SITE AND WORKSHOP MANAGEMENT

BOOK 1

SITE AND WORKSHOP MANAGEMENT

Certificate in Plumbing

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TABLE OF CONTENT
PREFACE ………………………………………………………………………….
ACKNOWLEDGEMENT
INTRODUCTION

1.SITE AND WORKSHOP MANAGEMENT………………………………….…. 1

DEFINITIONS………………………………………………………………. 1
FUNCTIONS OFMANAGEMENT………………………….…. 1
2. IDENTIFICATION OF WORKSHOP SITE……………....... 2
Location ………………………………………………………………………. 2
Space…………………………………………………………………………... 2
Environment…………………………………………………………………… 2
Economy………………………………………………………………………. 2
Furniture
Communication network
Local authority requirement
Essential services for a workshop
3. Regulations governing site/workshop designs

1.SITE AND WORKSHOP MANAGEMENT

DEFINATIONS:
Managementis the act and science of achieving successful completion of a project with the
available resources.
Also, Management is the process of reaching organizational goals by working with and through
people and other organizational resources.
The principles used in management of workshop are similar to those used in managing site.
A site is a piece of ground that is used for a particular purpose or where a particular
thing happens.
A workshop is a room/ building where goods are manufactured or repaired in great quantity for
sale.

Management is characterized in the following 3 characteristics:

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 1. It is a process or series of continuing and related activities.
2. It involves and concentrates on reaching organizational goals.
3. It reaches these goals by working with and through people and other organizational
resources.

FUNCTIONS OF MANAGEMENT:

There are 7 main functions of management that makes up the management process to be a
success.

The 7 main functions are described in the following sections:

1. PLANNING
2. ORGANIZING
3. INFLUENCING
4. CONTROLLING
5. CO-ORDINATING
6. EVALUATING
7. MOTIVATING
8. FORECASTING.

PLANNING:

Planning involves choosing tasks that must be performed to attain organizational goals,
outlining how the tasks must be performed, and indicating when they should be performed.

Planning activity focuses on attaining goals. Managers outline exactly what organizations should
do to be successful. Planning is concerned with the success of the organization in the short term
as well as in the long term.

ORGANIZING:

Organizing can be thought of as assigning the tasks developed in the planning stages, to various
individuals or groups within the organization. Organizing is to create a mechanism to put plans
into action.

People within the organization are given work assignments that contribute to the company’s
goals. Tasks are organized so that the output of each individual contributes to the success of
departments, which, in turn, contributes to the success of divisions, which ultimately contributes
to the success of the organization.

INFLUENCING:

Influencing is also referred to as motivating,leading or directing.Influencing can be defined as

guiding the activities of organization members in the direction that helps the organization move
towards the fulfillment of the goals.

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The purpose of influencing is to increase productivity. Human-oriented work situations usually
generate higher levels of production over the long term than do task oriented work situations
because people find the latter type distasteful.

CONTROLLING:

Controlling refers to checking of performance against the plan and must be continuously.

In Controllingthe manager plays the following roles:

1. Gather information that measures performance

2. Compare present performance to pre-established performance norms.
3. Determine the next action plan and modifications for meeting the desired performance
parameters.
NB: Controlling is an ongoing process.

CO-ORDINATING:
Coordinating refers as theprocess of organizing people or groups so that they work together
properly and well.
Also It can be defined as the efficient, organization of work within a team to achieve a common
objective.

EVALUATING:
This is the process when activities are evaluated at the end of each budget period.
Results should be compared with the targets of the plan.

MOTIVATING:

This is the act or process of giving someone a reason for doing something: the act or process
of motivating someone.

: the condition of being eager to act or work: the condition of being motivated.

: a force or influence that causes someone to do something.

FORECASTING.
Fore casting can be defined as the planning tool that helps management in its attempts to cope
with the uncertainty of the future, relying mainly on data from the past and present and analysis
of trends.
Forecasting starts with certain assumptions based on the management's experience, knowledge,
and judgment. These estimates are projected into the coming months or years using one or more
techniques. Since any error in the assumptions will result in a similar or magnified error in
forecasting, the technique of sensitivity analysis is used which assigns a range of values to the
uncertain factors (variables).

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2. IDENTIFICATION OF WORKSHOP SITE

Workshops are led by experienced students, faculty and staff from departments throughout the
institution and are designed to provide a forum for discussing effective working area.

For an effective workshop identification one should consider the following factors:

1. LOCATION
Location is often the first consideration. Start with any geographical or budgetary constraints.
Often, we pick a location based on where the majority of the workshop participants reside in order
to reduce travel costs.

However, it’s important not to settle for whatever rooms might be available at your office. Many
offices lack spaces that are ideal for workshops, so we recommend that you consider remote
offsite locations. The investment is worth it. Working offsite might be helpful to get people out of
their typical mindset. A change of scenery can be helpful for some companies, especially
environments entrenched in the status quo.

2. SPACE
It might seem unfavorable, but you should carefully consider the details of the room itself. First, it
can’t be too small! Choose a space that is big enough to accommodate all attendees at the table(s).
Don’t forget that you need enough room to move around and huddle at the walls.

A good rule of thumb is to pull all the chairs out from under the table so there is just a bit of space
from the seat of the chair to the table. Is there still enough room to walk past the chair? That’s the
absolute smallest room you should accept! Make sure to select a room that can proportionately
accommodate the expected number of participants while respecting their personal space.

3. ENVIRONMENT
Think about how the workshop space will make your participants feel. This isn’t touchy-feely
stuff, it’s actually key to the success of your event. Is it conducive to focus and fun? Is the space
pleasant to work in and free from distractions? Consider air quality, decor, lighting, and the
general vibe of the space.

Windows are always nice so that folks don’t feel like they are locked in a closet all day. A room

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that gets natural light from a window is always a good bet. A related consideration is the room’s
temperature. Make sure you can control the temperature of the room so people aren’t too hot or
too cold. (Or, make a note of it, so you can tell participants to bring a sweater!)

4. ECONOMY
Financial status of a group of people in a particular area. Also consider factors of production
used to produce an output, or goods and services. They are resources a company requires
to attempt to generate a profit by producing goods and services. Factors of production are
divided into four categories: land, labor, capital and entrepreneurship.

5. FURNITURE
Ideally, your venue comes equipped with all the furniture you’ll need. You’ll need at least one
chair for every participant. But, you also don’t want too many chairs or superfluous furniture
cluttering up space.

Look for rooms that have tables that are easily moved and can be configured into different
arrangements depending on your activities. For example, do you need to be seated in one large
group for brainstorming? Or, will you be breaking into smaller groups? In that case, you need
tables that can be utilized for breakout teams.

6.SECURITY

Last but not least is security. Security is paramount in any setting where many people gather
together. People need to feel safe when conducting their business. They also need to know that
their belongings such as laptops, documents, cars and many others are safe at all times. It is
therefore important to ensure that the facility you choose has adequate security measures in
place.

