This document provides an overview of 360 Design + Construct, including their company profile, design strategy, construction approach, cost estimate, schedule, and guarantee. Key points include:
- 360 Design + Construct is an integrated design-build firm formed in 1990 with offices in multiple locations.
- Their design strategy focuses on solidity, connectivity, and environmental consciousness in their designs.
- Their construction approach emphasizes quality assurance, addressing pre-construction issues, and building safety.
- The cost estimate totals $35.14 million with breakdowns of hard and soft costs.
- The schedule fast tracks design and construction for completion in 335 working days.
- They guarantee to fulfill the client's vision
Construction Design And Management Regulations (Cdm2007) PresentationDavid Cant - CMIOSH
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The document provides an overview of the Construction Design and Management (CDM) Regulations 2015 in the UK. It discusses the objectives of CDM, which are to protect the health and safety of construction workers and require a systematic management approach. It outlines the main duties of key roles including the client, principal designer, principal contractor, designer, and contractor. It also describes important CDM documents such as the construction phase plan, pre-construction information, and health and safety file.
Michael Rice provided project management services for the full renovation of Dornier Medtech's existing office space totaling 24,000 square feet. The renovation involved five phases to update finishes, lighting, HVAC, and furnishings while minimizing disruption to employees. New areas included an updated reception, presentation room, breakroom, and staff lounge. Within budget, artworks and a history wall were added.
CDM 2015 Regulations for Construction FirmsHANDS HQ
The Construction (Design & Management) Regulations updated in 2015 spell some big changes to construction firms and their legal responsibilities. Find out how it might affect you
This document discusses key performance indicators (KPIs) that are used to measure success in construction projects. It provides examples of common KPIs related to time, cost, quality, safety, and environmental impact. Time KPIs include construction time and percentage of time variations. Cost KPIs include unit cost and percentage of net cost variations. Safety KPIs include accident rates. Environmental KPIs measure waste reduction and ISO certifications. The document emphasizes that KPIs should reflect organizational goals and include both quantitative and qualitative metrics.
Construction Design And Management Regulations (Cdm2007) PresentationDavid Cant - CMIOSH
CDM2007 - The Construction Design and Manangement regulations here is a brief overview on this piece of legsilation for Clients having construction work done.
The document provides an overview of the Construction Design and Management (CDM) Regulations 2015 in the UK. It discusses the objectives of CDM, which are to protect the health and safety of construction workers and require a systematic management approach. It outlines the main duties of key roles including the client, principal designer, principal contractor, designer, and contractor. It also describes important CDM documents such as the construction phase plan, pre-construction information, and health and safety file.
Michael Rice provided project management services for the full renovation of Dornier Medtech's existing office space totaling 24,000 square feet. The renovation involved five phases to update finishes, lighting, HVAC, and furnishings while minimizing disruption to employees. New areas included an updated reception, presentation room, breakroom, and staff lounge. Within budget, artworks and a history wall were added.
CDM 2015 Regulations for Construction FirmsHANDS HQ
The Construction (Design & Management) Regulations updated in 2015 spell some big changes to construction firms and their legal responsibilities. Find out how it might affect you
This document discusses key performance indicators (KPIs) that are used to measure success in construction projects. It provides examples of common KPIs related to time, cost, quality, safety, and environmental impact. Time KPIs include construction time and percentage of time variations. Cost KPIs include unit cost and percentage of net cost variations. Safety KPIs include accident rates. Environmental KPIs measure waste reduction and ISO certifications. The document emphasizes that KPIs should reflect organizational goals and include both quantitative and qualitative metrics.
Raywell Studio is an indipendent BIM and Engineering consulting Firm located in India. Our core business in to provide BIM solution for client from all sectors of AEC industry. In addition to this we also focus on providing a helping hand for the Engineering Design Consultants.
Kindly take a moment to go through our Portfolio here to get an overview about our offerings.
Please get in touch with us for more information as well as any project related inquires.
Thank you in advance for taking time to look on this.
building economics.PPT LAESE, BUDGET MANAGEMENTRiyaVerma238431
The document discusses the building lifecycle and demolition process. It describes the typical stages in a building's lifecycle as design, construction, operation, and demolition. It then provides details on the various steps involved in demolishing a building, including surveying, removing hazardous materials, preparing a demolition plan and safety measures, and using non-explosive or explosive demolition methods. The goal is to safely tear down the building after its usable life in a way that protects public safety and the environment.
