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The company was founded in Mumbai in 1938 by two Danish engineers,
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reportedly so small that only one of the partners could use it at a time. It was
initially involved with importing heavy machinery from Europe.

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"c#c$%c& - an engineering and construction major - is among
the largest and most reputed companies in India's private sector.

Larsen & Toubro Limited (L&T) is India's largest engineering and construction
conglomerate with additional interests in electrical, electronics and IT. A strong
customer-focus approach and constant quest for top-class quality have enabled
L&T to attain and sustain leadership over 6 decades.

EPC project business constitutes a critical part of the L&T's engineering core.
L&T has integrated its strengths in basic and detailed engineering, process
technology, project management, procurement, fabrication and erection,
construction and commissioning, to offer single point responsibility under
stringent delivery schedules. Strategic alliances with world leaders enable L&T
to access technical know-how and execute process intensive, large scale
turnkey projects to maintain its leadership position.

L&T's international presence is on the rise, with a global spread of over 30

offices and joint ventures with world leaders. Its large technology base and
pool of experienced personnel enable it to offer integrated services in world
markets.

L&T enjoys a brand image in India and several countries offshore. With
factories and offices located all over the country and abroad, L&T operations
are supplemented by a comprehensive distribution network and nation wide
ramifications for customer service and delight !

L&T
Larsen & Toubro Limited - an engineering and construction major - is among
the largest and most reputed companies in India's private sector.c

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 - The Construction division of Larsen & Toubro Limited - is India's

largest construction organisation. Many of the country's prized landmarks - its
exquisite buildings, tallest structures, largest industrial projects, longest
flyover, highest viaducts - have been built by ECC. Leading-edge capabilities
cover every discipline of construction: civil, mechanical, electrical and
instrumentation.

As a division of L&T, ECC has the resources to execute projects of large

magnitude and technological complexity in any part of the world.

The business of ECC Division is organized in six business sectors which will
primarily be responsible for Technology Development, Business Development,
International Tendering and work as Investment Centres.

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xc Buildings and Factories Sector
xc Transportation Infrastructure Sector
xc Industrial Projects & Utilities Sector
xc Ôydrocarbon & Power Sector
xc Power Transmission & Distribution Sector
xc Ôydel & Nuclear Sector

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EDRC is ISO 9001:2000 certified for all its operations by Lloyd's Register
Quality Assurance (LRQA). EDRC provides a broad spectrum of Engineering,
Design and Consultancy services, ranging from concept to commissioning of
all types projects. (EDRC In Detail)

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ECC Division's head quarters in Chennai, India. In India, 7 Regional Offices

and over 250 project sites. In overseas its has offices in Gulf and other
overseas locations. c

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xc ICI-Mc Bauchemie award for Most Outstanding Concrete Structure for
ECC's center (EDRC building) from Indian Concrete Institute.

xc Most Outstanding Bridge National award for a Chennai Flyover from

Indian Institution of Bridge Engineers.

xc ACCE-Billimoria award for excellence in construction of Ôigh rise

buildings for Corporate ÔQ building of ICICI from Association of
Consulting Engineers.

xc Export Award for the year 1995-1996 in recognition of second best

performance in the category of maximum turnover in overseas construction
projects from Overseas Construction Council of India.

xc ´Federation Internationale de la Precontrainte (FIP), UK Award for

outstanding structure-1994´ for the Administrative Office Building of ECC
at Chennai and special mention of the multi-purpose auditorium at
Ôyderabad, both constructed by ECC. This was presented during the 12th
Quadrennial congress of FIP at Washington DC USA on June 2, 1994 .

xc ICI-MC Bauchemie Award for the ´Most Outstanding Concrete Structure´

for the year 1995-96 for the Sree Kanteerava Indoor Stadium, Bangalore
from the Indian Concrete Institute.

xc The Panvel Nadi viaduct near Ratnagiri in Maharashtra and the Jawaharlal
Nehru Stadium at Chennai constructed by ECC have been adjudged the
´Most Outstanding Concrete Structures in India for 1994´.

The open sea ethylene jetty at Ratnagiri and Sri Sathya Sai Institute of
Ôigher Medical Sciences at Puttaparthi won ´Certificates of Merit´.

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L&T shall be a professionally-managed Indian multinational, committed to total

customer satisfaction and enhancing shareholder value.

L&T-ites shall be an innovative, entrepreneurial and empowered team constantly

creating value and attaining global benchmarks.

