REPORT on Building Construction

CHAPTER 1

COMPANY OVERVIEW

NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH, PUNE

Page 1

1.1 COMPANY PROFILE 1 Origin of the Company

The company was founded in Mumbai in 1938 by two Danish engineers, Henning Holck-Larsen and Soren Kristian Toubro . The first office was reportedly so small that only one of the partners could use it at a time. It was initially involved with importing heavy machinery from Europe. 2

Development of the Company

Larsen & Toubro Limited - an engineering and construction major - is among the largest and most reputed companies in India's private sector.

Larsen & Toubro Limited (L&T) is India's largest engineering and construction conglomerate with additional interests in electrical, electronics and IT. A strong customer-focus approach and constant quest for top-class quality have enabled L&T to attain and sustain leadership over 6 decades. EPC project business constitutes a critical part of the L&T's engineering core. L&T has integrated its strengths in basic and detailed engineering, process technology, project management, procurement, fabrication and erection, construction and commissioning, to offer single point responsibility under stringent delivery schedules. Strategic alliances with world leaders enable L&T to access technical know-how and execute process intensive, large scale turnkey projects to maintain its leadership position. L&T's international presence is on the rise, with a global spread of over 30 offices and joint ventures with world leaders. Its large technology base and pool of experienced personnel enable it to offer integrated services in world markets. L&T enjoys a brand image in India and several countries offshore. With factories and offices located all over the country and abroad, L&T operations are supplemented by a comprehensive distribution distr ibution network and and nation wide ramifications for customer service and delight ! L&T Larsen & Toubro Limited - an engineering and construction major - is among the largest and most reputed companies in India's private sector. NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH, PUNE

Page 2

1.1 COMPANY PROFILE 1 Origin of the Company

The company was founded in Mumbai in 1938 by two Danish engineers, Henning Holck-Larsen and Soren Kristian Toubro . The first office was reportedly so small that only one of the partners could use it at a time. It was initially involved with importing heavy machinery from Europe. 2

Development of the Company

Larsen & Toubro Limited - an engineering and construction major - is among the largest and most reputed companies in India's private sector.

Larsen & Toubro Limited (L&T) is India's largest engineering and construction conglomerate with additional interests in electrical, electronics and IT. A strong customer-focus approach and constant quest for top-class quality have enabled L&T to attain and sustain leadership over 6 decades. EPC project business constitutes a critical part of the L&T's engineering core. L&T has integrated its strengths in basic and detailed engineering, process technology, project management, procurement, fabrication and erection, construction and commissioning, to offer single point responsibility under stringent delivery schedules. Strategic alliances with world leaders enable L&T to access technical know-how and execute process intensive, large scale turnkey projects to maintain its leadership position. L&T's international presence is on the rise, with a global spread of over 30 offices and joint ventures with world leaders. Its large technology base and pool of experienced personnel enable it to offer integrated services in world markets. L&T enjoys a brand image in India and several countries offshore. With factories and offices located all over the country and abroad, L&T operations are supplemented by a comprehensive distribution distr ibution network and and nation wide ramifications for customer service and delight ! L&T Larsen & Toubro Limited - an engineering and construction major - is among the largest and most reputed companies in India's private sector. NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH, PUNE

Page 2

ECC - The Construction division of Larsen & Toubro Limited - is India's largest construction organisation. Many of the country's prized landmarks - its exquisite buildings, tallest structures, largest industrial projects, longest flyover, highest viaducts - have been built by ECC. Leading-edge capabilities cover every discipline of construction: civil, mechanical, electrical and instrumentation.

As a division of L&T, ECC has the resources to execute projects of large magnitude and technological complexity in any part of the world. The business of ECC Division is organized in six business sectors which will primarily be responsible for Technology Development, Business Development, International Tendering and work as Investment Centres. Business Sectors y

Buildings and Factories Sector

y

Transportation Transportation Infrastructure Sector

y

Industrial Industrial Projects & Utilities Sector

y

Hydrocarbon & Power Sector

y y

Power Transmission & Distribution Sector Hydel & Nuclear Sector

Engineering Design and Research Centre (EDRC)

EDRC is ISO 9001:2000 certified for all its operations by Lloyd's Register Quality Assurance (LRQA). EDRC provides a broad spectrum of Engineering, Design and Consultancy services, ranging from concept to commissioning of all types projects. (EDRC In Detail)

Locations - ECC Division

ECC Division's head quarters in Chennai, India. In India, 7 Regional Offices and over 250 project sites. In overseas its has offices office s in Gulf and other overseas locations.


Page 3

Awards for outstanding construction projects ICI-Mc Bauchemie award for Most Outstanding Concrete Structure for ECC's center (EDRC building) from Indian Concrete Institute. y

y

y

y

y

y

y

Most Outstanding Bridge National award for a Chennai Flyover from Indian Institution of Bridge Engineers. ACCE-Billimoria award for excellence in construction of High rise buildings for Corporate HQ building of ICICI from Association of Consulting Engineers. Export Award for the year 1995-1996 in recognition of second best performance in the category of maximum turnover in overseas construction projects from Overseas Construction Council of India. "Federation Internationale de la Precontrainte (FIP), UK Award for outstanding structure-1994" structure-1994 " for the Administrative Office Building of ECC at Chennai and special mention of the multi-purpose auditorium at Hyderabad, both constructed construct ed by ECC. This was prese presented nted during the 12th Quadrennial congress of FIP at Washington DC USA on June 2, 1994. ICI-MC Bauchemie Award for the "Most Outstanding Concrete Structure" Structure " for the year 1995-96 for the Sree Kanteerava Indoor Stadium, Bangalore from the Indian Concrete Institute. The Panvel Nadi viaduct near Ratnagiri in Maharashtra and the Jawaharlal Nehru Stadium at Chennai constructed by ECC have been adjudged the "Most Outstanding Concrete Structures in India for 1994 ". The open sea ethylene jetty at Ratnagiri and Sri Sathya Sai Institute of Merit". Higher Medical Sciences at Puttaparthi won "Certificates of Merit"

