Project Site Managers Manual

S ITE IT E MA N A G E R S MA N UA L 1997 1997 E dition

B EC HTE HTE L CONSTRUCTIO CONSTRUCTION N OPER OPER ATION ATIONS S INCORPORATED

Copyright 1994-1997 Bechtel Corporation 1997 Edition. All Rights Reserved. Contains confidential information proprietary to Bechtel and may not be disclosed to a third party without without Bechtel’ s prior written permission permission Printed in the United States of America.

SITE MANAGERS MANUAL TABLE OF CONTENTS INSTRUCTION T I T L E NUMBER

R E V IS ION

D A TE

S1.0

GENERAL

S1.1

Manual Ov er erv ie iew, Distribution, and Control

3

5 Septem ber 1997

S1.2

Continuous Improv ement

3

5 Septem ber 1997

S1.3

Organization and Responsibilities

3

5 Septem ber 1997

S1.4

Bechtel Construction Philosophy

3

5 Septem ber 1997

S1.5

Prime Contract Management

3

5 Septem ber 1997

S1.6

Project Quality Plans

3

5 Septem ber 1997

S1.7

Saf ety Philosophy

3

5 Septem ber 1997

S1.8

Root Cause Analysi s

3

5 Septem ber 1997

S2.0

CORPORATE POLICIES

S2.1

Standards of Conduct

3

5 Septem ber 1997

S2.2

Env ironmental Compliance

3

5 Septem ber 1997

S2.3

Emergency Planning

3

5 Septem ber 1997

S2.4

Public Relations

3

5 Septem ber 1997

S2.5

Public Statements

3

5 Septem ber 1997

S2.6

Procurem ent of Goods and Services

3

5 Septem ber 1997

S2.7

Subcontracting W ork

3

5 Septem ber 1997

S2.8

Bechtel Licenses

3

5 Septem ber 1997

S2.9

Bechtel Off ices and Facilities

3

5 Septem ber 1997

S3.0

PERSONNEL

S3.1

Personnel Policy Implementation

3

5 Septem ber 1997

S3.2

Field Construction Non-Manual Staffing Plan

3

5 Septem ber 1997

S3.3

Requisitioning Field Non-Manual Personnel

1997 © 19

Bechtel Corp.

Site Managers Manual

TOC-1

Table of Contents

INSTRUCTION T I T L E NUMBER

R E V IS ION

D A TE

S3.4

Emergency Notif ication

3

5 Septem ber 1997

S3.5

Succession Planning

3

5 Septem ber 1997

S4.0

PROJECT EXECUTION

S4.1

Project Planning

3

5 Septem ber 1997

S4.2

Env ironmental, Saf ety and Health Plans

3

5 Septem ber 1997

S4.3

Construction Site Procedures

3

5 Septem ber 1997

S4.4

Field Engineering

3

5 Septem ber 1997

S4.5

Quality Requirements

3

5 Septem ber 1997

S4.6

Rigging W ork Operations

3

5 Septem ber 1997

S4.7

Site Radio Licensing

3

5 Septem ber 1997

S4.8

Field Procurement

3

5 Septem ber 1997

S4.9

Construction Equipment Utilization

3

5 Septem ber 1997

S4.10

Project Close-Out

3

5 Septem ber 1997

S4.11

Construction Project Metrics

3

5 Septem ber 1997

S4.12

Construction Training

3

5 Septem ber 1997

S5.0

LABOR MANAGEMENT

S5.1

Labor Relations

3

5 Septem ber 1997

S5.2

Industrial Relations

3

5 Septem ber 1997

S5.3

International Labour Relations

3

5 Septem ber 1997

S5.4

W ork Stoppage Notification

3

5 Septem ber 1997

S6.0

SITE MANAGER REPORTS

S6.1

Construction Site Force Reporting

3

5 Septem ber 1997

S6.2

Labor Report

3

5 Septem ber 1997

S6.3

Critical Crafts Report

3

5 Septem ber 1997

S6.4

Construction Equipment Report

3

5 Septem ber 1997

S6.5

Construction Progress Reporting

3

5 Septem ber 1997

S6.6

Critical Items List Report

3

5 Septem ber 1997

S6.7

Progress Photographs

3

5 Septem ber 1997

TOC-2


1997:Rev .3

Table of Contents

INSTRUCTION TITLE NUMBER

R E VIS ION

DA TE

S6.8

Manual Employee Tracking Program

3

5 September 1997

S6.9

Major Accident, Illness, or Fire Notification

3

5 September 1997

Manual Approvals:

Manager, Construction Resources & Technologies

President, Bechtel Construction Operations Incorporated

1997:Rev.3


TOC-3

Instruction S 1.1

Manual A pproval, Dis tribution, and Control 1.0

PURPOSE

This instruction summarizes the organization, distribution and control of the Site Managers Manual . 2.0

SCOPE

This instruction is applicable to the Bechtel Construction Operations Incorporated Site Managers Manual . 3.0

DEFINITIONS

3.1

BecWeb

The BecWeb is Bechtel’s proprietary Intranet electronic library and is used to distribute corporate information, manuals, and standards to the entire enterprise. 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

BCOI President and Management The President, Bechtel Construction Operations Incorporated and the Manager, Construction Resources & Technologies are responsible for approving the Site Managers Manual for use.

5.2

Site Manager The Site Manager is the senior Bechtel representative for the field organization and is responsible for all activities at the construction site. The Site Manager is also responsible for the actions of the Bechtel field organization and other entities at the construction site that can affect the project's success and must ensure their cooperation and coordination to achieve the project objectives.

5.3

Field Engineering Manager The Bechtel Construction Operations Field Engineering Manager is responsible for the distribution and control of the manual.

6.0

REQUIREMENTS

6.1

The Site Managers Manual summarizes corporate requirements for the management of construction projects under the administrative control of Bechtel Construction Operations.

6.2

The Site Managers Manual is intended to assist the Site Manager in carrying out assigned duties and responsibilities. If exceptions to the requirements of the manual are necessary

© 1997

Bechtel Corp.


S1.1-1

Instruction S1.1

Manual Approval, Distribution, and Control

to comply with external factors such as client requirements, project location, or labor conditions, prior approval of the responsible Manager of Construction is required. 6.3

6.4

The manual is subdivided into five sections with each section having one or more instructions defining the specific requirements: Section 1.0

General

Section 2.0

Corporate Policies

Section 3.0

Personnel

Section 4.0

Project Execution

Section 5.0

Labor Management

Section 6.0

Site Manager Reports

The manual and all subsequent revisions will be approved by: a. Manager, Construction Resources and Technologi es b. President, Bechtel Construction Operations Incorporated

6.5

The Field Engineering Manager will maintain distribution of the manual. The manual will be distributed electronically via the BecWeb. For those locations that do not have access to the BecWeb, diskettes or compact disks (CD’s) are available from the Field Engineering Manager.

6.6

Requests for printed versions of the manual shall be submitted to the Field Engineering Manager. Printed copies of the manual may be distributed as Controlled or Information Only copies. Each copy shall be clearly stamped to indicate whether it is a Controlled or an Information Only copy.

6.6.1

The Field Engineer Manager will route Controlled manual holders updates when new revisions are issued.

6.6.2 Holders of Information Only copies of the manual will not receive new revisions unless they specifically request an updated version from the Field Engineering Manager. 6.6.3 Each construction project must have the ability to access the most current revision of the Site Managers Manual . Projects that must rely on printed versions of the manual must have at least one Controlled copy at the site. 6.7

S1.1-2

Requests for additions, deletions, or revisions to the manual shall be submitted to the Field Engineering Manager.


1997:Rev.3

Instruction S 1.2

Continuous Improvement 1.0

PURPOSE

This instruction outlines the method of implementing continuous improvement at the site. 2.0

SCOPE

This instruction is applicable to all projects under the administrative control of Bechtel Construction Operations Incorporated. 3.0

DEFINITIONS

3.1

Continuous Improvement (CI) Continuous Improvement is the process used to measure, evaluate, and improve existing work processes.

3.2

Continuous Improvement Coaches (CI Coaches) CI Coaches are personnel who have received training in the implementation of continuous improvement techniques and assist work teams in improving their work processes.

4.0

REFERENCES

4.1

Project Lessons Learned Form , Form number T_PROJLL.DOC, see Exhibit S1.2-1.

5.0

RESPONSIBILITIES

5.1

Site Manager As the senior construction representative on the project, the Site Manager is responsible for integrating continuous improvement into the implementation of all site activities.

5.2

Field Engineering Manager The Field Engineering Manager shall evaluate project lessons learned reports submitted by project teams. The Field Engineering Manager will post those reports containing significant work process improvement opportunities on the BecWeb for general usage and will incorporate these reports into corporate manuals and standards as appropriate.

6.0

REQUIREMENTS

6.1

CI is not a special program and is not implemented as a rigorous procedure at project sites. It must be integrated into the measurement and evaluation of all daily work activities and procedures.

6.2

The Site Manager should consider the following to further the CI process at the site: a. Identify the CI coaches on the project and use them to support improvement efforts b. Arrange for the training of CI coaches if none exist on the project

© 1997

Bechtel Corp.


S1.2-1

Instruction S1.2

Continuous Improvement

c. Ensure that everyone on the site team has received CI awareness training d. Provide leadership for the site management team e. Become fully involv ed in the CI process f.

Involv e the Client in the project continuous improvement process

g. Set realistic goals compatible with the project objectives and track improvement efforts using metrics h. To sustain the CI process, provide an environment on site that includes: •

Team building

• Adequate training •

Open and free communications with all members of the project team

i.

Recognize and reward team accomplishments

j.

Actively support work process improvement teams

k. Capture and record project lessons learned throughout the life of the project and submit formal lessons learned reports to the Field Engineering Manager for evaluation. Standard report format is shown in Exhibit S1.2-1.

S1.2-2


1997:Rev.3

Continuous Improvement

Instruction S1.2

PROJE CT LES SON LEAR NED FORM EXHIBIT F1.2-1

Project Information Project Number: Project Name: Project Description: Customer Name: State (Province) / Country: Construction Manager: Global Industry Unit: Type of Contract:

Value of Contract: Construction Type:

Engineering Construction (Direct Hire) Startup

Procurement Construction Management Maintenance

0

Lesson Information Date: Title: Category: Keywords: Existing Condition:

Solution:

Photo Available:

Electronic Format Paper (Hard) Copy Please transmit (attach) photos with (to) this form.

Impact Information Please provide actual or best est imate information if available Cost of Equipment / Material (in 0 0

dollars) to Implement: Cost of Equipment / Material (in dollars) Savings: Cost of Labor (in dollars) to Implement: Cost of Labor (in dollars) Savings: Schedule (in weeks) to Implement: Schedule (in weeks) Savings:

Engineering 0 Engineering 0 Engineering 0 Engineering 0 Engineering 0 Engineering

0 Construction 0 Construction 0 Construction 0 Construction 0 Construction 0 Construction

Procurement 0 Procurement 0 Procurement 0 Procurement 0 Procurement 0 Procurement

A pproval Information Originator:

Date:

Site Manager:

Date:

Construction Manager:

Date:

Field Engineering Manager:

Date:

Disposition: FORM: T_PROJLL.DOC

1997:Rev.3


S1.2-3

Instruction S 1.3

Org anization and R es pons ibilities 1.0

PURPOSE

Bechtel Construction Operations Incorporated is chartered to execute construction work on behalf of the Bechtel Group through various construction entities that are each incorporated as separate corporate entities. This procedure defines the organization and responsibilities for the management of construction projects. 2.0

SCOPE

This instruction is applicable to all construction projects under the administrative control of Bechtel Construction Operations Incorporated. 3.0

DEFINITIONS

3.1

Project Team A Project Team is made up of personnel from each functional department, including Construction, who are dedicated to the project to carry out and perform all the responsibilities of their respective departments within the project.

4.0

REFERENCES

4.1

Corporate Manual Organization and Policies

5.0

RESPONSIBILITIES

5.1

Bechtel Construction Operations Incorporated (BCOI) BCOI is responsible for the performance of all construction work implemented by Bechtel. This includes direct hire construction, construction management services, and construction support services. A BCOI organization chart is shown in Figure S1.3-1. (BCOI and other Construction organization charts are also available on the BecWeb) BCOI is responsible for the following specific functions: a. Construction Operations Management b. Construction and Site Management c. Construction support in the Regional Offices including construction coordination, staffing, specialist services, and administration. d. Construction support at the construction site including project controls, field procurement, and materials management e. Contracts/subcontracts formation and management f.

Maintenance or Operating Plant Services support services

g. Seconded personnel © 1997

Bechtel Corp.


S1.3-1

Instruction S1.3


h. Start-up and Commissioning support services i.

Labor and Industrial Relations support services

j.

Construction site Environmental, Safety, and Health support services

Bechtel Construction Operations I ncorporated July 24, 1997 President BCOI R. D. Couse

Manager CR&T T. L. Horst

North America, Latin America, Asia Pacific, EAMS Regions

Manager Startup R. E. Riggs

Manager BESH S. Burkhammer

N. America

President BCC M. A. Hickey

Manager BLSI H. E. Livermore

President Becon R.. McIlhattan

International

BSII

Manager of Construction T. R. Draeger

Manager of Construction Latin America . G. Torres

Manager of Construction Asia Pacific G. D. Spindle

Manager of Construction EAMS I. Galloway

FIGURE S1.3-1 BECHTEL CONSTRUCTION OPERATIONS INCORPORATED ORGANIZATION CHART

5.2

Construction Companies Overall responsibility for project budget and schedule execution is vested with the Execution Unit Project Management. The construction organization is, however, responsible and accountable for the cost and schedule performance, quality, administration, and technical adequacy of the construction work and support functions at the construction site. The Construction Manager is responsible for functional direction of the project site construction organization. Functional direction in this sense means providing direction on how the work will be performed.

S1.3-2


1997:Rev.3


5.3

Instruction S1.3

Manager of Construction As the senior manager for a region or operation, the responsible Manager of Construction: a. Manages all construction projects and other construction activities within area of responsibility. Monitors active projects and is responsible for timely and economical completion of all construction work. b. Plans, organizes, coordinates and manages the construction activities of projects in the respective Regional Execution Unit organization. Provides functional direction to subordinate Construction Managers and staff for the conduct of project related activities. c. Monitors labor performance against budget, evaluates construction progress against project schedule, and identifies other deviations from the construction plan. Provides construction input to project budgets and schedules. d. Participates in corporate and Bechtel Construction Operations policy recommendations. Formulates construction initiatives, plans, and programs for assigned area of responsibility based on corporate and Bechtel Construction Operations policies and objectives. e. Participates in business development efforts by providing construction sales support. Reviews and approves construction data submitted by staff for business development proposals. Provides direct input for proposals, strategic plans, presentations, and contract negotiations. Participates in final pricing of proposals by providing counsel and information pertaining to the construction aspects of the project. f.

Represents Bechtel management when making presentations to potential clients, detailing Bechtel construction capabilities in connection with business development efforts.

g. Develops and maintains client contact for active projects in an advisory capacity and maintains close liaison by conferring on existing and/or potential construction site related occurrences. h. Ensures the quality of services provided by construction to other departments, corporate organizations, client representatives, contractors, and suppliers. i.

Reviews and approves the annual operating plan and budget for assigned area of responsibility including both office and field operations.

j.

Staffs and recruits construction employees and prov ides guidance concerning personnel policies relating to salary, performance assessment, career development, and other related requirements.

k. Guides and supports construction project execution efforts with guidance and expertise in various construction areas, including labor/industrial relations, craft utilization, scheduling equipment, personnel planning, and tool usage. l.

1997:Rev.3

Reviews and approves preliminary estimates and project schedules as required. Participates in project engineering and construction review meetings and in management project review meetings when approvals of proposed construction budgets and schedules are required.


S1.3-3

Instruction S1.3


m. Monitors distributable expenses by the project construction site. n. Reviews and approves major construction project schedules, estimates, and key construction budgets. o. Participates in the development of new construction techniques. p. Reviews construction project progress reports and forecasts and initiates appropriate corrective action when necessary. q. Manages the pool of nonmanual construction personnel for assigned area of responsibility and coordinates their assignments. Plans staffing needs and maintains staffing at levels that permit effective handling of current and projected workload. r.

Monitors the activities of the Construction Managers assigned to area of responsibility.

s. Ensures that Succession Plans and Training Programs are in place for each project. 5.4

Construction Manager a. Functionally responsible to the responsible Construction Company President and Manager of Construction for all construction operations within assigned area of responsibility and for the overall planning and organization of the construction effort on assigned projects. b. Coordinates with the client (in conjunction with the Global Industry Unit), project management and project services in setting up required reporting procedures and formats for client and Bechtel management needs. c. Reviews project construction estimates, budgets, forecasts, schedules, and costs for acceptability. Also reviews certain specifications and drawings for economic constructability. d. Participates in the resolution of selected problems involving labor disputes, staffing, material delivery, and contract/subcontract administration. e. Coordinates with Project Management, Design Engineering, Procurement, Project Controls and other functional departments and personnel in establishing and maintaining priorities to ensure the success of the project. f.

Identifies issues to Manager of Construction as required to ensure the success of the project.

g. Provides counseling, guidance, and direction to Site Managers in the execution of the construction efforts on the project. h. Participates in the review and/or development of functional operations and controls, such as project procedures.

S1.3-4

i.

Reviews and approves preliminary estimates and project schedules as required. Participates in project engineering and construction review meetings and in management project review meetings when approvals of proposed construction budgets and schedules are required.

j.

Monitors distributable expenses in the field.


1997:Rev.3


Instruction S1.3

k. Participates in proposal preparation, project planning, and scheduling by furnishing expertise on construction methods and equipment, labor productivity guidelines, and estimates of distributable expenses and labor wage rates. l.

May act as Site Manager at the start of a job until the Site Manager has been assigned.

m. Approves the site organization plan. n. Staffs construction project site teams and monitors construction personnel performance, quality, and technical adequacy. o. Provides feedback to Manager of Construction on construction experiences which would improve or enhance the overall Bechtel eff ort on future projects and approves lesson learned reports submitted by projects. p. Assists Business Development in efforts with prospective clients. q. Provides periodic reports of area construction operations to Manager of Construction. r.

Ensures that the appropriate field procedures are in place and are being implemented.

s. Reviews construction site rules and procedures. t.

Reviews and comments on the formation of key contracts and subcontracts.

u. Concurs with the selection of the appropriate construction controls for use on the project from the generic project control system. v. Ensures that project training programs are defined and implemented. w. Notifies Manager of Construction of significant project events including:

5.5

•

Project Successes

•

Serious Injuries

•

Client Relations

•

Potential Losses/Claims

Project Manager The Project Manager has the overall responsibility for the assigned project, while each department retains full responsibility for the performance, quality, administration and technical adequacy of its work and personnel. The personnel assigned to the project continue to receive functional direction from their respective department management regarding technical and administrative functions. The Project Manager provides day-to-day project direction. The Project Manager is responsible for managing and directing the resources provided to achieve project objectives. The functional departments, including the responsible construction company, are responsible for providing qualified resources and for defining the functional and

1997:Rev.3


S1.3-5

Instruction S1.3


administrative responsibilities for those resources. The Project Manager is responsible to the Execution Unit Manager to achieve all objectiv es of assigned projects. The Project Manager is also responsible for project approach, plan of execution, budget, schedule, client relations, and project results. The Project Manager has the right and the responsibility to ensure overall success of the project. The Project Manager: a. Is singularly responsible and accountable for the successful execution of the project from development to close-out. b. Responsible for successful project performance as measured in terms of maintenance of schedule, budget and profit margins, quality of work, and client satisfaction. c. Establishes the project objectives, in conjunction with participating departments, that are consistent with the project contract terms including definition of work scope, organization, overall work plan and schedule, and financial plan. d. Administers the Bechtel/Client prime contract. e. Maintains primary responsibility for all contact and communication with the client and with Bechtel Senior Management and for the maintenance of good Bechtel relations with the client. f.

Prepares the project procedures manual necessary for project execution defining both internal work processes and client interface.

g. Prepares monthly progress reports covering the scope of work. h. Reviews and monitors project performance against budgets and schedules using appropriate project reporting and control tools.

5.6

i.

Approves or obtains approval for all commitments in excess of delegated approval authority in conformance with Operating Instructions.

j.

Prepares the Project Quality Plan and the Project Environmental Control Plan.

Site Manager

5.6.1 The Site Manager is functionally responsible to the Construction Manager for all construction operations on the project, and to the Project Manager for day-to-day operations on the project. Areas of responsibility include: a. Total site management b. Job safety for the project and Zero Accidents Policy Implementation c. Site organization management d. Construction site policies and procedures e. Planning and organizing the construction manpower requirements for the job f.

S1.3-6

Construction site nonmanual personnel development and training and the


1997:Rev.3


Instruction S1.3

development of a project specific training plan g. Training of manual labor on the project, as required h. Directing and coordinating the activities of the project construction effort i.

Monitoring construction performance on the project

j.

Project construction quality

k. Project Automation Plan implementation at the site l.

Executing project construction work in accordance with the drawings and specifications

m. Administration of construction personnel assigned to the project site n. Housekeeping on the construction site o. Supervision of construction craft on the project site p. Field engineering q. Contract administration r.

Cost and schedule

s. Field procurement t.

Finance and accounting services

u. Project construction facilities including camps v. Fire protection on the construction site w. Labor relations x. Security on the construction site y. Preparing and issuing construction reports z. Maintaining effectiv e relations with the counterpart in the client's organization aa. Maintaining effective relations with other functional departments in the Regional Office bb. Providing Salary/Bonus recommendations for site employees cc. Ensuring that required permits and licenses are in place prior to the start of the affected work at the site dd. Implementing an effective community relations plan for the site ee. Coordinating project startup activities as required

1997:Rev.3


S1.3-7

Instruction S1.3

5.6.2


The following is a summary of the typical functions managed by the Site Manager on each project. On larger projects, these functions may be supported by separate functional groups. On smaller projects, responsibilities may be consolidated or some functions may not be performed if not applicable to the project scope. a. Construction Planning: •

Determine the scope of required construction activities.

•

Develop a Construction Execution Plan in accordance with the overall Project Plan.

•

Determine labor strategy (develop a Labor Relations Action Plan as required), temporary facility requirements, and equipment and tool requirements.

•

Provide input to project design, material, schedule, and cost activities by use of Construction Coordinators during the design phase.

•

Provide constructability input to Engineering

•

Provide input to the development of the Project Automation Plan and oversee the development of the Construction portion of the Project Automation Plan.

•

Develop a nonmanual staffing plan

•

Develop a subcontracting plan

b. Construction Operations: •

Perform detailed planning of construction activities.

•

Identify sources of labor and equipment for performance of the work.

•

Perform support activities and monitor all operations.

•

Develop an Emergency Action Plan

•

Temporary Facilities ♦

Oversee installation of temporary construction facilities.

♦

Maintain the construction facilities to support construction.

♦

Administer and maintain support facilities.

c. Field Engineering:

S1.3-8

•

Site Survey Plan

•

Material testing operations.

•

Document control management system to control drawing distribution and correspondence.


1997:Rev.3


Instruction S1.3

•

Implement the project quality control plan and verify the quality and quantity of work and determine its progress.

•

Provide technical guidance in the field.

•

Inspect, test, and document all field operations.

•

Record and document the turnover of all work to start-up or the client.

•

Develop a project quantity reporting plan.

•

Materials management at the construction site.

•

Environmental control plan development and implementation.

•

Construction automation plan implementation at the construction site.

•

Heavy lift rigging plan development.

•

Provide input to the project critical items action list.

d. Craft Labor Supervision: •

Establish a labor strategy.

•

Plan labor requirements.

•

Supervise the activities of the work force.

e. Construction Equipment:

f.

•

Determine the project requirements and acquire required tools and equipment.

•

Develop a heavy lift rigging and transportation plan

•

Receive, maintain and service project tools and equipment.

•

Dispose of surplus tools and equipment.

Construction Contracts: •

Define scope, payment items, schedule, and special conditions for contract formation.

•

Evaluate bidders and concur with contract award.

• Administer all contracts in the field.

1997:Rev.3

•

Maintain correspondence and detailed documentation of all contracts activities.

•

Monitor quality and maintain backup for progress payments.


S1.3-9

Instruction S1.3


• Administer contract changes, extras, backcharges and resolve cl aims.

g. Field Procurement: •

Perform field purchasing and expediting activities.

•

Receive and store all project materials.

•

Issue materials for construction.

•

Inspect material for conformance with purchase documents and damage.

•

Perform bid evaluations and issue field subcontracts

h. Cost Control and Scheduling:

i.

5.7

•

Develop construction plan and prepare forecasts and estimates.

•

Develop construction work plan and prepare the project construction schedule.

•

Perform progress, cost, and historical reporting.

•

Provide budget control.

Construction Environmental, Safety and Health: •

Develop Environmental, Safety and Health plan and/or safety incentive program for the project.

•

Ensure proper practices for performance of the work.

•

Monitor and implement safety programs.

Key Site Team Members The Site Manager has a number of key team members on the project:

5.7.1

Field Superintendent a. Environmental, Safety and Health b. Allocation of direct hire manual manpower c. Approval of work practices d. Temporary facilities e. Setting and meeting cost/schedule targets f.

Coordination of subcontractors

g. Cleanliness and construction site housekeeping h. Quality of work performed

S1.3-10


1997:Rev.3


Instruction S1.3

i.

Monitor quantity reporting

j.

Construction equipment utilization and maintenance

k. Rigging l.

Transportation

m. Forecasting labor unit rates, field distributables, and construction equipment. 5.7.2

Project Field Engineer a. Assigns Field Engineers to support area and discipline Superintendents or Subcontracts Supervisor b. Controls vendor representatives c. Monitors and performs quality audits, inspections, and surveillance activities to ensure that project quality requirements are met d. Provides technical and administrativ e direction to Field Engineers e. Drawing and specification control and interpretation f.

Quantity take-off, control, reporting, and forecasting

g. Material interface with Procurement and Supervision h. Inspection, testing, and required documentation i.

