JSPM Group of Institutes

Session Objectives
Course: Civil Engineering

Project Management and Engineering Economics

UNIT V

Session Session Objective

What is resource Management? Material Management its use and

36
objectives.

37 Standard Material procurement procedure.

38 How to manage material for minimization of material cost on site.

40 Use of advances in s/w to MM.

Economical order quantity for continuous of project without several need of

41
material.

42
Management of equipment available on site, removing ideal time.
43

Management of equipment available on site, removing ideal time

44
importance of safety and safety cost and impact of accidents on project.

Project Resources and Safety Aspects

5.1 Materials Managements:
The construction industry is depending upon the 4M. i. e. Manpower, Money,
Machineries and MATERIALS. Materials are basic essence of projects. It affect the project
qualitatively and quantitatively. Even the safety and quality aspects are depending upon which
material is using for projects.
Material management deals with the managing materials along with cost and quality
material.
The material may be a Raw-material (ingredients of concrete) for input, semi-furnish
product (i.e. brick, window frames, window and door panel etc.) and final product (i. e.
elevators, lifts etc.)
Construction material and components contribute around 50- 60% cost of total cost of
construction project.
It is estimated that 10-20% of total material should be present on site.
As it is the main contributor in construction cost, it is necessary to manage a material,
incoming and outgoing of material, usages, control on wastage and documentation of it
which leads to increase a profit margin and healthy environment within organization.
It has been noticed that large quantities of building materials are allowed to buried,
burned or wasted due to inadequate control on project sites.
The proper material management is imperative for effective project management.

50-

Figure1. Cost of Material

Management

5.2 Importance of Material Management:

 Most successful projects are economical and economy of construction project mostly
depends on materials.

Material is carrying major cost of construction project.

The organization is profited when it successes in optimize output in minimum input of

material.

The money is only scare and we can control on it by minimum utilization of material.

Only area in which considerable economy is still possible with materials management.

5.3 Use (Advantages) of Material Management:

It provides a co-ordination between various departments.

Helps in decision making. (i. e. speedy and accuracy in decision)

Keeps right balance of various conflicting interest under different functions.

To obtain a clear cut accountability due to centralization of authority.

Easy to collect data and analyses for improved decision making.

Exposure of every individual to aspect of material management.

5.4 Importance of Material Management:

o The main task of material management is to reduce the cost of material following are the
objectives

o To ensure uninterrupted production or operation by maintaining uniform flow of

materials

o Right quality of materials at an appropriate cost from proper place with right terms and
conditions so as to reduce the expenditure on materials.

o By adopting the latest techniques, economy is to be achieved.

 o Speedy reuse and disposal of material which are more required.

o Losses due to pilferage and obsolescence kept at a minimum.

o Reduction in capital through scientific inventory control.

5.5 Material Procurement Procedure:

It is one of the major factors to be considered since it is main source of expenditure.

Material procurement directly affects the operations and profits.

The material of poor quality and ineffective quality control will be cause delay in
execution.

Quality get hammer.

Safety cannot be achieved with poor quality materials.

Some standard procedure has to adopt for effective procurement.

Following approaches to material procurement will be highly beneficial.

o Choice of right supplier

o Proper and well defined specifications

o Coding classification and cataloging process.

o Speed track procurement for imported items.

o Materials manager is responsible and authorized for overall procurement and

monitoring of process.

Following flow chart is showing general material provision process under materials
management distinguishing responsible authority.
 Study the contract documents and identify the material requires
for project with qualitative details.
Planning
Engineer

Estimate the quantity of require material and quality given by

planning department.
Estimated quantity should give to material manager after
Planning confirmation of quality.
Engineer
Float an enquiry to source of supply
Invite Quotations from approved vendors
Analyse quotation and conduct vendor's pre-qualification.
Submite a proposal for technical, financial and approval from
client.
Negotiate with vendors and finalise the order.
Place a purchase order and monitor.
Conduct pre- shipment inspection.
Material Inspect the good as received on site.
Manager Storage of material and protect from environment.
Issue of an material as per site requirement through indents
and keep records of outgoing materials.
Close materials supply contract after confirming no further
requirement of same material

Figure2. Procedure for material

procurement
 5.6 Indents:

For receiving material from store, the contractor has to put a requirement to carry
out work.