1.2 VISION

L&T shall be a professionally-managed Indian multinational, committed to total customer satisfaction and enhancing shareholder value. L&T-ites shall be an innovative, entrepreneurial and empowered team constantly creating value and attaining global benchmarks. L&T shall foster a culture of caring, trust and continuous learning while meeting expectations of employees, stakeholders and society.


Page 4

CHAPTER 2

INTRODUCTION


Page 5

2.1

INTRODUCTION

The project being undertaken by L&T, ECC division is the construction of a commercial complex at Bhai Veer Singh Marg near Gol Market, New Delhi. The total site area is about 3.62 acres and is situated right behind The Metropolitan Hotel. The site is itself owned by Delhi Metro Rail Corporation (D.M.R.C) and has been leased out to Parsvnath Developers. They have in turn partnered with Red Fort Capital to raise money for the venture. The primary aim of the project is to rehabilitate the shop owners displaced during the construction of the Metro line in Delhi. The ground floor of the complex has been dedicated towards this purpose and the upper floors are going to be office spaces. The project is proposed to have an RCC structure with 3 basements and one tower with 8 storeys. The built up area of the entire building is 5,70,900 square feet. The project has been undertaken on an item rate contract basis due to shortage of time and the total value of the project has been estimated to be about Rs. 110 Crore. The time given for the completion of the project is 20 months. Commencement of work took place in November,2010 and the target date for functional occupancy of basements, shops, atrium and completion of structural work of tower is scheduled for 31st January, 2012 which is 15 months from the start of project. The completion of office building is scheduled for June, 2012. L&T is planning to complete the project within 18 months as there is a bonus amount of money for earlier than scheduled completion.


Page 6

2.2

PROJECT DETAILS y

Project

Redfort Parsvnath Towers.

y

Location

Bhai Veer Singh Marg, New Delhi.

y

Client

Parsvnath Estate Developers Pvt. Ltd.

y

Contractor

L&T ECC Division

y

Plot Area

5.60 lac Sq-ft

y

Built-up Area

5.45 lac Sq-ft

y

Cost of project

Rs. 110 crore.


Page 7

2.3

SITE LOCATION


Page 8

CHAPTER 3

DISCUSSIONS ON TRAINING


Page 9

3.1 ROLE AND RESPONSIBILITIES

y

To learn and apply a lot of theoretical knowledge into practical use.

y

To interact with different persons, and share with them about their experience.

y

To learn how to handle the month end stress when it is time to complete the targets.

y

To know about the various work culture rules and ethics that are required to be followed in the organization.

y

How to build a relationship with a client as it brings more business.

y

To learnt that every work needs hard work and full dedication. It depends how we handle it.

y

Understanding the different concepts that are required for resolving the conflicts.

y

y

Understanding the different phases of construction. How to manage all the resources that are needed at site in time to increase the productivity


Page 10

3.2 DESCRIPTION OF LIVE EXPERIENCES

Growth Path

a) Professional Growth: There is a clear roadmap to progress and advance in the organizational structure wherein trainees find both vertical and lateral advancements in their areas of core competencies and interest. The organizational structure and the constant evolution as an organization throw up positions and opportunities wherein the trainees can identify himself and take his career to greater heights.

b) Personal Growth: In an organization which is rapidly growing and full of opportunities and challenges, the smart ones find a strong support and enhancement for personal growth in terms of knowledge, skill and their market value. Trainees who have joined and grown with the company and some of them who hold Head of Business or Head of function positions have actually started as trainees and have eventually made it to the top. It is a combination of passion, smart work and sincerity of the trainees coupled with the growth of the organization and the facilitation along with it, enabling these prodigies to realize their true worth in a very short span of time.

c) Growth Environment: The organization has within its framework of Core Values

created an environment which has facilitated a lot of transparency and learning which have translated into strong bonds and relationships and thus the growth results. The organization is avowed to be a very fair employer and safeguarding the interest of all its management trainees.


Page 11

CHAPTER 4

ABOUT THE PROJECT


Page 12

4.1 SCOPE OF WORK:

Construction of shopping plazas, hotels, office buildings, warehouse, retail stores, etc is known as commercial construction (which means that if some developer is building apartments for financial gains, it will still not be considered a commercial construction). Commercial construction involves many aspects but one of the most important ones is a quantity survey. Note that the scope of quantity survey is not limited to commercial constructions only; a quantity survey is required while planning for residential constructions as well. What a quantity survey actually does is to carry out estimations and control the costs of a construction project. The quantity survey starts right from the onset, as soon as a developer plans to build a commercial property and comes up with the basic design. Therefore a quantity researcher must be having the required technical knowledge and the basic idea of the costs that will be incurred during the construction work (e.g. cost of building material, labour cost, etc). A Quantity Surveyor also helps in preparing bills of quantity, contract documents, and tender document. He/she may also be needed to advice on how to manage construction cost. In some cases the Quantity Surveyor job doesn't end on making estimation and they are required to keep a check on the proceedings and compiling progress reports for higher management. Working all the time with cost calculations, building materials, contractors and the likes make these professionals an expert on the methods of cost control. They can supervise projects and make sure that the project is going on the track. The Quantity Survey process is carried out in all construction projects, however in routine projects it is the contractor or even the house owner who come up with these estimations. In big projects (such as shopping plazas or hotels), it becomes a very complex job due to the size and nature of the project. Therefore, the work must be carried out carefully to avoid cost overruns and ensure timely completion.