Interface with Design Engineering

j.

Field material requisitions

k. Design of temporary facilities l.

Turnover of completed project facilities including preparation of all necessary documentation

5.7.3 Subcontract Administrator a. Maintain subcontract files b. Interface with subcontractor on interpretation and administration of the subcontract c. Handle claims and change orders and review subcontractor invoices d. Ensure that all reports and schedules required by the subcontract are submitted e. Prepare subcontract administration reports f.

Chair weekly meeting with subcontractor(s) and record minutes

5.7.4 Field Controls Supervisor a. Assigns Cost/Schedule Engineers to support area and discipline Superintendents or Subcontracts Supervisor

1997:Rev.3


S1.3-11

Instruction S1.3


b. Construction and startup schedules, forecasts, and estimates c. Cash flow and manpower curves and reports d. Consolidation of Area and Subcontractor schedules into one overall Construction Schedule e. Assist subcontractors in providing acceptable cost/schedule inform ation as required f.

Progress, manpower, historical and cost reports as required

g. Provide and maintain summary cost/schedule status of each subcontract from information provided by Subcontract Supervisor and Field Engineering h. Perform cost studies and identify cost perform problem areas on the project 5.7.5 Field Procurement Supervisor a. Perform field purchasing and expediting b. Receive and inspect materials for conformance to purchase documents c. Control warehousing and laydown storage areas for materials d. Control issue of materials for construction 5.7.6 Field Accounting Supervisor a. Payroll b. Transportation services to the site (when provided) c. Office services d. Personnel e. Finance and accounts f.

Camp operations

g. Government liaison 5.7.7

Safety Representative a. Assist Site Manager in handling the Environmental, Safety and Health related aspects of the construction site. The Safety Representative does not, however, assume responsibility for environmental, safety and health. The responsibility for environmental, safety and health compliance on the construction site remains with the Site Manager. b. Medical c. Monitor field operations d. Inspection of construction methods with regard to environmental, safety and health e. Environmental, safety and health orientation training of construction craft

S1.3-12


1997:Rev.3


f.

Instruction S1.3

Environmental, safety and health reporting

g. Hazardous material administration and management 5.7.8

Labor Relations Supervisor (Bechtel Construction Company projects only) a. Craft labor recruitment b. Labor agreements c. Pre-job conference and correspondence with international unions d. Assist in developing project work rules e. Assist in developing project discipline and discharge procedures f.

Assist in preventing and resolving labor disputes

g. Union negotiations h. Jurisdictional mark-up meetings i.

Craft employee grievances

j.

Issue Wage Bulletins

k. Craft site work rule orientation training l.

Substance abuse testing, monitoring, and reporting

m. Assist Site Manager in handling the Labor Relations related aspects of the job. The Labor Relations Supervisor does not, however, assume responsibility for Labor Relations on the project. The responsibility for Labor Relations on the construction site is with the Site Manager. 5.7.9 Industrial Relations Supervisor (Becon Construction Company, Inc. projects only) a. Labor recruitment and orientation b. Labor disputes c. Labor benefits d. Substance abuse testing, monitoring, and reporting e. Assist Site Manager in handling the Industrial Relations related aspects of the job. The Industrial Relations Supervisor does not, however, assume responsibility for Industrial Relations on the project. The responsibility for Industrial Relations on the construction site is with the Site Manager. 6.0

REQUIREMENTS

None

1997:Rev.3


S1.3-13

Instruction S 1.4

B echtel Construction Philosophy 1.0

PURPOSE

This instruction defines the construction philosophy of the Bechtel Construction Operations Incorporated organization. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to be familiar with the content of the construction philosophy and to make a personal commitment to it.

6.0

REQUIREMENTS

6.1

To ensure the overall effectiveness of the construction organization, Bechtel management has adopted a consistent construction philosophy. This philosophy is in the attached commentary (Exhibit S1.4-1). The Site Manager should periodically review this philosophy with the construction site organization and should ensure that everyone on the site team makes a personal commitment to comply with the philosophy in all project related activities.

6.2

Compliance with the philosophy is not mandatory but everyone on the site team will be evaluated by these performance monitoring tools.

© 1997

Bechtel Corp.


S1.4-1

Instruction S1.4


COMMENTARY ON THE BECHTEL CONSTRUCTION PHILOSOPHY EXHIBIT S1.4-1 PROFESSIONALISM

Professionalism must be demonstrated by the field organization in the conduct of its operations. To run a professional organization, the Site Manager must strive to: •

Maintain an order ly, clean and bus ines s lik e office. Keep unnecessary things off walls and desks. The office represents Bechtel to Clients, unions, vendors, subcontractors and others and it is important that the office have an organized and efficient appearance.

•

C onduct effective meeting s . Prepare proper meeting agendas. Establish objectives. Follow pre-established meeting ground rules. Record action items with specific responsibilities and due dates assigned. Review the minutes of the previous meeting at the beginning of each meeting.

•

C onfirm sig nificant telephone convers ations in writing .

•

Wri te clear, conci s e memos and letters .

Complying with these objectives will promote a businesslike atmosphere on the construction site and will improve the productivity and morale of the site team. PURSUE EXCELLENCE

The Site Manager should develop and maintain an environment on the construction site in which the pursuit of excellence is part of the site culture. Establish consistent and high standards for performance and results. Encourage and lead the construction team to achieve and exceed these standards. Sometimes teams do not achieve excellence because they believe that the responsible manager does not expect excellence. The pursuit of excellence requires hard work and good leadership. It also requires firm and fair treatment of all the members of the team. Excellence is expected and can be achieved through perseverance and teamwork. MANAGEMENT STYLE

Team E ffort The term team effort does not solely mean getting along with other members in a group or team. A team effort is achieved when all available resources are fully utilized to achieve the desired results. The Site Manager must provide the leadership to ensure the project is executed as a team effort and must maintain an environment in which team success is given more weight than individual accomplishment. The whole team wins or loses together. Adopting this philosophy will help construction team members understand the need to share resources, support training and support replacement planning. The Site Manager must encourage everyone on the construction team to become trainers and to train others on the project. By sharing technical skills and job knowledge, everyone on the construction team benefits.

S1.4-2


1997:Rev.3


Instruction S1.4

Participative Management Involving the team in the decision making process results in the highest commitment and the best results. This does not mean that the Site Manager must abdicate decision making responsibility. After the team has been involved and has been allowed to provide input, the Site Manager is responsible for the final decision. The desired outcome is an optimum decision that considers the time and the cost to make the decision versus its impact. Due to time and cost, it may be quite appropriate for the Site Manager to make an independent decision rather than involv e the team. This will not negatively affect the team's commitment if the reasons for the independent decision are communicated along with the decision. The Site Manager must consider who needs to be part of the decision making process and reduce the group to the optimum size. Everyone cannot and should not be part of all decisions. Setting up site procedures is a good example of when a maximum attempt at consensus is important. Appropriate team involvement raises the morale of the team and increases their desire to follow through on the decisions made. When a reasonable tim e has been expended without a consensus decision being reached, however, the Site Manager should summarize the discussion, and then make the decision. Participativ e management takes skill and practice and may seem difficult at first. The Site Manager must keep working at finding the right balance in implementing participative management on the project and avoid the temptation to just give orders. The Construction Manager is available to provide any needed support or guidance. Once the organization is operating in accordance with team procedures and towards team objectiv es, the results can be tremendous. Nothing achieves more commitment than a team that is implementing its own plan. The Bechtel construction management philosophy can best be described as skillfully handled participative management. Experience has shown this to be the most effectiv e management style in existence. CLIENT INVOLVEMENT

In most situations and on most projects, client involvement will improve the final results. Encourage client involvement, but first get ready for it. Since client involvement means more exposure, the Site Manager must first ensure that Bechtel is doing a good job. As the client becomes inv olved, establish clear lines of authority and responsibility. On cost reimbursable contracts, the Site Manager is generally responsible for managing the effort and the client normally monitors the effort. It is important that the S ite Manag er manag e and that the client monitors in this s ituation. Since the client typically must approve expenditures for people, equipment, and material on reimbursable projects, involvement improves the client's knowledge of the situation and of Bechtel's needs on the project. Involv ement will improve the client's trust, and if Bechtel is doing a good job, it will improve the client's support of Bechtel's efforts on the project.

1997:Rev.3


S1.4-3

Instruction S1.4


On each project, the Site Manager should discuss the intended client approach with the Construction Manager. Management can then approve and support the approach consistently and effectively. INTERFACE WITH PROJECT MANAGEMENT

In addition to functional responsibilities, Construction has a line responsibility on a project. The Site Manager reports to the Project Manager for project direction and to the Construction Manager f or functional guidance. The dual reporting relationship to the Project Manager and to the Construction Manager is healthy. With dual inputs, the Site Manager is capable of making better decisions and achieves better results than if only a single source of direction is provided. In some instances, the Site Manager may have a complex relationship reporting to both the Project Manager and the Construction Manager. If the relationship is handled honestly and openly for the good of the project team and the Bechtel organization, maximizing Bechtel organization skills will also optimize project results. This improves the chances for a successful project. INTERFACE WITH OTHER DEPARTMENTS

It is important for the Site Manger to work with other departments in a businesslike and cooperative manner. Winning means maximizing the company objectives, not just the Construction objectives. PERSONNEL MANAGEMENT

To manage the construction effort effectively, the Site Manager must manage people effectively, honestly, and consistently. People work better if they understand what is expected of them and what are the standards for performance. It is also important for the Site Manager to let the people on the construction team know that you care about them and that you are honest in all your dealings with them. To accomplish this, the Site Manager should develop the following on each project: •

A replacement plan

•

Job descriptions with performance standards describing what is expected

•

An activ e performance appraisal process using the performance standards as the basis

•

Career counseling which integrates replacement planning and the individual's career objectives

•

A training program on the project which supports the company's needs, employee needs, and the replacement plan

GOOD PERFORMANCE VERSUS AVERAGE PERFORMANCE

The Site Manager must promote and recognize the people who are making the eff ort and helping S1.4-4


1997:Rev.3


Instruction S1.4

the team achieve results. The Site Manager must distinguish between good and average employees and reward those employees who are making a difference. •

Expect and get top performance

•

Expect everyone on the team to contribute to the project's success

•

Reward performance

Employees who do not meet performance standards must be helped, disciplined and if necessary, removed. This must be done fairly and consistently. For some employees, a downward adjustment of grade and salary may be appropriate to match their current level of performance. The Site Manager should not be afraid to use grade and salary adjustments when they are appropriate. Adjustments must be coordinated with the responsible Construction Manager. LABOR

Treat labor fairly and consistently. Work closely with labor relations and develop a relationship of teamwork between labor, management, and the client. With the combined best efforts of all parties, favorable results are maximized.

Work profess ionally, hones tly and firmly with labor. NON-MANUAL PRODUCTIVITY

The Site Manager must work hard at maximizing the productivity of the non-manual staff. Maximizing productivity requires good personnel management, good communications, and personal involvement. The Site Manager must align the project staff to these objectiv es to be successful. •

Set demanding standards

•

Expect people to work smart

•

Expect people to put in the extra effort

•

Expect people to succeed and to win

The Site Manager must demonstrate leadership in non-manual productivity. This means the Site Manager should be working as hard as everyone else should. Finally, the Site Manager should: •

Encourage personal initiative

•

Eliminate politics and favoritism from the organization

•

Reward, coach, and manage fairly

PLANNING, SCHEDULING AND COST CONTROL

An effective control system requires:

1997:Rev.3


S1.4-5

Instruction S1.4


•

A Miles tone S ummary S chedule that shows the status of selected project milestones and which represents the overall EPC plan of work by unit/facility and category.

•

A Curr ent B udg et and Forecast for all cost codes which corresponds to the current contract value and the Project Financial Status Report.

•

Construction Intermediate S chedules and corresponding Quantity Curves which contain a time scaled logic for constructing the plant and required rates of production for major commodities.

•

Weekly Work Plans that identify specific work tasks to responsible supervision, validate material availability prior to the start of work, and identify construction equipment requirements. Weekly plans must be verified against the Intermediate Schedule and the Quantity Curves to ensure that enough work is planned in the right areas to meet project objectives.

Each component must correlate to the balance of the project. The entire system must have a strong commitment by management. Achieving the plans and forecasts shown in the project Quantity Curves is the key to making the Project Schedule. They should then be tested against the long range plan and forecast percent complete curves. This test will highlight deviations (both positive and negative) and will allow these deviations to be managed ahead of time. The plans and forecasts must be tracked and managed weekly. The weekly plan and cost targets are the project's working documents. The Site Manager must motiv ate the construction team to meet cost objectives. Since the weekly cost objectives are directly related to the long range project objectives, achieving the weekly objectives can ensure project success. The Site Manager should establish action plans and contingency plans to prevent deviations from occurring. The Site Manager must lead the construction team to accomplish the weekly work plans. The following items should be considered in the weekly work plans: •

Tools

•

Construction Equipment

•

Craft

•

Density

•

Weather

•

Distributables

•

Clean-up

•

Material

•

Continuity of Work

•

Alternatives and contingencies for work

S1.4-6


1997:Rev.3


Instruction S1.4

DELEGATION AND FOLLOW-UP

The Site Manager must delegate to the lowest level possible to execute the work and then must monitor the results. Problems must be anticipated before they occur and appropriate contingency plans must be in place. IMPROVE YOURSELF •

Actively improve personal skills and knowledge.

•

Stay abreast of the latest construction technical developments and management practices.

•

Develop and improv e personal management and leadership skills.

IMPROVE THE ORGANIZATION •

Be committed to continuous improvement.

•

Recommend improv ements to standards, procedures, and directiv es.

•

Speak out at the proper time and place when you disagree. Always be professional.

•

Provide a supportive attitude with the staff and the organization.

•

Help to improv e the working relationships on the project team and with the client.

•

Assist other and future projects with the lessons learned on your project.

USE OF STANDARD TOOLS •

Standard tools are available and should be utilized by the project to the maximum extent possible.

1997:Rev.3


S1.4-7

Instruction S 1.5

Prime Contract Manag ement 1.0

PURPOSE

This instruction summarizes responsibilities for the effective management of the Prime Contract. 2.0

SCOPE

This instruction applies to all construction projects under the administrative control of Bechtel Construction Operations Incorporated. 3.0

DEFINITIONS

3.1

Prime Contract The Prime Contract defines the commercial and legally enforceable agreement between a Bechtel entity and its client. There may be multiple prime contracts for a project. For example, there may be one agreement for engineering services and a separate agreement for construction or construction management services.

4.0

REFERENCE

4.1

Prime Contracts Management Manual (PCMM)

5.0

RESPONSIBILITIES

5.1

Project Manager The Project Manager is ultimately responsible for the proper management of the prime contract with the client.

5.2

Site Manager The Site Manager is responsible for understanding the requirements of the PCCM and for reading and understanding the project's prime contract(s).

5.3

Prime Contract Administrator/Manager For large or high-risk projects, a separate Prime Contract Administrator may be staffed. The Prime Contract Administrator typically reports directly to the Project Manager and assists in management of the prime contract(s).

5.4

Project Team Members Each member of the project team has certain responsibilities and roles to perform within the scope of the prime contract. It is the responsibility of all project team members to become knowledgeable of the portions of the prime contract that will have a bearing on their individual and collective duties and responsibilities on the project. The tool used to establish individual duties, responsibilities, and accountability is the PCCM mandated Division of Responsibility (DOR) document.

© 1997

Bechtel Corp.


S1.5-1

Instruction S1.5

Prime Contract Management

6.0

REQUIREMENTS

6.1

Effective management of Bechtel's prime contract with a client is essential to a project's success. Effective management provides Bechtel's client with good communications and a professionally controlled project, and ensures that Bechtel is properly compensated for the work it performs.

6.2

The Site Manager must ensure that all construction team members understand their respective roles on the project as defined in the prime contract and in the project contract responsibilities matrix (DOR) and that all team members execute their duties accordingly. Either the Project Manager or Site Manager, assisted by the Prime Contract Administrator as necessary, should conduct operation readiness reviews and/or prime contract orientation sessions with all Bechtel team members to ensure everyone of the team understands their individual and collective responsibilities.

6.3

The Site Manager must monitor the scope of construction work being performed and identify to the Project Manager any work that is outside the scope of the prime contract.

6.4

To support the management of the Prime Contract, the Site Manager should assist the Project Manager in managing client relations. This may include: a. Participate in project kick off meetings b. Assist the Project Manager in developing a client relations strategy c. Establish communications and a relationship with the client’s site representative d. Respond to client questions and concerns e. Participate and/or conduct team building sessions f.

Regularly share project status information with the client

g. Document action items from meetings with the client and monitor open items until closed

S1.5-2


1997:Rev.3

Instruction S 1.6

Project Quality Plans 1.0

PURPOSE

This instruction describes the requirements for the implementation of the Project Quality Plan. 2.0

SCOPE

This instruction is applicable to all construction projects under the administrative control of Bechtel Construction Operations utilizing an ISO 9000 certified Quality Management System. 3.0

DEFINITIONS

3.1

Quality Assurance Quality Assurance is a management function and includes both coordination of the overall quality program and monitoring/auditing of the organizations performing the work. Quality Assurance monitoring and auditing is performed by individuals independent of those organizations responsible for originating the work and is under the direction of the Corporate Manager of Quality Assurance.

4.0

REFERENCES

4.1

Company Quality Manual and Company Quality System Procedures , Bechtel Limited

4.2

Quality Assurance Manual (Level I) and Integrated Execution Procedures (Lev el II) ,

Houston Regional Off ice 4.3

Quality Manual and Quality System Procedures , Bechtel Power Corporation, Gaithersburg

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to establish the necessary procedural and administrative control to assure the effective implemention of the approved Project Quality Plan at the construction site.

5.2

Construction Manager The Construction Manager is responsible for ensuring that sufficient qualified personnel are available to provide quality control and quality assurance expertise for the construction site. Additionally, the Construction Manager is responsible to assure that the construction site has effectively implented the necessary controls described in the project Quality Plan.

6.0

REQUIREMENTS

6.1

Selected Bechtel Regional Offices have obtained or are obtaining certification of their Quality Management System under the provisions of the International Organization for

© 1997

Bechtel Corp.


S1.6-1

Instruction S1.6

Project Quality Plans

Standardization (ISO). 6.1.1 The London Regional Office (Bechtel Limited) is currently certified under the following quality management system standards: •

ISO 9001-1987

•

EN 29001-1987

•

BS 5750:Part 1:1987

•

ANSI/ASQC Q91-1987

6.1.2 The Houston Regional Office is currently certified under the following quality management system standard: •

ISO 9001 - 1994

6.1.3 The Gaithersburg Regional Office is currently certified under the following quality management system standard: •

6.2

ISO 9001 - 1994

On construction projects managed by a Regional Office with a certified ISO 9000 quality management system, the project shall be executed in accordance with the approved Quality Plan which covers all elements of Quality Control and Quality Assurance for: •

Manufactured equipment

•

Materials

•

Design and Construction

6.3

The required level of quality assurance applied to the project will be determined on a case by case basis and will take into consideration contractual, safety, operational, cost, and schedule requirements. The extent of the quality assurance effort for each project will be determined by the Regional Manager of Quality Assurance in agreement with the Project Manager and the Client and will be detailed in the Project Quality Plan.

6.4

The Site Manager will provide input to the Project Quality Plan and will review it prior to the start of work to determine application quality assurance requirements.

S1.6-2


1997:Rev.3

Instruction S 1.7

S afety Philos ophy 1.0

PURPOSE

This instruction describes the Bechtel “Zero Accidents Performance” philosophy. 2.0

SCOPE


DEFINITIONS

3.1

Zero Accidents Performance Philosophy The corporate goal of getting employees to consider all accidents to be preventable. The philosophy and objectives of Bechtel's “Zero Accidents Performance” Philosophy are shown in Exhibit S1.7-1.

4.0

REFERENCES

4.1

Bechtel Environmental, Safety and Health Corporate Manual

4.2

Site Managers Manual , Instruction S4.2, Environmental, Safety & Health Plan

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for implementing the project Environmental, Safety and Health Plan and for making a personal commitment to Bechtel's “Zero Accidents Performance” philosophy. The Site Manager may assign duties to others on the project team to ensure the Environmental, Safety and Health program is properly implemented but maintains the ultimate responsibility for the project's performance.

5.2

Construction Manager The Construction Manager is responsible to support the project team in the implementation of the safety program.

6.0

REQUIREMENTS

6.1

Bechtel's dedication to safety excellence has laid the cornerstone for good safety and health performance on all Bechtel sites and facilities. In the past, goals and/or targets were developed for safety and health performance. The objective was then to meet or surpass those goals. An unspoken premise in establishing these safety goals, however, is an acceptance that there will still be accidents and injuries on every project even though target goals are met. In recognition of this unacceptable premise, the Bechtel organization has adopted the “Zero Accidents Performance” philosophy as the basis for safety management on the project.

© 1997

Bechtel Corp.


S1.7-1

Instruction S1.7

Safety Philosophy

6.2

The “Zero Accidents Performance” Philosophy (ZAP) was started to encourage employee awareness and stimulate safety and health innovation in the work place. The program directly addresses Bechtel's strategy of performing in a manner that exceeds customer expectations. Safe work sites are also cost effectiv e work sites, and the savings are passed on to our customers, both internal and external.

6.3

“Zero Accidents Performance”, like continuous improvement, is a philosophy that should be followed on a daily basis and integrated into every work practice. In accordance with the “Zero Accidents Performance” Philosophy, all accidents should be assumed to be preventable and measures should be taken to prevent them.

S1.7-2


1997:Rev.3

Safety Philosophy

Instruction S1.7

BECHTEL “ZERO ACCIDENTS PERFORMANCE” PHILOSOPHY EXHIBIT S1.7-1

B echtel " Zero-A ccidents " Philos ophy Philosophy

Bechtel is dedicated to the concept that all accidents are preventable. Accordingly, the company is committed to achieving and sustaining "Zero Accidents Performance" through continuous improvement practices. Objectives •

Strive to eliminate all occupational injuries and illnesses

•

Consistently promote environmental, safety and health objectives in designing, planning, training, and executing work

•

Spread ownership for environmental, safety and health program effectiveness throughout the Bechtel organization

•

Enhance employee awareness and involvement in our environmental, safety and health program implementation

•

Increase employees' consistent use of safe practices in their daily work activities

•

Optimize the use of continuous improvement practices as the basis for “Zero Accident Performance” initiatives

•

Demonstrate to customers that Bechtel is “Dedicated to Safety Excellence”

•

Select subcontractors that are committed to "Zero Accidents Performance"

1997:Rev.3


S1.7-3

Instruction S 1.8

R oot Caus e Analys is 1.0

PURPOSE

1.1

To provide a standard method of performing Root Cause Analysis (RCA) for both equipment and human performance problems and events on a construction site. This includes identifying causal factors, root causes, contributing factors and corrective actions to prevent problem or incident recurrence.

1.2

To provide guidance to the Site Manager on when and to what extent Root Cause Analysis (RCA) should be used on the construction site.

2.0

SCOPE

2.1

RCA must be used in performing investigations of events, especially investigations performed for or jointly with the Client. This includes plant and safety concerns.

2.2

RCA should also be used to address problems with the effectiveness or efficiency of the way work is performed.

3.0

DEFINITIONS

3.1

Root Cause Analysis (RCA) The process or method by which the root causes of a performance problem or event and associated corrective actions is determined.

3.2

Root Cause The cause that will prevent recurrence of the performance problem or event and similar occurrences, if corrected. It is the most fundamental aspect of the cause that can logically be identified and corrected. There may be a series of causes that can be fulfilled, one leading to another. This series should be pursued until the fundamental, correctable cause has been identified. For example, in the case of a leak, the root cause could be management not ensuring that maintenance is effectively managed and controlled. This cause could have led to the use of improper seal material or missed preventive maintenance on a component, which ultimately led to the leak.

3.3

Barrier Something that acts to restrict or prevent the occurrence of an undesirable condition, action, behavior, or event.

3.4

Cause (Causal Factor). A causal factor is a cause that shapes or inf luences the outcome. This may be a hum an error, an administration weakness, or a management deficiency. Exhibit S1.8-2 provides a typical sample of major cause (causal factor) categories.

3.5

Causal Factor Chain (Sequence of Events and Causal Factors). A cause and effect sequence in which a specific action creates a condition that

© 1997

Bechtel Corp.


S1.8-1

Instruction S1.8

Root Cause Analysis

contributes to or results in an event. This creates new conditions that, in turn, result in another event. Earlier events or conditions in a sequence are called upstream factors. 3.6

Condition Related circumstances pertinent to the event or problem. Any as-found state that might have adverse safety, health, quality, security, operational, performance, or environmental implications. A condition is usually programmatic in nature; for example, an (existing) error in analysis or calculation, an anomaly associated with (resulting from) design or performance, or an item indicating a weakness in the management process are all conditions.

3.7

Contributing Factor A contributing f actor is a condition that may have affected the event.

3.8

Contributing Cause Causes that, if corrected, would not by themselves have prevented the event, but are important enough to be recognized as needing corrective action to improve the quality of the process or product. For example, in the case of a fluid system leak, a contributing cause could be lack of adequate operator training in leak detection and response, resulting in a more severe event than would have otherwise occurred.

3.9

Correctiv e Action Action taken to prev ent recurrence of an identified adverse condition or trend.

3.10

Direct (or immediate) Cause The direct cause is the item that directly resulted in the event or problem. For example, in the case of a leak, the direct cause could have been the problem in the component or equipment that leaked.

3.11

Effect An undesirable result, namely an event or problem.

3.12

Event An event is an undesirable occurrence or incident. An event may also be anything that could seriously impact the mission of the work being performed.

Note: For purposes of this procedure, “event” or “problem” can be used interchangeably. 3.13

Performance Problem A performance problem is a situation where the perf ormance of a system does not meet or exceed expectations. Also, the inability to fulfill a required function.

4.0

REFERENCES

4.1

INPO 90-004, Root Cause Analysis, Institute of Nuclear Power Operations, January 1990.