This requirement should be propose by site engineer and approved by

construction manager.

High cost items (type A) should be approved from construction manager, planning
manager and many times from project manager.

This written requisition of material is called as Indent.

The indent book is triplicate page.

Indent format should include:

1. Name of organization 2. Site name & site code 3. Date of indent issue

4. Contractor name 5. Vendor Code 6. Cost Head Code

7. Material Code 8. Material Description 9. Unit of material

10. Quantity of material 11. Material type (returnable) 12. Where material is using
(location of use)

13. Remark 14. Sign of site engineer 15. Sign of construction

engineer

16. Sign of material supervisor 17. Sign of material manager 18. Sign of planning engineer
after sanction

Figure3. Contents of material

Indents
 Figure4. Format of Indent

5.7 Receipts or Bill of Materials:

Bill of material is an important aspects in production planning.

Simplest techniques of materials requirement.

When a designer engineer completes the design of a part or an assembly, he

makes a list of all machines required to manufacture item.

The bill of materials with the production schedule can be sent directly purchasing
department as a notification of production department needs a material.

The production control department can also send a copy of engineering bill of
material to store as a document authorizing release a material.

A daily report of withdrawal of material should send to inventory control

manager.

Explosion of bill of materials refer to the splitting of requirement for the product
to be manufactured into its basic components.
 5.8 Storage of Materials:

Stores management is vital part of materials management.

Storage of materials is depending upon the following factors:

o Type of material is to be stored

o Convenience

o Cost of land

o Climatic condition

o Transportation

Economy and efficiency are the most importance in determining the lay-out of
stores.

Main consideration behind the lay-out is to maintain the work flow.

Following are some storage lay-out on consideration of above things:

1. Straight through flow lay-out

In OUT

Figure5. Lay-out of
Store

 This is simplest form.

Material enters through one door, stacked in straight row.

Pick the material and move in one direction only.

This is to maintain the speed of movement.

Other functions and need to work places are not considered in this method.

2. Layout in terms of storage use

OUT
IN

MATERIALS ON BIN

MATERIALS ON RACKS

MATERIALS ON PALLETS

Figure6. Lay-Out of Store

Its depending upon where to stack the materials on bins, racks or on

pallets.

This type is only considered for incoming and outgoing of materials not
for separation of material group wise.

3. Lay-out when materials are grouped

This type is usable when materials are segregated on group.

Materials under one head are grouped where assessment, stacking and
controlling is easy.
 This is flexible in nature store and having one and more access to the
material.

5.9 Inspection of Materials:

Inspection of material is an important task prior to utilization of material.

Inspection of material for the desire quality and specification.

After receiving material on site, while unloading concern engineer has to confirm the
quality and quantity of material is as per requisition or not.

Any defect or nonconformance should acknowledge to store or material manager at

earliest.

Any damage during the transportation should be rectifying from supplier.

Type A (costlier) items should be unload with special care of quantity.

Inspection of store should be conducted repetitively.

Rotation wise check of environmental effect on stored goods.

5.10 Enterprise Resource Planning [ERP]

This is an integrated computer based information system which deals with

organization, finance, accounting, manufacturing, incoming, consumption of
resources.

This is automatic system which gives total information and status of activities
carrying in store.

ERP contents a information of employee, vendors, material requisition, purchase

of material etc.

5.10.1 Characteristics of ERP

It operates in real time with periodic updates.

 A common database which support all applications.

Consistent look and feel throughout each model.

Installation of system without elaborate application integration by IT department.