7.COMMUNICATION NETWORK

This may seem like an obvious feature offered by corporate meeting facilities but it is very
important to ensure that your booking includes free access to Wi-Fi and that the internet
connection is working properly. You do not want to find yourself refreshing your browser during
an important presentation because of a poor internet connection.

Some other factors necessary to be considered are;

8. Availability of raw materials.

9. Availability of labor.

10. Transportation network competition.

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11. Population.

Local authority requirements governing workshop

1.building regulation

Part A: Structure

Requires buildings to be designed, constructed or altered so as to be structurally safe and robust,

and so as not to impair the structural stability of other buildings. It stipulates design standards for
use on all buildings and gives simple design rules for most masonry and timber elements for
traditional domestic buildings. It includes diagrams of structures such as roof frames
and brick walls, and tables of material strengths.

Part B: Fire safety

Covers all precautionary measures necessary to provide safety from fires for building occupants,
persons in the vicinity of buildings, and firefighters. Requirements and guidance covers means of
escape in cases of fire, fire detection and warning systems, the fire resistance of structural
elements, fire separation, protection, compartmentation and isolation to prevent fire spread,
control of flammable materials, and access and facilities for firefighting.

Part C: Site preparation and resistance to contaminants and moisture

Includes the weather-tightness and water-tightness

of buildings, subsoil drainage, site preparation, and measures to deal with contaminated
land, radon, methane, and all other site related hazardous and dangerous substances.

Part D: Toxic substances

This controls hazards from the toxic chemicals used in cavity fill insulation systems.

Part E: Resistance to the passage of sound

Deals with requirements for sound insulation between buildings, including both
new dwellings and the conversion of stop form dwellings. These cover sound reduction
between rooms for residential purposes and designated rooms in dwellings, and
acoustic conditions for common areas in flats and schools.

Part F: Ventilation

Includes standards for ventilation and air quality for all buildings. It also covers requirements for
the prevention of condensation.

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Part G: Sanitation, hot water safety and water efficiency

Lays down standards for the provision of sanitary and washing facilities, bathrooms and hot
water provision. It also covers safety requirements in respect to unvented hot water systems.

Part H: Drainage and waste disposal

Requires that adequate drainage is provided, and also deals

with pollution prevention, sewage infrastructure and maintenance. Technical
design standards cover sanitary pipework, foul drainage,
rainwater drainage and disposal, wastewater treatment, and discharges and cesspools.

Part J: Heat producing appliances and Fuel storage system

Covers the construction, installation and use

of boilers, chimneys, flues, hearths and fuel storage installations. Also requirements to
control fire sources and prevent burning, pollution, carbon monoxide poisoning, etc.

Part K: Protection from falling, collision and impact

Set standards for the safety of stairways, ramps and ladders, together with requirements for
balustrading, windows, and vehicle barriers to prevent falling. Also included are requirements
for guarding against and warning of, hazards from the use and position of doors and windows.

Part L: Conservation of fuel and power

Controls the insulation values of buildings elements, the allowable area of windows, doors and
other opening, the air permeability of the structure, the heating efficiency of boilers, hot
water storage and lighting. It also controls mechanical ventilation and air
conditioning systems, space heating controls, airtightness testing of larger buildings, solar
emission, the certification, testing and commissioning of heating and ventilation systems, and
requirements for energy meters. It also sets requirements for Carbon Index ratings.

Part M: Access to and use of buildings

Requires the inclusive provision of ease of access to, and circulation within, all buildings,
together with requirements for facilities for disabled people.

Part N: Glazing - Safety in relation to impact, opening and cleaning

Lays down the requirements for the use of safety glazing to avoid impact hazard and for the
suitable awareness and definition of glazed areas. Also included are safety requirements relating
to the use and cleaning of windows.

Part P: Electrical safety

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Covers the design, installation, inspection and testing of electrical installations in order to
prevent injuries from electrical shocks and burns, and to prevent injuries arising from fires due to
electrical components overheating or arcing.

Part Q: Security - Dwellings

From 1 October 2015, for use in England, it provides that reasonable provision must be made to
resist unauthorized access to any dwelling; and any part of a building from which access can be
gained to a flat within the building.

Part R: Physical infrastructure for high-speed electronic communication networks

A requirement for infrastructure enabling the installation of copper or fibreoptic cables or

wireless devices capable of delivering broadband speeds of more than 30 Mbps.

Regulation 7: Materials and workmanship

A requirement for carrying out building work using the proper materials and in a workmanlike
manner.

2.local authority planned

Local planning authority in an area is usually the local authority of the area, such as city hall,
the municipal council or the district council. It is responsible in regulating, controlling and
determining the planning and development direction of its area.

3.local authority relating to neighborhood

Essential services for a workshop

Definitions. ‘’Essential services’’ means services, by whomsoever rendered, and

whether rendered to the government or to any other person, the interruption of which
would endanger the life, health or personal safety of the whole or part of the population

Essential services may also be referred to as a class of occupations that have

been legislated by a government to have special restrictions in regard to labor actions,
such as not being allowed to legally strike.

Some of these essential services are;

1. Water
2. Electricity
3. Telephone services/ communication network

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 4. Access road
5. Parking area
6. Gas
7. Fire-fighting services
8. hospitals.

3. REGULATIONS GOVERNING SITE/WORKSHOP DESIGNS

 In this unit mostly we deal with the main three regulations governing designs.
 The three regulations are categorized as
1) safety
2) health
3) welfare
1) safety
The construction industry is among the top registered sector with high accident rates.
Safety has become an issue of concern among all persons in the accident as accident caused
by leading to direct losses to the individuals and employer as whole.
Causes of accidents
1. increased weather (rain, snow, wind, dust, ext.).
2. relaxed to adherence to safety precautions.
3. work monotony.
4. defective tools and equipments.
5. poor site and workshop layout.
6. drunkardness.
7. Lack of protection for workers in trenches.
8. Unsafe property conditions.
9. Lack of fall protection for workers on elevated structures.
10. Lack of protection for people on the ground from falling objects.

Cost of accident to employee

 Loss of future due to social losses.
 Loss of wages.
 Permanent disability caused by injurie.
 Loss of life.
 Low production.
 Time to go to medical appointments.
 Unwarranted negative media attention.
 Attorney fees.
 Managerial costs due to the accident including inspections, investigations,
meetings and administration.

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 Cost of accident to employer
 Loss of employee time associated with assisting with the accident, administering
first aid, and witness interviews.
 Morale among workers.
 Loss of employee morale.
 Slowed work pace due to other.
 employees fear of injury.
 Damages to equipment, machinery, materials and facility.
 Higher Worker’s Comp premiums.
 Reputation loss.
 Additional overtime pays required.
 Time to replacement hire.
 Interviewing and training new employee.
 Delays in shipments and filling orders.
 Loss of products or services.

2. Health
They are the hazards which can affect parts of one’s body e.g. skin eyes, ears, bows, etc.
and should be looked keenly.

3. Welfare
 It includes;
 Provision of safety equipment.
 Fire-fighting equipments.
 First aid box.
 Toilets and sanitary appliances.
 Provision of meals, hotels, and canteens.
 Clean drinking water.
 Washing facilities (soap and brushes).
 Safety access to where the facilities are.
 Medical facilities.
 Transportation.
 Insurance services to worker.