S1.8-2


1997:Rev.3

Root Cause Analysis

Instruction S1.8

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for implementing this instruction at the construction site when root cause analysis is required.

6.0

REQUIREMENTS

6.1

Overview of Root Cause Analysis The reason for investigating and evaluating problems using RCA is to identify corrective actions that will prevent problem recurrence. Management involv ement and adequate allocation of resources are essential to successful execution of root cause investigations and reports. A variety of events or problems can occur during engineering, procurement, construction, or operation. Most of these events are caused by equipment malfunctions or human performance concerns.

6.2

RCA Application Events that require RCA should be selected based on severity of the event or worrisome performance trends. Each plant or work group must establish the required threshold for conducting root cause analyses. The following key issues may help in making this selection:

6.2.1 Events or problems can be categorized into one of three levels of significance, with Level 1 being the most significant and Level 3 being the least significant, as follows:

Level 1:

A formal RCA investigation is required. The problem significance is so complex or serious that a formal root cause analysis must be performed by an individual formally trained to perform RCA.

1. Serious problems, discrepancies, or incidents which either caused severe consequences or have the potential to cause unacceptable conditions of quality. 2. The problem affects the overall quality of services. 3. The problem resulted in a condition so adverse to quality that corrective action might cause s ubs tantial revision to applicable procedures or work methods.

Level 2:

RCA tools or techniques are required; however, formal documentation is not required.

1. The problem is significant or complex enough that, although a formal investigation is not required, a RCA investigation with supporting documentation is required. 2. Corrective action to prevent recurrence of the problem requires formal revision to existing procedures or other applicable documents, or modification to the way work is conducted.

Level 3:

RCA is not required.

1. The nature of the problem is so easily understood and straightf orward that the causes are obvious and corrective action(s) can be taken without the need for a detailed investigation. 1997:Rev.3


S1.8-3

Instruction S1.8

Root Cause Analysis

2. Actions to permanently correct the problem are readily available and easily implemented. 6.2.2 Standard RCA method - Five Phases Every root cause evaluation or investigation includes performing five steps or phases of work. Although there may be overlap between phases, they should be separate and distinct. This maintains the logical method in solving any problem or event encountered. The following phases are briefly described.

Phase I:

Data Collection

The collection and review of data captures conditions before, during, and after the occurrence; personnel involvement (including actions taken); environmental factors; and other information having relevance to the occurrence.

Phase II:

Assessment

1. Identifying and understanding the problem, 2. Determining the significance of the problem, 3. Identifying the causes (conditions or actions) immediately preceding and surrounding the problem, and 4. Identifying the reasons why the causes in the preceding step existed, working back to the root causes (the fundamental reason which, if corrected, will prevent recurrence of these and similar occurrences). This root cause is the stopping point in the assessment phase.

Phase III:

Corrective Actions

Implementing effective corrective actions that target each cause that reduces the probability that a problem will recur and improves the way work is performed.

Phas e IV:

Inform

Requires discussing and explaining the results of the analysis, including corrective actions, with management and personnel involved in the occurrence. In addition, information is given to other managers and personnel who may be able to use what was learned.

Phas e V:

Monitoring and Follow-up

Includes determining if corrective action has been effective in resolving problems. 6.3

Procedure RCA is a questioning process by which the root causes of a performance problem or event and associated corrective actions are determined. RCA can be performed by an individual or by a team depending on the complexity of the problem and the time available to perform an evaluation. The following describes each phase of the RCA Methodology. Exhibit S1.8-1 provides a flow chart of the RCA methodology.

S1.8-4


1997:Rev.3

Root Cause Analysis

6.4

Phase I: Collect Data

6.4.1

Data Collection

Instruction S1.8

Begin data collection immediately following the event or problem identification so data is not lost. The information collected should consist of conditions before, during, and after the event; personnel involvement (including actions taken); environmental factors; and other information relevant to the event or problem. If the event involv es equipment, photographing the area of the event from several v iews may be useful in analyzing information developed during the investigation. Every effort should be made to preserve physical evidence such as failed components, ruptured gaskets, burned leads, blown fuses, spilled fluids, partially completed work orders, incorrect work packages, incorrect calculations, computer data, and misleading or faulty procedures, etc. Event participants and other knowledgeable individuals should be identif ied. Flow charting how work is supposed to be performed can help in identifying what information should be collected. Once all the data associated with the event has been collected, it should be verified to ensure accuracy. The investigation may be enhanced if some physical evidence is retained. Establishing a quarantine area, or the tagging and segregation of material, should be performed for failed equipment or components. a. The following are some areas to be considered when determining what inform ation is needed: • Activities related to the event or problem. •

Initial or recurring problem.

•

Hardware (equipment) or software (programmatic-type issues) associated with the event or problem.

•

Recent program or equipment changes.

•

Physical environment or circumstances. b. Methods of Gathering Information •

•

1997:Rev.3

Interviews/Statements - Interviews must be fact finding and not fault finding. Preparation of questions prior to the interview is essential to ensure that all necessary information is obtained. Exhibit S1.8-2 can be used as a guide in developing questions that will cover all areas or aspects of a problem or incident. Interviews should be conducted, preferably in person, with those people who were involved or are most familiar with the problem. Individual statements could be obtained if time and/or the number of personnel involved make interviewing impractical. Interviews should be documented using any format desired by the interv iewer. Exhibit S1.8-3 is one type of documentation that can be used. Consider conducting a “walk-through” as part of this interview. Although preparing f or the interview is important, it should not delay prompt contact with participants and witnesses. The first interview may consist solely of hearing their narrative. A second, more detailed interview can be arranged, if needed. The analyst should always consider the interviewee’s objectivity and frame of reference. Interview others - you may want to interview other personnel who have done the work in the past. Consider using a “walk-through” as part of the interview.


S1.8-5

Instruction S1.8

Root Cause Analysis

•

Review relevant documents or portions of documents as necessary and reference their use in support of the root cause analysis. Record appropriate dates and times associated with the event on the documents reviewed. Examples of documents that may be useful are listed in Exhibit S1.8-4. • Acquiring related information - Some additional information that an evaluator should consider when analyzing the cause(s) includes the following: ♦ Viewing physical layout of system, component, or work area; developing layout sketches of the area; and taking photographs to better understand the condition. ♦ Determining if industry experience information exists for similar events. ♦ Reviewing equipment supplier and manufacturer records to determine if correspondence has been received addressing this problem if it involves equipment. 6.4.2 Data Review The primary objective of data review is to determine the significance of events and establish whether, prior to event analysis, additional information is needed. To effectiv ely accomplish this, focus on key issues. Some key issues were listed in Section 6.4.1 above. Also, make sure the RCA team completely understands how the work is supposed to be performed so as not to miss any necessary data. 6.5

Phase II: Assessment

6.5.1

Event Analysis (Equipment or Human Performance) a. The purpose of the analysis phase is to reconstruct how the event or problem occurred. During the analysis phase, the evaluator will develop a detailed sequence of facts and activities. This can be accomplished by creating a flow chart of this sequence. b. Event analysis also identifies the apparent cause(s). The depth of this analysis should be commensurate with event significance/complexity. Examples of areas to be considered when evaluating the apparent cause and root cause are identified in the event causal factor categories listed in Exhibit S1.8-2. c. The following techniques can be used to evaluate events, determine root cause(s), and identify possible solutions to prevent recurrence. These techniques represent proven methods for the general user to evaluate various types of problems, such as technical failure, administrative/ programmatic failure, and equipment and human performance problems. In some cases the various techniques can be used individually to identify the root cause(s). However, experience has shown that in most cases, more than one technique is required to identify the true root causes of the event. Exhibit S1.8-5, “Summary of Root Cause Methods,” may be of assistance in determining when a particular technique is most effective. Each technique is summarized below. Guidance in using the techniques is found in the referenced exhibits. •

S1.8-6

E vent and Caus al Factor Charting : Cause and Effect (Walk-through) Task Analysis or Flow Charting. This is the most comprehensive method discussed. A block diagram is used to graphically display what is known and to identify the questions to ask. This technique is most effective for solving complicated problems. Site Managers Manual

1997:Rev.3

Root Cause Analysis

Instruction S1.8

This technique should be applied early in the investigation to obtain the most benefit. The block diagram: ♦

Provides a means for organizing the event data,

♦

Provides the investigator with a concise summary of what is known and unknown about the ev ent,

♦

Serves as a guide in directing the course of the investigation,

♦

Results in a detailed sequence of facts and activities,

♦

Results in identification of causes and root causes,

Simplifies organization of the investigation report and provides an informative illustration that can be used in the investigation report to brief management. A detail ed description of how to prepare and use an events and causal factors chart is provided in Exhibit S1.8-6. ♦

•

C aus e and E ffect Diag ramming: This technique identifies the root causes by evaluating the causal factor areas that are identified for the event. A description of how to prepare and use this diagram is also included in Exhibit S1.8-6.

•

Chang e Analys is : This approach is used when the problem is obvious. It is a simple, six-step process that is generally used for a single event and focuses on elements that have changed. Change analysis compares the previous trouble-fee activity with the event to identify differences. These differences are then evaluated to see how they contributed to the event. Exhibit S1.8-7 provides guidance in performing a change analysis. A form is included which can be used with simpler evaluations.

•

B arrier Analys is : This is a systematic process that can be used especially when the problem appears to be programmatic. It identifies physical, administrativ e, procedural controls, and other controls or barriers that should have prevented an event from happening. This technique should be used to assess why existing barriers, both physical and administrative, failed and what additional barriers are needed to prevent recurrence. It is very effective to first reconstruct the sequence of events and causes by flow charting how the work was performed, or how the event occurred. Then, identify what barriers were in place that should have prevented the undesirable occurrence. Exhibit S1.8-8 provides a description of this technique including the use of a convenient form for simple evaluations.

6.5.2 Root Causes Determination Based on the above section, causes of the ev ent should have been determined. However, Causal factor work sheets are provided as Exhibit S1.8-9 to aid in identifying additional root causes for simple evaluations. 6.5.3 Validation of Root and Contributing Causes Once the causes of an event have been identified, additional action should be taken to ensure that the correction of these causes would prevent recurrence. To be validated, potential root and contributing causes should meet the following four criteria in relationship to the problem: a. The particular problem would not have occurred had the causes not been present. 1997:Rev.3


S1.8-7

Instruction S1.8

Root Cause Analysis

b. The problem, and others like it, will not recur due to the same root causes or causal factors if the causes are corrected or eliminated. c. Correction or elimination of the cause(s) will prevent recurrence of similar conditions. d. The root causes identif ied are consistent with the data and interviews obtained. Contributing causes also need to be validated. Some, if they are important enough, may be validated with the above criteria. Other contributing causes may need to be validated with “tempered criteria,” i.e., “The condition would not have occurred to the degree it did had the contributing causes not been present.” 6.6

Phase III: Corrective Actions Identify corrective action for each root cause. Apply the following criteria to the corrective action to ensure they are acceptable. If they are not, reevaluate and determine a better solution. 1. Will the corrective action prevent recurrence of the root cause? 2. Is the corrective action within our capability or the customer’s to implement? 3. Will the corrective action allow meeting the primary objectives? 4. Have assumed risks been clearly stated? In determining appropriate corrective actions, also evaluate the impact they will have on other organizations. For example, the group(s) required to implement the corrective action(s) should be involv ed in this process. Experience has shown that the root causes of events can involve management issues. Therefore, management must be involved and willing to take responsibility for corrective actions related to management issues. Based on the severity of the condition it created, each specific root cause will have a relativ e importance and urgency associated with it. Therefore, a plan for corrective action implementation should be described in the report that addresses this urgency. Proposed corrective actions should be reviewed to ensure that they are compatible with other commitments and what effect proposed changes will have on performance. Exhibit S1.8-10 provides additional information to be considered when developing corrective actions.

6.7

Phase IV: Communication The results of the root cause analysis should be presented in a report to management and the customer if appropriate. An example of report contents is shown in Exhibit S1.8-11. Sufficient information should be provided to allow an understanding of the event, its significance, its root cause(s), and to justify recommended corrective actions. The results should be given to personnel involved in the event and other personnel as necessary to prevent recurrence. Sharing of root cause information with other departments or offices is desirable if this information may help to prevent similar problems or resolve long-standing problems.

6.8

Phase V: Monitoring and Follow-Up An effectiveness review is essential to ensure that the correctiv e actions are preventing recurrence of the condition or event. If an event recurs, reevaluate the original condition

S1.8-8


1997:Rev.3

Root Cause Analysis

Instruction S1.8

or event in addition to evaluating the new condition or event. Determine the causes for the corrective actions being ineffectiv e and take further action to correct. A database to track and trend root cause analyses can be developed using the event causal factor categories identified in Exhibit S1.8-2.

Note: Specialized training directed at the root cause analysis process will make the event analysis effort less time-consuming and the end result more useful. (Training and Training Material for root cause methodology is available from Quality Services.)

1997:Rev.3


S1.8-9

Instruction S1.8

Root Cause Analysis

RCA METHODOLOGY EXHIBIT S1.8-1

COLLECT DATA

CONDUCT ASSESSMENT

DEVELOP CORRECTIVE ACTIONS

COMMUNICATE ANALYSIS RESULTS

MONITOR RESULTS

DETERMINE

DETERMINE

IDENTIFY

PRODUCE

DETERMINE

HOW WORK IS

SEQUENCE OF

SOLUTIONS FOR

REPORT

SUCCESS OF

SUPPOSED TO

EVENTS

EACH ROOT

BE PERFORMED

CAUSE IDENTIFY CAUSES

CONDUCT INTERVIEWS/ STATEMENTS

IDENTIFY AND EVALUATE

CORRECTIVE DISTRIBUTE

ACTIONS

INFORMATION SELECT

REEVALUATE IF

SOLUTIONS

EVENT OCCURS

THAT SATISFY CRITERIA

BARRIERS OBSERVE SITE GATHER APPLICABLE DOCUMENTS

IMPLEMENT IDENTIFY AND

SOLUTIONS

EVALUATE

USING

CHANGES

BARRIERS AND AIDS

DETERMINE ROOT CAUSES

S1.8-10


1997:Rev.3

Root Cause Analysis

Instruction S1.8

EVENT OR PROBLEM CAUSAL FACTOR CATEGORIES EXHIBIT S1.8-2 •

Verbal Communications: The spoken presentation or exchange of information -- The effectiveness of the presentation is affected by the m ethod used to present the information.

•

Written P rocedure and Documents: The written presentation or exchange of information -- The effectiveness of written communication is affected by the content of the document and the method used to present the information within the document.

• Man-Machine Interface: The design and maintenance of equipment used to communicate information to a person (displays/labels) or from a person to the equipment (controls); also, the design considerations for equipment reliability. •

Environmental Conditions: The physical conditions encountered in the work area -- The physical configuration of equipment affects the accessibility of the equipment, and the condition of the physical surroundings or environment can affect maintainability or aging of the component.

•

Work S chedule: Those time-related factors that contribute to the ability of the worker to perform his assigned tasks in an effective manner -- Excessive overtime, rotating shift work, and working on the job for extended periods of time have an influence on how well an individual will be able to perform a task.

•

Work P ractice: A method a worker routinely uses to ensure the safe and successful performance of a task -- Included are the worker’s practices for error detection, document use, equipment/material use, and work preparation.

•

Work Organization/Planning: The work-related task -- Included are the planning, scoping, and assignment of the task to be performed. How well a job is planned and organized plays an important role in getting the job completed on time and error-free.

• S upervi s ory Method: A technique used to directly control work-related tasks; in particular, a method used to direct and monitor workers in the accomplishment of tasks. •

Training/Qualification: The process of presenting information on how a task is to be perform ed prior to the accomplishment of the task and how the training program was developed and the adequacy of program content -- Based on task frequency, this includes periodic refresher training to determ ine proficiency and actions taken to correct training deficiencies. Additionally, this includes the actual performance of on-the-job training, understanding component/system interfaces, and the relationship of the task to performance. Both the method and content of the training affect the effectiv eness of the training.

•

Change Management: The process whereby the hardware or software associated with a particular operation, technique, or system is modified.

•

R esourc e Manag ement: The process whereby manpower and material are allocated for a particular task/objective.

• Manager ial Method: Techniques used to direct, monitor, assess, modify, or exercise accountability relative to the performance of activities. Event causal factors for equipment performance problems are as follows:

•

Desig n Config uration and Analysis : The design and layout of systems or subsystems needed to support plant operations and maintenance. This includes initial design specification, design calculations and analyses, materials selection, and control of subsequent design changes.

•

E quipment Specifi cation, Manufacturer, C ons truction: The process that includes the manufacture and installation of equipment in the plant.

• Maintenance/Tes ting : The process of ensuring that components/systems are maintained in the optimum condition and tested on operability. •

Plant/S ys tem Operation: Reflects the actual performance of the system or component when performing its intended function.

1997:Rev.3


S1.8-11

Instruction S1.8

•

Root Cause Analysis

External: Influence outside the usual control of the utility.

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1997:Rev.3

Root Cause Analysis

Instruction S1.8

ROOT CAUSE INTERVIEW FORM EXHIBIT S1.8-3

ROOT CAUSE INTERVIEW FORM NAME:

POSITION/TITLE:

The purpose of soliciting your input is to assist in determining the sequence of events and root cause(s) of an event or problem that occurred. Since you have some knowledge knowledge or involv ement relativ e to what occurred, occurred, your input is crucial in determining the root cause(s). Please answer answer the following questions to the best of your recollection. 1.

What What were you doin doing g when hen the the event vent occu occurr rred ed? ?

2.

How did this contribu ibute to the even vent?

3.

What What did did you you obs observe erve at the the time time of the the even eventt or or pro probl blem em? ?

4.

In your your opini opinion on,, wha whatt are are the the roo roott cau cause se(s (s)) of of this this event event? ? Why did it happ happen en? ?

5.

What What do do you you thin think k can can be done done to preve prevent nt it from from happ happen enin ing g aga again in? ?

PRINT NAME:

DEPARTMENT:

SIGNATURE:

DATE:

FORM: T_ROOT1.DOC 1997:REV.0 1997:REV.0

1997:Rev .3


S1.8-13

Instruction S1.8

Root Cause Analysis

POSSIBLE DOCUMENTS DOCUMENTS TO T O USE FOR RCA EXHIBIT S1.8-4

S1.8-14

•

Operating Logs

•

Tagging Logs

•

Correspondence

•

Inspection/Surveillance Records

•

Maintenance Records

•

Meeting Minutes

•

Computer Process Data

•

Procedures and Instructions

•

Vendor Manuals

•

Drawings and Specifications

•

Functional Retest Specification and Results

•

Equipment History Records

•

Design Basis Information

•

Technical Specifications

•

Related Quality Evaluation Reports

•

Reliability Data System Reports

•

Surveys

•

Trend Charts and Graphs

•

Plant Parameter Readings

•

Sample Analysis and Results (Chemistry, Radiological, Air, etc.)

•

Work Order and Work Packages

•

Functional Retest Specification and Results

•

Pre-Job Briefings

•

Shift Turnovers


1997:Rev .3

Root Cause Analysis

Instruction S1.8

SUMMARY OF ROOT CAUSE METHODS EXHIBIT S1.8-5 METHOD

WHEN TO USE

REMARKS

Cause and Effect Analysis (Event and Causal Factor Charting or W alk-Through alk-Through Task Analysis)

Use for multi-faceted problems such as plant trips or transients. Also good for evaluating equipment failures.

Provides visual display of analysis process. Identifies Identif ies probable contributors to the condition. conditi on. Requires a broad perspective perspective of the event to identify unrelated problems. Helps to identify where deviations occurred from acceptable methods.

Change Analysis

Use on singular problem s. Especially useful in evaluating equipment failures.

Simple Simpl e process. A singular problem technique that can be used in support support of a larger investigation. All root causes may not be identified.

Barrier Analysis

Use for procedural or administrative administrativ e problems. Also good for human performance problems.

Provides a systematic approach. Useful in using with cause and effect analysis. May also be used for equipment failures.

Cause and Effect Diagramming

Use for complex problems having multiple causes and contributing causes.

Provides an organized way to evaluate causes by a team.

1997:Rev .3


S1.8-15

Instruction S1.8

Root Cause Analysis

EVENT AND CASUAL FACTOR CHARTING EXHIBIT S1.8-6

CAUSE-AND-EFFE CAUSE-AND-EFFE CT CHART Conceptual Process of Cause-and-Effect Charting

PRIMARY EFFECT *

How do you know this? e.g., Alarm type, Transient Data Acquisition System, Personnel Statement, etc.

CAUSED BY

CAUSED

EFFECT

List two or more ways that explain how you know each cause.

BY

EFFECT , ET C.

How do you know this, etc.?

1. Identify Identif y the cause and effect with with the primary effect. eff ect. For each effect eff ect there is a cause that then becomes the the next effect for which you need to identify the cause. cause. Each block is an effect and a cause, except for the first block, which is the primary effect, and the last block(s) in the series, which is (are) the root cause(s). 2. For each cause, list in a block just below the cause cause two ways that lead you to know it to be true. If only one way is known, or not firm, then all possible causes should be evaluated as potential causes, and the bases for rejected and accepted causes stated. 3. W hen this process gets to the point where where a cause(s) can be corrected to prevent prev ent recurrence in a way that allows us to meet our objectives, and is within our control, then we have found the root cause or causes. ∗

Primary effect is the effect or problem you are trying to prevent from recurring

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Root Cause Analysis

Instruction S1.8

CHANGE ANALYSIS EXHIBIT S1.8-7 Change Analysis looks at a problem by analyzing the deviation between what is expected and what actually happened. The evaluator essentially asks what differences occurred to make the outcome of this task or activity different from all other times this task or activity was successfully completed. This technique consists of asking the questions: What? When? Where? Who? How? Answering these questions should provide direction toward answering the root cause determination question, W hy? Primary and secondary questions included within each category will provide the prompting necessary to thoroughly answer the overall question. Some of the questions will not be applicable to any given condition. Some amount of redundancy exists in the questions to ensure that all items are addressed. Several key elements include the following: 1. Consider the event containing the undesirable consequences. 2. Consider a comparable activity that did not have the undesirable consequences. 3. Compare the condition containing the undesirable consequences with the reference activity. 4. Set down all known differences whether they appear to be relevant or not. 5. Analyze the differences for their effects in producing the undesirable consequences. This must be done with careful attention to detail, ensuring that obscure and indirect relationships are identified (e.g., a change in color or finish may change the heat transfer and consequently affect system temperature). 6. Integrate information into the investigative process relevant to the causes of, or the contributors to, the undesirable consequences. Change situation analysis is a good technique to use whenever the causes of the condition are obscure, you don’t know where to start, or you suspect a change may have contributed to the condition. Not recognizing the compounding of change (e.g., a change made five years previously, combined with a change made recently) is a potential shortcoming of change and situation analysis. Not recognizing the introduction of gradual change as compared with immediate change also is possible. This technique may be adequate to determine the root causes of a relatively simple condition. In general, though, it is not thorough enough to determine all the root causes of more complex conditions.

1997:Rev.3


S1.8-17

Instruction S1.8

Root Cause Analysis

CHANGE ANALYSIS EXHIBIT S1.8-7

S IX S TE PS INVOL VE D IN C HA NG E A NA LYS IS

-1EVENT WITH UNDESIRABLE CONSEQUENCE

-3COMPARE

-4SET DOWN DIFFERENCES

-6INTEGRATE INFORMATION RELEVANT TO THE CAUSES OF THE UNDESIRABLE CONSEQUENCE

-2COMPARABLE ACTIVITY WITHOUT UNDESIRABLE CONSEQUENCE

S1.8-18

-5ANALYZE DIFFERENCES FOR EFFECT ON UNDESIRABLE CONSEQUENCE


1997:Rev.3

Root Cause Analysis

Instruction S1.8


C HA N G E A N A L Y S IS W OR K S H E E T DIFFERENCE/ CHANGE

EFFECT

QUESTIONS TO ANSWER

WHAT (conditions, occurrence, activity, equipment) WHEN (occurred, identified, plant status, schedule) WHERE (physical location, environmental conditions) HOW (work practice, omission, extraneous action, out of sequence, procedure) WH O (personnel involved, training qualification, supervision)

1997:Rev.3


S1.8-19

Instruction S1.8

Root Cause Analysis


ROOT CAUSE INVESTIGATION - CHANGE ANALYSIS FORM RECORD NUMBER: PROJECT NO.:

DATE: PROJECT NAME:

1.

Were procedures or work practices revised which resulted in the undesirable consequence?

2.

Were any changes in plant conditions noted which could have contributed to the event?

3.

Were other activities being performed which are normally not performed in conjunction with the activity?

4.

Were conditions such as lighting, temperature, weather or time of day different than when previously performed?

5.

Were any other changes or differences noted which could have caused the undesirable results?

INVESTIGATOR SIGNATURE:

DATE:

FORM: T_ROOT2.DOC 1997:REV.0

S1.8-20


1997:Rev.3

Root Cause Analysis

Instruction S1.8

BARRIER ANALYSIS EXHIBIT S1.8-8 There are many things that should be addressed during the performance of a Barrier Analysis. The questions below are to aid in determining what barrier failed that resulted in the event or problem. 1.

If there were barriers, did they perform their functions? Why?

2.

Did the presence of any barriers mitigate or increase the event or problem severity? Why?

3.

Were any barriers not functioning as intended? Why?

4.

Was the barrier design adequate? Why?

5.

Were the barriers adequately maintained or adhered to?

6.

Were the barriers inspected or evaluated prior to expected use?

7.

Why was any unwanted energy present?

8.

What management changes could have prevented the unwanted flow of energy? Why?

9.

What design changes could have prevented the unwanted flow of energy? Why?

