CPM, Network Analysis A-O-A, A-O-N, Resource management

Critical Path Method
&
Network Analysis
Prepared by,
Amit S Kumbar

Presentation Summary..
Critical Path Method
• Project Management
• Critical Path
• Critical Path Method (CPM)
• Origin of CPM
• Why CPM is Important
• Terms Related to CPM
• Procedure of CPM
• Example
• Advantages/Disadvantages
Network Analysis
• Network
• Network Analysis
• Terms related to Network Analysis
• Activity-on-Arc (AOA) Network
• Concurrent Activities
• Dummy Activities
• Example

What is Project Management??
Project management is the discipline of
initiating, planning, executing, controlling,
and closing the work of a team to achieve
specific goals and meet specific success
criteria.

What is Critical Path??
• The sequence of project activities
which add up to the longest overall
duration
• The critical path determines the
shortest time possible to
complete the project

What is Critical Path Method??
• Critical Path Method (CPM) is basically a step-by-step Project
Management technique that separates planning and scheduling
• It also clarifies the inter relationship of time and cost.

What is Critical Path Method??
• CPM evaluates all the possible alternative plans for
project and associates each plans with a schedule.
• It is a mathematical based algorithm for scheduling a
set of project activities.

The origin of CPM
• The CPM was developed in the 1950s by Morgan R. Walker of
DuPont (Chemical Company) and James E. Kelley Jr. of Remington
Rand (Machines Manufacturer)
• It was first used in a missile-defense construction project
• Since that time, the CPM has been adapted to other fields including
hardware and software product research and development

Where is it used??
PROJECTS
Construction
Aerospace & Defense
Research Projects
Product Development
And many more…
Software Development

Why CPM is important??
According to Dr. Larry Bennett (1978), the critical path method also
has three main benefits for project managers. They are…
Identifies the Most
Important Tasks
Helps to Reduce
Timelines
Compares Planned with
Actual

Key Steps in the Critical Path Method...
There are six key steps in the critical path method. They are..
Specify Each ActivityStep 1
Draw the Network DiagramStep 3
Establish Dependencies
(Activity Sequence)
Step 2
Update the Critical Path
Diagram to Show Progress Step 6
Identify the Critical Path Step 5
Estimate Activity Completion
Time
Step 4

Step 1 : Specify Each Activity
The first step is to identify the main deliverables of a project
Then you can start breaking down the high-level activities into
smaller chunks of work

Step 2 : Establish Dependencies (Activity Sequence)
• Some activities will depend on the completion of others
• Listing the immediate predecessors of each activity will help to
identify the correct order

Step 3 : Draw the Network Diagram
Once you have identified the activities and their dependencies,
you can draw the critical path analysis chart (CPA), known as the network
diagram

Step 4 : Estimate Activity Completion Time
• Using past experience or the knowledge of an experienced team member,
estimate the time required to complete each activity
• If you are managing a smaller project, you will most likely estimate time in
days
• If you are working with a complex project, you may have to measure time in
weeks

Step 5 : Identify the Critical Path
There are two ways you can now identify the critical path
1. You can eyeball your network diagram and simply identify the longest path
throughout the network (in terms of longest duration in days)

Step 5 : Identify the Critical Path
There are two ways you can now identify the critical path
2. You can also identify critical activities with
the Forward Pass/Backward Pass technique, identifying the earliest start and
finish times, and the latest start and finish times for each activity

Step 6 : Update the Critical Path Diagram to Show Progress
• As the project progresses, you will learn the actual activity completion
times
• The network diagram can then be updated to include this information
(rather than continuing to use estimations)

Terms Related to CPM
• Float(slack)
It is the amount of time an activity can be delayed without delaying
the project
• Crashing
Reducing a project’s duration is called crashing

• Critical activity
Activity with zero float
• Resource leveling
It is an iterative process of assigning crews to activities in order to
calculate their duration

• A Forward Pass through the network determines the earliest times
each activity can start and finish
ALSO DETERMINE THE TOTAL DURATION OF THE PROJECT
• Considers maximum

• A Backward Passthrough the network determines the latest times each
activity can start and finish without delaying completion of the project
WITH THIS INFORMATION,
WE CAN DETERMINE WHERE WE CAN DELAY ACTIVITIES (HAVE
SLACK) AND WHERE WE CANNOT
• Considers minimum

Terms and Definitions
Activity Times
Forward Passing
Earliest Start Time (EST) : earliest time by which an activity start given that its
precedent activities must be completed first
EST = earliest event time of tail event = TE
i
Earliest Finish Time (EFT) : equals to the earliest start time for the activity plus the
time required to complete the activity

