure feasible interfacing so that problems will not occur after
construction has begun. A feasible interfacing refers to interfacing that is structurally sound and easy
to build.
(3) Difference between design drawings and construction drawings
Construction drawings and design drawings differ in terms of who prepares them, the purpose forwhich they are used, and who uses them (for whom they are prepared), as shown in Table 4-1.
Type

Created by

Designdrawing

ClientConsultant
Design firms, etc.

Construction
drawing

Construction manager orcooperating specialty
contractor

Intended use

User

Used by designers topropose designs for theclient and builder
Used to communicate toon-site workers how
exactly to proceed withthe construction

Project owner, builder,
recipient of applications(e.g., government office)Construction managers
and technicians working
on siteTable 4-1 Difference between design drawings and construction drawings
As shown in the table above, you as a foreman will be heavily involved with the construction
drawings. However, since construction drawings are based on design drawings, it is important for theforeman to have knowledge about the design drawings as well.
(4) Examples of design drawings and construction drawings
To make it easier to understand the difference between design drawings and construction drawings,
here is a simple example of rebar work and formwork to create columns, beams, and slabs.
Figure 4-1 shows an example of a plan view and elevation view, two of the design drawings for abuilding construction project. This drawing shows the shape of the finished product, the dimensionsof the lower part, and the specifications of the rebar to be used, but it is not clear how the rebar shouldbe placed, what formwork should be made and how they should be put together.

86Elevation view

Plan view

Pillar list

Slab list

Beam list

SymbolSymbolSymbolPositionR
floor

Sectional
view

R
floor

Both ends

CenterSectionalview

Sectional
view

Main
rebar

Main rebar

Top rebars

Main rebar(both top andbottom)Hoop rebar

Bottom rebars

Distribution(both top andbottom)rebar

Stirrup

Vocational Training Corporation National Association for Construction Industry
Education and Training Fuji Education Training Center

Hashim

Kawa

oto

shima

May 20, 2023

Rebar Formwork Practical JAC Plan

TanakaPlan view / Member list

Figure 4-1 Design drawing example
Figure 4-2 shows how the rebars are placed for the pillars and beams, and Figure 4-3 is aconstruction drawing that shows the slab rebar placement. Figure 4-4 is a formwork plan showing how
many pieces of formwork to prepare, and Figure 4-5 is a construction drawing showing how toassemble the formwork. Construction drawings allow workers to know how materials should beassembled to create the finished product.

87

Pillar/beam reinforcement
plan

Pillar/slab reinforcement
plan

Vocational Training Corporation National Association for Construction Industry
Education and Training Fuji Education Training Center

Hashi

Kawa

moto

shima

May 20, 2023

Rebar Formwork Practical JAC Plan

TanakaRebar placement plan (reference)

Figure 4-2 Construction drawing example: pillar/beam reinforcement plan

Rebar placement
plan view 1

Vocational Training Corporation National Association for Construction Industry
Education and Training Fuji Education Training Center

Rebar placement
plan view 2

Hashi

Kawa

moto

shima

May 20, 2023
TanakaRebar Formwork Practical
JAC Plan
Rebar placement plan view(reference)

Figure 4-3 Construction drawing example: pillar/slab reinforcement plan88

*The dotted line represents battens attached to the formwork plywood

Inner beam: four pieces

Beam bottom: four pieces

Outer beam (narrower pieces): 2 pieces

Pillar: wider pieces
Front and back, 4 pieces

Pillar: narrower pieces
Left and right, 4 pieces

Pillar: wider pieces
Front and back, 4 pieces

Pillar: narrower pieces
Left and right, 4 pieces

Outer beam (wider pieces): 2 pieces
Vocational Training Corporation National Association for Construction Industry
Education and Training Fuji Education Training Center

Hashi

Kawa

moto

shima

May 20, 2023

Rebar Formwork Practical JAC Plan

TanakaFormwork plan

Figure 4-4 Construction drawing example: formwork plan

Circular hollow section for vertical support
Circular hollow section for angle clamping

Chain
Turnbuckle
Circular hollow section for horizontal support

Ivy form tie
Beam bottom joist hanger (square timber)

Pipe support
Bridge batten clamp
Circular hollow section as bridge batten

Exterior wall formwork assembly(south side) elevation view
Formwork assemblyplan view

Vocational Training Corporation National Association for Construction Industry
Education and Training Fuji Education Training Center

Hashi

Kawa

moto

shima

May 20, 2023

Rebar Formwork PracticalJAC Plan

TanakaFormwork assembly drawing

Figure 4-5 Construction drawing example: formwork assembly plan89

4.2 How to study construction drawings as a foreman
The foreman has the major role of reviewing work procedures from the construction drawings andpreparing a work procedure manual. Fully review the construction drawings and have meetings withthe person who prepared the construction drawings to make sure that your understanding is correct
and to ensure that nothing remains unclear.