5.10.2 Advantages of ERP

Order tracking, from acceptance through fulfillment.

Revenue tracking, from invoice through cash receipts.

Matching purpose orders, inventory receipts and costing.

It estimates the need and synchronizes the changes between multiple systems.

It enables standard products.

It provides a comprehensive enterprise view.

5.10.3 Disadvantages of ERP

Customization is problematic,

Rearranging business process to fit ERP may damage comprehensiveness from

other critical activities.

Higher switching and up-gradation cost.

It creates unnecessary dependencies and requires a training to work on it.

5.11 Inventory

Inventories cover major part of working capital.

It is largest current assets in construction industry.

Detail list of goods, furniture etc.-a dictionary meaning.

 Inventory means aggregate of those items of tangible property which

o Are held for sale

o Are the process of production

o They are, to be currently consumed in production or services to be

available for sale

5.11.1 Management of Inventories

Inventory consists of cost of raw material, stores, spares, packing material, coal,
petroleum etc.

The maintenance of inventory means blocking of funds and so it involves the

interest and opportunity cost to the firm.

Efforts are made to minimize the stock of inputs and outputs by proper planning
and forecasting of demand of various inputs and producing only that much
quantity which can be sold in market.

The inventory cost is not only interest on stocks but also cost of store building of
storage, insurance and obsolesce and movement of input and output.

5.11.2 Objectives of Inventory Management

The primary objectives of inventory management are:

To minimize the possibility of disruption in the production schedule of a firm for
want of raw material, stock and spares.
To keep down capital investment in inventories.
The investment in inventories should be just sufficient in the optimum level.
Efforts should be made to place orders at the right time with the right source to
purchase the right quantity at the right price and quality.
The major dangers of excessive inventories are:
 (i) The unnecessary tie up of the firms funds and loss of profit.

(ii) Excessive carrying cost, and

(iii) The risk of liquidity.

5.11.3 The effective inventory management should

(i) Maintain sufficient stock of raw material in the period of short supply and
anticipate price changes.
(ii) Ensure a continuous supply of material to production department facilitating
uninterrupted production.
(iii) Minimize the carrying cost and time.
(iv) Maintain sufficient stock of finished goods for smooth sales operations.
(v) Ensure that materials are available for use in production and production services
as and when required.
(vi) Ensure that finished goods are available for delivery to customers to fulfil orders,
smooth sales operation and efficient customer service.
(vii) Minimize investment in inventories and minimize the carrying cost and time.
(viii) Protect the inventory against deterioration, obsolescence and unauthorized use.
(ix) Maintain sufficient stock of raw material in period of short supply and anticipate
price changes.
(x) Control investment in inventories and keep it at an optimum level.

5.12 Inventories Control Techniques

5.12.1 ABC Analysis of Inventories

Principle of ABC analysis, small portion of the items may typically represent
the bulk of money value of the total inventory used in the production process,
while a relatively large number of items may from a small part of the money
 value of stores. The money value is ascertained by multiplying the quantity of
material of each item by its unit price.

According to above concept high value items are more closely to control than low
value items.

A, B and C is denoting the high, medium and low value items.

A carries the highest value items should be under the tight control and under
responsibility of the most experienced personnel

C or the lowest value may be under simple physical control.

A Category 5% to 10% of the items represent 70% to 75% of the money

value.

B Category 15% to 20% of the items represent 15% to 20% value of the
money.

C Category The remaining number of the items represent 5% to 10% of the

money.

