Establishment Unit 9 Site Establishment and Procurement Site - - PowerPoint PPT Presentation

Unit 9 – Site Establishment and Procurement

Safety Management & Site Establishment

Site Establishment

• This section of this course seeks to focus on the physical

establishment of a site, as with the selection of common temporary works, plants and equipment

• You should be aware that all planning at management level has

already been mapped out and approved for actual commencement of works on site, including the preliminary mobilisations

Upon completion of this lecture, students should be able to;

• Outline how to set up a site and enable works to progress
• Demonstrate knowledge of how to run a construction site
• Discuss in detail the procurement undertaken on a

construction site

Learning Outcomes

Working as a group, you are to assume the role of a contractor’s site team: Identify factors affecting the site layout design and propose a fully annotated site layout for the scenario you are given; Scenarios 1. London city centre 6 storey end of terrace office block construction on a 600m2 of congested land. Footprint cannot be more than 60% of the site. 2. 3 storey luxury house project in rural highlands. 1000m2 farmland, 200m2

• footprint. Difficult for vehicular access.

3. 30 storey mix development tower block in a wealthy middle-eastern capital

• city. 5000m2 land, 2500m2 footprint.

4. 4 identical 25x20m 12 storey social housing blocks in Glasgow in a 60x70m steep, sloping land. Output: 1 spider diagram containing all the considerations and 1 site layout demonstrating these considerations as a design. (You can make assumptions about the site features or ask tutor what to assume… )

Class Activity: Designing a Site Layout

• The contractor’s team should visit the site
• An examination of the topography of the site may focus

attention on the layout of a facility for maximum use of the available space

• The production or processing of design and operation often

dictates the site layout

Contractor’s Site Obligations – Layout and Enabling Work

Contractor’s Site Obligations – Layout and Enabling Work

Site layout: Site space allocation for material storage, working areas, units of accommodation, plant positions, general circulation areas, and also access and egress for deliveries and emergency services

• Poor layout can cause construction problems such as

inadequate space for staging, limited access for materials and personnel, and restrictions on the use of certain construction methods

• Thus, design and construction inputs are important in

proposing the site layout

Contractor’s Site Obligations – Layout and Enabling Work

• The contractor must visit the site to gain some insight in

preparing or evaluating the proposal of its layout for erecting temporary facilities and the field office, by verifying:

• access roads
• water
• electrical and
• other service utilities in the immediate vicinity
• They can also observe any interferences of existing facilities

with construction and develop a plan for site security during construction

Contractor’s Site Obligations – Layout and Enabling Work

• In examining site conditions, particular attention must be paid to:
• environmental factors such as drainage, groundwater and the

possibility of floods

• presence of hazardous waste materials from previous uses
• Depending on the contract’s requirements, some common site

facilities to be catered by the contractor, as with his obligations to be adhered to, are as follows:

Contractor’s Site Obligations – Layout and Enabling Work

• A sound knowledge of the various Factories Acts and Working

Rule Agreements is essential, especially as safety, health & welfare issues are concerned

• Based on the contract’s health and safety policy, the site manager

has to ensure strict adherences wherever possible, and to consult with the relevant authorities when in doubt

• Welfare can range from the provision of clean sanitary facilities,

regular waste disposals and housekeeping, to a comfortable workers’ mess, subject to budget and requirements

(1) Site Safety, Health and Welfare:

• Non-productive,
• r

part productive members

• f

the site management team that are not usually included in the company’s general overheads, but under a separate project budget (e.g. part- time employees or employment by project basis)

• Adequate staffing must be allowed in relation to the labour strength

and activities that have to be controlled

• Insufficient supervisory personnel is a major cause of losses
• All site admin staff, as with project planning, will have to be

finalised at the head-office prior to any physical site mobilisation

(2) Site Administration and Security

• Advice should be sought from the company’s planning

department on the security precautions that should be implemented

• Vandalism and trespass are common problems and every effort

should be made to ensure that the site is secure throughout the active contract duration, particularly where large temporary

