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17/ JAN/ 2012 TO 31 SEPT 2012
EIGHT MONTH RECORD TIME WORK
Experience serves not only to confirm theory,
but differs from it without disturbing it,
it leads to new truths which theory only has not been able to reach.
BY LT COLONEL VIKRAM BAKSHI (RETD) PROJECT HEAD
GREEN FIELD PROJECT
FOR SETTING UP A
LEAN WORLD CLASS MANUFACTURING PLANT
Safety OathSafety Oath
Weindividuallyandjointlytake anoath that, forWeindividuallyandjointlytake anoath that, for
theobservance of safetycause, for ourselves, ourthe observance of safetycause, for ourselves, our
family, our organizationandour societyfamily, our organizationandour society’’s welfare,s welfare,
wewill adhere toour safetynorms, rulesandwewill adhere toour safetynorms, rulesand
instructionstoprevent accidents.instructionstoprevent accidents.
Weindividuallyandjointlytake anoath that, forWeindividuallyandjointlytake anoath that, for
theobservance of safetycause, for ourselves, ourthe observance of safetycause, for ourselves, our
family, our organizationandour societyfamily, our organizationandour society’’s welfare,s welfare,
wewill adhere toour safetynorms, rulesandwewill adhere toour safetynorms, rulesand
instructionstoprevent accidents.instructionstoprevent accidents.
Introduction
• Purpose of this presentation
– Objective: To present different phases of
a plant construction
– Outcome: It will help in deciding the time
lines and preparation for future green and
brown field plant
PART ONE:BASIC INFORMATION
FOR GREEN FIELD PROJECT
Vendors
Consultant
OWNER SHIP VALUEOWNER SHIP VALUE NETNET
PROJECT WORK WITH OTHER FUNCTIONAL DEPARTMENTSPROJECT WORK WITH OTHER FUNCTIONAL DEPARTMENTS
PROJECTPROJECTPROJECT Purchaser
System
HR/Safety
Finance
Internal
Customer
© University of Pretoria
PROJECT MANAGEMENT
Initiation Activity
Got over in 2011
FROM JAN 2012 TILL DEC 2012
 The quality management plan describes how the
project will comply with the company’s quality policy
in terms of the project procedures for quality
assurance (QA), quality control (QC), and
continuous process improvement.
 QA is the planned processes the project will follow
to make certain that the quality policy is met
through: QA audits to examine whether project
activities are in compliance with project
procedures,and process analysis to examine the
effectiveness of project activities, learn from
experience and problems encountered and thereby
improve the process.
 QC is the monitoring of specific project results to
determine whether they meet with predetermined
quality standards and metrics. Continuous process
improvement is the iterative application of process
analysis over the length of the project and from
project to project.
 Each consultant and construction contractor
performing work on the project must have a QA
plan that is acceptable to the Agency, so that the
company can assess that the contractor’s quality
standards meet the Agency’s quality management
plan.
• The risk management plan describes how the
project is organized and the procedures used to
manage the project risks, addressing in the plan:
 Roles and responsibilities of project staff in risk
management
 Identification of project risks
 Categorization of risks in terms of probability of
occurrence and impact on project cost, schedule,
scope, and/or quality
 Risk handling should the risk event occur, through
either
 Assumption – Accepting the consequences of the
risk.
 Avoidance – Changing the project deliverable
design or work methods that lead to the risk.
 Control – Developing measures to reduce the risk’s
probability of occurrence, continually re-evaluating
the risk, and having in place contingency plans to
adopt that mitigate the impacts of the risk.
 Transfer – Sharing or transferring the
consequences of the risk with others, for example,
through insurance or warranty provisions
• Contract Procurement Planning
Procurements for most projects are undertaken by the company procurement department that has in
place associated procurement procedures. The project manager’s role is tomake certain that the
department’s procurement activities on behalf of the project fit in with the project plan. The contract
management plan sets out how this is to be achieved, by addressing:
Types of contracts to be used. Choice of contract type depends on the nature of service/product
purchased and choices on the division of risk between the owner and contractor;
Who estimates the expected contract price.
Who develops the scope of work statement for the contract.
Use of standardized procurement documents and any special documents needed.
Integration of procurement lead times into the project schedule.
Incorporating contractual delivery dates into contracts that coordinate with the project schedule.
Use of performance bonds and/or insurance contracts to meet the project’s risk management
objectives, including liability and insurance conditions and minimum limits to be met by the contractor.
Establishing evaluation criteria to assess the selection of contractors;
.
Definition of the procurement procedures for: preparation of procurement documents, advertising,
bidder conferences, any bidder prequalification, receipt of proposals/bids, bidder interviews, selection,
contract price negotiation, contract award and handling of protests. (In many instances the procedures
used for project procurements will be those the company already has in place.)
The contract management plan sets out how this is to be
achieved, addressing:
Who has the authority to direct and approve the contractor to perform work
How the contractor’s work is monitored and performance reported
Process by which changes to the contractor’s work are requested, approved,
and the contract modified
What inspections and audits are to be conducted of the contractor’s work
How the contractor requests payment and payment requests are reviewed
and approved
What financial audits are to be conducted on contractor payments
How contract documents, correspondence, and other records are managed. good
project documentation for handling important contract administration activities such as
contract changes and request for payment.)
Purchasing and receiving
A. Procuring - Locating, buying, ordering, and
receiving materials, supplies, and equipment
– Purchasing - involves locating and buying of
materials, supplies, and equipment; there is a great
need for discipline in the purchasing process
– Purchase orders
– Responsibility for purchasing
– Terms and conditions of the purchase to be specified
in the purchase order
– Purchase control system
– Office and field purchasing
– Short form P.O. (used mostly for field purchases)
Purchasing and receiving
(Cont’d)
B. Expediting - Coordinating the ordering
and receiving of purchased items
– Responsibility for expediting must be clearly
defined
– Expediter must have ALL information required
– Expediting is a key coordination function; it
requires experience and skills
Purchasing and receiving
(Cont’d)
C. Receiving materials and supplies - 5 steps
– Jobsite unloading - be careful to minimize
handling
– Material inventory - count!
– Material inspection - for damages, conformance
with the order
– Delivery receiving report
– Logging in delivery
Cost Control
• Cost control is based on continually refining the project’s cost estimate at
completion as the project progresses and taking management action to
address adverse variances in the cost estimate compared to the
baseline budget.
• As with the scope baseline, the cost baseline is
developed at the conclusion of preliminary engineering.
Schedule Control
The WBS is again the starting point for schedule control. Work activities are
identified for each of the WBS work package elements and form
the building blocks of the project schedule. For relatively simple projects you
can represent the activities using a bar chart schedule and the
time from the beginning of the first bar (start) and the end of the last bar (finish)
is the duration of the project
Subcontractor management
A. Issuing a subcontract
A contract creates obligations for both
parties; to deal effectively with all
contractual obligations, all team members
must fully know and understand the
contract
Subcontractor management
(Cont’d)
B. Subcontractor management: a big part of
the job - 5 major areas
– Analyzing bids and issuing subcontracts
– Review of subcontractor site requirements
– Processing submittals and change orders
– Scheduling and coordinating
– Controlling quality, safety, and payments
Subcontractor management
(Cont’d)
C. Subcontractor coordination meetings
– Purpose
• Keep communications between GC and subs open
and candid
• Maintain communications among the subs
• give all contractors an opportunity to discuss their
problems and learn about the problems others are
facing
• Help to schedule and coordinate the project
Subcontractor management
(Cont’d)
– Types of meetings
• Management meetings
– Monthly or bi-monthly meetings with a set agenda for an
in-depth status review of job progress, schedule,
submittals, quality, and safety, and any special problems
– Attendance - Owner, A/E, project manager,
superintendent, and major subs
– Minutes should be taken and sent to all who attended
plus everybody involved in the subjects discussed
Subcontractor management
(Cont’d)
• Weekly project meetings
These meetings are centered primarily on
scheduling and coordination, but can also cover
cleanup, quality, safety, etc.
• Pre-construction planning meetings
To discuss scope of work, long lead time items,
material handling and storage requirements, and
activity duration
Subcontractor management
(Cont’d)
D. Subcontractor default
– Be sensitive to early warning signs
– Follow notification requirements if
subcontractor performance falls below
acceptable standards
– Follow contract provisions exactly for
termination procedures
– Try to work problems out with banks, bonding
company, etc., so no new subcontractor has to
be employed
GUIDELINES FOR MACHINE
COMMISSIONING
• Task of Project and Production
Maintenance team
• Verifies operation of components
under various conditions
• Verifies interaction between systems
and subsystems
• Documents performance of systems to
design criteria
• Instructs building personnel on proper
operation of systems
• Ongoing after building occupancy as
requirements change
• Documentation Required
• Owners Project Requirement Document
• Commissioning Plan
• Basis of Design
• Contract Documents
• FAT Report
• Draft of the Final Commissioning Report
• Warranties
• O & M Manuals
• Approved Change Orders
• AS-Built Drawings
• All testing data verification and
documentation.
• Sequence of Operation
• Minutes of Meetings
• Local jurisdictional inspection documentation
and records
INDUCTION IN NEW EQUIPMENT
• O & M Manuals
• Should be received within
60 days after approved
submittals have been
returned
• Review with owner and
give comments back to
contractor for compliance
• Use this training Bible
• Be careful what we get
in the O & M
• You do not need
installation material
• TRAINING
• Factory witness testing on
major pieces of equipment
• Get factory training out of way
up front
• Training should be in a
classroom setting and also at
the respective piece of
equipment
• Use factory trainers not the
local sales rep
LIST OF DUTIES TO BE DONE FOR PLANT MAKING
• Conceptual Planning of the Project
• Planning and Estimation of Site
Infrastructure
• Resource Mobilization
• Overall administration of the Project.
• M.I.S. (Management Information
System )
• Timely submission of monthly RA bills,
labour bills, purchase bills preparation
and certification of Final
• Bills and reconciliation of material.
• Minimize wastage of Construction
Material.
• liaison with Client / Consultants
• Motivating and managing site personnel as
team leader.
• Timely completion of project within the
given time frame and maintaining quality
• Execution of structural and Architectural
works as per relevant drawing.
• Micro planning to deliver the project.
• Planning day to day activities of Project.
• Coordination with architects and
consultants.
• Monitoring of construction activities as
perform by contactors/other agencies with
quality norms.
• Interaction with prime contractors and other
agencies.
LIST OF DUTIES TO BE DONE FOR PLANT MAKING
• Review contractor's structural change order
proposals. Prepare recommendations to t
Engineer for review. If warranted, assist in
negotiations with contractors regarding
changes in contract value or project
duration.
• Review contractors' claims related to
structural works. Prepare recommendations
for claims approval or rejection. Assist in
negotiations with contractors regarding the
value of claims or changes in schedules.
• Witness testing and commissioning of the
works.
• • Approve the contractors' as-built drawings
and O&M manual submittals. Assist with the
final inspection of the work. Review the
adequacy and accuracy of punch lists.
• Monitor final completion of the work.
• Review of structural drawings for projects
designed by others.
• Review is to be undertaken for code
compliance.
• Work out the quantities of material used in
projects.
• Material requirements.
• Documentation and MIS related to Project. Bar
bending Schedules.
• Serve as the Senior Site Representative for all
matters related to construction quality assurance of
structural works.
• Monitor the structural works for conformance with
the provisions of the Contract Documents and the
Procedures manual.
• Review, approve and process all structural
technical submittals.
• Coordinate and supervise the work of all structural
activities and operations.
• Liaise with local authorities and ministerial
agencies having jurisdiction over the project.
• Receive/action Request for Information (RFI) that
apply to structural works. RFI's requiring design
feedback will be directed to the Designer for
response. Review the responses for adequacy.
LIST OF DUTIES TO BE DONE FOR PLANT MAKING
• Close coordination with Architectural and MEP
trade designs
• Planning, monitoring & controlling all site activities
including manpower planning, resource planning &
material planning of multiple project sites.
• Ensuring all site activities of various project sites
are carried out as per SOPs (standard operating
procedures), as per ISO 9000, OSHO, site quality
plan.
• Approving the Project construction & erection
Schedule prepared as per the Contract guidelines
using Primavera for all projects under execution.
Providing guidance in developing
the site progress calculation sheet & monitoring
the same.
• Analyzing the major scope of work at site (as per
the Contract) and discussing with various disciplines
for criticalities & strategies for timely completion of
site work of various projects under execution.
• Attending major site coordination meetings with
client for reviewing site progress & resolving
pending problems for various projects under
execution
• Implementing a periodic MIS reporting of site
progress, customer invoicing & payment voucher
collection at site of various projects under
execution.
• Making important correspondences with
Client to build Customer relationship and
sort out any disputes (technical or
commercial) occurring at various project
sites.
• Responsible for Project Cost control and
analysis for site activities
• Control on-site activities for erection
progress through site-in-charge and
resolving site discrepancy reports with
engineering.
• Coordinating with Procurement department
for shortage/ damage report.
• Identifying the training needs for own
department and arrange for the same,
through Personnel Department, as and
when required.
• Leadership, delegation, communication,
interfacing and presentation skills.
Experience in handling multi-functional
management role is mandatory
LIST OF DUTIES TO BE DONE FOR PLANT MAKING
• Banking
• Construction loans
• Financial Structure
• Legal matters
• Business organization
• Auditors & audits
• General books of account
• Subsidiary records
• Cost records and reports
• Financial reports
• Tax returns and payments
• Payment of invoices
• Billing
• Collections
• Assignments
• Bank deposits
• Personnel records
• Payrolls and records
• Wage and personnel reports to
public agencies
• Office services
• Construction Material Testing
• Geotechnical Investigations
• Petrography
• Radar
• Non-destructive testing at sites
DUTIES OF PROJECT HEAD
• Conceptual Planning of the Project
• Planning and Estimation of Site Infrastructure
• Resource Mobilization
• Overall administration of the Project.
• M.I.S. (Management Information System )
• Timely submission of monthly RA bills, labour bills,
purchase bills preparation and certification of Final
Bills and reconciliation of material.
• Minimize wastage of Construction Material.
• liaison with Client / Consultants
• Motivating and managing site personnel as team
leader.
• Timely completion of project within the given time
frame and maintaining quality
• Execution of structural and Architectural works as per
relevant drawing.
• Micro planning to deliver the project.
• Planning day to day activities of Project.
• Coordination with architects and consultants.
• Monitoring of construction activities as perform by
contactors/other agencies with quality norms.
• Interaction with prime contractors and other
agencies.
• Work out the quantities of material used in projects.
• Material requirements.
• Documentation and MIS related to Project. Bar
bending Schedules.
• Planning, monitoring & controlling all site activities
including manpower planning, resource
planning & material planning of multiple project
sites.
• Ensuring all site activities of various project sites
are carried out as per SOPs (standard operating
procedures), as per ISO 9000, OSHO, site quality
plan
DUTIES OF PROJECT HEAD
• Approving the Project construction & erection
Schedule prepared as per the Contract guidelines
using Primavera /MSP for all projects under
execution. Providing guidance in developing the
site progress calculation sheet & monitoring the
same.
• Analyzing the major scope of work at site (as per
the Contract) and discussing with various
disciplines for criticalities & strategies for timely
completion of site work of various projects
under execution.
• Attending major site coordination meetings with
client for reviewing site progress & resolving
pending problems for various projects under
execution.
• Implementing a periodic MIS reporting of site
progress, customer invoicing & payment voucher
collection at site of various projects under
execution.
• Making important correspondences with Client to
build Customer relationship and sort out any
disputes (technical or commercial) occurring at
various project sites.
• Control on-site activities for erection
progress through site-in-charge and
resolving site discrepancy reports
with engineering.
• Coordinating with Procurement
department for shortage/ damage
report.
• Identifying the training needs for
own department and arrange for the
same, through HRl Department, as
and when required.
• Leadership, delegation,
communication, interfacing and
presentation skills. Experience in
handling multi-functional
management role is mandatory.
• Responsible for Project Cost control
and analysis for site activities
DUTIES OF CIVIL/ELECTRICAL AND STRUCTURAL ENGINEER
• Serve as the Senior Site Representative for
all matters related to construction quality
assurance of structural works.
• Monitor the structural works for conformance
with the provisions of the Contract
• Documents and the Procedures manual.
• Review, approve and process all structural
technical submittals.
• Coordinate and supervise the work of all
structural activities and operations.
• Liaise with local authorities and ministerial
agencies having jurisdiction over the project.
• Receive/action Request for Information
(RFI) that apply to structural works. RFI's
requiring
• design feedback will be directed to the
Designer for response.
• Review the responses for adequacy.
• Review contractor's structural change order
proposals
• Prepare recommendations to Resident
Engineer and or Client for review. If
warranted, assist in negotiations with
contractors regarding changes in contract
value or project duration.
• Review contractors' claims related to
structural works. Prepare recommendations
for claims approval or rejection. Assist in
negotiations with contractors regarding the
value of claims or changes in schedules.
• Witness testing and commissioning of the
works.
• Approve the contractors' as-built drawings
and O&M manual submittals. Assist with the
final inspection of the work. Review the
adequacy and accuracy of punch lists.
Monitor final completion of the work.
• Review of structural drawings for projects
designed by others
• Review is to be undertaken for code
compliance.
• Close coordination with Architectural and
MEP trade designs
ARCHITECT
• Furnishing the contractor with drawings and
information
• Issue of variation orders altering extent, nature
or quantity of the works
• Suspension of the works
• Nomination of sub-contractors and suppliers
DESIGN HEAD
Finalize project scope of work and budget.