4. SITE LAYOUT

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 This is the physical organization or arrangement of production areas.

Site layout plans are prepared by contractors as part of

their mobilization activities before work on site commences.

They are a crucial part of construction management, as sites can be very

complex places involving the co-ordination and movement of large quantities
of materials as well as high-value products, plant and people. Effectively and accurately
laying out a site can help ensure that the works are undertaken efficiently and safely.

Site layout planning involves four basic processes:

 Identifying the site facilities that will be required.

 Determining the sizes, and other constraints of those facilities.
 Establishing the inter-relationships between the facilities.
 Optimizing the layout of the facilities on the site.

Reasons why site layout is important.

 Proper utilization of space.

 Enables the optimum of work to be undertaken due to unnecessary delays caused
by poor distribution of labor and materials.
 Better Supervision.
 Better Production Control.
 Avoidance of Bottlenecks.
 Minimum Equipment Investment.
 Improved Quality Control.
 Minimization of Production Delays.
 Effective Use of Available Area.
 Economies in Handling.
 Improved Utilization of Labor.
 Avoidance of Unnecessary and Costly Changes.

Problems caused by poor site layout planning can include:

1. Inappropriate storage which can result in damage

to products and materials.
2. Poor siting of plant.
3. Poor siting of welfare facilities.
4. Inadequate space provision.
5. Unsatisfactory access.
6. Security and safety issues.
7. Poor wayfinding (due to complex layouts or inadequate signage).
8. Demoralized workers, delays and increased costs.

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Principles governing workshop/ site layout

1. Working area-The working area should be spaced out enough to accommodate the
right number of work that is to be designed.
2. Storage Area-This is where the materials are supposed to be stored to minimize
wastage of time in site.
3. Machine Area-Machines should be arranged in sequential order to ease the operation
to be undertaken at5 particular time.
4. Offices-This office should be sited near the entrance and oriented to have good view
of the work.
5. Operative Huts-Should be situated at points where activities are minimal and
welfare facilities should be situated where there are minimal activities.
6. Tools stores-These stores should be sited where they can be easily monitored.
7. Access to Site-Access lanes to the site should be from low traffic roads if possible.
Transport lanes within the site should be made useable in both directions and along
the building site. Crossing lanes should be avoided within the site layout plan and the
lanes should leave a clear distance away from the building to make enough room for
workers.
8. Equipments-Minimum machines should be set in site in such away their position
should relate to their work point.
9. Materials-Discharge points and storage sites should be as near as possible to the
production area. Heavy materials should be stored at shorter distance from production
area than lighter materials to avoid high production cost.
10. Services-also it’s good to consider existing services e.g. electric lines, telephone,
water line above and below the ground.
11. Security-It should be well designed to avoid pilferage and local vandalism.
12. Hoardings-they are close boarded temporary barriers created adjacent to foot path or
street which are next to construction site.
Types of hoardings
a) Fan hoarding (example in figure 1)

figure 1
b) Vertical hoarding (example in figure 2)

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 5. MATERIALS

Material can be referred as matter that has qualities which give it individuality and by
which it may be categorized.

Procurement Documents used in ordering and supply of materials are;

1. Advice note. They are sent by suppliers to client in advance and is sent some days ahead of
goods to be supplied.

2. An invoice. Originates from supplier stating the quality and quantity and prices of goods
delivered and each item price. It is also a request for payment of the goods delivered.

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 Here is an invoice sample.
3. Delivery note.It is a document accompanying a shipment of goods that lists the
description, and quantity of the goods delivered. A copy of the delivery note,
signed by the buyer or consignee, is returned to the seller or consignor as a proof
of delivery.

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 4. Requisition form. A requisition form is the official form an employee (for example)
uses to request supplies or services. This form is sent to whatever department or the
branch of the organization that is responsible for actually acquiring the material or
making the purchase order, either from in-stock inventory or from an outside
supplier.

Order form. It is used by the organization

supplies department when in need to get goods from the supplier.

5. Materials record books. These are also called inventory records. They indicate the
date, details, and the quanitity vof materials.
6. Local purchase order. It is an order documentfor obtaining goods from the supplier
directly. This order is accompanied by cash on delivery.
Record of materials
 Proper recording of materials is very vital in an organization.
a) Materials transfer forms- shows when materials are moved from one site to another.
b) Materials record store ledger. This is a complete record of all materials on site entries
or on the clay of delivery.
c) Materials delivery board. This is not a document but an aid to show the delivery are
done.
d) Inventory ledger. This is a record of goods and equipment and tools. Normally arranged
in alphabetical order.
e) Materials schedules. This is a document prepared by quantity surveyor of materials

scheduled through a systematic analysis of bill of quantities.

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 STORAGE OF MATERIALS
1. As whole
 Hard tools for heavy materials should be provided
 All materials stored in tiers shall be stacked, racked, blocked, interlocked,
or otherwise secured to prevent sliding, falling or collapse.
 Material stored inside buildings under construction shall not be placed
within 6 feet of any hoist way or inside floor openings, nor within 10 feet of
an exterior wall which does not extend above the top of the material
stored.
 Each employee required to work on stored material in silos, hoppers,
tanks, and similar storage areas shall be equipped with personal fall arrest
equipment meeting the requirements of Subpart M of this part.
 Materials shall not be stored on scaffolds or runways in excess of supplies
needed for immediate operations
 When masonry blocks are stacked higher than 6 feet, the stack shall be
tapered back one-half block per tier above the 6-foot level
 Portable and powered dockboards shall be strong enough to carry the
load imposed on them.
 Handholds, or other effective means, shall be provided on portable
dockboards to permit safe handling.
 Use drip pans (or other containment device) under taps, nozzles, and spouts to
catch drips.
 Transfer the contents of a leaking container promptly to another container;
make sure the new container is appropriately labeled to Occupational Safety and
Health Administration standards for all containers.
Ordering materials procedure
A common note on documentation is -:
1. Original top copy to suppliers
2. Second copy to the store man or site agent
3. Third copy retained for filling
4. Fourth copy to the account clerk. (to check invoice)

2. Storage of timbers

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STORE ON WELL-DRAINED GROUND. Efforts should be made to store the product on well-
drained ground, removed from the possible dangers of floods, high tides, and standing water.