• penings may be necessary
• Fenced compound areas will require gates

and sometimes CCTV

• The cost of security is usually high, but

this cost must be balanced against that of wastage, damage, loss and delay

(2) Site Administration and Security (cont’d)

• Most countries have statutory

bodies to strictly govern and ensure that contractors and labour agencies recruit only workmen with a specified level

• f skill or trade through accredited certifications
• Discovery and subsequent confirmation of unlicensed workmen on

site, may result in the immediate stoppage of site works pending HSE investigations, with hefty fines and possible imprisonment of the contractor’s top management

• These measures helping to reduce the accident rate, in tandem with

producing buildings of high and consistent qualities

(3) Ensuring Legitimacy and Competence of all Workmen

• While a check list reduces the risk of omission, attention should

be paid to ancillary items, essential accessories and components that render the plants and equipment effective in fulfilling their functions on site

• Areas to harbour major plants and equipment on site, shelter,

security and maintenance issues, will all have to be decided upon

(4) Plant and equipment

• Scaffolding may be examined under the headings of external

and internal works, in full compliance to national and local regulations

• Both require quantification and an assessment made of the

amount of time that they will be needed and the time to erect

• Adaptations required after erection, particularly in regard to

attendance on sub-contractors, should be noted

• A suitably firm and level base must be made available for

erection

(5) Scaffolding:

• Advantageous to consult

specialist-scaffolding firms to undertake an overall package

• Mobilisation and installation
• f scaffold systems on site

are detailed into the project schedule, to maximise its use on site, and not to impede works

• It is imperative to complete

high works, prior to the dismantling

(5) Scaffolding (cont’d)

• In places where heavy

rainfall is a norm, additional waterproofing measures in the forms of temporary/portable shelters, waterproofed sheeting … etc. have to be stocked in the site store

• Depending on the region’s climate, all considerations pertaining

to the effects of weather should be viewed seriously (e.g. productivity and work sequences differ dramatically between summer and winter)

• Too hot or sunny conditions can also delay the works and

protection will need to be considered

(6) Protection against Inclement Weather

• The position and properties of the most suitable and available

temporary water supply source for the site

• Upon confirmation of the location, a check with the water supply

authority on charges and availability will follow

• It is rare for a permanent new

supply to be incorporated initially

• Allowances will usually be made in
• rder to provide temporary water

sources at appropriate positions

• In high-rise construction, the pressure levels required have to be

established and the appropriate riser installed as well

(7) Water Supply

• If there are heavy plant requirements, then the service authority

needs to confirm that sufficient loading is available

• Take into account the cost of bringing in a heavy load supply
• On large, complex sites where the permanent supply will suffice,

there may be a capital charge for early installation

• Account must be taken for the provision of mains distribution

equipment, site distribution, transformers, rising main units for taking power to working levels, lamps and the like

• Endorsement by either an Electrical Contractor or Professional

(M&E) Engineer may be required, prior to commissioning

(8) Lighting and Electrical Supply

• Visits to the site, inspection of drawings and the BOQ will identify the

line of permanent access points and the nature of construction

• It will then be possible to decide whether roads can be constructed at an

early stage and allowance made for maintenance

• Alternatively, it may be preferable

to lay the base and allow for making up to the proper level prior to applying the finishing layer

• The need for additional temporary roads will have to be assessed and

the most suitable type of construction selected, paying attention to the usage/traffic expected and the nature of ground

(9) Temporary Access

• Likely weather conditions may affect the design of temporary

roads

• The lack of sound, hard access roads on and around the site can

be a financial disadvantage (e.g. care given to the siting of deliveries will lessen wastage and spoilage)

• On the other hand where temporary hardstands (paved or

stabilised area) do exist, there will be additional costs of demolition and clearance at a later stage