Make certain that the design team is performing the work and services
required by the scope.
Provide assistance and guidance to the design consultant.
Prepare and monitor the project schedule.
Monitor project cost including cost of design, ROW acquisition, utility relocations, construction, etc.,
to keep costs within budget.
Review and coordinate reviews of all design submissions, preliminary and final real property and
ROW plans, design drawings, special provisions, specifications, and estimates.
Accept and evaluate the quality of deliverable. Verify adherence of the design consultant to the
QA/QC plan.
Coordinate and oversee design review meetings, constructability reviews, and plan checks.
Coordinate between the Agency and involved third parties (e.g., environmental agencies, municipal
officials, municipal authorities, utility companies).
PART TWO
SAVLI PROJECT
 AIM: Project completion of
manufacturing plant by 31
Sept 2012 and production
operational with first product
delivery on 12/12/12.
 Scope : Civil work/PEB/
Elect Work/ Mechanical work/
Machine Commissioning/
Utilities
 Terms of Reference: Master
Schedule Plan
• KEY MILE STONES DATES
DECIDED BY MANAGEMENT
 Construction of Plant Shed:
02 Oct 2012
 Procurement of Electrical
Items and Utilities: 27Aug
2012
 Procurement of Machinery
and Installation:12Dec 2012
 Production of First product
Unit:12Dec 2102
PROJECT CHARTER
Civil & Elect Consultant : Shah & Talati
Consultant
Civil Contractor : Shri Ganesh Engineers &
fabricators
Pre-engineered Building Contractor : Lloyd
Insulation
Crane: Anupam
Electrical : Rama Engineering
Project Head
T Remesan
Project Head
T Remesan
Head Engg &Contracting
N V Belsare
I
J M Muthe
Head Engg &Contracting
N V Belsare
I
J M Muthe
Group Head Project
Vikram Bakshi
Group Head Project
Vikram Bakshi
Procurement
Committee *
Nitin V Belsare
Bhaskar Pathak
Nagesh Shekhdar
Procurement
Committee *
Nitin V Belsare
Bhaskar Pathak
Nagesh Shekhdar
Proj.Eng. Civil
Bhavik Sheth Bhatt
Proj.Eng. Civil
Bhavik Sheth Bhatt
Proj.Eng. Mech
Santosh ( yet to Join)
Proj.Eng. Mech
Santosh ( yet to Join)
Proj. Eng Electri
Tapan Desai
Proj. Eng Electri
Tapan Desai
Ofiice
Assistant.
Smit Joshi
Ofiice
Assistant.
Smit Joshi
RESPONSIBILITY ASSIGNED MATRIX
Other key Note Contributors
Safety officers > Neeraj Sharma and Alpish
Bhatt and Pragnesh Parikh
Commercial > Sriram Kadam/Digvijay
Pharkate/ Gaurav Gedia
Finance> Anirudh and Nehal
Savli front end site team
No one can whistle a symphony. It takes a whole orchestra to play it.
But You need a good Conductor
Mr T Remesan
Lt Col Vikram Bakshi
Civil vendor
Mr Viral
Fantastic Front end team
Civl Vendor Engr Kapil
Thermax Mech Engineer Sachan
Thermx Civil Engineer Bhavik
Safety officer and for any task Neeraj
PEB Looyd engineer Harry and Anish
Crane Team from Anupam
Crane engineer Alpsih
Eectrical Engoneer Tapan
Project Admin
and Mech engineer Smit
None of us is as smart as all of us. "
Alone we can do so little;
together we can do so much."
SNAP SHOT
MASTER SCHEDULE PLAN
ID Task Name Finish
0 final Savli execution plan 0990611R2 Wed 12/12/12
1 Bi DrumProject at a glance ( Plant construction to first unit Invoice)Wed 12/12/12
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Qtr 2, 2011 Qtr 3, 2011 Qtr 4, 2011 Qtr 1, 2012 Qtr 2, 2012 Qtr 3, 2012 Qtr 4, 2012 Qtr 1, 2013 Qtr 2, 2013
ID Task Name Finish
39 Release Cloumn reaction design to client for structure consultant approvalTue 1/31/12
40 Revise based on comments and release for PEB manufacturing & civil wrokFri 2/10/12
41 Manufacturing of Bi drum PEB structure Sat 6/16/12
42 Civil construction of shed for Bi-Drum at Savli Vadodara Wed 12/12/12
43 Civil consultant finalisation and release of civil drawings Thu 1/12/12
44 First Round of discussion with all consultants / agencies Mon 10/17/11
45 Shortlist people and have interaction Mon 11/7/11
46 Finalise the consultant scope and Release LOI Thu 10/20/11
47 Get Column reaction from PEB structure supplier Thu 1/12/12
48 Release civil design work for Bi drum mfg set-up Fri 12/30/11
49 Manpower planning & Recruitment Mon 1/2/12
50 Prepare the organisation structure for the Bi drum Tue 10/4/11
51 Identify people from Thermax, Pune Wed 10/12/11
52 Prepare recruitment plan for balance local people Thu 10/20/11
53 Conduct interviews and select right Staff people Fri 11/11/11
54 Approach the development zone to get skilled workers Mon 11/21/11
55 Recruit workers Mon 1/2/12
56 Construction of plant shed Tue 10/2/12
57 Prepare comparative statement and fair price estimation Fri 10/7/11
58 Finalise the contractor Wed 10/12/11
59 Release LOI / PO Thu 1/12/12
60 Civil Construction of plant Bi drum shed Wed 5/30/12
61 Errection of PEB structure Thu 8/16/12
62 Civil construction of Flooring,wall & windows , paintingMon 9/10/12
63 Bi drum shed readyness after water and LPG piping Tue 10/2/12
64 Construction of office and utilities & interiors Fri 6/22/12
72 Procurement of machinery for Bi- Drum and Installation Wed 12/12/12
Jan 27 Jan 31
Feb 1 Feb 10
Feb 13 Jun 16
Oct 4 Oct 17
Oct 18 Nov 7
Oct 20
Jan 4 Jan 12
Nov 28 Dec 30
Oct 4 Oct 4
Oct 5 Oct 12
Oct 13 Oct 20
Oct 21 Nov 11
Nov 14 Nov 21
Nov 22 Jan 2
Oct 4 Oct 7
Oct 10 Oct 12
Jan 6 Jan 12
Mar 23 May 30
May 31 Aug 16
Jun 20 Sep 10
Sep 11 Oct 2
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Qtr 1, 2011 Qtr 2, 2011 Qtr 3, 2011 Qtr 4, 2011 Qtr 1, 2012 Qtr 2, 2012 Qtr 3, 2012 Qtr 4, 2012 Qtr 1, 2013 Qtr 2, 2013
SITE WORK
PREPRATIONS
FOUNDATION BOLT
TEMPLATES
MISC CIVIL WORK
PEB RAFTERS
MISC CIVIL WORK
PEB CLADDING
/ROOF
CRANE
FITMENTS
10 SEPT
CIVIL WORK
COMPLETE
PRODUCTION
FROM
BIDRUM AND
PANLE
PEB COLUMNS
ANCILLARY BUILDING
WORK
AND MISC CIVIL
WORK
PEB CRANE BEAMS/ROOF
MISC CIVIL WORK
:MACHINE FOUNDATION
LAYOIUT
CRANE COMMISSIONING
PEB COMPLETION
Coil PEB Work
Ancillary Building
completed
COIL SHOP
PEB CRANE AND
MACHINE WITH
ELECTRICAL WORK
12/12/12
Productiion
output
CIVIL FOUNDATIONS
MISC CIVIL WORK
MILE STONES FOR BIDRUM PANEL SHOP TILL 12/12/12
PROJECT TRUISM > You can con a sucker into
committing to an impossible deadline, but you cannot con
him into meeting it.
Civil
Construction
Of plant
Shed/LPG/Water
02 0ct 2012
Erection
Of PEB Structure
16 Aug 2012
CIVIL
CONSTRUCTION
OF FLOORING
WALL
WINDOW
PAINTING
Complete
Inside
Civil work
With windows
Exam
ple
text
CIVIL
FOUNDATI
ONS.
10
SEPT
20 OCT
PEB WORK
COMPLETION
.
30
OCT
FLOOR &
M/C
FOUNDATI
ONS.
COIL
MACHINE
INSTALLATI
ON
10
NOV
CRANE FITMENT.
RADIOGRAPGHY
WALL
10 NOV
PRODUCTION
START
12 /12/12
FINAL OUT
PUT
MILE STONES FOR COIL SHOP TILL 12/12/12
SOME RULES OF THE GAME
• Good Planning: forward planning, which includes detailed planning of the
process implementation stages, task timeliness, fall-back positions, and re-
planning
• Clear Responsibility and Accountability of Team Members: We had a clear
understanding of their roles and duties in the project. They must
understand how expectations vs. achievements will be measured and
graded .
• Schedule Control: We had continual monitoring and measurement of time,
milestones, people, and equipment schedules
• Guard Against
– Lack of Efficient Internal Communication Links,
– Lack of Efficient External Communication Links,
– Lack of Responsive Decision Making
– Lack of Effective Teamwork
• Communications was kept honest and open between team members and
vendor to know exact status of situation.
• Define scope of project
• Identify stakeholders, decision-
makers, and escalation
procedures
• Develop detailed task list (work
breakdown structures)
• Estimate time requirements
• Develop initial project
management flow chart
• Identify required resources and
budget
• Evaluate project requirements
• Identify and evaluate risks
• Prepare contingency plan
• Identify interdependencies
• Identify and track critical
milestones
• Participate in project phase
review
• Secure needed resources
• Manage the change control
process
• Report project status
HOW WE ALL WENT ABOUT THE
PROJECT WORK
Functions of project management for construction
– Specifying project objectives and plans which include the delineation of
scope, budgeting, scheduling, setting performance requirements, and
selecting project participants
– Maximizing efficient resource utilization through procurement of labor,
material, and equipment according to the prescribed schedule and plan
– Implementing various operations through proper coordination and control
of planning, design, estimating, contracting, and construction in the entire
process
– Developing effective communication and other mechanisms for resolving
conflicts among the various project participant
SUMMARY OF TASK
ID Task Name Start Finish % Complete Baseline Finish Milestone
0 Tue 1/17/12 Wed 10/10/12 86%Wed 10/10/12 Yes
2 1 CONSTRUCTIONOF PLANT SHED BI DRUM Tue 1/17/12 Fri 8/31/12 86% Tue 10/2/12 Yes
4 1.1 JAN/FEBURARY NO I TASK :
PREPARATORY WORK
Mon 1/30/12 Fri 3/9/12 100% No
20 1.2 JAN/FEBURARY NO 2 TASK : CIVIL
CONSTRUCTIONOF BIDRUM SHED TILL
FOUNDATION
Wed 1/25/12 Sat 4/14/12 100% Wed 5/30/12 Yes
22 1.2.1 A: SITE INITIAL WORK Mon 1/30/12 Wed 3/28/12 100% No
30 1.2.2 B: CIVIL WORK FOUNDATIONBOLT Thu 2/2/12 Sat 4/7/12 100% Wed 5/30/12 Yes
44 1.3 FEB TO AUG NO 3 TASK
:CONSTRUCTIONOF OFFICES UTILITIES AND
INTERIORS
Wed 2/1/12 Fri 8/31/12 85% Fri 8/31/12 Yes
46 1.3.1 UG TANK Fri 2/10/12 Fri 3/30/12 100% NA Yes
53 1.3.2 WELDING AND MAINTENANCE SHOP Fri 3/23/12 Wed 8/22/12 85% Yes
66 1.3.3 SERVICE OFFICE Wed 3/28/12 Fri 8/31/12 55% Yes
78 1.3.4 TOILET No 1 Fri 3/23/12 Thu 8/30/12 83% NA Yes
91 1.3.5 TOILET No 2 Wed 5/30/12 Thu 8/30/12 96% NA Yes
104 1.3.6 RADIO GRAPHY Wed 2/1/12 Thu 8/2/12 96% NA Yes
117 1.4 <FEB TO AUG> NO 4 TASK> ERECTION
OF PEB STRUCTURE
Wed 2/1/12 Thu 8/16/12 99% Thu 8/16/12 Yes
119 1.4.1 Prepration Wed 2/1/12 Sat 4/14/12 100% No
125 1.4.2 ERECTIONGRID 1 TO 13 Tue 4/10/12 Mon 4/30/12 100% Yes
135 1.4.3 ERECTIONGrid 13 to 23 Tue 5/1/12 Sat 5/19/12 100% NA Yes
145 1.4.4 FIXING OF ROOF SHEETS Sat 6/16/12 Sat 6/30/12 100% NA No
154 1.5 <MARCH TO AUG> NO 5 TASK> BRICK
WALL ONPLINTH BETWEENPEB COLUMN
Sat 3/31/12 Mon 9/10/12 89% NA Yes
167 1.6 <APR TO SEPT >NO 6 TASK Electrical
Works
Tue 5/1/12 Wed 10/10/12 68% Mon 8/27/12 No
174 1.6.7 Installation & commissioning Fri 8/17/12 Wed 10/10/12 6% NA No
190 1.7 < JUNTO AUG > NO 7 TASK >
CONSTRUCTIONOF MACHINE FOUNDATION
BEFORE FLOOR WORK
Fri 6/1/12 Thu 8/30/12 100% NA Yes
192 1.7.1 PLATE BENDNG Fri 6/15/12 Sat 6/30/12 100% NA Yes
201 1.7.2 PANEL BENDING Fri 6/15/12 Sat 6/30/12 100% NA Yes
210 1.7.3 SHOT BLASTING Wed 6/6/12 Thu 8/30/12 100% NA Yes
219 1.7.4 PEMA Fri 6/15/12 Sat 6/30/12 100% NA Yes
220 1.7.4.1 EXCAVATION Fri 6/15/12 Sat 6/30/12 100% NA No
244 1.8 <APR TO AUG >NO 8 TASK > FLOOR
WORK
Sat 4/14/12 Fri 8/31/12 94% Mon 9/10/12 Yes
246 1.8.1 GRID 1 to 13 Sat 4/14/12 Wed 5/30/12 100% NA No
250 1.8.2 GRID 23 to 13 Tue 5/1/12 Thu 5/31/12 100% NA No
255 1.8.3 RCC FLOORING FROM GRID 1 TO 23Fri 6/1/12 Fri 8/31/12 90% NA Yes
260 1.9 <JUL TO AUG TASK >TASK NO 9 >
WALL WINDOW AND DOOR FITMENTS
Mon 7/2/12 Thu 8/30/12 85% Tue 10/9/12 Yes
280 1.13 <JUL TO AUG> NO14 TASK >CRANES
FITMENTS AFTER PEB CRANE BEAM
COMPLETION
Mon 7/2/12 Wed 8/29/12 35% Yes
8/31
4/14
4/7
8/31
3/30
8/22
8/31
8/30
8/30
8/2
8/16
4/30100%
5/19100%
100%
9/10
8/30
6/30100%
6/30100%
8/30
6/30100%
100%
8/3194%
100%
100%
8/3190%
8/3085%
8/29
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
4th Quarter 1st Quarter 2nd Quarter 3rd Quarter
CIVIL FOUNDATIONS
ANCILLARY BUILDINGS
PEB WORKS
PLINTH WALL
MACHINE FOUNDATIONS
FLOOR
WINDOWS AND PAINT
CRANE
PRE LIMINARY WORK
ELECTRICAL
Green Field Project layout
A. Organizing the project
layout
– Proper placement of yard,
office, roads, material
storage and fabrication
– 60% to 70% of all labor
cost to install materials is
spent to get the materials
to the location where it is
installed
– Items to consider
• Site access and
security, number and
location of entrances
• On-site access roads:
materials, drainage,
maintenance, etc.
• Job office: location and
layout
• material storage areas:
include subs!
• Stockpiling of dirt for
backfill
• Fabrication areas
• Trash removal
X. Project layout (Cont’d)
B. Material storage and
protection
– Storing materials so
they can be found;
record the location
– Protection from
weather; follow
manufacturers
instructions
– Allow for mechanized
handling
– Protection from theft;
lights, locks, security
devises
– Controlling its use;
define responsibilities
for control
C. Controlling small tools and
supplies
– Limit access to small
tools and supplies
– Limit the way they can
be obtained
D. Material handling and
fabrication
– Mechanize when
possible
– Use assembly line
techniques: plan the
location, plan the flow
of materials, plan the
special tools and
equipment needed
X. Project layout (Cont’d)
– The “secrets” of efficient
prefabrication
• Minimize the moves for
materials and workers
• Minimize the hand labor
• Remember that the shortest
distance between two points
is a straight line
PART THREE
RISK MANAGEMENT
Outstanding Risks and Issues
 PROJECT DELIVERBALE RISKS
 ELECTRIC PANEL DELIVERY
LATE FOR ELECTRICAL WORK
• Solution :Risk resolved by
visit and liaison but needs
follow up. Delivery
commited by 10Sept
 MACHINE DELIVERY LATE FOR
COMMISSIONING
• Solution: Needs Follow Up
– PEB COIL DELIVERY TIME
LINES
• Solution: Clear time lines
to be followed wrt design to
production to delivery to
erection .Closing
Committed by 30 Oct 2012
 PROJECT ISSUE RISK
 SAFETY ISSUE BEING NEGLECTED
– COORDINATION OF PEOPLE WORKING TO
PREVENT ANY OVER LAP OF ANY
MOVEMENTS
– - AREA EARMARKED FOR MATERIAL
– - WATER AND GLUCOSE ARRANGEMENTS
FOR PREVENTING DEHYDRATION
– - SAFETY KITS AND MEASURES UNDER
SAFTEY OFFICER
– - CLEARANCE BY CIVIL AND MECH ENGR
FOR OVER TIME WORK AND ENSURING
SAFETY ASPECTS.