L&T shall foster a culture of caring, trust and continuous learning while meeting
expectations of employees, stakeholders and society.c

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The project being undertaken by L&T, ECC division is the construction of a

commercial complex at Bhai Veer Singh Marg near Gol Market, New Delhi. The total
site area is about 3.62 acres and is situated right behind The Metropolitan Ôotel. The
site is itself owned by Delhi Metro Rail Corporation (D.M.R.C) and has been leased
out to Parsvnath Developers. They have in turn partnered with Red Fort Capital to
raise money for the venture. The primary aim of the project is to rehabilitate the shop
owners displaced during the construction of the Metro line in Delhi. The ground floor
of the complex has been dedicated towards this purpose and the upper floors are going
to be office spaces. The project is proposed to have an RCC structure with 3
basements and one tower with 8 storeys. The built up area of the entire building is
5,70,900 square feet.

The project has been undertaken on an item rate contract basis due to shortage of time
and the total value of the project has been estimated to be about Rs. 110 Crore. The
time given for the completion of the project is 20 months. Commencement of work
took place in November,2010 and the target date for functional occupancy of
basements, shops, atrium and completion of structural work of tower is scheduled for
31st January, 2012 which is 15 months from the start of project. The completion of
office building is scheduled for June, 2012. L&T is planning to complete the project
within 18 months as there is a bonus amount of money for earlier than scheduled
completion.

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xc Project Redfort Parsvnath Towers.

xc Location Bhai Veer Singh Marg, New Delhi.

xc Client Parsvnath Estate Developers Pvt. Ltd.

xc Contractor L&T ECC Division

xc Plot Area 5.60 lac Sq-ft

xc Built-up Area 5.45 lac Sq-ft

xc Cost of project Rs. 110 crore.

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xc To learn and apply a lot of theoretical knowledge into practical use.

xc To interact with different persons, and share with them about their experience.

xc To learn how to handle the month end stress when it is time to complete the

targets.

xc To know about the various work culture rules and ethics that are required to be

followed in the organization.

xc Ôow to build a relationship with a client as it brings more business.

xc To learnt that every work needs hard work and full dedication. It depends how

we handle it.

xc Understanding the different concepts that are required for resolving the

conflicts.

xc Understanding the different phases of construction.

xc Ôow to manage all the resources that are needed at site in time to increase the

productivity

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a) ""!c 2-: There is a clear roadmap to progress and advance in the

organizational structure wherein trainees find both vertical and lateral advancements
in their areas of core competencies and interest. The organizational structure and the
constant evolution as an organization throw up positions and opportunities wherein
the trainees can identify himself and take his career to greater heights.

b) "!c 2-: In an organization which is rapidly growing and full of

opportunities and challenges, the smart ones find a strong support and enhancement
for personal growth in terms of knowledge, skill and their market value. Trainees who
have joined and grown with the company and some of them who hold Ôead of
Business or Ôead of function positions have actually started as trainees and have
eventually made it to the top. It is a combination of passion, smart work and sincerity
of the trainees coupled with the growth of the organization and the facilitation along
with it, enabling these prodigies to realize their true worth in a very short span of time.

)+c2-c 4cThe organization has within its framework of Core Values

created an environment which has facilitated a lot of transparency and learning which
have translated into strong bonds and relationships and thus the growth results. The
organization is avowed to be a very fair employer and safeguarding the interest of all
its management trainees.

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Construction of shopping plazas, hotels, office buildings, warehouse, retail stores, etc
is known as commercial construction (which means that if some developer is building
apartments for financial gains, it will still not be considered a commercial
construction). Commercial construction involves many aspects but one of the most
important ones is a quantity survey. Note that the scope of quantity survey is not
limited to commercial constructions only; a quantity survey is required while planning
for residential constructions as well. What a quantity survey actually does is to carry
out estimations and control the costs of a construction project.

The quantity survey starts right from the onset, as soon as a developer plans to build a
commercial property and comes up with the basic design. Therefore a quantity
researcher must be having the required technical knowledge and the basic idea of the
costs that will be incurred during the construction work (e.g. cost of building material,
labour cost, etc). A Quantity Surveyor also helps in preparing bills of quantity,
contract documents, and tender document. Ôe/she may also be needed to advice on
how to manage construction cost. In some cases the Quantity Surveyor job doesn't end
on making estimation and they are required to keep a check on the proceedings and
compiling progress reports for higher management. Working all the time with cost
calculations, building materials, contractors and the likes make these professionals an
expert on the methods of cost control. They can supervise projects and make sure that
the project is going on the track.

The Quantity Survey process is carried out in all construction projects, however in
routine projects it is the contractor or even the house owner who come up with these
estimations. In big projects (such as shopping plazas or hotels), it becomes a very
complex job due to the size and nature of the project. Therefore, the work must be
carried out carefully to avoid cost overruns and ensure timely completion.

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In L&T ECC division, the scheduling is done on project scheduling tool Microsoft

Project. The schedules are prepared in different levels depending upon their

descriptiveness of the project activities. The various schedules level wise are:

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responsible at the project/WBS. Each manager in the OBS is associated with his area

of the project, and the WBS of the particular level of hierarchy.

