This page is password secured. You can view this page after entering the password

Course Access Student Area Notice Board
Course Access
Student Area
Notice Board
 

Unit 2 Organising & Controlling Building Operations
 



Introduction

Section 1.
Administrative Systems

Section 2. Site Layout and Monitoring Operations

Section 3. Procurement and Monitoring of Materials and Plant
 

 

Information and Guidance is available on how you should study

 

Study Guide
 


 

Assignment for Unit 2



Before Sunmitting your assignment you MUST read 
 

Instructions for

Submitting Assignments



 

Additional Learning Resourses

Constructionsite

 


 






 
Additional Information

You should relate your responses to any of the tasks set in this unit to the documents listed below; these will provide information about the type and size of the project.  





































































Section 1























 
 















































































































































































































































































































































































































































































































































































 
Section 2





















































































































































































































































































































































































































 
Section 3

























































































































































































 
 

















































 
 
Unit aim: This unit is designed to meet the needs of construction Site Supervisors, to provide them with knowledge of how to organise and control operations.


This unit has an Introduction and is divided into 3 study sections.

Introduction

Section 1 Administrative Systems

2.1.1 Identify and interpret the information available to prepare the workplace for operations.
2.1.2 Implement organisational and communications systems which enable construction sites to meet their objective.
2.1.3 Identify and explain the measures that have to be taken to fulfil statutory obligations to site occupiers, neighbours and the general public.


Section 2 Site Layout and Monitoring Operations

2.2.1 Know how to plan and apply work place layouts.
2.2.2 Monitor the progress of operations
2.2.3 Monitor and control standards of workmanship.


Section 3 Procurement and Monitoring of Materials and Plant
 
2.3.1 Contribute to procuring the supply of materials for operations
2.3.2 Monitor and control the supply and use of materials for operations
2.3.3 Monitor and control the supply and use of site plant, small tools and equipment.


Unit Recommended Reading

Foster, G (1989) Construction site studies production, administration and personnel (2nd Ed), Longman; Harlow.  (This book is recommended for units 1, 2, 4, 5 & 6)


Books can be ordered from most bookshops or online from Amazon.


Studying
 
Before starting you should read the ‘Study Guide’ accessible from the link on the left.
 


Introduction

In Unit 1 you learnt how to obtain information which would to enable you to plan the way a job was to be done and programme the work. Once you have a programme it is essential to establish the systems which will enable the work to be organised, monitored and controlled.


Controlling and coordinating
 
 
The object of control is to check current achievements against predetermined targets, and adjust deployment of resources to attain desired objectives.
 
 
A good control system should establish:
  • Realistic standards in terms of output, cost and quality.
  • A good system of measuring and checking current performance against plans, goals and objectives.
  • Action to be taken quickly by someone with the necessary authority.
  • It should concentrate on essentials, be economical, comprehensive, timely, and acceptable within the organisation.

Coordinating involves ensuring that all resources are available at the place and time that they are required.
 
 
Monitoring a project can involve a number of things:
  • Work programme
  • Finance
  • Quality
 

In this unit you will learn about establishing the administration systems required to enable the site to be set up to conform to organizational, safety and statutory requirements; assessing and organising the requirements for materials and plant.




Please Note
 
All information contained in this Study Unit was considered correct at the time of writing but Students must not rely on information contained in the Study Unit and/or references for any purposes other than use within this CIOB qualification aim as legislation and working practices are constantly being revised and updated. Students are advised therefore to continually up-date themselves as to current legislation and construction practice and must not to rely on information contained within the Study Unit and/or references for practical applications in the workplace. Where legislation or construction practice has been superseded to that contained in the Study Unit Students should note this within their responses to the tasks.

 


Section 1  Administrative Systems

Learning outcome: On completion the learner will know how to apply and maintain administrative systems within the workplace.
 

 
Contents

2.1.1 Identify and interpret the information available to prepare the workplace for operations.
2.1.2 Implement organisational and communications systems which enable construction sites to meet their objective.
2.1.3 Identify and explain the measures that have to be taken to fulfil statutory obligations to site occupiers, neighbours and the general public.
 
