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MAN DAY RATE

PROJECT : DATE: Jan.2010


Actual
Total Paid
Sl.No Description Days Hrs/day working Factor
Hours
Hours

A Total days in a year 365

B Non working Period


1 Fridays or Sudays 52
2 National Holidays PAK. 20
3 Medical leave 7
4 Days lost in Transit & Inclement weather 1
Total Non working period 80

C Working Period
1 Working during Ramalan @ 5 hrs a day 26 5 130 1.00 130
2 Working in normal days 259 8 2,072 1.00 2,072
Total working Period 285 2,202 2,202

D Overtime
1 Weekdays 259 3 777 1.50 1,166
2 Fridays 52 4 208 1.50 312
3 National Holidays 20 4 80 1.50 120
Total Overtime worked in a year 1,065 1,598

E TOTAL WORKING IN A YEAR 285 3,267 3,800


Average working per day 11.46

F BENEFITS
1 Gratuity - - -
2 Notice pay - - -
3 Annual leave wages 30 240 240
4 Sick leave 7 56 56
5 Social security - - -
6 Bonus - - -
7 Others - - -
Total Benefits 37 - 296
G TOTAL PAID HOURS IN A YEAR + BENEFITS 4,096

Factor for Paid Hours to Normal Hours (4096 / 2202) 1.83 1.86
Factor for Paid Hours to Normal Hours (3852/2266) 1.70 1.73
country Holidays

UAE 8
SA 12
JO. 14
PAK. 20
MAN DAY RATE

PIPING , Duct Installation Labour Cost Calculation

Salary No of % of persons
Category Local / karachi Multi/ out of karachi International Local / karachi Multi/ out of karachi

High Skilled 20,000.00 1.00


Skilled 18,000.00 1.00
Semi Skilled 16,000.00 1.00
Un Skilled 14,500.00 1.00

68,500.00 Total 4.00 -

Monthly salary 20,000.00 -


18,000.00 -
16,000.00 -
14,500.00 -

PKRs 68,500.00 -

Avarage PKRs/Mth
Avarage PKRs/Day

Per man day 10 % esc & other charges


% of persons
International Total

1.00
1.00
1.00
1.00

- 4.00

- 20,000.00
- 18,000.00
- 16,000.00
- 14,500.00

- 68,500.00

17,125.00
658.65

ay 10 % esc & other charges 724.52


Man Day Calculation

Hrs / Day
MHRS PER UNIT
QTY of WORK
UNIT SIZE

)
MDs = QTY of WORK UNIT SIZE x MHRS PER UNIT 8 x DF
MAN-DAY ESTIMATES AND DURATIONS You need to know how to
calculate mandays and duration for each construction activity,
The P-405 is the primary reference for Seabee man-day
estimates. The P-405 lists how many man-hours it takes to do
one unit of work, The size of the unit is also given. The quantity
of work is divided by the unit size and multiplied by the
man-hours required to do one unit. You then divide by 8
man-hours per man-day and multiply by a delay factor (DF).
Tasking, estimating, and reporting are always done in 8-hour
man-days, regardless of the length of the workday. MDs = QTY of
WORK UNIT SIZE x MHRS PER UNIT 8 x DF For example, to install
16,000 SF of 1/2-inch drywall over wall studs would require how many
man-days? (See page 4-78 of the P-405.) MDs = 16,000 SF 1000 SF x
33 MHRS 8 = 66 x DF Production Efficiency Factors Production
efficiency factors are the first step in adjusting man-day estimates
based on your unique circumstances. The intent of a production
efficiency factor is to adjust for factors that will make you more or less
productive than the average Seabee. In calculating a
production efficiency factor, consider only those factors that affect
the crew while on the job. Table 2-1 has listed eight production
elements in the far-left column. You need to consider the impact of
each of these production elements on each activity given a specific
crew, location, equipment condition, and such. You need to assign a
production factor between 25 (low production) and 100 (high produc-
tion) for each element. A production factor of 67 is considered average.
Average these eight factors to figure your production efficiency
factor (PEF).
Delay Factors Before you can adjust the man-day estimate, you
must convert the production efficiency factor to a delay factor. You
can find the delay factor by dividing 67 (the average production factor)
by the production efficiency factor (DF = 67/63.6 = 1.05). (See
table 2-1.) Using the delay factor of 1.05 you now can adjust the
original man-day estimate