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services produced during the project. The project is the highest level while an

individual activity is the lowest level. Each project has its own WBS.

Scope definition is a natural follow on task after writing the scope statement. The

recommended method for defining scope is to build-up a Work Breakdown Structure.

A project work breakdown structure (WBS) is a deliverable or product-oriented

grouping of project work elements shown in graphical display to organize the total

work scope of a project. It can be used to confirm a common understanding of the full

scope of the project. Any work not included in the WBS is not included in the scope

of the project. The Work Breakdown Structure facilitates the planning and control of

cost, schedule and technical quality of the project outcome. A Work Breakdown

Structure is developed by identifying the project deliverable and then successively

subdividing that deliverable into increasingly detailed and manageable subsidiary

deliverables or components.

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The Project scheduling is the first schedule that is made by the upper management that

includes arranging funds. Rest other schedules are prepared by other divisions

according to their responsibility. In project management, a schedule consists of a list

of a project's terminal elements with intended start and finish dates. The scheduling

process includes WBS of the complete project into smaller logical units and activities

level wise and then assigning the duration to the activities. The duration is estimated

on the basis of scope involved and manpower available. Some thumb rules are made

and followed based on experience in the field. Master schedule is a schedule that gives

the list of main activities and duration in years/months. Then the Milestone schedule

and Detailed schedule, WBS gives some more detailed view of the sub activities

inside these activities.

Then finally a complete and most detailed schedule is prepared that is very descriptive

and is prepared after identifying all the activities that are associated with the project,

howsoever small they may be and then arranging them logically by assigning their

successor or predecessor relationship and the time durations. Thus it can be said they

are prepared after micro analysis.

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 is a fundamental and challenging activity in the management
and execution of construction projects. It involves the choice of technology, the
definition of work tasks, the estimation of the required resources and durations for
individual tasks, and the identification of any interactions among the different work
tasks. A good construction plan is the basis for developing the budget and the
schedule for work. Developing the construction plan is a critical task in the
management of construction, even if the plan is not written or otherwise formally
recorded. In addition to these technical aspects of construction planning, it may also
be necessary to make organizational decisions about the relationships between project
participants and even which organizations to include in a project. For example, the
extent to which sub-contractors will be used on a project is often determined during
construction planning.

Forming a construction plan is a highly challenging task. In developing a construction

plan, it is common to adopt a primary emphasis on either cost control or on schedule
control as illustrated in Fig 1. Some projects are primarily divided into expense
categories with associated costs. In these cases, construction planning is cost or
expense oriented. Within the categories of expenditure, a distinction is made between
costs incurred directly in the performance of an activity and indirectly for the
accomplishment of the project. For example, borrowing expenses for project financing
and overhead items are commonly treated as indirect costs. For other projects,
scheduling of work activities over time is critical and is emphasized in the planning
process. In this case, the planner insures that the proper precedences among activities
are maintained and that efficient scheduling of the available resources prevails.
Traditional scheduling procedures emphasize the maintenance of task precedences
(resulting in    
 procedures) or efficient use of resources over
time (resulting in    
 procedures). Finally, most complex projects
require consideration of both cost and scheduling over time, so that planning,

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monitoring and record keeping must consider both dimensions. In these cases, the
integration of schedule and budget information is a major concern.

$c Alternative Emphases in Construction Planning

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A parallel step in the planning process is to define the various work tasks that must be
accomplished. These work tasks represent the necessary framework to permit
scheduling of construction activities, along with estimating the resources required by
the individual work tasks, and any necessary precedences or required sequence among
the tasks.

Activity involve in Construction:

- Site grading
- Excavation
- PCC
- Reinforcement works
- Form works
- Concreting works(RCC- Foundation) (up to plinth level)
- Concreting works (RCC-Super structure)( Above plinth level)
- back filling
- Sand Filling (if Required)
- RCC/ Brick Drain works
- Brick works
- Door/window works
- Plastering
- Painting
- Roof treatment works
- Roofing works

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Once work activities have been defined, the relationships among the activities can be
specified. Precedence relations between activities signify that the activities must take
place in a particular sequence. There are four types of relationship like FF, FS, SS, SF
considering the proper lead (-) and lag (+) in the activity. Numerous natural sequences
exist for construction & electrical activities due to requirements for structural
integrity, regulations, and other technical requirements. For example, design drawings
cannot be checked before they are drawn.

