3. Points to consider when making the plans
i. Identify the work operations that must be completed before
conducting the specific work
ii. Identify the work operations that are performed together with the
specific work
iii. Identify the work operations that follow the specific work
iv. Examine the interrelations with other work types
v. Estimate the number of days it takes to complete each work operation
vi. Calculate the number of days to complete all required work by adding
the estimated number of days for the individual process
vii. Make corrections and produce the schedule chains that allow efficient
work operations within the predetermined period.
8. PREPARATION OF THE WORKING BUDGET
a. Prior to the commencement or the performance of work, the
working budget is needed to determine how construction cost
can be reduced, to rationalize and promote efficiency in all
matters and to forecast the profit or loss after completion.
b. Once the estimated profit or loss in the said budget is
ascertained to be reliable, the company may adopt it as the
basis of its future business operations.
c. Again, the tile working provides basic information for
determining the policy of acceptance of contracts by the
company in tile future.
9. Rational plan of work execution
1. Rationalization of Purchasing
Purchasing at a low price, timely purchase, proper quantity
purchase, appropriate production purchase, lawful purchase
and others, largely depend on tile purchasing effort of the
person in charge of the procurement or material department.
Care must be exercised that the material purchased at a
bargain unit price will not be of such large quantity that will
cause left-overs nor be of inferior quality.
10. Rational plan of work execution
2.Rationalization of Administration at the Work Site
The basic objective of reducing the quantities and shortening the
construction period can be summarized into four categories:
a. Reduction of Labor Cost
b. Decrease in the Quantity of Materials
c. Shortened Construction Period
d. Reduction of Expenses
11. Reduction of Labor Cost
i. Careful selection of Helpers and Skilled Workers
ii. Strict enforcement of technical guidance and supervision
iii. Reduction of waiting time through proper planning of work
iv. Proper coordination and cooperation between superiors and
subordinates
v. Effective communication and cooperation among related
departments
vi. Complete work facility
vii. Clearing of the work site/work shops
12. Reduction of Labor Cost (cont..)
viii. Studying and devising facilities and engineering techniques
for shortening time required for the construction work
ix. Training and mastering of task
x. Standardization of instruments/tools used in the work
xi. Implementation of rest periods from fatigue
xii. Prevention of disasters
xiii. Implementation of a timely incentive plan
xiv. Total abolition of night work, if possible
13. Decrease in the quantity of materials
i. Extensive scrutiny of the specifications and design
drawings
ii. Preparation of the process schedule and drawings of
actual sizes; for the purpose of increasing efficiency and
rationalization
iii. Rational sorting of the itemized quantities to be ordered
iv. Timely orders
v. Timely acceptance of materials
vi. Strict acceptance of materials
vii. Strict enforcement in clearing up warehouse facilities
14. Decrease in the quantity of materials(cont)
viii. Careful guidance and supervision for preventing the
occurrence of waste while using materials
ix. Economic use of materials which are technically reasonable
x. Proper care and handling of materials to prevent damage
xi. Use of blank materials and their application for the purpose of
cost savings
xii. Acquiring the trust or approval of the owner, designer and
supervisor
xiii. Lawful/timely disposal of left-overs or unnecessary materials
xiv. Records kept in good order
15. Shortened Construction Period
i. Consciousness on monetary value of time
ii. Abandonment of unnatural or rush ideas
iii. Expeditious commencement of work
iv. Enforcement of extensive discussion of work
v. Strict enforcement of extensive discussion of work
vi. Establish of careful plans
vii. Reasonable orders for materials and workmen
viii. Encouragement of acceptance of materials and daily wage system
ix. Strict observance of time schedules
x. Complete work facility
xi. Prevention of accidents and redundant work
16. Reduction of Expenses
i. Efforts in performing the work with as few
workers/employees as possible
ii. Encouragement of early release of employees upon
completion of work assignment
iii. Prohibition of plans for excessive and loose temporary
facilities
iv. Repeated use of temporary installed facilities as possible
v. Prevention of destruction of temporary installed facilities,
tools, and others
vi. Request for suitable construction equipment
17. Reduction of expenses (cont..)
vii. Expeditious disposal of construction equipment when its work
is finished
viii. Negotiation for a low rental rate of machinery, vehicles, land
and others
ix. Total abolition of night work by planning the work progress
smoothly
x. Avoidance of expenses due to disaster or accident
xi. Savings in the use of consumable goods.
Editor's Notes
1. CONSTRUCTION INVOLVES MANY WORKERS IN A VARIETY OF CONSTRUCTION OPERATIONS, AND EACH OPERATION HAS COMPLICATED AND INTERRELATED ELEMENTS. IT IS NECESSARY TO PLAN THE WORK PROCEDURE WITH THE AIM OF MINIMIZING THE EFFECTS CAUSED BY OTHER WORK TYPES AND ALLOWING THE MOST EFFICIENT OPERATION WITHOUT BEING AFFECTED BY THE SITE CONDITIONS AND WEATHER. THOSE, UNDERSTANDING THE GENERAL CONSTRUCTION WORK AND THE OPERATIONS AND PROCESSES RELATED TO OTHER WORK TYPES IS IMPORTANT IN MAKING THE PLANS.