This mathematical procedure has limitations. If for example you are


working outside in extremely bad weather, and all other factors are
considered average (weather =25, all others = 67), you would
obtain a production efficiency factor of 62 and a delay factor of 1.08.
This 8 percent increase in the man-day estimate would not
adequately compensate for working in extreme weather. You are not
limited to the method of delay factors in the P-405. Use common sense
when impacted by extreme circumstances.
Input Production Element % Remarks
1 work load 67
8 2 site area 75
8 3 labor 35
1500 4 supervisore 75
50 5 job condition 45
6 weather 67
7 Equipment 70
8 Tactical /Logistical 75
1.05 509
31.59 PEF= 509 / 8 = 63.625
32
Cost Calculator
Faisal Rai:
Enter information into
the shaded boxes only.
Position: Department:

Employee Cost Additional Costs


(Specific information regarding the employee who departed)
PKRs
Annual Base Salary 205,500 Educational and Criminal
Benefits Cost 61,650.00 Background Check Fee
(Estimated at 30% of base salary) Drug Testing Fee
Monthly Salary + Benefits 22,262.50 Severance/Termination Payments
Daily Salary + Benefits 721.05 Vacation Payout
(Based on working days/ year ) 285 Travel Expenses
Relocation Expenses
(From employees filling in for vacant
Loss of Productivity position) Legal Expenses

Daily Cost of Covering Position 237.95 Additional Cost Total


(33% of daily salary + benefits)

Number of Days Position Vacant 30


Total Cost to Cover Position PKRs 7,138.42

Recruitment Costs Hidden Costs


PKRs
Internet Postings (Job Boards) Loss of Customers
(Calculate the revenue per employee by
Newspaper Ad Costs dividing total office/division revenue by the
average number of employees in a given
Employee Referral Fee year. Calculate the lost revenue by
multiplying the number of weeks the
Hiring Manager Salary position is vacant by the average weekly
revenue per employee.)
Hiring Manager Hourly Rate 0.00
(Based on 240 working days)

Resume Screening (Hours) Cost of Lost Knowledge


Interviews (Hours) (Calculate 50% of the person's salary for
one year of service, increasing each year
Total Hours to Fill Position 0 of service by 10%.)

Total Screening/Interview Cost PKRs 0.00


Cost to Fill Position PKRs 0.00

Training Cost Savings for Vacant Position

Trainer or Manager Salary PKRs Daily Employee Cost


Daily Rate 0.00 Number of Days Position Vacant
(Based on 240 working days) (Taken from Loss of Productivity)

Total Training Days Total Savings


(Unpaid salary and benefits during position
Total Training Cost PKRs 0.00 vacancy)

Days to Productivity
(Time required for the new hire to reach 100% productivity) Total Cost

Daily Employee Cost PKRs 721.05 Total Hiring Cost

Days to 100% Productivity (Total of costs minus salary savings)

50% Productivity Loss PKRs 0.00


(Prior to reaching 100%, assume individual works
at 50% productivity)
r

onal Costs

onal and Criminal PKRs


ound Check Fee
esting Fee
nce/Termination Payments
n Payout
Expenses
ion Expenses

xpenses

nal Cost Total 0.00

n Costs
PKRs
Customers
e the revenue per employee by
otal office/division revenue by the
number of employees in a given
lculate the lost revenue by
ng the number of weeks the
s vacant by the average weekly
per employee.)

Lost Knowledge
e 50% of the person's salary for
of service, increasing each year
e by 10%.)

gs for Vacant Position

mployee Cost PKRs 721.05


r of Days Position Vacant 30
om Loss of Productivity)

Total Savings PKRs 21,631.58


salary and benefits during position
vacancy)