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In most scheduling procedures, each work activity has an associated time duration.
These durations are used extensively in preparing a schedule. All formal scheduling
procedures rely upon estimates of the durations of the various project activities as well
as the definitions of the predecessor relationships among tasks. A straightforward
approach to the estimation of activity durations is to keep historical records of
particular activities and rely on the average durations from this experience in making
new duration estimates. Since the scope of activities are unlikely to be identical
between different projects, unit productivity rates are typically employed for this
purpose. For example, the duration of an activity D ij such as concrete formwork
assembly might be estimated as:

where Aij is the required formwork area to assemble (in square yards), P ij is the
average productivity of a standard crew in this task (measured in square yards per
hour), and Nij is the number of crews assigned to the task. Ôistorical records in a firm
can also provide data for estimation of productivities.

The calculation of a duration as in Equation is only an approximation to the actual

activity duration for a number of reasons. First, it is usually the case that peculiarities
of the project make the accomplishment of a particular activity more or less difficult.
For example, access to the forms in a particular location may be difficult; as a result,
the productivity of assembling forms may be lower than the average value for a
particular project. Often, adjustments based on engineering judgment are made to the
calculated durations from Equation for this reason.

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In addition, productivity rates may vary in both systematic and random fashions from
the average. Systematic variation is the effect of  

 on productivity. As a crew
becomes familiar with an activity and the work habits of the crew, their productivity
will typically improve. Figure 2 illustrates the type of productivity increase that might
occur with experience; this curve is called a  

 . The result is that
productivity P ij is a function of the duration of an activity or project. A common
construction example is that the assembly of floors in a building might go faster at
higher levels due to improved productivity even though the transportation time up to
the active construction area is longer. Again, historical records or subjective
adjustments might be made to represent learning curve variations in average
productivity.

$c{ Illustration of Productivity Changes Due to Learning

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In addition to precedence relationships and time durations, resource requirements are

usually estimated for each activity. Since the work activities defined for a project are
comprehensive, the total resources required for the project are the sum of the
resources required for the various activities. By making resource requirement
estimates for each activity, the requirements for particular resources during the course
of the project can be identified. In making adjustments for the resources required by a
particular activity, most of the problems encountered in forming duration estimations
described in the previous section are also present. In particular, resources such as
labour requirements will vary in proportion to the work productivity, P ij, used to
estimate activity durations in Equation Mathematically, a typical estimating equation
would be:

where Rkij are the resources of type k required by activity ij, Dij is the duration of
activity ij, Nij is the number of welding m/c allocated to activity ij, and Ukij is the
amount of resource type k used per m/c. For example, if an activity required eight
hours with one m/c assigned and each m/c required three workers, the effort would be
R = 8*1*3 = 24 labour-hours.

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Project Execution follows the Project Planning Phase and ideally starts once the
Project Plan has been approved and baselined. Project Execution is characterized by
the actual work on the tasks planned and project Control involves the comparison of
the actual performance with the planned performance and taking appropriate
corrective action to get the desired output.

During this phase, Project Team is responsible for the following activities:

xc Team Members execute the tasks as planned by the Project Manager and Team
head.
xc Project Manager is responsible for performance measurement which includes
finding variances between planned and actual work, cost and schedule.
xc Project manager is responsible for providing Project Status Report to the
planning department
xc Planning department looks into execution for the review of the metrices and
variances.
xc All Project members from planning and execution teams are responsible for
taking necessary action of the variances thus determined so as to complete the
project within time and budget.

The facilitating processes during Project Execution can be:

xc Quality Assurance and Quality Control.

xc Performance Monitoring.
xc Information Distribution or Status Reporting.
xc Project Administration.
xc Risk Monitoring and Control.
xc Scope Control.
xc Schedule and Cost Control.
xc Contract Administration.
xc To maintain the safety during Execution.

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During execution manpower is the major resource. Ôere since most of the job has
been sub-contracted so the manpower belongs to them. While employing them for the
job there are some statuary requirements to be fulfilled. These are generally some
records which are to be maintained by contractors and checked by the client ÔRM.
They generally consist of:

xc Labour Liscence (FORM 15) form client under Contract Labour Act.
xc Provident Fund Code
xc Master Role (Including Overtime)
xc Wages Register

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Major portion of Reinforcement is brought to site in cut & bend pieces of required
sizes & shapes with tags showing details of structure and stacked at various locations
identified time to time in Block B & C. Fabrication & fixing of cages is done at
location of casting, during the phase of foundations & Columns/Walls upto B -2 Level.
After de-shuttering of first Slab of B-2 level at mid Feb-2011, Rebar cutting, bending
& stacking yard will be shifted at B-3 Level. As the progress of work leads to Ground
Floor, the same will be shifted to GF of Block-B during July- 2011. Rebar ready for
fabrication/fixing for Columns/ Walls is placed at required locations on slab & shall
be consumed immediately. Vertical movement of such rebars will be done using
Tower Crane.