 

 
2.1.1 Information required to prepare the workplace for operations
 
Before you can commence preparing the work place you will need to be familiar with the work that is to be carried out, how it is to be done, the resources are will be available and the site itself.
 
In the previous unit you will have learnt about the sources of information which enable the work to be planned, you will now look at how these sources of information can be used to enable you to prepare the work place to enable the work to be carried out.
 
The first thing is to ensure you know exactly what is being constructed and where it is to be placed as this will have an influence on the site layout and will avoid the positioning of the site storage areas where construction work is to be carried out at some stage in the future. This information is obtained from the plans.
 
You will need to consult the programmes and method statements for the job to determine what is to be done and how. These will also provide information on the resources that are available and when they will be on site. This will also enable you to confirm that these will be available when they are required and any additional resources that will be required with regard to unloading and storage.
 
Site conditions – This relates to the ground conditions which will have an effect on, not only the design and way the building is constructed, but also on the plant type required ie wheeled or tracked. The site conditions will also have an effect on the layout and entrances in order to ensure the safe entry and egress to the site and movement of people and plant around the site. We will look at site layout in Section 2.
 

 


Task  2.1.1 Factors relating to Planning Site Layout

List the factors you will need to determine before you can prepare the site and state how you will obtain this information.

Word Guide: 300 - 400 
 
 
 
2.1.2 Implementation of Organisational and Communication System Organisation
 
The word Organisation can relate to the way that the company is organised as well as the organisation of the work on site.
 
It is the function of management to organise; this is done by organising the structure of the company to give management authority over the other resources. It is therefore necessary to clearly show the levels of authority each person has and who they are responsible to. This is determined by the structure of the organisation which can be:
  • Shallow Line Structure
  • Deep Line or Military Structure
  • Line and Specialist Structure
 
The structure of the organisation can be represented in chart form and these can be seen in Chapter 1of the book shown above for this unit.
 
The way the structure is normally shown is in the traditional family tree layout which shows the status of the individual managers and their direct lines of responsibilities /communications. It does not show:
  • Responsibility for each position
  • The authority of the person
  • Informal relationships between personnel
  • Shared responsibilities

The type of relationships falls into the following categories:
  • Line or Direct (Executive) are relationships between a senior and subordinates.
  • Lateral relationships are between executives and managers operating at the same level. No one manager is senior to another but all are responsible to a common superior. They all need to co-operate and co-ordinate their efforts and activities. These relationships may not be shown on a formal chart.
  • Functional relationships are between a functional specialist (Safety Officer, Structural Engineer) and a manager with direct responsibilities.
  • Staff relationships exist between a manager and his/her personal assistant. The assistant has no authority in his/her own right but can act on the authority of the manager.

The organisation of the resources of a company is something we will look at in Section 3.
 
 


Task  2.1.2  Organisation Chart

Produce an organisation chart of your company and show where you fit into the organisation.
 

Communications
 
One of the main causes of problems in any organisation is that of poor communications; something that can have disastrous consequences in relation to construction work. The site supervisor will need to understand how to communicate using the full range of ways of communicating and must be able to select the most appropriate for each particular purpose.
 
 
Communication can fall into two categories:
  1. Formal communication includes all the instances where communication has to occur in a set format. This will include business or corporate communication. The style of communication is formal and official. Formal communication is direct and business like.
  2. Informal communication occurs between friends and family or people on the same level at work. It does not have any rigid rules and guidelines
 
You should be aware of the structures relating to both formal and informal communications and the skills required to communicate effectively.
 
 
 
Methods of Communications
 
Information may be communicated by a number of methods:
  • Written - Memoranda (memos), letters, reports, manuals, drawings.
  • Verbal - Meetings, briefings, presentations, interviews, telephone.
  • Non verbal - By gestures and body language
  • Graphical - drawings, graphs, photographs, videos
  • Electronic - We can put this as a separate method although it will also fall into one of the other categories examples being: Fax, email, tele-conferencing
 
A great deal of communication is relayed by the spoken word. This can be through conversation, or in meetings, which is a two way thing, or as a presentation or toolbox type talk, which is the delivery of specific information.
 