Page 13

4.1.1

B E

OF SCOPE OF WORK:

17%

31%

ARCHITECTURAL

WORKS

52%

CIVIL WORKS MEP WORKS

4.1.

y

OB

E CT

ES

OF WORK:

To assess and esti ate t e quantities of t e var ious mater ials used in construction.

y

To make a bill of quantities for cost calculation purpose.

y

To make schedules so that the work goes on as planned.

y

To place orders for var ious mater ials to ensure they are delivered to the site on time.

y

To make sure there isn¶t a pile up of mater ials due to lack of space at site.

y

To monitor the progress of the work according to the time estimates.

NAT I NAL INSTITUT E

F

NST RUCT I N MANAGE ME NT AND RE SEARCH, PUNE

P

14

4.2 PROJECT SCHEDULING

In L&T ECC division, the scheduling is done on project scheduling tool Microsoft Project. The schedules are prepared in different levels depending upon their descriptiveness of the project activities. The various schedules level wise are: Organizational Breakdown Structure (OBS): To represents the management

responsible at the project/WBS. Each manager in the OBS is associated with his area of the project, and the WBS of the particular level of hierarchy. W ork

Breakdown Structure ( W BS): WBS is a hierarchy arrangement of product and

services produced during the project. The project is the highest level while an individual activity is the lowest level. Each project has its own WBS. Scope definition is a natural follow on task after writing the scope statement. The recommended method for defining scope is to build-up a Work Breakdown Structure. A project work breakdown structure (WBS) is a deliverable or product-oriented grouping of project work elements shown in graphical display to organize the total work scope of a project. It can be used to confirm a common understanding of the full scope of the project. Any work not included in the WBS is not included in the scope of the project. The Work Breakdown Structure facilitates the planning and control of cost, schedule and technical quality of the project outcome. A Work Breakdown Structure is developed by identifying the project deliverable and then successively subdividing that deliverable into increasingly detailed and manageable subsidiary deliverables or components.


Page 15

The Project scheduling is the first schedule that is made by the upper management that includes arranging funds. Rest other schedules are prepared by other divisions according to their responsibility. In project management, a schedule consists of a list of a project's terminal elements with intended start and finish dates. The scheduling process includes WBS of the complete project into smaller logical units and activities level wise and then assigning the duration to the activities. The duration is estimated on the basis of scope involved and manpower available. Some thumb rules are made and followed based on experience in the field. Master schedule is a schedule that gives the list of main activities and duration in years/months. Then the Milestone schedule and Detailed schedule, WBS gives some more detailed view of the sub activities inside these activities. Then finally a complete and most detailed schedule is prepared that is very descriptive and is prepared after identifying all the activities that are associated with the project, howsoever small they may be and then arranging them logically by assigning their successor or predecessor relationship and the time durations. Thus it can be said they are prepared after micro analysis.