10. What operating changes could have prevented the unwanted flow of energy? Why? 11. What maintenance changes could have prevented the unwanted flow of energy? Why? 12. What other controls are the barriers subject to? Why? 13. Was this event foreseen by the designers, operators, maintainers, managers, anyone? 14. Is it possible to have foreseen the event? Why? 15. Is it practical to have taken further steps to reduce the risk of the event occurring? 16. Can this reasoning be extended to other similar systems/components? 17. Were adequate human factors considered in the design of the equipment? 18. What additional human factors could be added? Should be added? 19. Is the system/component user-friendly and logical? 20. Is the system/component adequately labeled for ease of operation? 21. Is there sufficient technical information for operating the component properly? How do you know? 22. Is there sufficient technical information for maintaining the component properly? How do you know? 23. What would you have done differently to prevent the event, considering all economic concerns (as regards operation, maintenance, design, supervision, and management)?

1997:Rev.3


S1.8-21

Instruction S1.8

Root Cause Analysis

BARRIER ANALYSIS EXHIBIT S1.8-8

EXAMPLE BARRIERS

ASSESSMENT

PROCEDURES

NONE USED

ADEQUATE TURNOVER

NOT PERFORMED

LOG BOOKS

LOG ENTRIES NOT MADE

TAG REPORT

NOT NOTED

TAG LOG

NO TAGS HUNG

WALKDOWN

NOT PERFORMED PRIOR TO ENERGIZATION

UNDESIRABLE EVENT

S1.8-22


1997:Rev.3

Root Cause Analysis

Instruction S1.8

BARRIER ANALYSIS EXHIBIT S1.8-8

ROOT CAUSE INVESTIGATION – BARRIER ANALYSIS FORM RECORD NUMBER: PROJECT NO.:

DATE: PROJECT NAME:

1.

What barriers are in place to prevent this type of event?

2.

Did the barriers perform their function?

3.

Were the barrier adequately maintained?

4.

Were the barriers in place or inspected prior to the event?

5.

Did the barrier increase or decrease the severity of the event?

6.

Was the design of the barrier adequate to prevent the event?

7.

Can additional barriers be created to prevent this type of event?


DATE:


1997:Rev.3


S1.8-23

Instruction S1.8

Root Cause Analysis

TYPICAL CAUSAL FACTOR ANALYSIS FORM EXHIBIT S1.8-9

ROOT CAUSE INVESTIGATION - CAUSAL FACTOR ANALYSIS FORM RECORD NUMBER: PROJECT NO.:

DATE: PROJECT NAME:

PROCEDURES:

1.

Were procedures used? (if YES, list procedures)

2.

Were procedures followed/completed correctly?

3.

Were procedures correct?

4.

Was the procedure/document/work order appropriately reviewed prior to use?

HUMAN FACTORS:

1.

Was the work environment acceptable? Adequate lighting, heat stress area, etc.

2.

Was the equipment properly labeled? Field identification, matched design drawings and procedure?

3.

Was the task interrupted?

4.

Were proper self-check techniques used?

5.

Was training adequate to assure successful performance of the task?

6.

Was worker fatigue or excessive overtime a factor?

S1.8-24


1997:Rev.3

Root Cause Analysis

Instruction S1.8



DATE: PROJECT NAME:

COMMUNICATIONS:

1.

Were verbal commands misunderstood?

2.

Was excessive use of radio or page system required?

3.

Were equipment noun names and system used?

4.

Were complicated instructions involv ing more than one or two components written down?

PLANNING/SCHEDULING:

1.

Did the work package include all information required to perform the task? Drawings, procedures, tagouts, RWPs, etc.

2.

Were proper spare parts or consumables identified and available?

3.

Was proper retest specified in the work package?

4.

Was the activity delayed or interrupted?

5.

Did planning identify special conditions?

1997:Rev.3


S1.8-25

Instruction S1.8

Root Cause Analysis



DATE: PROJECT NAME:

EQUIPMENT RELIABILITY/DESIGN:

1.

Could the cause be attributed to improper design?

2.

Could the cause be attributed to misapplication of the type of equipment involved in the failure?

3.

Could the cause be attributed to a manufacturing defect?

4.

Were defective or worn parts found?

5.

Could the failure be attributed to inadequate preventive maintenance?

6.

Could the failure be attributed to improper storage?

7.

Could the cause be attributed to improper installation?

NATURAL PHENOMENON:

1.

Could the cause be attributed to extreme weather conditions?

2.

Could the cause be attributed to flooding, earthquake or fire?

3.

Other?

S1.8-26


1997:Rev.3

Root Cause Analysis

Instruction S1.8



DATE: PROJECT NAME:

SUPERVISION:

1.

Did the supervisor visit the job site during the activity?

2.

Did the job supervisor perform a pre-start inspection on the work package and job site?

3.

Was a pre-job briefing performed?

4.

Was shift turnover involved?

5.

Did emphasis on meeting schedule exceed that on workmanship?

6.

Did administrative duties interfere with supervisor’s ability to observe the work activity?

MANAGEMENT DEFICIENCY:

1.

Did existing job performance standards adequately cover the task/job?

2.

Did the management review process fail to identify the problem?

3.

Did previously identified corrective actions fail to resolve the problem?

4.

Did management fail to implement corrective actions in a timely manner?


DATE:


1997:Rev.3


S1.8-27

Instruction S1.8

Root Cause Analysis

CORRECTIVE ACTION EXHIBIT S1.8-10 In developing and implementing corrective action, the following questions can help to ensure success: •

Do the corrective actions address all the root causes?

•

Will the corrective actions cause detrimental effects to this or other processes?

•

What are the consequences of implementing the corrective actions?

•

What are the consequences of not implementing the corrective actions?

•

What is the cost of implementing the corrective actions? ♦

Capital Costs?

♦

O&M Costs?

♦

Time?

•

Will training be required as part of the implementation?

•

In what time frame can the corrective actions reasonably be implemented?

•

What resources are required for successful development of the corrective actions?

•

What resources are required for successful implementation and continued effectiveness of the corrective actions?

•

What impact will the development and implementation of the corrective actions have on other work groups? For example: Plant Engineering?

Design Engineering?

Quality Control?

Maintenance?

Security?

Training?

Operations?

Drawing Control?

Drafting?

Document Control?

Materials Management?

Computer Support?

Safety Reviews?

Plant Modifications? Configuration Management?

•

S1.8-28

Is the implementation of the corrective actions measurable?


1997:Rev.3

Root Cause Analysis

Instruction S1.8

EXAMPLE CONTENTS FOR RCA REPORT EXHIBIT S1.8-11

ROOT CAUSE ANALYSIS REPORT REPORT NUMBER: PROJECT NO.:

DATE: PROJECT NAME:

EVENT/PROBLEM DESCRIPTION:

LOCATION: DATE AND TIME: WORK INVOLVED:

TEAM MEMBERS CONDUCTING RCA: NARRATIVE OF EVENT/PROBLEM SEQUENCE (ATTACH SEQUENCE FLOW CHART):

DATA COLLECTED (ATTACH DOCUMENTS/FACTS AND INTERVIEW RESULTS):

ASSESSMENT OF THE EVENT OR PROBLEM:

• • • •

Reconstruction of the Event or Problem Root Causes Contributing Factors Validation of Root Causes

CORRECTIVE ACTIONS:

• •

Immediate Actions Long-Term Actions

COMMUNICATION AND MONITORING:


DATE:


1997:Rev.3


S1.8-29

Instruction S 2.1

S tandards of Conduct 1.0

PURPOSE

This instruction defines the requirements for ethical standards of conduct required of all Bechtel employees at construction sites as established by corporate policy. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

4.1

Corporate Policy Number 102, Standards of Conduct

4.2

Bechtel Business Ethics Booklet

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager shall ensure that all employees assigned to the construction site are aware of the requirements of Corporate Policy Number 102 and the Bechtel Business Ethics Booklet and that all activities at the site comply with the ethics standards established in the policy.

6.0

REQUIREMENTS

6.1

The Site Manager shall ensure that each new employee assigned to the construction site receives and is cognizant of the requirements of Bechtel Policy Number 102. The acknowledgment shown in Exhibit S2.1-1 can be used to track acknowledgment of the policy review.

6.2

For existing employees, the Site Manager shall ensure that the requirements of Bechtel Policy Number 102 are integrated into the employee’s Annual Performance Summary & Development Review (APS&DR).

© 1997

Bechtel Corp.


S2.1-1

Instruction S2.1

Standards Of Conduct

BECHTEL POLICY 102 ACKNOWLEDGMENT EXHIBIT S2.1-1

Employee Name:

Employee Number:

I acknowledge that: 1.

I have been furnished a copy of Policy Number 102 and Bechtel's Business Ethics.

2.

I have read Policy Number 102 and Bechtel's Business Ethics Booklet.

3.

I understand the policy and Bechtel’s Business Ethics and agree to comply with them.

Signature

Date (NOTE:

S2.1-2

The Site Manager may adopt this acknowledgment or any substitute signed statement that satisfies the policy requirements.)


1997:Rev.3

Instruction S 2.2

E nvironmental Compliance 1.0

PURPOSE

This instruction defines the requirements for implementation of the corporate environmental policy at construction sites. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

4.1

Corporate Policy Number 111, Environmental Compliance, Safety and Health

4.2

Legal Instruction 127, Internal Reporting of Significant Environmental Matters

4.3

Field Engineering Manual Instruction F3.4, Environmental Control Planning

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager shall ensure that: a. All employees assigned to the construction site are aware of the requirements of Corporate Policy Number 111 b. All activities at the site comply with applicable environmental regulations, standards, and permits or other project specific approvals c. Any agency required reporting of any non-routine incident is accomplished by the Customer or Bechtel on a timely basis as required d. Any significant environmental incidents at the construction site are promptly reported to the Project Manager

6.0

REQUIREMENTS

6.1

The Site Manager shall ensure that each employee assigned to the construction site is cognizant of the requirements of Bechtel Policy Number 111.

6.2

In accordance with Field Engineering Manual Instruction F3.4, Environmental Control Planning , each construction project is required to implement the project environmental control plan that addresses the project plan for complying with the environmental regulations applicable to the project.

© 1997

Bechtel Corp.


S2.2-1

Instruction S2.2

Environmental Compliance

6.3

During project execution, the Site Manager must regularly review the project environmental control plan to ensure that all requirements are being satisfied. This includes routine agency required reporting on environmental activities as stipulated in permits and approved project-specific plans. Field Engineering Manual Instruction F3.4, Environmental Control Planning, requires that the project Environmental Control Plan identify and assign responsibility for any routine reporting requirements.

6.4

If an infraction of an environmental regulation, permit, or standard does occur, the Site Manager shall take immediate steps to correct the situation and shall immediately notify the responsible Manager of Construction of the infraction and steps being taken to correct the situation. This includes appropriate notification to subcontractors or other contractors within Bechtel’s Construction Management scope. It also includes confirmation that either the Customer or Bechtel has completed necessary corrective actions and that required agency reporting of non-routine events such as spills or exceedances has been completed.

6.5

Legal Instruction 127 requires the Project Manager to promptly report any significant environmental incidents to Bechtel Legal.

S2.2-2


1997:Rev.3

Instruction S 2.3

E merg ency P lanning 1.0

PURPOSE

This instruction establishes requirements for the preparation of emergency contingency plans as required by corporate policy. 2.0

SCOPE


DEFINITIONS

3.1

Emergency Condition An emergency condition may include: •

Political or economic disruptions

•

Public demonstrations or civil disturbances

•

Terrorist activities

•

Manmade disasters such as bombings, arson, or sabotage

•

Natural disasters such as floods, fires, earthquakes, tornadoes, or hurricanes

4.0

REFERENCES

4.1

Corporate Policy Number 109, Emergency Planning

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager shall ensure that appropriate emergency contingency plans are in place for the project prior to site mobilization. If plans have not been prepared, the Site Manager is responsible for preparing the project emergency contingency plans.

6.0

REQUIREMENTS

6.1

The Site Manager shall prepare a site emergency contingency plan that addresses potential political or economic disruptions, public demonstrations or civil disturbances, terrorist activities, and manmade disasters such as bombings, arson, or sabotage. The responsible Manager of Construction, the Project Manager, and the Senior Bechtel Representativ e shall approve the plan. Contingency plans should be assigned a security classification commensurate with the information's sensitivity.

6.2

On international projects, the following personnel shall be notified when the plan is

© 1997

Bechtel Corp.


S2.3-1

Instruction S2.3

Emergency Planning

implemented: a. Responsible Executive Sponsor b. Senior Regional Executive c. Manager of Security d. Responsible Manager of Construction e. Manager of Public Relations 6.3

On projects constructed in the United States and Canada, the Regional Manager of Construction shall be notified when the plan is implemented.

6.4

As a minimum, contingency plans must: a. Maintain current information on the location of Bechtel employees and dependents and on personal data including names, citizenship, visa status, passport information and emergency contact information b. Be kept current and reviewed at least annually c. Be compatible with site contract negotiations d. Be consistent with the current appraisal of conditions and potential threats e. Include an Emergency Communications Section to provide appropriate and timely public communications following an emergency f.

6.5

Define all available emergency evacuation methods including airline, boat, land, and embassy refuge

For international projects, the project emergency contingency plans must be reviewed and approved as a minimum by the Regional Manager of Construction, Project Manager, and the Manager of Security. a. Depending on the location and nature of the project, additional approvals may be required as determined by the Project Manager and the Manager of Security b. When there are several projects in one country or geographical region, the project contingency plan should be incorporated as part of a country or region wide contingency plan c. Embassy refuge contingency plans should be coordinated with designated embassies in the country prior to implementing the plan d. A copy of the approved plans should be routed to the Manager of Security for information

6.6

For projects constructed in the United States or Canada, the project emergency contingency plan shall be prepared as a site procedure. A copy of the plans should be forwarded to the Manager of Security for information.

6.7

Procurement will establish appropriate emergency transportation agreements to support site contingency plans and will review those agreements at least annually or as conditions

S2.3-2


1997:Rev.3

Emergency Planning

Instruction S2.3

change. 6.8

Security will provide the Site Manager assistance in the development of required contingency plans including: a. Threat assessments and other security related information and services b. Guidelines to assist in plan preparation c. An annual review of contingency plans

6.9

In some instances, Security will prepare certain emergency plans. For example, Security will prepare a Kidnap Management Plan if that is a high risk threat in the area of the construction project. The Site Manager should coordinate efforts with Security to determine those aspects of site emergency planning that require plan preparation by Security.

6.10

The following telephone numbers are available 24 hours a day to report emergency conditions that occur at the construction site:

6.11

•

Manager of Security

(415) 768-5146

•

Bechtel Security Control Center

(415) 768-3840

The Bechtel Security Control Center is available to assist projects as a crisis management manager when a crisis situation arises. This might include satellite communications, providing family member hotlines, providing project status reports during the crisis, and assisting with evacuations. The role of the Bechtel Security Control Center in crisis management should be defined in the project contingency plans.

1997:Rev.3


S2.3-3

Instruction S 2.4

Public R elations 1.0

PURPOSE

This instruction provides assistance to the Site Manager regarding public relations. 2.0

SCOPE


DEFINITIONS

3.1

Public Relations A management function that inv olves identifying and evaluating public attitudes; examining conformance of organization practices with desirable social and economic goals; and executing programs to enhance Bechtel’s reputation among customers, decision-makers, and members of communities in which Bechtel works.

4.0

REFERENCES

4.1

Corporate Policy No. 112, Bechtel Public Relations

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to comply with Corporate Policy Number 112 in all public relations activities at the construction site. It is the site manager’s specific responsibility to immediately communicate to Public Relations any incident or event at the site with the potential to damage Bechtel’s reputation, such as: accidents involving fatalities or injuries requiring hospitalization to Bechtel employees or others working under Bechtel’s control; accidents that have the potential to release toxic products beyond the perimeter of the jobsite; demonstrations by citizen groups against the project at the jobsite, etc.

5.2

Public Relations Public Relations has the primary responsibility to communicate with the media on matters relating to Bechtel operations and Bechtel personnel. Public Relations will work with the project manager and through designated customer representatives for approval of all statements before releasing information.

6.0

REQUIREMENTS

6.1

Public contacts or requests for contributions, advertisements, or memberships must be referred to the responsible Project Manager and Regional Manager of Construction. The responsible Manager of Construction will obtain the necessary approvals from Company Management and Public Relations.

6.2

Depending on the complexity and nature of the construction project, a project specific

© 1997

Bechtel Corp.


S2.4-1

Instruction S2.4

Public Relations

procedure may be required for public relations and public releases of information. To assist the Site Manager in developing a project procedure, a generic construction project procedure is provided in the construction section of the BecWeb . 6.3

6.4

S2.4-2

In general, the Site Manager shall manage local community relations. Public Relations provides a variety of services in support of community relations activities. Use of these services should be considered on projects where there are known or suspected community sensitivities to the siting or other impacts of the project. Community relations responsibilities include: a.

Establishing a positive relationship with the local community

b.

Holding and/or attending meetings with community leaders and groups

c.

Developing a relationship with local emergency service providers of fire, safety, and crime prevention services

d.

Encouraging employee involvement in and/or support of community civic, events, and sports activities.

e.

Supporting client sponsored community events

f.

Responding to community concerns regarding impacts of the project; including physical impacts such as traffic congestion, noise, or dust; and economic and social impacts, such as job creation, local and/or minority group employment, and other community benefits expected to be derived from the project.

g.

Releasing periodic information about the project to the local community

h.

Including project funding for community relations

Further information on community relations services available from Public Relations can be obtained through regional or GIU Public Relations managers, or from Corporate Public Relations’ community relations group at (415) 768-9918.


1997:Rev.3

Instruction S 2.5

Public S tatements 1.0

PURPOSE

This instruction provides instruction to the Site Manager regarding public statements. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

4.1

Corporate Policy Number 114, Public Statements

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to implement Corporate Policy Number 114 at the construction site.

6.0

REQUIREMENTS

6.1

Corporate Policy Number 114 requires that certain public statements be submitted to Public Relations for review and acceptance prior to release to minimize the possibility of public statements:

6.2

© 1997

•

Being in conflict with Bechtel policy

•

Being contradictory

•

Causing embarrassment

•

Being in violation of Bechtel obligations under secrecy agreements

The following types of public statements require review and clearance: •

Oral or written testimony before Federal, State, or local legislative agencies.

•

Oral or written testimony before Federal, State, or local regulatory agencies, with the exception of strictly technical presentations in permit and licensing hearings.

•

Statements regarding candidates for public office, proposed or enacted laws, statutes, or ordinances or the policies or practices of any government or political party.

•

Formal presentations before professional or trade associations regarding industry practices or standards where such views may be publicly reported by the association

Bechtel Corp.


S2.5-1

Instruction S2.5

Public Statements

or by the news media. •

Letters to any publications or news media identifying the author as a Bechtel employee.

6.3

All releases of project information or statements to the news media including interviews should be handled by the appropriate regional, GIU, or corporate public relations manager and not by construction site personnel.

6.4

The Site Manager will ensure that personnel assigned to the construction site are familiar with the requirements of Corporate Policy Number 114.

S2.5-2


1997:Rev.3

Instruction S 2.6

Procurement of G oods and S ervices 1.0

PURPOSE

This instruction establishes requirements for the procurement of goods and services at Bechtel construction sites in accordance with Bechtel corporate policy. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

4.1

Corporate Policy Number 230, Procurement of Goods & Services

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager shall ensure that appropriate procedural controls are in place on the project to ensure that the procurement of goods and services is in compliance with the requirements of Corporate Policy Number 230.

6.0

REQUIREMENTS

6.1

Corporate Policy Number 230 defines the policy, approval and execution authority, and responsibilities for the procurement of goods and services on Bechtel projects. The Site Manager must be familiar with these requirements and ensure that field procurement activities comply with the corporate policy.

6.2

The Site Manager shall develop appropriate site procedures defining controls for the field procurement of goods and services.

© 1997

Bechtel Corp.


S2.6-1

Instruction S 2.7

S ubcontracting Work 1.0

PURPOSE

To establish the responsibilities and methods for planning, developing, performing, and administering subcontracts in compliance with Bechtel corporate policies. 2.0

SCOPE

This instruction is applicable to all construction projects and subcontracted work and/or services under the administrative control of Bechtel Construction Operations Incorporated. 3.0

DEFINITIONS

None 4.0

REFERENCES

4.1

Corporate Policy Number 230, Procurement of Goods & Services

4.2

Prime Contracts M anagement Manual

4.3

Contract/Subcontract Formation Manual

4.4

Contract/Subcontract Management Manual

4.5

Guidelines for Construction Review of Subcontracts during the Formation Process

4.6

Contract/Subcontract Coordinators' Handbook

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager shall ensure that the administration of contracts and subcontracts on the project complies with the requirements of Corporate Policy Number 230. Prime contract responsibilities regarding subcontracts or contracts administration and management should be defined by the Contract Management Responsibilities Matrix (this document is also known as the Division of Responsibility (DOR) document) for the prime contract as prepared by the Project Manager. The Site Manager must understand the role of Construction in the prime contract process, and manage Construction's performance accordingly. The Site Manager shall understand the responsibilities for construction during the formation process as defined by the Contract/Subcontract Formation Manual. The Site Manager shall understand the responsibilities for administration and management of subcontracts or contracts, as defined in the Contract/Subcontract Management Manual.

© 1997 Bechtel Corp.


S2.7-1

Instruction S2.7

6.0

REQUIREMENTS

6.1

Subcontract Formation

Subcontracting Work

a. The Site Manager shall understand the role of Construction in the subcontract planning and formation process for home office issued subcontracts or contracts. The Contract/Subcontract Formation Manual is the reference document for understanding this role. b. The Site Manager shall coordinate all aspects related to the formation and award of field issued subcontracts. The Site Manager shall ensure that field formation is performed in accordance with the Contract/Subcontract Formation Manual. 6.2.

Subcontract Management The effective management of a subcontract or contract requires performance of many specific management tasks. Many of these tasks are defined in a sample Division of Responsibilities (DOR) Matrix shown in Section 2 of the Contract/Subcontract Management Manual. A small project may have one DOR for the entire job or a large project may have a separate DOR for each subcontract. The DORs should be prepared prior to start of work on a subcontract and will change depending on the stage of the subcontract. Depending upon the type of subcontract or contract and management structure of the project, the Site Manager or Project Manager shall determine which tasks must be performed and who will perform them. Once a subcontract is in the field, the Site Manager shall ensure that DOR assignments are made and updated as required.

6.3

Commitment and Signature Authority a. The Site Manager cannot sign, or have a subcontract signed, without having obtained proper authority to do so as defined in accordance with Bechtel Policy Number 230. b. The Site Manager cannot allow a directiv e change notice, change order, or an amendment to be issued to a subcontract without having obtained proper authority to do so in accordance with Bechtel Policy Number 230.

6.4

S2.7-2

Exhibit S2.7-1, Subcontract Administration Rules of the Road , provides general guidance to construction teams in the field administration and management of construction contracts and subcontracts.


1997:Rev.3

Subcontracting of Work

Instruction S2.7

SUBCONTRACT ADMINISTRATION RULES OF THE ROAD EXHIBIT S2.7-1 1. All subcontract administration procedure will be in compliance with the Bechtel Contract/Subcontract Management Manual, a.k.a., the “Brown Book”. Any deviations from the Brown Book provisions, (e.g., those resulting from client preferences), require review and approval of the BCOI Manager of Contracts. Specifically included are all documentation (e.g., Daily Reports will be used), change control (e.g., standard change notice forms will be used), and correspondence control measures (e.g., sequential numbering systems for each subcontract will be applied) stipulated in the Brown Book. Upon their approval, the Site Manager shall ensure that an electronic copy of the procedures will be sent to the BCOI Manager of Contracts. 2. All subcontract formation procedures for subcontracts formulated by the construction organization will be in compliance with the Bechtel Contract/Subcontract Formation Manual, a.k.a., the “Blue Book”. Any deviations from the Blue Book provisions, (e.g., those resulting from client preferences), require review and approval of the BCOI Manager of Contracts. 3. All projects using Bechtel subcontract terms and conditions, “Bechtel Pro Forma” shall use the current version of PROFISY (the Procurement Organization system where electronic copies of documents are stored). Access to PROFISY will be obtained through BecWeb /InfoWorks or the responsible Regional Manager of Procurement or designee. Any deviations from the PROFISY Pro Forma require review and written approval of the Regional Manager of Procurement or designee. 4. Site Managers are responsible for ensuring that a formal Subcontract Administration Division of Responsibility (DOR) Matrix is established for all major subcontracts on their projects. Any deviations from the tasks stipulated in the Brown Book are subject to Rule 1. 5. The intent of Corporate Policy 230 is that the same individual is not delegated both Signature and Approval Authorization. This policy shall be rigorously enforced. All Signature Authorizations for subcontract changes are to be delegated directly or indirectly by the BCOI Manager of Contracts. Previously issued delegations from the Procurement Organization are invalid. Site Managers are normally delegated an appropriate Approval Authority and are accordingly prohibited from also receiving Signature Authority. 6. In addition to PROFISY, standard subcontract administration automation forms (such as Form Flow or the MS-Word equivalent forms) shall be used. Any deviations are subject to Rule 1. Contact the BCOI Manager of Contracts for access to Form Flow and/or the MS-Word equivalent electronic forms. 7. The Site Manager shall notify the BCOI Manager of Contracts upon 20% and 70% project construction completion. Subcontracts Operations Reviews shall be performed at these thresholds by the Contracts Organization, unless the BCOI Manager of Contracts otherwise waives the requirement. 8. The Site Manager shall ensure that no subcontractor is granted access to the Jobsite until its insurance certificate has been reviewed and approved by the responsible Subcontract Administrator, and, if necessary, a representative from the Risk Management Organization.

1997:Rev.3


S2.7-3

Instruction S2.7

Subcontracting Work

SUBCONTRACT ADMINISTRATION RULES OF THE ROAD EXHIBIT S2.7-1 9. A Pre-Construction Meeting (PCM) will be help and a formal Kick-off Letter (refer to Exhibit 3.3.2-B of the Brown Book) issued prior to the start of any Jobsite work. The Site Manager shall ensure that each subcontractor appoint an Authorized Representative (AR) for itself, and that its AR be present or represented at the Jobsite at all times when its forces are at the Jobsite. The counterpart representative for Bechtel and/or Bechtel’s client will also be announced in the PCM and documented in the Kick-off Letter, along with any limitations on the authority of the Bechtel Representatives. 10. Prior to formal closeout of a subcontract, the Site Manager will ensure that electronic copies of the subcontract scope and reimbursement terms (normally Exhibits “D” and “C” of the subcontracts, respectively) are sent to the BCOI Manager of Contracts.