Activity Times
Backward Passing
Latest Finish Time (LFT) : latest time by which an activity can completed
without delaying the completion of the project
LFT = Latest Finish Time of head event = TL
j
Latest Start Time (LST) : latest time by which an activity can start without
delaying the completion of the project

FLOATS
 Associated with activity times
 Denotes flexibility range within which the activity start and finish time may
fluctuate without affecting the total duration of the project

TYPES OF FLOATS
 Total Float (FT) : timespan by which starting or finishing of an activity can be
delayed without affecting the overall completion time of the project
FT= LST – EST or LFT - EFT

TYPES OF FLOATS
 Free Float (FF) : duration by which an activity can be delayed without delaying
any other succeeding activity
 This float is concerned with the commencement of subsequent activity
FF = FT – Sj , Sj= Slack of head event = TL
j – TE
j

TYPES OF FLOATS
 Independent Float (FID): It is excess time available if the preceding activity ends
as late as possible and the succeeding activity starts as early as possible
 This float is concerned with prior and subsequent activities
FID= FF – Si
Si = slack of tail event =TL
i– TE
i

TYPES OF FLOATS
 Interfering Float (FIT) : Another name for head event slack
(Sj), it is the difference between total float and free float
FIT = FT– FF = TL
j – TE
j = Sj
Note : if the total float (FT) for any activity is zero then such activity is called
critical activity
Critical Activity : an activity is said to be critical, if a delay in its start cause a
further delay in the completion of the entire project

Critical Path : The sequence of critical activities in a network which determines
the duration of a project is called critical path
• It is the longest path in the network from the starting event to the ending event
For activities lying on critical path,
• EST =LST ,
• EFT = LFT and
• EST –EFT = LST – LFT

 Sub critical activity : When total float (FT ) is positive
 Critical Activity : When total float (FT ) is zero
 Super critical activity : When total float (FT ) is negative

Calculation of CPM
• Earliest Start Time (EST)
• Earliest Finish Time (EFT)
• Latest start time (LST)
• Latest Finish Time (LFT)
• The longest path of planned
activities to the end of the
project
• The earliest and latest that each activity
can start and finish without making the
project longer
• Determine “critical” activities
• Crashing the critical path
Need to find the following for each activity

Advantages of CPM
• Consistent framework for planning, scheduling, monitoring, and
controlling project
• Helps proper communications between departments and
functions
• Determines expected project completion date.

Advantages of CPM
• Determines the dates on which tasks must be started if the
project is to stay on schedule
• Shows which tasks must be coordinated to avoid resource or
timing conflicts
• Shows which tasks may run in parallel to meet project
completion date

Disadvantages of CPM
• Reliability of CPM largely based on accurate estimates and
assumptions made
• CPM does not guarantee the success of project
• Resources may not actually be as flexible as management
hope when they come to address network float

Disadvantages of CPM
• Too many activities may the network diagram too complicated
• Activities might themselves have to be broken down into mini
projects

Location of Critical path
1- 3 – 4 – 5 – 6 – 7 = 52 units
1
2
4 7 8
A 10 8 C
D
12
8
I
10
J
6F
5
B
12
E 6
3
K
12
5
8 H
6

Example..
• Orange Square:
Calculated Value
• White Circle:
Duration
• Black hexagon:
Crashing Value
• Critical Path:
A-C-G-H
START
B D E
H
7
3
6 3
3
2
3
2
2
7 13 16
3 6
5
9
18
G
16
C
13
A
7
0
16
3
13
F
13
10
0

What is Network??
Any system of interconnected linear features..

What is Network Analysis??
• technique for planning, controlling large projects
• Its primary aim is to program, monitor the progress
So that the project completed in the minimum time
• In doing this, it pinpoints the parts of the project which are
“crucial”

What is Network Analysis??
• It can also be used in
• allocating resources such as labor and equipment and thus
• helps to make the total cost of a project minimum

Network Analysis Methods
is a group of special analytical methods that are used in cases where it is
necessary to analyze
and
optimize a network of interconnected and related elements that have
some connection between one another

Basic Network Analysis Methods
• CPM (Critical Path Method)
• CCM (Critical Chain Method)
• PERT Method (Program Evaluation and Review Technique)
• GERT Method (Graphical Evaluation and Review Technique)
• MPM Method (Metra Potential Method)