Page 16

4.2.1 ORGANISATIONAL BREAKDOWN STRUCTURE


Page 17

4.2.2 CONSTRUCTION PROGRAM SCHEDULE

M ONTHWISE CONSTRUCTION PROGRAM

DECRIPTION OF ACTIVITY

Days

Start Date

Finish Date 1

Construction of Commercial Complex

461 days

1/Nov/10

30/Apr/12

BLOCK A

461 days

1/Nov/10

30/Apr/12

361 days

1/Nov/10

2/Jan/12

SUB STRUCTURE

181 days

1/Nov/10

3/Jun/11

SUPERSTRUCTURE

240 days

26/Mar/11

2/Jan/12

FINISHING WORK

335 days

1/Apr/11

30/Apr/12

MEP WORK

313 days

1/May/11

30/Apr/12

414 days

7/Dec/10

30/Jan/12

389 days

7/Dec/10

27/Oct/11

SUB STRUCTURE

389 days

7/Dec/10

18/Jul/11

SUPERSTRUCTURE

154 days

27/May/11

27/Oct/11

FINISHING WORK

243 days

1/Jun/11

30/Jan/12

MEP WORK

213 days

1/Jul/11

30/Jan/12

Handingover

15 days

15/Apr/11

30/Apr/12

STRUCTURAL WORK

BLOCK B & C STRUCTURAL WORK

2

3

4

5

6

7

8

9


10

11 12

13

14

Page 18

15 16

17 18

19 20

4.3 PLANNING PROCESS 4.3.1 DEVELOPMENT OF CONSTRUCTION PLAN C onstruction

planning is a fundamental and challenging activity in the management

and execution of construction projects. It involves the choice of technology, the definition of work tasks, the estimation of the required resources and durations for individual tasks, and the identification of any interactions among the different work tasks. A good construction plan is the basis for developing the budget and the schedule for work. Developing the construction plan is a critical task in the management of construction, even if the plan is not written or otherwise formally recorded. In addition to these technical aspects of construction planning, it may also be necessary to make organizational decisions about the relationships between project participants and even which organizations to include in a project. For example, the extent to which sub-contractors will be used on a project is often determined during construction planning. Forming a construction plan is a highly challenging task. In developing a construction plan, it is common to adopt a primary emphasis on either cost control or on schedule control as illustrated in Fig 1. Some projects are primarily divided into expense categories with associated costs. In these cases, construction planning is cost or expense oriented. Within the categories of expenditure, a distinction is made between costs incurred directly in the performance of an activity and indirectly for the accomplishment of the project. For example, borrowing expenses for project financing and overhead items are commonly treated as indirect costs. For other projects, scheduling of work activities over time is critical and is emphasized in the planning process. In this case, the planner insures that the proper precedences among activities are maintained and that efficient scheduling of the available resources prevails. Traditional scheduling procedures emphasize the maintenance of task precedences (resulting in critical path scheduling procedures) or efficient use of resources over time (resulting in job shop scheduling procedures). Finally, most complex projects require consideration of both cost and scheduling over time, so that planning,


Page 19

monitoring and record keeping must consider both dimensions. In these cases, the integration of schedule and budget information is a major concern.

Figure 1 Alternative Emphases in Construction Planning


Page 20

4.3.2 DEFINING THE WORK TASK

A parallel step in the planning process is to define the various work tasks that must be accomplished. These work tasks represent the necessary framework to permit scheduling of construction activities, along with estimating the resources required by the individual work tasks, and any necessary precedences or required sequence among the tasks. Activity involve in Construction: - Site grading - Excavation - PCC - Reinforcement works - Form works - Concreting works(RCC- Foundation) (up to plinth level) - Concreting works (RCC-Super structure)( Above plinth level) - back filling - Sand Filling (if Required) - RCC/ Brick Drain works - Brick works - Door/window works - Plastering - Painting - Roof treatment works - Roofing works


Page 21

4.3.3 DEFINING THE RELATIONSHIP AMONG ACTIVITIES

Once work activities have been defined, the relationships among the activities can be specified. Precedence relations between activities signify that the activities must take place in a particular sequence. There are four types of relationship like FF, FS, SS, SF considering the proper lead (-) and lag (+) in the act ivity. Numerous natural sequences exist for construction & electrical activities due to requirements for structural integrity, regulations, and other technical requirements. For example, design drawings cannot be checked before they are drawn. 4.3.4 ESTIMATING THE ACTIVITY DURATION

In most scheduling procedures, each work activity has an associated time duration. These durations are used extensively in preparing a schedule. All formal scheduling procedures rely upon estimates of the durations of the various project activities as well as the definitions of the predecessor relationships among tasks. A straightforward approach to the estimation of activity durations is to keep historical records of particular activities and rely on the average durations from this experience in making new duration estimates. Since the scope of activities are unlikely to be identical between different projects, unit productivity rates are typically employed for this purpose. For example, the duration of an activity Dij such as concrete formwork assembly might be estimated as:

where Aij is the required formwork area to assemble (in square yards), P ij is the average productivity of a standard crew in this task (measured in square yards per hour), and N ij is the number of crews assigned to the task. Historical records in a firm can also provide data for estimation of productivities. The calculation of a duration as in Equation is only an approximation to the actual activity duration for a number of reasons. First, it is usually the case that peculiarities of the project make the accomplishment of a particular activity more or less difficult. For example, access to the forms in a particular location may be difficult; as a result, the productivity of assembling forms may be lower than the average value for a particular project. Often, adjustments based on engineering judgment are made to the calculated durations from Equation for this reason.


Page 22

In addition, productivity rates may vary in both systematic and random fashions from the average. Systematic variation is the effect of learning on productivity. As a crew becomes familiar with an activity and the work habits of the crew, their productivity will typically improve. Figure 2 illustrates the type of productivity increase that might occur with experience; this curve is called a learning curve. The result is that productivity Pij is a function of the duration of an activity or project. A common construction example is that the assembly of floors in a building might go faster at higher levels due to improved productivity even though the transportation time up to the active construction area is longer. Again, historical records or subjective adjustments might be made to represent learning curve variations in average productivity.

Figure 2 Illustration of Productivity Changes Due to Learning


Page 23

4.3.5 ESTIMATING THE RESOURCE REQUIREMENT

In addition to precedence relationships and time durations, resource requirements are usually estimated for each activity. Since the work activities defined for a project are comprehensive, the total resources required for the project are the sum of the resources required for the various activities. By making resource requirement estimates for each activity, the requirements for particular resources during the course of the project can be identified. In making adjustments for the resources required by a particular activity, most of the problems encountered in forming duration estimations described in the previous section are also present. In particular, resources such as labour requirements will vary in proportion to the work productivity, P ij, used to estimate activity durations in Equation Mathematically, a typical estimating equation would be:

where R k ij are the resources of type k required by activity ij, Dij is the duration of activity ij, Nij is the number of welding m/c allocated to activity ij, and U k ij is the amount of resource type k used per m/c. For example, if an activity required eight hours with one m/c assigned and each m/c required three workers, the effort would be R = 8*1*3 = 24 labour-hours.


Page 24

4.4 PROJECT EXECUTION

Project Execution follows the Project Planning Phase and ideally starts once the Project Plan has been approved and baselined. Project Execution is characterized by the actual work on the tasks planned and project Control involves the comparison of the actual performance with the planned performance and taking appropriate corrective action to get the desired output. During this phase, Project Team is responsible for the following activities: y

Team Members execute the tasks as planned by the Project Manager and Team head.

y

Project Manager is responsible for performance measurement which includes finding variances between planned and actual work, cost and schedule.

y

Project manager is responsible for providing Project Status Report to the planning department

y

Planning department looks into execution for the review of the metrices and variances.

y

All Project members from planning and execution teams are responsible for taking necessary action of the variances thus determined so as to complete the project within time and budget.