• In many instances, staff personnel make their own arrangements

to travel to and from the site

(9) Temporary Access (cont’d)

• Temporary car parking lots will usually be necessary, and the visiting

consultants and on-site client’s representatives will usually request for a few private lots as well

• Apart from physical access, distribution will require investigation
• Plant may cover vertical and horizontal movements but invariably

distribution gangs will be involved

• Reconciliation with what the estimator might have included in his rates

as tendered over and above basic unloading and storage, is vital

(9) Temporary Access (cont’d)

• For projects that allow and practise the accommodation of workers on site,

care should be taken in the siting proposals to ensure that the 'set up' is located in the most effective place, (e.g.) far away from the public and major site operations

• The provision of mobile portable-cabins as temporary accommodation in

the very early stages can be beneficial whilst preliminary excavations are carried out and the sub-base laid

• Accessibility is another vital factor. Consideration should be given to the

provision of paved ways connecting the various buildings and the site

• The provision of good store sheds, open storage areas and secured

storage on site, is important and necessary to ensure proper stock-keep, maintenance and security of both materials and equipment

(10) Temporary Site Accommodation and Stores

• Subject to contract requirements that may require a contractor to

furnish accordingly to detailed specifications, the site will require temporary phone, facsimile and internet connections, as with basic computer setups including all peripheral support equipment, phones and fax-machines

• Both the contractor and the client’s site representative will each

have a separate set of the necessary equipment and connection lines

(11) Temporary Information & Communication Technology (ICT)

• Traffic problems, hazards and requirements will vary from inner-city

sites to rural areas

• In accordance to local traffic regulations and in consideration of the

locality of the site and its proposed access, the contractor will have ensure he does not impede the existing traffic flow

• He will also have to enhance

localised traffic safety by means

• f approved barriers, signage

and the like as a result of his transportation requirements both

• ff and onto site

(12) Temporary Traffic Diversions and Signage

• Essential routines and task delegations ranging from minuting of site

meetings, cleaning of washrooms and site compound, plant maintenance, store accountability…etc, would be better planned prior to site establishment

• The routines must be flexible to allow for varying conditions. It should be

made clear to all concerned that they are the conditions under which the works will be administered

• This will help to create a smooth running site, increase efficiency, obviate

misunderstanding and ultimately produce a more satisfactory conclusion of the contract for all concerned

• The plan cannot be put into effect by one individual, as it requires the

support of all who must work as a team with one aim in view.

(13) Planning of Site Routines

• Contingencies and considerations can range from escape routes,

fire-assembly points, location of nearest accessible telephone, emergency contact numbers, location of the nearest medical facility, telephone number of the local police station, after-hours contact numbers…etc.

(14) Procedure in Cases of Emergency

• The site layout is commonly divided into ‘administrative’ and

‘construction’ zones (1) Administrative Zone:

• Includes stores, offices, sub-contracts’ huts, canteen and

similar accommodations

• Locates with quick access to the site area for control reasons
• Ease of connectivity of telephone facilities for communication,

electricity for power, compressed air for equipment, as well as lighting and heating facilities for office huts

• Careful initial site planning is required to minimise to moving
• f administrative area during the contract period

General Site Layout

• The site layout is commonly divided into ‘administrative’ and

‘construction’ zones (2) Construction zone:

• Includes the actual site of the buildings being constructed
• Materials and equipment positioned to minimize the time of

handling and movement

• Areas properly identified beforehand to avoid the possibility of

dumping materials in the wrong position

General Site Layout (cont’d)

(a) Site Conditions and Access

• Site conditions will limit the type of plant that may be used
• Wet sites: need to use tracked machines in the case of excavators

and mobile cranes, and dumpers for transport

• Sloping sites: make the use
• f rail mounted cranes

unsuitable or uneconomical

(2) General Construction Zone Layout

• Confined sites: insufficient room for a mixer
• r mixing plant and may need to use truck

mixed concrete

• Site closely surrounded by tall adjoining

buildings: use of a derricking (or luffing) jib crane rather than a horizontal jib crane in order to be able to rise and clear the buildings