– NO WORK AT HEIGHT AFTER DARKNESS
– TRAINING
CIVIL FOUNDATION BOLT
Start: 2/1/12 ID: 2
Finish: 4/13/12 Dur: 53 days
Res:
PEB COLUMN
Start: 4/16/12 ID: 3
Finish: 5/25/12 Dur: 30 days
Res:
PEB SHEET/ROOF
Start: 5/28/12 ID: 4
Finish: 6/27/12 Dur: 23 days
Res:
FLOORING
Start: 5/28/12 ID: 5
Finish: 6/30/12 Dur: 25 days
Res:
CRANE
Start: 5/28/12 ID: 6
Finish: 6/29/12 Dur: 25 days
Res:
ELECTRICAL
Start: 4/16/12 ID: 7
Finish: 7/13/12 Dur: 65 days
Res:
FOUNDATION
Start: 4/16/12 ID: 8
Finish: 6/13/12 Dur: 43 days
Res:
MACHINE FITMENT
Start: 6/18/12 ID: 9
Finish: 7/31/12 Dur: 32 days
Res:
ANCILLARIES
Start: 4/16/12 ID: 10
Finish: 7/30/12 Dur: 76 days
Res:
RADIO GRAPHY
Start: 4/16/12 ID: 11
Finish: 6/30/12 Dur: 55 days
Res:
INAUGRATION
Start: 8/15/12 ID: 13
Finish: 8/15/12 Dur: 1 day?
Res:
TRIAL PRODUCTION
Start: 8/1/12 ID: 12
Finish: 8/14/12 Dur: 10 days
Res:
BIDRUM PLANT
PROJECT EXECUTION
START : 2/2/12
FINISH; 15/9/12
TOTAL:141 DAYS
CRITICAL PATH
Impact of Risk on success/failure for
Balance Project
• HOW FAILURE OF MACHINES
CAN BE PREVENTED IN LONG
RUN WRT NEW FACILITY
 5 S Strictly followed by Production
team with proper upkeep of
Equipment.
 Separate TEAM for Maintenance of
machines
 Enforce Production Team to do
daily preventive maintenance
 Plan its own Corrective and
Schedule Maintenance
• HOW SUCCESS CAN BE USED
BY TIMELY CONSTRUCTION OF
NEW FACILITY
 Completing Civil/PEB work 10
Sept will give One month advance
preparation time as original 10
Oct.
 Enough time for coordination of
various activities of Manpower
training / Processes of production
line to align start by 12/12/12 and
make it a sustainable production
line
 If need be advance production
also before 12/12/12
PART FOUR: QUALITY AND
SAFETY MANAGEMENT
Work Smart Not Hard !!!
QUALITY
• DPR FILE
• TEST CERTIFICATE
• DRAWING FILE
• RA BILL FILE
• LEGAL DOCU OF CONTRACTOR
• CONCRETE POUR CARD FILE
QUALITY COMPLIANCE
Execution and Quality Control procedures
As per Construction Quality requirements
In compliance with Contract Documents.
Latest issues of applicable drawings and
documents
Activities performed according to relevant
execution procedures .
 No stage started without the previous one
verified.
Responsibility for each control task is clearly
identified
Control of the quality identification of incoming
materials.
Control of non-conforming materials.
Surveillance and control of work processes.
Communication between personnel involved in
quality and those involved in material control
and Construction.
Inspections and tests Documents
DPR file
Excavation and Lay out measurements
Test certificate
Fine Aggregate
Coarse Aggregate
Reinforcement Steel
Cube Test and Compressive Strength
Concrete
Concrete Reinforcement bars
Drawing file
RA bill file
Legal documents of contractor
Concrete pour card file
SAFETY
TRAINING PREVENTION AND PRECAUTIONS
• LECTURES ON SAFETY WORKING AND EQUIPMENT
• TRAINING DEMO
• REGISTER FOR OBSERVATION OF ANY DON’TS
• DO’ES AND DON’TS
• GLUCOSE AND WATER ARRANGEMENT
• REST AND RECOUP
• MEDICAL
Part Five: Budget High Light
• THE TEAM HAS SAVED APPRX 35 LACS ON
SITE WORK IN CIVIL WORK TILL DATE .
• THE TEAM ALSO FINISHED WORK MUCH IN
ADVANCE AT LEAST ONE MONTH BEFORE
TO ENABLE PRODUCTION TEAM TO SET UP
INETRNAL SHOP AND PROCESSES ALSO
PART SIX
• Areas of Concern in Savli Unit
 Road
STP
Fire Hydrant around the Plant
Plantation as per GIDC Norms
Space for Storage , Packing and Dispatch
PART SEVEN: PROJECT RECOMMENDATION
AND LESSONS LEARNED
Learning From Negatives
We could have closed the Project on 15 Aug instead of 10 Sept
• Poor Communication Between
Designer/Purchasers and Project
/Vendor team
– Solution: They should be Positioned in site
once a month to resolve issue and then only
clear off
• Lack of IT management to speed up
work
• Lack of User Input wrt existing Plant
records of Shell shop led to couple of
Incomplete requirements . ( Records of
Shell Shop were not there)
– Solution: Bidrum / Panel/ Coil records will be
there in soft and hard copy
CHANGES CHANGES CHANGES THEY ARE THE REAL KILLERS
Changing requirements and Specifications led to many Restarts/Cost overruns/ Time overruns
Solution : Proper Planning with all stake holders with one to one
meeting with fixed time schedule for closing issues.
• TOO MANY COOKS AND SOUP GETS
SPOILED
• Slow Executive Support for almost
everything : Ownership was not there
and taken as additional task.
– Solution: Clear defined Structure to be
filled up before Project starts and
support staff in back end to be
integrated for some kind of parallel
reporting and feedback on response
• Lengthy Processes for Approvals:
Solutions: Less Bureaucracy stops
and reduced number of people in
Approvals.A study can be undertaken
to reduce the process and make it
Lean way under Six Sigma
CONCLUSION
A successful project must be on time, on
budget, and deliver quality (features and
functions) as promised.
Anything less will be either a failed project or a
challenged project.
• Resolution Type 1 is a “Project
Success” – it completed on time
and budget, with all features
and functions as specified.
Only 16.2% of projects fell in
this category.
•
• Resolution Type 2 is “Project
Challenged.” These were completed,
but were over cost, over time, and/or
lacking all of the features and functions
that were originally specified. 52.7% of
all studied projects fell into this
Resolution Type 2 (Challenged) category.
• Resolution Type 3 is termed “Project
Impaired/Failed.” These projects were
abandoned or cancelled at some point
and thus became total losses. A
disturbing 31.1% of all studied projects
fell into this category.
PROJECT CLOSE OUT
• PREPARE A PUNCH LIST OF
INCOMPLETE CONTRACTOR ITEMS.
• LEAD A FINAL WALK THROUGH
INSPECTION OF CONSTRUCTED
FACILITY.
• RESOLVE OUTSTANDING
CHANGES/CLAIMS.
• DEVELOP A PLAN TO DEMOBILIZE
AGENCY AND CONSULTANT STAFF.
• KEEP PROJECT TEAM’S ATTENTION
• FOCUSED ON CLOSEOUT ACTIVITIES.
• ASSESS AND DOCUMENT LESSONS
• LEARNED ON PROJECT.
• OBTAIN PROJECT ACCEPTANCE FROM
PRINCIPAL STAKEHOLDERS.
• CELEBRATE PROJECT COMPLETION.
• A CONTRACT’S TERMS AND
CONDITIONS SPECIFY THE ACTIONS
NEEDED FOR FINAL SETTLEMENT AND
CLOSURE.
• A CONTRACT IS SUBSTANTIALLY
COMPLETE WHEN THE PERMITTING
AUTHORITY ISSUES
• CERTIFICATE OF BENEFICIAL
OCCUPANCY.
• A CONTRACT AUDIT IS NEEDED TO
VERIFY APPROPRIATENESS OF COSTS
INVOICED ON COST PLUS TYPE
CONTRACTS.
• A CONTRACT AUDIT EXAMINES DIRECT
LABOR, OTHER DIRECT COST, AND
INDIRECT OVERHEAD CHARGES.
Important administrative
closeout items
• Demobilization of project team.
• Closure of project funding and financing.
• Securing the disposition of project records.
• Conducting a lessons learned project
evaluation.
• Achieving closure with stakeholders.
• Celebrating project success.
• Typical closeout activities for a professional
service contract include:
• Verification of Scope Completion – Confirm
that the professional service contractor has
satisfactorily delivered the services called for
in the contract scope of work.
• Contract Audit – Where contract payments
are on a cost plus fee basis, the contract
provisions should give the Agency the right
to audit the contractor’s costs. The audit
should verify items such as direct labor
rates, support for time charges, support for
other direct costs, and justification for
overhead rates.
• Final Payment and Release of Retention –
With scope completed satisfactorily and
audit completed, you can approve the final
payment and release of any retention held
back from prior contract payments pending
satisfactory completion of services and audit
of costs
SNAP SHOTS
GREEN FIELD
PROJECT SAVLI
BHOOM PUJAN BY
MANAGEMENT IN 2011
BHOOMI PUJAN
BY PROJECT TEAM IN JAN 2012
Site Preparation
•Remove trees and any debris
•Remove top soil (4-6” below surface)
PREPARATORY WORK
Guard Cabin under completion.
Barricading Work under wayWater tank for site
 Industrial official documentation and liaison over
 Legal Documents for Workers handed over to HR dept.
 PO and Contract documents completed
 Initial safety training completed
• Dumping of Barricading material
• Dumping of water pit /office site
• Positioning of JCB and Construction Equipment
• Meeting with Consultants for drawings
SITE LAYOUT
Corner Footing Marking
Ensure lot lines are
known & setbacks are
complete
Layout building perimeter
Use batter boards
Establish
building corners &
building perimeter
Auto level used to
determine floor level with
existing shed
SURVEY AND AUTOLEVEL
SURVEY
9.430NET FALL
1.1311.57
0.439
2.162.55
0.39
3.0683.488
0.42
3.0713.231
0.16
FALL(m)FORESIGHT
(m)
BACKSIGHT
(m)
BENCHMARK --- Benchmark was taken as a nearby road as 0.0m level.
LAYOUT---Layout is done in order to locate exact position of building components on the site as mentioned in
drawing
GRID LINES—These are the reference lines in which whole plot is divided symmetrically. So its easy to locate
and communicate about any particular point by referring it with respect to Grid Lines.
Excavation, Layout and Foundation
• Excavation is a process of making trenches by
digging up of earth for the construction of
foundations and basements.
• Excavation level at escape site is 219.825 mm
• Excavation is done by the JCB on the hourly basis
• After the excavation the surface is leveled called
surface dressing
• Layout is done on the PCC poured over leveled
surface.
• Column and foundation (raft ) steel is then laid as
per drawings.
Points to take care:-
• layout should be checked properly.
• Check any difference between architectural and
structural drawings regarding location of column.
• After excavation check the stability of temporary
structures built near the excavated ground.
• Before laying raft reinforcement, shuttering wall which is
mainly brick wall should be built and should be filled with
soil on other side.
• Check the direction of chair bars in the raft
Excavation
•Excavate foundation along line created by batter boards
•Excavate remainder of soil inside perimeter
•Don’t excavate inside soil if slab on grade
•If deep foundation, taper edges to prevent collapse
•If soil unstable, or very deep - use shoring
EXCAVATION
LAYOUT
RAFT FOUNDATION
EXCAVATION
• Total Depth of Excavation to be done---10.2 meters
• Total Excavation to be done---53409 cubic meters
• .
FOUNDATIONS
• Isolated footings
• Strip footings
• Combined footings
Grade of concrete--- M25.
Clear Cover--- 50 mm.
16 FEB
CONCRETING WORK STARTS
POOJA BEFORE
FIRST FOOTING RCC
•POUR CONCRETE FOOTINGS
•SMOOTH / FINISH SURFACE
STEEL
• For Reinforcing Concrete now a days HYSD (High Yielding Strength Deforming) steel bars are used.
Steel can handle both tensile and compressive stresses. Mainly steal in R.C.C is used to take Tensile
stresses but can also be used to take Compression if Concrete in a section is not enough to take
Compressive stresses.
• Now a days TMT (Thermo Mechanically Treated) Bars are used. Thermo mechanically treated steel
known as TMT steel can be described as new-generation-high-strength steel having superior properties
such as weldability, strength, ductility and bendability meeting highest quality standards at international
level
Brands Of Steel Used At Site
BHUSHAN STEEL
JYOTI STEEL
32mm
28mm
25mm
16mm
12mm
10mm
8mm
Diameter of bars required on site
on Site
16 FEB
CONCRETING WORK APART FROM FOOTING EXCAVATION /PCC/ STEEL
FOUNDATION SHUTTERING
Pour Concrete Foundation Walls
•Construct formwork (include sleeves / doors / windows)
•Install reinforcement into formwork
•Pour concrete foundation wall
•Install anchor bolts into semi-cured concrete
Pour Concrete Foundation Walls
•Allow concrete to cure adequately (7-10 days)
•Strip forms
•Apply waterproofing
•Install perimeter drain tile
•Backfill
Install Concrete Block Foundation Walls
•Allow concrete footing to properly cure
•Install first course of concrete block on bed of mortar
•Continue to lay block on top of first course until desired
height reached
•Install horizontal reinforcement as courses proceed
Install Concrete Block Foundation Walls
•Install vertical reinforcement at significant heights
•Install grout into cells with vertical reinforcement
•Tool joints and clean masonry
•Install waterproofing
Rules of Thumb
•Footing shall be below frost line
•Footing width usually 2x height
•Typical size (24” wide x 12” tall)
•Rebar is usually 3” from edge of concrete
•Crawl spaces should have rigid insulation along the
interior face of the foundation wall
DESIGN MIX
182.3 kgWATER
644 kgSAND(Badarpur)
372 kg10 mm COARSE
AGGREGATES
691 kg20 mm COARSE
AGGREGATES
475 kgCEMENT
It is a mix which have calculated quantities of Cement, Coarse Aggregates, Fine Aggregates and
Water to have required strength of concrete as per IS:456-2000 .
Grades of Concrete used
 M20 for Slabs and Beams
 M25 for Foundations and Retaining Walls
 M40 for Columns and Shear Walls
181.6 kgWATER
630 kgSAND(Badarpur)
472 kg10 mm COARSE
AGGREGATES
708 kg20 mm COARSE
AGGREGATES
352 kgCEMENT
DESIGN MIX OF M40 GRADE CONCRETE DESIGN MIX OF M25 GRADE CONCRETE
READY MIX CONCRETE
Ready-mix concrete is a type of concrete that is manufactured in a factory or
batching plant, according to a set recipe, and then delivered to a worksite by truck
mounted transit mixers
17 FEB
MEASUREMENTS AND QUALITY
Foundation Components
Footing
FITTING FOUNDATION
BOLT
POURING
CONCRETE
CURING
BACK FILLING
FOUNDATION BOLT
FOR ERECTION OF PEB
COMPLETED IN FEB
1
4
3
2
Foundation Components
(to attach wood stud sill plate)
(to keep water off of foundation wall)
(separates slab from foundation wall)
(to keep water off of slab)
(to keep water off of slab & moisture barrier)(moves water away from building)
(moves water away
from building)
Foundation Types
Pour Footings
•Construct formwork (if required)
•Install reinforcement (rebar) for footings
•(protrudes above footing to tie-into foundation wall)
•Pour concrete footings
•Smooth / finish surface
Pour Slab on Grade
•Install gravel base (to keep water off of slab)
•Install moisture barrier (to keep water off of slab)
•Install reinforcement (welded wire fabric)
•Pour concrete slab
•Finish slab surface
CONCURRENT
OTHER ACTIVITY IN MARCH
Text
ANCILLARY
BUILDING FOUNDATION
EXCAVATION
FLOOR
EXCAVATION
AND
PCC
SITE ACTIVITY APART
FROM
FOUNDATION WORK
PLINTH BEAM
FOR BOUNDARY WALL
CLOSING
LOI /PO / VISITS
AND LIASION
PEB
MANUFACTURERS
CRANE
MANUFACTURER
MACHINE
MANUFACTURER
ELECTRICAL
COULMN CASTING
• On the raft the column layout is done.
• Layout for starter.
• The column ties and link bars are provided as per
column reinforcement drawings and general
specifications.
• Displacement of main bars should be provided with L
bar
• The plumb of formwork should be checked.
• Height of cast should be calculated accurately.
• Avoid caps as far as possible.
LAYOUT , PEDESTAL &
STARTER
LINKS & TIES
PLUMB & FORMWORK, CASTING,CURING
PLINTH BEAM WORK CONNECTING
ALL FOUNDATIONS FOR WALL WORK TO START
RETAINING WALL
Grade of concrete--- M25.
Clear Cover--- 25 mm.
COLUMN
Grade of concrete--- M40.
Clear Cover--- 50 mm.
SHEAR WALLS
Clear Cover--- 50 mm.
Grade of concrete--- M40.