S2.7-4


1997:Rev.3

Instruction S 2.8

B echtel Li censes 1.0

PURPOSE

This instruction establishes requirements for verifying that required licenses and permits are in place for construction projects prior to submission of a bid or proposal, where required, and site mobilization. 2.0

SCOPE


DEFINITIONS

3.1

License A license is defined as permission granted by a competent authority to engage in a business or occupation.

3.2

Permit A written warrant or license granted by a local, state, or federal authority.

3.3

Qualifying Party The person who is the holder of the Bechtel contractor license or other site license is designated as the project qualifying party.

4.0

REFERENCES

4.1

Corporate Policy Number 110, Protection and Use of Bechtel Intellectual Property

4.1

Corporate Policy Number 111, Environmental Compliance, Safety and Health

4.3

Corporate Policy Number 222, Commitments to Perform Services and Risk As sessment

4.4

Corporate Policy Number 303, Bechtel Licenses

4.5

Legal and Insurance Department Instruction 114, Licensing Program Administration Responsibility and Procedure

5.0

RESPONSIBILITIES

5.1

Manager of Construction The Manager of Construction shall ensure that appropriate personnel hold current contractors licenses in each location where the work is to be performed. If the person holding the required contractor license is assigned to a project other than the one on which the licensed work is being performed, the Manager of Construction shall ensure that the qualifying person is capable of executing the duties required by law and local regulations.

© 1997

Bechtel Corp.


S2.8-1

Instruction S2.8

5.2

Bechtel Licenses

Site Manager The Site Manager is the last line of defense to verify that all required site licenses are in place prior to site mobilization and shall verify that all required contractor licenses and building permits have been obtained for the project.

5.3

Controller The Controller shall obtain all necessary licenses and permits required for business operations at the construction site.

5.4

Legal Department The Legal Department is responsible for application and renewal of all licenses in the state of California and shall maintain record files of company licenses and certifications required to perform work in California.

5.5

Tax Department The Tax Department is responsible for application and renewal of General Contractors Licenses, Specialty Contractor Licenses, Specialty City and County Licenses and Certificates, and Tax Licenses in all locations except the state of California.

6.0

REQUIREMENTS

6.1

Requirements for contractor licenses vary by locality and a project specific review of licensing requirements must be performed early in the project cycle to determine applicable licensing requirements. Since the Site Manager has typically not been named at the earliest stages of the project, the Regional Manager of Construction typically coordinates the performance of construction contractor licensing review.

6.1.1 The applicable functional department performs the review for other types of licenses such as environmental permits, sales and use tax registrations, and building permits. 6.1.2 On some projects, the Project Manager may develop a licensing matrix identifying all applicable licensing requirements and the method of compliance. The Site Manager or Regional Manager of Construction (if the Site Manager has not been named yet) will identify applicable contractor license requirements and the name of the qualifying party for the project licensing matrix. 6.2

Requirements for selection of the individual who will function as the qualifying party on the project vary by local law and regulations. Bechtel legal is available to review the requirements applicable to each project location and should be consulted prior to selection of the project qualifying party.

6.3

The Site Manager and the Controller Manager must perform a final license review prior to starting any work at the construction site. The intent of this review is to provide a verification that all required licenses are in place and that the requirements of the project licensing matrix have been satisfied. The License and Permit Responsibility Matrix shown in Exhibit S2.8-1 provides a listing of typical licenses and permits required for a construction project and identifies verification responsibilities.

S2.8-2


1997:Rev.3

Bechtel Licenses

Instruction S2.8

LICENSE AND PERMIT RESPONSIBILITY MATRIX EXHIBIT 2.8-1 LICENSE/PERMIT TYPE

RESPONSIBILITY

All necessary State or Local Contractors Licenses

Tax Department

Environmental Permits

Site Manager

Hazardous Waste Permits (Generating, Transportation, Disposal)

Site Manager

State or Local Boiler Permits

Site Manager

Building Permits - Inspection

Site Manager

Any and all other Local, State, and Federal Required Licenses

Tax Department

Any and all other Local, State, and Federal Required Permits

Site Manager

Sales and Use Tax Registrations

Controller

Insurance Charts

Controller

All appropriate Payroll Tax Regulations

Controller

All State Disability and Unemployment Documentation

Controller

Client Tax Exempt Certificate (if needed)

Controller

1997:Rev.3


S2.8-3

Instruction S 2.9

B echtel Offic es and Facilities 1.0

PURPOSE

This instruction provides policy guidance to the Site Manager regarding the use of Bechtel offices and facilities. 2.0

SCOPE


DEFINITIONS

3.1

Permanent Office Sponsoring Manager For construction projects, the sponsoring manager defining the use of Bechtel construction facilities for non-Bechtel activities is the responsible Manager of Construction.

4.0

REFERENCES

4.1

Corporate Policy Number 302, Bechtel Offices

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to comply with Corporate Policy Number 302 in the use of Bechtel offices and facilities at the construction site.

6.0

REQUIREMENTS

6.1

The responsible Manager of Construction must approve the use of Bechtel offices and facilities for non-business activities. Such activities must be in the general interest of the Bechtel organization, such as meetings of Bechtel employee clubs and technical and professional organizations and community groups in which Bechtel employees actively participate.

© 1997

Bechtel Corp.


S2.9-1

Instruction S 3.1

Pers onnel Policy Implementation 1.0

PURPOSE

This instruction summarizes the responsibilities of the Site Manager in the implementation of personnel policies. 2.0

SCOPE

This instruction is applicable to all projects under the administrative control of Bechtel Construction Operations Incorporated. 3.0

DEFINITIONS

None 4.0

REFERENCES

4.1

Corporate Policy 103, Equal Employment Opportunity Policy & Affirmative Action Requirements

4.2

Manual of Personnel Policies, United States

4.3

Manual of Personnel Policies, International

4.4

Project Employment Conditions

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to implement established personnel policies at the construction site.

5.2

Construction Manager The Construction Manager is responsible to provide guidance to the Site Manager in the implementation of personnel policies at the construction site.

6.0

REQUIREMENTS

6.1

The Site Manager should review the personnel policy manual and employment conditions appropriate for the project and implem ent applicable requirements. The Site Manager should contact the Construction Manager or the Regional Office Human Resources Manager to obtain clarification on specific requirements.

© 1997

Bechtel Corp.


S3.1-1

Instruction S3.1

6.2


If project employment conditions have not been approved at the time the Site Manager is assigned to the project, the Site Manager should assist Human Resources and the Project Manager in the development of the project specific employment conditions. This should include the development of any proposed out of policy conditions for the project. a.

Exhibit S3.1-1 shows a flow chart of the employment conditions approval process for projects in the United States.

b.

Exhibit S3.1-2 shows a flow chart of the employment conditions approval process for international projects.

6.3

The Site Manager should obtain required legal site postings from Human Resources for non-manual employees and either Labor Relations or Industrial Relations for direct hire craft employees. These materials shall be posted at the site in accordance with the directions provided.

6.4

The Site Manager shall provide periodic (normally annual) input to site employee ranking information. Specific guidelines for providing ranking data will be provided by the responsible Construction Company President. Uniformly, ranking will be based on one or more of the following criteria: a. Current performance b. Sustained performance c. Critical or essential skills d. Multiple skills e. Leadership f.

Teamwork

6.5

In conjunction with input from the Field Superintendent, Project Field Engineer (PFE), Field Procurement Supervisor, and the Project Controls Supervisor, the Site Manager shall provide input to the annual salary plan for the personnel assigned to the site. Specific guidelines for providing salary planning input will be provided by the responsible Construction Company President. The Site Manager may recommend promotions and changes in proposed merit actions included in the plan based on employee performance and qualifications.

6.6

The Site Manager shall monitor work shifts established on the project site and overtime compensation for compliance with personnel policies.

6.7

The Site Manager is responsible for ensuring that employee Annual Performance Summary & Development Reviews (APS&DR) are prepared for employees assigned to the site in accordance with personnel policies. The Site Manager normally reviews and approves APS&DRs prepared for personnel assigned to the construction site as the Reviewer. On larger projects, the Site Manager may elect to delegate that responsibility to the Field Superintendent, the Project Field Engineer, or other key members of the project team. Even when review authority has been delegated, however, the Site Manager should actively monitor that APS&DR reports are being prepared as required.

6.8

The Site Manager should provide career counseling to the employees on the site in

S3.1-2


1997:Rev.3


Instruction S3.1

conjunction with the employee Annual Performance Summary and Development Review (APS&DR) process. To do this, the Site Manager must be familiar with career development opportunities available in the company. The career discussion form shown is Exhibit S3.1-3 is provided for the Site Manager's use in conducting career counseling discussions. 6.9

Employee relocation and assignment conditions vary by project, company, and geographical location. The Site Manager must review the policies applicable to the site prior to site mobilization and ensure compliance.

6.10

The Site Manager must approve all employee Leave of Absence requests and validate the leave in accordance with established personnel policies.

6.11

The Site Manager must complete an Exit Appraisal on all employees terminated at the construction site in accordance with established personnel policies.

6.12

The Site Manager shall ensure that access to confidential personnel records (e.g., APS&DRs, fitness for duty records, and similar confidential records) is limited to authorized personnel. Confidential records shall be maintained in locked storage cabinets with restricted access. At the completion of the project, confidential records shall be dispositioned per the project construction close-out plan.

1997:Rev.3


S3.1-3

Instruction S3.1


U.S. EMPLOYMENT CONDITIONS APPROVAL PROCESS EXHIBIT S3.1-1

Global Industry Unit I N P O

Construction REU Manager

REU HR

PM (Proposal RFP)

Draft EC's

Review Draft EC's

Finalize EC's

Company President

L HR Mgr Signs

I C Y

NO

Out of Policy

PM Signs YES

O U

If

PM Signs

Construction Content

T

NO

YES

REU MOC Signs

O F

BCC/Becon President Signs

P O

REU Manager Signs

L I C Y

S3.1-4

Company President Signs

GIU Manager Signs


1997:Rev.3


Instruction S3.1

INTERNATIONAL EMPLOYMENT CONDITIONS APPROVAL PROCESS EXHIBIT S3.1-2

Global Industry Unit

Construction REU Manager

PM (Proposal RFP)

I N

Review Draft EC's

REU HR

Sr. Regional Rep/Regional Manager

Company President

Draft EC's

Review Draft EC's

Review Draft EC's

Review Draft EC's

P O

Finalize EC's

L I C

HR Mgr Signs

Y NO

Out of Policy

PM Signs

YES

If

O

PM Signs

Construction Content

U

NO YES

T REU MOC Signs

O F

BBI Manager Signs

P

REU Manager Signs

O L I C

GIU Manager Signs

Sr. Reg. Rep./ RM Signs

Company President Signs

Y

1997:Rev.3


S3.1-5

Instruction S3.1


CAREER DISCUSSION WORKSHEET EXHIBIT S3.1-3

CAREER DISCUSSION WORKSHEET Note to Employee:

Complete this worksheet and bring it to your Career Counseling session.

NAME:

DATE:

CLASSIFICATION:

GRADE:

This worksheet will probably be most useful if this is your firs t Career Counseling session. In some cases, it may also be helpful in later sessions when you re-examine and possibly change your career goals. By completing this worksheet, you will have a head start in your counseling session and can therefore make the most of the time you spend with the counselor. The questions below are designed to help you bring into focus your career goals or expectations as you see them for yourself. It is important for you to understand that the counselor provides guidance only. The counselor does not plan your career. The counselor can, however, aid or guide you in the process of formulating your own plan. Give careful, conscience thought to the questions outlined below. Then bring this worksheet to the career counseling session to get any suggestions that the counselor may want to make in response to your comments. 1.

What do you see as your long-range career objective if you see one for yourself at this time?

2.

If you were as successful as you could possibly envision yourself being at some future point in time, what would you be doing?

3.

In view of your long-range career objective, do you feel that your job experiences and educational background to date, including your present position are leading you in the right direction?

4.

What individuals, situations, or institutions have significantly influenced your career interests?

5.

What kinds of work experience give you the greatest satisfaction, or what characteristics of your present and past jobs have interested you the most?

6.

Which have interested you the least?

7.

Describe your major job strengths (in terms of technical, interpersonal, and managerial competencies).

8.

Do you feel these have or have not been recognized by your management at Bechtel?

S3.1-6


1997:Rev.3


Instruction S3.1

CAREER DISCUSSION WORKSHEET EXHIBIT S3.1-3

CAREER DISCUSSION WORKSHEET Note to Employee:

Complete this worksheet and bring it to your Career Counseling session.

NAME:

DATE:

CLASSIFICATION:

GRADE:

9.

What do you see as being the next step in your career development?

10. Describe the job functions you would expect to perform or be responsible for on your next assignment.

11. What additional skills, training or other areas of growth do you feel you need to develop for the next step in your career (in terms of your interpersonal, technical, and/or managerial competencies)?

12. What are you doing or what have you done to prepare for this next step?

13. Outline development efforts that you are planning with estimated start and completion dates.

14. What new or expanded career goals do you feel you would like to explore and what new skills do you need to develop to attain those goals?

15. Do you see any barriers to achieving your career objectives?

16. How do you think your management could help you overcome these barriers?

Counselor's comments and suggestions: (Complete during counseling session)

COUNSELOR:

DATE:

FORM: T_CAREER.DOC 1997:REV.0

1997:Rev.3


S3.1-7

Instruction Instruction S 3.2

F ield ield Cons C ons truct ruc tion Non-Ma N on-Manua nuall St S taffing P lan 1.0

PURPOSE

This instruction provides the Site Manager a standard method of reporting current and anticipated non-manual staff requirements. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to complete and periodically submit an updated Field Construction Non-Manual Staffing Plan.

6.0

REQUIREMENTS

6.1

The Field Constr Constructi uction on Non-Man Non-Manual ual Staffing Staffing Plan Plan identifies identifies all pos position itions s (Casu (Casual, al, BEPOS, BEPOS, and Full Time employees) to be filled by non-manual personnel personnel on the project. This includes Superintendents, Field Engineers, Cost and Scheduling Engineers, Contract Administrators, ES&H (Env ironmental, Safety & Health) Representatives, Representativ es, Field Accounting personnel, and Field Procurement personnel. The plan should also include both letter grade and number grades positions. Positions are to be identif ied by payroll classification, classifi cation, grade, start date, completion date, and a schedule line covering the calendar staffing period.

6.2

The schedu schedule le assis assists ts the Site Manager, Manager, Project Project Mana Manager, ger, Constr Constructio uction n Manag Manager, er, and Construction Staffi ng to plan and schedule staffing requirements of a project. It is also used in conjunction with plans submitted by all other projects to forecast present and future Construction staffing requirements.

6.3

The doc docume ument nt is norma normally lly prep prepare ared d using using a pers person onal al compu computer ter spre spreads adshe heet et progr program am similar simil ar to the sample shown in Figure S3.2-1. Positions are grouped by discipline headings (e.g. Civil, Electrical, Piping, Cost/Scheduling, Contracts Administration, etc.). Under "General", list all positions with broad or overall responsibilities.

6.4

When know known, n, show show the requis requisitio ition n numbe numberr for each each positio position n and and insert insert the the name name of of the person filling the position or approved nominee.

1997 © 19

Bechtel Corp.


S3.2-1

Instruction S3.2

Field Construction Non-Manual Staffing Plan

6.5

Names Names of of employee employees s comple completing ting their their assig assignmen nments ts remain remain on the report report with with letter letters s "AC" "AC" (assignment complete) shown at the end of the schedule line. For replacement positions, show the name of the person assigned to complete the work and the applicable requisition number.

6.6

As req requir uired ed by by the Cons Constru tructi ction on Mana Manage ger, r, the the plan plan is upda updated ted mont monthly hly by by the Site Site Manager and copies distributed to the Project Manager, Construction Manager, and Construction Staffing. Bechtel Construction Staffing Plan

27-Mar-95

Job No. 12345

Nonmanual Forecast Schedule 1995

POSITION

REQ. #

START

END

MONTHS J F M

SITE MANAGER

12345-001

12-Jul-95

24-Oct-97

27.5

FIELD SUPERINTENDENT

12345-007

1-Oct-95

4-Sep-97

23.1

AREA SUPERINTENDENT SUPERINTENDENT

TBD

12-Nov-95

18-Jul-97

20.2

PIPING SU S UPERINTENDENT

TBD

16-Jan-96

11-Aug-97

18.8

SCAFFOLDING SUPT

TBD

1-Apr-96

11-Aug-97

16.3

INSTRUMENTATION SUPT

TBD

12-Sep-96

16-Sep-97

12.1

ELECTRICAL SUPT

TBD

4-Oct-96

16-Sep-97

11.4

PRO JE JECT FI EL ELD ENGI NE NEER

12345-002

ELECTRICAL FI FIELD EN ENGINEE TBD

24- Ju Jun-95

12-Oct-97

27.6

16-Jul-95

12-Oct-97

26.9

OFFICE ENGINEER

TBD

12-Oct-95

22-Aug-97

22.4

AREA ENGINEER

TBD

12-Oct-95

21-Jul-97

21.3

W ELDING FIELD ENGINEER

TBD

2-Jan-96

12-Oct-97

21.3

PIPING FI FIELD EN ENGINEER

TBD

22-Dec-95

1-Oct-97

21.3

CIVIL FI FIELD EN ENGINEER

TBD

22-Dec-95

24-Sep-97

21.1

PAYROLL SUPERVISOR

12345-003

12-Jun-95

14-Oct-97

28.1

SECURITY OFFICER

12345-004

12-Jun-95

14-Oct-97

28.1

NURSE

12345-005

12-Jun-95

14-Oct-97

28.1

SECRETARY/CLERK

12345-006

14-Jul-95

18-Oct-97

27.2

TOTAL JOB-MONTHS

A M

J J A S O N D

1996 J F M A M J J A S O N D

1997 J F M A M J J A S O N

403.0

FIGURE S3- 1 - FIELD CONSTRUCTION STAFFING PLAN FORECAST SCHEDULE

S3.2-2


1997:Rev .3


R equis equis itioning F ield ield Non-Ma Non-Manual nual Pers onnel onnel 1.0

PURPOSE

This instruction describes the method the Site Manager is to use to requisition field non-manual personnel. 2.0

SCOPE

This instruction is applicable to construction projects under the administrative control of Bechtel Construction Operations Incorporated. 3.0

DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible responsible for developing a non-manual non-manual staffing plan for the project, for preparing personnel requisitions, and for selecting candidates candidates for each position on the project. The responsible responsible Construction Manager may request final approval approv al of personnel personnel selected.

5.2

Construction ion Staffin ffing g Construction Staffing is responsible to the Site Manager and the Construction Manager for identif ying candidates for open positions. positions. This includes keeping the Construction Construction Manager informed of progress and status of open requisitions.

6.0

REQUIREMENTS

6.1

The Site Site Man Manag ager er sha shallll prepa prepare re a Pers Person onne nell Requis Requisitio ition n Form Form for all app approve roved d nonnonmanual personnel positions on the project. This includes permanent and temporary assignments. If a Site Manager has not yet been assigned, the responsible responsible Construction Manager will prepare the required requisitions.

6.2

Complete Completed d requ requisitio isitions ns shall shall be be forwa forwarded rded to Constr Constructio uction n Staffing Staffing for proce process ssing. ing.

6.3

Perman Permanen entt positio positions ns (gre (greate aterr than than 12 months months)) must must be post posted ed in acco accorda rdance nce with with the the Bechtel Opportunities program. Requisitions with with identified identifi ed candidates are not excluded from permanent position posting. posting. The Project Opportunities Opportuniti es Coordinator can provide provi de more information on the posting process and the corporate posting policy.

6.4

If a candid candidate ate has has alre alread ady y been been identi identified fied for for a tempor temporary ary pos positio ition n and and is named named on on the requisition, Construction Staffing will assist in facilitating the relocation of the named

1997 © 19

Bechtel Corp.


S3.3-1

Instruction S3.3


indiv idual to the new assignment. If a candidate has not been identif ied, Construction Staffing will locate, screen, and recommend candidates to the Site Manager for consideration. The Site Manager is responsible for accepting or rejecting proposed candidates (with the input of the appropriate site functional supervisor). 6.5

Upon Upon accept acceptance ance of the propos proposed ed candid candidate, ate, the Site Manager Manager is resp respons onsible ible for for obtainin obtaining g any required Client approvals. Approvals Approv als must be obtained prior to the actual assignment of personnel.

6.6

The Site Manage Managerr may request request non-manu non-manual al person personnel nel by name. name. Constr Constructio uction n Staffing is responsible for determining the availabilit avail ability y of of the named individual. individual . Requests for personnel personnel by name from outside Bechtel, grade 27 and above, must be approved by the responsible Manager of Construction or designated Category I approval authority.

6.7

The Site Manage Managerr may may hire hire locally locally with with the approval approval of the the Cons Construc truction tion Manage Manager. r.

6.8

The Site Manage Managerr is respon responsib sible le for for informing informing Constr Constructio uction n Staffing Staffing of the the proje project ct dedestaffing plan and the dates individual personnel will be available for reassignment. Construction Staffing will assist in outplacement efforts or other actions associated with de-staffing the project.

6.9

The Constr Constructio uction n Pers Personn onnel el Requ Requisitio isition, n, Exhibit S3.3-1, S3.3-1, authorize authorizes s the neces necessar sary y recruitment recruitm ent or transfer of non-manual staff. The requisition is intended to describe describe the technical criteria, professional qualifications, and experience essential for the position to be staff staffed. ed. The requisition must also describe describe the duties to be performed. The clarity of information provided on the requisition has a direct bearing on identifying the right candidate for the position. An alternate electronic requisition form may be substituted for the hardcopy form shown in Exhibit S3.3-1 provided that the same information is provided.

6.10

Propose Proposed d candida candidates tes for Support Support Service Service Group Group positio positions ns shall shall be accep accepted ted by the Site Site Manager. The Site Manager shall also establish establish the de-staffing date for all Support Service Servi ce Group personnel. personnel. The Support Service Serv ice Groups include:

S3.3-2

a.

Fie Field Pr Procuremen ment

b.

Comme mmercia rciall Se Servic rvice es

c.

Personnel

d.

Tech Techn nical ical Serv Servic ices es


1997:Rev .3


Instruction S3.3

SAMPLE PERSONNEL REQUISITION FORM EXHIBIT S3.3-1

Construction Personnel Requisition Grade

Classification Description

Recruiting Action

Relocation Authorized

Number of Positions

Living Status

Job No.

Length of Assignment

Requisition Number

Work Location

Status Code

PROJE CT DETAILS Contact Name

Telephone

Shift

FAX No.

Status

Max Relocation Distance

Start Date

Salary Status

End Date

Maximum Salary/Period

Site Access: Type Specific Requirements:

Check Applicable Out of Policy Authorizations: Overweight Household Effects Second Car Shipment Furniture Rental in Lieu of Storage

DFA/Uplifts Transportation Requirements Other (specify)

Enter Essential Duties:

J OB R E LA TE D QUA LIF IC A TIONS Education

Experience

Automation

Certification

Enter Job Related Qualifications:

CANDIDATES Name

Employee #

Location

Telephone #

Date

Date Required

Department Construction

JOBS Closing Date

JOBS Contact

Base GSU

Assigned GSU

Charge No.

Office

Staffing Coord.

Reports to

Approval

Date

FORM T_NM_REQ.DOC 1997:REV.4

1997:Rev.3


S3.3-3

Instruction S 3.4

E merg ency Notification 1.0

PURPOSE

This instruction establishes emergency notification guidelines for use in the case of employee illness, injury, or death. 2.0

SCOPE

This instruction is applicable to all projects under the administrative control of Bechtel Construction Operations Incorporated and applies in the following situations:

3.0

•

Critical illness or serious injury to expatriate employees and their dependents in situations where medical evacuation could be required.

•

Work related serious injury to any employee.

•

Death of any employee.

•

Death of any authorized dependent of an empl oyee on international assignment.

DEFINITIONS

None 4.0

REFERENCES

4.1

Manual of Personnel Policies, United States

4.2

Manual of Personnel Policies, International

5.0

RESPONSIBILITIES

5.1

Site Manager It is the responsibility of the Site Manager (as the employee's immediate supervisor) to notify the appropriate Personnel Representative in the event of any of the situations outlined above.

5.2

Construction Manager It is the responsibility of the Construction Manager (as the responsible Senior Manager), assisted by the Personnel Representative, to ensure that emergency notification is made to appropriate Construction Company management and to the Regional Office Manager in compliance with the procedures specified in this instruction.

6.0

REQUIREMENTS

6.1

The Personnel Representative at the office or construction site concerned ensures that local procedures are prepared and maintained.

© 1997

Bechtel Corp.


S3.4-1

Instruction S3.4

Emergency Notification

6.2

The Site Manager shall ensure that emergency notification is made by telephone, e-mail, FAX or telex to the Sponsoring Regional Office, the Regional Office Manager, the responsible Construction Company Vice President, and the Personnel Manager.

6.3

Emergency notifications shall include the following information (see Exhibit S3.4-1): a. Serious injury or critical illness: •

Name, grade, position and employee number

•

Location and project

•

Nature of illness or injury

•

Circumstances and whether they were work-related

•

Injuries to, or death of, other employees/ dependents

b. Death: •

Items as above

•

Name of next-of-kin and location

• Additional background information, including age and Bechtel work history

S3.4-2


1997:Rev.3

Emergency Notification

Instruction S3.4

SAMPLE EMERGENCY NOTIFICATION EXHIBIT S3.4-1 Date:

XXXXXXXXXX

Attention:

Regional Office Human Resources Manager

Copy:

Manager of Construction Personnel Manager Manager of Legal and Insurance

URG E NT - CONFIDENTIAL JOHN H. SMITH died from heart attack yesterday PM. Body in Republic Hospital, awaiting official release. Following information concerns Smith: •

Grade 27, Supt., Employee Number 123456

•

Project 11736, Basrah, Iraq

•

Heart attack occurred in living quarters after working hours

•

There were no witnesses or other employees involved

•

Next-of-kin is wife. Hired December 1, 1976. No previous Bechtel experience

•

By copy of this telex, Regional Office Personnel is requested to coordinate notification of Mrs. Smith.