• Limitation of access

(a) Site Conditions and Access (cont’d)

(b) Plant (General considerations: capabilities, limitations)

Excavation plant/equipment:

• The type of excavation to be carried out
• The nature of the soil to be excavated
• The volume of soil to be excavated
• The length of haul to tip and the terrain over which the

machinery has to dig and travel Handling plant/equipment:

• Quantity and nature of materials to be handled
• Degree of tower crane’s utilisation
• Avoid ‘double handling’
• Sitting of hoisting plant, materials dumps and mixing plant in

relation to the building and to each other Class activity: In your group, create a list of excavation plant or handling plant or lifting plant or transport related plant. Identify relevant features, how to chose one, capabilities and limitations of each type.

(2) General Construction Zone Layout

• When an individual accepts the site responsibility of a contract,

he must be prepared to accept the full responsibility for everything that takes place on the site, both directly, and in many cases, indirectly

• It is essential that he must be given authority to implement his

responsibility

• The individual has to be empowered as a ‘SM’ who shall

represent, act & decide for & on behalf of the contractor

• People concerned with a contract are subject to acts of omission

and mistakes. Site manager’s duty is to ensure that all essential notifications & applications have been made to the relevant contract parties & authorities

Site Manager’s Duties

• The site manager and his office planning staff will conceptualise in-

house plans outlining schedules, details and guidelines to control the day to day running of the contract on its project site.

• The site management team must familiarise themselves with the

contracted scope of works, from which execution guidelines such as detailed project schedules and method statements could then be produced, with lists highlighting procurement strategies, essential statutory submissions, insurance coverage and the like

• Thorough clarifications must always be sought by the contractor from

all relevant contract parties and authorities in order to minimise possible ambiguities arising from misinterpretations of the main contract documents

Site Manager’s Duties

• Site administrative work is important and could help in all

productive aspects of construction, and proper documentation enables not

• nly

a comprehensive archive for future benchmarking purposes and an invaluable source of documentary support in the unfortunate event of a legal dispute

• The site manager has to first outline the various paperwork and

templates commonly used and required by his company, and tailor a system to suit the needs of the contract; a system designed to help comply with the law, and to operate the site efficiently and safely What are the common documentation and forms on a construction site office?

Site documentation and forms

(a) Plans and Assessments

• The outline Health and Safety Plan can be used as statements of

intent to advise the client, consultants and authorities on how Health and Safety shall be managed during the construction phase

• f the contract
• Outline the hazards and risks identified during the tender stage
• Other plans and assessments include: project programmes, site

rules and regulations, method statements, assessments (e.g. risks, hazardous emissions, security, materials quality, manual/mechanised handling and the like), fire plan etc.

Site documentation and forms

(b) Check lists, diaries and records

• Site induction list
• Contractor’s registers and records
• Site set-up checklist
• Daily safety checklist
• Pre-work checklist
• Site works and safety diary
• Training records
• Minutes of meetings
• First aid checklists and registers
• Visitors book
• Accident book…etc.
• Inspection forms recording lifting inspections, scaffold inspections
• Quality assurance forms and records

Site documentation and forms

(C) Licences and Permits

• These are issued to allow certain types of work is a control

procedure which may be issued for virtually any nature of works and has historically, been reserved for what would be classified as a high risk activity or task

• These are used in areas such as hot works, roof works,

confined spaces, mechanical and electrical works, excavation works, piling works etc

• They are issued by and returned to senior site management

and enables the site manager to maintain a close track of when potentially hazardous work is being carried out and by whom, so as to ensure a safe method of work