REMOVE DEBRIS AND KEEP DOWN WEEDS. All rotting debris scattered about yards should be
collected and burned, no matter whether it be decayed foundation and tramway timbers or
stored lumber which has become infected. In the case of yards already filled in to considerable
depths with sawdust and other woody debris the situation can be improved by a heavy
surfacing with soil, slag, or similar material. Weeds should be cut away from the piles to allow
good ventilation.
USE PROPER FOUNDATIONS, more attention should be given to the foundation of lumber piles
in order to insure freedom from decay and bet term ventilation beneath the stacks. Solid
foundations should never be used. In humid regions the stock should not be piled less than 18
to 24 inches from the ground. Wood blocking used in direct contact with wet ground should be
protected by the application of creosote or other antiseptic oils or else replaced by concrete,
brick, or other durable materials. Treated skid timbers would also be highly advantageous .
SLOPE LUMBER PILES. Foundations should be built BO that the piles will slope approximately 1
inch to every foot of length.
ASSIST VENTILATION BY AVOIDING CLOSE PILING IN THE OPEN. In most regions lumber should
not be close piled in the open, but should be "stuck" with crossers at least 1 inch thick. Lateral
spacing iB also very desire-able. Roofing or cover boards on the piles should not be neglected,
and should extend over for several inches in front and back.
TAKE CARE OF "STICKERS." Instead of throwing the "stickers" about on the ground to become
infected with decay, they should be handled carefully and when not in use piled on sound
foundations and kept as dry as possible. If pine saturated with resin, or the heartwood of such
durable species as white oak or red gum is employed, the danger of infection will be greatly
decreased.
KEEP SHEDS DRY AND WELL AIRED. In storage sheds the necessity for piling higher from the
ground is very apparent in many cases. The same remedies apply here as for pile foundations in
the open, The sheds should be tightly roofed and the siding should not be run down below the
bottom of the foundation sills. Free air circulation should be allowed from all sides beneath the
enclosure, only thoroughly dry stock should be stored in close piles under cover.
CHECK FUNGOUS OUTBREAKS. Should fungous outbreaks occur in storage sheds not
constructed to meet sanitary needs the infected foundation timbers should all be torn out and
replaced with wood soaked in an antiseptic solution or by concrete or brick. In all cases the
new foundations should be so constructed as to keep the lumber well off the ground, and the
soil and timber adjacent to the infected area Should be sprayed or painted with an antiseptic
solution of a water-soluble salt, such as sodium fluoride, mercuric chloride, zinc chloride, or
copper sulphate .

3. Storage of cement

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1. Moisture Content at Place of Storage
Moisture content or dampness is the main hazard for the cement. The moisture present in the
atmosphere is enough for the cement to become useless material. The cement should be stored in
such a way that it cannot expose to the atmosphere. So, air tight bags are used to pack the
cement.

The absorption of moisture from atmosphere will also depends up on the quality of cement. If the
cement is finely grained and very good in quality, then it will absorb moisture vigorously. Hence,
extra care should be taken for this type of cement and it is better use it in its fresh stage.

In any case if it is exposed to atmosphere, the present of moisture content is to be tested. If the
moisture content is more than 5% then it is not useful for the construction.

2. Duration of Cement Storage

Time of storing is also a factor that affects the cement especially its strength. Longer the time
reduces the strength of cement. It is preferred that the cement should not be stored for more than
3 months. However, if it is stored more than 3 months the strength of cement should be tested
before using it.

The following table gives us the percentage reduction of strength of cement for different time
periods.

Period of storage Fresh stage 3 months 6 months 1 year 5 years

% Reduction in strength at 28 days 0% 20% 30% 40% 50%

If the cement is stored for longer time and strength is found to be reduced, then it
is not good for construction. But however, it can be reactivated by different
methods like vibro grinding etc. vibro grinding improves fineness quality of long
period stored cement and make it fit for the constructional purpose.

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3. Place of Cement Storage
The bags of cement should not be stored in open places. Preferably specially
designed storage sheds are good for cement storage. They can be used for longer
periods.

The main purpose of special design is to provide waterproof floors, roofs and
walls. The floor of shed should be well above the ground level. Small windows
with air tight doors should be provided. Proper drainage should be provided
inside and outside the shed to drain water in any case.

In general, one bag of cement contains 50 kilograms of cement, 20 bags of cement

will require 1 cubic meter to store. Based on this the dimensions of storage shed
are designed.

4. Arrangement of Cement Bags

A wooden platform of height 150 to 200 mm is prepared above the floor of
storage shed to avoid the direct contact between the floors and cement bags.

On the prepared wooden platform, the cement bags should be arranged one
above the other which forms stack of cement bags. Each stack should not consist
not more than 10 bags of cement. The stack should not touch the walls of shed
and it should be considerably 300 mm away from the external walls. Each stack
should be closely connected to avoid the circulation of air.

To prevent collapsing of high stacks, cross arrangement of bags one above the
other is preferable. All the stacks are covered with water proof layer for long
term protection. Passage width of 900mm to 1000mm is provided between the
stacks. The stack should consist same type of cement and for each stack date of
placing should be noted to know their period of storage.

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5. Withdrawal of Cement Bags
When the time of using arrives, Withdrawal of cement bags from stacks happens.
The cement bags should be taken out in such a way that the bag first placed in
storage shed should be withdrawal first.

4. Storage of pipes and sheet

GETTING STARTED
 Employees using any type of lifting or handling equipment must be competent, and if
required, certified in its use.

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 When handling steel material, appropriate Personal Protective Equipment such as
hard hats, steel toed boots, and gloves must be worn.
 Cranes, forklifts, or hoists used to handle steel must be load-rated for the job.
Equipment limits and load charts must be prominently displayed.
 Lifting attachments such as spreader bars, chains, sling hooks, and plate clamps
must be load-rated sufficient for the job.
 Plate or dog clamps must be used to lift only one piece of steel at a time.
 When using chain softener’s. If installed improperly, or of insufficient load-rating, the
chain may fail causing the load to fall.
 Web slings must be appropriately load-rated and must be protected from contact with
any sharp edges.
 Ensure that the crane or hoist is positioned directly over the load to prevent the load
from swinging as it clears the floor or ground.
 The storage of steel material presents many potential hazards. The steel may roll,
slip, slide, or fall over if not properly restrained while stored. Shelves or racking may
collapse if system is not suitably designed for the purpose.
 Racking or shelving systems must be cross-braced to prevent collapse.
ADDITIONAL CONSIDERATIONS
 Bollard posts should be installed to prevent damage to storage systems by forklifts or
equipment.
 The safe load capacity of storage systems should be clearly displayed in prominent
locations on the system.
 Personnel involved in storing and handling steel should be knowledgeable in weights
of steel in any form they are handling.
 Steel plate stored on-end or upright should be offset to help facilitate the use of plate
clamps for handling.
 Round bar, pipe and steel coil may be stored in racks if they are inclined or stops are
provided to prevent material from rolling off.
 Large steel pipe should be stored lying flat and chocked, or secured in cradle racks.
These pipes should always be transported in pipe cradles.
 Coil steel is one of many versatile forms of steel and comes in a great variety of sizes
and weights; some may weigh up to 15 tons. There is a hazard of violent whipping
movement if the coil is allowed to uncoil without restraint. Coiled steel rolls easily,
even in high weights. Therefore, there is a great potential for serious injury or even
fatal accidents if coil steel is not handled and stored properly.
 Larger coils must be stacked on the bottom row – or their weight will push apart the
smaller coil underneath, creating a potentially lethal hazard.
 Coil steel should be transported in cradles the same as large diameter steel pipe.
CLOSING THE GAPS
 Steel is commonly transported on flatbed trucks and semi-trailers. Always remember,
trucks should be provided with headboards (headache racks) suitable to protect the
driver from the load moving forward, and a tail board to protect other drivers from
loose material.
 Stanchion pins suitable to the load should be place in the rail-post pockets to guard
against sideward movement of the load.
 Trucks regularly used to transport steel should be provided with a catwalk that has
grab rails between the cab and the headboard to provide a safe vantage point to
direct loading and unloading operations. Drivers must check the load frequently to
ensure the load has not shifted or settled, allowing slack in binding chains or