Terms related to Network Analysis
• WBS
• Activity
• Events (node)
• Path
This is a continuous chain of activities from the beginning to the
end of the project

Terms related to Network Analysis
Activity-on-Arrow (AOA) Network
• A branch reflects an activity of a project
• A node represents the beginning and end of activities, referred to
as events
• Branches in the network indicate precedence relationships
• When an activity is completed at a node, it has been realized

ACTIVITY
PRECEEDING SUCCESSOR
EVENT

Terms related to Network Analysis (A-O-A)
Concurrent Activities
• Activities can occur at the same time (concurrently)
• Network aids in planning and scheduling
• Time duration of activities shown on branches

Terms related to Network Analysis (A-O-A)
Dummy Activities
• A dummy activity shows a precedence relationship but reflects no
passage of time
• Two or more activities cannot share the same start and end nodes

Errors in Network Construction
Dangling
3 4 6 8
5
7
Dangling

Activity, duration, ES, EF, LS, LF
1
2
Activity
ES = earliest start time
EF = earliest finish time
LF = latest finish time
LS = latest start timeDuration

DEVELOPMENT OF THE NETWORK
DIAGRAM
AND
CRITICAL PATH

THE NETWORK DIAGRAM IS
ABOUT CREATING
RELATIONSHIPS
BETWEEN ACTIVITIES

RELATIONSHIPS ARE ALSO
REFERRED TO AS
DEPENDENCIES – THE MOST
BASIC IS “FINISH TO START”

THUS THE BASIC
QUESTION IS WHICH
ACTIVITIES MUST BE
FINISHED BEFORE
WHICH ACTIVITIES CAN
START

THE USE OF AN ARROW
(SPECIFICALLY IN THE
NOTATION USED IN THIS
EXAMPLE) SHOWS THIS
RELATIONSHIP
A B
Activity A Must Be Finished Before B Can Start

THE USE OF AN
ARROW (SPECIFICALLY
IN THE NOTATION
USED IN THIS
EXAMPLE) SHOWS THIS
RELATIONSHIP
But Activity E, F and G Don’t Have to Wait for Each Other
D
E
F
G
Frame
HVAC
Rough
Electric
H
Sheet
Rock

THE USE OF AN
ARROW (SPECIFICALLY
IN THE NOTATION
USED IN THIS
EXAMPLE) SHOWS THIS
RELATIONSHIP
Note That E, F and G Don’t Have to Start and Finish At The Same Time
D
E
F
G
Frame
HVAC
Rough
Electric
H
Sheet
Rock

THE USE OF AN
ARROW (SPECIFICALLY
IN THE NOTATION
USED IN THIS
EXAMPLE) SHOWS THIS
RELATIONSHIP
They However Need to Be Finished Before H Can Start
D
E
F
G
Frame
HVAC
Rough
Electric
H
Sheet
Rock

Task 1
Is to Create These Dependencies By
Indicating the Predecessors For Each Activity

Activity Description
Time
Required (in
days)
Immediate
Predecessor
Activities
A
B
C
D
E
F
G
H
I
J
K
L
M
Excavate
Lay foundation
Rough plumbing
Frame
Finish exterior
Install HVAC Rough
electric Sheet rock
Install cabinets
Paint
Final plumbing
Final electric Install
flooring

Time
Required
Immediate
Predecessor
Activity Description (in days) Activities
A Excavate --
B Lay foundation A
C Rough plumbing B
D Frame B
E Finish exterior D
F Install HVAC D
G Rough electric D
H Sheet rock C, E, F, G
I Install cabinets H
J Paint H
K Final plumbing I
L Final electric J
M Install flooring K, L

Task 2
TEST THE LOGIC BY CONSTRUCTING THE
NETWORK DIAGRAM

Install
Cabinets
A B
C
D
E
F
G
H
I K
L
Excavate
Lay
Foundation
Rough
Plumbing
Frame
Finish
Exterior
HVAC
Rough
Electric
Sheet
Rock
J
Paint
Final
Plumbing
Final
Electric
Install
Flooring

• left to right;
• preceding activities must complete;
• Arrows indicate precedence and flow and can cross over each other;

• Identify each activity with a unique number; this number must be greater
than its predecessors;
• Looping is not allowed;
• Conditional statements are not allowed;
• Use unique start and stop nodes.