According to contribution of items, controls on items are required in following manner:

Particulars A Items B Items C Items

Control Tight Moderate Loose

Requirement Exact Exact Estimated

Check Close Some Little

Expenditure Regular Some No

Posting Industrial Individual Group/

None
Safety Stock Low Medium Lare

Figure7. ABC Item Control

 110
100
90
80
70
60
Cost 50
40
C
30 B
20 A
10
0
0 10 20 30 40 50 60 70 80 90 100 110 120

Quantity of Items

Figure8. ABC Analysis

5.12.1.1 Advantages of ABC Analysis

1. It ensures a closer and a more strict control over such items, which are having a
sizable investment in there.
2. It releases working capital, which would otherwise have been locked up for a
more profitable channel of investment.
3. It reduces inventory-carrying cost.
4. It enables the relaxation of control for the C items and thus makes it possible
for a sufficient buffer stock to be created.

5. It enables the maintenance of high inventory turnover rate.

5.12.1.1 Limitations of ABC Analysis

ABC analysis is effective when it carried out with standardization and

codifications.

Some items are negligible in value but essential to perform operations which are
considered in ABC analysis.
 The results of ABC analysis should review periodically and updated.

Item categorized in C items may have high importance in crisis.

It is having a selective approach to cost reduction.

5.12.2 Economical Order Quantity

A well-known formula that calculates the optimal economic order quantity.

The EOQ refers to the order size that will result in the lowest total of order and
carrying costs for an item of inventory.

If a firm place unnecessary orders it will incur unneeded order costs. If a firm
places too few order, it must maintain large stocks of goods and will have
excessive carrying cost. If a firm place unnecessary orders it will incur unneeded
order costs. If a firm places too few order, it must maintain large stocks of goods
and will have excessive carrying cost.

By calculating an economic order quantity, the firm identifies the number of units
to order that result in the lowest total of these two costs.

5.12.2.1 Assumptions of EOQ

Demand is known-- Using past data and future plans a reasonably accurate
prediction of demand can often be made. This is expressed in unit sold in a year.

Sales occur at a constant rate-- This model may be used for goods that are sold
in relatively constant amount throughout the year. A more complicated model is
needed for firms whose sales fluctuate in response to these seasonal cyclical
factors.

Cost of running of goods is ignored-- Cost associated with storage, delays or lost
sales are not considered. These costs are considered in the determination of safety
level in the re-order point subsystem.
 Safety stock level is not considered-- The safety stock level is the minimum level
of inventory that the firm wishes to hold as a protection against running out. Since
the firm must always be above this level the EOQ need not be considered the
safety stock level.

5.12.2.2 Derivation of EOQ

Figure9. EOQ Model (How much to

Order)
 5.12.2.3 Stock Level Sub-System Design On basis of EOQ

Figure10. EOQ Model- When to

Order

The design of inventory system starts with the determination of EOQ.

While EOQ indicates the quantity to be ordered but not showing when to order.

This is known as re-ordering point, it is determining by rate of consumption of item.

This above points are cover in Figure10 which showing that as demand as well as are
certain and known.

In practice, it is likely that lead time consumption value is greater than EOQ.

The inventory system should be started with purchase of lead time consumption and then
come in picture of EOQ cycle.

This system keeps track of the goods held by the firm, the insurance of goods, and the
arrival of order.

It is made up of the records accounting for the goods in stock.

 Thus the stock level subsystems maintain record of the current level of inventory for any
period of time, the current level is calculated by taking the beginning inventory, adding
the inventory received and subtracting the cost of goods sold.

Whenever those subsystems reports that an item is at a below the recorder point level, the
firm will begin to place an order for the item.

Figure11. EOQ Model- When to order with

safety stock

Uncertainty and Safety Stock (Buffer Stock):

o The demand or usage of inventory is not generally known with certainty. Usually
it fluctuates at a given period of time. In this case formula is (Maximum daily
usage rate x Maximum lead time) (Average daily usage rate x Average lead
time).

o Fluctuation in demand and best distribution are two important roles play in design
of system.

o Lead time is never fix but varying in range a period.

 o A company has to take a precaution for above factors, such as increasing demand
by 10-20% more than average demand or maintain a stock of 10-20% in store for
use in emergencies.

Reorder Point:

The reorder point is the level of inventory at which the firm places an order in the
amount of EOQ.