Site Manager

1997:Rev.3


S3.4-3

Instruction S 3.5

S ucces s ion Planni ng 1.0

PURPOSE

This instruction establishes requirements for the preparation and maintenance of a project Succession Plan for key members of the site team. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

4.1

Corporate Policy Number 501, Employee Development

4.2

Corporate Policy Number 504, Replacement Planning

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to prepare a Succession Plan for key members of the project site team and submit it to the Construction Manager for approval.

5.2

Construction Manager The Construction Manager is responsible to identify potential succession pool candidates for project succession plans when the Site Manager is unable to identify candidates from personnel currently assigned to the project.

6.0

REQUIREMENTS

6.1

The Site Manager prepares the Succession Planning Chart (Exhibit S3.5-1) and Succession Pool Planning Worksheet (Exhibit S3.5-2) for key members of the construction site team. The plan is to be treated as s trictly confidential and only dis cus s ed with the Cons truction Manager.

6.2

Each position included in the succession plan must identify: a. Name of the incumbent b. Names of qualified succession pool candidates c. Dates each candidate will be ready to assume the position d. Recommended and planned experience, training, and development to prepare the candidate for the position

© 1997

Bechtel Corp.


S3.5-1

Instruction S3.5

6.3

Succession Planning

The site Succession Plan should include the following positions as a minimum: a. Field Superintendent b. All Lead Superintendents c. Project Field Engineer d. All Lead Field Engineers e. Subcontracts Administrator f.

Project Controls Supervisor

g. Lead Cost Engineer h. Lead Planning and Scheduling Engineer 6.4

The Site Manager should coordinate the selection of succession pool candidates for non-construction positions with the appropriate functional manager.

6.5

The Site Manager should review employee Annual Performance Summary & Development Review (APS&DR) forms to ensure that all potential candidates are considered for each position.

6.6

Selected candidates should be capable of assuming the designated position immediately or have the required competencies to do so with minimal additional experience. Whenever practical, the Site Manager should allow proposed replacement candidates currently assigned to the project to act on behalf of the incumbents when they are absent to gain working experience in the position.

6.7

The Site Manager and Construction Manager are jointly responsible for training succession pool candidates.

6.8

The Site Manager shall update the Succession Plan quarterly and submit the plan to the Construction Manager for review and approval. Plan updates are normally submitted in January, April, July, and October.

6.9

The Construction Manager shall review the Site Manager's draft Succession Plan and will update the plan to include additional succession pool candidates not under the Site Manager's purview. The Construction Manager will include the completed project plan in the Construction Company succession planning efforts.

6.10

The Construction Manager will forward a copy of the final plan to the Site Manager for information and implementation.

Note: S uccess ion plans and dis cus s ions are to be treated as s trictly confidential and limited to thos e who need to know!

S3.5-2


1997:Rev.3

Succession Planning

Instruction S3.5

SUCCESSION PLANNING CHART EXHIBIT S3.5-1 SITE ORGANIZATION ORGANIZATION CHART CHART

SITE MANAGER

FIELD SUPERINTENDENT

SERVICES SUPERINTENDENT

SUBCONTRACT ADMINISTRATOR ADMINISTRATOR

SUBCONTRACT COORDINATOR

PROJECT FIELD ENGINEER

CIVIL ENGINEER

ELECTRICAL ENGINEER CIVIL SUPERINTENDENT

AREA SUPERINTENDENT PIPING ENGINEER

ELECTRICAL SUPERINTENDENT

PROJECT CONTROLS SUPV

COST ENGINEER

PLANNING & SCHEDULING ENGR

ES&H SUPERVISOR

MEDICAL

ES&H REPRESENTATIVE

TRAINING

AREA ENGINEER MECHANICAL SUPERINTENDENT

PIPING SUPERINTENDENT

FIELD ENGINEER INSTRUMENT ENGINEER

MECHANICAL SUPERINTENDENT AREA SUPERINTENDENT

WELDING ENGINEER

AREA ENGINEER

MATERIAL ENGINEER

FIELD ENGINEER

OFFICE ENGINEER

INSTRUMENT SUPERINTENDENT

WELDING SUPERINTENDENT

MATERIAL SUPERVISOR

1997:Rev .3


S3.5-3

Instruction S3.5

Succession Planning

SUCCESSION POOL PLANNING WORKSHEET EXHIBIT S3.5-2

S TR IC TL Y C ONF ON F IDE ID E NTIA NT IA L SUCCESSION POOL PLANNING WORKSHEET POSITION: PROJECT NUMBER: CANDIDATE INFORMATION

DATE: PROJECT NAME: RECOMMENDED AND PLANNED ADDITIONAL EXPERIENCE, TRAINING, OR DEVELOPMENT

CANDIDATE NAME: CURRENT POSITION: EMPLOYEE NUMBER: DATE READY: CANDIDATE NAME: CURRENT POSITION: EMPLOYEE NUMBER: DATE READY: CANDIDATE NAME: CURRENT POSITION: EMPLOYEE NUMBER: DATE READY: CANDIDATE NAME: CURRENT POSITION: EMPLOYEE NUMBER: DATE READY: CANDIDATE NAME: CURRENT POSITION: EMPLOYEE NUMBER: DATE READY: CANDIDATE NAME: CURRENT POSITION: EMPLOYEE NUMBER: DATE READY: CANDIDATE NAME: CURRENT POSITION: EMPLOYEE NUMBER: DATE READY: COMMENTS:

SITE MANAGER:

DATE:

CONSTRUCTION MANAGER:

DATE:

FORM: T_SUCESS.DOC 1997:REV.1

S3.5-4


1997:Rev .3


P roject Planning Planning 1.0

PURPOSE

This instruction provides a basic checklist to assist the Site Manager in project planning. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to develop a construction execution plan prior to site mobilization. mobili zation. This instruction is an aid in developing the project plan.

6.0

REQUIREMENTS

6.1

The followi following ng items items shou should ld be consi conside dered red in the the cons constru tructi ction on plan plannin ning: g: a. b. c. d. e. f. g. h. i. j. k. l. m. n. o. p.

1997 © 19

Execution Plan Construction Schedule Manual Manpower Construction Budget Direct Hire/Subcontracting Subcontracting Subcontracting Plan Non-Manual Manpower Staffing Construction and Environmental Environm ental Permitting Permitti ng Construction Automati on Plan Orientation Temporary Facilities, Utilities, and Services Equipment and Tools Tools Heavy Lift Rigging and Transportation Plan Personnel Transportation Transportati on Medical Facilities

Bechtel Corp.


S4.1-1

Instruction S4.1

q. r. s. t. u. v. w. x. y. 6.2

Project Planning

Fire Protection Security Emergency Planning Continuous Improvement Improv ement Plan Constructability Plan Environmental Envi ronmental Awareness and Control Plan Labor Management Plan Environmental, Envir onmental, Safety and Health (ES&H) Plan Project Quality Plan

Execution Pl Plan a. The construction construction execution cannot cannot be planned planned without a clear understanding understanding of the scope of the project. Thus, the Site Manager must first spend whatever time is necessary to ensure that the scope of the work is clearly understood. The more time spent studying studying the project scope will reflect in a better execution plan for the job. The time spent in front end review should be commensurate with the level detail required in the execution plan. b. As a project develops, so so does the engineering. Initially, Initial ly, process flow diagrams and conceptual layouts are produced. At this stage, stage, the construction plan can only be conceptual. No attempt should be made to produce meaningless detailed plans until the design upon which it is based is available. avai lable. Since the final design may not be available, it may be necessary to produce preliminary execution plans based on historical data or experience. The plan, however, however, should state very clearly what assumptions or estimates have been made so adjustments can readily be made to the plan as details of the final design become become available. c. The first step in job planning is to produce a synopsis of the construction work scope. This enables a quick comparison of the project to previously completed projects. Comparisons may be made from personal experience or by reference to historical data. d. After reviewing revi ewing the project work scope, the next step is to produce an Execution Executi on Plan identifying identif ying how the project will will be constructed. This plan will will form the basis of all ongoing and detailed planning and will alert Engineering to the construction construction methods that are planned to be used. used. Engineering can then incorporate incorporate the construction construction execution plan in the design. The plan can also provide provi de Project Controls with the basis of the construction schedule and Procurement with information to enable appropriate material purchasing. e. The execution plan must indicate if the construction plan is to modularize equipment since this will have a major effect on Engineering and Procurement. Engineering must confirm that they can produce information in the sequence that the construction plan demands and Procurement must tailor their activities and deliveries to suit. f.

S4.1-2

The execution plan must also indicate how the project will organize resources to perform the work. This includes non-manual staffing, staffi ng, craft labor, tools, equipment, and material.


1997:Rev .3

Project Planning

6.3

Instruction S4.1

Construction Schedule a. The schedule is a representation of the logic and activity durations required to construct the project. The first step towards producing the schedule is determining the logical sequence in which defined activities can be performed and their interrelationship. As more and more activities are entered into the schedule logic, the interrelationships and restraints become more complicated. It is important to remember to not allow the level detail and complexity of the schedule to limit effective planning. b. The next step is to assign a duration to each activity. Duration assignments should be based on knowledge of the scope of the activity and an assessment of the manpower and equipment resources available. This assessment is based on historical data and knowledge of previous work. c. A first pass schedule is then produced. This will calculate individual activity durations, overall durations, and a critical path for the project schedule. The schedule should also indicate the number of craft required each day or week of the project schedule. d. To levelize craft loading and to optimize the first pass schedule, the schedule is adjusted by delaying start dates for activities which are non-critical and is re-run until craft loading is levelized and required completion dates are satisfied. It is essential that the final schedule presents a logical, feasible, and realistic plan since many subsequent project actions and discussions are based on it.

6.4

Manual Manpower After the final construction schedule is produced, additional craft loading studies may be required to levelize certain key crafts or to normalize to the site staffing levels. Based on this schedule optimization, a Manual Manpower Curve is produced to reflect the planned project craft staffing.

6.5

Construction Budget The construction budget must clearly identify both direct and distributable costs in accordance with the standard construction code of accounts.

6.6

Direct Hire/Subcontracting It is essential early in the project planning to make a decision on whether to direct hire the labor or to contract the work. There are advantages to both options as described below:

6.6.1

Direct Hire Advantages a. Direct control over schedule and costs b. Flexibility of movement c. No subcontractor overhead and profit d. Better control over labor relations e. Rapid reaction to changes f.

1997:Rev.3

No claims


S4.1-3

Instruction S4.1

Project Planning

g. Earlier start dates since it is not necessary to have complete definitions prior to work start h. Direct control of fabrication sequence 6.6.2

Contracting Advantages a. Local contractors familiar with local conditions b. Local contractor has established labor force plus supervision c. Local contractor has own tools, reducing project cost

6.7

Subcontracting Whether or not it is decided to use direct hire labor, it will normally be necessary to contract some of the work, even if only specialist services. to this end it is necessary to establish, for all parties involved, a plan for subcontracting. This plan defines responsibilities for performance of many specific management tasks. Many of these tasks are defined in a sample Division of Responsibilities (DOR) Matrix shown in Section 2 of the Contract/Subcontract Management Manual. Refer to Instruction S2.7 of this manual for more details.

6.8

Construction and Environmental Permitting Obtaining the permits required to construct the project can require a substantial amount of lead-time. Develop a comprehensive list of all the permits that will be required for the project and determine who is responsible to obtain the permit and the current status. During site visits, visit the local permitting authority and verify local requirements for construction permits including local considerations such as dust control, noise restrictions, and local burn permits. Attempt to establish a personal relationship with local permitting authorities to avoid future problems.

6.9

Construction Automation Plan

6.9.1 Get an early start on developing the construction automation plan. Determine the types of software applications that will be used on the project and the proposed method of establishing construction site communications and data linkage with the design office(s). The selection of these software applications should be driven by key project parameters (e.g. size, location, duration, scope, and project execution plan). Develop a comprehensive plan that includes provisions for establishing a Local Area Network (LAN) on the site that is linked to the Bechtel Wide Area Network (WAN). The BecWeb contains a Generic Construction Automation Plan, including information on Standard Hardware Configurations, recommended software by user type, and approximate hardware and equipment pricing. (Note that hardware and software rapidly change and the Regional IT organization should be consulted as to the latest technology available. 6.9.2 During the proposal stage of the project, the construction team shall utilize the Standard Construction Automation Tools List shown in Exhibit S4.1-1 to develop the project automation plan and budget. The list includes the following standard tools:

S4.1-4

•

Project Automation Plan

•

Project Automation Budget

•

Local Area Network (LAN) Site Managers Manual

1997:Rev.3

Project Planning

Instruction S4.1

•

Wide Area Network (WAN)

•

Electronic Mail

•

InfoWorks

•

Windows 95

•

Microsoft Office (Word, Excel, Access, Powerpoint)

•

HRIS

•

Requisitions

•

SETROUTE

•

TEAMWorks

•

PTS

•

Field Accounting Application

•

Primavera

•

PCWorks

•

2D CAD

•

3D CAD

•

Enterprise Navigator (Bechtel Edition)

•

BecWeb

•

Digital Photography

•

Survey Technologies

•

Safety Data System (SDS)

The following applications are applicable to direct-hire projects: •

GateWorks

•

ForeTime

•

CHRIS

•

Timberline Payroll

•

Field Accounting

6.9.3

BLSI’s Business Systems is available to the project in the automation planning and implementation of the Construction Automation Plan.

6.10

Orientation Training Project team member orientation training will be developed during the front end project planning and will be include a description of how Construction will build the project. The Site Manager is responsible for orientation of key personnel assigned to the site. The Site Manager will also ensure that key construction team members understand their duties and responsibilities. Orientation training will be implemented as the construction team is mobilized and should include a review of the following, as a minimum: a. Contract b. Project Scope c. Execution Plan d. Project Team Organization

1997:Rev.3


S4.1-5

Instruction S4.1

e. f. g. h. i. j. k. l. m. n. o. 6.11

Project Planning

Client Organization Scope of Construction Services Construction Work Plan Construction Site Organization Responsibilities of Key Project Team Members Cost Estimate Construction Summary Schedule Contract/Subcontract Plan Jobsite Policy and Procedure Safety and Housekeeping Security and Fire Prevention

Temporary Facilities After manual and non-manual staffing plans are complete and the source of the labor is identified, the Site Manager must develop a plan for design and construction of temporary facilities to support the projected staffing and to provide facilities to perform the work. Field Engineering Manual Instruction F4.1, Temporary Facility Design provides guidelines to support temporary facility planning.

6.12

Interim Facilities The Site Manager must develop a plan for interim facilities that are required or planned prior to the temporary facilities being constructed. Using peak staffing levels, the following should be considered: a. Temporary access and parking b. Temporary electrical supply c. Temporary water supply d. Temporary toilets e. Initial office furniture f. Initial office equipment and supplies g. Temporary telephone services considering peak site automation requirements h. Obtain information on emergency services including doctors, hospitals, ambulances, local law enforcement and fire fighting facilities i. Obtain local interim permits if required j. Arrange for interim financial services including banking, payroll, and accounts payable k. Arrange for interim first aid facilities l. Arrange for interim security

6.13

Camps When a construction camp is required to execute the project, the Site Manager must develop a comprehensive plan for the camp. Guidelines for the design of camps are included in Field Engineering Manual Instruction F4.2, Construction Camp Layout and Design.

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6.14

Instruction S4.1

On-Site Building Facilities The goal for on-site building facilities is to set or construct the facilities once and remove them once. Steps should be taken to avoid moving facilities as the project staffing peaks. The following checklist of items should be considered when planning on-site building facilities: a. Main field office b. Satellite offices c. Client office d. Subcontractor offices e. Brass alley/time office (GateWorks requirements) f. Carpenter shop g. Pipe shop h. Electric shop i. Instrument shop j. Reinforcing steel shop k. First aid l. Ambulance garage m. Snow removal equipment n. Rigging loft o. Computer installation p. Fire pumps q. Main warehouse r. Laydown area s. Fencing t. Security equipment and facilities u. Concrete batch plant v. Cement storage w. Testing laboratory x. Sewage disposal plant y. Toilets z. Power generation aa. Potable and raw water production bb. Equipment and vehicle maintenance shop cc. Storage of welding gases dd. Change shacks and lunch rooms ee. Construction elevator ff. Hazardous material storage

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S4.1-7

Instruction S4.1

6.15

Project Planning

Minimizing Recurring Expenses Temporary facilities will be planned to minimize the cost of work operations that recur continually during the project, such as the following: a. Movement of manpower from brass alleys or camp to the work place b. Handling ice and drinking water c. Cleaning field and office areas d. Handling oxygen/acetylene gas bottles e. Cleaning field toilets f. Handling and disposing of debris g. Operating batch plants, aggregate plants, etc. h. Operating generators, compressors, pumps, etc. i. Making electrical connections to tools and lights j. Building scaffolds and temporary supports k. Manning switchboards, computers, telex machines, printing machines, etc. l. Manning elevators and hoists m. Fueling construction equipment n. Staffing and indirect labor charges associated with offices, maintenance shops, fabrication shops, medical facilities, security gates o. Printing, folding and distributing drawings p. Receiving and sending mail q. Receiving and issuing materials

6.16

Using Permanent Facilities Early installation of permanent buildings and utilities for use during construction can preclude or minimize the need for temporary facilities. This particularly applies to the following items: a. Drinking fountains and toilets b. Lighting and communications systems c. Water systems for fire protection, wash down, and potable d. Drainage systems for storm sewers, sanitary sewers, and plumbing e. Sewage and water treatment facilities f. Secondary steel-walkways, ladders, stairs, grating, and handrails g. Sump pumps h. Service air systems i. Office buildings j. Shop and warehouses k. Dormitories and family housing l. Parking lots m. Fences n. Gate houses

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Project Planning

6.17

Instruction S4.1

Layout and Sizing of Offices The layout and sizing of the field offices not only affect the cost of these facilities but also the efficiency of non-manual work operations. The following things should be considered in planning these: a. Provide private offices for senior supervisors and subcontract administrators. b. Size conference rooms larger than the maximum meeting size required. c. When desks face walls or partitions, distractions are minimized. d. Workstations in the office can be closer together if partial partitions are placed between them to maintain privacy. CAD workstations will require more room than normal office workstations. e. Flat or angled storage of drawings can eliminate or minimize folding of drawings. f. Cubicles sized to accommodate all people concerned with one discipline can facilitate internal communications. g. Direct filing of correspondence and drawings at the place where these are needed can reduce travel time and improve access to information. h. Office buildings should be sized to allow a total of approximately 165 square feet (15 square meters) per non-manual person. This includes space for hallways, conference rooms, and storage areas. i. Inexpensive office facilities can sometimes be constructed by decking over open areas between parallel spaced, prefabricated units to provide bull pens between enclosed offices. j. Locate windows to avoid glare on computer screens and to avoid distractions in the office. k. If possible, private offices should be arranged so that one wall of the office in the general office area has windows facing the work site. This allows natural light in and provides a view of the site.

6.18

Layout and Sizing of Warehouses and Storage Areas Layout and sizing of field warehousing and storage facilities affect not only the cost of these facilities but also the material handling expenses, the ability to track and control materials, and the ability to control quality during handling and storage. The following things should be considered in planning these: a. Storage areas for small items, which can be loaded or carried by hand and are very frequently needed, should be located as near as practical to installation locations. Decentralized material/tool rooms, bin boxes on farm trailers or pallets, gang boxes, and other similar schemes should be considered to minimize walking and waiting times for getting smaller items of bulk materials. b. Storage areas for larger items which require loading by cranes should be located well away from installation areas to minimize congestion in work areas, to allow space for systematic and orderly storage and swinging of crane booms, and to maximize flexibility in determining traffic patterns into installation areas. c. Warehouse buildings should be placed so that their longitudinal axis is parallel to access roads from storage locations to work areas. If placed crosswise, they could form a barrier restricting the flow of materials.

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S4.1-9

Instruction S4.1

Project Planning

d. The different categories of work such as electrical, piping, formwork, rebar, insulation, instrumentation, etc., should be approxim ated on the site plan. Then storage areas for different types of materials should be established accordingly to minimize cross flow in traffic patterns. e. Drainage and surfacing in storage areas should be carefully planned. Sloping areas should be provided with drainage ditches that slope away from roadways are generally preferred. In most cases gravel, crushed stone, or other surfacing is only required on roadways. Geotextiles should be considered under all roadways and in areas subject to run-off or freeze/thaw cycles. f.

Storage areas should be laid out like subdivisions with systematic roads and lots. Signs and markers should identify the lots so that storage locations can be controlled and recorded when materials are initially unloaded.

g. Warehouse buildings should be laid out to accommodate efficient arrangements of bins and racks. Side loading forklif ts should be considered to minimize the required widths of access ways between rows of racks. h. Adequate warehouse facilities can be built in some cases by using bin and rack framing as supports for a light roof deck. This eliminates the need for a freestanding building. i.

j.

6.19

The proper sizing of warehouse facilities depends upon the amounts of materials that must be stored inside and the extent of racks and bins used to stack materials. In warm, dry climates smaller sized facilities can be used because outside storage can be more extensive. The mixes of work on a job and the lead times between delivery and installation also affect the needs for warehouse space. •

If large amounts of instruments, communications equipment, electrical gear, fixtures, insulation, catalysts, paint, lubricants, pipe fittings and flanges, motor and control valves, and other items requiring inside storage are needed for long periods of time, a relatively large warehouse will be required.

•

If a job consists primarily of heavy civil, structural, pipe and other items that can normally be stored outside, a relatively small warehouse will be adequate. On a typical job the warehouse is about the same size as the field office.

The location and arrangement of the warehouse of fice, the windows and doors, the checkout counter, and the receiving stations should be carefully planned so that the Supervisor can easily keep an eye on everything, and the warehousemen can help with paperwork functions when checkout and receiving operations are not busy. Consideration should also be given to limiting access into the warehouse storage areas.

Layout and Sizing of Shops Layout and sizing of shops not only affect the cost of these facilities but also the effici ency of fabrication and repair operations performed in these shops. The following things should be considered in planning these: a. Shops that are not built do not have to be operated and maintained. There is usually a fixed continuing over-head cost for standby manning, utilities, repairs, etc., associated

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Project Planning

Instruction S4.1

with any shop facility. In some cases, shops can be used as hiding places, bases for empire building, and sources of bad working practices which can spread to other places on the site. b. Shops should be located close to storage areas. c. Efficient handling systems for moving materials into and out of shop areas should be carefully planned. Anything that is placed directly on the ground must be handled one more time. Roller conveyors, pallets, portable racks and bins, farm trailers, hand trucks, skids, and other suitable handling schemes should be considered. d. Workstations should be planned to minimize distractions, movements of people, and time required to make necessary movements. Worktables should be provided at a convenient height with the materials, tools, and information required as close by as possible. e. Shops should be planned to maximize specialization of skills and repetition of work operations. Delivering materials, measuring and laying out, cutting, fitting, and welding should be treated as separate functions to the extent that this is practical. f.

Flow patterns for the movement of materials through shops should be carefully planned. In some cases, these can be interlocked in a way similar to an assembly line to ensure that each person is working at a controlled pace.

g. Common shops used by more than one craft are generally more efficient and economical than shops assigned to particular crafts. Common shops can preclude duplication of equipment and tools for handling materials, cutting, and welding. It is also more difficult for a single craft to control a common shop and to use it to foster bad work practices. h. It is difficult to generalize about the sizing of shops since the needs vary significantly due to the size, type, and location of projects and the amount of shop work on-site. The need for shops should be reviewed for the following:

1997:Rev.3

•

Construction equipment and tool repairs

•

Formwork fabrication

•

Rebar fabrications

•

Structural fabrication

•

Hanger and support fabrication

•

Pipe spool fabrication

•

Preassembly of pipe, electrical, and instrument components

•

Small pipe fabrication

•

Cable tray fabrication

•

Conduit cutting, bending, and threading

•

Maintenance of slings, chokers, and rigging gear


S4.1-11

Instruction S4.1

6.20

Project Planning

Building Materials and Details The materials and details used in temporary construction buildings will significantly affect the costs and time required to build them. In establishing details for these buildings, consider these potential cost reduction items: a. Although standard prefabricated units are generally available and adequate, they are not always the most satisfactory solution because of their relatively high cost, long delivery time, difficulty in handling, and large bulk resulting in high shipping costs. Proper cost study comparisons are required to compare this method versus the use of locally available materials. b. Foundations can be economically constructed by forming them with drilled holes, sections of concrete pipe, corrugated metal pipe, shaped metal pipe, neat excavation, shaped lean concrete, etc. c. Underfloor direct burial cable with outlets at ground level can be much more economical for electrical service connections than overhead wiring. d. Underfloor water and sewage lines are generally more economical than aboveground lines. e. For temporary field offices, exposed lines for electrical and piping are generally adequate. Exposed lines can save significant amounts where masonry or block walls are used, but there is very little savings on exposed lines when walls and partitions are made of studs and sheeting. f.

Armored cable may be less expensive than conduit and wire for electrical services in temporary facilities.

g. Inside sheeting in many cases can be eliminated on exterior walls in temporary buildings. The exposed foil jacket on insulation can furnish a satisfactory inside surface. h. The normal spacing of wall and partition studs can usually be increased on temporary buildings. Up to 24" spacing should be considered. i. 6.21

Window air conditioning units with local controls and no ductwork can be more economical and satisfactory then a central system.

