Product capabilities

Assign and reassign with full visibility into who is on site now, who is scheduled in, and who is leaving — for both manpower and equipment.

• Manpower search by skill, trade, and title (e.g. skid-steer operator, own vehicle, English-speaking)
• Personnel profiles: contact data, tools, licenses & expirations, discipline/awards, photos
• Equipment: utilization, costs, repair history, rental hourly cost, return-date alerts, transport specs
• Automatic move lists with notes and instructions for each transfer
• Filter large rosters by static vs. in-motion assignments

Track projects by task using hours per unit or units per hour. Catch issues in the single-digit percent complete stage — when recovery still works. See the Recovery Impact Curve for why that early window matters.

• Required speed and recovery rate when behind
• Heading: projected dollars under or over budget
• Production Value (PV): what an estimated labor dollar is actually costing
• Automatic threat flagging across active tasks
• Estimating feedback loop from real field performance

Job Site Walk is Field Muster’s OODA loop in the field — Observe, Orient, Decide, Act. A finite set of conditions impact production. JSW lists active tasks by speed, surfaces red flags, and forces a complete decision cycle before the recovery window closes.

1. O Observe See the job as it is: tasks ranked by speed, red flags on the surface.
2. O Orient Name the production-impacting condition from the editable library.
3. D Decide Decide an action, allocate accountability. Person in charge (PIC) and a drop-dead date — here all threats are captured.
4. A Act Execute the recovery. Overdue items escalate to the HIT LIST.

• Editable library of production-impacting conditions
• Assign cause, required action, PIC, and drop-dead date
• Example: other-trade interference → draft GC letter → PIC–PM → drop-dead date
• Overdue items escalate automatically to the HIT LIST — and the next Observe cycle restarts the loop
• Three-day recon — a superintendent / foreman checklist for the next three days: what to expect and what to prepare for. Because typically the dust of production is three days thick.
• Job site meeting agenda template for meetings with the GC or other contractors on site

The company’s living production agenda — the backbone of weekly production meetings.

• Tracks overdue actions from Job Site Walk and direct HIT LIST items
• Shows best-guess % complete on recovery actions in progress
• Surfaces on the Cockpit when drop-dead dates pass
• Completes the OODA loop: loss ID → required speed → action → owner → follow-up

The operational arm of the company at a glance — built for control, not passive reporting.

• Men and equipment in motion between jobs
• Per job: onsite / incoming / outgoing crew counts
• Rental count vs. owned equipment count
• Heading (projected dollars over or under budget in thousands), % complete, % of labor spent, Production Value
• Broke date, liquidated-damages drop-dead date, crew day balance
• Dispatched wage vs. estimated wage
• HIT LIST actions and equipment return alerts

Static pre-job preparation checklist (~19 actions) — schedule complete, move-on dates, shop drawings, and more — tying project management readiness to field operations.

Cost codes, roll-up codes, skills/trades/titles, equipment categories, and a graphic Order of Production showing % complete, % spent, and schedule progress — with Production Value (PV) on each project for portfolio-level command.

The Trends chart documents the cost of an estimated labor dollar based on Production Value (PV), allowing a quick assessment of production loss and its impact. From there, that timeline is proprietary operational advantage — and the backbone for production-impact claims.

• Baseline at one dollar (1.00): the estimated intended cost of each labor dollar spent to that point
• Strong PV below 1.00 (more production per dollar) vs. loss above 1.00
• Hover audit dates on trend points to open Job Site Walk conditions for that day
• Builds a dated record of interference, recovery, and production impact for claims support — and displays for the operations staff the production flow of the project