The facilitating processes during Project Execution can be: y

Quality Assurance and Quality Control.

y

Performance Monitoring.

y

Information Distribution or Status Reporting.

y

Project Administration.

y

Risk Monitoring and Control.

y

Scope Control.

y

Schedule and Cost Control.

y

Contract Administration.

y

To maintain the safety during Execution.


Page 25

During execution manpower is the major resource. Here since most of the job has been sub-contracted so the manpower belongs to them. While employing them for the job there are some statuary requirements to be fulfilled. These are generally some records which are to be maintained by contractors and checked by the client HRM. They generally consist of: y

Labour Liscence (FORM 15) form client under Contract Labour Act.

y

Provident Fund Code

y

Master Role (Including Overtime)

y

Wages Register

4.4.1 MOVEMENT OF MATERIALS REINFORCEMENT

Major portion of Reinforcement is brought to site in cut & bend pieces of required sizes & shapes with tags showing details of structure and stacked at various locations identified time to time in Block B & C. Fabrication & fixing of cages is done at location of casting, during the phase of foundations & Columns/Walls upto B -2 Level. After de-shuttering of first Slab of B-2 level at mid Feb-2011, Rebar cutting, bending & stacking yard will be shifted at B-3 Level. As the progress of work leads to Ground Floor, the same will be shifted to GF of Block-B during July- 2011. Rebar ready for fabrication/fixing for Columns/ Walls is placed at required locations on slab & shall be consumed immediately. Vertical movement of such rebars will be done using Tower Crane.


Page 26

FORMWORK

DOKA shuttering is proposed to be used for RCC Structures. Block-B used for initial 2.5 months as making & stacking yard. After start of shuttering for Slab at B-2, staging material will be consumed & will be repeated; hence by mid of Feb-11, the stacking shall be done in B-3 of Block-A. For vertical movement of materials above GF, Extended platforms provided from slab. Tower Crane is used for vertical movement at required locations of Tower Area.

CONCRETE

Due to space constraints at site, concrete is supplied from outside in form of Ready Mix Concrete. Concrete Pumps & Pipeline at required locations placed & moved afterwards as no specific location can be defined due to space constraint. For supply of concrete of columns where quantity is very small, tower crane using bucket is used.

CURING

Water curing of each pour is being carried out by wet burlap/ponding water over concrete surface, after final setting time. Curing of vertical faces is being done by wet burlap after de-shuttering. Burlap is maintained continuously moist by spraying water. This water for curing and so also for other construction activity is being transported by its own pumping arrangement. Bore Hole used for extracting water for curing & construction activities and is operated as required. Pipeline network is laid & modified as per requirement of curing & use at different levels.


Page 27

BRICKS

The bricks are mainly stored in levels. These have to be transported to the higher floors. Mainly, material hoists will be used for the transportation of these bricks. Per day requirement for bricks works out to approximately 6,500. The same shall be lifted during late hours in night as per requirement at floors, so as to optimize & distribute time load on Material Hoist

FLOORING AND TILES

Material hoist would be used for transporting flooring & wall tiles for common areas & toilets of Tower. For Basements the tiles shall be delivered from Main Store as per requirement.

ALUMINIUM WINDOWS AND GLASS

The hoist as well as lift will not be suitable for lifting the larger window panels. These will be lifted from the exterior of the building using the agencies own arrangement. The Aluminium mullions, fittings etc. can however be lifted using Material Hoist.


Page 28

4.4.2 LOGISTICS DURING CONSTRUCTION

The Project is divided Block wise Namely, Block A, Block B & Block C. The execution will also follow same chronological sequence for structure, services & finishes. Broad Sequencing to be followed as: Block-A containing Tower Area start first, Block-B & C to follow. Block-B structure finishes at Ground Floor. Block-C to start after Block-B, leaving ramp for movement upto Block-A B-3 level. After reaching B-1 level of part-1, ramp to be excavated & movement diverted through outside of wall at part-1 upto Block-C as illustrated below.


Page 29

4.5 PROGRESS REPORTING (MONITERING) AND BILLING

The sub-contractor executing the project prepare a daily progress report which is signed by an incharge from the sub contractor and counter signed by an Engineer-incharge. This is further passed on to plannin g department and one copy to billing department. Planning department updates the data in a format prepared on MS Excel and MS Access. With the usage of MS Access final report management is done. This prevents the repetition of items, in case if its repeated then that item is shown blocked. Reoprts are prepared daily then updated to weekly and finally to monthly.joint measurement is taken by both contractor and engineer in-charge after the verification by the billing department it is forward to the account department with comments then the bill is cleared by taking in to consideration about the retention money,mobilization advance if any. And then 85% of the total payment is done for the certified work.


Page 30

CHAPTER 5

PRODUCTIVITY


Page 31

5 PRODUCTIVITY

Good project management in construction must vigorously pursue the efficient utilization of labour, material and equipment. Improvement of labour productivity should be a major and continual concern of those who are responsible for cost control of constructed facilities.

