RESULTS AND DISCUSSION Hydrolysates characterization
III. Identification of dipeptidyl peptidase IV (DPP-IV) inhibitory peptides from vegetable protein sources
6.1 SITE LAYOUT DESIGN
Main items of site layout design
Building/structure under construction
Main equipments
Auxiliary plants, yards, workshops
Stores and deposits
Site management offices
Sanitary/welfare rooms and buildings
Temporary roads
Electric power supply
Water supply
Storm-water drainage, dewatering
Waste/contaminated water treatment, sewer.
6.1.1ON-SITE MAIN EQUIPMENTS Cranes (tower cranes)
Manipulation area to be served/reached Location of other main equipments, cranes Height of beam
Dimensions of effective lifting area served/reached Base frame – fixing (anchoring)
(Pre-)Assembly of beam - spreading
Assembly of crane by auto crane - climbing Other objects on the area to be served Elevators
Proper location of feeding/picking area has great effect on performance
Easy delivery of materials into the building should be provided in long period of Construction
6.1.2 AUXILIARY YARDS, PLANTS AND WORKSHOPS
Rest of work is organized to central production plants. Less on-site processing can be
performed at (supported by) special on-site plants.
Potential auxiliary plants and yards Wood yard (formwork, shutter, timbering) Steel yard (reinforcement processing plant) Batching (concrete mixing) plant
On-site prefabrication/pre-assembly yard
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Yards and workshops functioning rather as stores Plumbers yard and workshop
Its significance is vanishing due to more and more wide-spread use of formwork systems Irregular/unusual forms in architecture may recover (revitalize) its use
Storage: On sleepers (e.g. on concrete beams) laid on spacers (ventilation/airing)
Cutting: Power-saws located under shelter
band-saw : circular-saw ( properly located for to cut any sizes of log or timber )
Assembly: in joining yard
Infrastructure: electric power supply – buried cable
water supply – fire plug (hydrant)
road and surface
gravel-typed dry/hard surface
access for transportation
fencing/enclosing needed
by size and by mechanical characteristics (type, quality)
Cutting and bending
bending equipment(s), power tools
linear
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On-site batching (radial or tower-system) plants are typical rather at distant, („Greenfield”)
Investments. At municipal (in-city) sites less frequently applied.
Functional units
Mixer, stand, dozing partition
Cement-silos
Radial deposit for fractions of aggregates (+ dragline excavator/feeder) Infrastructure
Electric power supply (high consumption, separated supply)
Water supply (high/intensive consumption) Road and surface
Access around the aggregate-deposit must be provided
Receiving cement transport – parking/loading bay
Supply, reach/access/service of mixer – height of stand
Hard surface (cover) under aggregate-deposit 6.1.6 STORES AND DEPOSITS
Considerations
closed (lockable) stores
shelters : open deposits , special stores, Closed stores, mostly containers, sometimes store houses, buildings, or parts/sections of some existing on-site buildings
Shelters
Temporary structures (enclosed or fenced)
Open deposits: hard surface (covered and/or enclosed)
Special stores: special storage (safety, protection, hazard) regulations.
6.2 SITE OFFICES AND OTHER BUILDINGS
6.2.1 Temporary building structures located close to the only port/gate of site (in a „neutral zone/corner”)
container
special ready-made (pre-assembled) building
(separate section of) existing- or under-construction building 6.2.2Site management offices
single container
office rooms, cabinets,
documents‟ archives, office-technology rooms
meeting rooms
lavatory
refreshment room, tea-kitchen, (drink/food automat)
sub-contractors offices (as contracted)
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emergency- or „clean” room (first-aid room for case of accidents, wounds) Changing room, dining room, shelter (if any)
sized for average workers‟ staff
container
shelter van
special ready-made (pre-assembled) building
refreshment room, buffet van
(drink/food automat) Sanitary
sized for maximum workers‟ staff
lavatory/wash-basin as fixture in container or in building
toilet
wash-down toilet as fixture in container or in building 6.2.3 TEMPORARY ACCESS ROADS
Even if no any structure was constructed as temporary road free access to all location on site must be
provided during over-all time-span of accomplishment!