Site documentation and forms

• The process of creating an efficient document control can produce

major cost benefits in the area of cycle time

• Integrating a document control process through the design,

materials, construction/manufacturing, and project planning and control functions which tracks a document from creation to destruction will ensure that the correct design revisions, design standards, codes/regulations, tests, and customer specification requirements are available at the current revision level when needed

Site documentation and forms

• To satisfy requirements, a formal document control system must be

established for all major documents

• This system must have the capability to automatically track and

support online inquiries about the status of supporting documents

• Automatic notification of a design change must be initiated to

ensure all of the necessary supporting actions are taken

• Due to the large number of documents, extreme care must be

taken in the development of this system to ensure ease of data input and use, or the complexity will prevent wide-scale acceptance

Site documentation and forms

• The entire package of documents required to support a work

package must be available before the work begins in the office, shop, or field

• These documents must therefore be scheduled and tracked to aid

the completion of an element of work in a timely & accurate manner

• Engineering documents include drawings, bills of material, material

specifications, design and performance calculations, relevant codes, specifications, inspection and test reports

• Commercial documents include supplier/vendor documents and

standard forms

Site documentation and forms

Class Activity; In your group, identify the options, benefits, limitations, challenges and features of one of the following; 1. On-site procurement; 2. Centralised procurement, 3. Sub-contracting, 4. Direct recruitment

Site Procurement

• Many people on a construction site are involved in procurement

processes, so it is necessary to ensure that the Site Manager is fully aware of what everyone is doing in this process as he is responsible for all cost expenditure and value on a project

• So ordering (whether or not the final placing of orders is done
• n the site or in the local head office) must be done

competitively and systematically, including

• The QS’s organising sub-contracts,
• The Site Administrator organising material and plant,
• The Contract Manager recruiting staff

Site Procurement

Site Procurement

• It is unlikely that the company will be able to fill all the site staff

positions from internal transfers and so the site management will have to recruit and train other staff members

• There will be a number of options available to choose from:
• Permanent salary staff;
• fixed term salary staff;
• agency monthly staff;
• agency weekly/daily staff
• Permanent or fixed term monthly staff are the most cost effective on

an ongoing basis but training, start-up costs and redundancy costs need to be considered as the breakeven point on these posts are around 15 months

• Most major projects will last longer than this, e.g. a new high school

would take around 20 months to complete on site

Site Procurement - Staff recruitment

• However, performance risk will lie with the procurer and if the person

proves to be unsuitable, it is a costly mistake to make

• On the other hand agency recruitment gives flexibility to lay off

whenever the moment arrives and to replace an unsuitable member

• f staff at short notice without penalty
• The key skills that the Managers are looking for are knowledge and

authority, experience and personality

• These skills will be tested on a construction site by conditions and a

challenging labour workforce

• So appropriate recruitment is a key factor in the success of a project

but this must always be done within the available budget

Site Procurement - Staff recruitment (cont’d)

• Very rarely will a company be able to keep a permanent labour

force employed and available when needed on for a site

• Notwithstanding the company’s sub-contracting policy and

practice; there will always be a requirement for workmen to be recruited

• As a result of the short-term nature of the work and activities

many workmen will have experienced being laid off many times

• This task is usually undertaken by the General Foreman and he

will hope to recruit through a trusty address list or by word of mouth

Site Procurement - Labour recruitment

• Mostly he would hope to recruit people who are already employed

(ensuring a degree of skill and training) and he would hope to entice them away with the prospect of better wages

• Again recruiting and employing on a “full time” basis is the most cost

effective in the long term but if this employment is only going to last a few months then agency recruitment is an option worth pursuing

• However, the quality of the these agency workers may not be

suitable and more supervision costs are likely to be expended on the site

Site Procurement - Labour recruitment (cont’d)

• Plant and Materials are routinely procured from site. In many cases

this is controlled from the local head office with the site staff preparing requisitions for both with the office sending out the orders