5.1 LABOUR PRODUCTIVITY

Productivity in construction is often broadly defined as output per labour hour. Since labour constitutes a large part of the construction cost and the quantity of labour hours in performing a task in construction is more susceptible to the influence of management than are materials or capital, this productivity measure is often referred to as labour productivity. However, it is important to note that labour productivity is a measure of the overall effectiveness of an operating system in utilizing labour, equipment and capital to convert labour efforts into useful output, and is not a measure of the capabilities of labour alone. For example, by investing in a piece of new equipment to perform certain tasks in construction, output may be increased for the same number of labour hours, thus resulting in higher labour productivity. Construction output may be expressed in terms of functional units or constant dollars. In the former case, labour productivity is associated with units of product per labour hour, such as cubic yards of concrete placed per hour or miles of highway paved per hour. In the latter case, labour productivity is identified with value of construction (in constant dollars) per labour hour. The value of construction in this regard is not measured by the benefit of constructed facilities, but by construction cost.


Page 32

5.2 PRODUCTIVITY AT JOB SITE

Contractors and owners are often concerned with the labour activity at job sites. For this purpose, it is convenient to express labour productivity as functional units per labour hour for each type of electrical task. However, even for such specific purposes, different levels of measure may be used. For example, meter of earthing strip laid per hour is a lower level of measure Lower-level measures are more useful for monitoring individual activities. While each contractor or owner is free to use its own system to measure labour productivity at a site, it is a good practice to set up a system which can be used to track productivity trends over time and in varied locations. Considerable efforts are required to collect information regionally or nationally over a number of years to produce such results. The productivity indices compiled from statistical data should include parameters such as the performance of major crafts, effects of project size, type and location, and other major project influences. In order to develop industry-wide standards of performance, there must be a general agreement on the measures to be useful for compiling data. Then, the job site productivity data collected by various contractors and owners can be correlated and analyzed to develop certain measures for each of the major segment of the construction industry. Thus, a contractor or owner can compare its performance with that of the industry average.

5.3 FACTORS AFFECTING PRODUCTIVITY

Job-site productivity is influenced by many factors which can be characterized either as labour characteristics, project work conditions or as non-productive activities. The labour characteristics include: y

age, skill and experience of workforce

y

leadership and motivation of workforce


Page 33

The project work conditions include among other factors: y

Job size and complexity.

y

Job site accessibility.

y

Labour availability.

y

Equipment utilization.

y

Contractual agreements.

y

Local climate.

The non-productive activities include among other factors: y

Indirect labour required to maintain the progress of the project

y

Rework for correcting unsatisfactory work

y

Temporary work stoppage due to inclement weather or material shortage

y

Time off for union activities

y

Absentee time, including late start and early quits

y

y

Non-working holidays Strikes

5.4 IMPORTANCE OF PRODUCTIVITY y

Budgeting

y

Cost estimation

y

Cost control

y

Resource allocation

y

Data base for future utilization


Page 34

CHAPTER 6

QUALITY CONTROL AND TESTING


Page 35

6 QUALITY CONTROL AND TESTING

Quality control represent increasingly important concerns for project managers. Defects or failures in constructed facilities can result in very large costs. Even with minor defects, re-construction may be required and facility operations impaired. Increased costs and delays are the result. In the worst case, failures may cause personal injuries or fatalities. Accidents during the construction process can similarly result in personal injuries and large costs. Indirect costs of insurance, inspection and regulation are increasing rapidly due to these increased direct costs. Good project managers try to ensure that the job is done right the first time and that no major accidents occur on the project. As with cost control, the most important decisions regarding the quality of a completed facility are made during the design and planning stages rather than during construction. It is during these preliminary stages that component configurations, material specifications and functional performance are decided. Quality control during construction consists largely of insuring conformance to these original design and planning decisions .

6.1 ORGANIZING FOR QUALITY

A variety of different organizations are possible for quality control during construction. One common model is to have a group responsible for quality assurance within an organization. Departments dedicated to quality assurance might assign specific individuals to assume responsibility for these functions on particular projects. Each of the parties directly concerned with the project may have their own quality inspectors, including the owner, the engineer/architect, and the various constructor firms. These inspectors may be contractors from specialized quality assurance organizations. In addition to on-site inspections, samples of materials will commonly be tested by specialized laboratories to insure compliance. Inspectors to insure compliance with regulatory requirements will also be involved. Quality control should be a primary objective for all the members of a project team. Managers should take responsibility for maintaining and improving quality control. NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH, PUNE

Page 36

Employee participation in quality control should be sought and rewarded, including the introduction of new ideas. Most important of all, quality improvement can serve as a catalyst for improved productivity. By suggesting new work methods, by avoiding rework, and by avoiding long term problems, good quality control can pay for itself. Owners should promote good quality control and seek out contractors who maintain such standards.

6.2 TOTAL QUALITY CONTROL

Quality control in construction typically involves insuring compliance with minimum standards of material and workmanship in order to insure the performance of the facility according to the design. Total quality control i s a commitment to quality expressed in all parts of an organization and typically involves many elements. Design reviews to insure safe and effective construction procedures are a major element. Other elements include extensive training for personnel, shifting the responsibility for detecting defects from quality control inspectors to workers, and continually maintaining equipment. Worker involvement in improved quality control is often formalized in quality circles in which groups of workers meet regularly to make suggestions for quality improvement. Material suppliers are also required to insure zero defects in delivered goods. Initially, all materials from a supplier are inspected and batches of goods with any defective items are returned. Suppliers with good records can be certified and not subject to complete inspection subsequently. Total quality control is difficult to apply, particular in construction. The unique nature of each facility, the variability in the workforce, the multitude of subcontractors and the cost of making necessary investments in education and procedures make programs of total quality control in construction difficult. Nevertheless, a commitment to improved quality even without endorsing the goal of zero defects can pay real dividends to organizations.