Foundation Bolt work under
Completion
Excavation Work of Ancillary Building
( Bathrooms/ Service office/ Welding )
UG TANK
FLOOR FROM GRID 1 TO 23 EXCAVATION AND COMPACTING
LLOYD PEB INSPECTION
MACHINE INSPECTION
CRANE INSPECTION
SAFETY EQUIPMENTS
HELMETCAUTION SIGNALS
SAFETY BELT
SAFETY GLOVES
SAFETY SHOES
SCAFFOLDING
• Scaffolding is a temporary framework used to support people and material in the
construction or repair of buildings and other large structures
• The purpose of a working scaffold is to provide a safe place of work with safe
access suitable for the work being done.
• Scaffolding used for supporting shuttering of slab is called Staging
APRIL
SITE
FLOOR
RUBBLE WORK
RADIO
GRAPGHY
ANCY
BUILDING
ERECTION
TRAINING
ON HEIGHT
UNLOADING
GRID
13 TO 23
GRID
1 TO 13
CIVIL
WORK IN
ROGRESS
IN APR
ANCILLARY
BUILDING
FOUNDATION
UG TANK
IN
PROGRESS
PLINTH BEAM
WORK IN
PROGRESS
FLOOR
COMPACTNESS
TEST
FLOOR
RUBBLE
LAYING
RADIOGRAPGHY WORK START
WITH DIGGING AND RUBBLE LAYING
PEB WORK STARTS IN APR
THE
FIRST
COLUMN
Text
PEB
UNLOADING
& STACKING
WITH WOODEN
BRACKET
POOJA
CEREMONY
FOR
SAFETY
EARLY MORNING WORK
COIL SHOP
PHASE ONE BEGINS
COIL FLOOR
DIGGING OF FLOOR
YELLOW SOIL
PREPARING FIRST LAYER RUBBLE NEXT LAYER
• ACTIVITY IN MAY
APR
TO
MAY
ERECTION OF COLUMN LIFTING OF RAFTERS
JOINING RAFTERS AND COLUMN ADDING PURLINE FOR CONSOLADTION
MUTUAL
DISCUSSION
ON BEST
PRACTICES
WORKING AT
HEIGHT
WITH FALL
ARRESTOR
SITE
SAFETY
AUDIT
SPECIAL
TRAINING
CONDUCTED
PEB ERECTION WORK
Personal Protective
Equipments
BEING USED
BY LAST WEEK OF MAY
DIVISION OF AREA BETWEEN PEB AND CIVIL WORK
CIVIL WORK AND HEIGHT PEB WORK
DIVIDED BETWEEN TWO ZONES WITH BARRICADING
TO PREVENT CROSS MOVEMENT OF WORKERS
AND ALSO WORK ON TWO ENDS TO SAVE TIME
PEB ERECTION FROM GRID 1 TO 13
PCC WORK IN GRID 13 TO 23
CIVIL WORK
IN MAY
Text
Text
Text
M/C
FDN
RADIO
GRAPGHY
WALL
PCC IN
FLOOR
BRICK WORK
ON PLINTH
ANCY
BUILDING
FDNS
CONCURRENT
CIVIL WORK
IN MAY
SAND FILLING
IN RADIGRAPGHY PIT
UG WATER TANK ANCY/ SERVICE OFFICE FOUNDATION
BRICK WORK ON PLINTH
PCC ON FLOOR IN
GRID 13 TO 23
PLATE AND PANEL BENDING M/C FDN
STATUS IN LAST WEEK OF MAY
PEB WORK IN FULL SWING ALONG WITH CIVIL WORK
AIM WAS TO COMPLETE ROOF AND PCC BEFORE RAINS
MULTI TASKING IN JUN
PEB WORK
CIVIL WORK ANCILLARY
BUILDING
MACHINE FOUNDATIONS
STORAGE
ROAD/BAY WORK
COORDINATION FOR
DRAWINGS AND
EXECUTION
CONCURRENTLY
COIL SHOP
EXCAVATION WORK AND FLOOR WORK
BIDRUM
ADMIN BUILDING INTERIOR
AND IT CABLE LAYING
PEB WORK IN JUN
T
e
x
t T
e
x
t
T
e
x
t
T
e
x
t
Ancillary Building Bidrum
SERVICE OFFICE SLAB
Maintenance shed Wall
WIP
Welder Plinth Work
Toilet Slab
JUN
BIDRUM SHOP FLOOR
STEEL BINDING
FOR RADIOGRAPHY WALL
SHOT BLASTING PIT
WIP -PCC
PLATE ROLLING
PIT COMLPETED
PANEL BENDING
PIT COMPLETED
PEMA Machines
Foundation PIT
WIP
CNC Machine PIT WIP
ROAD WORK IN FRONT
OF BI DRUM-WIP
WBM work
ALL 50 FOUNDATION DONE TILL SECOND STAGE
LESS ONE
DUE TO IT CABLE PASSING THROUGH
ADMIN BUILDING INTERIOR WIP
IT CABLE PIPE LINE WIP
JUL
MISC ITEMS OF PEB
Polycarbonate sheet
Turbo ventilator
Walk way /Cage ladder
PEB STATUS
ROOF AND CLADDING 98 % OVER
ANCILLARY BUIDLING SIDE
FRONT 5 % LEFT CLADDING
AS CRANE WERE BEING FITTED
ROAD SIDE
CRANE INSTALLATIONS
PANEL SHOP
10 T AND 20 T
BIDRUM
30 T AND 20 T
ANCILLARY BUILDINGS
MAINT SECTION
MILE STONE> FLOOR DONE
WALL IN WIP
SECOND
BATHROOM
SLAB WIP
FIRST
BATHROOM COMPLETED
WALL 10 % LEFT IN WIP
SERVICE OFFICE
SLAB
WALL AND FLOOR IN WIP
WELDING SHOP
MILE STONE> FLOOR COMPLETED
WALL IN WIP
MULTI TASKING
PROJECT MANAGEMENT
MILESTONE>BIDRUM SHOP
TWO CRANES FITTED
FLOOR WORK 25%
IN PANEL SHOP WALL COMPLETED
70%
MULTI TASKING PLAN
HALF BAY OF BIDRUM AND PANEL SHOP
MACHINE FOUNDATION
HALF BAY OF BIDRUM AND PANEL SHOP
RADIOGRAPGHY
SECOND RCC LIFT
FLOOR IN
HALF PORTION
OF PANLE SHOP
CRANE IN
HALF PORTION
OF BIDRUM
MACHINE FOUNDATIONS IN WIP
MILESTONE> FOUR COMPLETED
REST IN LAST STAGES
MACHINE FOUNDATIONS
COIL SHOP
FOUNDATION BOLT WORK AGAINST RAIN DEWATERING
MILESTONE >PCC FLOOR
COMPELETED
FOUNDATION BOLT
WIP IN RAINS
AUGUST
COMPLETE ROOFING AND CLADDING DONE AND MISC
ACCESSORIES UNDER FITMENT
DRAINAGE PIPE FITTED
CAGE LADDER FITTED
THREE MORE IN WIP
VIEW FROM
TOP
TURBO AND RIDGE VENTILATORS FITTED
TURBO VENTILATOR
RIDGE
VENTILATOR
CRANE COMMISSIONING
CRANE COMMISSIONING
WALL WORK 90 PERCENT
COMPLETED ON SHOP FLOOR
FLOOR WORK
85 PERCENT COMPLETED
MACHINE FOUNDATION
CLOSING ON SHOP FLOOR
WINDOWS UNDER FITMENT
IN SHOP FLOOR
CONCURRENT WORK ALSO ON
SLAB STAGES IN OFFICE BUILDING
IMPORTANT COMPONENTS
• Key in column
• Water bar
• Binding materials
• Expansion joint
KEY IN COLUMN
• since the height of column is very large,
hence it is not possible to cast the column
at one time, to cast the column later the
key is made at the junction so that the
proper bond between the old concrete and
new concrete is formed.
KEY IN COLUMN
EXPANSION JOINT
• Since concrete is subjected to volume change. Provision
must be made to cater for the volume change by way of
joint to relieve the stresses produced.
• Expansion joint is function of length
• Buildings longer than 45 m are generally provided with
one or more expansion joints.
• Material used as expansion joint material is armour
board whose thickness is 25 mm.
EXPANSION JOINT
• Expansion joint
material, size is 25
mm
• Expansion joint in
building
WATER BAR
• Water bar is provided in the retaining wall
o that the moisture can’t move from the
soil to the joint. Water bar is basically
provided at the constructions joints of
retaining wall of two different towers
WATER BAR
BINDING MATERIALS
• Since the thermal expansion of concrete is different from that of
masonry. The interface between the concrete and the masonry is
liable to crack. To avoid this crack the chicken wire mesh is used
to avoid the crack and also provides the better grip for Masonry
with concrete.
• Similarly when the drainage pipes are laid along with the outer
wall then again the connection between the pipe and the wall has
different coefficient of temperature change hence they are joint to
the concrete by lead keys.
• In the toilets and kitchen sunken portion the joints in any case
are packed by water proof and non shrinkable material.
BINDING MATERIALS
• Chicken wire mesh
between brick masonry
and concrete
• Connection of pipes with
concrete
• Chicken wire mesh in
conduits through
concrete
WATER PROOFING
• Water proofing has remained as an unsolved complex
problem
• Use of plasticizers, super plasticizers, air-entraining
agents helps in reducing the permeability of concrete by
reducing the requirement of mixing water, hence can be
also be regarded as waterproof material.
• Some of approved water-proofing compound by the
company
are:- pidilite, cico, fosroe, baushimine, unitile.
• Water-proofing cement paint:- super snoweem
WATER PROOFING
• Water proofing in sunken
portion of kitchen and
bathroom
• WP in sunken portion at
ground level
• WP in retaining wall
WATER PROOFING IN GARDEN AREA
• For water proofing in garden area the soil is first leveled and then rammed
to achieve the maximum density
• The PCC is then laid down mixed with tape Crete (a water proofing
compound)
• After PCC the plaster of fibrous material is done.
• the bituminous sheets are laid by heating it with the welder. On those
sheets the drainage pipes are laid down with suitable slope and these pipes
are covered with geo-fabric sheets.
• Again the plaster is done. On the plaster the 40 mm aggregates are laid.
• On the aggregate the geo-fabric sheets are laid down on which the sand is
placed & on the sand the soil ,along with fertilizers, is placed on which the
gardening is done for the non tower area.
WATER PROOFING IN GARDEN AREA
• Sandy soil
• PCC mixed with tape
Crete (water proof
compound)
• Texas (bitumen)
sheet
• Drainage pipe
• 40 mm aggregate
• Geo-fabric sheet
• Sand
BEAMS AND SLAB
Grade of concrete--- M 20.
Clear Cover--- 25 mm for Beams
Clear Cover--- 20 mm for Slab
RADIOGRAPGHY 5 TH LIFT RCC
ELECTRIC CABLE TRAYS ELECTRIC CABLE LAYING
ARRIVAL OF MACHINES
COIL SHOP AREA
D2 FOUNDATION BOLT WORK UNDER WIP
AMDIST RAIN
D1 & D2 FOUNDATION BOLT WORK UNDER WIP
AMDIST RAIN
TOTAL 14 LAST STAGE FOUNDATION DONE
26 FOUNDATION LEFT
MACHINE INSTALLATIONS AS PER
PLANT LAY OUT
IN SEPT AND OCT
AND HANDED OVER TO
PRODUCTION TEAM FOR FIRST
PRODUCT
Fixed product layout
Advantages Limitations
• Reduced material moves
• Highly flexible
• Job enrichment
• Promotes pride & quality
• Responsibility
• Personel-equipment moves
• Equipment duplicates
• Greater skill
• Close control& coordination
• Increased space & greater
work-in-process
Product Layout
Advantages Limitations
• Smooth, simple, direct flow
• Small work-in-process inv.
• Short production time/unit
• Reduced material handling
• Less skill
• Easy production control
• Line stoppage
• Product design changes
• Slowest station paces the line
• General supervision
• High equipment investment
Product-Oriented Layout
Belt
Conveyor
Operations
A
Precedence Diagram
Draw precedence graph
(times in seconds)
C
F
D
B
E
H
G
I J
20
5
15
12
5 10
8
3
7
12
Cycle Time
• The more units you want to produce per
hour, the less time a part can spend at
each station.
• Cycle time = time spent at each spot
• C = 800 min / 32 = 25 min
CT =
Production Time in each day
Required output per day (in units)
Number of Workstations
• Given required cycle time, find out the
theoretical minimum number of stations
• Nt = 97 / 25 = 3.88 = 4 (must round up)
Nt =
Sum of task times (T)
Cycle Time (C)
Assignments
Assign tasks by choosing tasks:
–with largest number of following tasks
–OR by longest time to complete
Break ties by using the other rule
Number of Following Tasks
Nodes # after
C 6
D 5
A 4
B,E,F 3
G,H 2
I 1
Choose C first, then, if possible,
add D to it, then A, if possible.
A
Precedence Diagram
Draw precedence graph
(times in seconds)
C
F
D
B
E
H
G
I J
20
5
15
12
5 10
8
3
7
12
Number of Following Tasks
Nodes # after
A 4
B,E,F 3
G,H 2
I 1
A could not be added to first
station, so a new station must be
created with A.
B, E, F all have 3 stations after,
so use tiebreaker rule: time.
B = 5
E = 8
F = 3
Use E, then B, then F.
Group Layout
Advantages Limitations
• By grouping, higher machine
utilizations
• Smoother flow lines and
shorter travel distances
• Team spirit and job
enlargement
• Greater labor skills for team
• Balancing individual cells
• Unbalanced flow may result in
work-in-process
Process Layout
Advantages Limitations
• Increased machine utilization
• General purpose equipment
• Highly flexible
• Diversity of tasks
• Increased material handling
• Complicated production
control
• Increased work-in-process
• Longer production lines
• Higher skills required
Plant layout procedure
1. Procure the basic data.
2. Analyze the basic data.
3. Design the productive process.
4. Plan the material flow pattern.
5. Consider the general material handling plan.
6. Calculate equipment requirements.
7. Plan individual workstations.
8. Select specific material handling equipment.
9. Coordinate groups of related operations.
10. Design activity interrelationships.
11. Determine storage requirements.
12. Plan service and auxiliary activities.
13. Determine space requirements.
14. Allocate activities to total space.
15. Consider building types.
16. Construct master layout.
17. Evaluate, adjust, and check the layout with the appropriate persons.
18. Obtain approvals.
19. Install the layout.
20. Follow up on implementation of the layout.
ACTIVITY
RELATIONSHIP
CHART
Process-Oriented Layout
Floor Plan
Office
Tool Room
Drill Presses
Table Saws
© 1995 Corel Corp.
© 1995
Corel Corp.
Process Layout
+ Allows specialization - focus on one skill
+ Allows economies of scale - worker can
watch several machines at once
+ High level of product flexibility
-- Encourages large lot sizes
-- Difficult to incorporate into JIT
-- Makes cross-training difficult
Product-Oriented Layout
• Facility organized around product
• Design minimizes line imbalance
– Delay between work stations
• Types: Fabrication line; assembly line
• Examples
– Auto assembly line
– Brewery
– Paper manufacturing.
Cellular Layout (Work Cells)
• Special case of process-oriented layout
• Consists of different machines brought
together to make a product
• May be temporary or permanent
• Example: Assembly line set up to produce
3000 identical parts in a
job shop
Work Cell Floor Plan
Office
Tool Room
Work Cell
Saws Drills
Work Cell Advantages
Reduces:
Inventory
Floor
space
Direct
labor costs
Increases:
Equipment
utilization
Employee
participation
Quality
Work Cell Layout
+ Facilitates cross-training
+ Can easily adjust production volumes
+ Easy to incorporate into JIT
-- Requires higher volumes to justify
-- May require more capital for equipment
Process-Oriented Example
You work in facilities engineering.
You want to find the cost of this
layout. The cost of moving 1 load
between adjacent dept. is $1. The
cost between nonadjacent dept. is
$2.
60 ft.
40 ft.
Dept. 1 Dept. 2 Dept. 3
Dept. 4 Dept. 5 Dept. 6
There are 6! or 720 possibilities! Clearly,
we can’t look at them all.
50 100 0 0 20
30 50 10 0
20 0 100
50 0
0
From-to-Matrix
5
1 2 3 4 5 6
Department
Dept.
1
2
3
4
6
Number of Trips
20
100
50 30
50
50
10
20
Schematic Diagram & Cost
Dept. Dept.
Cost
1 3 $
200
1 2 $50
1 6 $40
4 2 $50
4 3 $40
4 5 $50
2 5 $10
2 3 $30
3 6 $
Total Cost $570
1 2 3
64 5
100
20
30
50 100
50
50
10
20
Schematic Diagram & Cost
Dept. Dept.
Cost
1 2 $50
1 3 $
100
1 6 $20
4 2 $50
4 3 $40
4 5 $50
2 5 $10
2 3 $60
3 6 $
Total Cost $480
2 1 3
64 5
100
Line Balancing
• Situation: Assembly-line production.
• Many tasks must be performed, and the
sequence is flexible
• Parts at each station same time
• Tasks take different amounts of time
• How to give everyone enough, but not too
much work for the limited time.