Horizontal alignment
single-lane
roundabout access
controlled only entrance and exit (gate)
turning and man oeuvres of vehicles
designed in accordance with the traffic (usually 12-14m) 6.2.4TEMPORARY ELECTRIC SUPPLY
Demand w : engine/equipment (pile driver, batching plant, tower crane, etc.) w: power tool (power saw, poker vibrator, vibro-hammer, etc.)
w: illumination, lighting (lamp, spotlight, reflector tower, sign, office, etc.) 6.2.5 TEMPORARY WATER SUPPLY
Demand technology (concrete, plaster, paint, earthworks, etc.) Sanitary (drinking water, cleaning, washing, etc.)
Fire protection (emergency water tank or water reservoir) 6.2.6 WASTE- AND STORM WATER DRAINAGE
To be provided for
technology wastes and cleaning ( must be collected and treated/transported )
sanitary ( if possible can be driven to public sewer system, other ways must be collected )
storm water and ground water ( driven to natural outlet )
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6.3 SITE MOBILISATION
A very important component of site management is the organization.
Depending upon the size and nature of the project, the organization would coordinate and carry out activities as determined.
The success of a project very largely depends upon the commitment,involvement,attitude and understanding amongst the project team.
A very close coordination needs to be maintained by the project manager with client/
owner, consultant, vendor/supplier, sub-contractor and local authorities.
In view of uncertainties, the project manger & his team must rise to the occasion and innovate ways & means to come out of the crisis or a difficult situation as & when it develops.
6.3.1 SITE MOBILIZATION INVOLVES THE FOLLOWING 1. Enabling works:
• Under works of this category, structures which would facilitate undertaking the actual project work are included in the master control network & planning. In a large project running into cores, enabling works itself will form a mini-project. Enabling works will include:
(a) Fencing/boundary wall around the project, fixing security check post and gates.
(b) Camp for engineers, supervisors & workmen (c) Store for materials
(d) Construction plant & equipment:
(1) Static plant such as concrete batching plant, pre-cast concrete element plant, hot mix plant etc.
(2) Mobile plant such as dumper, bulldozers, transit mixer, concrete, compressor, trucks, bitumen sprayer, road roller etc.
2) Workshop:
• For maintenance of plant and equipment(static & mobile), it is necessary to have a workshop which will undertake maintenance, repair, overhauling and major replacement of equipment.
• The workshop should have a small machine shop attached with lathes, drilling machines,welding,sheet metal work and also battery charger, tyre repair etc.
3) Quality control laboratory:
• For testing of material and building component, it is essential to set up a quality control laboratory at site.
• This laboratory should test materials such as cement, sand,aggregate,bricks,concrete etc.
• If any item needs to be tested for which facilities are not available at site, then such samples are sent to reputed laboratories/research institutions for testing.
4)Stores and stacking yards:
• In the project site, open storage is necessary for maintaining the material in good condition.
• Cement is usually supplied in bags which are stored at site in covered shed.
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• If more than 10 bags are stacked, then the lower bags tend to set, making cement non-usable.
5) Services:
• The site camp is to be provided with services like electric supply, sewage disposal, communication, power, telephone ,&water supply
• In order to carry out the enabling work which is required at the very initial stage of the project, a team is sent in advance to the site for building up all temporary structures, services required for enabling works.
• On the other hand, if a project team that has been assigned with the main work is to first build up enabling works, a lot of time is lost in the project.
In some international projects and some major projects within the country, structures are being adopted for the site camp which is of portable nature.
6.3.2 GOOD SITE MANAGEMENT TECHNIQUES 1) Well laid out site:
• A tidy and workmanlike site is important because it helps the contractor to operate more efficiently and saves wasted time & resources. Secondly, it shows the client that the contractor takes pride in his work.
2) Site office for supervisor:
• The site supervisor should be provided with an office where he can keep the drawings, documents, update the bar chart programme and prepare labour, plant and material returns as required by head office.
• When the project manager or any authorised person as contractor visits the site, he should make sure that upto date drawings, client‟s instructions and other information is available 3) Training foreman:
• The foreman is in the frontline of management and he will always perform better if he is made to understand that he is a member of team rather than an as a person to take orders.
