A project?s success is often measured by whether
\nthe completion and milestone dates were met, if it came in under budget, and if
\nthe job was well planned. Due to construction and scheduling requirements, the
\nemphasis on project planning is becoming increasingly important. Generally,
\nlabor will make up 65% or more of installation and\/or removal costs. During any
\nmajor project, the labor will involve the mutual cooperation of many crafts,
\nincluding boilermakers or welders, mechanics, operators, electricians,
\nscaffolding workers, insulators, sheet-metal workers, and bricklayers (for
\ninstalling refractory). These trades will also interface with engineering,
\nprocurement, project management, and project planning personnel. Any delay or
\nproblem with the material procurement, labor interface, or work assignments may
\nimpact the entire construction schedule. It is important to understand that a
\nsuccessful project begins with careful job planning. A carefully prepared plan
\nincreases the likelihood that all project goals will be met.<\/p>\n
With the wide variety of labor
\ncrafts, it is critical to define their responsibilities. Each has its own
\nunique job classifications and by-laws. The following is a short synopsis of
\nwork that each craft may be responsible for. The list is not all-inclusive, but
\nrather gives a summary of general work responsibilities for different labor
\ncrafts.<\/p>\n
Players in the Project<\/font><\/b><\/p>\n <\/UL><\/p>\n The Job: Adding Insulation to Equipment<\/font><\/b><\/p>\n Consider the following scenario: A power plant Taking Action<\/font><\/b><\/p>\n The operators The next step was implementing Since the heat shield was designed for personnel protection, the type of This case is a perfect example Key Steps for Project Success<\/font><\/b><\/p>\n In addition to team cooperation, the following 1. Understand the job scope.<\/font><\/p>\n Prior to starting a job or project, you must Rule number 1: The more you know, the better things go.<\/font><\/span><\/p>\n 2. Perform a job site walk The next step is the review of the current site Rule number 2: Walk the work area and visualize the project.<\/font><\/span><\/p>\n 3. Calculate layout and The next step is establishing the material Rule number 3: Layouts and take-offs are essential—not 4. Establish labor costs and It is at this time that labor and material Rule number 4: Man-hours set the schedule.<\/font><\/span><\/p>\n 5. Establish or create a Once all the crafts and departments have submitted Rule number 5: Schedules create daily tracking and interface 6. Establish ownership and It is time to Rule number 6: Craft ownership creates cooperation.<\/font><\/span><\/p>\n 7. Man-load each work area.<\/font><\/p>\n The next step is Rule number 7: Scrutinize and plan even the smallest of 8. Establish trailer and work In addition to man-loading requirements, the Rule number 8: Fabrication shops and storage areas keep the 9. Consider material handling Weather-damaged materials or difficulties getting Rule number 9: Have enough material While problems occur on every project, and additional work is always A project?s success is often measured by whether the completion and milestone dates were met, if it came in under budget, and if the job was well planned. Due to construction and scheduling requirements, the emphasis on project planning is becoming increasingly important. Generally, labor will make up 65% or more of installation and\/or removal<\/p>\n","protected":false},"author":[71],"featured_media":0,"template":"","categories":[24,21],"class_list":["post-6861","articles","type-articles","status-publish","hentry","category-contracting","category-business-managment","author-gary-bases"],"acf":[],"yoast_head":"\n<\/p>\n
\n(e.g., boiler water wall tubes, steam drums, weld casing, and plate)<\/span><\/p>\n
\nmotors for fans and equipment<\/p>\n
\nthe systems that support it (e.g., feed-water heaters, turbines)<\/span><\/p>\n
\nand repair electrical systems, including thermocouples and temperature probes<\/p>\n
\nworkers—<\/font>build and dismantle scaffolding<\/p>\n
\ninsulation and pipe jacketing<\/p>\n
\nworkers—<\/font>install outer lagging<\/p>\n
\nrefractory and brick<\/p>\n
\nsafety engineer is concerned about personnel protection and energy efficiency
\nat a newly installed fuel feeder spout area on the steam-generating unit. The
\nmanufacturer of the fuel equipment did not require any thermal insulation;
\ntherefore, no insulation was originally designed or installed. After the unit
\nwas in operation, the boiler operators realized the lack of thermal insulation
\ncreated a hazard and took action to add insulation to ensure the safety of all
\npersonnel.<\/p>\n
\norganized a team consisting of those responsible for operation, mechanics,
\nelectric, welding, engineering, insulation, and lagging. They discussed the
\nproblem and agreed that a thermal shield needed to be designed and installed.
\nThis shield would allow heat to radiate off the spouts and protect personnel
\nwithout causing excessive heat loss.<\/span><\/p>\n
\nthis plan, which required engineering, design, and installation. Engineering
\ndrawings of the proposed heat shield were drawn up, and labor projections and
\ndurations were established.<\/p>\n
\ninsulation used was less critical than the cost. The total cost of the project
\n(labor and material) had to be kept at or near the expected forecasted budget.
\nThe design used a mineral wool board that could be impaled on pins. The outer
\nlagging material had to match the existing lagging that was used on the
\nsteam-generating unit. A carbon steel framework of angle iron welded together
\nby the welders (boilermakers) would complete the design. Thermocouples were
\nlater installed to allow for temperature readings by the mechanics and
\nelectricians. For ease of accessibility to the fuel chute area, rollers were
\nadded to the bottom of the heat shield. The area of work was limited due to
\npipe restrictions, so an area was chosen on the floor below to build the
\nenclosure and the team made sure that once constructed, it could fit inside the
\nelevator.<\/span><\/p>\n
\nof how cooperative action is the key to solving build issues. By having the
\nentire team (plant personnel, labor, manufacturers, and engineers) work
\ntogether, any problem—big or small—can be resolved quickly and efficiently.