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 loosening of the material.
 Chains used to secure the load and tie down the steel material for transport must be
properly load rated.
 Never unload material with the transport truck parked on an uneven surface. If the
facilities at the destination are not suitable for unloading, the driver should notify
superiors and ensure that safe arrangements can be made for unloading.
 When unloading steel, especially pipe or coil, stanchion pins should be left in place
and binders loosened slowly, one at a time, but not entirely removed until all binding
chains are loosened and there is no signs that shifting of the load has occurred.
While unloading, material should be re-secured between lifts to prevent load-shift
hazards.
Steel should always be handled carefully and slowly in any situation. Respect its weight
and the destructive capability of the weight in motion. Do not compromise safety to
speed up handling processes.

Importance of cleanliness in workshop

Prevent slips, trips and falls

Slips, trips and falls were the second leading cause of nonfatal occupational injuries or illnesses
involving days away from work in 2013, according to data from the Bureau of Labor Statistics.

“Things like oils and grease – if you don’t use the right kind of cleaning protocols, you’ll just
spread slipperiness around rather than getting it up and off the floor,” Norton said.

To help prevent slip, trip and fall incidents, the Canadian Center for Occupational Health and
Safety recommends the following:

 Report and clean up spills and leaks.

 Keep aisles and exits clear of items.
 Consider installing mirrors and warning signs to help with blind spots.
 Replace worn, ripped or damage flooring.
 Consider installing anti-slip flooring in areas that can’t always be cleaned.
 Use drip pans and guards.

Every workplace should be free of projecting nails, splinters, holes and loose boards.

Gray added that employers should audit for trip hazards, and encourage workers to focus on the
task at hand.

Eliminate fire hazards

Employees are responsible for keeping unnecessary combustible materials from accumulating in
the work area. Combustible waste should be stored in covered metal receptacles and disposed of
daily.

The National Safety Council “Supervisors’ Safety Manual” includes these precautionary
measures for fire safety:

 Keep combustible materials in the work area only in amounts needed for the job. When
they are unneeded, move them to an assigned safe storage area.

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  Store quick-burning, flammable materials in designated locations away from ignition
sources.
 Avoid contaminating clothes with flammable liquids. Change clothes if contamination
occurs.
 Keep passageways and fire doors free of obstructions. Stairwell doors should be kept
closed. Do not store items in stairwells.
 Keep materials at least 18 inches away from automatic sprinklers, fire extinguishers and
sprinkler controls. The 18-inch distance is required, but 24 to 36 inches is
recommended. Clearance of 3 feet is required between piled material and the ceiling. If
stock is piled more than 15 feet high, clearance should be doubled. Check applicable
codes, including Life Safety Code, ANSI/NFPA 101-2009.
 Hazards in electrical areas should be reported, and work orders should be issued to fix
them.

Control dust
Dust accumulation of more than 1/32 of an inch – or 0.8 millimeters – covering at least 5
percent of a room’s surface poses a significant explosion hazard, according to the Quincy, MA-
based National Fire Protection Association. This dust accumulation is about as thick as a dime or
paper clip.

An industrial hygienist should test the workplace for exposures if air quality and dust are
concerns, Gray said.

Sweeping and water wash-down are other options. “Blow-downs” using compressed air or steam
is allowed for inaccessible or unsafe surfaces.

Avoid tracking materials

Work-area mats – which can be cloth or sticky-topped – should be kept clean and maintained.
This helps prevent the spread of hazardous materials to other work areas or home, Gray said.
Check all mats to ensure they are not tripping hazards.

Additionally, separate cleaning protocols may be needed for different areas to prevent cross-
contamination, Norton notes. Avoid using the same mop to clean both an oily spill and in another
area, for example.

If the materials are toxic, industrial hygiene testing, uniforms and showering facilities might be
needed, Gray said. Employees who work with toxic materials should not wear their work clothes
home, Ahrenholz added.

Prevent falling objects

Gray noted that protections such as a toe board, toe rail or net can help prevent objects from
falling and hitting workers or equipment.

Other tips include stacking boxes and materials straight up and down to keep them from falling,
said Paul Errico, a Fairfield, CT-based safety consultant. Place heavy objects on lower shelves,
and keep equipment away from the edges of desks and tables. Also, refrain from stacking objects
in areas where workers walk, including aisles.

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Keep layout in mind so workers are not exposed to hazards as they walk through areas, Norton
added.

Clear clutter
A cluttered workplace can lead to ergonomics issues and possible injuries because workers have
less space to move, Gray said.

You’re not going to have as much room to set up your workstation like you should and move
around. You’re going to be twisting your body rather than moving your whole body.”

The Ohio Bureau of Workers’ Compensation recommends that workers return tools and other
materials to storage after using them, and dispose of materials that are no longer needed.

Keep aisles, stairways, emergency exits, electrical panels and doors clear of clutter, and purge
untidy areas. Empty trash receptacles before they overflow.

Loss of materials in site

1. Pilferage. This is the loss of materials especially small items through stealing by the
operatives, usually pocketed.
2. Theft. This is normal stealing of materials from store by an organized gang who break into
and sometimes wipe everything.
3. Vandalism. Results from unpeaceful protest and strikes, destruction of fittings on workshop
or site.
4. Fraud. This is where documents are altered e.g. ordering a less quantity of supply and in real
figure a large one.
5. Misuse. This is using the available materials in the wrong way caused by carelessness.

Security measures of materials

a) Employing own watchman.

b) Using of security personnel from security firms.
c) Fencing of the site e.g. chain link, building walls, barbered wire fence etc.
d) Use of security alarms.
e) Use of electric wire fence.

Security measures of plant and equipment

a) Remove the parts of the machinery and plants in the site.
b) Removal of the starter devices.

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 c) Locking up cabins.
d) Providing wheel locks.
e) Colour coding.

Security measures of administrative offices

a) Night lights should be kept on in the main offices.
b) Doors should be strong and lockable when not in use.
c) notices should be strategically placed so that any visitor may locate offices without walking
aimlessly endangering offices security
d) notices are placed around the administrative offices areas to warn visitors to report to the
main offices.

Security measures of operatives huts

a) should be well fenced.
b) huts should have strong doors and lockable.
c) Should be situated in a compound and grouped together.