This document provides an overview of the RIBA Plan of Work, which outlines the systematic approach and stages of a construction project. It describes the key stages from appraisal and strategic briefing through to practical completion and aftercare. The stages involve establishing requirements, developing proposals, obtaining approvals, tendering, construction, and handover. The plan is intended to guide project teams through the entire process.
Derek Swift has over 25 years of experience in project management, construction management, and civil engineering. He has managed projects ranging from $132 million to $5.5 billion. Currently he is a Senior Project Core Team Manager at Turner Construction International in Dubai, where he oversees multiple large-scale projects for EMAAR. Previously he held engineering and management roles in the United States and Middle East.
Andy Smith presented on a project to improve engineering department efficiencies at Rodgers Leask Ltd using the DMAIC methodology. In the Define phase, key stakeholders were identified and processes reviewed to develop a problem statement. In the Measure phase, current processes were mapped and data collected to establish a baseline. The Analyze phase found inconsistencies in procedures, documentation, and training. Recommendations in the Improve phase included new training, templates, and documentation procedures. The Control phase implemented audits, tracking, and reviews to sustain the improvements. The project successfully changed processes to benefit quality and reduce safety and financial risks.
Clear Construction QLD - Capability Statement3Benjamin Leavy
This document provides an overview of Clear Construction QLD's capabilities and services. It outlines their vision to provide clients with a complete construction service from initial concept through to project completion. They specialize in small to mid-sized residential and commercial projects. Key services include design and construct, early contractor involvement, project management, and cost planning. The document highlights their management systems and experience delivering a range of residential and commercial projects in Queensland. It provides testimonials praising their professionalism, reliability, communication and transparent approach.
Royston Price is an experienced Chartered Engineer and Principal Engineer with over 30 years of experience in construction project management, design, and site supervision. He currently oversees construction projects, engineers, inspectors, and quantity surveyors at Capita. Prior to his current role, he gained extensive experience supervising infrastructure projects for various clients as an Assistant, Senior, and Site Engineer.
Facilities management opportunities post COVID-19 Jan-2021Evbex
This document provides an agenda and overview for a presentation on facilities management solutions related to risks and opportunities during the COVID-19 pandemic. The presentation covers topics such as cleaning and premises hygiene, maintenance excellence, outsourcing and procurement, certifiable products and standards, and new facility management technology. It discusses challenges such as cost pressures, skills shortages, and changing customer needs. It also outlines risks and opportunities for facilities management during COVID-19 such as emphasis on clean buildings, flexible contracts, and demonstrating business value through certification. Standards like ISO 41001 on facility management systems and ISO 45005 on safe working during pandemics are presented as ways to optimize performance while minimizing risk.
Managing complex projects requires an approach that embraces uncertainty. Traditional project management methods focused on planning and certainty are ill-suited for knowledge work which involves evolving requirements and technologies. Effective approaches gather consensus, prioritize based on business value and risk reduction, use short build and feedback cycles, provide results-oriented reporting, and respect and empower team members. Historical examples that successfully managed uncertainty, such as the Manhattan Project and Polaris missile project, demonstrate these principles.
The document discusses key performance indicators (KPIs) that are used to measure success in construction projects. It identifies common KPIs related to time, cost, quality, safety, and environmental impact. Time KPIs include construction time and speed of construction. Cost KPIs include unit cost and percentage variation from final cost. Safety KPIs include accident rates. Environmental KPIs quantify waste production and resource use. The document also discusses lean construction principles like supply chain management and just-in-time techniques that aim to reduce waste and maximize value.
Agile & Lean in Construction: a brilliantly compelling & inspiring case studyagileoutsideIT
The document discusses implementing agile and lean principles in construction projects at Willmott Dixon. It outlines the challenges in the construction industry around low productivity and a lack of collaboration. Willmott Dixon aims to improve project performance, planning competence, and collaborative working using agile principles in medium and short term planning. The Suiko method is introduced as a behavior-based approach used on pilot projects like Romford Leisure Centre to establish lean foundations, control processes, and drive continuous improvement through multi-functional teamwork. The goal is to develop the "Willmott Way" approach company-wide within 12-18 months.