MACHINE INSTALLATIONS
PRODUCTION SET UP
Manufacturing Industry
• Transformation Operations
– Machine Processing
– Assembly
• Adding value*
• Other Operations
Material handling
Inspection and testing
Coordination and control
Transformation Process
Raw
Material
Part or
Product
Power
Tools
Machines
Labour
Scrap or
Waste
Classificatio
n of
manufact
uring
processe
s
Processing Operations
• Shaping operations
– Solidification processes
– Particulate processing
– Deformation processes
– Material removal processes
• Property-enhancing operations (heat
treatments)
• Surface processing operations
– Cleaning and surface treatments
– Coating and thin-film deposition
Assembly Operations
• Joining processes
– Welding
– Brazing and soldering
– Adhesive bonding
• Mechanical assembly
– Threaded fasteners (e.g., bolts and nuts,
screws)
– Rivets
– Interference fits (e.g., press fitting, shrink
fits)
– Other
Material Handling
• Material transport
– Vehicles, e.g., forklift trucks, AGVs,
monorails
– Conveyors
– Hoists and cranes
• Storage systems
• Unitizing equipment
• Automatic identification and data
capture
– Bar codes
Time Spent in Material Handling
Inspection and Testing
Inspection – conformance to design
specifications
– Inspection for variables - measuring
– Inspection of attributes – gauging
Testing – observing the product (or part,
material, subassembly) during operation
Coordination and Control
• Regulation of the individual processing
and assembly operations
– Process control
– Quality control
• Management of plant level activities
– Production planning and control
– Quality control
Manufacturing Capability
– Technological processing capability - the
available set of manufacturing processes
– Physical size and weight of product
– Production capacity (plant capacity) -
production quantity that can be made in a
given time
Lean Production
Operating the factory with the minimum
possible resources and yet maximizing the
amount of work accomplished
• Utilisation of Resources - workers,
equipment, time, space, materials
• Minimising time
• Maximising quality (accuracy)
• Minimising cost
Programs Associated with
Lean Production
• Just-in-time delivery of parts
• Worker involvement
• Continuous improvement
• Reduced setup times
• Stop the process when something is
wrong
• Error prevention
• Total productive maintenance
12 DEC 2012
SAVLI NEW PLANTS PROJECT ENDS
AND PRODUCTION BEGINS
THANKS

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Green field project making of production plant

  • 1. 17/ JAN/ 2012 TO 31 SEPT 2012 EIGHT MONTH RECORD TIME WORK Experience serves not only to confirm theory, but differs from it without disturbing it, it leads to new truths which theory only has not been able to reach. BY LT COLONEL VIKRAM BAKSHI (RETD) PROJECT HEAD GREEN FIELD PROJECT FOR SETTING UP A LEAN WORLD CLASS MANUFACTURING PLANT
  • 2. Safety OathSafety Oath Weindividuallyandjointlytake anoath that, forWeindividuallyandjointlytake anoath that, for theobservance of safetycause, for ourselves, ourthe observance of safetycause, for ourselves, our family, our organizationandour societyfamily, our organizationandour society’’s welfare,s welfare, wewill adhere toour safetynorms, rulesandwewill adhere toour safetynorms, rulesand instructionstoprevent accidents.instructionstoprevent accidents. Weindividuallyandjointlytake anoath that, forWeindividuallyandjointlytake anoath that, for theobservance of safetycause, for ourselves, ourthe observance of safetycause, for ourselves, our family, our organizationandour societyfamily, our organizationandour society’’s welfare,s welfare, wewill adhere toour safetynorms, rulesandwewill adhere toour safetynorms, rulesand instructionstoprevent accidents.instructionstoprevent accidents.
  • 3. Introduction • Purpose of this presentation – Objective: To present different phases of a plant construction – Outcome: It will help in deciding the time lines and preparation for future green and brown field plant
  • 4. PART ONE:BASIC INFORMATION FOR GREEN FIELD PROJECT
  • 5. Vendors Consultant OWNER SHIP VALUEOWNER SHIP VALUE NETNET PROJECT WORK WITH OTHER FUNCTIONAL DEPARTMENTSPROJECT WORK WITH OTHER FUNCTIONAL DEPARTMENTS PROJECTPROJECTPROJECT Purchaser System HR/Safety Finance Internal Customer © University of Pretoria
  • 6. PROJECT MANAGEMENT Initiation Activity Got over in 2011 FROM JAN 2012 TILL DEC 2012
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.  The quality management plan describes how the project will comply with the company’s quality policy in terms of the project procedures for quality assurance (QA), quality control (QC), and continuous process improvement.  QA is the planned processes the project will follow to make certain that the quality policy is met through: QA audits to examine whether project activities are in compliance with project procedures,and process analysis to examine the effectiveness of project activities, learn from experience and problems encountered and thereby improve the process.  QC is the monitoring of specific project results to determine whether they meet with predetermined quality standards and metrics. Continuous process improvement is the iterative application of process analysis over the length of the project and from project to project.  Each consultant and construction contractor performing work on the project must have a QA plan that is acceptable to the Agency, so that the company can assess that the contractor’s quality standards meet the Agency’s quality management plan. • The risk management plan describes how the project is organized and the procedures used to manage the project risks, addressing in the plan:  Roles and responsibilities of project staff in risk management  Identification of project risks  Categorization of risks in terms of probability of occurrence and impact on project cost, schedule, scope, and/or quality  Risk handling should the risk event occur, through either  Assumption – Accepting the consequences of the risk.  Avoidance – Changing the project deliverable design or work methods that lead to the risk.  Control – Developing measures to reduce the risk’s probability of occurrence, continually re-evaluating the risk, and having in place contingency plans to adopt that mitigate the impacts of the risk.  Transfer – Sharing or transferring the consequences of the risk with others, for example, through insurance or warranty provisions
  • 14. • Contract Procurement Planning Procurements for most projects are undertaken by the company procurement department that has in place associated procurement procedures. The project manager’s role is tomake certain that the department’s procurement activities on behalf of the project fit in with the project plan. The contract management plan sets out how this is to be achieved, by addressing: Types of contracts to be used. Choice of contract type depends on the nature of service/product purchased and choices on the division of risk between the owner and contractor; Who estimates the expected contract price. Who develops the scope of work statement for the contract. Use of standardized procurement documents and any special documents needed. Integration of procurement lead times into the project schedule. Incorporating contractual delivery dates into contracts that coordinate with the project schedule. Use of performance bonds and/or insurance contracts to meet the project’s risk management objectives, including liability and insurance conditions and minimum limits to be met by the contractor. Establishing evaluation criteria to assess the selection of contractors; . Definition of the procurement procedures for: preparation of procurement documents, advertising, bidder conferences, any bidder prequalification, receipt of proposals/bids, bidder interviews, selection, contract price negotiation, contract award and handling of protests. (In many instances the procedures used for project procurements will be those the company already has in place.)
  • 15. The contract management plan sets out how this is to be achieved, addressing: Who has the authority to direct and approve the contractor to perform work How the contractor’s work is monitored and performance reported Process by which changes to the contractor’s work are requested, approved, and the contract modified What inspections and audits are to be conducted of the contractor’s work How the contractor requests payment and payment requests are reviewed and approved What financial audits are to be conducted on contractor payments How contract documents, correspondence, and other records are managed. good project documentation for handling important contract administration activities such as contract changes and request for payment.)
  • 16. Purchasing and receiving A. Procuring - Locating, buying, ordering, and receiving materials, supplies, and equipment – Purchasing - involves locating and buying of materials, supplies, and equipment; there is a great need for discipline in the purchasing process – Purchase orders – Responsibility for purchasing – Terms and conditions of the purchase to be specified in the purchase order – Purchase control system – Office and field purchasing – Short form P.O. (used mostly for field purchases)
  • 17. Purchasing and receiving (Cont’d) B. Expediting - Coordinating the ordering and receiving of purchased items – Responsibility for expediting must be clearly defined – Expediter must have ALL information required – Expediting is a key coordination function; it requires experience and skills
  • 18. Purchasing and receiving (Cont’d) C. Receiving materials and supplies - 5 steps – Jobsite unloading - be careful to minimize handling – Material inventory - count! – Material inspection - for damages, conformance with the order – Delivery receiving report – Logging in delivery
  • 19. Cost Control • Cost control is based on continually refining the project’s cost estimate at completion as the project progresses and taking management action to address adverse variances in the cost estimate compared to the baseline budget. • As with the scope baseline, the cost baseline is developed at the conclusion of preliminary engineering.
  • 20. Schedule Control The WBS is again the starting point for schedule control. Work activities are identified for each of the WBS work package elements and form the building blocks of the project schedule. For relatively simple projects you can represent the activities using a bar chart schedule and the time from the beginning of the first bar (start) and the end of the last bar (finish) is the duration of the project
  • 21.
  • 22. Subcontractor management A. Issuing a subcontract A contract creates obligations for both parties; to deal effectively with all contractual obligations, all team members must fully know and understand the contract
  • 23. Subcontractor management (Cont’d) B. Subcontractor management: a big part of the job - 5 major areas – Analyzing bids and issuing subcontracts – Review of subcontractor site requirements – Processing submittals and change orders – Scheduling and coordinating – Controlling quality, safety, and payments
  • 24. Subcontractor management (Cont’d) C. Subcontractor coordination meetings – Purpose • Keep communications between GC and subs open and candid • Maintain communications among the subs • give all contractors an opportunity to discuss their problems and learn about the problems others are facing • Help to schedule and coordinate the project
  • 25. Subcontractor management (Cont’d) – Types of meetings • Management meetings – Monthly or bi-monthly meetings with a set agenda for an in-depth status review of job progress, schedule, submittals, quality, and safety, and any special problems – Attendance - Owner, A/E, project manager, superintendent, and major subs – Minutes should be taken and sent to all who attended plus everybody involved in the subjects discussed
  • 26. Subcontractor management (Cont’d) • Weekly project meetings These meetings are centered primarily on scheduling and coordination, but can also cover cleanup, quality, safety, etc. • Pre-construction planning meetings To discuss scope of work, long lead time items, material handling and storage requirements, and activity duration
  • 27. Subcontractor management (Cont’d) D. Subcontractor default – Be sensitive to early warning signs – Follow notification requirements if subcontractor performance falls below acceptable standards – Follow contract provisions exactly for termination procedures – Try to work problems out with banks, bonding company, etc., so no new subcontractor has to be employed
  • 28. GUIDELINES FOR MACHINE COMMISSIONING • Task of Project and Production Maintenance team • Verifies operation of components under various conditions • Verifies interaction between systems and subsystems • Documents performance of systems to design criteria • Instructs building personnel on proper operation of systems • Ongoing after building occupancy as requirements change • Documentation Required • Owners Project Requirement Document • Commissioning Plan • Basis of Design • Contract Documents • FAT Report • Draft of the Final Commissioning Report • Warranties • O & M Manuals • Approved Change Orders • AS-Built Drawings • All testing data verification and documentation. • Sequence of Operation • Minutes of Meetings • Local jurisdictional inspection documentation and records
  • 29. INDUCTION IN NEW EQUIPMENT • O & M Manuals • Should be received within 60 days after approved submittals have been returned • Review with owner and give comments back to contractor for compliance • Use this training Bible • Be careful what we get in the O & M • You do not need installation material • TRAINING • Factory witness testing on major pieces of equipment • Get factory training out of way up front • Training should be in a classroom setting and also at the respective piece of equipment • Use factory trainers not the local sales rep
  • 30. LIST OF DUTIES TO BE DONE FOR PLANT MAKING • Conceptual Planning of the Project • Planning and Estimation of Site Infrastructure • Resource Mobilization • Overall administration of the Project. • M.I.S. (Management Information System ) • Timely submission of monthly RA bills, labour bills, purchase bills preparation and certification of Final • Bills and reconciliation of material. • Minimize wastage of Construction Material. • liaison with Client / Consultants • Motivating and managing site personnel as team leader. • Timely completion of project within the given time frame and maintaining quality • Execution of structural and Architectural works as per relevant drawing. • Micro planning to deliver the project. • Planning day to day activities of Project. • Coordination with architects and consultants. • Monitoring of construction activities as perform by contactors/other agencies with quality norms. • Interaction with prime contractors and other agencies.
  • 31. LIST OF DUTIES TO BE DONE FOR PLANT MAKING • Review contractor's structural change order proposals. Prepare recommendations to t Engineer for review. If warranted, assist in negotiations with contractors regarding changes in contract value or project duration. • Review contractors' claims related to structural works. Prepare recommendations for claims approval or rejection. Assist in negotiations with contractors regarding the value of claims or changes in schedules. • Witness testing and commissioning of the works. • • Approve the contractors' as-built drawings and O&M manual submittals. Assist with the final inspection of the work. Review the adequacy and accuracy of punch lists. • Monitor final completion of the work. • Review of structural drawings for projects designed by others. • Review is to be undertaken for code compliance. • Work out the quantities of material used in projects. • Material requirements. • Documentation and MIS related to Project. Bar bending Schedules. • Serve as the Senior Site Representative for all matters related to construction quality assurance of structural works. • Monitor the structural works for conformance with the provisions of the Contract Documents and the Procedures manual. • Review, approve and process all structural technical submittals. • Coordinate and supervise the work of all structural activities and operations. • Liaise with local authorities and ministerial agencies having jurisdiction over the project. • Receive/action Request for Information (RFI) that apply to structural works. RFI's requiring design feedback will be directed to the Designer for response. Review the responses for adequacy.
  • 32. LIST OF DUTIES TO BE DONE FOR PLANT MAKING • Close coordination with Architectural and MEP trade designs • Planning, monitoring & controlling all site activities including manpower planning, resource planning & material planning of multiple project sites. • Ensuring all site activities of various project sites are carried out as per SOPs (standard operating procedures), as per ISO 9000, OSHO, site quality plan. • Approving the Project construction & erection Schedule prepared as per the Contract guidelines using Primavera for all projects under execution. Providing guidance in developing the site progress calculation sheet & monitoring the same. • Analyzing the major scope of work at site (as per the Contract) and discussing with various disciplines for criticalities & strategies for timely completion of site work of various projects under execution. • Attending major site coordination meetings with client for reviewing site progress & resolving pending problems for various projects under execution • Implementing a periodic MIS reporting of site progress, customer invoicing & payment voucher collection at site of various projects under execution. • Making important correspondences with Client to build Customer relationship and sort out any disputes (technical or commercial) occurring at various project sites. • Responsible for Project Cost control and analysis for site activities • Control on-site activities for erection progress through site-in-charge and resolving site discrepancy reports with engineering. • Coordinating with Procurement department for shortage/ damage report. • Identifying the training needs for own department and arrange for the same, through Personnel Department, as and when required. • Leadership, delegation, communication, interfacing and presentation skills. Experience in handling multi-functional management role is mandatory
  • 33. LIST OF DUTIES TO BE DONE FOR PLANT MAKING • Banking • Construction loans • Financial Structure • Legal matters • Business organization • Auditors & audits • General books of account • Subsidiary records • Cost records and reports • Financial reports • Tax returns and payments • Payment of invoices • Billing • Collections • Assignments • Bank deposits • Personnel records • Payrolls and records • Wage and personnel reports to public agencies • Office services • Construction Material Testing • Geotechnical Investigations • Petrography • Radar • Non-destructive testing at sites
  • 34. DUTIES OF PROJECT HEAD • Conceptual Planning of the Project • Planning and Estimation of Site Infrastructure • Resource Mobilization • Overall administration of the Project. • M.I.S. (Management Information System ) • Timely submission of monthly RA bills, labour bills, purchase bills preparation and certification of Final Bills and reconciliation of material. • Minimize wastage of Construction Material. • liaison with Client / Consultants • Motivating and managing site personnel as team leader. • Timely completion of project within the given time frame and maintaining quality • Execution of structural and Architectural works as per relevant drawing. • Micro planning to deliver the project. • Planning day to day activities of Project. • Coordination with architects and consultants. • Monitoring of construction activities as perform by contactors/other agencies with quality norms. • Interaction with prime contractors and other agencies. • Work out the quantities of material used in projects. • Material requirements. • Documentation and MIS related to Project. Bar bending Schedules. • Planning, monitoring & controlling all site activities including manpower planning, resource planning & material planning of multiple project sites. • Ensuring all site activities of various project sites are carried out as per SOPs (standard operating procedures), as per ISO 9000, OSHO, site quality plan
  • 35. DUTIES OF PROJECT HEAD • Approving the Project construction & erection Schedule prepared as per the Contract guidelines using Primavera /MSP for all projects under execution. Providing guidance in developing the site progress calculation sheet & monitoring the same. • Analyzing the major scope of work at site (as per the Contract) and discussing with various disciplines for criticalities & strategies for timely completion of site work of various projects under execution. • Attending major site coordination meetings with client for reviewing site progress & resolving pending problems for various projects under execution. • Implementing a periodic MIS reporting of site progress, customer invoicing & payment voucher collection at site of various projects under execution. • Making important correspondences with Client to build Customer relationship and sort out any disputes (technical or commercial) occurring at various project sites. • Control on-site activities for erection progress through site-in-charge and resolving site discrepancy reports with engineering. • Coordinating with Procurement department for shortage/ damage report. • Identifying the training needs for own department and arrange for the same, through HRl Department, as and when required. • Leadership, delegation, communication, interfacing and presentation skills. Experience in handling multi-functional management role is mandatory. • Responsible for Project Cost control and analysis for site activities
  • 36. DUTIES OF CIVIL/ELECTRICAL AND STRUCTURAL ENGINEER • Serve as the Senior Site Representative for all matters related to construction quality assurance of structural works. • Monitor the structural works for conformance with the provisions of the Contract • Documents and the Procedures manual. • Review, approve and process all structural technical submittals. • Coordinate and supervise the work of all structural activities and operations. • Liaise with local authorities and ministerial agencies having jurisdiction over the project. • Receive/action Request for Information (RFI) that apply to structural works. RFI's requiring • design feedback will be directed to the Designer for response. • Review the responses for adequacy. • Review contractor's structural change order proposals • Prepare recommendations to Resident Engineer and or Client for review. If warranted, assist in negotiations with contractors regarding changes in contract value or project duration. • Review contractors' claims related to structural works. Prepare recommendations for claims approval or rejection. Assist in negotiations with contractors regarding the value of claims or changes in schedules. • Witness testing and commissioning of the works. • Approve the contractors' as-built drawings and O&M manual submittals. Assist with the final inspection of the work. Review the adequacy and accuracy of punch lists. Monitor final completion of the work. • Review of structural drawings for projects designed by others • Review is to be undertaken for code compliance. • Close coordination with Architectural and MEP trade designs
  • 37. ARCHITECT • Furnishing the contractor with drawings and information • Issue of variation orders altering extent, nature or quantity of the works • Suspension of the works • Nomination of sub-contractors and suppliers
  • 38. DESIGN HEAD Finalize project scope of work and budget. Make certain that the design team is performing the work and services required by the scope. Provide assistance and guidance to the design consultant. Prepare and monitor the project schedule. Monitor project cost including cost of design, ROW acquisition, utility relocations, construction, etc., to keep costs within budget. Review and coordinate reviews of all design submissions, preliminary and final real property and ROW plans, design drawings, special provisions, specifications, and estimates. Accept and evaluate the quality of deliverable. Verify adherence of the design consultant to the QA/QC plan. Coordinate and oversee design review meetings, constructability reviews, and plan checks. Coordinate between the Agency and involved third parties (e.g., environmental agencies, municipal officials, municipal authorities, utility companies).