Task 3
DETERMINE DURATIONS FOR
EACH ACTIVITY

Time
Required
Immediate
Predecessor
Activity Description (in days) Activities
A Excavate 3 --
B Lay foundation 4 A
C Rough plumbing 3 B
D Frame 10 B
E Finish exterior 8 D
F Install HVAC 4 D
G Rough electric 6 D
H Sheet rock 8 C, E, F, G
I Install cabinets 5 H
J Paint 5 H
K Final plumbing 4 I
L Final electric 2 J
M Install flooring 4 K, L

Task 4
FILL EACH NODE AS FOLLOWS

ESTi EFTi
i ti
LSTi LFTi
• ESTi = earliest possible start for activity i
• EFTi = earliest possible finish for activity i
• i = Activity
• ti = DURATION required to perform activity i
• LSTi = latest possible start for activity i
• LFTi = latest possible finish for activity i

Task 5
CALCULATE THE FORWARD AND THE
BACKWARD PASS

• EST for the initial activity in a project is “time zero”
• EST = LST of the activities directly preceding it
• EFT of an activity = EST + duration required to perform the activity

17
33 38
J 5
33 38
I 5
38 42
K 4
38 40
L 2
A
0 3
3
C
7
3
B
3 7
4
Note:
ESTH=MAX(EFTC,EFTE,EFTF,EFTG)=25
ESTi EFTi
i ti
LSTi LFTi
10
7
D 10
17
E 8
25
17
F 4
21
17
G 6
23
25
H 8
33
42
M 4
46
EFT = EST
EST
ti
i

• LFT for the final activity = EFT as determined by the forward pass;
• LFT for any other activity = LST of the activities directly following (or succeeding) it;
• LST of an activity = LFT - the time required to perform the activity

Note:
LFTH=MIN(LSTI,LSTJ)=33
LFTD=MIN(LSTE,LSTF ,LSTG)=17
LFTB=MIN(LSTC,LSTD)=7
M 4
4642
4642
L 2
4038
4240
K 4
4238
4238
I 5
3833
3833
J 5
3833
4035
H 8
3325
3325
C 3
107
2522
E 8
2517
2517
F 4
2117
2521
G 6
2317
2519
B 4
73
73
D 10
177
177
A 3
30
ESTi EFTi
i ti
LSTi LFTi
LFT = LST

Task 6
DETERMINE THE CRITICAL PATH

Note:
Float (or slack) = LSTi-ESTi and LFTi-EFTi
33 38
I 5
0 3
B
3 7
4
7
7 10
C 3
22 25
7 17
D 10
7 17
17 25
E 8
17 25
17 21
F 4
21 25
17 23
G 6
19 25
25 33
H 8
25 33
33 38
J 5
35 40
38 42
K 4
38 42
38 40
L 2
40 42
42 46
M 4
42 46
33 38
A 3
Float=0 Float=0
Float=0
Float=15
Float=0
Float=4
Float=2
Float=0
Float=0 Float=0
Float=2 Float=2
Float=0

Example..
• Draw the A-O-N and A-O-A network for this project
• What is the Critical Path and Project Duration?

(A-O-A) Activity, duration, ES, EF, LS, LF
1
2
Activity
ES = earliest start time
EF = earliest finish time
LF = latest finish time
LS = latest start timeDuration
Start
Node or event
Node or event

Networks
•Activity
•Event
•Dummy
•Numbering – Fulkerson Rule

Example - 1
Activity Predecessor Activity Predecessor
A - F C, A
B - G -
C B H E, F , D
D B I F, D
E C, A J G
Draw a network diagram and Number the events

Example - 2
Activity Predecessor Activity Predecessor
A - I F,G,H
B A J I
C A K F,G,H
D A L K
E B M J,L
F E N K
G C,E O M,N
H D
Draw a network diagram and Number the events

Another One????
Example - 3
• Activity A, B & C are starting of the project and occurs concurrently
• Activity D succeeds B
• B precedes E & F
• G can not start until A is completed
• A & D precedes H

• I is the successor of E
• K succeeds C
• J can not start until F and C are completed
• K precedes L
• Completion of G,H,I,J & L marks the completion of the project

Example - 4
Activity Predecessor Duration Activity Predecessor Duration
A - 3 F D,E 7
B - 10 G B 6
C - 6 H B,C 5
D A 4 I F,B 9
E B 5
Determine the critical path and Total Float for the given activities

Example - 5
• Activities A, B and C form the beginning concurrently
• D and E can begin only when A is completed
• F,G and H depends on the completion of E and C
• I can begin only when B and D are completed
• J follows F
• K is the last activity and it begins only when I,J,G and H are completed

Activity Duration Activity Duration
A 2 G 5
B 3 H 6
C 4 I 3
D 5 J 5
E 8 K 4
F 4
Example - 5