4.2.1 Construction quality and construction drawings
Construction quality is determined by the quality of the construction drawings. Often, thoseworking on site never see the design drawings. No matter how excellent the design drawings are,workers on the site rely on the construction drawings to build the project, and if the construction
drawings are inadequate, the quality required by the design drawings will not be achieved.
Since construction drawings affect the quality of the finished product, it is desirable to haveaccurate drawings that are easier to understand, easier to read, and that do not omit any information.
However, it is important to note that this may not always be the case. In many cases, construction
can still be completed when sufficiently accurate construction drawings are not available, but thiscan lead to a lot of redo and rework before completion, resulting in wasted time and effort. In
principle, workers on site are to build the finished product according to the construction drawings,
but in actuality, there are cases where completion is not possible without various innovative
workarounds. It is the important role of the foreman to come up with these workarounds.

4.2.2 Relationship between construction drawings and the work procedure manual(1) Accurately decipher construction drawings
The foreman should thoroughly understand the construction drawings before preparing the work
procedure manual. Since workers follow the manual, the work procedure manual has the greatest
impact on the quality of the construction. If the foreman does not correctly understand theinformation on the construction drawings, redo and rework will occur later.
In addition, construction drawings may have a reduced number of lines or extremely short90

explanations in order to make the drawings easier to view and read. The foreman must also be able
to read information omitted from the drawings.
(2) Decipher work procedures from construction drawings
For example, in steel reinforcement work, work proceeds by assembling many types of rebar. The
construction drawings do not contain information on where to start assembling the first rebar andwhat to do next. The foreman should determine the specifics and the details of work procedures sothat the workers can proceed without hesitation.
For this purpose, it is especially important to study the fit of each section in the construction
drawings and consider work procedures that realizes it. Mistakes at this stage can lead to redo, whichmeans breaking and redoing what was built.
(3) Work procedure manuals are an asset
A work procedure manual is a document that outlines the specific procedures to be followed inorder to obtain a high-quality finished product. Clearly written work procedure manuals not only
reduce the likelihood of work errors, but also allow work to proceed more efficiently, resulting inshorter construction periods and more time to spare for each work.
It is important for the foreman to realize that work procedure manuals are an asset to the company,
since they contribute to improving the skills of the workers and the quality of the work. It is
important to review and update the manual on a regular basis.

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Chapter 5 Understanding the Construction Industry as a Foreman
Establishing on-site safety measures and training skilled workers are important roles of the foreman.
By understanding the social role of the construction industry, its problems and challenges, and theConstruction Business Act, we can implement measures to cultivate skilled workers with anestablished sense of purpose in working in the construction industry.

5.1 Social role of the construction industry
The construction industry contributes to the development and improvement of society by
constructing a wide variety of buildings and facilities, including housing, commercial facilities,
roads, bridges, airports, tunnels, dams, and power plants. Below are some specific examples of theconstruction industry's role in society.
(1) Building social infrastructure“Infrastructure” is a term used to refer both tangible elements such as facilities and equipment thatare indispensable for social and economic development, and intangible elements such as laws, systems,
and human resources that support the tangible elements. The construction industry facilitates the
movement of people and logistics, improves the living environment, and promotes economic
development by building roads, bridges, tunnels, airports, ports, waterworks systems, sewage systems,
power grids, communications networks, and other social infrastructure.
(2) Housing construction
The construction industry contributes to the development and welfare of society by building homes
and providing a safe and comfortable living environment.
(3) Urban development
In urban areas, high-rise buildings and large-scale shopping malls are being developed inaccordance with the City Planning Act. The construction industry contributes to the development of
cities by constructing and renovating buildings necessary for urban development.
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(4) Disaster recovery
Japan's construction industry plays a very important role in disaster recovery. Japan is a country
prone to natural disasters such as earthquakes and typhoons, and these disasters inflict great damage
to the affected areas. Contractors are involved in repairing and rebuilding roads, bridges, rivers,
infrastructure including power plants, buildings, facilities, homes, etc. in the affected areas.
Another major role of the construction industry is to help disaster victims rebuild their lives.
Examples include the construction of temporary housing and facilities necessary for daily living.
(5) Environmental conservation
The construction industry has a significant impact on the natural and living environment. With
increased awareness towards environmental conservation in recent years, the construction industry
contributes to the preservation of the global environment by adopting environmentally friendly
construction methods, constructing energy efficient buildings, implementing renewable energy, andoverall working toward environmentally friendly construction of buildings and facilities.
(6) Job creation
Construction projects are participated by construction companies and contractors involved in largescale civil engineering and building projects, suppliers of construction materials and machinery, andcompanies that provide design, supervision, and other technical support. Large construction projects,
in particular, require a large labor force. It can be said that construction is one of the industries thatcreate many jobs.
(7) Contribution to the local economy
The construction industry is also considered to have a significant impact on the local economy. The
execution of construction projects increases the demand for lodging, restaurants, transportation, andother services in the vicinity of the site for the traveling and living of workers and engineers.