Page 37

6.3 TEST CONDUCTED ON SITE FOR QUALITY CONTROL SLUMP TEST

This is a site test to determine the workability of the ready mixed concrete just before its placing to final position inside the formwork, and is always conducted by the supervisor on site. However in mid of concreting process , should the site supervisor visually finds that the green concrete becomes dry or the placement of concrete has been interrupted , a re-test on the remaining concrete should be conducted in particular of the pour for congested reinforcement area . The procedure of test in brief is as follows: 1. Ensure the standard Slump Cone and associated equipment are clean before test and free from hardened concrete. 2. Wet the Slump Cone and drain away the superfluous water. 3. Request the mixer or concrete truck to well mix the concrete for additional 5 minutes. 4. Place the Slump Cone on one side ( i.e. not in middle ) of the ba se plate on levelled ground and stand with feet on the foot -pieces of cone . 5. Using a scoop and fill the cone with sampled concrete in 3 equal layers, each of about 100mm thick. 6. Compact each layer of concrete in turn exactly 25 times with a Slump Rod, allowing the rod just passes into the underlying layer. 7. While tamping the top layer, top up the cone with a slight surcharge of concrete after the tamping operation. 8. Level the top by a ³sawing and rolling´ motion of the Slump Rod across the cone. 9. With feet are still firmly on the foot-pieces, wipe the cone and base plate clean and remove any leaked concrete from bottom edge of the Slump Cone. 10. Leave the foot-pieces and lift the cone carefully in a vertical up motion in a few seconds time. 11. Invert the cone on other side and next to the mound of concrete. 12. Lay the Slump Rod across the inverted cone such that it passes above the slumped concrete at its highest point. 13. Measure the distance between the underside of rod and the highest point of concrete to the nearest 5mm. 14. This reading is the amount that the sampled concrete has slumped.


Page 38

15. If the concrete does not show an acceptable slump, repeat the test with another sample. 16. If the repeated test still does not show an acceptable slump, record this fact in the report, or reject that load of concrete.

COMPRESSION TEST

The Compression Test is a laboratory test to determine the characteristic strength of the concrete but the making of test cubes is sometimes carried out by the supervisor on site. This cube test result is very important to the acceptance of insitu concrete work since it demonstrates the strength of the design mix.

C ompression

Testing Machine (Capacity 3000kN)


Page 39

The procedure of making the test cubes is as follows: 1. 150 mm standard cube mould is to be used for concrete mix and 100 mm standard cube mould is to be used for grout mix. 2. Arrange adequate numbers of required cube moulds to site in respect with the sampling sequence for the proposed pour. 3. Make sure the apparatus and associated equipment ( see Fig 7 ± 6 ) are clean before test and free from hardened concrete and superfluous water . 4. Assemble the cube mould correctly and ensure all nuts are tightened. 5. Apply a light coat of proprietar y mould oil on the internal faces of the mould. 6. Place the mould on level firm ground and fill with sampled concrete to a layer of about 50 mm thick. 7. Compact the layer of concrete thoroughly by tamping the whole surface area with the Standard Tamping Bar. (Note that no less than 35 tamps / layer for 150 mm mould and no less than 25 tamps / layer for 100 mm mould). 8. Repeat Steps 5 & 6 until the mould is all filled. (Note that 3 layers to be proceeded for 150 mm mould and 2 layers for 100 mm mould). 9. Remove the surplus concrete after the mould is fully filled and trowel the top surface flush with the mould. 10. Mark the cube surface with an identification number (say simply 1, 2, 3, etc) with a nail or match stick and record these numbers in respect with the concrete truck and location of pour where the sampled concrete is obtained. 11. Cover the cube surface with a piece of damp cloth or polythene sheeting and keep the cube in a place free from vibration for about 24 hours to allow initial set . 12. Strip off the mould pieces in about 24 hours after the respective pour is cast. Press the concrete surface with the thumb to see any denting to ensure the concrete is sufficiently hardened, or otherwise de-moulding has to be delayed for one more day and this occurrence should be stated clearly in the Test Report. 13. Mark the test cube a reference number with waterproof felt pen on the moulded side, in respect with the previous identification number. 14. Place the cube and submerge in a clean water bath or preferably a thermostatically controlled curing tank until it is delivered to the accredited laboratory for testing. NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH, PUNE

Page 40

CHECKING QUALITY OF FINE AGGREGATES AND BRICKS

For checking the quality of fine aggregates, a field test was conducted in which the sand was placed in a flask containing water. The sand was allowed to settle for some time and then after few hours the reading of the silt or other impurity layer is taken If that reading is less than 5% of the total sand that is put in the flask, then we accept the sand but if it is more than 5% the sand is rejected. Bricks were sent to the college laboratory for testing and thereby checking the quality of the bricks used at site.


Page 41

CHAPTER 7

HEALTH, SAFETY AND ENVIRONMENT


Page 42

7 HEALTH, SAFETY AND ENVIRONMENT

Being a prestigious project with large amount of material, waste, portable tools and men involved, significant care w.r.t various hazards related to health & safety which are likely to occur on site & special instructions relating to the Process/Activities are described in respective section. Since many workers working at the Site, mobile Toilet at suitable locations on Ground is placed. This is cleaned on regular basis as there is space constraint for making of Septic Tank for purpose mentioned.