Resource Management
Construction companies face the challenge of delivering often complex projects
to a schedule, within a budget, and hopefully with a reasonable profit margin
• Resource management is the process of planning the resources necessary
to meet the objectives of the project, and to satisfy the client’s requirements

Resource Management
Fundamental to resource management is real-time visibility of
• what resources are needed,
• what resources are available,
• where resources are located, and the
• ability to reschedule those resources accordingly

Resource Management
Construction resources might include
• Products and materials
• Construction plant, tools and equipment
• Human resources
• Space and facilities
• Subcontractors
• Finance

Resource Management
A resource management plan can be used to
 Ensure resource availability and resolve resource conflicts
 Optimise time, effort and cost
 Ensure workers with the right skills are available

Resource Management
A resource management plan can be used to
 Identify limitations, such as site access, weather conditions, and so on
 Reassign resources in response to circumstances
 Track resources utilisation to avoid excessive resourcing or under-utilisation

Resource Management
List key information about the required resources for each activity
• Type of activity
• Start date and duration of the activity
• Activity owner
• Resource type and quantity required

Resource Management
List key information about the required resources for each activity
• Source/supplier of each resource type
• Equipment required
• Cost estimates for each of the resources to be supplied
• Risk mitigation

Making a Resource Management plan work
Successful resource management requires
• Access to up-to-date project plan with clear definition of different phases of work,
activity and scheduling
• Understanding the types of resources that are needed
• Understanding the availability and optimum utilisation of resources

Successful resource management requires
• Understanding the potential for developing resources for new uses
• Understanding of the lead time required to ensure that resources are available
when needed
• The ability to redeploy resources if works need to be accelerated, or if works are
completed

Automated resource management systems can improve companies’ overall
efficiency,
replacing less efficient data collection methods such as
paper forms,
spreadsheets, and so on.

Some of the features Automated resource management can incorporate include
 Automated calculations
 Ability for managers to simulate and test different scenarios
 Re-evaluation and re-calculation as decisions change
 Real-time resource utilisation tracking

Some of the features Automated resource management can incorporate include
 Resource allocations can be assessed and approved quickly online
 Access to real-time information via mobile device
 Online collaboration between sites, offices, partners, subcontractors, and so on

CONSTRUCTION LABOUR
They are employed in the construction industry and work predominantly on
construction sites and are typically engaged in aspects of the industry other than
design or finance
The term includes general construction
workers, also referred to as labourers and
members of specialist trades such electricians,
carpenters and plumbers

CONSTRUCTION LABOUR
What does a construction worker do?
Construction is an industry that requires working at ever-changing locations and work
environments
This profile refers to general construction workers.
Others at a construction site include
electricians, carpenters and plumbers

CONSTRUCTION LABOUR
Some of the main duties of a general construction worker are to
Install various commercial, industrial or residential systems
Ensure that projects conform to building codes and regulations
Use, clean and maintain various types of equipment
Supervise or apprentice other workers

SEGMENTS OF CONSTRUCTION LABOUR
The construction industry is divided into three major segments
 Construction of buildings contractors, or general contractors, build residential,
industrial, commercial, and other buildings
 Heavy and civil engineering construction contractors build sewers, roads,
highways, bridges, tunnels, and other projects
 Specialty trade contractors are engaged in specialized activities such as
carpentry, painting, plumbing, and electrical work

ACTS OF CONSTRUCTION LABOUR
THE TWO ACTS WHICH FALL TO THE CATEGORY OF THE
CONSTRUCTION WORKERS ARE AS FOLLOWS
 THE BUILDING AND OTHER CONSTRUCTION WORKERS'
WELFARE CESS ACT, 1996 ACT NO. 28 OF 1996
 THE BUILDINGS AND OTHER CONSTRUCTION WORKERS (REGULATION
OF EMPLOYMENT AND CONDITIONS OF SERVICE) ACT, 1996 ACT NO. 27
OF 1996

THE BUILDING AND OTHER CONSTRUCTION WORKERS' WELFARE CESS ACT, 1996
ACT NO. 28 OF 1996 [19th August, 1996] BE
it enacted by Parliament in the Forty-seventh Year of the Republic of India as follows:-
An act to provide for the levy.
And collection of a cess on the cost of construction incurred by employers with a view to
augmenting the resources of the Building and Other Construction Workers' Welfare Boards
constituted under the Building and Other Construction Workers (Regulation of
Employment and Conditions of Service) Act, 1996.