If the firm places the order when the inventory reaches the reorder point, the new
goods will arrive at the site before the firm runs out of goods to sell.

Reorder point is depending upon following:

o Usage Rate

o Lead time

o Safety Stock

Lead Time:

This is the amount of time between placing an order and receiving goods.

This information is usually provided by the purchasing department.

The time to allow for an order to arrive may be estimated from a check of the
companys record and the time taken in the past for different suppliers to fill
orders.
5.13 Equipment Management

5.13.1 Need of mechanism

As the size of project is increased the want of equipments is more.

To solve the complexity of project

To achieve the high quality in activities

Optimum use of material, manpower, time and money

As day by day shortage in skilled manpower the best solution to mechanized the
things

5.13.2 Financial aspect of equipments

Following flow chart is showing the dependency of equipments in point of financial

aspects:

Source of Equipments

Long Term Short Term

(New or Used) (Renting)

Buy Lease

Time Lease Leasing with option to buy later

5.13.3 Factors affecting to selection of equipments

Figure12. Financial aspects of
Equipments
Use of equipment available with organization
Payments in Installments
Down Cash Payment On Loan
 Sustainability of job conditions

Uniformity of type

Size of equipments

Use of standard equipments

Country of origin

Unit cost of production

Availability of spare parts

Sustainability of local workman

5.13.4 Equipment management

In equipment management followings are the important things which should

concentrate;

Deciding the specific methodology

Finding the options for execution

Quantity of production

Peak utilization

Mobilization

Progress schedule

5.13.5 Equipment down time

It is the time when machine is ideal or not working; it may undergo for repairing
and adjustments. Down time increases with usage.
 It denotes the availability of equipment for actual production but not working and
productivity gets hammered.

Reduction in productivity ultimate results in higher cost of production.

5.14 Fleet Management

Transportation system run in company to carry out day to day activity is called
as fleet management.
It includes a transportation of work force, equipment etc.
It includes the management of car, motor vehicles, ship etc.
Fleet management includes a range of functions like;
o Vehicle financing
o Vehicle maintenance
o Driver management
o Speed management
o Fuel management
o Health and safety management
This the function on which organization relay on transportation in business to
remove or minimize the risks associated with
o Vehicle investment
o Improving efficiency
o Reducing transportation cost
o Providing 100% compliances with government legalization
Two types of fleet management
o In-house
o Out sourced
The software related to fleet management accomplish with a series of tasks in
management of any fleet of vehicle.
This software conducting following activities:
o Acquisition of vehicle
 o Depending on its capabilities
o Driver and vehicle profiling
o Trip profile
o Dispatch
o Vehicle efficiency

5.14 Construction Safety

Construction Industry is highly prone to hazards related to site activities and

construction projects engage large number of contract workers. Contract workers
come from varied trades especially from rural areas and agricultural background and
do not have proper training in construction safety. During execution at site, these
workers are exposed to various risks involved in construction works and other
occupational diseases and health hazards which cause injuries and illnesses. As a
result, the construction projects get delayed due to loss of working hours and other
legal hassles. Therefore, it is essential for any construction project to have certain
safety guidelines for site.

5.14.1 Safety Principles:

Ensuring safety at construction sites is mandatory requirement as it is directly
related to welfare of staffs and contractors workers.
All accidents and occurrences of nearmisses can be avoided by proper planning
and thorough implementation of safe practices at work place.
All types of injuries, fatalities, loss of property and time can be minimized
through preventive measures.
To increase the safety consciousness of the workforce and the supervisory staffs
through continuous training and motivation towards safe practices.
Regular monitoring, inspections and safety audits will form an integral part of the
safety programs at the worksite.

5.14.2 Safety Objectives:

To provide a safe working environment to all workers and supervisory staffs.
 To ensure safety at each and every level of the project as an integral part of the
activities.
To enhance the safety standards as a continuous effort.
To complete project in an incidentfree manner, without any damage to health
property and environment.