The document summarizes the services provided by an architectural design and project management company based in Newcastle upon Tyne, England. The company has over 30 years of experience in architectural design, project management, and sustainability consulting. Their services include architectural design, planning and permitting, construction documentation, project management, quantity surveying, and sustainable design consulting through an associated energy consulting company. They aim to provide creative and cost-effective solutions and ensure projects are delivered on schedule and within budget.
5 Reasons Owners Specify Project-Wide Data Management - Webinar, March 2016Aconex
In this webinar, Chris Bunker of the UK’s Wellcome Trust and Mike Evans of Cambashi Research discussed why owners are increasingly adopting project-wide technology platforms for their projects. We also featured a live demo of Aconex to show how cross-organizational information management can streamline processes from design coordination to approval cycles and handover.
BIM and project management can help address challenges in the AEC industry like complex projects, tight budgets and deadlines, and information overload. BIM involves creating an intelligent 3D model of a building virtually before physical construction. This model contains embedded information about the building and can be used across the design, construction and operations phases to improve collaboration, reduce waste and rework, and improve productivity. Lean construction applies lean principles from manufacturing to construction projects to eliminate waste, streamline workflows, improve value delivery and bring projects in on time and budget. Key lean techniques include creating flow, maximizing value and implementing plan-do-check-act cycles.
BIM and project management techniques can help address challenges in the AEC industry like complex projects, tight budgets and deadlines, and information overload. BIM involves creating an intelligent 3D model of a building virtually before physical construction. This model contains embedded information about the building's design, construction schedule, costs, and more. Using BIM and lean project management principles can improve collaboration, reduce waste, and help deliver projects on time and on budget by identifying issues early. Key benefits include improved constructability, increased understanding of design solutions for owners, and more effective planning of construction phasing and logistics.
The document discusses construction engineering and management. It defines construction engineering as concerning the planning and management of structures like buildings, bridges, etc. Construction management oversees all aspects of a building project from start to finish. Construction engineering and management involves applying technical knowledge to infrastructure projects. It bridges design and project execution. Construction engineering managers need education in construction management techniques and experience using software to design projects and control costs. They are responsible for teams that ensure project completion.
Building Information Modelling (BIM) Lessons at University of Hull's Student ...Sewell Construction
Partners shared BIM lessons learned to date on the University of Hull's £30 million student accommodation complex.
The project will see six new accommodation blocks, housing 560 students, open in 2016.
A new protocol for Building Information Modelling (BIM) has been followed from the outset of the project, which saw developers Sewell Construction start on site in June.
BIM already sees collaboration and information shared between engineers, clients, architects and contractors in a 3D format and is widely used within the construction industry, however, the Government will mandate BIM Level 2 for all centrally-procured government contracts from April 2016.
Using these new guidelines on the university site means designs and briefs for the project have been more thorough than ever before, providing further cost and quality assurance for the university.
It also includes looking at the whole life of the building and ensuring facilities management plans are in place from the start, reducing variance in design.
Estates staff from the University of Hull along with project partners from Sewell Construction, ARUP, SES, GSS Architecture and Planon have shared their findings of a pragmatic approach to BIM Level 2 to date with University estates teams from across the Yorkshire region, in a bespoke event at the Hull campus.
Michael Khalil Zaki has over 20 years of experience in construction project management. He currently works as a Construction Manager for Projacs International Co., overseeing maintenance projects for the Qatar Olympic Committee. Previously, he held roles as a Senior Project Engineer, Finishing Construction Manager, Section Manager, and Site Engineer on various commercial and infrastructure projects throughout the Middle East. Zaki has a BSc in Architectural Engineering and is proficient in English, French, and computer programs like AutoCAD and Microsoft Office.
Raywell Studio is an indipendent BIM and Engineering consulting Firm located in India. Our core business in to provide BIM solution for client from all sectors of AEC industry. In addition to this we also focus on providing a helping hand for the Engineering Design Consultants.
Kindly take a moment to go through our Portfolio here to get an overview about our offerings.
Please get in touch with us for more information as well as any project related inquires.
Thank you in advance for taking time to look on this.
building economics.PPT LAESE, BUDGET MANAGEMENTRiyaVerma238431
The document discusses the building lifecycle and demolition process. It describes the typical stages in a building's lifecycle as design, construction, operation, and demolition. It then provides details on the various steps involved in demolishing a building, including surveying, removing hazardous materials, preparing a demolition plan and safety measures, and using non-explosive or explosive demolition methods. The goal is to safely tear down the building after its usable life in a way that protects public safety and the environment.