 
Conversation
 
Three quarters of our waking time is spent either listening or talking so it is a very important thing to be able to do as a great deal of misunderstand can result if we are not able to do either of these efficiently.
 
 
Presentations
 
You will most likely be called upon to stand up and give some form of presentation. As a site supervisor you may have to brief site operatives when they first join your site by way of an induction or provide a brief on how to do certain aspects of work such as a tool box talk on a particular aspect.
 
 
Meetings
 
Meetings are regularly held to discuss the progress of work on site.
 
 
Reports
 
Reports can be verbal and written and will be required to communicate the progress of the project and factors which relate to it.
 
 
Reporting and Review Procedures
 
An effective procedure is needed for reporting and reviewing in order to track the status of the project. These must be implemented early in the project and be maintained. These should tie-in with any contractual requirements for customer reports and reviews. They may be in the form of formal reports, project review conferences and informal briefs.
 
 
Formal Reports and Reviews
 

These are normally customer/client requirements. The project manager should correlate any information before it becomes part of any formal report. In order to do this he/she should preside over regular project reviews. All personnel required to attend should be informed of their responsibilities with regard to their presentations. Special formal reviews should be scheduled if the project finds itself in a crisis.
 
 
Informal Reports and Reviews
 
The project manager should ensure that all members of the team keep him/her informed of all developments. This will fall into the category of monitoring and guidance on the skills required can be found by visiting the Project Management Tips at the ‘Guidance’ website below. If you have not been involved with the production of Reports you should look at the constructionsite unit ‘Reports’ linked to below.
 
 
 


Task  2.1.3  Communication
 
Produce a list of the type of things that will need to be communicated in the administration of the site and suggest the best ways of doing this giving the reasons for choosing that particular means.

Word Guide: 300 - 400 
 
 
 

2.1.3 Fulfilling Statutory Obligations
 
Prior to the organisation of the site and any work related activities you will need to identify and instigate the measures that have to be taken to fulfil statutory obligations. These obligations related to people on site, neighbours and the general public. The legislation relates to Health and Safety and the Law of Tort.
 
 

Health and Safety
 
The main piece of legislation relating to Health and Safety is The Health and Safety at Work Act 1974. This places general duties on employers to ensure, so far as is reasonably practicable, the health, safety and welfare at work of all their employees, and of others not employed by them who might be affected by the operations they control.
 
This includes the requirements for a safe place of work. Risk assessments must be carried out to identify any potential dangers or hazards, and the necessary preventive and protective measures implemented.
 
The Act sets out to:
  • Maintain and improve standards of health, safety and welfare of people at work.
  • Protect people other than those at work.
  • Control the keeping and use of all dangerous substances.
  • Control the emission into the atmosphere of noxious or offensive substances.
 

Health and Safety Policy
 
If a company employs more than five people it must provide a detailed Health and Safety Policy. This is a declaration of the employer to safeguard the health and safety of the employees. If more than 20 persons are employed the company must appoint a Safety Supervisor.
 
Health and Safety Policies are concerned with the protection of employees and persons likely to come into contact with the company from hazards or dangers, which are involved with the company carrying out its business. The Policy sets out individual responsibilities for the safe working conditions and the level of duty imposed on each employee.
 
It should emphasise the importance of safety of employees and members of the public, and this will take precedence over expediency. It will show that every effort will be made to involve all personnel from the Managing Director to Labourer, and that all legislation will be complied with. The policy will show the organisation and accountability of all management personnel.
 
 
 
Health and Safety Regulations

The main regulations are included in:
 
1. The Management of Health and Safety at Work Regulations 1992
2. The Construction (Design and Management) Regulations 1994
 
These will be looked at in detail in Unit 3 Supervising Safety in the Workplace.
 

 
Law of Tort
 
 
A "tort" is a civil wrong. Such wrongs include trespass, negligence, nuisance and defamation (libel and slander). The law of torts represents the means whereby individuals may protect their private interests and obtain compensation from those who violate them.
 