Piping Systems The following items should be considered when planning temporary construction piping systems: a. It is good practice to prepare as-built drawings of all buried temporary pipelines for field reference and for transmittal to design engineering. b. Open ditches with culverts at crossings for temporary storm drainage systems are usually more economical than catch basins and continuously buried pipes.

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Project Planning

Instruction S4.1

c. Underground drain lines should initially be built in long, straight runs without manholes. Any manholes required at branch points can be installed later. This scheme of installation can significantly reduce the costs of both the pipes and the manholes because continuous uninterrupted work without schedule pressure is then very practical. d. Piped in drinking water and toilet facilities should be provided at convenient locations where significant numbers of workers will be employed for relatively long periods of time. This particularly applies to places above grade in structures and at other spots where walking or climbing times to the nearest other facilities are considerable. e. Permanent pipelines for water, fuel, plant air, or other services can sometimes be used for distribution of cutting gas or some other temporary service during construction and converted back to the final product service later. f.

Isolation valves can generally be justified in temporary service lines for maintenance, safety cutoff and for convenience in making extensions.

g. Static free quick couplers can be installed in temporary lines that require only pull out of hoses for positive shut off. h. Spring-loaded shut off valves can be used in toilets and at other similar locations to ensure closing of valves when not in use. i.

Multiple toilet trailers with fully piped facilities are available. These minimize the need for chemical toilets and/or field piping, and they are easily relocated.

j.

A manif old can be installed on cutting gas bottles at a convenient location. The gas can then be piped into heavy use areas. This considerably reduces the expense of handling bottles particularly into areas above or below grade.

k. It is essential that sufficient water storage and pumping capacity be developed early in the program for fire protection. l. 6.22

Freeze protection should be provided at all exposed water, air, and sewage connections.

Electrical and Communications Systems The following items should be considered when planning temporary construction electrical and communications systems: a. It is good practice to prepare as-built drawings of all buried temporary electrical and communications lines for field reference and for transmittal to layout engineers in the Regional Office. b. Markers should be placed to indicate the locations of underground cables. c. Overhead electrical distribution lines are generally more economical than underground lines. d. It is good practice to install overhead power and communication wires along fence lines. This locates the wires so as to minimize potential contact with crane booms or other crossing traffic.

1997:Rev.3


S4.1-13

Instruction S4.1

Project Planning

e. Temporary power generators should be located in decentralized positions to minimize the extent of distribution networks. f.

Temporary power generators should not be located near camps, immediately adjacent to office trailers, or at other locations where noise could cause problems.

g. Multiple sets of smaller power generators are usually more economical to operate than single large units when there are significant variations in the load demand. The cost and availability of the smaller units are usually also better, and the reliability of the system is better when there is not excessive dependence on one unit. h. Where practical, the reliability of the temporary power distribution system can be improved by installing a "loop" network. 6.23

Site Preparation The following checklist of items should be considered when preparing jobsite for construction operations: a. Temporary site clearing b. Permanent site clearing c. Temporary site grading d. Permanent site grading e. Temporary site drainage f. Main access road g. Site access roads h. Storage and laydown areas i. Work areas j. Parking areas k. Refuse disposal area l. Excavation spoil areas m. Borrow pit areas n. Security fencing and gates o. Concrete aggregate storage p. Remote temporary facilities q. Temporary fire protection water for general site fire protection r. Cardox or Halon fire protection for electrical equipment s. Construction water t. Potable water u. Sewage disposal v. Temporary sewer lines - expedite permanent sewer lines w. Water source/supply x. Fuel storage y. Water storage z. Construction gases/supply aa. Compressed air

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1997:Rev.3

Project Planning

Instruction S4.1

bb. Electrical power supply cc. Electrical distribution dd. Communications/computer network lines ee. Public address systems ff. Telephone and telex gg. Temporary yard and security lighting hh. Railroad access to the site ii. Construction elevator(s) jj. Temporary access bridges to the site 6.24

Work Areas and Construction Areas The Site Manager and key personnel should review the temporary facilities and utilities drawings to make sure that capabilities are adequate. Some of the items to be considered are as follows: a. Location of permanent underground piping and electrical lines. b. Temporary storage of backfill materials. c. Placing and mobility of large cranes and cherry pickers. d. Access of trucks and other material handling equipment. e. Prefabrication of forms. f. Prefabrication of reinforcing steel for columns, walls, and slabs. g. Location and layout of laydown areas. h. Temporary unloading and handling of materials prior to installation such as prefabricated reinforcing steel, forms, pipe spools, electrical and mechanical equipment, masonry, etc. i. Access for incoming truck carriers to warehouse and unloading areas. j. Plant roads for ingress and egress of traffic during working hours and at starting and quitting time. k. Routes for concrete trucks during concrete placements. l. Routes for emergency vehicles, ambulances, fire trucks, etc. m. Access for trucks supplying batch plant. n. Drainage away for laydown, working areas and construction areas. o. Overhead power lines. p. Access and travel routes to fill areas and trash dumps. q. Ensure all subcontractors are assigned work areas or laydown areas, as required. r. Scrap and surplus holding and disposal areas.

6.25

Sanitation and Drinking Water a. Inadequate sanitation and drinking water facilities create morale problems on a construction site. Expenditures for well planned and maintenance free sanitation and drinking water facilities will pay for themselves many times over throughout the course of most projects.

1997:Rev.3


S4.1-15

Instruction S4.1

Project Planning

b. Sanitary facilities should be adequately sized and located for the maximum number of employees expected during the peak periods of construction. Disposal facilities should be adequate and as maintenance free as possible. Toilet trailers used in permanent structures should be of non-combustible construction or of construction having a fire resistance of not less than one hour. c. If practical, drinking water should be piped through the jobsite to eliminate possible health hazards and distribution of water cans. A permanent distribution system with electric water coolers can pay for itself many times over on most projects. Consider the cost of a driver, truck and one or two men to fill, handle and clean the cans over the period of time needed to service the areas against the cost of electric water coolers. d. Adequate water supply is very important. Use local water supplies whenever possible to eliminate the expense of maintaining a well and treatment facilities. When well and treatment facilities have to be provided, they must meet the requirements of local codes and regulatory agencies and must be adequately sized for the maximum number of employees expected during peak periods of construction. Water system approval and permits may be required in some areas. e. When a well is provided, it will also have to supply construction water and fire protection water. The total capacity requirements should be well engineered and as maintenance free as possible. 6.26

Housekeeping and Rubbish Removal a. The Site Manager should develop and maintain an adequate housekeeping plan. Proper housekeeping is an investment in productivity, security and material control. Historically, job costs have proven that cleaner projects: •

Cost less

•

Have a better safety record

•

Have lower material handling costs

•

Have higher morale

b. When burning is allowed by local regulations, use burn pits so the volume of materials to be buried can be reduced. c. When rubbish has to be disposed of off the site, very close control has to be maintained for security reasons. Inspection and monitoring of this work is mandatory to prevent equipment, tool and material losses. d. Special controls should be imposed for the collection, storage, and disposal of hazardous materials including solvents and lubricants. 6.27

Equipment, Tools and Consumables The Site Manager is responsible for developing the list of construction equipment and tools needed to perform the work on the construction site. The Site Manager should use any available past project experience or tool usage studies in developing the project tool, consumable and equipment list. Bechtel Leasing should be used for planning and supply of Equipment and Tools unless contractual requirements dictate otherwise. Consideration

S4.1-16


1997:Rev.3

Project Planning

Instruction S4.1

should be given to the following when generating construction equipment, tool and consumable lists: a. Schedule b. Availability (both new and from existing project sites) c. Host country import restrictions, if any d. Unique climatic conditions anticipated during construction period e. Nearest back-up service center for equipment f. Skill level and numbers of construction craft g. Anticipated pilferage and/or misuse h. Any historical data from similar projects i. Client participation in purchase or supply 6.28

Heavy Lifts and Transportation a. The Site Manager must identify heavy and critical rigging lifts required for the project that will require large or specialized rigging equipment. To ensure the required equipment is reserved or "booked" for the project, it is important that these lifts are identified at an early stage in the project. Some of the larger capacity cranes may require up to one year's notice to ensure their availability. b. In the same manner, the transportation of heavy or large loads requires study. Special trailers may be necessary for the size and weight of load(s) or for the terrain.

6.29

Personnel Transportation The means by which both manual and non-manual personnel will travel to the construction site must be carefully studied taking account of available public transport systems. Providing transportation (busing) to manual employees will only be done after a detailed review has been carried out with construction management and the labor relations/industrial relations department. The assignment of vehicles to non-manual employees must be approved by the Construction Manager and is normally limited to the Site Manager. When it is necessary to transport non-manuals to the construction site, ensure the maximum use is made of mini buses and crew cab type pickups.

6.30

Medical Facilities An early review is required with Environmental, Safety and Health (ES&H) and the client to determine if any existing on-site medical or first aid facilities are available to construction personnel. Early contact is also required by ES&H with local hospitals and ambulance service to determine the location and capability of the local services. Once this has been done, the type of temporary medical facilities required on-site can be established. As a minimum, first aid cases must be dealt with on-site with the provision of initial emergency care to more serious cases prior to their transportation to outside medical facilities.

Note: Site medical facilities may also used for drug screen testing which also affects the size of the facility required.

1997:Rev.3


S4.1-17

Instruction S4.1

6.31

Project Planning

Fire Protection Considering the possible enormous financial losses that can occur due to fire, each construction site will establish a fire protection program as part of the planning activities. a. The Site Manager, the Field Superintendent, and the ES&H Representative shall review the temporary facilities, storage areas, and work areas and establish a plan for fire protection. b. The Site Manager shall assign the Field Superintendent to be responsible for site conformance with the fire protection plan. c. The ES&H Representative and the Field Superintendent shall designate a brigade chief and organize a fire brigade to act in emergency situations. d. The ES&H Representative shall prepare a formal fire protection program for approval by the Site Manager. e. The ES&H Representative and the Field Superintendent shall procure and install fire protection equipment as soon as practical. f.

The Field Superintendent with the assistance of the ES&H Representative shall maintain jobsite conditions in accordance with the requirements of the fire protection and prevention program.

g. Where applicable, the ES&H Representative shall review the local fire protection facilities (including client facilities and forces) and determine if their location and rules will permit them to assist in fighting jobsite fires. h. If the local group is willing, the ES&H Representative shall arrange for periodic inspection trips by the local fire protection group to make them familiar with the plant layout and facilities (ensure jobsite fittings will fit local fire group fittings as there are several different thread types). i.

The need for adequate fire protection at all times throughout the jobsite cannot be over stressed. The Site Manager must make sure that the necessary equipment is available and personnel are trained and organized to handle fires.

j.

As the area of work activities expands, fire protection capabilities must also expand. Where possible, the permanent plant fire protection system, equipment, and piping should be installed and made available.

k. The best approach to fighting a fire is to take preventativ e measures before one can occur. Keep work areas clean and free of combustible materials, provide metal containers for rubbish, control burning and welding in congested areas, use fire watches and provide proper storage and handling for flammable material and fluids. l.

For Construction Management Projects, specific fire protection and prevention requirements should be made part of each contract to ensure that they are included in the bid of each contractor, and to enable the Site Manager to monitor and endorse these requirements as contractual obligations.

m. If it is intended that Subcontractors/ Contractors of any project, EPC or Management, will participate in the jobsite fire protection program; appropriate contractual

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Instruction S4.1

requirements must be included in their contracts. 6.32

Miscellaneous a. Rubbish chutes can be installed from upper levels of structures to dump skips on the ground to minimize expenses of handling debris. Ensure chute is of sufficient area not to be blocked by rubbish; consider scaffold tower lined with plywood. b. The main personnel gate should be located as near as practical to the center of gravity of the work to minimize walking time from the check-in point to the work. This may require some temporary fencing but with many people involved every day, this additional expense can easily be justified. The use of an automated timekeeping system should also be considered when placing and sizing entry gates. c. Subcontractor work areas that are fenced, paved, and provided with utility services in advance will generally result in lower overall project costs and more effective construction management. On smaller projects, a graded area with geotextile fabric, and stone or gravel may be more cost effective. d. Field offices, shops, warehouses, and storage areas should be identified with signs. e. Design computations for temporary items, such as shoring, bracing, bridges, scaffolds, and rigging should be double-checked and kept in a permanent file. f.

Steps should be taken to avoid and control sanitation, pest, and rodent problems.

g. The disposal area should be enclosed within a fence to avoid it being used in a pilferage operation. h. Emergency routes for ambulances, fire trucks, and other similar vehicles should be well defined and kept clear.

6.33

i.

First aid/medical facilities should not be located near heavy foot traffic areas or at a convenient meeting place.

j.

Safety orientation training requires a training room, desks, tables, and audio-v isual equipment.

Security The level of security coverage provided by any existing client security organization must first be investigated following which the level of additional security coverage can be established. The site security operation must ensure there is control to ensure that only authorized personnel and vehicles gain access to the construction site and that no plant material, tools, or construction equipment are removed from the site unless authorized by the Site Manager or designee.

6.34

Emergency Planning Emergency plans must be prepared in accordance with Instruction S2.3 of this manual and are intended to provide advance planning for emergency conditions resulting from: a. Political or economic disruptions b. Public demonstrations or civil disturbances c. Terrorist activities

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S4.1-19

Instruction S4.1

Project Planning

d. Manmade disasters such as bombings, arson, or sabotage e. Natural disasters such as floods, fires, earthquakes, tornadoes, or hurricanes 6.35

Tool, Consumable and Equipment Lists Lists of common tools, consumables and equipment are included in this instruction as an aid to job planning. These lists and planning worksheets are not intended to be a full and complete listing but rather are intended to provide an initial listing for consideration by the project team. Construction Materials MPAG can provide assistance in developing a comprehensive tool plan for the project using the Bechtel tool program.

6.35.1 Small Tools are generally defined as items having a new or replacement value of $1,000 U.S. or less. A Small Tool Planning Worksheet is shown in Exhibit S4.1-2. This worksheet may be used to start the process of planning project small tool requirements. 6.35.2 A Consumables Planning Worksheet is shown in Exhibit S4.1-3. This worksheet may be used to start the process of planning project consumable requirements. 6.35.3 The following items are typically defined as expendable construction materials: Acetylene Cylinders Air Hose and Couplings for Temporary Lines Air, W ater, and Steam Anchors for bolting temporary structures to Masonry or Concrete Bolts/Cap; Screws, Nuts, Washers, and Screws used for temporary structures Cable, Electric for Temporary Wiring Caulking Compound used in temporary structures Concrete for deadman and temporary anchors Concrete curing compounds and additives(*) Cotter Keys(*) First Aid supplies Form Lumber used for temporary structures Form Oil(*) Friction Tape - Electrical(*) Fuses for temporary electrical systems Gas Lines for Temporary Heating, Testing and Venting Gasket Materials for temporary piping systems Glycol(*) Hardware Cloths - temporary construction Hasps and Hinges - temporary construction Hoses and Couplings (except for Construction Equipment) (*) Insulating Brick, Cement, etc., used in Stress Relieving Lead and Oakum for plumbing work Lead Caulking used for temporary construction Lumber and other construction materials for temporary structures Scaffolds for Temporary Buildings and Enclosures

S4.1-20


1997:Rev.3

Project Planning

Instruction S4.1

Nails and nail plates for temporary structures Oxygen Cylinders Packing - Permanent Plant Equipment (*) Paint used on temporary structures Paper - Building, Roofing, Tar used on temporary structures Permatex Gasket Compound(*) Pins, Doweling(*) Pipe dope, Glycerin Litharge(*) Pipe Joint Cement (PVC, ABS) (*) Pipe, Valves, Fittings for Temporary Lines and Facilities Plugs, Electrical (Construction) (15 Amp and 20 Amp are different) (*) Plumbing Fixtures - Temporary Putty(*) Rock for Construction Access, Temporary Surfacing Rust Preventatives(*) Shim Stock(*) Solder(*) Steel W edges, Permanent(*) Straw, used for Concrete Protection(*) Temporary Fencing Testing Supplies (concrete and welding) (*) Thread Dope(*) Welding Rod, Acetylene, Arc for temporary structures Wire Form No. 9, Piano, Tie(*)

Note: On cost reimbursable projects, commodities noted thus (*) and that become an integral part of the completed facili ty should be defined as Permanent Plant Materials rather that Expendable Construction Materials. This can be done by combining the expendable material as part of the Permanent Plant order such as ordering permanent plant equipment to be delivered with shims and anchors for mounting. Similarly, other commodities such as rock for temporary construction access roadway surfacing may also be classified as Permanent Plant material if it becomes an integral part of a completed facility roadway. By thoughtfully preplanning material definitions on cost reimbursable projects, the amount of non-reimbursable Expendable Construction Materials can be reduced and the amount of reimbursable Permanent Plant materials can be maximized. 6.35.4 The following items are typically used in construction equipment maintenance work operations: Air Hose and Couplings for Construction Equipment Ammeter, Voltage Regulator Repairs or Replacements Ball Point Connectors Batteries - Automotive, Blasting, Re-charging Belts for Construction Equipment 1997:Rev.3


S4.1-21

Instruction S4.1

Project Planning

Body Repairs for "on job" damage Broken glass replacement Broken Track Pads Repair Brushes for Generators Cable - battery Cable Take-offs Cable Grounds Cable Leaders Cable - Electric welding, wire rope Carburetors and Repair Parts Chains, Tire Coils Condensers for Electrical Equipment (Construction) Diaphragms for pumps Drive chains for cranes and trucks Ground Clamps Hammer Hit Splicers Hose Splicers Hose Couples Hose Connectors Hose and Couplings (for Construction Tools and Equipment; Acetylene, Air, Oxygen, and Water) Hub Caps Light Bulbs - Construction Equipment - Trucks Link Chain replacements Oil Filters - Construction Equipment Packing for Construction Equipment Pins - Construction Equipment Plungers for Air Tools Points and Condensers for Construction Equipment Radiator Sealer Retainers, valves, springs, triggers and plungers for Signal Arms, side lights and mirrors for cranes and trucks Spark Plugs Springs Survey Equipment Repairs Teeth and bolts for dragline and Clamshell buckets Tire and Tube repairs Wash Jobs Winch Line Wire Cable for Cranes and "A" Frames S4.1-22


1997:Rev.3

Project Planning

Instruction S4.1

6.35.5 The following is a typical list of common construction equipment. Bechtel Equipment Operations provides assistance in the development of project equipment plans and supplies equipment to Bechtel projects worldwide:

A ir C ompres s ors : Electric Engine Driven Concrete Handling E quipment: "Bidwell" placing machines Batch Plants Buckets Chutes Continuous forming and placing equipment Conveyors Mixers Pumps and slick lines Compaction Equipment: Compactors (Plate Type, Jumping Jack) Sheepsfoot Rollers Vibratory Rollers Wheel Compactors Cranes: Attachments Carry Deck Crawler Cranes Heavy Lift Pedestal Cranes Rough Terrain Cranes Tower Cranes Truck Cranes (Cables) Truck Cranes (Hydraulic) Derricks: Stiffleg Derricks E arth Moving E quipment: Backhoes Dozers Excavators Front End Loaders Grading Equipment Scrapers Trenchers 1997:Rev.3


S4.1-23

Instruction S4.1

Project Planning

Utility Tractors

Forklifts: Construction Material Forklift Forklift (Cushion) Forklift (Pneumatic) Rough Terrain Forklift Generators/Light Plants: Portable Generators with Light Plants Standby Generators Hoists: Air Tuggers Hoists Material Hoists (Personnel) Maintenance Equipment: Magnetic Sweeper Skid Mounted Lube Units Steam Cleaner Manlifts : Scissors Type Manlifts Telescoping Boom Manlifts Pumps: Centrifugal Diaphragm Reciprocating Submersible Test Trash Pi peline E quipment: Bending equipment Coating and Wrapping equipment Crawler Pipelayers Trenchers S aws: Metal Cutting Saws Woodcutting Saws S hop E quipment: Bar Benders Bar Shears Drill Presses S4.1-24


1997:Rev.3

Project Planning

Instruction S4.1

Hydraulic Press Powered Rebar and Conduit Benders Sand Blaster Threaders

S urvey E qui pment: (See Field Engineering Manual Instruction F4.4) Trailers: 40 foot platform Farm Wagons Field Office Trailers Hauling Trailers Low Boy equipment trailer Vehicles: Ambulances Crane Boom Trucks Fire Fighting Equipment Fuel/Lube Truck Heavy Duty Trucks Honey Wagon for Portable Toilet Cleanout Light Trucks Sedans Station Wagons Truck Body Attachments Vans Water Trucks Welding E quipment: Automatic W elding Systems Mobile Weld Centers Power Sources Welders (Engine Drive) Welders (Motor Generator) Welders (Rectifier) 6.35.6 Typical Craft Tool Lists Typical construction craft worker tool lists are shown in Exhibit S4.1-4. 6.35.7 To assist projects in tooling-up and to reduce tooling costs, Bechtel Equipment Operations has implemented a tool recycling program that deploys refurbished tools to Bechtel projects. Tools are deployed in specially designed tool trailers designed to function as tool dispensing stations at the site. to control inventory, sites are provided with the Tool Hound tool tracking software application and barcode readers.

1997:Rev.3


S4.1-25

Instruction S4.1

Project Planning

STANDARD CONSTRUCTION AUTOMATION TOOLS EXHIBIT S4.1-1 APPLICATION OR WORK PROCESS

USAGE DESCRIPTION

PREREQUISITES FOR EFFECTIVE USE

Project Automation Plan

Every construction project must prepare a detailed construction project site automation plan that is integrated into the overall project automation plan. This plan must include a description of the hardware, software, and communication systems that will be used on the project.

The development of the project construction automation plan should be based on the standard construction automation plan available through the BecWeb. Resources are available through central construction services to either help prepare or review of the plan.

Project Automation Budget

Every construction project must prepare a detailed construction automation budget based on the project site automation plan which forecasts the costs of implementing the construction automation plan. This budget must then be approved by the Site Manager/Construction Manager and the Project Manager.

Many project teams have unrealistic expectations about the costs of implementing an effective automation plan. The process of developing a comprehensive project automation budget enables the project team to focus on the real costs and benefits of using available automation tools and forces them to establish realistic budgets prior to the start of the project.

Local Area Network (LAN)

Each construction project must establish a project site LAN that interconnects onsite computers to facilitate communications and information sharing by project team. Depending on the size of the project, LAN’s may be as small as two computer workstations or as large as several hundred computer workstations.

A common m isconception is that some proj ects are too small to establish a site LAN. Using commercially available tools, all sites should set up a LAN to avoid the added cost of manually moving information from one computer workstation to another.

Wide Area Network (WAN)

Each construction project must establish a project link to the Bechtel WAN. Depending on the size and location of the project, this linkage may be as simple as a modem connection or as sophisticated as a T1 dedicated telecommunications service.

Without some form of WAN connection, projects are unable to communicate with the balance of the Bechtel organization and are unable to share and exchange information. The level of WAN connectivity is dependent on the nature and location of the project. It is essential, however, that some form of connection be established.

Windows 95

Each construction project must establish a Windows 95 or later operating system at the site.

To effectiv ely use standard Bechtel tools and applications, the project must use Windows 95. Alternate operating systems such as OS-2 will not ensure compatibility and should not be used.

Electronic Mail (Outlook)

Each construction project must establish an electronic mail service for the site. As a minimum, E-Mail service must be provided for at least one person on the project team.

Electronic mail has demonstrated its worth on a wide range of projects and applications and is a standard business tool. To ensure effectiv e use, the project team must routinely use features such as distribution lists and file attachments.

BecWeb

The construction team must make provisions to access BecWeb information at the site. If direct dial-in access is not available, the team must arrange to obtain a copy of the Construction Information Service CD containing BecWeb information.

The BecWeb contains a wide range of information To aid the construction team in the execution of the project. Available information includes corporate manuals, generic procedures, electronic forms, training materials, and lessons learned files.

S4.1-26


1997:Rev.3

Project Planning

Instruction S4.1

STANDARD CONSTRUCTION AUTOMATION TOOLS EXHIBIT S4.1-1 APPLICATION OR WORK PROCESS InfoWorks

USAGE DESCRIPTION

Every project site must arrange for electronic downloads of design documents from the design office and implement the use of the Bechtel InfoWorks electronic document control system at the site.


Implementation of electronic document management at the construction site must be addressed in the project site automation plan and must include the use of a 128 KB or equivalent telecommunications service to the site and a full size plotter at the site for printing design drawings. If construction sites are not able to establish the required telecommunications service, the site must arrange to load InfoWorks on the site server and periodically obtain CD’s from the design office with the required information.

Microsoft Of fice

The project team must use the Microsof t Office suite of applications including the following: Word 6.0 (Word Processing) Excel 5.0 (Spreadsheets) Access 2.0 (Databases) Powerpoint 4.0 (Presentations)

The use of other automation tools such as WordPerfect, Lotus 1-2-3, dBase, Quattro Pro, etc. will not ensure compatibility of information prepared by other segments of the company and should be avoided. When customers require the use of alternative office automation products, the project team should plan to comply but should also maintain at least one workstation loaded with the Bechtel standard office automation applications.

HRIS

Each site must have Human Resources Information System (HRIS) access at the site for access to resumes.

Access to the resume module in HRIS is available to all sites. The system should be used to obtain copies of employee resumes and to update resumes of employees assigned to the project.

Requisitions

Each site must submit a written requisition for each non-manual position to the appropriate staffing coordinator a minimum of 3 weeks prior to the applicable need date.

Requisitions must identify skill and work experience requirements that can be used to identify candidates to staff the position.

Electronic construction position requisition forms are available on the construction section of the BecWeb. SDS

Each project must implement the use of the Bechtel Safety Data System (SDS) to report monthly safety statistics.

Monthly information must be submitted electronically prior to the monthly cut off date.

Primavera

The construction team must insist on the use of Primavera as the standard critical path scheduling application for development of a fully integrated EPC critical path project schedule.

To ensure success, the project integrated schedule must be in sufficient detail to show the release of significant engineering deliverables, major procurement milestones, and major construction milestones. This schedule must be reviewed and approved by project team functions and by the Project Manager. Construction detailed working schedules must then be developed based on the overall integrated project schedule. The construction detailed working schedules do not need to be developed using Primavera, however.