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DOKA shuttering is proposed to be used for RCC Structures. Block-B used for initial
2.5 months as making & stacking yard. After start of shuttering for Slab at B-2,
staging material will be consumed & will be repeated; hence by mid of Feb-11, the
stacking shall be done in B-3 of Block-A. For vertical movement of materials above
GF, Extended platforms provided from slab. Tower Crane is used for vertical
movement at required locations of Tower Area.
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Due to space constraints at site, concrete is supplied from outside in form of Ready
Mix Concrete. Concrete Pumps & Pipeline at required locations placed & moved
afterwards as no specific location can be defined due to space constraint. For supply
of concrete of columns where quantity is very small, tower crane using bucket is used.

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Water curing of each pour is being carried out by wet burlap/ponding water over
concrete surface, after final setting time. Curing of vertical faces is being done by wet
burlap after de-shuttering. Burlap is maintained continuously moist by spraying water.
This water for curing and so also for other construction activity is being transported by
its own pumping arrangement. Bore Ôole used for extracting water for curing &
construction activities and is operated as required. Pipeline network is laid & modified
as per requirement of curing & use at different levels.

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The bricks are mainly stored in levels. These have to be transported to the higher
floors. Mainly, material hoists will be used for the transportation of these bricks. Per
day requirement for bricks works out to approximately 6,500. The same shall be lifted
during late hours in night as per requirement at floors, so as to optimize & distribute
time load on Material Ôoist


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Material hoist would be used for transporting flooring & wall tiles for common areas
& toilets of Tower. For Basements the tiles shall be delivered from Main Store as per
requirement.

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The hoist as well as lift will not be suitable for lifting the larger window panels. These
will be lifted from the exterior of the building using the agencies own arrangement.
The Aluminium mullions, fittings etc. can however be lifted using Material Ôoist.

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The Project is divided Block wise Namely, Block A, Block B & Block C. The
execution will also follow same chronological sequence for structure, services &
finishes.
Broad Sequencing to be followed as:
‡ Block-A containing Tower Area start first, Block-B & C to follow.
‡ Block-B structure finishes at Ground Floor.
‡ Block-C to start after Block-B, leaving ramp for movement upto Block-A B-3 level.
‡ After reaching B-1 level of part-1, ramp to be excavated & movement diverted
through outside of wall at part-1 upto Block-C as illustrated below.

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The sub-contractor executing the project prepare a daily progress report which is
signed by an incharge from the sub contractor and counter signed by an Engineer-in-
charge. This is further passed on to plannin g department and one copy to billing
department. Planning department updates the data in a format prepared on MS Excel
and MS Access. With the usage of MS Access final report management is done. This
prevents the repetition of items, in case if its repeated then that item is shown blocked.
Reoprts are prepared daily then updated to weekly and finally to monthly.joint
measurement is taken by both contractor and engineer in-charge after the verification
by the billing department it is forward to the account department with comments then
the bill is cleared by taking in to consideration about the retention money,mobilization
advance if any. And then 85% of the total payment is done for the certified work.

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Good project management in construction must vigorously pursue the efficient

utilization of labour, material and equipment. Improvement of labour productivity
should be a major and continual concern of those who are responsible for cost control
of constructed facilities.c

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Productivity in construction is often broadly defined as output per labour hour. Since
labour constitutes a large part of the construction cost and the quantity of labour hours
in performing a task in construction is more susceptible to the influence of
management than are materials or capital, this productivity measure is often referred
to as labour productivity. Ôowever, it is important to note that labour productivity is a
measure of the overall effectiveness of an operating system in utilizing labour,
equipment and capital to convert labour efforts into useful output, and is not a
measure of the capabilities of labour alone. For example, by investing in a piece of
new equipment to perform certain tasks in construction, output may be increased for
the same number of labour hours, thus resulting in higher labour productivity.

Construction output may be expressed in terms of functional units or constant dollars.

In the former case, labour productivity is associated with units of product per labour
hour, such as cubic yards of concrete placed per hour or miles of highway paved per
hour. In the latter case, labour productivity is identified with value of construction (in
constant dollars) per labour hour. The value of construction in this regard is not
measured by the benefit of constructed facilities, but by construction cost.

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Contractors and owners are often concerned with the labour activity at job sites. For
this purpose, it is convenient to express labour productivity as functional units per
labour hour for each type of electrical task. Ôowever, even for such specific purposes,
different levels of measure may be used. For example, meter of earthing strip laid per
hour is a lower level of measure Lower-level measures are more useful for monitoring
individual activities.

While each contractor or owner is free to use its own system to measure labour
productivity at a site, it is a good practice to set up a system which can be used to
track productivity trends over time and in varied locations. Considerable efforts are
required to collect information regionally or nationally over a number of years to
produce such results. The productivity indices compiled from statistical data should
include parameters such as the performance of major crafts, effects of project size,
type and location, and other major project influences.