 
The Distinction between Crime and Tort
  • Serious wrongs are called crimes and are punished by the state.
  • Lesser wrongs are called torts and are not punished by the state but the injured party must sue in order to be paid damages by the offender.
 
 
Negligence
 
Negligence is a breach of duty that a person owes another. It requires that you must take reasonable care to avoid acts or omissions which you can reasonably foresee are likely to injure another person: It imposes a duty of care and relates to three concepts:
  • reasonable foreseeability of harm
  • the claimant and the defendant being in a relationship of proximity
  • it being fair, just and reasonable to impose liability for careless actions.
Negligence is a civil wrong though it can also be a criminal act as well. It can be defined as conduct that falls short of what a reasonable person would do to protect another person from a foreseeable risk of harm.
 
Breach of duty is not restricted to professionals it applies to all members of society who have a duty to exercise reasonable care toward others and their property. For a breach of duty to be upheld by the courts the danger must be sufficiently foreseeable according to the standard of knowledge known at the time.
 
 

Nuisance
 
There are three types of nuisance all of which can occur during construction work.
  1. Public Nuisance – this is a crime
  2. Private Nuisance – a tort
  3. Statutory Nuisance – created by Acts of Parliament
 
 
1. Public Nuisance
 
A public nuisance is an act or omission which materially affects the reasonable comfort and convenience of life of a reasonably large proportion of the population ie a village. The obstruction of the highway or making a highway dangerous is examples as is polluting a public water supply.
 
As public nuisance is a crime it is no defense to say that there was consent as one can never consent to a crime.
 
The obstruction of the highway must be permanent or of sufficient duration to be a nuisance, the obstruction for a reasonably short period may not be a nuisance.
 
Public nuisance may also be committed by someone who occupies premises close to the highway. If they fail to maintain a wall which collapses and injures someone on the highway they leave themselves open to be sued, regardless of if they knew of the danger or not. This relates to damage occurring due to disrepair not natural causes or other people’s damage.
 
 
 
2. Private Nuisance
 
A private nuisance is the interference for a substantial length of time by owners or occupiers of land, with the use or enjoyment of neighbouring land.
 
Such interference may be caused by noise, smoke, smell, water, gas, fumes, roots or any type of behaviour which causes the neighbour to be unable to use or enjoy his property.
 
 
 
3. Statutory Nuisance
 
There are various pieces of legislation which make some behaviour statutory nuisances. The main areas are Control of Pollution and the Public Health Acts.
 
 
 
Dealing with noise and noise pollution
 
You must take reasonably practicable measures to reduce noise exposure by means other than providing ear protection if you or anyone who works for you is exposed to either:
  • a daily personal noise-exposure level of 90 decibels or above, which covers noise exposure over the course of a working day
  • a peak sound pressure of 200 decibels or above, produced by a single loud noise
The most effective way of controlling noise is by removing the source of the noise. This may be achieved by changing working practices or processes to avoid noise risks without making them less efficient. If this isn't practicable, you must take steps to reduce the level of noise by looking at each source of the noise and considering how it can be controlled.
 
You should also consider the impact of noise on people in the vicinity of your activity. For instance, you could position sources of noise away from the boundaries of the premises.
 

 


Task  2.1.4  Statutory Obligations
 
List the areas that you will need to consider in order to ensure that you do not breach any obligations which could make your company liable for the breaching of their statutory duties.
 
Word Guide: 200 - 300 
 
 
 
 
 
 


Section 2 Site Layout and Monitoring Operations

Learning outcome: On completion the learner will know how to organise and control operations on site.

 
 
Contents
 
2.2.1 Know how to plan and apply work place layouts
2.2.2 Monitor the progress of operations
2.2.3 Monitor and control standards of workmanship
 


 
2.2.1 Work Place Layouts
 
It is essential that the layout of the workplace is produced in order to maximise efficiency and to meet all legislation in order to provide a safe place of work and to protect the general public from any risks or hazards. The layout will consider the following factors:
 
 
Access
 
The site must have safe and convenient points of access and egress which does not create a hazard or inconvenience for the public and road users. You will need to consider the roads in the vicinity of the site in order to ensure that you comply with the Local Authority and Police requirements. The relationship to road junctions and other entrances ie schools or hospitals should also be considered and if parked vehicles are also liable to create problems with the delivery of certain items.
 