7.1 RESPONSIBILITIES y

Respective engineers and their subordinates as per the attached sheet shall be responsible to keep their zones neat and tidy all the time.

y

Store department shall be responsible for unloading and proper stacking of steel, cement and sand along with storage of all stores materials with proper labelling.

y

It shall be shuttering engineer¶s responsibility to maintain the house keeping at frame making yard.

y

The reinforcement engineer shall ensure that day to day steel scrap is disposed in scrap bins properly and walkways have kept free from steel material.

y

Concrete engineer shall ensure that debris are cleaned after every De-shuttering work.

y

Safety dept. should ensure that all safety nets are kept clean every time. All openings, voids and cut out are covered /barricaded /protected.


Page 43

7.2 SAFETY AT SITE

Safety Planning, especially for the construction of buildings is a very complicated subject, mainly due to the so many different views and problems associated with highrise construction. Safety is many times ignored at the cost of progress. Long, boring and repetitive tasks in a typical high rise construction pose a number of dangers everyday that need to be addressed. Though the topic of construction safety is addressed in a much-detailed manner in the Site Safety Plan that is specially documented for this project, an overview is covered in this section of the logistics plan. The following points are considered in the logistics plan with regards to construction safety in such type of construction works: y

Emergency Preparedness and Response Program.

y

Fire Safety.

y

Risk assessment with various kinds of construction operations.

As a part of the Emergency Preparedness and Response program, an evacuation plan has been detailed in the HSE Plan available with Site Safety Engineer. List of emergency phone numbers are mentioned at different suitable places. Various types of fire extinguishers and their uses for particular class of fire are mentioned.


Page 44

Safety Boards showing necessary information

Use of Safety Net at cut-outs.


Page 45

CHAPTER 8

PLANT AND MACHINERY


Page 46

8 PLANTS & MACHINERY

y

Tower crane:

1 nos.

y

Excavator:

1 nos.

y

Backhoe Loader:

1 nos.

y

Compactor:

1 nos.

y

Concrete pump:

2 nos.

y

Compressor, 10 cfm:

1 nos.

y

Power generator:

180KVA for site 65 KVA for labour colony

y

Bar cutting and bending machine:

5 nos.

y

Total Station:

1 nos.

y

Levelling instrument:

4 nos.

y

Multistage pump:

2 nos.


Page 47

TOWER CRANE

SPECIFICATIONS Model

SS450

Load Moment (T/M)

450

Working Radius (M)

70

Tip load (T)

5

Max. load (T)

20

Hoisting Height (M)

78.9

Anchorage Height (M)

320

Mast Section Size (M)

2.5X2.5X6


Page 48

EXCAVATOR

VEHICLE SUMMARY Make:

Tata Hitachi

Model:

EX

Variant:

110

Type:

Earth Movers

Application:

For Construction Purpose

ENGINE SPECIFICATIONS Displacement:

cc

Engine Type:

Tata 697A, Water Cooled, Diesel

Maximum Power:

78 Bhp @ 2300 rpm

Maximum Torque:

295 Nm @ 1600 rpm

Cylinders:

6

DIMENSIONS Length:

7270 mm

Width:

2490 mm

Height:

2690 mm

Wheel Base:

3340 mm


Page 49

BACKHOE LOADER

VEHICLE SUMMARY Power - Net:

72.42 hp

Engine Model:

Simpson S440(1)F4

Engine Displacement:

244.09 in3

Gross Power:

75.1 hp

HYDRAULIC SYSTEM Hydraulic Pump Capacity:

36.72 gal/min

Hydraulic System Pressure:

3002.28 psi

Type:

Closed-Centre

Pump Type:

Variable Flow Axial-Piston

DIMENSIONS Length:

224.8 in

Width:

94.33 in

Height:

147.24 in

Wheel Base:

82.68 in


Page 50

COMPACTOR

VEHICLE SUMMARY Engine Model:

Cat® C1.5

Gross Power:

33 hp

Net Power - ISO 9249

31.8 hp

Bore

3.3 in

Stroke

3.54 in

VIBRATORY SYSTEM Drum Width:

47 in

Drum Diameter:

27.56 in

Frequency:

3780 vpm

Centrifugal Force Maximum:

7043 lb

Centrifugal Force Minimum:

5378 lb

Vibration Selection:

Front, rear or both

Eccentric Weight Drive:

Hydraulic


Page 51

CONCRETE PUMP

SPECIFICATIONS SCHWING Stationary Concrete Pump BP350Prime Mover:

Diesel Engine

Make:

Deutz

Engine Power:

49kW @ 2300rpm

Model:

F4L 912

Technical Parameter (TK):

1225

Dia. of Pumping Cylinder x Stroke:

180x 1200 mm.

Max No. of Stroke / Min.:

25 times/min.

Output:

46 m3/hr

Pressure: Hopper Capacity:

60 bar 600 litres

Weight:

3,000 kgs.

Pipeline:

DN125

Dimension: L x W x H (mm):

4550 x 1820 x 1790


Page 52

CONCRETE MIXER TRUCK

TECHNICAL PARAMETER

UNIT

DETAILS

Make

Schwing Stetter Nominal Capacity

m3

6

Geometric Volume

litres

11700

Waterline Volume

litres

7100

Filling Ratio

%

51.3

Rotation Speed

rpm

0-14

Length of Mixer

mm

5743

Drum Thickness

mm

5

Water Tank Capacity

litres

450


Page 53

CHAPTER 9

SUMMARY


Page 54

REPORT on Building Construction

Recommend Documents