In order to develop industry-wide standards of performance, there must be a general

agreement on the measures to be useful for compiling data. Then, the job site
productivity data collected by various contractors and owners can be correlated and
analyzed to develop certain measures for each of the major segment of the
construction industry. Thus, a contractor or owner can compare its performance with
that of the industry average.

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Job-site productivity is influenced by many factors which can be characterized either

as labour characteristics, project work conditions or as non-productive activities. The
labour characteristics include:

xc age, skill and experience of workforce

xc leadership and motivation of workforce
NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH, PUNE Page 33
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The project work conditions include among other factors:

xc Job size and complexity.

xc Job site accessibility.
xc Labour availability.
xc Equipment utilization.
xc Contractual agreements.
xc Local climate.

The non-productive activities include among other factors:

xc Indirect labour required to maintain the progress of the project

xc Rework for correcting unsatisfactory work
xc Temporary work stoppage due to inclement weather or material shortage
xc Time off for union activities
xc Absentee time, including late start and early quits
xc Non-working holidays
xc Strikes

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xc Budgeting
xc Cost estimation
xc Cost control
xc Resource allocation
xc Data base for future utilization

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Quality control represent increasingly important concerns for project managers.

Defects or failures in constructed facilities can result in very large costs. Even with
minor defects, re-construction may be required and facility operations impaired.
Increased costs and delays are the result. In the worst case, failures may cause
personal injuries or fatalities. Accidents during the construction process can similarly
result in personal injuries and large costs. Indirect costs of insurance, inspection and
regulation are increasing rapidly due to these increased direct costs. Good project
managers try to ensure that the job is done right the first time and that no major
accidents occur on the project. As with cost control, the most important decisions
regarding the quality of a completed facility are made during the design and planning
stages rather than during construction. It is during these preliminary stages that
component configurations, material specifications and functional performance are
decided. Quality control during construction consists largely of insuring conformance
to these original design and planning decisions .

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A variety of different organizations are possible for quality control during

construction. One common model is to have a group responsible for quality assurance
within an organization. Departments dedicated to quality assurance might assign
specific individuals to assume responsibility for these functions on particular projects.
Each of the parties directly concerned with the project may have their own quality
inspectors, including the owner, the engineer/architect, and the various constructor
firms. These inspectors may be contractors from specialized quality assurance
organizations. In addition to on-site inspections, samples of materials will commonly
be tested by specialized laboratories to insure compliance. Inspectors to insure
compliance with regulatory requirements will also be involved.

Quality control should be a primary objective for all the members of a project team.
Managers should take responsibility for maintaining and improving quality control.

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Employee participation in quality control should be sought and rewarded, including

the introduction of new ideas. Most important of all, quality improvement can serve as
a catalyst for improved productivity. By suggesting new work methods, by avoiding
rework, and by avoiding long term problems, good quality control can pay for itself.
Owners should promote good quality control and seek out contractors who maintain
such standards.

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Quality control in construction typically involves insuring compliance with minimum

standards of material and workmanship in order to insure the performance of the
facility according to the design. Total quality control i s a commitment to quality
expressed in all parts of an organization and typically involves many elements. Design
reviews to insure safe and effective construction procedures are a major element.
Other elements include extensive training for personnel, shifting the responsibility for
detecting defects from quality control inspectors to workers, and continually
maintaining equipment. Worker involvement in improved quality control is often
formalized in quality circles in which groups of workers meet regularly to make
suggestions for quality improvement. Material suppliers are also required to insure
zero defects in delivered goods. Initially, all materials from a supplier are inspected
and batches of goods with any defective items are returned. Suppliers with good
records can be certified and not subject to complete inspection subsequently. Total
quality control is difficult to apply, particular in construction. The unique nature of
each facility, the variability in the workforce, the multitude of subcontractors and the
cost of making necessary investments in education and procedures make programs of
total quality control in construction difficult. Nevertheless, a commitment to improved
quality even without endorsing the goal of zero defects can pay real dividends to
organizations.

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This is a site test to determine the workability of the ready mixed concrete just before
its placing to final position inside the formwork, and is always conducted by the
supervisor on site. Ôowever in mid of concreting process , should the site supervisor
visually finds that the green concrete becomes dry or the placement of concrete has
been interrupted , a re-test on the remaining concrete should be conducted in particular
of the pour for congested reinforcement area .