Permission must be obtained from the highways dept. and the Police for any temporary pavement crossing. The cost of reinstating the pavement must be paid to the Local Authority.
 
You will need to have determined the access prior to the delivery of certain aspects of the structure or plant which may place limitations on the size, weight and manoeuvrability of plant, if access is limited.
 
 
 
Organisation
 
All facilities should be conveniently located according to how the building fits onto the site. Parking (if onsite) should be place near the gate to avoid workers driving around the site and legitimising them being near storage areas for materials. Materials should be placed in relation to the construction process to avoid double handling and the allocation of storage areas should consider the ease of movement around the site but also to ensure that materials or facilities were not place where construction is to take place at a later stage.
 
 
 
Routes around site
 
The roads around the site will depend on the size and nature of the work and the vehicles which need to use it. There are three ways of providing roads during construction:
  • Lay permanent roads before construction process starts. Means completing all services before roads are laid. Also runs the risk of damage to roads by heavy plant or traffic during construction process.
  • Lay a hard‑core base along the route of the permanent road. Traffic and water can however, damage the subsoil below the hard‑core. This can mean replacing the hard‑core and the damaged soil.
  • Lay temporary roads along the most convenient routes to suit construction.
 
 
Storage
 
Storage facilities will be required for the different types of materials and equipment; these may be lockable huts for valuable and desirable items and those which must be protected from the elements, or storage compounds for materials which can be left outside.
 
Consideration must be given to the type of material to be stored and the protection required.
 
The storage areas should, where possible, be sited to prevent double handling. ie bricks could be off loaded and stored at different points around the site. Wastage is likely to occur due to poor organisation with regard to storage and the security of materials.
 
Special stores and compounds are required for chemicals, explosives, gasses and fuels.
 
 
 
Methods of Material Handling
 
If a tower crane is used, unloading, storage and production areas must be situated under it's jib. Hard access must be available for mobile cranes, ready mix trucks, and for all delivery vehicles. If a hoist is used access must be easily available to its base for all materials which will use it.
 
 
 
Welfare facilities
 
Welfare facilities such as canteen, WC and washroom facilities will need to be provided on site. These must meet the minimum requirements which are determined by the number of workers on site. Their location should be conveniently situated to enable the work force to get to them with the minimum of lost time.
 
Accommodation for the site manager and office staff, etc will also need to be provided and conveniently located.
 


Services
 
Water, electricity, drainage and telephones will be required on site during the construction process. Money can be saved if these can be tied in to the permanent requirements.
 
 
 
Fences and Hoardings
 
A fence or hoarding should be erected around the site to prevent the public from wandering onto the site or to protect them from building work as this has legal implications. In city centre sites hoardings would be used. The Local Authority must be informed of the duration which hoardings are to be in place, this will require drawings to be submitted showing construction. Hoardings approx. 2.2m high should be constructed so that they are easily erected and dismantled. Ramps should be used at changes in level, and a hand rail at all walkways. Road signs must be placed giving warning of obstruction and these should be well lit at night. A fan over a footpath, or a roof over a walkway should be erected to protect the public if necessary.
 

 


Task  2.2.1 Planning the Site Layout

You are required to plan the site layout for an office complex in the city centre. Making any assumptions necessary, produce a drawing showing the location of the facilities required in relation to the roads and the location of the building.

 
 

2.2.2 Monitor the progress of operations
 
In Unit 1 you produced a programme for a contract. This was to ensure that the work would be produced according to the time requirements and broke down each activity so that it could be completed and tied in with the other tasks that need to be carried out in order that the whole job is finished on time.
 

 
Materials Schedule
 
From the programme, information can be obtained which shows when materials are required and this can be the basis which is used to prepare a schedule in order to call for the materials to ensure that they are available when they are needed. This will also enable you to progress materials in order to ensure that they are called for or delivered when required.
 
Below is an example of a schedule.
 