935.2 Problems and issues in the construction industry
The following problems and challenges exist in the construction industry.
(1) Shortage of manpower
Table 5-1 graphs the results of the Ministry of Internal Affairs and Communications' survey of thelabor force by age group in Japan in 2022. The labor force aged 44 and under is showing a declining
trend. In 10 years, there will be a serious shortage of labor throughout Japan, as more than 20 million
people over the age of 55 will be leaving the labor force.
Because the construction industry relies on labor for a large percentage of its work (this is called“labor-intensive”), labor shortages are a particularly important issue. A shortage of skilled workers
and engineers needed for the construction industry could cause delays and poor quality inconstruction projects.
Aged 65 andabove

5 million workers

10 million workers

15 million workers

Table 5-1 Japan's labor force by age group in 2022 (Statistical data from the Ministry of Internal
Affairs and Communications)(2) Young people avoiding the construction industry
While the labor force aged 24 and under is declining, even more young people are avoiding theconstruction industry. Possible reasons for this are that the construction industry is perceived ashaving too few days off, low and unstable pay, and a triple whammy of hardships (grueling,
dangerous, and dirty). In March 2018, the Ministry of Land, Infrastructure, Transport and Tourism
94

formulated the “Program for Accelerated Workstyle Reform in the Construction Industry” to address
the issues of labor shortages and younger workers avoiding the construction industry. To increase thenumber of young people entering the workforce of the construction industry, the new triple
advantages (good pay, more vacation days, promising) is now the new quadruple advantages withthe addition of “cool,” and the government and private companies are working together to make thisnew quadruple advantages of the construction industry a reality.
The program includes the following.
- Promotion of the five-day workweek and reducing long working hours- Pay commensurate with skills and experience- Promotion of social insurance coverage- Improvement in productivity through the use of ICT- Deliberation on relaxing requirements for engineer presence to make better use of limited humanresources(3) Analog management
The use of IT is an effective way to create an efficient working environment in response to labor
shortages and younger workers avoiding the construction industry. Digital Transformation (DX)refers to management innovation that utilizes digital technology, and in the construction industry, theintroduction of ICT (i-construction) construction is being promoted. On the other hand, the majority
of companies in the construction are small companies with a small number of employees, and there
are many skilled technicians, known as “one-man” contractors. In some situations, DX-ing cannot
progress due to the lack of IT knowledge and costs involved.
(4) Environmental impact
Construction is an industry that consumes large amounts of resources and energy, and therefore,
has a significant environmental impact. In particular, the decreases in construction waste due to theextended service life of buildings and CO2 emissions have become social issues, and various
environmentally friendly initiatives are now being actively implemented. Below are some examples
of such initiatives.
- Construction methods that do not visually harm the landscape95

In slope and revetment construction, there are methods to simultaneously promote greening. A
bag-like mat with a structure similar to soil is filled with plant-friendly materials and seeds to green
the construction surface.
- Rooftop greening
Solar power generation is a possible use for rooftops, but high-rises and condominiums are notwell suited for solar power generation because the rooftop area is small relative to the building
volume. Instead, soil is being spread on rooftops in a greening effort. Rooftop greening not only
restores lost greenery, but also has the added benefit of cooling the building and providing people
with a place for recreation.
- Concrete recycling
Concrete is one of the waste materials generated in enormous volume at construction sites.
Cement, the material of concrete, cannot be recycled and used again as cement after it has hardened.
However, since most of the volume of concrete is gravel or sand, known as aggregate, it is possible
to recycle these materials. This recycling technology has advanced to the point where it is now
possible to achieve a recycling rate of close to 100%.
- Durable buildings
While concrete waste is being recycled, efforts are also being made to extend the life of buildings
so as to reduce the amount of waste material itself. Highly durable concrete with a durability of morethan 100 years is one such example. However, since concrete is not the only material that constitutes
a building, research into higher durability of materials for piping and other parts must be conductedat the same time.