The procedure of test in brief is as follows:

1. Ensure the standard Slump Cone and associated equipment are clean before test and
free from hardened concrete.
2. Wet the Slump Cone and drain away the superfluous water.
3. Request the mixer or concrete truck to well mix the concrete for additional 5
minutes.
4. Place the Slump Cone on one side ( i.e. not in middle ) of the ba se plate on levelled
ground and stand with feet on the foot -pieces of cone .
5. Using a scoop and fill the cone with sampled concrete in 3 equal layers, each of
about 100mm thick.
6. Compact each layer of concrete in turn exactly 25 times with a Slump Rod,
allowing the rod just passes into the underlying layer.
7. While tamping the top layer, top up the cone with a slight surcharge of concrete
after the tamping operation.
8. Level the top by a ³sawing and rolling´ motion of the Slump Rod across the cone.
9. With feet are still firmly on the foot-pieces, wipe the cone and base plate clean and
remove any leaked concrete from bottom edge of the Slump Cone.
10. Leave the foot-pieces and lift the cone carefully in a vertical up motion in a few
seconds time.
11. Invert the cone on other side and next to the mound of concrete.
12. Lay the Slump Rod across the inverted cone such that it passes above the slumped
concrete at its highest point.
13. Measure the distance between the underside of rod and the highest point of
concrete to the nearest 5mm.
14. This reading is the amount that the sampled concrete has slumped.

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15. If the concrete does not show an acceptable slump, repeat the test with another
sample.
16. If the repeated test still does not show an acceptable slump, record this fact in the
report, or reject that load of concrete.

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The Compression Test is a laboratory test to determine the characteristic strength of

the concrete but the making of test cubes is sometimes carried out by the supervisor
on site. This cube test result is very important to the acceptance of insitu concrete
work since it demonstrates the strength of the design mix.c

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(Capacity 3000kN)

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The procedure of making the test cubes is as follows: -

1. 150 mm standard cube mould is to be used for concrete mix and 100 mm standard
cube mould is to be used for grout mix.
2. Arrange adequate numbers of required cube moulds to site in respect with the
sampling sequence for the proposed pour.
3. Make sure the apparatus and associated equipment ( see Fig 7 ± 6 ) are clean before
test and free from hardened concrete and superfluous water .
4. Assemble the cube mould correctly and ensure all nuts are tightened.
5. Apply a light coat of proprietary mould oil on the internal faces of the mould.
6. Place the mould on level firm ground and fill with sampled concrete to a layer of
about 50 mm thick.
7. Compact the layer of concrete thoroughly by tamping the whole surface area with
the Standard Tamping Bar. (Note that no less than 35 tamps / layer for 150 mm mould
and no less than 25 tamps / layer for 100 mm mould).
8. Repeat Steps 5 & 6 until the mould is all filled. (Note that 3 layers to be proceeded
for 150 mm mould and 2 layers for 100 mm mould).
9. Remove the surplus concrete after the mould is fully filled and trowel the top
surface flush with the mould.
10. Mark the cube surface with an identification number (say simply 1, 2, 3, etc) with
a nail or match stick and record these numbers in respect with the concrete truck and
location of pour where the sampled concrete is obtained.
11. Cover the cube surface with a piece of damp cloth or polythene sheeting and keep
the cube in a place free from vibration for about 24 hours to allow initial set .
12. Strip off the mould pieces in about 24 hours after the respective pour is cast. Press
the concrete surface with the thumb to see any denting to ensure the concrete is
sufficiently hardened, or otherwise de-moulding has to be delayed for one more day
and this occurrence should be stated clearly in the Test Report.
13. Mark the test cube a reference number with waterproof felt pen on the moulded
side, in respect with the previous identification number.
14. Place the cube and submerge in a clean water bath or preferably a thermostatically
controlled curing tank until it is delivered to the accredited laboratory for testing.
NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH, PUNE Page 40
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For checking the quality of fine aggregates, a field test was conducted in which the
sand was placed in a flask containing water. The sand was allowed to settle for some
time and then after few hours the reading of the silt or other impurity layer is taken If
that reading is less than 5% of the total sand that is put in the flask, then we accept the
sand but if it is more than 5% the sand is rejected. Bricks were sent to the college
laboratory for testing and thereby checking the quality of the bricks used at site.