2. WORK SCHEDULE PLANNING FOCUSES ON THE CONSTRUCTION PERIOD FOR THE COMPLETION OF THE NECESSARY WORK WITHIN THE PREDETERMINED PERIOD. CONSTRUCTION PERIOD CAN NOT BE EASILY BE CHANGED. A;THOUGH SOME STAGES REQUIRE EXTREMELY INTENSIVE WORK CONDITIONS, EFFORTS SHOULD BE MADE TO DISTRIBUTE THE WORKLOAD EVENLY AND SOMETIMES SHORTEN THE WORK SCHEDULE TO ADJUST FOR DELAYS IN OTHER WORK OPERATIONS AS WELL AS DESIGN CHANGES. THEREFORE, SUFFICIENT TIME MARGINS SHOULD BE INCORPORATED WHEN PLANNING THE WORK SCHEDULE. AT ANY RATE, IT IS NECESSARY TO MINIMIZE IDLE TIME/WAITING PERIOD.
3. THIS INCLUDES PLANNING, THE USAGE OF EACH OF THE RESOURCES USED IN WORKS SUCH AS MANPOWER, EQUIPMENT, AND BUDGET. ONCE THE PROCEDURE AND ARRANGEMENT PLANS ARE MADE, MOST OF THE NECESSARY PLANS ARE RELATIVELY EASY TO PRODUCE. IF THERE IS ANY UNFORSEEN DIFFICULTY IN THE USAGE PLANS, THE WORK EXECUTION, ARRANGEMENT PLANS AND THE SCHEDULE MUST BE RE-EXAMINED AND REVISED SO THAT THE FINAL PLANS PROVIDE GOOD OVERALL BALANCE.
BASE ON 8 WORKING HOURS PER DAY, THE DAILY AVERAGE WORKLOAD IS CALCULATED ON THE BASIS OF A STANDARD AND CONTINUOUS WORK SPEED THAT CAN BE ACHIEVED THROUGHOUT THE PROCESS. SINCE STANDBY PERIOD AND WEATHER HAVE SOME EFFECTS, THESE FACTORS MUST BE TAKEN INTO CONSIDERATION.
2. THESE ARE SOME DAYS ON WHICH WORK CANNOT BE CONDUCTED, SUCH AS SUNDAYS, HOLIDAYS AND DAYS WHEN SOME EXTERNAL FACTORS (FORCE MAJEURE) MAKE IT IMPOSSIBLE TO DO SO. THESE DAYS MUST NOT BE INCLUDED IN THE NUMBER OF POSSIBLE WORK DAYS.
3. THE NECESSARY WORK VOLUME IS CALCULATED BY ACCURATELY ASSESSING THE CONSTRUCTION CONTENTS AND QUANTITIES BASED ON THE DESIGN DRAWINGS AND WORKING BUDGET AND BY CONSIDERING THE SITE CONDITION AND WORK PERIOD. DATA SUCH AS DAILY AVERAGE WORKLOAD AND NECESSARY WORK VOLUME OBTAINED BY THE ABOVE METHODS ARE COMPUTED BY COUNTING ONLY THE POSSIBLE WORKING DAYS. ADJUSTMENTS IS MADE TO DETERMINED THE NUMBER OF DAYS REQUIRED TO CONDUCT THE WORK MOST EFFICIENTLY. TO THIS, THE TARGET NUMBER OF REQUIRED DAYS CAN BE CALCULATED.
Schedule charts are designed to indicate the work procedure and necessary working hours to complete each process. They are also important of the work process. According to purpose, a variety of schedule charts are produced.
A general schedule chart describes the entire process of construction from the start to the completion and building turn-over, with the aim of providing a broad picture of the process of construction. It shows every stage of construction, from temporary facility construction to the construction procedures, test operations after the completion, removal of unnecessary materials and equipment, cleaning up and building turn-over. The general schedule chart is used as basis for planning the number of workers, materials, arrangements and manufacture of equipment.
Partial schedule chart can be either monthly, weekly or unit schedule charts. Its use depends upon the purpose.
WHY IS IT NECESSARY THATTIME AND EFFORT BE PUT INTO THE PREPARATION OF THE WORKING BUDGET BEFORE THE PROJECT STARTS? WHAT DOES THE WORKING BUDGET MEAN TO THE COMPANY OR WORK SITE? THE ANSWERS ARE GIVEN BY THE FOLLOWING POINTS:
All of the above provide insights to dealing with a working budget. However, in order to make the working budget air excellent system, it is necessary to have a thorough investigation of the methods of putting the budget to use as well as the cost accounting for each item.