5.14.3 Definitions:
1. Construction: Construction is the process of making, building, fabrication and/or
erection of structures for some facility to be housed in the same.

2. Safety: Safety is related to external threats, and the perception of being sheltered
from threats. According to the business Dictionary, safety is defined as a relative
freedom from danger, risk, or threat of harm, injury, or loss of personnel and/or
property, whether caused deliberately or by accident. Safety can also be defined as
the control of recognized hazards to achieve an acceptable level of risk. In this
study, safety means freedom from danger, harm, and injury to the person involved
in construction activities.

3. Accident: It is an incident plus its consequences; the end product of a sequence of

events or actions resulting in an undesired consequence (injury, property damage,
interruption, delay). An accident can be defined more formally as 'an undesired
event, which results in physical harm and/ or property damage, usually resulting
from contact with a source of energy above the ability of the body or structure to
withstand it.'.
In normal conversation the word 'accident' is used loosely, and in doing so it is
often coupled in a sense of bad luck on the part of the injured person, and a
feeling that it could not have been foreseen. In safety management, it is only con-
cerned with the physical outcome of the incident, which is 'that sequence of
events or actions resulting in the undesired consequences'.

4. An injury: It is thus a consequence of an incident but not the only possible

one. It has been shown that hundreds of incidents occur in the construction
industry for every one that causes injury or loss. But all have the potential to do
so. That is why it is important to look at all incidents as sources of information on
 what is going wrong. Relying on injury records only allows a review of a minority
of incidents those which happened to result in a serious injury consequence.
We can make some reasonable estimates about the likelihood of, say, failure of a
lifting appliance. Only chance will decide whether an injury rather than, or as well
as, property damage will occur on a particular occasion, and how severe either
will be.

5. Hazard: It means 'the inherent property or ability of something to cause harm

the potential to interrupt or interfere with a process or person'. Hazards may arise
from interacting or influencing components, for example two chemicals
interacting to produce a third.

6. Risk: It is 'the chance or probability of loss', an evaluation of the potential for

failure. It is easy to confuse the terms 'hazard' and 'risk', but a simple way to
remember the difference is that 'hazard' describes potential for harm, risk is the
likelihood that harm will result in the particular situation or circumstances,
coupled with a measure of the degree of severity of that harm. Comparisons
between risks can be made using simple numerical formulae.

5.14.4 What causes accidents?

Accidents are the direct results of unsafe activities and conditions, both of
which can be controlled by management. Management is responsible for the
creation and maintenance of the working environment and tasks, into which
workers must fit and inter-react. Control of workers and their behavior is more
difficult. They have to be given information and the knowledge that accidents are
not inevitable but are caused. They need training to develop skills and recognize
the need to comply with and develop safe systems of work, and to report and
correct unsafe conditions and practices. Their safety awareness and attitudes
require constant improvement, and the social environment of the workplace - the
safety climate- must be one which fosters good safety and health practices and
conditions, not one which discourages them.
 On investigation, and after a little thought, it can be seen that accidents are
relatively complex events. A man falls off a ladder. It seems straightforward - the
ladder was not tied and witnesses say that it was set at the wrong angle and not
secured against slipping. This incident could be put down to carelessness on the
part of the man, having failed to appreciate the physical situation. Carelessness,
though, is rarely either a good or an adequate explanation of events like accidents.

Unsafe acts and unsafe conditions are often referred to as immediate or

primary causes of accidents, because they are the most obvious causes and
because they are usually directly involved or present at the moment the accident
happens. Secondary causes are also important, although they are usually harder to
seek out and identify. They are the failures of the management system to
anticipate, and include lack of training, maintenance, adequate job planning and
instruction, and not having safe systems of work in place.

Some examples of unsafe acts and conditions are given below.

