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17/ JAN/ 2012 TO 31 SEPT 2012EIGHT 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
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Safety OathSafety Oath
We individually and jointly take an oath that, for We
individually and jointly take an oath that, for
the observance of safety cause, for ourselves, our the
observance of safety cause, for ourselves, our
family, our organization and our societyfamily, our organization
and our societys welfare, s welfare,
we will adhere to our safety norms, rules and we will adhere to
our safety norms, rules and
instructions to prevent accidents.instructions to prevent
accidents.
We individually and jointly take an oath that, for We
individually and jointly take an oath that, for
the observance of safety cause, for ourselves, our the
observance of safety cause, for ourselves, our
family, our organization and our societyfamily, our organization
and our societys welfare, s welfare,
we will adhere to our safety norms, rules and we will adhere to
our safety norms, rules and
instructions to prevent accidents.instructions to prevent
accidents.
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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
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PART ONE:BASIC INFORMATION FOR GREEN FIELD PROJECT
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Vendors
Consultant
OWNER SHIP VALUE OWNER SHIP VALUE NET NET PROJECT WORK WITH
OTHER FUNCTIONAL DEPARTMENTSPROJECT WORK WITH OTHER FUNCTIONAL
DEPARTMENTS
PROJECTPROJECTPROJECT Purchaser
SystemHR/Safety
Finance
Internal Customer
University of Pretoria
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PROJECT MANAGEMENT
Initiation ActivityGot over in 2011
FROM JAN 2012 TILL DEC 2012
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The quality management plan describes how the project will
comply with the companys 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 contractors quality
standards meet the Agencys 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 risks 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
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Contract Procurement Planning
Procurements for most projects are undertaken by the company
procurement department that has in place associated procurement
procedures. The project managers role is tomake certain that the
departments 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
projects 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.)
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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 contractors work is monitored and performance
reported
Process by which changes to the contractors work are requested,
approved, and the contract modified
What inspections and audits are to be conducted of the
contractors 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.)
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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)
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Purchasing and receiving(Contd)
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
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Purchasing and receiving(Contd)
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
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Cost Control Cost control is based on continually refining the
projects 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 isdeveloped at the
conclusion of preliminary engineering.
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Schedule ControlThe WBS is again the starting point for schedule
control. Work activities are identified for each of the WBS work
package elements and formthe building blocks of the project
schedule. For relatively simple projects you can represent the
activities using a bar chart schedule and thetime from the
beginning of the first bar (start) and the end of the last bar
(finish) is the duration of the project
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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
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Subcontractor management(Contd)
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
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Subcontractor management(Contd)
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
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Subcontractor management(Contd)
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
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Subcontractor management(Contd)
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
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Subcontractor management(Contd)
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
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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
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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
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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.
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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.
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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
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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
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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 FinalBills 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, resourceplanning & 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
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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
projectsunder 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 inhandling multi-functional
management role is mandatory.
Responsible for Project Cost control and analysis for site
activities
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DUTIES OF CIVIL/ELECTRICAL AND STRUCTURAL ENGINEER Serve as the
Senior Site Representative for
all matters related to construction qualityassurance 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'srequiring
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
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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
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DESIGN HEADFinalize 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).
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PART TWO
SAVLI PROJECT
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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
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Civil & Elect Consultant : Shah & TalatiConsultantCivil
Contractor : Shri Ganesh Engineers & fabricatorsPre-engineered
Building Contractor : Lloyd InsulationCrane: AnupamElectrical :
Rama Engineering
Project HeadT Remesan
Project HeadT Remesan
Head Engg &ContractingN V Belsare
IJ M Muthe
Head Engg &ContractingN V Belsare
IJ M Muthe
Group Head ProjectVikram Bakshi
Group Head ProjectVikram Bakshi
Procurement Committee *
Nitin V BelsareBhaskar Pathak
Nagesh Shekhdar
Procurement Committee *
Nitin V BelsareBhaskar Pathak
Nagesh Shekhdar
Proj.Eng. CivilBhavik Sheth Bhatt
Proj.Eng. CivilBhavik Sheth Bhatt
Proj.Eng. MechSantosh ( yet to Join)
Proj.Eng. MechSantosh ( yet to Join)
Proj. Eng ElectriTapan Desai
Proj. Eng ElectriTapan Desai
Ofiice Assistant.