TOOLS, EQUIPMENT AND MACHINES

SOURCES OF CAPITAL

I. LOANS FROM FINANCIAL INSTITUTIONS

1. Investors
2. Bank Loans
3. Co-operatives
4. Grants and soft loans
5. Family and friends borrowings
II. PERSONAL SAVING
6. Selling of Assets
7. Business
8. Equity shares partnership
9. Inheritance

METHODS OF MAINTENANCE OF TOOLS, MACHINES, AND EQUIPMENT

a) Servicing and cleaning;
Oiling, washing, greasing, filling oil tanks, providing water for cooling
systems, draining of unwanted water and oil.
b) Preventive maintenance;
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 Engine oil change, flashing and cleaning coolant systems, replacing oil and
air filters, adjusting of spark plugs and changing them.
c) Planned maintenance;
-Where plants are maintained or serviced on a well-planned system.
-Some parts of certain machine are to be maintained after 6 months.
-For a proper maintenance of tools, equipment and machines to be
effective the proper record of the said equipment should be kept
-The record in which tools, equipment and machines are recorded are
known as inventory.

INVENTORY

An inventory is record where tools, equipment or machines are recorded in a

workshop or site.

Here is a sample of an inventory;

Transfer form: Document which owners of registered securities must sign when they
sell the security,

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here is a sample 1.

Sample 2

Reasons for maintenance of tools, machines, and plant

1. Contributes toward the safety of employees and third party.

2. It ensures efficiency of the machine
3. Prevents frustrations in operatives
4. It enhances the value of the machine, tools and equipment
5. Grant of the oper4ative to take care of the machine
6. Well-kept plant is a good public relation.
7. Work and responsibility of the safety officer is simplified.

CONTRACTS
A contract is an agreement between two or more competent parties that is legally
binding.
A contract is a legally binding agreement which recognises and governs the rights and

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duties of the parties to the agreement.
A contract is legally enforceable because it meets the requirements and approval of the
law.
An agreement typically involves the exchange of goods, services, money, or promises
of any of those.
Essentials of a good contract
 There must be an intention to create legal relations.
 The contract must be either be under seal, consideration, each party the contract must
receive some sort of benefit from the contract.
 The parties must have capacity to construct.
 There must be genuine concept.
 The contract must be legal and possible.

Parties involved in a project

Owner (client)

This is the party procuring the work (typically, a landowner or developer).

The main duties of the client on all construction projects are to:

 Ensure that suitable management arrangements are made for the project
 Select & appoint a competent and resourced Principal Designer.
 Select & appoint a competent and resourced Principal contractor.
 Notify the relevant enforcing authority of certain projects (notifiable).
 Ensure sufficient time and resources are allowed for all stages of the project.
 Provide the pre-construction information (PCI) to the designers and contractors.
 Verify the sufficiency of the construction phase plan (CPP) prior to construction
commencement.
 Verify that suitable welfare facilities are in place prior to construction
commencement.
 Contractor training - Ensure the necessary information, instruction and training is
received and appropriate supervision is provided to comply with the regulations.
 Ensure co-operation and co-ordination between the client's employees and client
contractors with the project contractors where the client's work activities overlap
the construction work and to enable others to perform their duties.
 Subsequent to receipt of the health and safety file from the Principal Designer,
maintain the information up to date and provide access to any person who needs
to see it for health and safety purposes.

Contractor

A main building contractor is engaged by the owner to carry out and complete the

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 works. This contractor will usually, in turn, engage sub-contractors to carry out and
complete separate parts of the works. The contractor may also take on responsibility for
design (either directly or through a sub-contractor).

Contractors on all projects must:

 make sure the client is aware of the client duties under CDM 2015 before any work
starts
 plan, manage and monitor all work carried out by themselves and their workers,
taking into account the risks to anyone who might be affected by it (including
members of the public) and the measures needed to protect them
 check that all workers they employ or appoint have the skills, knowledge, training and
experience to carry out the work, or are in the process of obtaining them
 make sure that all workers under their control have a suitable, site-specific induction,
unless this has already been provided by the principal contractor.
 provide appropriate supervision, information and instructions to workers under their
control
 ensure they do not start work on site unless reasonable steps have been taken to
prevent unauthorized access
 ensure suitable welfare facilities are provided from the start for workers under their
control, and maintain them throughout the work

Designer (architect)

The engineer or architect in charge of drawing up the plans and specifications for the
implementation of the development.
ROLES OF AN ARCHITECT

 undertaking a review and assessment of the site (in particular, geological and
geotechnical characteristics of the site) to advise on ground conditions;

 advising an employer to the use of the land and any limitations thereon, such as
planning and development matters, rights of adjacent owners or restrictive
covenants and other access issues that may have an impact on the performance
of the works;

 advising the employer of project execution issues, such as design development,

cost planning and indicative programming;

 preparing preliminary concept designs and initial specifications for the

performance of the works, whether for an approval process, cost planning or for
tender purposes;

 advising on project risk identification and potential contracting methodology;

 preparing documents for and thereafter managing the tender process for the
works, including a review of the submitted tenders and providing
recommendations and analysis of the submitted tenders; and

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  monitoring the execution of the works by the contractor and, in some situations,
acting as a certifier of the works.

CIVIL ENGINEER/ STRUCTURAL ENGINEER

Civil engineers conceive, design, build, supervise, operate, construct and maintain
infrastructure projects and systems in the public and private sector, including roads,
buildings, airports, tunnels, dams, bridges, and systems for water supply and sewage
treatment. Many civil engineers work in planning, design, construction, research, and
education.

Duties of Civil Engineers

 Analyze long range plans, survey reports, maps, and other data to plan and
design projects
 Consider construction costs, government regulations, potential environmental
hazards, and other factors during the planning and risk-analysis stages of a
project
 Compile and submit permit applications to local, state, and federal agencies,
verifying that projects comply with various regulations
 Oversee and analyze the results of soil testing to determine the adequacy and
strength of foundations
 Analyze the results of tests on building materials, such as concrete, wood,
asphalt, or steel, for use in particular projects
 Prepare cost estimates for materials, equipment, or labor to determine a project's
economic feasibility
 Use design software to plan and design transportation systems, hydraulic
systems, and structures in line with industry and government standards
 Perform or oversee surveying operations to establish building locations, site
layouts, reference points, grades, and elevations to guide construction
 Manage the repair, maintenance, and replacement of public and private
infrastructure

Factory inspector/ resident engineer

The resident engineer (RE) is responsible for ensuring that

the construction work of a project is carried out according to the quality, time
and cost requirements of the contract. The RE is responsible to the project
engineer and is often the focus of contact between them and
the contractor on site.