This document provides an overview of the RIBA Plan of Work, which outlines the systematic approach and stages of a construction project. It describes the key stages from appraisal and strategic briefing through to practical completion and aftercare. The stages involve establishing requirements, developing proposals, obtaining approvals, tendering, construction, and handover. The plan is intended to guide project teams through the entire process.
Derek Swift has over 25 years of experience in project management, construction management, and civil engineering. He has managed projects ranging from $132 million to $5.5 billion. Currently he is a Senior Project Core Team Manager at Turner Construction International in Dubai, where he oversees multiple large-scale projects for EMAAR. Previously he held engineering and management roles in the United States and Middle East.
Andy Smith presented on a project to improve engineering department efficiencies at Rodgers Leask Ltd using the DMAIC methodology. In the Define phase, key stakeholders were identified and processes reviewed to develop a problem statement. In the Measure phase, current processes were mapped and data collected to establish a baseline. The Analyze phase found inconsistencies in procedures, documentation, and training. Recommendations in the Improve phase included new training, templates, and documentation procedures. The Control phase implemented audits, tracking, and reviews to sustain the improvements. The project successfully changed processes to benefit quality and reduce safety and financial risks.
Clear Construction QLD - Capability Statement3Benjamin Leavy
This document provides an overview of Clear Construction QLD's capabilities and services. It outlines their vision to provide clients with a complete construction service from initial concept through to project completion. They specialize in small to mid-sized residential and commercial projects. Key services include design and construct, early contractor involvement, project management, and cost planning. The document highlights their management systems and experience delivering a range of residential and commercial projects in Queensland. It provides testimonials praising their professionalism, reliability, communication and transparent approach.
Royston Price is an experienced Chartered Engineer and Principal Engineer with over 30 years of experience in construction project management, design, and site supervision. He currently oversees construction projects, engineers, inspectors, and quantity surveyors at Capita. Prior to his current role, he gained extensive experience supervising infrastructure projects for various clients as an Assistant, Senior, and Site Engineer.
Facilities management opportunities post COVID-19 Jan-2021Evbex
This document provides an agenda and overview for a presentation on facilities management solutions related to risks and opportunities during the COVID-19 pandemic. The presentation covers topics such as cleaning and premises hygiene, maintenance excellence, outsourcing and procurement, certifiable products and standards, and new facility management technology. It discusses challenges such as cost pressures, skills shortages, and changing customer needs. It also outlines risks and opportunities for facilities management during COVID-19 such as emphasis on clean buildings, flexible contracts, and demonstrating business value through certification. Standards like ISO 41001 on facility management systems and ISO 45005 on safe working during pandemics are presented as ways to optimize performance while minimizing risk.
Managing complex projects requires an approach that embraces uncertainty. Traditional project management methods focused on planning and certainty are ill-suited for knowledge work which involves evolving requirements and technologies. Effective approaches gather consensus, prioritize based on business value and risk reduction, use short build and feedback cycles, provide results-oriented reporting, and respect and empower team members. Historical examples that successfully managed uncertainty, such as the Manhattan Project and Polaris missile project, demonstrate these principles.
The document discusses key performance indicators (KPIs) that are used to measure success in construction projects. It identifies common KPIs related to time, cost, quality, safety, and environmental impact. Time KPIs include construction time and speed of construction. Cost KPIs include unit cost and percentage variation from final cost. Safety KPIs include accident rates. Environmental KPIs quantify waste production and resource use. The document also discusses lean construction principles like supply chain management and just-in-time techniques that aim to reduce waste and maximize value.
Agile & Lean in Construction: a brilliantly compelling & inspiring case studyagileoutsideIT
The document discusses implementing agile and lean principles in construction projects at Willmott Dixon. It outlines the challenges in the construction industry around low productivity and a lack of collaboration. Willmott Dixon aims to improve project performance, planning competence, and collaborative working using agile principles in medium and short term planning. The Suiko method is introduced as a behavior-based approach used on pilot projects like Romford Leisure Centre to establish lean foundations, control processes, and drive continuous improvement through multi-functional teamwork. The goal is to develop the "Willmott Way" approach company-wide within 12-18 months.