5.3 Construction Business Act
Failure to comply with the Construction Business Act can lead to a variety of problems. The
Construction Business Act is an act that construction companies must comply with, but as a foreman,
it is important to understand the key points to know if the construction site you are working on iscompliant with the Construction Business Act. For example, the Construction Business Act requires
96

fair contractor agreements to protect subcontractors. For this purpose, the prime contractor must obtainthe subcontractor's opinion on the process and work methods in advance. If construction has begun
and the work is proceeding in an unreasonable manner, there may be a problem with the contract or aviolation of the contract.

5.3.1 Purpose of the Construction Business Act
The purpose of the Construction Business Act is defined as follows.
The purpose of this Act is to ensure the proper execution of construction work and theprotection of the owners as well as promote the sound development of the constructionindustry through improving the integrity of persons operating construction businesses andensuring proper contracts for construction work, and thereby contribute to the furtherance ofthe public welfare.
The objectives can be organized into the following four items.
1. Ensure the proper execution of construction work
2. Ensure the protection of the owners
3. Promote the sound development of the construction industry
4. Contribute to the furtherance of the public welfare

5.3.2 Outline of the Construction Business Act
The Construction Business Act provides for a license system, an engineer system, and proper
contracting.
(1) License system
The license system is designed to improve the qualifications of construction contractors andcovers 29 types of work. As a requirement for the license, “business stability” such as management
abilities and financial foundation, “technological capabilities” for each type of work, and“suitability” such as integrity are evaluated, and therefore, management is required to aim to
improve these qualities. As a foreman, it is important to be aware of technological capabilities and97suitability in your work.
There are two types of licenses: one based on the amount of subcontracted amount and the otherbased on the location of the business office (Figure 5-1).

Perform prime contractor work

Construction work for which the prime contractor concludes
subcontracts worth 45 million yen or more
(In the case of general building work, 70 million yen or more)*

Specific construction
business license

General construction
business license

General construction
business license

When establishing a businessoffice in only one prefecture

When establishing a businessoffice in two or more
prefectures

License obtained fromthe prefectural governor

License obtained from the
Minister of Land, Infrastructure,
Transport and Tourism

Figure 5-1 License system forconstruction businesses(2) Engineer system
The engineer system is intended to ensure having suitable construction technology, and each typeof work is required to assign a “Chief Engineer” or “Managing Engineer” at the construction site.
Full-time assignment is required especially in public works projects.
- Chief Engineer
The role of the Chief Engineer is to prepare construction plans and perform supervisory duties
such as process control, quality control, and safety management. The foreman assists the Chief
Engineer in process control, quality control, and safety control.
On smaller sites, the On-Site Agent may concurrently serve as the Chief Engineer. An On-Site
Agent is a person who is stationed at a construction site to act as an agent for a manager who has
difficulty being stationed at a construction site. To become a Chief Engineer, one must have a firstor second-class national qualification appropriate for the type of work he or she is in charge of, or98

must have at least a certain period of work experience.
- Managing Engineer
For works for which the prime contractor concludes subcontracts worth 45 million yen or more(or 70 million yen or more in the case of general building work), a Managing Engineer must be
appointed in place of the Chief Engineer. The role of a Managing Engineer is almost the same as thatof a Chief Engineer, but to become a Managing Engineer, one must have a first-class national
qualification appropriate to the type of construction work for which he or she is responsible.
(3) Proper contracting
The purposes of proper contracting include protecting the client and subcontractors. The act
stipulates the obligations of the prime contractor, the obligation to conclude a fair contract
agreement, the obligation to conclude a written contract agreement, etc.
For example, as an obligation of the prime contractor, a work ledger and work plan must be
prepared and kept at each site for any work for which subcontracts worth 45 million yen or more (or70 million yen or more in the case of general building work) are concluded. The work plan is to beposted in an easily viewable location at the construction site.

These are the main contents of the Construction Business Act. Contractors are expected to fulfill
their social responsibilities by complying with the Construction Business Act and to contribute to thesound development of the construction industry as a whole.

99