Roles of resident engineer

1. Establish and maintain project engineering

2. Initiate and distribute project documents
3. Prepare clear, complete and accurate working plans using Micro station

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 4. Monitor and expedite weekly reports for accuracy.
5. Provide timely data input and/or correction information to insure accurate
and beneficial reporting.
6. Create and track project schedule using Primavera.
Identify potential conflicts/delays and provide solutions to keep projects on
track.
Perform quantity take‐offs and prepare project estimates
7. Coordinate and communicate effectively with the team and clients
8. Prepare/assemble and log all required closeout documentation (i.e.
O&M manuals, as‐built drawings, etc.)
9. Develop and perform quality control and safety checks.
10. Perform other duties as required/directed.
11. Managing and supervising less experienced site engineers.
12. Ensuring that work activities have been carried out in accordance with the
plans, specifications and industry standards.
13. Ensuring that tests and inspections are performed.
14. Liaising with construction management to remove any hazards associated
with work activities.
15. Ensuring that delivered materials meet specifications and
established quality standards.
16. Initiating and maintaining records, back-charge procedures,
progress reports, and so on

Quantity surveyor

A person is not entitled to describe himself as a 'registered professional surveyor' or to

use the initials RPS with or without qualifying divisions unless he is registered under the
Surveyors Registration Ordinance (Cap 417). A quantity surveyor's role has traditionally
involved measuring and valuing work, both prior to the commencement of construction
(ie assembling bills of quantities for the employer or pricing bills of quantities for the
contractor) and during the course of construction. The surveyor's role has now also
been extended under some contracts to advise architects or engineers on the amount
payable under interim or final certificates.

ROLES OF A Quantity surveyor

 Report to the New Sight Project Manager

 Liaise with and support the Project Cost Consultant
 Attend site technical and progress meetings
 Produce a predicted cash flow and keep updated

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  Produce cost estimates of proposed variations
 Assist in the financial control of the procurement of FF&E
 Establish and maintain a financial control system and report on a regular basis.
 Assist other site staff in maintaining site progress records
 Agree interim measurement and valuations with the contractors
 Assist in the resolution of contractual claims by the contractors
 Prepare valuations for payment certificates to be issued by the Engineer
 Prepare the final accounts for the works on a progressive basis

local authority inspector

He/She is employed by local authority to enforce local by laws.

 Preparation for an Inspection

Inspections can be either announced or unannounced, because of this it is best practice
to be ‘inspection ready’ at all times.

 During an Inspection
The inspection of services for children in need of help and protection, children looked
after and care leavers will be conducted over 11 days.
He provides security during inspection and after inspection
 Before an Inspection
Ousted will have access to a range of information about Local Authority performance
prior to their arrival on site.
Ensuring local building requirements are met.

Clerk of works

A clerk of works – also known as a site inspector, construction inspector or building

quality inspector – inspects the workmanship, quality and safety of work on a
construction site and reports their findings to the client.

Roles of clerks of work

 Inspecting the work on site and comparing it with drawings and

specifications. Inspections could be at heights or underground and may include
specialised aspects of construction
 Measuring and sampling building materials to check their quality – they also
identify any defects and suggest ways to correct them
 Monitoring and reporting on progress to construction managers, architects and

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 clients
 Keeping detailed records
 Liaising with contractors, engineers and surveyors
 Checking that standards, building regulations, health and safety and legal
requirements are met
 As a clerk of works, you would have a site office but would spend most of your
time outside on site.
 You may be based at one site for the duration of a project, or travel between
sites to carry out inspections and meet contractors.

Financier

This is the term used to describe the banks and other institutions and parties (for
example, government or charitable organizations in the case of urban regeneration,
infrastructure and cultural/sports projects) who provide finance to the employer towards
the development (and require security in return). Depending on the size of the project,
there might be a single bank or a syndicate of banks.

ROLES OF FINANCIER OFFICER

 Should be reviewed at least quarterly (recommended monthly if possible)

 Should include a summary of all funding sources, expenditures and reserves
available for future use (excluding those already committed and budgeted for
current period)
 Should include all outstanding commitments to unit-wide programs, individuals or
capital projects.
 Provides management with information necessary to make strategic decisions at
any time during the year

Sub-contractor

A subcontractor is a company or person who is hired by a general contractor (or prime

contractor, or main contractor) to perform a specific task as part of the overall project
and is normally paid for services provided to the project by the originating general
contractor. While the most common concept of a subcontractor is in building works
and civil engineering, the range of opportunities for subcontractor is much wider and it is
possible that the greatest number now operate in the information technology and
information sectors of business.
Domestic subcontractor
A subcontractor who contracts with the main contractor to supply or fix any materials or
goods or execute work forming part of the main contract. Essentially this contractor is
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employed by the main contractor.

Nominated subcontractor
Certain contracts permit the architect or supervising officer to reserve the right of the
final selection and approval of subcontractors. The main contractor is permitted to make
a profit from the use of nominated subcontractors on site, but must provide "attendance"
(usually the provision of water, power, restrooms, and other services to enable the
nominated subcontractor to do his job). In effect the appointment of nominated
subcontractors establishes a direct contractual relationship between the client and the
subcontractor.

Types of contract

a) Simple Contract
A simple contract is any kind of written or oral agreement. The following are not required
for a simple contract to be legally binding:

 Witnesses
 Signatures
 Seals

b) Contract Under Seal(speciality contract)

According to the traditional principles, the contract represents a legal act only if
stamped. The seal is a certainty that the legal consequences are conceivable.

c) Cost Reimbursement Contracts

A cost reimbursement contract allows for payment of all incurred costs, within a predetermined
ceiling, that can be allocated to the contract, are allowable within cost standards, and reasonable.
Therefore, all types of cost reimbursement contracts place the least cost and performance risk on
the contractor. They basically only require the contract to use their "best efforts" to complete the
contract. However, this type of contract is required when the uncertainties of performance will
not permit a fixed price to be estimated with sufficient accuracy to ensure a fair and reasonable
price is obtained. For example, if a particular task has too much uncertainty and we ask a
contractor to price it on a fixed price basis, they would build in contingency costs to allow for the
unknowns and it would likely cost the Government much more money than if they could price it
on a cost reimbursement basis.

Within the cost reimbursement category there are:

 cost type - which involves payment of all incurred costs within a predetermined total
estimated cost.
 cost sharing - where the Government and the contractor agree to split the cost of
performance in a predetermined manner. No fee is given.
 cost-plus-fixed-fee - which allows for payment of all incurred costs within a

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 predetermined amount plus an agreed upon fee which will not change.
 cost-plus-incentive-fee - which provides for adjustment of the fee (either up or down)
using a predetermined formula based on the total allowable costs in relation to total
targeted costs.
 cost-plus-award-fee - which provides for negotiation of a base fee with an award fee
which can be given based upon a judgmental evaluation by the Government of
contractor performance and cost control.

d) Labour only contract

It is a type of contract whereby the owner provides all the materials, while the contractor
provides labour and sometimes equipments.
The tender is only on the labour items of the contract.
This kind of contract suits the small contractors without financial means.

e) Target cost and guaranteed maximum price control

It is similar to prime cost but modified to provide an inducement to a contractor to control
cost and complete the work as quickly as possible.

f) Package deal (all in all contract)

this is a type of a contract where the contractor will do all the work from designing,
imagining and consulting .

g) Bilateral Contract
Both parties involved in a bilateral contract promise to implement certain things.

h) Unilateral Contract
In a unilateral contract, one party, which is the bidder, requires performance from the
other party rather than a promise. An offeree cannot be sued for:

 Abandoning the project

 Not being able to finish his or her work.