The document summarizes the services provided by an architectural design and project management company based in Newcastle upon Tyne, England. The company has over 30 years of experience in architectural design, project management, and sustainability consulting. Their services include architectural design, planning and permitting, construction documentation, project management, quantity surveying, and sustainable design consulting through an associated energy consulting company. They aim to provide creative and cost-effective solutions and ensure projects are delivered on schedule and within budget.
5 Reasons Owners Specify Project-Wide Data Management - Webinar, March 2016Aconex
In this webinar, Chris Bunker of the UK’s Wellcome Trust and Mike Evans of Cambashi Research discussed why owners are increasingly adopting project-wide technology platforms for their projects. We also featured a live demo of Aconex to show how cross-organizational information management can streamline processes from design coordination to approval cycles and handover.
BIM and project management can help address challenges in the AEC industry like complex projects, tight budgets and deadlines, and information overload. BIM involves creating an intelligent 3D model of a building virtually before physical construction. This model contains embedded information about the building and can be used across the design, construction and operations phases to improve collaboration, reduce waste and rework, and improve productivity. Lean construction applies lean principles from manufacturing to construction projects to eliminate waste, streamline workflows, improve value delivery and bring projects in on time and budget. Key lean techniques include creating flow, maximizing value and implementing plan-do-check-act cycles.
BIM and project management techniques can help address challenges in the AEC industry like complex projects, tight budgets and deadlines, and information overload. BIM involves creating an intelligent 3D model of a building virtually before physical construction. This model contains embedded information about the building's design, construction schedule, costs, and more. Using BIM and lean project management principles can improve collaboration, reduce waste, and help deliver projects on time and on budget by identifying issues early. Key benefits include improved constructability, increased understanding of design solutions for owners, and more effective planning of construction phasing and logistics.
The document discusses construction engineering and management. It defines construction engineering as concerning the planning and management of structures like buildings, bridges, etc. Construction management oversees all aspects of a building project from start to finish. Construction engineering and management involves applying technical knowledge to infrastructure projects. It bridges design and project execution. Construction engineering managers need education in construction management techniques and experience using software to design projects and control costs. They are responsible for teams that ensure project completion.
Building Information Modelling (BIM) Lessons at University of Hull's Student ...Sewell Construction
Partners shared BIM lessons learned to date on the University of Hull's £30 million student accommodation complex.
The project will see six new accommodation blocks, housing 560 students, open in 2016.
A new protocol for Building Information Modelling (BIM) has been followed from the outset of the project, which saw developers Sewell Construction start on site in June.
BIM already sees collaboration and information shared between engineers, clients, architects and contractors in a 3D format and is widely used within the construction industry, however, the Government will mandate BIM Level 2 for all centrally-procured government contracts from April 2016.
Using these new guidelines on the university site means designs and briefs for the project have been more thorough than ever before, providing further cost and quality assurance for the university.
It also includes looking at the whole life of the building and ensuring facilities management plans are in place from the start, reducing variance in design.
Estates staff from the University of Hull along with project partners from Sewell Construction, ARUP, SES, GSS Architecture and Planon have shared their findings of a pragmatic approach to BIM Level 2 to date with University estates teams from across the Yorkshire region, in a bespoke event at the Hull campus.
Michael Khalil Zaki has over 20 years of experience in construction project management. He currently works as a Construction Manager for Projacs International Co., overseeing maintenance projects for the Qatar Olympic Committee. Previously, he held roles as a Senior Project Engineer, Finishing Construction Manager, Section Manager, and Site Engineer on various commercial and infrastructure projects throughout the Middle East. Zaki has a BSc in Architectural Engineering and is proficient in English, French, and computer programs like AutoCAD and Microsoft Office.
1. Chris Griffiths
Estimator
James Iwanuch
Project Architect
Jimmy Kaczmarek
Superintendent
Kieran Maguire
Integrated Team
Leader
Mauricio Lopez
Design Architect
Vere Longmore
Construction Manager
5. v
• Small estimating company formed in 1990 under TXE
• Changed to 360 Design + Construct in 2000
• Established Sydney & Melbourne Offices in 2005
• Established Dubai Office in 2010
• Total BIM Award Winner in 2014
Company Profile
Company History.
1990 2000 2005 2010 2014
Founded in
Dallas TX
360 Design +
Construct
Offices Established
in Melbourne and
Sydney
Office Established
in Dubai
Total BIM Award
Winner
6. vi
Company Profile
Company Values.