Short title, extent and commencement.
•This Act may be called the Building and Other Construction
Workers' Welfare Cess Act, 1996.
(2)It extends to the whole of India.
(3)It shall be deemed to have come into force on the 3rd day of November,
1995.

BUILDING AND OTHER CONSTRUCTION
WORKERS(REGULATION OF EMPLOYMENT AND
WORKING CONDITIONS)ACT, 1996

There are about 8.5 million building and other construction workers in India as per the
estimates of National Sample Survey (1987-88).
These workers are one of the most numerous and vulnerable segments of the unorganized
sector in India.
The building and other construction works are characterized by their inherent risk to the life
and limb of the workers.
The work is also characterized by its casual nature, temporary relationship between employer
and employee, uncertain working hours, lack of basic amenities and inadequacy of welfare
facilities.
Although the provisions of various Labor Laws i.e., Minimum Wages Act 1948, Contract Labor
(Regulation & Abolition) Act1970 and Inter- State Migrant Workmen (Regulation of Employment
& Conditions of Services) Act 1979 etc., are applicable to the building and other construction
workers, a need was felt for a comprehensive Central Legislation for this category of workers.

The above law aims to provide for regulation of employment & conditions of
service of the building and other construction workers as also their safety,
health and welfare measures in every establishment which employs or
employed during the preceding year ten or more workers.
The exception made is only in respect of residential houses for own purpose
constructed with a cost not exceeding Rs. 10 lakh and such other activities to
which the provisions of Factories Act, 1948 and Mines Act, 1952 apply.
AIM:

TYPES OF CONSTRUCTION WORKERS
Pipe fitter
layers Sheet metal worker Steam
fitters
Painters
paperhangers Drywall
installers Tile Installers
Tapers
Cement Masons
Concrete finishers
Segmental pavers Brick
masons Stonemasons
Insulation workers Duct
workers

CONSTRUCTION SITES ARE RIFE THE FOLLOWING SOURCES OF DANGER:
Slip and trip hazards
Overhead electrical wires and other exposed wiring
Sharp edges
Falls from elevation
Massive machinery and objects incorporated in construction
Actively used chemicals
Commonly sustained injuries caused by the above include:
Electrical and chemical burns
Poisoning
Amputation
Severe lacerations
Traumatic brain injuries
Repetitive strain injuries
Crush injuries

Most employees in this industry work full time, and many work over 40 hours a week.
In 2002, about 1 in 5 construction workers worked 45 hours or more a week.
Construction workers may sometimes work evenings, weekends, and holidays to
finish a job or take care of an emergency.
Workers in this industry need physical stamina because the work frequently requires
prolonged standing, bending, stooping, and working in cramped quarters.
They also may be required to lift and carry heavy objects.
Exposure to weather is common because much of the work is done outside or in
partially enclosed structures.
Construction workers often work with potentially dangerous tools and equipment
amidst a clutter of building materials
some work on temporary scaffolding or at great heights and in bad weather.
Consequently, they are more prone to injuries than are workers in other jobs.

Pain or injury from physical overexertion, repetitive manual tasks, or working in awkward
positions.
Exposure to moulds, fungi and bird or rodent droppings.
Exposure to lead, wood dust, asbestos, paints, solvents, and other toxic chemicals or
materials.
Working in extreme temperatures and UV radiation.
Working with hand tools, powered tools and heavy powered equipment.
Excess vibration in the hands, arms or body from powered tools or equipment.
Confined spaces.
Noise.
Working at heights.
Electrical hazards.
Working with cranes, hoists, and other material handling equipment.
Slips, trips and falls.
Respiratory and fire hazards from wood dust.
Stress
Shift work or extended work days

PREVENTIVE MEASURES
 Keep tools and equipment in good working order.
 Use correct personal protective equipment and apparel, including safety footwear.
 Keep all work areas clear of clutter and equipment.
 Avoid awkward body positions or take frequent breaks.
 Learn safe lifting techniques.
Follow a recommended shift work pattern, and be aware of the associated hazards.

 Follow safety procedures for:
Confined space entry
Working at heights
Electrical safety
Lockout/tagout of machinery
Machinery
Ladders
Material handling
Working with tools and equipment
 Practice safe lifting techniques.
 Follow company safety rules.
 Stay informed about chemical hazards, WHMIS and
MSDS.
 Know how to report a hazard.
 Follow good housekeeping procedures.

Thanks for patient hearing
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CPM, Network Analysis A-O-A, A-O-N, Resource management

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