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Being a prestigious project with large amount of material, waste, portable tools and
men involved, significant care w.r.t various hazards related to health & safety which
are likely to occur on site & special instructions relating to the Process/Activities are
described in respective section.
Since many workers working at the Site, mobile Toilet at suitable locations on
Ground is placed. This is cleaned on regular basis as there is space constraint for
making of Septic Tank for purpose mentioned.
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xc Respective engineers and their subordinates as per the attached sheet shall be
responsible to keep their zones neat and tidy all the time.c
xc Store department shall be responsible for unloading and proper stacking of
steel, cement and sand along with storage of all stores materials with proper
labelling.c
xc It shall be shuttering engineer¶s responsibility to maintain the house keeping at
frame making yard.c
xc The reinforcement engineer shall ensure that day to day steel scrap is disposed
in scrap bins properly and walkways have kept free from steel material.c
xc Concrete engineer shall ensure that debris are cleaned after every De-shuttering
work.c
xc Safety dept. should ensure that all safety nets are kept clean every time. All
openings, voids and cut out are covered /barricaded /protected.c
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Safety Planning, especially for the construction of buildings is a very complicated
subject, mainly due to the so many different views and problems associated with high-
rise construction. Safety is many times ignored at the cost of progress. Long, boring
and repetitive tasks in a typical high rise construction pose a number of dangers
everyday that need to be addressed. Though the topic of construction safety is
addressed in a much-detailed manner in the Site Safety Plan that is specially
documented for this project, an overview is covered in this section of the logistics
plan.
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The following points are considered in the logistics plan with regards to construction
safety in such type of construction works:
xc Emergency Preparedness and Response Program.
xc Fire Safety.
xc Risk assessment with various kinds of construction operations.

As a part of the Emergency Preparedness and Response program, an evacuation plan

has been detailed in the ÔSE Plan available with Site Safety Engineer. List of
emergency phone numbers are mentioned at different suitable places. Various types of
fire extinguishers and their uses for particular class of fire are mentioned.
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xc Tower crane: 1 nos.

xc Excavator: 1 nos.

xc Backhoe Loader: 1 nos.

xc Compactor: 1 nos.

xc Concrete pump: 2 nos.

xc Compressor, 10 cfm: 1 nos.

xc Power generator: 180KVA for site

65 KVA for labour colony

xc Bar cutting and bending machine: 5 nos.

xc Total Station: 1 nos.

xc Levelling instrument: 4 nos.

xc Multistage pump: 2 nos.

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Model SS450

Load Moment (T/M) 450

Working Radius (M) 70

Tip load (T) 5

Max. load (T) 20

Ôoisting Ôeight (M) 78.9

Anchorage Ôeight (M) 320

Mast Section Size (M) 2.5X2.5X6

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Make: Tata Ôitachi

Model: EX

Variant: 110

Type: Earth Movers

Application: For Construction Purpose


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Displacement: cc

Engine Type: Tata 697A, Water Cooled, Diesel

Maximum Power: 78 Bhp @ 2300 rpm

Maximum Torque: 295 Nm @ 1600 rpm

Cylinders: 6

 
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Length: 7270 mm

Width: 2490 mm

Ôeight: 2690 mm

Wheel Base: 3340 mm

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Power - Net: 72.42 hp

Engine Model: Simpson S440(1)F4

Engine Displacement: 244.09 in3

Gross Power: 75.1 hp

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Ôydraulic Pump Capacity: 36.72 gal/min

Ôydraulic System Pressure: 3002.28 psi

Type: Closed-Centre

Pump Type: Variable Flow Axial-Piston

 
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Length: 224.8 in

Width: 94.33 in

Ôeight: 147.24 in

Wheel Base: 82.68 in c c

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Engine Model: Cat® C1.5

Gross Power: 33 hp

Net Power - ISO 9249 31.8 hp

Bore 3.3 in

Stroke 3.54 in

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Drum Width: 47 in

Drum Diameter: 27.56 in

Frequency: 3780 vpm

Centrifugal Force Maximum: 7043 lb

Centrifugal Force Minimum: 5378 lb

Vibration Selection: Front, rear or both

Eccentric Weight Drive: Ôydraulic

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SCÔWING Stationary Concrete Pump BP350Prime Mover: Diesel Engine c

Make: Deutz

Engine Power: 49kW @ 2300rpm

Model: F4L 912

Technical Parameter (TK): 1225

Dia. of Pumping Cylinder x Stroke: 180x 1200 mm.

Max No. of Stroke / Min.: 25 times/min.

Output: 46 m3/hr

Pressure: 60 bar

Ôopper Capacity: 600 litres

Weight: 3,000 kgs.

Pipeline: DN125

Dimension: L x W x Ô (mm): 4550 x 1820 x 1790c

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Make Schwing Stetter

Nominal Capacity m3 6

Geometric Volume litres 11700

Waterline Volume litres 7100

Filling Ratio % 51.3

Rotation Speed rpm 0-14

Length of Mixer mm 5743

Drum Thickness mm 5

Water Tank Capacityc c c c litres 450c

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xc I learnt to apply a lot of theoretical knowledge into practical use.
xc As my work was to interact with different persons, I shared with them about
their experience.
xc I also learnt to handle the month end stress when it is time to complete the
targets.
xc I also came to know about the various work culture rules and ethics that are
required to be followed in the organization.
xc I also found that it is very important to build a relationship with a client as it
brings more business.
xc I learnt that every work needs hard work and full dedication. It depends how
we handle it.

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