Causes of Accidents

Unsafe acts Unsafe conditions

Working without authority Inadequate or missing guards to

Failure to warn others of danger moving machine parts
Leaving equipment in a dangerous condition Missing platform guardrails
Using equipment at the wrong speed Defective tools and equipment
Disconnecting safety devices such as guards Inadequate fire warning systems
Using defective equipment Fire hazards
Using equipment the wrong way or for the Ineffective housekeeping
wrong tasks Hazardous atmospheric conditions
Failure to use or wear personal protective Excessive noise
equipment Not enough light to see to do the
Bad loading of vehicles work
Failure to lift loads correctly
Being in an unauthorized place
Unauthorized servicing and maintaining of
moving equipment
Horseplay
Secondary causes of accidents:

Management system pressures

financial restrictions
lack of commitment
lack of policy
lack of standards
lack of knowledge and information
restricted training and selection for tasks
poor quality control systems resulting from the above
Social pressures
group attitudes
trade customs
industry tradition
society attitudes to risk-taking
'acceptable' behavior in the workplace
commercial/financial pressures between con-tractors

5.14.5 Techniques of accident prevention

Accident prevention in construction is not just a matter of setting up a list of
rules and making safety inspections, although both of these have their place. What
is required is a system for managing health and safety which meets the needs of
the business and complies with the law. There are seven principles to be observed
in setting up strategies for control and management of health and safety at work in
the construction industry. If they are followed, accident prevention is more likely
to be achieved.

5.14.5.1. If possible, avoid a risk altogether by eliminating the hazard

It is always more effective to remove a problem altogether rather than to
establish a control strategy, especially one which relies upon people to work in the
correct way. This and the next principle demonstrate the fundamental importance
of design and planning in safety management.

Examples: Do not specify fragile roofing materials through which people can
fall. This is obviously more effective than specifying solutions designed to
 minimize the risks from falls through fragile material. Specification of lighter
materials, such as blocks and bags, is preferable to arranging ways to handle
heavy materials on site. Inevitably, at some stage the latter will result in someone
having to lift manually a load heavier than it could have been. Avoid using
hazardous substances at all where possible, or substitute those known to be less
hazardous.

5.14.5.2. Tackle risks at source

Design and specification can make a significant difference to site conditions.
Design is likely to dictate the way the construction work is carried out on site, and
particularly to force contractors to work in potentially unsafe ways. A review at
the design stage repays the time spent handsomely because of later savings in
time and money, and possibly even lives.

Examples: Designing floor slabs with fewer voids removes the need to control
the risk of falling through them by setting up barriers or covering them. Avoid
dust-producing processes: specify off-site finishing.

5.14.5.3. Adapt work to the individual when designing work areas and selecting
methods of work
Ergonomics aims to improve the interface between people and their
workspaces, by seeking to adapt the workspace rather than the person. Thought
given to layout can improve working conditions and reduce risks.

Example: Locating equipment such as a saw bench in a corridor could block

access for others, may cause lighting difficulties and allow off cuts to pile up,
increasing the risks. Asking how much room the carpenter needs and planning a
suitable spot for a powered saw bench takes little time.

5.14.5.4. Use technology to improve conditions

Keeping up to date with new developments can bring a safety benefit when
plant is being replaced, or when work operations can be mechanized.
 Examples: Specifying a quieter design of machine when ordering replacement
equipment. Use of a wheeled manhole lifter to replace hand hooks or other hand
tools brings gains in productivity as well as minimizing the chance of a back
injury.

5.14.5.5. Give priority to protection for the whole workplace rather than to
individuals
Reliance on personal protective equipment (PPE) as a sole means of risk
control is rarely acceptable. This is because no PPE is 100% effective for 100% of
the time for 100% of the people who use it. One of many reasons for this is that it
may not always be possible to identify everyone at risk and issue the PPE to them.