Perfection Partnership Preservation Protection
• Goal oriented team with an eye for detail
• Working closely within ourselves, clients, and relevant authorities
• Designing and building with environmental consciousness
• Dedication to safe work environments and practices
9. ix
• Monthly meetings with project team and client to
review Design and Construction documents
• Bi-Weekly meetings between client, Integrated Team
Leader and Legacy Design Review Board
• Reduces schedule and costs by minimizing red tape
related delays
Integrated Client
Approach.
Company Profile
Integrated Team
Leader
Estimator
Superintendent
Project Architect
Design Architect
Construction
Manager
Client
13. 13
Ideation &
Innovation.
Figure 4
• Taking into account southern and south eastern
views
• Interaction
Figure 5
• Further opening up to the outside
• Interacting with surrounds
• Above and below interaction
Figure 6
• Integration between floor plates
Design Strategy
Figure 4
Figure 5
Figure 6
14. 14
Site Analysis &
Response.
• Building responds to its natural surroundings and
works within its environmental conditions
• Overall rectangular geometry, orientation, access,
ventilation, views, streetscape/presence
Design Strategy
15. 15
An Ignition Of
Collaboration.
• Central atrium as anchor point to develop three
basic design elements:
• Natural light: decrease energy consumption and
provide transparent environment.
• Circulation: vertical circulation to complement the
horizontal nature of the building.
• Transition: Movement of people through different
layers of spaces in a vibrant, dynamic setting that
stimulates interactive collaboration and
productivity.
• Internal sight lines
Design Strategy
19. 19
Quality Assurance + Quality Control
Transition from
Design to
Construction.
Collaboration in Early Stages- Understanding of
objectives, understanding of constraints and
forecasting of material requirements
Less Design Changes- Defects and issues identified in
early stages
Commencement of Site Preparation and Substructure
Early- Site works commence prior to the completion of
full construction documents and bid packages
20. 20
Quality Assurance + Quality Control
Addressing Design
/ Pre Construction
Issues.
Problem • Flood Area
Solution
• Avoidance of underground
construction and provision of
sufficient drainage
Problem • Excessive or Uneven Settlement
Solution
• Use of structurally suspended floor
slab and deep foundation piers
Problem
• Legacy Advisory Development
Guidelines
Solution
• Transparent process and working with
the DRB in regards to major design
changes
21. 21
Quality Assurance &
Quality Control.
• Change Management- Processes constantly
reviewed and updated for efficient alterations if
client requires
• Subcontractor Qualification- Careful revision of
Subcontractor history and qualifications to ensure
client that work is being done to the highest
standard
• Construction Works- Building elements continually
inspected in order to provide our client with the
peace of mind that their project is taken care of
regardless of their involvement
Quality Assurance + Quality Control
22. 22
Building A Safer
Workplace.
Quality Assurance + Quality Control
• Emergency Management Plan (EMP)- Put into effect
in the event of an injury, loss or damage
• 350 Design Construct Worksite Health and Safety
Plan (WHSP)- Safety plan that is easy to read and
can be referred to by workers at all times
Emergency
Event
Area
Closure
Area Assessed
by Project
Leaders and HS
Representative
Machinery
Shutdown
360 DC Health
and Safety
Representative
Notified
360 DC Project
Leaders notified
Emergency
Services notified
if required
All required
documentation
completed
Response from
First Aid trained
employee and
Emergency
Services
Area closed
off
Workers
assemble at
site office
Diebriefing of
workers
involved
27. Key Figures
• Total Project Duration: !! 335 working days
• Pre-construction / Design: ! 185 working days
• Construction Duration: ! ! 248 working days
• Turnover to Owner: ! ! ! June 6, 2017
27
Time Optimization
Schedule Fast
Tracking
• Integrated design and build approach allows for 98
working days of overlap of Preconstruction/Design
and Construction services
• Early MEP trade partner engagement
• Self-perform work and use of own equipment
29. 29
Site Logistics & Sequencing.
Time Optimization
Job site parking
Material Storage
Entrance and exit
Equipment storage area
Fire lane
Job site office
Waste Containers
Safety meeting area
Tire wash
Conex storage
Site fencing
Equipment/truck
movement
Exit path
Entrance path
Zone 1
Zone 2
N