  • 40.  AIM: Project completion of manufacturing plant by 31 Sept 2012 and production operational with first product delivery on 12/12/12.  Scope : Civil work/PEB/ Elect Work/ Mechanical work/ Machine Commissioning/ Utilities  Terms of Reference: Master Schedule Plan • KEY MILE STONES DATES DECIDED BY MANAGEMENT  Construction of Plant Shed: 02 Oct 2012  Procurement of Electrical Items and Utilities: 27Aug 2012  Procurement of Machinery and Installation:12Dec 2012  Production of First product Unit:12Dec 2102 PROJECT CHARTER
  • 41. Civil & Elect Consultant : Shah & Talati Consultant Civil Contractor : Shri Ganesh Engineers & fabricators Pre-engineered Building Contractor : Lloyd Insulation Crane: Anupam Electrical : Rama Engineering Project Head T Remesan Project Head T Remesan Head Engg &Contracting N V Belsare I J M Muthe Head Engg &Contracting N V Belsare I J M Muthe Group Head Project Vikram Bakshi Group Head Project Vikram Bakshi Procurement Committee * Nitin V Belsare Bhaskar Pathak Nagesh Shekhdar Procurement Committee * Nitin V Belsare Bhaskar Pathak Nagesh Shekhdar Proj.Eng. Civil Bhavik Sheth Bhatt Proj.Eng. Civil Bhavik Sheth Bhatt Proj.Eng. Mech Santosh ( yet to Join) Proj.Eng. Mech Santosh ( yet to Join) Proj. Eng Electri Tapan Desai Proj. Eng Electri Tapan Desai Ofiice Assistant. Smit Joshi Ofiice Assistant. Smit Joshi RESPONSIBILITY ASSIGNED MATRIX Other key Note Contributors Safety officers > Neeraj Sharma and Alpish Bhatt and Pragnesh Parikh Commercial > Sriram Kadam/Digvijay Pharkate/ Gaurav Gedia Finance> Anirudh and Nehal
  • 42. Savli front end site team No one can whistle a symphony. It takes a whole orchestra to play it. But You need a good Conductor Mr T Remesan Lt Col Vikram Bakshi Civil vendor Mr Viral Fantastic Front end team Civl Vendor Engr Kapil Thermax Mech Engineer Sachan Thermx Civil Engineer Bhavik Safety officer and for any task Neeraj PEB Looyd engineer Harry and Anish Crane Team from Anupam Crane engineer Alpsih Eectrical Engoneer Tapan Project Admin and Mech engineer Smit None of us is as smart as all of us. " Alone we can do so little; together we can do so much."
  • 43. SNAP SHOT MASTER SCHEDULE PLAN ID Task Name Finish 0 final Savli execution plan 0990611R2 Wed 12/12/12 1 Bi DrumProject at a glance ( Plant construction to first unit Invoice)Wed 12/12/12 Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr Qtr 2, 2011 Qtr 3, 2011 Qtr 4, 2011 Qtr 1, 2012 Qtr 2, 2012 Qtr 3, 2012 Qtr 4, 2012 Qtr 1, 2013 Qtr 2, 2013 ID Task Name Finish 39 Release Cloumn reaction design to client for structure consultant approvalTue 1/31/12 40 Revise based on comments and release for PEB manufacturing & civil wrokFri 2/10/12 41 Manufacturing of Bi drum PEB structure Sat 6/16/12 42 Civil construction of shed for Bi-Drum at Savli Vadodara Wed 12/12/12 43 Civil consultant finalisation and release of civil drawings Thu 1/12/12 44 First Round of discussion with all consultants / agencies Mon 10/17/11 45 Shortlist people and have interaction Mon 11/7/11 46 Finalise the consultant scope and Release LOI Thu 10/20/11 47 Get Column reaction from PEB structure supplier Thu 1/12/12 48 Release civil design work for Bi drum mfg set-up Fri 12/30/11 49 Manpower planning & Recruitment Mon 1/2/12 50 Prepare the organisation structure for the Bi drum Tue 10/4/11 51 Identify people from Thermax, Pune Wed 10/12/11 52 Prepare recruitment plan for balance local people Thu 10/20/11 53 Conduct interviews and select right Staff people Fri 11/11/11 54 Approach the development zone to get skilled workers Mon 11/21/11 55 Recruit workers Mon 1/2/12 56 Construction of plant shed Tue 10/2/12 57 Prepare comparative statement and fair price estimation Fri 10/7/11 58 Finalise the contractor Wed 10/12/11 59 Release LOI / PO Thu 1/12/12 60 Civil Construction of plant Bi drum shed Wed 5/30/12 61 Errection of PEB structure Thu 8/16/12 62 Civil construction of Flooring,wall & windows , paintingMon 9/10/12 63 Bi drum shed readyness after water and LPG piping Tue 10/2/12 64 Construction of office and utilities & interiors Fri 6/22/12 72 Procurement of machinery for Bi- Drum and Installation Wed 12/12/12 Jan 27 Jan 31 Feb 1 Feb 10 Feb 13 Jun 16 Oct 4 Oct 17 Oct 18 Nov 7 Oct 20 Jan 4 Jan 12 Nov 28 Dec 30 Oct 4 Oct 4 Oct 5 Oct 12 Oct 13 Oct 20 Oct 21 Nov 11 Nov 14 Nov 21 Nov 22 Jan 2 Oct 4 Oct 7 Oct 10 Oct 12 Jan 6 Jan 12 Mar 23 May 30 May 31 Aug 16 Jun 20 Sep 10 Sep 11 Oct 2 Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr Qtr 1, 2011 Qtr 2, 2011 Qtr 3, 2011 Qtr 4, 2011 Qtr 1, 2012 Qtr 2, 2012 Qtr 3, 2012 Qtr 4, 2012 Qtr 1, 2013 Qtr 2, 2013
  • 44. SITE WORK PREPRATIONS FOUNDATION BOLT TEMPLATES MISC CIVIL WORK PEB RAFTERS MISC CIVIL WORK PEB CLADDING /ROOF CRANE FITMENTS 10 SEPT CIVIL WORK COMPLETE PRODUCTION FROM BIDRUM AND PANLE PEB COLUMNS ANCILLARY BUILDING WORK AND MISC CIVIL WORK PEB CRANE BEAMS/ROOF MISC CIVIL WORK :MACHINE FOUNDATION LAYOIUT CRANE COMMISSIONING PEB COMPLETION Coil PEB Work Ancillary Building completed COIL SHOP PEB CRANE AND MACHINE WITH ELECTRICAL WORK 12/12/12 Productiion output CIVIL FOUNDATIONS MISC CIVIL WORK MILE STONES FOR BIDRUM PANEL SHOP TILL 12/12/12 PROJECT TRUISM > You can con a sucker into committing to an impossible deadline, but you cannot con him into meeting it. Civil Construction Of plant Shed/LPG/Water 02 0ct 2012 Erection Of PEB Structure 16 Aug 2012 CIVIL CONSTRUCTION OF FLOORING WALL WINDOW PAINTING Complete Inside Civil work With windows
  • 45. Exam ple text CIVIL FOUNDATI ONS. 10 SEPT 20 OCT PEB WORK COMPLETION . 30 OCT FLOOR & M/C FOUNDATI ONS. COIL MACHINE INSTALLATI ON 10 NOV CRANE FITMENT. RADIOGRAPGHY WALL 10 NOV PRODUCTION START 12 /12/12 FINAL OUT PUT MILE STONES FOR COIL SHOP TILL 12/12/12
  • 46. SOME RULES OF THE GAME • Good Planning: forward planning, which includes detailed planning of the process implementation stages, task timeliness, fall-back positions, and re- planning • Clear Responsibility and Accountability of Team Members: We had a clear understanding of their roles and duties in the project. They must understand how expectations vs. achievements will be measured and graded . • Schedule Control: We had continual monitoring and measurement of time, milestones, people, and equipment schedules • Guard Against – Lack of Efficient Internal Communication Links, – Lack of Efficient External Communication Links, – Lack of Responsive Decision Making – Lack of Effective Teamwork • Communications was kept honest and open between team members and vendor to know exact status of situation.
  • 47. • Define scope of project • Identify stakeholders, decision- makers, and escalation procedures • Develop detailed task list (work breakdown structures) • Estimate time requirements • Develop initial project management flow chart • Identify required resources and budget • Evaluate project requirements • Identify and evaluate risks • Prepare contingency plan • Identify interdependencies • Identify and track critical milestones • Participate in project phase review • Secure needed resources • Manage the change control process • Report project status HOW WE ALL WENT ABOUT THE PROJECT WORK
  • 48. Functions of project management for construction – Specifying project objectives and plans which include the delineation of scope, budgeting, scheduling, setting performance requirements, and selecting project participants – Maximizing efficient resource utilization through procurement of labor, material, and equipment according to the prescribed schedule and plan – Implementing various operations through proper coordination and control of planning, design, estimating, contracting, and construction in the entire process – Developing effective communication and other mechanisms for resolving conflicts among the various project participant
  • 49. SUMMARY OF TASK ID Task Name Start Finish % Complete Baseline Finish Milestone 0 Tue 1/17/12 Wed 10/10/12 86%Wed 10/10/12 Yes 2 1 CONSTRUCTIONOF PLANT SHED BI DRUM Tue 1/17/12 Fri 8/31/12 86% Tue 10/2/12 Yes 4 1.1 JAN/FEBURARY NO I TASK : PREPARATORY WORK Mon 1/30/12 Fri 3/9/12 100% No 20 1.2 JAN/FEBURARY NO 2 TASK : CIVIL CONSTRUCTIONOF BIDRUM SHED TILL FOUNDATION Wed 1/25/12 Sat 4/14/12 100% Wed 5/30/12 Yes 22 1.2.1 A: SITE INITIAL WORK Mon 1/30/12 Wed 3/28/12 100% No 30 1.2.2 B: CIVIL WORK FOUNDATIONBOLT Thu 2/2/12 Sat 4/7/12 100% Wed 5/30/12 Yes 44 1.3 FEB TO AUG NO 3 TASK :CONSTRUCTIONOF OFFICES UTILITIES AND INTERIORS Wed 2/1/12 Fri 8/31/12 85% Fri 8/31/12 Yes 46 1.3.1 UG TANK Fri 2/10/12 Fri 3/30/12 100% NA Yes 53 1.3.2 WELDING AND MAINTENANCE SHOP Fri 3/23/12 Wed 8/22/12 85% Yes 66 1.3.3 SERVICE OFFICE Wed 3/28/12 Fri 8/31/12 55% Yes 78 1.3.4 TOILET No 1 Fri 3/23/12 Thu 8/30/12 83% NA Yes 91 1.3.5 TOILET No 2 Wed 5/30/12 Thu 8/30/12 96% NA Yes 104 1.3.6 RADIO GRAPHY Wed 2/1/12 Thu 8/2/12 96% NA Yes 117 1.4 <FEB TO AUG> NO 4 TASK> ERECTION OF PEB STRUCTURE Wed 2/1/12 Thu 8/16/12 99% Thu 8/16/12 Yes 119 1.4.1 Prepration Wed 2/1/12 Sat 4/14/12 100% No 125 1.4.2 ERECTIONGRID 1 TO 13 Tue 4/10/12 Mon 4/30/12 100% Yes 135 1.4.3 ERECTIONGrid 13 to 23 Tue 5/1/12 Sat 5/19/12 100% NA Yes 145 1.4.4 FIXING OF ROOF SHEETS Sat 6/16/12 Sat 6/30/12 100% NA No 154 1.5 <MARCH TO AUG> NO 5 TASK> BRICK WALL ONPLINTH BETWEENPEB COLUMN Sat 3/31/12 Mon 9/10/12 89% NA Yes 167 1.6 <APR TO SEPT >NO 6 TASK Electrical Works Tue 5/1/12 Wed 10/10/12 68% Mon 8/27/12 No 174 1.6.7 Installation & commissioning Fri 8/17/12 Wed 10/10/12 6% NA No 190 1.7 < JUNTO AUG > NO 7 TASK > CONSTRUCTIONOF MACHINE FOUNDATION BEFORE FLOOR WORK Fri 6/1/12 Thu 8/30/12 100% NA Yes 192 1.7.1 PLATE BENDNG Fri 6/15/12 Sat 6/30/12 100% NA Yes 201 1.7.2 PANEL BENDING Fri 6/15/12 Sat 6/30/12 100% NA Yes 210 1.7.3 SHOT BLASTING Wed 6/6/12 Thu 8/30/12 100% NA Yes 219 1.7.4 PEMA Fri 6/15/12 Sat 6/30/12 100% NA Yes 220 1.7.4.1 EXCAVATION Fri 6/15/12 Sat 6/30/12 100% NA No 244 1.8 <APR TO AUG >NO 8 TASK > FLOOR WORK Sat 4/14/12 Fri 8/31/12 94% Mon 9/10/12 Yes 246 1.8.1 GRID 1 to 13 Sat 4/14/12 Wed 5/30/12 100% NA No 250 1.8.2 GRID 23 to 13 Tue 5/1/12 Thu 5/31/12 100% NA No 255 1.8.3 RCC FLOORING FROM GRID 1 TO 23Fri 6/1/12 Fri 8/31/12 90% NA Yes 260 1.9 <JUL TO AUG TASK >TASK NO 9 > WALL WINDOW AND DOOR FITMENTS Mon 7/2/12 Thu 8/30/12 85% Tue 10/9/12 Yes 280 1.13 <JUL TO AUG> NO14 TASK >CRANES FITMENTS AFTER PEB CRANE BEAM COMPLETION Mon 7/2/12 Wed 8/29/12 35% Yes 8/31 4/14 4/7 8/31 3/30 8/22 8/31 8/30 8/30 8/2 8/16 4/30100% 5/19100% 100% 9/10 8/30 6/30100% 6/30100% 8/30 6/30100% 100% 8/3194% 100% 100% 8/3190% 8/3085% 8/29 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter CIVIL FOUNDATIONS ANCILLARY BUILDINGS PEB WORKS PLINTH WALL MACHINE FOUNDATIONS FLOOR WINDOWS AND PAINT CRANE PRE LIMINARY WORK ELECTRICAL
  • 50. Green Field Project layout A. Organizing the project layout – Proper placement of yard, office, roads, material storage and fabrication – 60% to 70% of all labor cost to install materials is spent to get the materials to the location where it is installed – Items to consider • Site access and security, number and location of entrances • On-site access roads: materials, drainage, maintenance, etc. • Job office: location and layout • material storage areas: include subs! • Stockpiling of dirt for backfill • Fabrication areas • Trash removal
  • 51. X. Project layout (Cont’d) B. Material storage and protection – Storing materials so they can be found; record the location – Protection from weather; follow manufacturers instructions – Allow for mechanized handling – Protection from theft; lights, locks, security devises – Controlling its use; define responsibilities for control C. Controlling small tools and supplies – Limit access to small tools and supplies – Limit the way they can be obtained D. Material handling and fabrication – Mechanize when possible – Use assembly line techniques: plan the location, plan the flow of materials, plan the special tools and equipment needed
  • 52. X. Project layout (Cont’d) – The “secrets” of efficient prefabrication • Minimize the moves for materials and workers • Minimize the hand labor • Remember that the shortest distance between two points is a straight line
  • 54. Outstanding Risks and Issues  PROJECT DELIVERBALE RISKS  ELECTRIC PANEL DELIVERY LATE FOR ELECTRICAL WORK • Solution :Risk resolved by visit and liaison but needs follow up. Delivery commited by 10Sept  MACHINE DELIVERY LATE FOR COMMISSIONING • Solution: Needs Follow Up – PEB COIL DELIVERY TIME LINES • Solution: Clear time lines to be followed wrt design to production to delivery to erection .Closing Committed by 30 Oct 2012  PROJECT ISSUE RISK  SAFETY ISSUE BEING NEGLECTED – COORDINATION OF PEOPLE WORKING TO PREVENT ANY OVER LAP OF ANY MOVEMENTS – - AREA EARMARKED FOR MATERIAL – - WATER AND GLUCOSE ARRANGEMENTS FOR PREVENTING DEHYDRATION – - SAFETY KITS AND MEASURES UNDER SAFTEY OFFICER – - CLEARANCE BY CIVIL AND MECH ENGR FOR OVER TIME WORK AND ENSURING SAFETY ASPECTS. – NO WORK AT HEIGHT AFTER DARKNESS – TRAINING
  • 55. CIVIL FOUNDATION BOLT Start: 2/1/12 ID: 2 Finish: 4/13/12 Dur: 53 days Res: PEB COLUMN Start: 4/16/12 ID: 3 Finish: 5/25/12 Dur: 30 days Res: PEB SHEET/ROOF Start: 5/28/12 ID: 4 Finish: 6/27/12 Dur: 23 days Res: FLOORING Start: 5/28/12 ID: 5 Finish: 6/30/12 Dur: 25 days Res: CRANE Start: 5/28/12 ID: 6 Finish: 6/29/12 Dur: 25 days Res: ELECTRICAL Start: 4/16/12 ID: 7 Finish: 7/13/12 Dur: 65 days Res: FOUNDATION Start: 4/16/12 ID: 8 Finish: 6/13/12 Dur: 43 days Res: MACHINE FITMENT Start: 6/18/12 ID: 9 Finish: 7/31/12 Dur: 32 days Res: ANCILLARIES Start: 4/16/12 ID: 10 Finish: 7/30/12 Dur: 76 days Res: RADIO GRAPHY Start: 4/16/12 ID: 11 Finish: 6/30/12 Dur: 55 days Res: INAUGRATION Start: 8/15/12 ID: 13 Finish: 8/15/12 Dur: 1 day? Res: TRIAL PRODUCTION Start: 8/1/12 ID: 12 Finish: 8/14/12 Dur: 10 days Res: BIDRUM PLANT PROJECT EXECUTION START : 2/2/12 FINISH; 15/9/12 TOTAL:141 DAYS CRITICAL PATH
  • 56. Impact of Risk on success/failure for Balance Project • HOW FAILURE OF MACHINES CAN BE PREVENTED IN LONG RUN WRT NEW FACILITY  5 S Strictly followed by Production team with proper upkeep of Equipment.  Separate TEAM for Maintenance of machines  Enforce Production Team to do daily preventive maintenance  Plan its own Corrective and Schedule Maintenance • HOW SUCCESS CAN BE USED BY TIMELY CONSTRUCTION OF NEW FACILITY  Completing Civil/PEB work 10 Sept will give One month advance preparation time as original 10 Oct.  Enough time for coordination of various activities of Manpower training / Processes of production line to align start by 12/12/12 and make it a sustainable production line  If need be advance production also before 12/12/12
  • 57. PART FOUR: QUALITY AND SAFETY MANAGEMENT Work Smart Not Hard !!!