Schedule_of_Materials
Figure 2.2.1 Schedule of Materials
 
 
 


Task  2.2.2 Schedule of Materials

Using the programme you produced in Unit 1, produce a Schedule of Materials in order to carry out the work specified in that programme.

 

Tracking Work and Events

Apart from monitoring the progress of work against the programme you will also need to record any event or occurrence which will affect the work. This can be done on specific sheets relevant to the occurrence or as an entry in the site diary. They will also include the daily report, instructions for work, variation orders, day work sheets, drawing registers and safety records.



The Effect of Delays

Any delay in the programme is likely to have a knock on effect for the future work and will also have financial implications. Delaying the work could mean that if a subcontractor is scheduled to carry out their work on a certain date, if they are not able to do that due to other work on the critical path delaying the programme for a week, it could mean that they are booked in for another contract the following week. The failure to obtain materials can also delay work being carried out resulting, once again, in the knock on effect.

It is essential that any delay or potential for delay is determined at the earliest possible time in order that it does not affect the overall programme.

If a potential delay is spotted before it occurs it is possible to adjust the programme in order to avoid it happening or to catch up before any significant delays occurs. This can be done by obtaining additional resources or by working overtime. In the event of not being able to obtain resources measures can be taken to look at alternative resources or supplier.

It is inevitable that the programme of work will at some stage be delayed. This may be due to:
  • inclement weather,
  • resourcing difficulties
  • additional work requirements
  • other problems beyond your control

 
 


Task 2.2.3 Reducing Delays

Suggest ways that can be used to ensure that the risk of a delay is kept to a minimum.

Word Guide: 300 - 400 
 

 
 
2.2.3 Monitor and control standards of workmanship
 
Quality refers to the degree to which components meet specification to the degree that the whole satisfies the customer. It may judged either in isolation or relative to some other objective such as cost.
 
Quality Control is the collection of duties which are performed to ensure that the product produced conforms to laid down standards. Decisions need to be made on the method of inspection and how quality is to be maintained. This involves the setting of standards, monitoring the standards, assessing and testing.
 
Quality Assurance is the process of ensuring standards are achieved and maintained throughout production and delivery. Consequently it means ensuring that the product satisfies certain criteria, these are: that they are fit for a defined purpose and that they conform to a specified standard.
 
 
Work produced must normally satisfy three criteria:
  • It is fit for a defined purpose.
  • It has the ability to perform as required for a reasonable period of time.
  • It conforms to a specified standard.
 
 
Quality may be judged by:
  • Appearance.
  • Performance.
  • Dimensional exactness.
  • Structural soundness.
 

Controlling Quality Standards
 
All companies will have a system to ensure that the quality standards required are achieved. This will involve visual checks by suitable people and the testing of certain aspects or the work ie cube test to confirm concrete meets the standard specified. If the quality does not meet the required standards it will be necessary to redo the work.
 

 



Section 3 Procurement and Monitoring of Materials and Plant

Learning outcome: On completion the learner will know how to procure and control materials and plant for operations.
 
  

Contents
 
2.3.1 Contribute to procuring the supply of materials for operations
2.3.2 Monitor and control the supply and use of materials for operations
2.3.3 Monitor and control the supply and use of site plant, small tools and equipment

 

2.3.1 Contribute to procuring the supply of materials for operations
 
The size and type of the organisation that you work for will determine how products or materials are procured. In small organisations it is possible that the person carrying out the work will be responsible for assessing the amount of materials needed and in acquiring them. In larger organisation these are obtained through the purchaser who is responsible for the procurement, storage, and monitoring of goods, machinery, supplies, or other raw goods used for the fulfillment of a contract. The purchaser is the person in charge of this aspect of the contract. For a contract to be profitable it is important that the function of purchasing is carried out effectively. However, this does require the involvement of all staff on the contract and the supervisor must feed back to the purchaser any factors which have an effect on the contract as to it's efficiency, costs or the quality and suitability of the materials obtained.

In determining the materials required the person responsible for this will assess the Bill of Quantities or the specification and the drawings. This will enable the amount of materials to be ordered. The specification will also determine the quality of the materials as different standards will be required according to each project i.e. a 5 star hotel will required a higher quality of materials and components than a hostel for the homeless.