Smit Joshi
Ofiice Assistant.
Smit Joshi
RESPONSIBILITY ASSIGNED MATRIX
Other key Note Contributors
Safety officers > Neeraj Sharma and AlpishBhatt and Pragnesh
ParikhCommercial > Sriram Kadam/DigvijayPharkate/ Gaurav
GediaFinance> Anirudh and Nehal
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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 RemesanLt Col Vikram Bakshi
Civil vendorMr Viral
Fantastic Front end team
Civl Vendor Engr KapilThermax Mech Engineer Sachan
Thermx Civil Engineer BhavikSafety officer and for any task
NeerajPEB Looyd engineer Harry and Anish
Crane Team from Anupam
Crane engineer Alpsih
Eectrical Engoneer Tapan
Project Adminand 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."
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SNAP SHOTMASTER SCHEDULE PLAN
ID Task Name Finish
0 final Savli execution plan 0990611R2 Wed 12/12/121 Bi Drum
Project 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 AprQtr 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 approval Tue 1/31/1240 Revise based on comments and
release for PEB manufacturing & civil wrokFri 2/10/1241
Manufacturing of Bi drum PEB structure Sat 6/16/1242 Civil
construction of shed for Bi-Drum at Savli Vadodara Wed 12/12/1243
Civil consultant finalisation and release of civil drawings Thu
1/12/1244 First Round of discussion with all consultants / agencies
Mon 10/17/1145 Shortlist people and have interaction Mon 11/7/1146
Finalise the consultant scope and Release LOI Thu 10/20/1147 Get
Column reaction from PEB structure supplier Thu 1/12/1248 Release
civil design work for Bi drum mfg set-up Fri 12/30/1149 Manpower
planning & Recruitment Mon 1/2/1250 Prepare the organisation
structure for the Bi drum Tue 10/4/1151 Identify people from
Thermax, Pune Wed 10/12/1152 Prepare recruitment plan for balance
local people Thu 10/20/1153 Conduct interviews and select right
Staff people Fri 11/11/1154 Approach the development zone to get
skilled workers Mon 11/21/1155 Recruit workers Mon 1/2/1256
Construction of plant shed Tue 10/2/1257 Prepare comparative
statement and fair price estimation Fri 10/7/1158 Finalise the
contractor Wed 10/12/1159 Release LOI / PO Thu 1/12/1260 Civil
Construction of plant Bi drum shed Wed 5/30/1261 Errection of PEB
structure Thu 8/16/1262 Civil construction of Flooring,wall &
windows , paintingMon 9/10/1263 Bi drum shed readyness after water
and LPG piping Tue 10/2/1264 Construction of office and utilities
& interiors Fri 6/22/1272 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 AprQtr 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
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SITE WORK PREPRATIONS
FOUNDATION BOLTTEMPLATES
MISC CIVIL WORK
PEB RAFTERSMISC CIVIL WORK
PEB CLADDING /ROOF
CRANE FITMENTS
10 SEPTCIVIL WORK COMPLETE
PRODUCTION FROM
BIDRUM AND PANLE
PEB COLUMNSANCILLARY BUILDING
WORK AND MISC CIVIL
WORK
PEB CRANE BEAMS/ROOF MISC CIVIL WORK
:MACHINE FOUNDATION LAYOIUT
CRANE COMMISSIONING
PEB COMPLETION
Coil PEB WorkAncillary Building
completed
COIL SHOP PEB CRANE AND MACHINE WITH
ELECTRICAL WORK
12/12/12
Productiionoutput
CIVIL FOUNDATIONSMISC 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.
CivilConstruction
Of plantShed/LPG/Water
02 0ct 2012
ErectionOf PEB Structure
16 Aug 2012
CIVILCONSTRUCTIONOF FLOORING
WALLWINDOWPAINTING
CompleteInside
Civil workWith windows
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Example text
CIVIL FOUNDATIONS.
10 SEPT
20 OCT
PEB WORKCOMPLETION.