  • 58. QUALITY • DPR FILE • TEST CERTIFICATE • DRAWING FILE • RA BILL FILE • LEGAL DOCU OF CONTRACTOR • CONCRETE POUR CARD FILE
  • 59. QUALITY COMPLIANCE Execution and Quality Control procedures As per Construction Quality requirements In compliance with Contract Documents. Latest issues of applicable drawings and documents Activities performed according to relevant execution procedures .  No stage started without the previous one verified. Responsibility for each control task is clearly identified Control of the quality identification of incoming materials. Control of non-conforming materials. Surveillance and control of work processes. Communication between personnel involved in quality and those involved in material control and Construction. Inspections and tests Documents DPR file Excavation and Lay out measurements Test certificate Fine Aggregate Coarse Aggregate Reinforcement Steel Cube Test and Compressive Strength Concrete Concrete Reinforcement bars Drawing file RA bill file Legal documents of contractor Concrete pour card file
  • 60. SAFETY TRAINING PREVENTION AND PRECAUTIONS • LECTURES ON SAFETY WORKING AND EQUIPMENT • TRAINING DEMO • REGISTER FOR OBSERVATION OF ANY DON’TS • DO’ES AND DON’TS • GLUCOSE AND WATER ARRANGEMENT • REST AND RECOUP • MEDICAL
  • 61. Part Five: Budget High Light • THE TEAM HAS SAVED APPRX 35 LACS ON SITE WORK IN CIVIL WORK TILL DATE . • THE TEAM ALSO FINISHED WORK MUCH IN ADVANCE AT LEAST ONE MONTH BEFORE TO ENABLE PRODUCTION TEAM TO SET UP INETRNAL SHOP AND PROCESSES ALSO
  • 62. PART SIX • Areas of Concern in Savli Unit  Road STP Fire Hydrant around the Plant Plantation as per GIDC Norms Space for Storage , Packing and Dispatch
  • 63. PART SEVEN: PROJECT RECOMMENDATION AND LESSONS LEARNED
  • 64. Learning From Negatives We could have closed the Project on 15 Aug instead of 10 Sept • Poor Communication Between Designer/Purchasers and Project /Vendor team – Solution: They should be Positioned in site once a month to resolve issue and then only clear off • Lack of IT management to speed up work • Lack of User Input wrt existing Plant records of Shell shop led to couple of Incomplete requirements . ( Records of Shell Shop were not there) – Solution: Bidrum / Panel/ Coil records will be there in soft and hard copy CHANGES CHANGES CHANGES THEY ARE THE REAL KILLERS Changing requirements and Specifications led to many Restarts/Cost overruns/ Time overruns Solution : Proper Planning with all stake holders with one to one meeting with fixed time schedule for closing issues. • TOO MANY COOKS AND SOUP GETS SPOILED • Slow Executive Support for almost everything : Ownership was not there and taken as additional task. – Solution: Clear defined Structure to be filled up before Project starts and support staff in back end to be integrated for some kind of parallel reporting and feedback on response • Lengthy Processes for Approvals: Solutions: Less Bureaucracy stops and reduced number of people in Approvals.A study can be undertaken to reduce the process and make it Lean way under Six Sigma
  • 65. CONCLUSION A successful project must be on time, on budget, and deliver quality (features and functions) as promised. Anything less will be either a failed project or a challenged project. • Resolution Type 1 is a “Project Success” – it completed on time and budget, with all features and functions as specified. Only 16.2% of projects fell in this category. • • Resolution Type 2 is “Project Challenged.” These were completed, but were over cost, over time, and/or lacking all of the features and functions that were originally specified. 52.7% of all studied projects fell into this Resolution Type 2 (Challenged) category. • Resolution Type 3 is termed “Project Impaired/Failed.” These projects were abandoned or cancelled at some point and thus became total losses. A disturbing 31.1% of all studied projects fell into this category.
  • 66. PROJECT CLOSE OUT • PREPARE A PUNCH LIST OF INCOMPLETE CONTRACTOR ITEMS. • LEAD A FINAL WALK THROUGH INSPECTION OF CONSTRUCTED FACILITY. • RESOLVE OUTSTANDING CHANGES/CLAIMS. • DEVELOP A PLAN TO DEMOBILIZE AGENCY AND CONSULTANT STAFF. • KEEP PROJECT TEAM’S ATTENTION • FOCUSED ON CLOSEOUT ACTIVITIES. • ASSESS AND DOCUMENT LESSONS • LEARNED ON PROJECT. • OBTAIN PROJECT ACCEPTANCE FROM PRINCIPAL STAKEHOLDERS. • CELEBRATE PROJECT COMPLETION. • A CONTRACT’S TERMS AND CONDITIONS SPECIFY THE ACTIONS NEEDED FOR FINAL SETTLEMENT AND CLOSURE. • A CONTRACT IS SUBSTANTIALLY COMPLETE WHEN THE PERMITTING AUTHORITY ISSUES • CERTIFICATE OF BENEFICIAL OCCUPANCY. • A CONTRACT AUDIT IS NEEDED TO VERIFY APPROPRIATENESS OF COSTS INVOICED ON COST PLUS TYPE CONTRACTS. • A CONTRACT AUDIT EXAMINES DIRECT LABOR, OTHER DIRECT COST, AND INDIRECT OVERHEAD CHARGES.
  • 67. Important administrative closeout items • Demobilization of project team. • Closure of project funding and financing. • Securing the disposition of project records. • Conducting a lessons learned project evaluation. • Achieving closure with stakeholders. • Celebrating project success. • Typical closeout activities for a professional service contract include: • Verification of Scope Completion – Confirm that the professional service contractor has satisfactorily delivered the services called for in the contract scope of work. • Contract Audit – Where contract payments are on a cost plus fee basis, the contract provisions should give the Agency the right to audit the contractor’s costs. The audit should verify items such as direct labor rates, support for time charges, support for other direct costs, and justification for overhead rates. • Final Payment and Release of Retention – With scope completed satisfactorily and audit completed, you can approve the final payment and release of any retention held back from prior contract payments pending satisfactory completion of services and audit of costs
  • 70.
  • 71. BHOOMI PUJAN BY PROJECT TEAM IN JAN 2012
  • 72. Site Preparation •Remove trees and any debris •Remove top soil (4-6” below surface)
  • 73. PREPARATORY WORK Guard Cabin under completion. Barricading Work under wayWater tank for site  Industrial official documentation and liaison over  Legal Documents for Workers handed over to HR dept.  PO and Contract documents completed  Initial safety training completed • Dumping of Barricading material • Dumping of water pit /office site • Positioning of JCB and Construction Equipment • Meeting with Consultants for drawings
  • 74. SITE LAYOUT Corner Footing Marking Ensure lot lines are known & setbacks are complete Layout building perimeter Use batter boards Establish building corners & building perimeter Auto level used to determine floor level with existing shed SURVEY AND AUTOLEVEL
  • 75. SURVEY 9.430NET FALL 1.1311.57 0.439 2.162.55 0.39 3.0683.488 0.42 3.0713.231 0.16 FALL(m)FORESIGHT (m) BACKSIGHT (m) BENCHMARK --- Benchmark was taken as a nearby road as 0.0m level. LAYOUT---Layout is done in order to locate exact position of building components on the site as mentioned in drawing GRID LINES—These are the reference lines in which whole plot is divided symmetrically. So its easy to locate and communicate about any particular point by referring it with respect to Grid Lines.
  • 76. Excavation, Layout and Foundation • Excavation is a process of making trenches by digging up of earth for the construction of foundations and basements. • Excavation level at escape site is 219.825 mm • Excavation is done by the JCB on the hourly basis • After the excavation the surface is leveled called surface dressing • Layout is done on the PCC poured over leveled surface. • Column and foundation (raft ) steel is then laid as per drawings.
  • 77. Points to take care:- • layout should be checked properly. • Check any difference between architectural and structural drawings regarding location of column. • After excavation check the stability of temporary structures built near the excavated ground. • Before laying raft reinforcement, shuttering wall which is mainly brick wall should be built and should be filled with soil on other side. • Check the direction of chair bars in the raft
  • 78. Excavation •Excavate foundation along line created by batter boards •Excavate remainder of soil inside perimeter •Don’t excavate inside soil if slab on grade •If deep foundation, taper edges to prevent collapse •If soil unstable, or very deep - use shoring
  • 82. EXCAVATION • Total Depth of Excavation to be done---10.2 meters • Total Excavation to be done---53409 cubic meters • .
  • 83. FOUNDATIONS • Isolated footings • Strip footings • Combined footings Grade of concrete--- M25. Clear Cover--- 50 mm.
  • 84. 16 FEB CONCRETING WORK STARTS POOJA BEFORE FIRST FOOTING RCC •POUR CONCRETE FOOTINGS •SMOOTH / FINISH SURFACE
  • 85. STEEL • For Reinforcing Concrete now a days HYSD (High Yielding Strength Deforming) steel bars are used. Steel can handle both tensile and compressive stresses. Mainly steal in R.C.C is used to take Tensile stresses but can also be used to take Compression if Concrete in a section is not enough to take Compressive stresses. • Now a days TMT (Thermo Mechanically Treated) Bars are used. Thermo mechanically treated steel known as TMT steel can be described as new-generation-high-strength steel having superior properties such as weldability, strength, ductility and bendability meeting highest quality standards at international level Brands Of Steel Used At Site BHUSHAN STEEL JYOTI STEEL 32mm 28mm 25mm 16mm 12mm 10mm 8mm Diameter of bars required on site on Site
  • 86. 16 FEB CONCRETING WORK APART FROM FOOTING EXCAVATION /PCC/ STEEL FOUNDATION SHUTTERING
  • 87. Pour Concrete Foundation Walls •Construct formwork (include sleeves / doors / windows) •Install reinforcement into formwork •Pour concrete foundation wall •Install anchor bolts into semi-cured concrete
  • 88. Pour Concrete Foundation Walls •Allow concrete to cure adequately (7-10 days) •Strip forms •Apply waterproofing •Install perimeter drain tile •Backfill
  • 89. Install Concrete Block Foundation Walls •Allow concrete footing to properly cure •Install first course of concrete block on bed of mortar •Continue to lay block on top of first course until desired height reached •Install horizontal reinforcement as courses proceed
  • 90. Install Concrete Block Foundation Walls •Install vertical reinforcement at significant heights •Install grout into cells with vertical reinforcement •Tool joints and clean masonry •Install waterproofing
  • 91. Rules of Thumb •Footing shall be below frost line •Footing width usually 2x height •Typical size (24” wide x 12” tall) •Rebar is usually 3” from edge of concrete •Crawl spaces should have rigid insulation along the interior face of the foundation wall
  • 92. DESIGN MIX 182.3 kgWATER 644 kgSAND(Badarpur) 372 kg10 mm COARSE AGGREGATES 691 kg20 mm COARSE AGGREGATES 475 kgCEMENT It is a mix which have calculated quantities of Cement, Coarse Aggregates, Fine Aggregates and Water to have required strength of concrete as per IS:456-2000 . Grades of Concrete used  M20 for Slabs and Beams  M25 for Foundations and Retaining Walls  M40 for Columns and Shear Walls 181.6 kgWATER 630 kgSAND(Badarpur) 472 kg10 mm COARSE AGGREGATES 708 kg20 mm COARSE AGGREGATES 352 kgCEMENT DESIGN MIX OF M40 GRADE CONCRETE DESIGN MIX OF M25 GRADE CONCRETE
  • 93. READY MIX CONCRETE Ready-mix concrete is a type of concrete that is manufactured in a factory or batching plant, according to a set recipe, and then delivered to a worksite by truck mounted transit mixers
  • 96. FITTING FOUNDATION BOLT POURING CONCRETE CURING BACK FILLING FOUNDATION BOLT FOR ERECTION OF PEB COMPLETED IN FEB 1 4 3 2
  • 97. Foundation Components (to attach wood stud sill plate) (to keep water off of foundation wall) (separates slab from foundation wall) (to keep water off of slab) (to keep water off of slab & moisture barrier)(moves water away from building) (moves water away from building)
  • 99. Pour Footings •Construct formwork (if required) •Install reinforcement (rebar) for footings •(protrudes above footing to tie-into foundation wall) •Pour concrete footings •Smooth / finish surface
  • 100. Pour Slab on Grade •Install gravel base (to keep water off of slab) •Install moisture barrier (to keep water off of slab) •Install reinforcement (welded wire fabric) •Pour concrete slab •Finish slab surface
  • 101. CONCURRENT OTHER ACTIVITY IN MARCH Text ANCILLARY BUILDING FOUNDATION EXCAVATION FLOOR EXCAVATION AND PCC SITE ACTIVITY APART FROM FOUNDATION WORK PLINTH BEAM FOR BOUNDARY WALL CLOSING LOI /PO / VISITS AND LIASION PEB MANUFACTURERS CRANE MANUFACTURER MACHINE MANUFACTURER ELECTRICAL
  • 102. COULMN CASTING • On the raft the column layout is done. • Layout for starter. • The column ties and link bars are provided as per column reinforcement drawings and general specifications. • Displacement of main bars should be provided with L bar • The plumb of formwork should be checked. • Height of cast should be calculated accurately. • Avoid caps as far as possible.
  • 103. LAYOUT , PEDESTAL & STARTER
  • 105. PLUMB & FORMWORK, CASTING,CURING
  • 106. PLINTH BEAM WORK CONNECTING ALL FOUNDATIONS FOR WALL WORK TO START
  • 107. RETAINING WALL Grade of concrete--- M25. Clear Cover--- 25 mm.
  • 108. COLUMN Grade of concrete--- M40. Clear Cover--- 50 mm.
  • 109. SHEAR WALLS Clear Cover--- 50 mm. Grade of concrete--- M40.