Cost

Total Hiring Cost PKRs -14,493.16


otal of costs minus salary savings)
SUBCONTRACT / MEP MANPOWER SUMMARY
PROJ. NO.: P. Name :
JUNE.20.2009
SR. TOWERS
Trade/Job Nos. Remarks
NO. 1
1 MEP Proj.Manager 1 ALL PROJ. 1
2 MEP const.Manager 1 ALL PROJ. 1
3 Sr.MEP COORDINATOR 1 ALL PROJ. 1
4 MEP COORDINATORS 2 1 MECH. , 1 ELEC. 2
5 Mech. Proj. /Site Engineer 1 FOR EACH TOWER 1 ENGINEER 1
6 Elec. Proj./ Site Engineer 1 FOR EACH TOWER 1 ENGINEER 1
7 MEP draftman 1 1
8 MEP.QC Supervisor 1 1
9 MECH.QC Inspector 1 1
10 PLUMB.QC Inspector 1 1
11 ELEC.QC Inspector 1 1
12 Site Supervisor. MECH.PLUMB.
13 Site Supervisor ELEC.
14 Timekeeper 1 ALL PROJ 1
15 Driver 1 ALL PROJ 1
16 store keeper 1 ALL PROJ 1
17 Sfty. Inspector 1 ALL PROJ 1
18 Equipt. Supervisor / PLANT 1 ALL PROJ 1
19 Mechanics 1 ALL PROJ 1
20 Welding QC. inspector
21 Foreman MECH. 1 FOR EACH TOWER 1 FORMAN 1
22 Foreman PLUMB. 1 FOR EACH TOWER 1 FORMAN 1
23 Forman ELEC. 1 FOR EACH TOWER 1 FORMAN 1
24 MECH. Duct work supervisor 1 ALL PROJ 1
TOTAL 22
DIRECT MANPOWER
25 Mech. Duct installer 4 ALL PROJ 4
26 Mech. Duct fabricator 4 ALL PROJ 4
27 Mech. / Duct work helper 8 ALL PROJ 8
28 Welder + PIPE FITTERS 4 ALL PROJ 4
29 Plumbers 6 ALL PROJ 6
30 Plumbing helper 12 ALL PROJ 12
31 Electrician 6 ALL PROJ 6
32 Elec. Helper 12 ALL PROJ 12
TOTAL SUBCONTRACT / MEP MAN POWER 78 TOTAL DIRECT MANPOWER 56

ATC .COORDINATION FOR SUBCONTR.

QC - IN ACCORDANCE WITH PROJ. REQ.


TOWERS
PROJECT
LOCATION : PAKISTAN - KARACHI
OVERHEAD SHEET Date : May . 07.2009

DURATIONSalary /Month
TOTAL / Month
S.NO ITEM DESCRIPTION NO.
MONTHS $USD $ USD
1 PROJECT MANAGER 1 30 9,800 9,800
2 CONSTR. MANAGER 1 27 6,864 6,864
3 PROJECT ENGINEER 1 27 1,500 1,500
4 SITE ENGINEER 1 24 728 728
5 FOREMAN CIVIL 1 24 410 410
6 ELECTRICAL /COMMU. MA 1 20 5,125 5,125
7 MECHANICAL MANAGER 1 20 5,125 5,125
8 ELECTRICAL /COMMU. ENGI 1 20 1,200 1,200
9 MECHANICAL ENGINEER 1 20 1,200 1,200
10 FOREMAN MEP 1 20 410 410
11 PROCUREMENT ENGINEER 1 24 1,200 1,200
12 PLANNING ENGINEER 1 27 2,050 2,050
13 QA/QC MANAGER 1 30 6,050 6,050
14 QA/QC SUPERVISOR 1 27 790 790
15 Logestic Manager 1 20 2,300 2,300
16 SAFTY MANAGER 1 30 4,550 4,550
17 SAFETY SUPERVISOR 1 27 1,200 1,200
18 FIRST AID ASST. / STAFF N 1 30 400 400
19 SURVEYOR 1 15 400 400
20 AUTOCAD OPERATOR 1 30 750 750
21 AUTOCAD OPERATOR -MIC 1 0 0 0
22 SECRETERY 1 30 400 400
23 DOCUM. CONTROL. 1 30 600 600
24 TESTING 1 27 2,000 2,000
25 PHOTOGRAPHS 1 30 300 300
26 THIRD PARTY TESTING 1 0 0 0
27 PROJECT SIGN BOARDS 1 1 15,000 15,000
28 MAINTENANCE 1 12 2,600 2,600
39 SECUR. OFFICE BOYS ECT 1 30 300 300
TOTAL 73,252.00 73,252.00
PKRs/$ 84.00

May . 07.2009

TOTAL FOR all PERIODPER MONTH PER DAY

$ USD PKRs PKRs


294000 ### 31,661.54
185328 ### 22,176.00
40500 ### 4,846.15
17472 61,152.00 2,352.00
9840 34,440.00 1,324.62
102500 ### 16,557.69
102500 ### 16,557.69
24000 ### 3,876.92
24000 ### 3,876.92
8200 34,440.00 1,324.62
28800 ### 3,876.92
55350 ### 6,623.08
181500 ### 19,546.15
21330 66,360.00 2,552.31
46000 ### 7,430.77
136500 ### 14,700.00
32400 ### 3,876.92
12000 33,600.00 1,292.31
6000 33,600.00 1,292.31
22500 63,000.00 2,423.08
0 0.00 0.00
12000 33,600.00 1,292.31
18000 50,400.00 1,938.46
54000 ### 6,461.54
9000 25,200.00 969.23
0 0.00 0.00
15000 ### 48,461.54
31200 ### 8,400.00
9000 25,200.00 969.23
1,498,920.00 ### 236,660.31
AV/month , /day 166,301.84 6,396.22 PKRs
TOTAL TOTAL
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0