This is because he or she did not make a promise. Therefore, only the bidder is
required by law to comply.

i) Simple Contract
A simple contract is any kind of written or oral agreement. The following are not required
for a simple contract to be legally binding:

 Witnesses
 Signatures
 Seals

j) Unconscionable Contracts
An unconscionable contract is an unfair type of contract, made only in favor of the party

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that is superior in the negotiations.

Types of Contracts On the Basis of Validity

Valid Contracts

The Valid Contract as discussed in the topic on “Essentials of a Contract” is an agreement that is
legally binding and enforceable. It must qualify all the essentials of a contract.

Void Contract or Agreement

The section 2(j) of the Act defines a void contract as “A contract which ceases to be enforceable by
law becomes void when it ceases to be enforceable”. This makes all those contracts that are not
enforceable by a court of law as void.

Voidable Contract

These types of Contracts are defined in section 2(i) of the Act: “An agreement which is enforceable
by law at the option of one or more of the parties thereto, but not at the option of the other or others,
is a voidable contract.” This may seem difficult to wrap your head around but consider the
following example:

Suppose a person A agrees to pay a sum of Rs. 10,0000 to a person B for an antique chair. This
contract would be valid, the only problem is that person B is a minor and can’t legally enter a
contract.

So this contract is a valid contract from the point of view of A and a “voidable” contract from the
point of view of B. As and when B becomes a major, he may or may not agree to the terms. Thus
this is a voidable contract.

A voidable contract is a Valid Contract. In a voidable contract, at least one of the parties has to be
bound to the terms of the contract. For example, person A in the above example.

The other party is not bound and may choose to repudiate or accept the terms of the contract. If they
so choose to repudiate the contract, the contract becomes void. Otherwise, a voidable contract is a
valid contract.

Question1. List the main differences between a void and a voidable contract?

Answer: The following table will illustrate the major differences between a void and a voidable
contract.

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 Void Contract Voidable Contract

“An agreement which is enforceable by law at

“A contract which ceases to be enforceable by
the option of one or more of the parties
law becomes void when it ceases to be
thereto, but not at the option of the other or
enforceable”.
others, is a voidable contract.”

A contract becomes void if either it lacks the

A contract becomes a voidable contract when
essential elements, the law changes drastically
at least one of the parties reserves its consent
or the terms of the contract change such that it
or the consent of one of the parties was not
is no longer possible to enforce the contract in
free at the time of the formation of the contract.
a court of law.

The validity and enforceability of the voidable

contract depend on the choice of the unbound
Void contracts can’t be fulfilled.
party. If the unbound party decides to
repudiate the contract it becomes void.

This type of contract can’t grant any rights or The right to rescind a voidable contract is
considerations to any of the involved parties. retained by the unbound party.

TENDERING
Tendering is a process where contractors are invited to bid for job.
The tendering can be in several ways e.g. newspaper advertisement, individual notified in
written or verbally.

METHODS OF TENDERING
a) OPEN TENDERING
Open tendering allows anyone to submit a tender to supply the goods or services that are required.
Generally, an advert will be placed giving notice that the contract is being tendered, offering an equal
opportunity to any organisation to submit a tender.

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 Advantages of open tendering
1. No favourism (everyone can apply for the tender).
2. Gives high degree of competition
3. Only those willing to tender participate.
4. High competition in pricing
5. New firms can enter into the tender
6. Creates high chance of employment opportunities
7. New experiences
8. Helps the contractor to grow
9. Contractor gets new clients

Disadvantages of open tendering

1. Less accurate price due to dismissal chances of getting the job.
2. More chances of mistaken lowest tender.
3. More careful is required in checking tender.
4. More care is required in the bill of quantities production.
5. Reputable firms may be less inclined to tender.

b) SELECTIVE TENDERING
o This form of tendering is where the client depends on the advice from the architect and
decides to select a number of contractors (usually not more than six) whom the architect
thinks would be more suitable to the proposed project.
1. Letters of invitation would be sent to selective competitors and a receipt of favourable
replies the appropriate tender documents would be issued and the contractor would then
price the work as in open tendering.

Advantages of selective tendering

1. It is cheaper than open tendering because fewer sets of tender documents are sent out
and deposits therefore would not be required.
2. The proven performance by the selected reputable service would be given.
3. It eliminates selfish contractors.
4. It saves time and gives a contractor a fairer chance to price the work more competitively
with a better chance of being successful in a bid for the work.
5. The drawings and documents would be completed by the designer which assists the
contractor in pricing the work accurately with less need to add on the unforesees
thereby giving the client a fair deal.

Disadvantages of selective tendering

1The system may miss suitable upcoming firms
2. Higher price tender due to;
-less competition
-choice of more reputable firms

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 c) NEGOTIATED TENDERING
o Negotiated tendering occurs when the client approaches a single supplier based on their track-record
or a previous relationship and the terms of the contract are then negotiated.
o Negotiation are done to reserve
-the price of the job
-the form of the contract for use
-programme for the work

Advantages of negotiated tendering

1. The builder will be brought in at a very early stage for consultations with the designer.
2. Saves time
3. Saves money due to unnecessary tendering.

d) Rotational tendering
This is a method of tendering found in a local authority have got list of contractors such that
when there is a construction to be undertaken, it is given in a rational manner so that there’s a
fair deal with the contractors.

CONTRACT DOCUMENT

The contract documents set out the obligations and responsibilities of the parties to the contract. On a
traditionally-procured, fully-designed construction project, the contract documents for suppliers such as
the main contractor are likely to include:

 Article of agreement and conditions of contract, for completing as a simple contract (or as a deed).
 Production/ working drawings.
 Bills of quantities.
 Specifications.
 Schedules of work.
 A schedule of tender adjustments or clarifications negotiated and agreed after the receipt
of tenders and prior to the signing of the contract.
 The requirement for the contractor to provide a performance bond and to obtain collateral
warranties from any sub-contractors or suppliers.

A. Production
 These drawing are produced by the architect.
 on major work other individuals could be involved in producing deals relevant to their
specialization but on the direction of the architect designer.
 This individual could be structural engineers, electrical engineers, mechanical engineers
etc.

B. Specifications
 This documents is prepared to specify the expected quality of materials and workmanship
and protection to be afford to the works.

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 British standard specification and British standard card of practice pertinent to each or area
of work would be quoted with the specifications.
Sample of specification.

C. Bill
of

quantity
 This is a document prepared by the quantity surveyor.
 It indicates the measured work in detail using standards measurements of building
 A contractor uses a guide as bill of quantity
Sample of bill of quantity

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 D. Tender form
 This is a document showing the total cost of the project.
 Tender documents may be prepared for a range of contracts, such as equipment supply, the main
construction contract (including design by the contractor), demolition, enabling works, etc.

It may include;

 A letter of invitation to tender.

 The form of tender.

 Preliminaries: including pre-construction information and site waste management plan (if required).
 The form of contract, contract conditions and amendments.
 A tender pricing document (or contract sum analysis on design and build projects)..
 Design drawings, and perhaps an existing building information model.
 Specifications.
 Tender return slip.

Copies of the tender documentation should be kept for records

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