30 OCT
FLOOR & M/CFOUNDATIONS.COIL MACHINEINSTALLATION
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
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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.
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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
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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
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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 Yes2 1 CONSTRUCTION
OF PLANT SHED BI DRUM Tue 1/17/12 Fri 8/31/12 86%Tue 10/2/12 Yes4
1.1 JAN /FEBURARY NO I TASK :
PREPARATORY WORKMon 1/30/12 Fri 3/9/12 100% No
20 1.2 JAN/FEBURARY NO 2 TASK : CIVIL CONSTRUCTION OF 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% No30
1.2.2 B: CIVIL WORK FOUNDATION BOLT Thu 2/2/12 Sat 4/7/12 100%Wed
5/30/12 Yes44 1.3 FEB TO AUG NO 3 TASK
:CONSTRUCTION OF OFFICES UTILITIES ANDINTERIORS
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 Yes53 1.3.2
WELDING AND MAINTENANCE SHOP Fri 3/23/12 Wed 8/22/12 85% Yes66
1.3.3 SERVICE OFFICE Wed 3/28/12 Fri 8/31/12 55% Yes78 1.3.4 TOILET
No 1 Fri 3/23/12 Thu 8/30/12 83% NA Yes91 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 Yes117 1.4
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% No125 1.4.2
ERECTION GRID 1 TO 13 Tue 4/10/12 Mon 4/30/12 100% Yes135 1.4.3
ERECTION Grid 13 to 23 Tue 5/1/12 Sat 5/19/12 100% NA Yes145 1.4.4
FIXING OF ROOF SHEETS Sat 6/16/12 Sat 6/30/12 100% NA No154 1.5 NO
5 TASK> BRICK
WALL ON PLINTH BETWEEN PEB COLUMNSat 3/31/12 Mon 9/10/12 89% NA
Yes
167 1.6 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 No190 1.7 < JUN TO AUG > NO 7 TASK >
CONSTRUCTION OF 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 Yes201
1.7.2 PANEL BENDING Fri 6/15/12 Sat 6/30/12 100% NA Yes210 1.7.3
SHOT BLASTING Wed 6/6/12 Thu 8/30/12 100% NA Yes219 1.7.4 PEMA Fri
6/15/12 Sat 6/30/12 100% NA Yes220 1.7.4.1 EXCAVATION Fri 6/15/12
Sat 6/30/12 100% NA No244 1.8 NO 8 TASK > FLOOR
WORKSat 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 No250
1.8.2 GRID 23 to 13 Tue 5/1/12 Thu 5/31/12 100% NA No255 1.8.3 RCC
FLOORING FROM GRID 1 TO 23Fri 6/1/12 Fri 8/31/12 90% NA Yes260 1.9
TASK NO 9 >
WALL WINDOW AND DOOR FITMENTSMon 7/2/12 Thu 8/30/12 85%Tue
10/9/12 Yes
280 1.13 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
3/308/22
8/318/308/30
8/28/16
4/30100%5/19100%
100%9/10
8/30
6/30100%6/30100%
8/306/30100%100%
8/3194%
100%100%
8/3190%8/3085%
8/29
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep4th 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 (Contd)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 obtainedD. 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 (Contd) 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 COLUMNStart: 4/16/12 ID: 3
Finish: 5/25/12 Dur: 30 days
Res:
PEB SHEET/ROOFStart: 5/28/12 ID: 4
Finish: 6/27/12 Dur: 23 days
Res:
FLOORINGStart: 5/28/12 ID: 5
Finish: 6/30/12 Dur: 25 days
Res:
CRANEStart: 5/28/12 ID: 6
Finish: 6/29/12 Dur: 25 days
Res:
ELECTRICALStart: 4/16/12 ID: 7
Finish: 7/13/12 Dur: 65 days
Res:
FOUNDATIONStart: 4/16/12 ID: 8
Finish: 6/13/12 Dur: 43 days
Res:
MACHINE FITMENTStart: 6/18/12 ID: 9
Finish: 7/31/12 Dur: 32 days
Res:
ANCILLARIESStart: 4/16/12 ID: 10
Finish: 7/30/12 Dur: 76 days
Res:
RADIO GRAPHYStart: 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 PRODUCTIONStart: 8/1/12 ID: 12
Finish: 8/14/12 Dur: 10 days
Res:
BIDRUM PLANTPROJECT EXECUTION
START : 2/2/12FINISH; 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 COMPLIANCEExecution 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 certificateFine AggregateCoarse AggregateReinforcement
SteelCube Test and Compressive StrengthConcreteConcrete
Reinforcement bars
Drawing fileRA bill fileLegal documents of contractorConcrete
pour card file
-
SAFETYTRAINING PREVENTION AND PRECAUTIONS
LECTURES ON SAFETY WORKING AND EQUIPMENT TRAINING DEMO REGISTER
FOR OBSERVATION OF ANY DONTS DOES AND DONTS 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 RoadSTPFire Hydrant around the
PlantPlantation as per GIDC NormsSpace 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 KILLERSChanging
requirements and Specifications led to many Restarts/Cost overruns/
Time overruns
Solution : Proper Planning with all stake holders with one to
onemeeting 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 TEAMS ATTENTION
FOCUSED ON CLOSEOUT ACTIVITIES.