Example: Extensive work on a flat roof may require the presence of a large
number of workers from different employers, in addition to supervisory staff,
clients, etc. In these circumstances, the appropriate protection would be provided
by perimeter barriers, rather than by giving 'everyone' a safety harness. Installing
permanent edge protection during the main construction process instead of at the
end gives protection to both constructors and end users.

5.14.5.6. Ensure everyone understands what they have to do to be safe and healthy
at work
Safety training is not just a matter of handing out booklets it is unwise to
assume anything about people's previous experiences in construction work, or
even their ability to read and understand instructions and information. Safety
awareness is not inherited, and induction training on sites is required to make sure
that everyone knows what the hazards and the control measures are.

Example: Specific site induction must include the local emergency evacuation
procedure, and understanding may need to be confirmed by holding regular
practice fire drills.

5.14.5.7. Make sure health and safety management is accepted by everyone, and that
it applies to all aspects of the organizations activities
 A single contracts manager, joinery manager, or other member of senior
management who believes that the company safety management system does not
apply to situations where time is short can destroy the safety climate overnight. If
someone is injured as a result, the penalty can be severe for that person, and
possibly for the company as well.

Examples: Failure of a senior manager to wear safety footwear and safety helmet on a
site visit gives the impression to the workforce that the rules do not apply to senior
management. Failure to carry out risk assessments because of pressure of work could lead
to criminal prosecution of an individual.

1) What is resources
2) ABC,EOQ
3) Store management
4) Safety management

Dictation of Notes

Software training of ERP and Excel

Solving various examples

What are various types of resources?

What is ABC and EOQ?
 JSPM Group of Institute
Course: Civil Engineering

Project Management- Assignment

Unit V

Que.1 Explain the importance of material management in construction industry.

Que. 2 Define the terms:

i. Safety stock
ii. Lead time
iii. Inventory
iv. EOQ

Que. 3 A supplier has to supply 400 units of commodity to his customer very week.The cost rate
is RS. 200/- per unit and ordering cost is Rs. 200/- per order. The carrying cost of inventory is
20% per yer of the cost of inventory. Find Economical Order Quantity.

Que. 4 Following table shows the annual consumption of the items used in a project and their
unit cast. Classify them in A,B,C lasses plot ABC curve.

Sl. No. Item Annual consumption Unit Cost in RS.

1 Water 80 ltres 20/litre
2 Cement 2000 bags 300/bag
3 Fly ash 50Kg 150/Kg
4 Tor steel 4000Kg 50/Kg
5 Mild steel 2000Kg 38/Kg
6 Nails 100Kg 15/Kg
7 12mm aggregates 3000m3 20/m3
8 20 mm aggregate 3000m3 19/me
9 Oil 10 liters 100/litre
10 Sand 3000m3 20m3

Que. 5 What are the responsibilities if safety manager on construction site?

Que. 6 Explain significance of Safety Programme and Safety Training.Write a detal note on
personal protective equipment.

Que. 7 Explain different types of computerized plant layput.

Que. 8 What is relationship between good plant layout and material handling (M.H) system.

Que. 9 What are different types of material handling equipment.

Que. 10 Explain in brief:

a. Advantages of A-B-C analysis

b. Factors affecting EOQ
c. Qualities of material manager

Que.11 What are the objectives of material management?

Que. 12 What are causes of accidents on a dam site?

Que. 13 Define Inventory and Inventory Management. What are the methods of inventory
control?

Que. 14 Why is safety training is required? Write a safety programme foe national highway
project?

Que.15 For the site you have visited write a report on safety policy adopted on sie. Mention the
safety gadgets used.
Session outcomes
1. Able to understand the Resource management, its use and objectives.
2. Able to know the standard procurement procedure.
3. Able to manage material for minimizing of material cost on site.
4. Able to know the software used in material management.
5. Able to find out the economical order quantity of material for avoiding shortage for
continuation in work for a project.
6. Able to find out effective use of equipment available on site, removing ideal time.
7. Able to understand the safety and its importance for a construction project