0 0 0
Workdays Function: The workdays and NetWorkdays functions are
included in the Analysis Toolpak. If they do not
Start Day 2/22/2010 appear in the function wizard list, use Tools, Add-
Ins to add the ToolPack functions to your
application.
WorkdaysToAdd 40

End Day 4/21/2010 =WORKDAY(Start_Day,WorkdaysToAdd,Holidays)

Using Workdays with a range of Holidays:


Note: Named ranges are shown with light gray
Holidays
shading. Use Insert, Names, Define to explore use
3/4/2010 of named ranges.
3/5/2010

End Day 4/21/2010 =WORKDAY(Start_Day,WorkdaysToAdd,Holidays)

NetWorkdays Function

NetWorkdays 41 =NETWORKDAYS(Start_Day,End_Day,Holidays)
__________________. MONTHLY M
Contract No. .
SHEET NO. :
SR. EMPLOYEE
NAT. GROUP Trade/Job Comp. # ID #
NO. NAME 1 2 3 4 5 6 7
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
EMPLOYEES MANHOURS

NON- EMPLOYEES MANHOURS

TOTAL MANHOURS FOR THE MONTH

COMPUTATION BILLING TO-DATE M


P
Cumulative To-Date 1
Group Percent (%) 33.33%
Mandatory .. Percent (%) 25.00%
Deficiency (%)
Number of Hours
Hourly Rate( ) Deduction
Deductible Amount
TOTAL TODATE DEDUCTION

Submitted by:

Name:
SIGNATURE
Title: Project Manager

1 Skilled
2
3
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270
271
272
273
274
275
276
277 Welder
278 Welder
... EMPLOYEES MANHOURS
PERCENTAGE (%) OF SAUDI NATIONALS
NON-... EMPLOYEES MANHOURS
PERCENTAGE (%) OF NON-SAUDI NATIONALS
TOTAL MANHOURS FOR THE MONTH

COMPUTATION OF SAUDIZATION BILLING TO-DATE M


P
Cumulative To-Date 1
Group Percent (%) 33.33%
Mandatory .. Percent (%) 25.00%
Deficiency (%)
Number of Hours
Hourly Rate( ) Deduction
Deductible Amount
TOTAL TODATE DEDUCTION

Submitted by:

Name:
SIGNATURE
Title: Project Manager
xxxxxx
1 Unskilled Labor/Helper
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
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25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
... EMPLOYEES MANHOURS
PERCENTAGE (%) OF SAUDI NATIONALS
NON-... EMPLOYEES MANHOURS
PERCENTAGE (%) OF NON-SAUDI NATIONALS
TOTAL MANHOURS FOR THE MONTH

COMPUTATION OF SAUDIZATION BILLING TO-DATE M


P
Cumulative To-Date 1
Group Percent (%) 33.33%
Mandatory .. Percent (%) 25.00%
Deficiency (%)
Number of Hours
Hourly Rate( ) Deduction
Deductible Amount
TOTAL TODATE DEDUCTION

Submitted by:

Name:
SIGNATURE
Title: Project Manager
MONTHLY MANPOWER SUMMARY
Contract No. .

xxxx 2010
8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
1

BILLING TO-DATE MANHOURS TOTAL PREVIOUS BILLING THIS BILLING


Others Total P Others Total P Others
2 3 1 1 2 - 1
66.67% 100% 50.00% 50.00% 100% 0.00% 100.00%
25.00% 25.00%

Approved by:

Name:
ATURE SIGNATURE
Title: Project Engineer

1
BILLING TO-DATE MANHOURS TOTAL PREVIOUS BILLING THIS BILLING
Others Total P Others Total P Others
2 3 1 1 2 - 1
66.67% 100% 50.00% 50.00% 100% 0.00% 100.00%
25.00% 25.00%

Submitted by:

Name:
ATURE SIGNATURE
Title: Project Engineer
(Saudi Aramco)
1

BILLING TO-DATE MANHOURS TOTAL PREVIOUS BILLING THIS BILLING


Others Total P Others Total P Others
2 3 1 1 2 - 1
66.67% 100% 50.00% 50.00% 100% 0.00% 100.00%
25.00% 25.00%

Submitted by:

Name:
ATURE SIGNATURE
Title: Project Engineer
TOTAL
HOURS
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
-

IS BILLING
Total
1
100%

1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
-
0.00%
1
###
1

IS BILLING
Total
1
100%

0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
-
0.00%
1
###
1

IS BILLING
Total
1
100%
Here is a formula for finding the day of the week for ANY date.