• It is worthwhile taking a little time to explain the reasons for requiring them to keep the site office tidy and submit time sheets regularly rather than simply saying “it has to be got done”.
4) Reducing waiting time:
• Waiting time is far too common occurrence on many sites e.g. operators wait to be told as to what to do next, lorry drivers wait while the foreman goes off to the supplier for an urgent item and the concreting gang has to stop until the fitter comes out to repair the mixer. „Waiting time‟ is a polite way of describing wasted time and wasted time means wasted money. This can be eliminated provided a site management plan is prepared in advance.
5) Reducing movements:
• Half of the man hours that is expended on a construction site are concerned with the movement and handling of materials. Much of this time could be saved, leading to greater productivity and lower costs, if the site layout has been planned from the start of job to minimize unnecessary movements.
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6.4 SITE MANAGER (EXECUTION)
• The first step in opening a site is to post a person to be the site in charge.
• Running a site is a full time job and this job must be given to person who is qualified and has got experience of work at sites.
• He/she should be a competent person with definite direction and strong inspiration, a natural leader with pleasing personality for leading a team of men successfully.
The following things are expected of a site manager:
1. KNOW THE CONTRACT:: He should thoroughly read the contract and should be knowing the contractual obligations and specifications so that the quality of performance is improved.
2. STUDY THE PLANS:
He /she is expected to have the plan before him and ensure that the key men of the site team look at the plans as often as possible.
When the target dates of approaching events & milestones stares, it will accelerate the speed of the whole team.
3. READ THE ERECTION MANUAL
The erection manual must be read so that whatever is not clear should be discussed and clarification should be sought in advance.
In this process, the manager must ensure that his team members become competent enough to attend to the erection job so that he can concentrate on other activities at the site
4. MOBILISATION OF RESOURCES:
Apart from the items mentioned in the mobilisation checklist given by the planning manager, there are requirements of various registrations under relevant law for starting a new establishment employing people.
Resource mobilisation shall be done as per the plan of head office in line with the work schedule, keeping the time, quality and economy in mind. If something planned by head office is unnecessary @ site, it is not necessary to do that. But, if something more is to be done, permission is necessary for budget allocation.
5. DIVIDE THE SITE INTO MANAGEABLE SECTIONS:
If the site is unwieldy, divide it logically into units/sections/divisions and put an
engineer/foreman in charge of each. Allocate the resources according to the needs. In allocation of resources, diversion should be made possible by ensuring least wastage &
idleness.
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The manager must train the supervisors to do the work well, guide them in every step until they become competent enough to take correct decisions at their level independently, and motivate them by delegating more responsibility in recognition of their competence in their assignments. All key men @ site must be trained to know the scope, capacity, their use, maneuverability and use of machines that are used in site. The manager must delegate part of his authority to subordinates so that they can exercise control over the resources to the extent necessary for carrying out their responsibilities efficiently.
7. SITE BUDGET:
The head office consolidated budgets of various items of inputs and outputs for the whole site. It is necessary to break them section wise and delegate responsibility to section heads so that they learn to work independently & produce results. Measure & compare the
performance every week.
8. REMOVE CONSTRAINTS:
As a site manager, he /she should ensure that constraints are foreseen by way of advance planning of drawings, foundations, clearances, material indents,
Working fronts, erection schemes etc so that they are removed in time. All constraints will cause delay and delay will cause financial loss to the organization. In construction work,
“time lost is money lost” and hence the site manager is always under emergency.
Narrating excuses will not help and what stands at the end of the month is figures of achievements. He should be a “creator” and should not wait for things to happen by themselves without human effort.
9. CLOSELY MONITOR ACTIVITIES:
The site manager‟s task doesn‟t end by making resource allocation and holding of meetings. Instead of team leaders coming to manager for guidance,
The manager should go to them for monitoring the performance, and where ever necessary, should guide them before any damage is done.
No construction manager worth his name should say “Progress is poor because of failure of an engineer in charge of some activity”. As the boss of site, the manager should know the daily progress in every area of work, measure it and compare it with the planned programme and take effective steps for the same.
10. MANAGE TIME
At the construction site, there is always pressure of work and lack of time. The manager should learn the art of time management in a better way.
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