\nUnfortunately, many problems are not so easily solved in such a cooperative
\nmanor. In many cases, egos, personal agenda, cost-versus-profit concerns, and
\nlack of knowledge interfere with the ability to work together as a team.<\/p>\n
\nplanning steps are crucial to a successful project:<\/p>\n
\nprepare and understand each and every detail of application and work scope.
\nThis means reviewing all documents, specifications, and drawings, as well as
\nthe current site conditions. A pre-project site visit is always beneficial, but
\nfirst you must read and review all drawings and work scope documents. The more
\ndrawings available, the better the job installation will be. Drawings provide
\nthe necessary information for estimating man-hours, material procurement, and
\nestablishing elevations for scaffolding. Good preparation always saves time and
\nmoney in later stages of the project.<\/p>\n
\ndown.<\/font><\/p>\n
\nconditions. A pre-outage site visit allows you to see how the site conditions
\nwill affect man-loading and material-handling requirements (e.g., rigging,
\ncranes), expected productivity of work, scaffolding requirements, and safety
\nconsiderations. This normally will be done prior to the job outage. In most
\ncases, the steam-generating boiler will be in operation.<\/p>\n
\nmaterial take-offs.<\/font><\/p>\n
\nrequirements. Using the drawings provided in step 1, calculate the quantities
\nneeded to complete the project (tube sizes and lineal feet, refractory and
\ninsulation, etc.). From these material take-offs, materials will be ordered and
\nman-hours will be established (see step 4). The layout and material take-offs
\nare also essential for good labor control, are helpful in planning
\nmaterial-handling requirements, and assist in scheduling and productivity expectations.
\nThe take-offs and layout will most likely be done from arrangement and detail
\ndrawings, although field measurements may sometimes be required. These layouts
\nand take-offs will act as a control document and a source of information
\nverifying that all contract specifications and requirements have been met. They
\nwill also be of great value as a historical document for future work.<\/p>\n
\noptional.<\/font><\/span><\/p>\n
\ndurations of work.<\/font><\/p>\n
\nestimates are created. Estimating man-hours and productivity of the work will
\nallow good field supervision and control. The initial expected productivity
\nwill be based on experience, past studies, and established data base. These
\nestimated man-hours and productivity will be the basis for the job schedule and
\nthe interface with other crafts. Every job or project should include the
\ndurations of the scope and the interface required among the crafts.<\/p>\n
\nproject work schedule.<\/font><\/p>\n
\ntheir hours and work requirements, a work or project schedule must be created.
\nThis can be done with existing computer software or can be as simple as
\ncreating a visual management board like a dry erase board. Either way, this
\nschedule should contain enough information to allow everyone to see where they
\nare in the project on a daily basis.<\/p>\n
\nbetween crafts.<\/font><\/span><\/p>\n
\ncommitment.<\/font><\/p>\n
\ntake ownership of the work and productivity required to meet the schedule. This
\nwill require another pre-job meeting and a walk-down of the entire work area
\nwith the field supervision (i.e., working foreman and project management).
\nThese are the people responsible for running the individual crews and will have
\nthe most impact on your ability to reach the expected productivity. Their
\nfamiliarity with the local work force will help in getting the job done on
\ntime. This walk-down will also help them understand the work scope, craft
\nresponsibility breakdown, material handling and storage areas, and expected
\nproductivity (e.g., square foot of coverage per day, number of tube welds per day)
\nto meet the schedule.<\/span><\/p>\n
\nto man-load specific work locations. This is key to a smooth-running job.
\nProperly man-loading a project will help ensure a continuous workflow (e.g.,
\ntube welding, refractory attachment, welding inner casing, installing
\ninsulation and lagging). Every work area must be scrutinized and planned to
\nensure a well-managed job. Nothing must be overlooked, including the amount of
\nspace available for material storage, the accessibility to unreachable areas,
\nthe amount of workspace available for pre-engineering, and where power and
\nwater hookups are located.<\/span><\/p>\n
\ndetails.<\/font><\/span><\/p>\n
\ntent locations.<\/font><\/p>\n
\nlocations of fabrication shops, work trailers, and storage tents are essential
\nconsiderations. Keep in mind that most plants do not have just 1
\nsteam-generating boiler. Normal boiler operations must not be interrupted on
\nthe other units during the project, so placement of your fabrication shops,
\nstorage tents, or work trailers will be very important. Most crafts will need a
\ntrailer and work tents or shops for pre-fabrication work (e.g., lagging
\nflashing of seams, corners, penetrations, and openings require special
\npre-formed shapes and sizes; and water wall tubes must be cut to size, and the
\ntube ends prepared for welding).<\/p>\n
\njob on schedule.<\/font><\/span><\/p>\n
\nat elevations.<\/font><\/p>\n
\nthe materials to elevation are detrimental when trying to meet a schedule.
\nTherefore, having materials protected and available at the specific work locations
\nwill eliminate wasted time. Make sure that you consider all aspects from
\nmaterial handling (e.g., forklifts and carts, elevator usage, and crane
\nrequirements) to weather protection.<\/p>\n
\nat work elevation (or within 1 elevation) for the entire work shift.<\/font><\/span><\/p>\n
\nbeing added to the work scope, good planning and cooperation will always make
\nfor a successful conclusion. Job planning will help minimize the possibility of
\nproblems and will only enhance your chances for a successful project.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"