Every trade's needs on one sheet: hoisting, access, storage and shutdowns, week by week
Three trades expect the crane in week fourteen. Their requests sit in separate emails and the bookings are not yet reconciled. The superintendent needs a common view of demand before a conflict becomes three crews waiting for the same resource.
Collect each trade's dated needs in a common weekly register and compare them with actual available site capacity. Show requests, confirmed arrangements and unresolved prerequisites separately. Update the sheet with the affected trades as the work changes. This view supports planning; it is not a qualified lifting plan, service design or promise that every overload will be solved a fortnight ahead. The value is an earlier, clearer decision about conflicting demand.
Compare the trades' requests on a common time basis
- Ask for task-linked needs. At startup, identify areas, access, hoisting, laydown, services, shutdowns and inspections needed by period. Give each request a trade contact and relevant work basis. A recurring general statement that crane required will not show what duration or prerequisite the team must consider.
- Use consistent weeks and status. Put trades or resources on readable rows with common week references. Record requested duration or extent where useful, and distinguish tentative from confirmed information. Link details in supporting records rather than compressing a complex lifting or shutdown decision into one coloured cell.
- Compare against confirmed capacity. Ask the responsible planners and qualified personnel about availability, restrictions and competing work. A theoretical resource schedule may omit maintenance, access or other limitations. Identify the unresolved capacity question and owner instead of assuming unused calendar time is available.
- Coordinate feasible changes. Discuss alternate timing, sequencing or resources with affected people. Check the actual prerequisites, approvals and knock-on effects before moving a request. Advancing a lift one week is not useful if the equipment, destination or reviewed lifting arrangement is not ready.
- Review and carry decisions forward. Update the sheet in the agreed weekly review and transfer confirmed arrangements to the daily board or booking process. Retain pending items with owners and decision dates. Reconcile new information rather than repeating a startup assumption through every later week.
Common mistakes
- Keeping requests in separate email threads with different week references.
- Moving demand without checking its prerequisites.
- Treating a planning sheet as a completed equipment booking.
Checklist
The weekly trade-needs register
- Task, resource and trade contact.
- Common periods and status labels.
- Actual capacity and restrictions checked.
- Conflicts and decision owners.
- Reviewed changes and affected-trade notice.
- Confirmed bookings and daily-board transfer.
Check your understanding
Week thirteen has no recorded crane request. Can the elevator lift simply move into it?