It also falls to the person in charge to track all resources to ensure they are available when required and that all deliveries are as ordered and suitable for purpose. The supervisor will also check that deliveries match up to what was ordered. A system will be in place to check deliveries against orders and to confirm with accounts that they have been received.

Details relating to specific materials can be found in Chapter 7 of the course book.

 
 


Task  2.3.1 Materials ordering and tracking

Outline the procedure used by your company to ensure that materials are ordered and explain the system used to ensure that materials are ordered, delivered and recorded for payment.

Word Guide: 300 - 400

 
 
2.3.2 Monitor and control the supply and use of materials for operations

In Unit 1.3 you learnt about producing a bar chart and how that could be used to track the work being carried to compare it with what was planned. You also learnt that by drawing in a bar under the planned programme you could monitor the progress of the work. As the materials required will depend on the tasks that are to be performed this would also enable you to determine when materials are required which will enable you to call forward or obtain materials in order that the work can be carried out.

 

Monitoring Materials

It is essential that materials are monitored to ensure that all materials delivered are suitable and that they meet the specification of the contract. A system should be in place to deal with any defective or deficiencies delivered to site.

 

Handling and Waste

The efficient use of materials also relates to the handling, storage and issuing of materials in order to reduce damage and waste.

Handling should be reduced to the minimum so double handling should be avoided as the more times you handle materials the greater the chance of damage.

Storage of materials will depend on the type of materials as all materials need to be stored in the appropriate way. In some cases this will need to be covered and a way of using materials in rotation i.e. plaster, will ensure that materials do not “go off”. It is also necessary to ensure that valuable items are secure removing the risk of pilfering.

It is also essential that the use of materials are also considered whereby appropriate lengths of i.e. timber, are used reducing the wastage of off cuts.

 


Task  2.3.2 Monitoring Materials

Outline the procedures used by your company to monitor the use of materials and to reduce waste.

Word Guide: 300 - 400 
 

 
2.3.3 Monitor and control the supply and use of site plant, small tools and equipment
 
The way we monitor and ensure that plant is available is similar to that of the way we monitor materials. At the bottom of the bar or Gantt chart we indicate the plant that is required for each task and this shows us the dates in the programme that this is required.
 
As we progress the work for materials we also need to progress it for plant and equipment to ensure that it is available when required. 
 
This is particularly important if we are hiring the plant as in certain situations not having the appropriate plant  available when required can delay the programme and also have people standing around unable to do the job i.e. to ensure that a suitable crane is in position when the components of a steel frame is being delivered for erection.
 
When plant is required it is essential that all plant is recorded as coming onto and going off site. It will also be necessary to ensure that and plant and equipment owned by the company has the appropriate licences and insurances and is fully maintained and that only people suitably trained and qualified use it. A system will be required to ensure that the appropriate records are maintained with regard to all plant and equipment.

 

Additional information

If you would like additional information you can visit the constructionsite unit listed in the colum on the left.


 


Task  2.3.3 Use of Plant

State the requirements that need to be in place to ensure that Plant and Equipment is appropriately monitored.

Word Guide: 300 - 400
 

 


Task  2.3.4 Reflective Account on Unit

Produce a reflective account on what you have learnt in this unit and how it has been of use to you. You should consider what you have learnt; how you have put this into practice and the benefits it has brought to you and your organisation. You can state examples or incidences as a means of illustration.

Word Guide: 800 - 1000 

 
 


Unit Complete
 
You have now completed Unit 2, and you should complete the assignment and send it to info@gatesmacbain.co.uk.

When submitting your assignment you should ensure that it meets all the requirements set out on the Submitting Assignments page, which is accessible from the Student Area or towards the top of the column at the left of this page.

If it does not conform in all respects it will be returned to you and not sent for assessment resulting in delay. ALL questions must be answered in your own words. Any indication of plagiarism will mean that the assignment will fail and be returned to you.

You will be notified as soon as it has been assessed, which will then enable you to continue.
Site Map