ASSESS AND DOCUMENT LESSONS
LEARNED ON PROJECT.
OBTAIN PROJECT ACCEPTANCE FROM PRINCIPAL STAKEHOLDERS.
CELEBRATE PROJECT COMPLETION.
A CONTRACTS 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 administrativecloseout 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 contractors 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 PUJANBY 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
9.430 NET FALL
1.131 1.57
0.439
2.16 2.55
0.39
3.068 3.488
0.42
3.071 3.231
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
drawingGRID LINESThese 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
Dont excavate inside soil if slab on gradeIf 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 FEBCONCRETING WORK STARTS
POOJA BEFOREFIRST FOOTING RCC
POUR CONCRETE FOOTINGSSMOOTH / 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 SiteBHUSHAN STEEL
JYOTI STEEL
32mm
28mm
25mm
16mm
12mm
10mm
8mm
Diameter of bars required on site on Site
-
16 FEBCONCRETING 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 FEBMEASUREMENTS AND QUALITY
-
Foundation Components
Footing
-
FITTING FOUNDATION BOLT
POURING CONCRETE
CURINGBACK FILLING
FOUNDATION BOLTFOR ERECTION OF PEB
COMPLETED IN FEB
1
43
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
-
CONCURRENTOTHER ACTIVITY IN MARCH
Text
ANCILLARYBUILDING FOUNDATION
EXCAVATION
FLOOREXCAVATION
AND PCC
SITE ACTIVITY APARTFROM
FOUNDATION WORK
PLINTH BEAM FOR BOUNDARY WALL
CLOSINGLOI /PO / VISITS
AND LIASION
PEBMANUFACTURERS
CRANE MANUFACTURER
MACHINEMANUFACTURER
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 GLOVESSAFETY 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
FLOORRUBBLE WORK
RADIOGRAPGHY
ANCY BUILDING
ERECTION
TRAININGON HEIGHT
UNLOADING
GRID 13 TO 23
GRID1 TO 13
-
CIVIL WORK IN ROGRESS
IN APR
ANCILLARYBUILDING
FOUNDATION
UG TANK IN
PROGRESS
PLINTH BEAM WORK IN PROGRESS
FLOORCOMPACTNESS
TEST
FLOORRUBBLELAYING
RADIOGRAPGHY WORK START WITH DIGGING AND RUBBLE LAYING
-
PEB WORK STARTS IN APR
THE FIRST
COLUMN
Text
PEB
UNLOADING
& STACKING WITH WOODEN
BRACKET
POOJACEREMONY
FOR SAFETY
EARLY MORNING WORK
-
COIL SHOP PHASE ONE BEGINS
-
COIL FLOOR
DIGGING OF FLOORYELLOW 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
-
MUTUALDISCUSSION
ON BEST PRACTICES
WORKING ATHEIGHT
WITH FALLARRESTOR
SITE SAFETYAUDIT
SPECIAL TRAINING CONDUCTED
-
PEB ERECTION WORK
-
Personal Protective Equipments
BEING USED
-
BY LAST WEEK OF MAYDIVISION OF AREA BETWEEN PEB AND CIVIL
WORK
CIVIL WORK AND HEIGHT PEB WORKDIVIDED 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/CFDN
RADIOGRAPGHY
WALL
PCC INFLOOR
BRICK WORK ON PLINTH
ANCYBUILDING
FDNS
CONCURRENTCIVIL WORK
IN MAY
SAND FILLINGIN 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 WORKAIM 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 FORDRAWINGS AND
EXECUTION
CONCURRENTLY COIL SHOP
EXCAVATION WORK AND FLOOR WORK
BIDRUM
ADMIN BUILDING INTERIOR AND IT CABLE LAYING
-
PEB WORK IN JUN
