SITE MANAGEMENT TIPS- MECHANICAL, ELECTRICAL AND PLUMBING

It is common to many of us, who are working as a site engineer, to not know how to run the sites and execute the plan anymore. We come across Variety of Problems like economic problems, Materials shortage, lack of proper knowledge and not knowing what to do anymore.  So, been through such problems, I have come up with some of the common solution we must be aware before running any activities in sites.

WORRY ABOUT THE WORK, NOT THE PEOPLE: Don’t Ask the Employee or workers, where are they? Ask them, “is the work done?” Because, they are hired for the work. Not the location.

While design

o   Not more than required

o   Not less than necessary

o   Always focus on goal in each step and ask: does this provide the required output?

o   Does this reduce the material consumption providing the quality without compromise?

o   Does it affect the other that depends on it? Eg. Light depends on hvac installation.

o   Will the design consume fewer materials? Can it be designed for less consumption?

o   Will it disturb other components if it is to taken for maintainence?

o   Take the view of client regarding if the system is needed or not.

o   While designing, take care if there is beam above the machine and try to eliminate it.

Before Starting The Site Work-In Office

1.      BOQ

2.      Design

3.      Check Boq As Per Design

4.      Match The Quantity

5.      If Quantity Does Not Match Let The Client Know

6.      Make Decision On Materials And Design For Routing As Per Site

7.      Order Materials So It Reaches When Needed

Before Starting The Sitework-In Site

1. Make The Store: Select The Storage Such That We Don’t Have To Shift The Materials Urgently From There Due To Any Work There. Also, Arrange Near The Road To Avoid Carrying Through Long Distance.

 

AFTER STARTING THE SITE

Check the ordered materials if matches the requirement

1. When design changes

2. When requirement changes

3. When equipment capacity changes later by mutual agreement

4. Check also the fittings and other things that varies with the one changes and overall system

 

A small change in the site can lead to big change in the system associated with it like piping size, machine size and power supply. Take care of all these things.

 

When the position of equipment changes, take care if the power supply is at the same position or not.

1. WORK BREAK DOWN STRUCTURE In order to develop the needed objective facts you need to understand the basic project management ecosystem. Step 1 is developing an accurate WBS. Step 2 is accurately estimating work package and task durations. Step 3 consists of the two disciplines of developing the project schedule and analyzing its critical path. Step 4 is evaluating the results. Step 5 is reconciling the budget and estimates and communicating the objective facts to the appropriate stakeholders. Step 6 is to return to Step 1, make any needed revisions, and reprocess the project. Let’s look at how this systematic approach solves the problem of estimates that exceed budgets.

The key to how the system resolves the problem is Step 3. When the project schedule is created and the critical path is analyzed, the variables that are driving the time and cost facets of the project are objectively isolated. As the results of Step 3 are evaluated (in Step 4), the causes of too much optimism on the part of the customer and marketing team are isolated. Likewise the evaluation isolates the causes of too much pessimism on the part of the project team. Classically, a misperception of project risk is at the center of the misalignment. When the customer and marketing team were considering the three variables of a project---time, cost, and quality---the information that they were considering was most likely incomplete. In order for the information to be complete, it must include an accurate understanding of how the three variables interact. Yet that information isn’t really available until the project manager and team work out the project schedule, because defining the logic of those interrelationships is a vital part of the scheduling process.

2. PERT method

3. WAG is “wild guess” and of SWAG is “scientific wild guess.

4. [Progress = f (Difficulty * Work Velocity)]

 

Manage workflow, not people: When we start to control people where they go, what they are doing in the office time, it feels like they are controlled and feels suffocated. Instead ask, is the work done? What it takes to complete the task? Give them the responsibility to finish the task and let them know that you are expecting them to complete the task and get help from you when difficult situation arises. Let them know that you are there for when they are confused.

KANBAN METHOD

https://getnave.com/blog/what-is-the-kanban-method/

 

Estimates are predictions based on intuition, guesswork, or judgment. The prediction is communicated as a single value, and it doesn’t involve any probability of its occurrence.

Forecasts, on the other hand, are based on past performance data. The prediction is delivered as a range of values and the probability of those values occurring.

Forecasting is faster, cheaper, and more reliable than estimating.

 

DELIVERY: MATERIALS MANAGEMENT IN SITE

For any work to accomplish in the site, first you need to know following things.

1. what should be done?

2. what materials do you need? What manpower do you need to accomplish the task? Estimate the work flow for a weeks’ time based on urgency i.e. which task to complete urgently and prepare materials requirement based on it.

3. Contact the vendors for materials.

4. Contact the contractors for Workers.

5. Is the site ready for work? Or there is obstruction?

6. Send the materials and tools to the site and then the workers.

7. Check if the materials are received of the required brands and qualities and also quantity.

8. Check the BOQ Quantity, Stock quantity and Required quantity before every new order to avoid over ordering of the materials.