  • 110. Foundation Bolt work under Completion
  • 111. Excavation Work of Ancillary Building ( Bathrooms/ Service office/ Welding )
  • 113. FLOOR FROM GRID 1 TO 23 EXCAVATION AND COMPACTING
  • 117. SAFETY EQUIPMENTS HELMETCAUTION SIGNALS SAFETY BELT SAFETY GLOVES SAFETY SHOES
  • 118. SCAFFOLDING • Scaffolding is a temporary framework used to support people and material in the construction or repair of buildings and other large structures • The purpose of a working scaffold is to provide a safe place of work with safe access suitable for the work being done. • Scaffolding used for supporting shuttering of slab is called Staging
  • 120. CIVIL WORK IN ROGRESS IN APR ANCILLARY BUILDING FOUNDATION UG TANK IN PROGRESS PLINTH BEAM WORK IN PROGRESS FLOOR COMPACTNESS TEST FLOOR RUBBLE LAYING RADIOGRAPGHY WORK START WITH DIGGING AND RUBBLE LAYING
  • 121. PEB WORK STARTS IN APR THE FIRST COLUMN Text PEB UNLOADING & STACKING WITH WOODEN BRACKET POOJA CEREMONY FOR SAFETY EARLY MORNING WORK
  • 123. COIL FLOOR DIGGING OF FLOOR YELLOW SOIL PREPARING FIRST LAYER RUBBLE NEXT LAYER
  • 125. APR TO MAY ERECTION OF COLUMN LIFTING OF RAFTERS JOINING RAFTERS AND COLUMN ADDING PURLINE FOR CONSOLADTION
  • 126. MUTUAL DISCUSSION ON BEST PRACTICES WORKING AT HEIGHT WITH FALL ARRESTOR SITE SAFETY AUDIT SPECIAL TRAINING CONDUCTED
  • 129. BY LAST WEEK OF MAY DIVISION OF AREA BETWEEN PEB AND CIVIL WORK CIVIL WORK AND HEIGHT PEB WORK DIVIDED BETWEEN TWO ZONES WITH BARRICADING TO PREVENT CROSS MOVEMENT OF WORKERS AND ALSO WORK ON TWO ENDS TO SAVE TIME PEB ERECTION FROM GRID 1 TO 13 PCC WORK IN GRID 13 TO 23
  • 130. CIVIL WORK IN MAY Text Text Text M/C FDN RADIO GRAPGHY WALL PCC IN FLOOR BRICK WORK ON PLINTH ANCY BUILDING FDNS CONCURRENT CIVIL WORK IN MAY SAND FILLING IN RADIGRAPGHY PIT UG WATER TANK ANCY/ SERVICE OFFICE FOUNDATION BRICK WORK ON PLINTH PCC ON FLOOR IN GRID 13 TO 23 PLATE AND PANEL BENDING M/C FDN
  • 131. STATUS IN LAST WEEK OF MAY PEB WORK IN FULL SWING ALONG WITH CIVIL WORK AIM WAS TO COMPLETE ROOF AND PCC BEFORE RAINS
  • 132. MULTI TASKING IN JUN PEB WORK CIVIL WORK ANCILLARY BUILDING MACHINE FOUNDATIONS STORAGE ROAD/BAY WORK COORDINATION FOR DRAWINGS AND EXECUTION CONCURRENTLY COIL SHOP EXCAVATION WORK AND FLOOR WORK BIDRUM ADMIN BUILDING INTERIOR AND IT CABLE LAYING
  • 133. PEB WORK IN JUN T e x t T e x t T e x t T e x t
  • 134.
  • 135. Ancillary Building Bidrum SERVICE OFFICE SLAB Maintenance shed Wall WIP Welder Plinth Work Toilet Slab JUN
  • 136. BIDRUM SHOP FLOOR STEEL BINDING FOR RADIOGRAPHY WALL SHOT BLASTING PIT WIP -PCC PLATE ROLLING PIT COMLPETED PANEL BENDING PIT COMPLETED PEMA Machines Foundation PIT WIP CNC Machine PIT WIP
  • 137. ROAD WORK IN FRONT OF BI DRUM-WIP WBM work
  • 138. ALL 50 FOUNDATION DONE TILL SECOND STAGE LESS ONE DUE TO IT CABLE PASSING THROUGH
  • 140. IT CABLE PIPE LINE WIP
  • 141. JUL
  • 142. MISC ITEMS OF PEB Polycarbonate sheet Turbo ventilator Walk way /Cage ladder
  • 143. PEB STATUS ROOF AND CLADDING 98 % OVER ANCILLARY BUIDLING SIDE FRONT 5 % LEFT CLADDING AS CRANE WERE BEING FITTED ROAD SIDE
  • 144. CRANE INSTALLATIONS PANEL SHOP 10 T AND 20 T BIDRUM 30 T AND 20 T
  • 145. ANCILLARY BUILDINGS MAINT SECTION MILE STONE> FLOOR DONE WALL IN WIP SECOND BATHROOM SLAB WIP FIRST BATHROOM COMPLETED WALL 10 % LEFT IN WIP SERVICE OFFICE SLAB WALL AND FLOOR IN WIP WELDING SHOP MILE STONE> FLOOR COMPLETED WALL IN WIP
  • 146. MULTI TASKING PROJECT MANAGEMENT MILESTONE>BIDRUM SHOP TWO CRANES FITTED FLOOR WORK 25% IN PANEL SHOP WALL COMPLETED 70%
  • 147. MULTI TASKING PLAN HALF BAY OF BIDRUM AND PANEL SHOP MACHINE FOUNDATION HALF BAY OF BIDRUM AND PANEL SHOP RADIOGRAPGHY SECOND RCC LIFT FLOOR IN HALF PORTION OF PANLE SHOP CRANE IN HALF PORTION OF BIDRUM
  • 148. MACHINE FOUNDATIONS IN WIP MILESTONE> FOUR COMPLETED REST IN LAST STAGES
  • 150. COIL SHOP FOUNDATION BOLT WORK AGAINST RAIN DEWATERING MILESTONE >PCC FLOOR COMPELETED FOUNDATION BOLT WIP IN RAINS
  • 151. AUGUST
  • 152. COMPLETE ROOFING AND CLADDING DONE AND MISC ACCESSORIES UNDER FITMENT DRAINAGE PIPE FITTED
  • 153. CAGE LADDER FITTED THREE MORE IN WIP
  • 154. VIEW FROM TOP TURBO AND RIDGE VENTILATORS FITTED TURBO VENTILATOR RIDGE VENTILATOR
  • 157. WALL WORK 90 PERCENT COMPLETED ON SHOP FLOOR
  • 158. FLOOR WORK 85 PERCENT COMPLETED
  • 161. CONCURRENT WORK ALSO ON SLAB STAGES IN OFFICE BUILDING
  • 162. IMPORTANT COMPONENTS • Key in column • Water bar • Binding materials • Expansion joint
  • 163. KEY IN COLUMN • since the height of column is very large, hence it is not possible to cast the column at one time, to cast the column later the key is made at the junction so that the proper bond between the old concrete and new concrete is formed.
  • 165. EXPANSION JOINT • Since concrete is subjected to volume change. Provision must be made to cater for the volume change by way of joint to relieve the stresses produced. • Expansion joint is function of length • Buildings longer than 45 m are generally provided with one or more expansion joints. • Material used as expansion joint material is armour board whose thickness is 25 mm.
  • 166. EXPANSION JOINT • Expansion joint material, size is 25 mm • Expansion joint in building
  • 167. WATER BAR • Water bar is provided in the retaining wall o that the moisture can’t move from the soil to the joint. Water bar is basically provided at the constructions joints of retaining wall of two different towers
  • 169. BINDING MATERIALS • Since the thermal expansion of concrete is different from that of masonry. The interface between the concrete and the masonry is liable to crack. To avoid this crack the chicken wire mesh is used to avoid the crack and also provides the better grip for Masonry with concrete. • Similarly when the drainage pipes are laid along with the outer wall then again the connection between the pipe and the wall has different coefficient of temperature change hence they are joint to the concrete by lead keys. • In the toilets and kitchen sunken portion the joints in any case are packed by water proof and non shrinkable material.
  • 170. BINDING MATERIALS • Chicken wire mesh between brick masonry and concrete • Connection of pipes with concrete • Chicken wire mesh in conduits through concrete
  • 171. WATER PROOFING • Water proofing has remained as an unsolved complex problem • Use of plasticizers, super plasticizers, air-entraining agents helps in reducing the permeability of concrete by reducing the requirement of mixing water, hence can be also be regarded as waterproof material. • Some of approved water-proofing compound by the company are:- pidilite, cico, fosroe, baushimine, unitile. • Water-proofing cement paint:- super snoweem
  • 172. WATER PROOFING • Water proofing in sunken portion of kitchen and bathroom • WP in sunken portion at ground level • WP in retaining wall
  • 173. WATER PROOFING IN GARDEN AREA • For water proofing in garden area the soil is first leveled and then rammed to achieve the maximum density • The PCC is then laid down mixed with tape Crete (a water proofing compound) • After PCC the plaster of fibrous material is done. • the bituminous sheets are laid by heating it with the welder. On those sheets the drainage pipes are laid down with suitable slope and these pipes are covered with geo-fabric sheets. • Again the plaster is done. On the plaster the 40 mm aggregates are laid. • On the aggregate the geo-fabric sheets are laid down on which the sand is placed & on the sand the soil ,along with fertilizers, is placed on which the gardening is done for the non tower area.
  • 174. WATER PROOFING IN GARDEN AREA • Sandy soil • PCC mixed with tape Crete (water proof compound) • Texas (bitumen) sheet • Drainage pipe • 40 mm aggregate • Geo-fabric sheet • Sand
  • 175. BEAMS AND SLAB Grade of concrete--- M 20. Clear Cover--- 25 mm for Beams Clear Cover--- 20 mm for Slab
  • 176.
  • 177.
  • 178. RADIOGRAPGHY 5 TH LIFT RCC
  • 179. ELECTRIC CABLE TRAYS ELECTRIC CABLE LAYING
  • 181. COIL SHOP AREA D2 FOUNDATION BOLT WORK UNDER WIP AMDIST RAIN
  • 182. D1 & D2 FOUNDATION BOLT WORK UNDER WIP AMDIST RAIN TOTAL 14 LAST STAGE FOUNDATION DONE 26 FOUNDATION LEFT
  • 183. MACHINE INSTALLATIONS AS PER PLANT LAY OUT IN SEPT AND OCT AND HANDED OVER TO PRODUCTION TEAM FOR FIRST PRODUCT
  • 184. Fixed product layout Advantages Limitations • Reduced material moves • Highly flexible • Job enrichment • Promotes pride & quality • Responsibility • Personel-equipment moves • Equipment duplicates • Greater skill • Close control& coordination • Increased space & greater work-in-process
  • 185. Product Layout Advantages Limitations • Smooth, simple, direct flow • Small work-in-process inv. • Short production time/unit • Reduced material handling • Less skill • Easy production control • Line stoppage • Product design changes • Slowest station paces the line • General supervision • High equipment investment
  • 187. A Precedence Diagram Draw precedence graph (times in seconds) C F D B E H G I J 20 5 15 12 5 10 8 3 7 12
  • 188. Cycle Time • The more units you want to produce per hour, the less time a part can spend at each station. • Cycle time = time spent at each spot • C = 800 min / 32 = 25 min CT = Production Time in each day Required output per day (in units)
  • 189. Number of Workstations • Given required cycle time, find out the theoretical minimum number of stations • Nt = 97 / 25 = 3.88 = 4 (must round up) Nt = Sum of task times (T) Cycle Time (C)
  • 190. Assignments Assign tasks by choosing tasks: –with largest number of following tasks –OR by longest time to complete Break ties by using the other rule
  • 191. Number of Following Tasks Nodes # after C 6 D 5 A 4 B,E,F 3 G,H 2 I 1 Choose C first, then, if possible, add D to it, then A, if possible.
  • 192. A Precedence Diagram Draw precedence graph (times in seconds) C F D B E H G I J 20 5 15 12 5 10 8 3 7 12
  • 193. Number of Following Tasks Nodes # after A 4 B,E,F 3 G,H 2 I 1 A could not be added to first station, so a new station must be created with A. B, E, F all have 3 stations after, so use tiebreaker rule: time. B = 5 E = 8 F = 3 Use E, then B, then F.
  • 194. Group Layout Advantages Limitations • By grouping, higher machine utilizations • Smoother flow lines and shorter travel distances • Team spirit and job enlargement • Greater labor skills for team • Balancing individual cells • Unbalanced flow may result in work-in-process
  • 195. Process Layout Advantages Limitations • Increased machine utilization • General purpose equipment • Highly flexible • Diversity of tasks • Increased material handling • Complicated production control • Increased work-in-process • Longer production lines • Higher skills required
  • 196. Plant layout procedure 1. Procure the basic data. 2. Analyze the basic data. 3. Design the productive process. 4. Plan the material flow pattern. 5. Consider the general material handling plan. 6. Calculate equipment requirements. 7. Plan individual workstations. 8. Select specific material handling equipment. 9. Coordinate groups of related operations. 10. Design activity interrelationships. 11. Determine storage requirements. 12. Plan service and auxiliary activities. 13. Determine space requirements. 14. Allocate activities to total space. 15. Consider building types. 16. Construct master layout. 17. Evaluate, adjust, and check the layout with the appropriate persons. 18. Obtain approvals. 19. Install the layout. 20. Follow up on implementation of the layout.
  • 198. Process-Oriented Layout Floor Plan Office Tool Room Drill Presses Table Saws © 1995 Corel Corp. © 1995 Corel Corp.
  • 199. Process Layout + Allows specialization - focus on one skill + Allows economies of scale - worker can watch several machines at once + High level of product flexibility -- Encourages large lot sizes -- Difficult to incorporate into JIT -- Makes cross-training difficult
  • 200. Product-Oriented Layout • Facility organized around product • Design minimizes line imbalance – Delay between work stations • Types: Fabrication line; assembly line • Examples – Auto assembly line – Brewery – Paper manufacturing.
  • 201. Cellular Layout (Work Cells) • Special case of process-oriented layout • Consists of different machines brought together to make a product • May be temporary or permanent • Example: Assembly line set up to produce 3000 identical parts in a job shop
  • 202. Work Cell Floor Plan Office Tool Room Work Cell Saws Drills
  • 203. Work Cell Advantages Reduces: Inventory Floor space Direct labor costs Increases: Equipment utilization Employee participation Quality
  • 204. Work Cell Layout + Facilitates cross-training + Can easily adjust production volumes + Easy to incorporate into JIT -- Requires higher volumes to justify -- May require more capital for equipment
  • 205. Process-Oriented Example You work in facilities engineering. You want to find the cost of this layout. The cost of moving 1 load between adjacent dept. is $1. The cost between nonadjacent dept. is $2. 60 ft. 40 ft. Dept. 1 Dept. 2 Dept. 3 Dept. 4 Dept. 5 Dept. 6 There are 6! or 720 possibilities! Clearly, we can’t look at them all.
  • 206. 50 100 0 0 20 30 50 10 0 20 0 100 50 0 0 From-to-Matrix 5 1 2 3 4 5 6 Department Dept. 1 2 3 4 6 Number of Trips
  • 207. 20 100 50 30 50 50 10 20 Schematic Diagram & Cost Dept. Dept. Cost 1 3 $ 200 1 2 $50 1 6 $40 4 2 $50 4 3 $40 4 5 $50 2 5 $10 2 3 $30 3 6 $ Total Cost $570 1 2 3 64 5 100
  • 208. 20 30 50 100 50 50 10 20 Schematic Diagram & Cost Dept. Dept. Cost 1 2 $50 1 3 $ 100 1 6 $20 4 2 $50 4 3 $40 4 5 $50 2 5 $10 2 3 $60 3 6 $ Total Cost $480 2 1 3 64 5 100
  • 209.
  • 210.
  • 211. Line Balancing • Situation: Assembly-line production. • Many tasks must be performed, and the sequence is flexible • Parts at each station same time • Tasks take different amounts of time • How to give everyone enough, but not too much work for the limited time.
  • 213. Manufacturing Industry • Transformation Operations – Machine Processing – Assembly • Adding value* • Other Operations Material handling Inspection and testing Coordination and control Transformation Process Raw Material Part or Product Power Tools Machines Labour Scrap or Waste
  • 215. Processing Operations • Shaping operations – Solidification processes – Particulate processing – Deformation processes – Material removal processes • Property-enhancing operations (heat treatments) • Surface processing operations – Cleaning and surface treatments – Coating and thin-film deposition
  • 216. Assembly Operations • Joining processes – Welding – Brazing and soldering – Adhesive bonding • Mechanical assembly – Threaded fasteners (e.g., bolts and nuts, screws) – Rivets – Interference fits (e.g., press fitting, shrink fits) – Other
  • 217. Material Handling • Material transport – Vehicles, e.g., forklift trucks, AGVs, monorails – Conveyors – Hoists and cranes • Storage systems • Unitizing equipment • Automatic identification and data capture – Bar codes
  • 218. Time Spent in Material Handling
  • 219. Inspection and Testing Inspection – conformance to design specifications – Inspection for variables - measuring – Inspection of attributes – gauging Testing – observing the product (or part, material, subassembly) during operation
  • 220. Coordination and Control • Regulation of the individual processing and assembly operations – Process control – Quality control • Management of plant level activities – Production planning and control – Quality control
  • 221. Manufacturing Capability – Technological processing capability - the available set of manufacturing processes – Physical size and weight of product – Production capacity (plant capacity) - production quantity that can be made in a given time
  • 222. Lean Production Operating the factory with the minimum possible resources and yet maximizing the amount of work accomplished • Utilisation of Resources - workers, equipment, time, space, materials • Minimising time • Maximising quality (accuracy) • Minimising cost
  • 223. Programs Associated with Lean Production • Just-in-time delivery of parts • Worker involvement • Continuous improvement • Reduced setup times • Stop the process when something is wrong • Error prevention • Total productive maintenance
  • 224. 12 DEC 2012 SAVLI NEW PLANTS PROJECT ENDS AND PRODUCTION BEGINS
  • 225. THANKS