Text Text
Text
Text
-
Ancillary Building Bidrum
SERVICE OFFICE SLAB Maintenance shed WallWIP
Welder Plinth WorkToilet Slab
JUN
-
BIDRUM SHOP FLOOR
STEEL BINDING FOR RADIOGRAPHY WALL
SHOT BLASTING PIT WIP -PCC
PLATE ROLLINGPIT COMLPETED
PANEL BENDING PIT COMPLETED
PEMA Machines Foundation PIT
WIPCNC 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 STATUSROOF AND CLADDING 98 % OVER
ANCILLARY BUIDLING SIDE
FRONT 5 % LEFT CLADDINGAS CRANE WERE BEING FITTED
ROAD SIDE
-
CRANE INSTALLATIONS
PANEL SHOP
10 T AND 20 T
BIDRUM30 T AND 20 T
-
ANCILLARY BUILDINGS
MAINT SECTIONMILE STONE> FLOOR DONE
WALL IN WIP
SECOND BATHROOM
SLAB WIPFIRST
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 SHOPTWO CRANES FITTED
FLOOR WORK 25%IN PANEL SHOP WALL COMPLETED
70%
-
MULTI TASKING PLAN
HALF BAY OF BIDRUM AND PANEL SHOPMACHINE FOUNDATION
HALF BAY OF BIDRUM AND PANEL SHOP
RADIOGRAPGHYSECOND RCC LIFT
FLOOR IN HALF PORTION OF PANLE SHOP
CRANE IN HALF PORTION
OF BIDRUM
-
MACHINE FOUNDATIONS IN WIP
MILESTONE> FOUR COMPLETEDREST IN LAST STAGES
-
MACHINE FOUNDATIONS
-
COIL SHOP FOUNDATION BOLT WORK AGAINST RAIN DEWATERING
MILESTONE >PCC FLOORCOMPELETED
FOUNDATION BOLTWIP IN RAINS
-
AUGUST
-
COMPLETE ROOFING AND CLADDING DONE AND MISC ACCESSORIES UNDER
FITMENT
DRAINAGE PIPE FITTED
-
CAGE LADDER FITTEDTHREE MORE IN WIP
-
VIEW FROM TOP
TURBO AND RIDGE VENTILATORS FITTED
TURBO VENTILATOR
RIDGE VENTILATOR
-
CRANE COMMISSIONING
-
CRANE COMMISSIONING
-
WALL WORK 90 PERCENTCOMPLETED ON SHOP FLOOR
-
FLOOR WORK85 PERCENT COMPLETED
-
MACHINE FOUNDATIONCLOSING ON SHOP FLOOR
-
WINDOWS UNDER FITMENTIN SHOP FLOOR
-
CONCURRENT WORK ALSO ON SLAB STAGES IN OFFICE BUILDING
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IMPORTANT COMPONENTS
Key in column
Water bar
Binding materials
Expansion joint
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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.
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KEY IN COLUMN
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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.
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EXPANSION JOINT
Expansion joint material, size is 25 mm
Expansion joint in building
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WATER BAR
Water bar is provided in the retaining wall o that the moisture
cant move from the soil to the joint. Water bar is basically
provided at the constructions joints of retaining wall of two
different towers
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WATER BAR
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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
Masonrywith concrete.
Similarly when the drainage pipes are laid along with the outer
wall then again the connection between the pipe and the wall
hasdifferent 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
caseare packed by water proof and non shrinkable material.