N = d + 2m + [3(m+1)/5] + y + [y/4] - [y/100] + [y/400] + 2

where d is the number or the day of the month, m is the number of the
month, and y is the year. The brackets around the divisions mean to
drop the remainder and just use the integer part that you get.

Also, a VERY IMPORTANT RULE is the number to use for the months for
January and February. The numbers of these months are 13 and 14 of the
PREVIOUS YEAR. This means that to find the day of the week of New
Year's Day this year, 1/1/98, you must use the date 13/1/97. (It
sounds complicated, but I will do a couple of examples for you.)

After you find the number N, divide it by 7, and the REMAINDER of that
division tells you the day of the week; 1 = Sunday, 2 = Monday, 3 =
Tuesday, etc; BUT, if the remainder is 0, then the day is Saturday,
that is: 0 = Saturday.

As an example, let's check it out on today's date, 3/18/98. Plugging


the numbers into the formula, we get;

N = 18 + 2(3) + [3(3+1)/5] + 1998 + [1998/4] - [1998/100]


+ [1998/400] + 2

So doing the calculations, (remember to drop the remainder for the


divisions that are in the brackets) we get;

N = 18 + 6 + 2 + 1998 + 499 - 19 + 4 + 2 = 2510

Now divide 1510 by 7 and you will get 358 with a remainder of 4. Since
4 corresponds to Wednesday, then today must be Wednesday.

You asked about New Year's Day, so let's look at this year, 1/1/98.
Because of the "Very Important Rule," we must use the "date" 13/1/97
to find New Year's Day this year. Plugging into the formula, we get;

N = 1 + 2(13) + [3(13+1)/5] + 1997 + [1997/4] - [1997/100]


+ [1997/400] + 2

N = 1+ 26 + 8 + 1997 + 499 - 19 + 4 + 2 = 2518

Now divide 2518 by 7 and look at the remainder: 2518/7 = 359 with a
remainder of 5. Since 5 corresponds to Thursday, New Year's Day this
year was on a Thursday.

This is a very enjoyable formula, I hope you have fun with it.
Month Day Year
12 15 1961
2485
7 SN 1
355.0489 M 2
T 3
W 4
TH 5
FRI 6
7 SUT 7
SUT
Availability Factors
Availability factors take into account that Seabees assigned as direct labor are not available 1
Brigade provides the availability factors for planning purposes. Availability factors are someti
vary between 0.75 for mainbody sites to 0.85 for detail sites. Using the following equation, yo
body and each detail. MC = DL x WD x ME x AF Use DL to represent the number of direct lab
ME for the length of the workday divided by 8 (9/8 = 1.125), and AF is the availability factor. Multip
You can use this same equation to determine the direct labor manning for a detail if you subst
The number of work days is taken from the deployment calendar.
Construction Activity Durations
The MC equation also can be used to determine construction activity durations. By sub
size (CS) for direct labor assigned (DL), availability factor (AF), and man-day equivale
required or project duration. Duration = MD estimated CS AF ME The activity
factor to account for time lost from the project site. The actual crew you would expect t
be the assigned crew multiplied by the availability factor. Always use the availability
12 assigned, how long would it take to complete this task (availability factor 0.75, man
man-day estimate. which . includes the delay factor. Using the formula: Duration = 70
CONSTRUCTION ACTIVITY SUMMARY (CAS) SHEETS Once the master activities have b
need to use a CAS sheet (figs. 2-9 and 2-10) for each activity. In addition to the activ
resources are shown on the front. Safety and QC requirements are on the back. The spa
man-day and duration calculations. The CAS sheets should be able to stand alone. The
information, and calculations pertaining to man-days, durations, tools, and equipme
can use this information and the project can continue. It is very important that CAS she
remaining planning is driven from the CAS sheets. Always use a pencil to fill them o
CONSTRUCTION SCHEDULING You must put together realistic, workable schedule
stages if you hope to finish the tasking on schedule during the deployment. Crucial to a
activities and good realistic durations. Performing the forward and backward pass w
you a list of milestones (activity completion dates) that must be met. If these mile
finished by the scheduled completion date.
LEVEL II ROUGHS
As the construction schedule unfolds, a commitment of resources (labor and equipment)