• The requisitions must specify the exact site requirements that will be

set down in the company procedures and the project requirements

• However, on many occasions the requisitions will specify the details

agreed in negotiations with a supplier

• Often the site teams are in the best position to negotiate for project

specific plant or materials and the office is used as a checking process to confirm that the selected items are providing value for money and within the cost allowances

Site Procurement – Site Buying

• However, on the majority of occasions the office will be in a better

position to find and negotiate with suppliers

• They will be aware of companies requirement say, for example,

concrete, and they will be able to seek bulk discounts and use the company’s buying power to secure the best deal

• The actual project requirements will be detailed on the requisition

and the order will be specific to the site

• In addition to this bulk buying the site will, from time to time, need

to purchase random small items to support the works

Site Procurement – Site Buying (cont’d)

• Often this is done with a Builder’s Merchant who will provide the

company with a price list and a discount structure depending on the quantity of orders in a month (usually within the whole company rather than on a site specific basis)

• This allows materials to be purchased at short notice to ensure

continuity of production on the site

• The site may even be given a credit card to use for even smaller

purchases from the local DIY store, subject to a monthly credit maximum

• These items will not be procured on a competitive basis but will aid

the smooth running of the site

Site Procurement – Site Buying (cont’d)

• Sub contract procurement is done by a combination of site and office

processes

• The tender bid should contain all the sub-contract quotations received

as part of the tendering process. This needs to be thoroughly checked to ensure that any subsequent order meets the contract requirements and the contract programme

• The tender price may also not reflect the current market and other

suitable subcontractors may have become available

• There may also substitutes available for the specified material
• So market testing is essential to ensure that the order is placed with

the sub-contractor that provides the best available value

Site Procurement – Sub contract

• rders

• Before placing a sub contract order the QS must establish all the

exclusions and attendances that the sub-contractor anticipates

• They will normally be provided with canteen and welfare facilities as

required by law but they may have priced assuming free electricity supply, waste disposal or even all standing scaffold

• It is a serious mistake if these “attendances” are not fully specified in

the sub-contract order

• One other option for securing the best value subcontract is to

choose a “labour-only” option

Site Procurement – Sub contract

• rders (cont’d)

• All site buying must be supervised by head office
• Significant orders could result in significant profits or loss
• Most major organisations do checks and controls to prevent the site

management team placing orders that are not sanctioned

• This will include comparisons to the tender rates and to market rates

and this will be done at a senior level

• It will also include checks that the particular supplier or sub-contractor

has not preformed badly in the past

• Vendor assessment processes form part of many quality plans and

ensure that orders are not misplaced and regretted later

Site Procurement – Procurement Controls

• Much site procurement is undertaken in conditions that are far from

ideal

• The site staff are under pressure to deliver the project on time, budget

and to the necessary safety, quality and sustainability

• Often procurement processes are condensed to match the site

programme and often insufficient time is allocated, particularly if the initial pricing is not affordable

• This puts more pressure on the procurement process and, eventually,
• n the site construction programme if insufficient manufacturing time is

left after the order is placed

• All too often orders are not placed with the most cost effective provider

because he cannot then meet the programme

Site Procurement – Procurement Issues

56

What is Lean?

The core idea is to maximize customer value while minimizing

• waste. Simply, lean means creating more value for customers

with less resources.

57

• “Muda” is the Japanese word that means “waste”
• There are many activities on production processes that
• rganisations follow without giving a second thought.
• These are the activities that consume resources without

producing value.

• The “muda” examples can be mistakes that had to be rectified,

such as, transport of goods from one point to another without any purpose

Waste/ Muda

58

Taiichi Ohno was the Toyota executive who identified the first seven types of muda.

• 1. Overproduction
• 2. Unnecessary transportation
• 3. Inventory
• 4. Motion
• 5. Defects
• 6. Over processing
• 7. Waiting

Taiichi Ohno (1912-1990)

59

Kindly write down 3 conclusions of your own for this lecture.

Conclusions