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BINDING MATERIALS
Chicken wire mesh between brick masonry and concrete
Connection of pipes with concrete
Chicken wire mesh in conduits through concrete
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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 companyare:-
pidilite, cico, fosroe, baushimine, unitile.
Water-proofing cement paint:- super snoweem
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WATER PROOFING
Water proofing in sunken portion of kitchen and bathroom
WP in sunken portion at ground level
WP in retaining wall
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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.
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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
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BEAMS AND SLABGrade of concrete--- M 20.
Clear Cover--- 25 mm for BeamsClear Cover--- 20 mm for Slab
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RADIOGRAPGHY 5 TH LIFT RCC
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ELECTRIC CABLE TRAYS ELECTRIC CABLE LAYING
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ARRIVAL OF MACHINES
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COIL SHOP AREAD2 FOUNDATION BOLT WORK UNDER WIP
AMDIST RAIN
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D1 & D2 FOUNDATION BOLT WORK UNDER WIPAMDIST RAIN
TOTAL 14 LAST STAGE FOUNDATION DONE
26 FOUNDATION LEFT
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MACHINE INSTALLATIONS AS PER PLANT LAY OUT
IN SEPT AND OCT AND HANDED OVER TO
PRODUCTION TEAM FOR FIRST PRODUCT
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Fixed product layoutAdvantages 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
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Product LayoutAdvantages 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
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Product-Oriented Layout
BeltConveyor
Operations
-
A
Precedence Diagram
Draw precedence graph (times in seconds)
C
FD
B
E
H
G
I J20
515
125 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)
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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)
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Assignments
Assign tasks by choosing tasks:with largest number of following
tasksOR by longest time to complete
Break ties by using the other rule
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Number of Following TasksNodes # after
C 6D 5A 4
B,E,F 3G,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
FD
B
E
H
G
I J20
515
125 10
8
3
7
12
-
Number of Following TasksNodes # after
A 4B,E,F 3G,H 2
I 1
A could not be added to firststation, so a new station must
becreated with A.
B, E, F all have 3 stations after,so use tiebreaker rule: time.B
= 5E = 8F = 3 Use E, then B, then F.
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Group LayoutAdvantages 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
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Process LayoutAdvantages 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
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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.
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ACTIVITY
RELATIONSHIP
CHART
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Process-Oriented LayoutFloor 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
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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.
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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
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Work Cell Floor Plan
Office
Tool RoomWork Cell
Saws Drills
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Work Cell Advantages
Reduces:InventoryFloor spaceDirect labor costs
Increases:Equipment
utilizationEmployee participationQuality
-
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
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Process-Oriented ExampleYou work in facilities engineering. You
want to find the cost of this layout. The cost of moving 1
loadbetween 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 cant 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 6Department
Dept.
1
234
6
Number of Trips
-
20
100
50 30
50
50
10
20
Schematic Diagram & CostDept. Dept.Cost
1 3 $200
1 2 $501 6 $404 2 $504 3 $404 5 $502 5 $102 3 $303 6 $
Total Cost $570
1 2 3
64 5100
-
20
30
50 100
50
50
10
20
Schematic Diagram & CostDept. Dept.Cost
1 2 $501 3 $
1001 6 $204 2 $504 3 $404 5 $502 5 $102 3 $603 6 $
Total Cost $480
2 1 3
64 5
100
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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.
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MACHINE INSTALLATIONSPRODUCTION SET UP
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Manufacturing Industry Transformation Operations
Machine Processing Assembly
Adding value* Other Operations
Material handlingInspection and testingCoordination and
control
Transformation ProcessRaw
MaterialPart or Product
PowerTools
MachinesLabour
Scrap or Waste
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Classification of manufacturing processes
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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
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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
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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
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Time Spent in Material Handling
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Inspection and TestingInspection conformance to design
specifications Inspection for variables - measuring Inspection
of attributes gauging
Testing observing the product (or part, material, subassembly)
during operation
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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
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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
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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
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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
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12 DEC 2012SAVLI NEW PLANTS PROJECT ENDS
AND PRODUCTION BEGINS
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THANKS