1997:Rev.3


S4.1-27

Instruction S4.1

Project Planning


USAGE DESCRIPTION


PC Works

The construction team must use PC Works as the standard application for earned value reporting and evaluation on the project.

To use this application effectively requires full participation by the project team. This includes good quantity definition by the engineering group, control of changes by the entire project team via the trend program, accurate quantity reporting by the construction team, and timely financial reporting by the controller.

Field Accounting application

The construction team must implement the use of an accepted field accounting application at the site to track payable and labor costs. Current standards are Timberline for construction work performed in the United States and Oracle Financials for construction work performed outside the United States.

To ensure effective use of the f ield accounting application at the construction site, the construction team must ensure that payables and labor costs are directly loaded into the project cost performance report application.

3D CAD

When the project team has elected to use 3D CAD for the basic project design, the construction team must make provisions to use that data at the construction site through the use of 3D CAD workstations running the Microstation software application.

Successful application of 3D CAD at the project site requires comprehensive planning by the entire project team. Complete guidelines for successful implementation of 3D CAD are beyond the scope of this document, however, the following elements must be considered:

S4.1-28

1.

The level of modeling and the control of the model must be compatible with the hardware and down stream applications. One common error is to include the entire project model into a single model volume. This severely limits the use of the application for isometric drawing extraction and site visualization. In general, the model must be broken down by building volumes consistent with the facility area/building numbering system.

2.

Field welds for piping systems must be shown in the model to facilitate constructability input and to extract isometric drawings. The cost of the work is increased when field welds are not intelligently located.

3.

Each component, including pipe hangers, instruments, and valves, must be provided with a unique identification number (CIN) that can be used for down stream tracking. Without this unique identification, the information databases linked to the model are unable to track the commodities in the model.

4.

Interference checks must be routinely run during the 3D modeling process by engineering to identify and correct problems before they result in higher field costs.

5.

All underground commoditi es must be modeled to avoid interferences in this high cost area.


1997:Rev.3

Project Planning

Instruction S4.1


USAGE DESCRIPTION


2D CAD

The construction team must make provisions for the use of 2D CAD using the Microstation application at the construction site. This facilitates a wide range of engineering-construction interfaces including viewing design documents, extracting coordinate data from design documents, and preparing field sketches and as-builts.

To ensure successful usage of 2D CAD at the construction site, the construction team must budget for the right kind of hardware and software and train the construction personnel assigned to the project in the use of the application.

PlantSpace Enterprise Navigator (Bechtel Edition)

Whether the project team has elected to use 3D CAD modeling or not, the construction team must use the Bechtel Edition of Enterprise Navigator for CAD model visualization at the construction site. The use of this application not only permits the site team to view 2D and 3D CAD files from a number different formats (e.g. 3DM, PDS, AutoCAD, PDMS, etc.) but also permits the team to permit heavy lift rigging simulations using the Bechtel ALPS (Automated Lift Planning System) applications which has been integrated into the Bechtel Edition of the PlantSpace Enterprise Navigator.

Effective use of the Enterprise Navigator application at the site permits all construction team members including supervision, inspectors, field engineers, contractors, and construction workers To view 2D and 3D models as an aid to construction planning. The construction team must have at least one person on the staff with the necessary skills to maintain the application at the site.

Procurement Tracking System (PTS)

Each construction project team must use PTS throughout the EPC process including construction site activities to manage project materials.

At the construction site, the foll owing uses of the PTS application must be done to ensure its full and effective use: •

All site Field Material Requisitions must be prepared, approved, and routed to Procurement electronically via PTS

•

Material Receiving Reports must be prepared in PTS

•

Bulk field material inventories must be maintained in PTS

•

The Bechtel standard stock code system must be used for field bulk and consumable materials

•

Material Withdrawal Requests (MWR) must be prepared using PTS

Additionally, engineering must prov ide sufficient design information such as detailed material takeoffs by design drawing to enable the full use of the PTS application.

1997:Rev.3


S4.1-29

Instruction S4.1

Project Planning


USAGE DESCRIPTION


SETROUTE

Each construction project team must insist on the use of SETROUTE to control the design, procurement, and installation of electrical and instrument cables, terminations, and devices.

To ensure effective use of this application, the use of the tool must be prescribed in the engineering automation plan in addition to the construction automation plan. The Total Installed Cost of the project increases dramatically when SETROUTE is not used as an integrated tool throughout the EPC process. To be effectively used by engineering, the electrical designers must design the electrical systems in SETROUTE rather than performing manual designs that are then entered into SETROUTE.

TEAMWorks

Each construction project team must insist on the use of the TEAMWorks application for tracking and managing tagged components throughout the EPC process.

To be used effectively, the TEAMWorks application requires the full usage and support of the project design team. This includes: •

•

•

S4.1-30


Providing the construction team with a fully populated TEAMWorks databases listing all tag numbered components that must be installed. This can be done by engineering through CAD model extraction or manual entry. Complete component databases must be provided and maintained by engineering for the following commodities: ⇒ Pipe Spools ⇒ Pipe Hangers ⇒ Valves ⇒ Mechanical Equipment ⇒ Instruments ⇒ Structural Steel When piping is modeled in a 3D application, field welds must be shown in the 3D model to facilitate the extraction of a pipe spool and field weld Pipeline database directly from the 3D CAD model.

1997:Rev.3

Project Planning

Instruction S4.1


Survey Technologies

Digital Photography

USAGE DESCRIPTION

As part of the project execution strategy, the construction team must use Bechtel standard survey technologies and work practices. This includes obtaining survey equipment from Bechtel Equipment and using standard protocols for direct extraction of survey coordinates from design models.

Each project must implement the use of digital photography or digital video to capture project progress photos.


Site survey, layout, and positioning is a key work process that has a large influence on the overall success of the project. To be effective, the engineering/construction teams must do the following: •

Use the Bechtel Remote As-Built System to collect as-built coordinate data on projects that involve modifications to existing facilities. This ensures that accurate coordinate data is available to the designers preparing the new design. Use a Total Station system for points that can be physically accessed and two Total Stations for points that require remote access.

•

Engineering must model all designs to scale to facilitate direct extraction of survey coordinate data at the construction site.

•

The construction team must recruit and train survey personnel on the use of high end survey equipment available from Bechtel Equipment. Central construction resources are available to provide assistance.

Any of the commercially available digital cameras or digital video cameras can be used for this purpose. Digital camera prices range from $500 to $1000.

S pecial A pplications A pplicable to Dir ect Hire Proj ects : GateWorks

Each direct hire project must use GateWorks to control construction craft time and attendance on the project. The GateWorks application is a Bechtel proprietary system which uses barcoded construction craft identification badges to control site gate entry and exit. The application produces a wide range of standard reports including a Daily Force Report, Absentee Report, and Gate Log.

Note:

1997:Rev.3

GateWorks software and hardware are available through the Field Accounting group in the Phoenix office who can also provide assistance in determining the number of card readers required for the project.

The GateWorks application has also been successfully used on Construction Management projects.


S4.1-31

Instruction S4.1

Project Planning


ForeTime

USAGE DESCRIPTION

Each site using direct hire construction craft must use the ForeTime time reporting system to collect construction worker work hours.

Note:

The ForeTime application has also been successfully used on Construction Management projects to track subcontractor labor by cost code.

CHRIS

Each direct hire construction site must use CHRIS (Construction HRIS) to control construction craft worker information.

Craft Payroll

Each direct hire construction site in the United States using direct hire craft must use Timberline Payroll and the Phoenix transaction center to manage craft payroll. Using this process, payroll checks are printed remotely at the construction site by the Phoenix office.


Implementation of the ForeTime application must be addressed in the project site automation plan and requires construction foremen and general foreman to have access to computer workstations to report and approve daily time for their crews. These workstations are typically installed in the craft change shack.

Each direct hire construction site outside the United States using direct hire craft must use MicroPR to manage craft payroll. Field Accounting

Projects in the United States must use the Phoenix transaction center for payables and should not open a set of project ledgers.

The project should plan to obtain a ProCard to aid in managing field purchases.

Projects outside the United States m ust use the appropriate regional office for field accounting transactions.

S4.1-32


1997:Rev.3

Project Planning

Instruction S4.1

SMALL TOOL PLANNING WORKSHEET EXHIBIT S4.1-2 Line Item

Stock Code

1 2 3 4 5 6 7 8 9 10 10A 10B 11 12 13 14 14a 15 15a 16 16a 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46

ADAE005 ADAD001 ARBD001 ARBD003 BARB003 BARB005 BARC015 BARC023 BARW009

1997:Rev.3

BARS001 FLAS001 BENM001 BENL005 BENL003 BEVP001 TORM005 BEVP002 TORM005 BEVP007 TORM005 BLOF001 BREP001 BUCM001 BUCG001 CALI002 CALI003 CALI005 CALO002 CANS001 CANT001 CARC001 CARC003 CHAB001 CHIC015 CLAM007 CLAG001 CLAP013 CLAP015 CLAP017 CLAP001 CLAP003 CLAP005 CLAP007 CLAP009 CLAP011 CONC001 CONC003 COUH005 CUTB009 CUTP003

Description

Adapter, Electrical "Y" Twist Lock Adapter, Square Drive For 12R (774) Arbor, Drive 1/4" diameter Arbor, Drive 3/8" diameter Bar, Breaker 1/2" Drive Bar, Breaker 3/4" Drive Bar, Crow Wedge Point 48" Long Bar, Crow Wedge Point 60" Long Bar, Wrecking 36" Long Barricade, with Yellow Flasher Barricade Flasher Amber Solar/Battery Bender, Pipe, One Shot 1-1/4" thru 1-1/2" Bender, Tubing 1/2" (408) Bender, Tubing 3/8" (406) Beveler, Pipe 2" - 4" Torch, Pipe Beveling, for 2"-4" Beveler Beveler, Pipe 4" - 8" Torch, Pipe Beveling, for 4"-8" Beveler Beveler, Pipe 8" - 12" Torch, Pipe Beveling, for 8"-12" Beveler Blower/Vacuum Fish Tape System, with Plug Breaker, Pavement, 80 lb. Air Bucket, Mop with Wheels Buckets, Galvanized, 2-1/2 gallon Caliper, Inside 6" (73B-6) Caliper, Inside 8" (73B-8) Caliper, Inside 12" (73B-12) Caliper, Outside 8" (79B-8) Can, Safety Fuel 5 gallon Cans, Trash 30 gallon Size, Galvanized Cart, Cylinder, Oxygen-Acetylene Cart, Cylinder Heavy Duty with Lifting Eye Oxygen-Acetylene Chalk Box, 50 ft. Chisel, Cold 3/4" Cut Clamp, 'C', 6" Clamp, Ground, 300 Amp Weld Clamp, Pipe Welding, Chain Type, 4"-16" Clamp, Plate Lifting Clamp, Plate, Screw Type Clamps, Pipe Line-Up 3" Clamps, Pipe Line-Up 4" Clamps, Pipe Line-Up 6" Clamps, Pipe Line-Up 8" Clamps, Pipe Line-Up 10" Clamps, Pipe Line-Up 12" Connector, Twist Lock, Male (On Tools) Connector, Welding Cable , Ball-Point, #2/0 Set Coupler, Hose 3/4" Universal 3-Way Connector Cutter, Bolt 36" Long Cutter, Pipe 1" to 3" (3-S)


Crib Qty

Project Quantity

12 1 12 12 2 2 20 2 10 10 10 1 1 1 2 2 2 2 2 2 1 1 2 10 2 2 2 2 1 4 1 6 4 12 10 6 2 1 4 2 2 2 2 2 1 50 8 12 3 1

S4.1-33

Instruction S4.1

Project Planning


Stock Code

47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 65A 65B 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95

CUTP001 CUTP005 CUTT001 CYLH015 CYLH005 DIGP001 DRIC005 DRIP001 DRIE017 DRIE015 DRIE005 DRIE029 DRIE045 LIGD001 EXTF007 FANF001 FLAH003 FLOC001

S4.1-34

FLOC005 HANF005 LIGF003 LIGF005 GRIA011 GRIA005 GRIB001 GRIA013 GRIE005 GRIE013 GRIE021 GUNC001 GUNG001 GUND003 GUNS005 GUNS009 HAMB013 HAMP001 HAMC007 HAMF001 HAMS003 HAMS011 HAMS015 HAMS019 HAMS037 HOIC007 HOIC009 HOIC011 HOIC013 HOIC015 HOIC019 HOIC017

Description

Cutter, Pipe 1/8" to 1-1/4" (1A) Cutter, Pipe 2" to 4" (4-S) Cutter, Tube 3/8" to 3-1/2" (205) Cylinder, Hydraulic Jacking, 10 Ton Cylinder, Low Height Lifting, 10 Ton Digger, Post Hole Drill Motor, 3/8" Reversible Cordless with two Batteries Drill Press, 14", 5 Speed Drill, Electric 1/2" Hammer Drill, Electric 1/2" Reversible Drill, Electric 3/8" Hammer Drill, Electric 3/4" Hammer Drill, Hole Hawg Drop Lights with Guard, 50 ft. Extinguisher, Fire ABC 20 lb. Fan, Floor Hi-Volume Industrial Mobile Flashlight, 2 Cell, Size "D" Batteries Not Included Float, Concrete 20" x 3-1/2" Float, Concrete Bull Float, 48" x 8" Handle, 8 ft. Long Flood Light 500 Watt Quartz Lamp, On Stand, with Plug Flood Light, Portable 120 volt, with Plug Grinder, Air, 4" Angle Grinder, Air, 7" Angle Grinder, Bench 10" Grinder, Die, 25,000 rpm, Pneumatic Grinder, Electric 4-1/2" Angle Grinder, Electric 7" Angle Grinder, Electric Die Gun, Caulking Gun, Grease Heavy Duty Lever Type 18 oz. Cap Gun, Heat, Electric Flameless Gun, Screw 3/8" Drive Cordless Reversible Gun, Solder Hammer, Ball Peen 16 oz. Hickory Handle Hammer, Chipper, Pneumatic, 2" Stroke Round Shank Hammer, Claw 16 oz. Steel Vinyl Grip Handle Hammer, Framing 20 oz. Hickory Handle Hammer, Sledge 2 lb., Hickory Handle Hammer, Sledge 4 lb., Hickory Handle Hammer, Sledge 6 lb., Hickory Handle Hammer, Sledge 8 lb., Hickory Handle Hammers, Slag Hoist, Cable 1.5 Ton Hoist, Cable 2.0 Ton Hoist, Chain Fall, 1 Ton 10 ft. Lift Hoist, Chain Fall, 1-1/2 Ton 10 ft. Lift Hoist, Chain Fall, 2 Ton 10 ft. Lift Hoist, Chain Fall, 5 Ton 20 ft. Lift Hoist, Chain Fall, 3 Ton 10 ft. Lift


Crib Qty

Project Quantity

2 2 2 2 2 1 2 1 1 2 1 1 1 12 4 2 6 2 1 1 4 10 2 4 1 2 2 2 2 12 2 1 1 1 4 2 4 4 10 4 4 2 24 2 2 2 2 2 6 1

1997:Rev.3

Project Planning

Instruction S4.1


Stock Code

96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 132A 132B 133 134 134A 135 136 137 138 139 140 141 142 143

COMP001 COMP005 COMP009 HOLE001

Hoist, Chain Comealong, Puller 3/4 Ton 5 ft. Lift Hoist, Chain Comealong, Puller 1-1/2 Ton 5 ft. Lift Hoist, Chain Comealong, Puller 3 Ton 5 ft. Lift Holder, Electrode, 300 Amp

HOOW003 JACC001 JACC003 JACH001 JACH003 JACH005 JACH009 JACH023 CUTG003 TORC005 KNIU003 LABT001 LADE028 LADE032 LADS023 LADS027 LEVA009 LEVA019 LEVA023 LEVB001 LEVT001 MACT001 MAGP001 MALR001 MICI001 CALO001 CALO003 CALO005 CALO007 MIRI005 NOZG001

Hood, Welding Jack, Cable Reel, 13" - 28" Screw Type Jack, Cable Reel, 28" - 46 5/8" Ratchet Type Jack, Hydraulic Hand 1.5 Ton Jack, Hydraulic Hand 3 Ton Jack, Hydraulic Hand 5 Ton Jack, Hydraulic Hand 12 Ton Jack, Roll-A-Lifts Hydraulic (Pair) Kit, Gasket Cutter 747-C Kit, Journeyman's Deluxe Cutting Knife, Utility Retractable Head Labeler Ladder, Extension Fiber 16 ft. Ladder, Extension Fiber 24 ft. Ladder, Step Fiber 6 ft. Ladder, Step Fiber 8 ft. Level, Aluminum Frame 24" Level, Aluminum Frame 48" Level, Aluminum Frame 72", Magnetic Level, Bench 12" (132-12) Level, Torpedo Aluminum 9" Machine, Tape Portable Wire Tag Magnet, Pencil Type Mallet, Rubber Hickory Handle Micrometer Inside (124AZ) Micrometer, Outside to 1" (436P-1) Micrometer Outside 1"-2" (436P-2) Micrometer, Outside 4"-5" (436P-5) Micrometer, Outside 5"-6" (436P-6) Mirror, Inspection Rectangle Telescopic Nozzle, Garden Hose Heavy Duty 3/4" Oiler, Air Line with Dixon Fittings Oiler Fitting Oven, Weld Rod 50 lb., with Plug Oven, Weld Rod 350 lb., Phoenix Model 300, with Plug Oven, Weld Rod 10 lb., with Plug Pick, Drifting 5 lb. with Handle Pin, Pull 7/16" x 1-1/4" x 12" Pliers, Locking "C"-Clamp 11" Pliers, Combination 8" Pliers, Diagonal Cutter 8" Pliers, Locking Standard 7" Pliers, Locking Standard 10" Pliers, Long Nose Side Cutter 7-1/8" Pliers, Side Cutting Head 8"

1997:Rev.3

OILA003 FITO001 OVER005 OVER007 OVER009 PICD003 PINP001 PLIL040 PLIC003 PLID003 PLIL029 PLIL031 PLIL007 PLIS001

Description


Crib Qty

Project Quantity

1 2 12 8 6 4 2 2 4 2 2 1 PR. 2 6 48 1 1 1 2 2 2 2 2 2 2 1 6 1 1 1 1 1 1 3 3 8 16 1 1 4 2 2 2 2 2 2 2 2 2

S4.1-35

Instruction S4.1

Project Planning


Stock Code

144 145 146 147 148 149 149A 150 150A 150B 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191

PLIS003 PLIT005 PLUB003 THRP009 PROM001 PUMH005 PUMS005

S4.1-36

PUMT009 FITP001 PUNC001 RAKL005 REAP001 REAP003 LEVE001 RULF001 RULL011 RULL013 RULS007 RULL022 RULL015 SANE001 SAWB003 SAWB009 SAWC007 SAWC013 SAWC015 SAWC033 SAWC043 SAWC042 SAWH003 SAWH007 SAWJ003 SAWM011 SCRP015 SCRP017 SCRP021 SCRP025 SCRS027 SCRS023 SCRS029 PUND003 HEXK053 HEXK051 DRIN023 BITI001 CHUN050 JACH006 BITP007 SOCS401 SOCS403

Description

Pliers, Side Cutting Head 9" Pliers, Tongue and Groove 10" Plum Bob, 8 oz., Steel Portable Power Drive (700) Protractor, Magnetic Base Angle Finder Pump, Hydrostatic Test 3000 lb. Pump, Sump, 1 1/2" Electric, with Plug Pump, Trash Gas 2" Pump Fitting Camlock Punch, Center 1/4" x 3-1/2" Rake, Level Head Steel Reamer, Pipe 1/8" to 2" Reamer, Pipe 2" to 4" Rod, Surveyor’s Elevation Rule, Folding Extension 6 ft. Rule, Locking Steel 1" x 25 ft. Rule, Locking Steel 1" x 30 ft. Rule, Straight Edge Aluminum Flat 48" Rule, Tape Measure 3/8" x 100 ft. Rule, Tape Measure, 3/8" x 50 ft. Sander, Electric 3" Belt Saw, Band Electric Portable Saw, Bow 24" Saw, Chain, Gas, 16" Saw, Chain, Gas, 24" Saw, Chop Electric 12" Saw, Circular Electric 7-1/4" Worm Drive Saw, Cut-Off Electric 14" Saw, Cutoff, Gas 12" Saw, Hack 12" Saw, Hand, Cross Cut 26" x 10 tpi Saw, Jigsaw Sawzall, Portable Screwdriver, Philips #1 x 3" Blade Screwdriver, Philips #2 x 10" Blade Screwdriver, Philips #2 x 4" Blade Screwdriver, Philips #4 x 8" Blade Screwdriver, Slot Tip 3/8" x 12" Blade Screwdriver, Slot Tip 5/16" x 6" Blade Screwdriver, Slot Tip 3/8" x 8" Blade Set, Drift Punch, 5/16" - 5/8" Set, Hex Key, Folding, 3/16" to 3/8" Set, Hex Key, Folding, 5/64" to 1/4" Set, Hex Nut Driver, 3/16" - 1/2" Set, Insert Bit, 7 Piece (Phillips and Slot) with Holder Set, Nipple Chuck, 1/2" to 2" (819) Set, Port-A-Power, Hydraulic, 10 Ton Pump and Cylinder Set, Power Bit, 7 Piece (Phillips and Slot) Set, Socket, 1/2" Drive, 3/8"-1 1/4" with Ratchet Set, Socket, 3/4" Drive, 7/8" - 2-3/8" with Deeps


Crib Qty

Project Quantity

2 2 4 1 1 1 1 1 1 2 2 6 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 6 12 12 10 2 2 6 1 1 4 1 1 1

1997:Rev.3

Project Planning

Instruction S4.1


Stock Code

192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 227A 227B 228 229 230 231 232 233 234 235 236 237 238 239 240

SOCS405 SOCS407 STAS007 STAS009 STES005 STES007 TAPH071 WREA035 SHAA003 SHAA005 SHAA009 SHOR003 SHOR001 SHOR004 SHOR007 SHOS011 SNIA003 SNIA005 SOCI058 SOCI060 SOCI062 SOCI064 SOCI066 SOCI068 SOCI070 SOCI072 SOCI074 SOCI076 SPRP001 SQUT003 STAP003 THRM005 BANT003 GUNF001 GUNF003

1997:Rev.3

TOOF003 TOOF005 TOOG001 TRUH011 TRUH001 TRUH007 TRUH013 VACW001 VIBA003 VIBE005 VISC005 VISM007 VISM005 WHEC007 WREA007

Description

Set, Socket, 3/8" and 1/2" Drive, Hex Bit 1/8" - 5/8" Set, Socket, 3/8" Drive, 3/8"-7/8" with Ratchet Set, Stamp, 1/4" Letters, Boxed Set, Stamp, 1/4" Numbers, Boxed Set, Stencil, Figure 3" 9 Characters Set, Stencil, Letter 3" 27 Characters Set, Tap and Die, 1/4" - 1" (In Hardwood Case) Set, Wrench, Allen Small, 0.028” - 3/32" Shackles, 6-1/2 Ton, 7/8" Shackles, 12 Ton, 1-1/4" Shackles, 25 Ton, 1-3/4" Shovel, Long Handle, Pointed Blade Shovel, Round Point D-Handle Shovel, Round Point Long Handle Shovel, Round Point Long Handle Solid Shank Shovel, Square Point Long Handle Snips, Aviation Left Hand Snips, Aviation Right Hand Socket, Impact, 3/4" Drive, 3/4" Socket, Impact, 3/4" Drive, 13/16" Socket, Impact, 3/4" Drive, 7/8" Socket, Impact, 3/4" Drive, 15/16" Socket, Impact, 3/4" Drive, 1" Socket, Impact, 3/4" Drive, 1-1/16" Socket, Impact, 3/4" Drive, 1-1/8" Socket, Impact, 3/4" Drive, 1-3/16" Socket, Impact, 3/4" Drive, 1-1/4" Socket, Impact, 3/4" Drive, 1-5/16" Sprayer, Portable Pressure "Bug" (Sprayer, Pesticide) Square, Tri 8" Stand, Pipe Adjustable Roller, 2" to 18" Threader, Hand, 1/2" - 2" NPT (12R) Tool, Banding, with Spinning Grips Tool, Ramset, 25 Caliber Semi-Automatic Tool, Ramset, 27 Caliber Single Shot Toolbox, Field Offices Top Half Bottom Half Toolbox, Gangbox, Slope Lid Transporter, Pipe (Grasshopper) Truck, Bag and Warehouse Truck, Hand Truck, Wagon, Hand 30” x 60” Vacuum, Wet/Dry Vibrator, Air Concrete (2" Diameter Head) Vibrator, Electric Concrete, 1-1/16" Head x 10 ft., with Plug Vise, Chain Tri-Stand (450) Vise, Machinist 3" Swivel Base Vise, Machinist 6" Swivel Base Wheelbarrow, Contractor 6 cu. ft. Wrench, Adjustable, 6" with 15/16" Cap


Crib Qty

Project Quantity

1 1 1 1 1 1 3 3 3 3 6 2 2 2 6 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 8 2 1 2 1 6 6 6 2 2 1 2 1 1 1 2 2 2 1 10

S4.1-37

Instruction S4.1

Project Planning


Stock Code

241 242 243 244 245 246 247 248 249 250 251 252 253 254 255 256 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 287 288 289 290 291

WREA003 WREA013 WREA025 WREA027 WREC001 WREC003 WREC007 WREC009 WREC013 WREC017 WREC021 WREC025 WREC029 WREC033 WREC037 WREC039 WREC041 WREC043 WREC045 WREC047 WREC049 WREC051 WREC053 WREC055 WREC057 WREC059 WREP019 WREP001 WREP003 WREP005 WREP007 WREP011 WREP013 WREP017 WRES201 WRES203 WRES059 WRES061 WRES075 WRES077 WRES079 WRES081 WRES007 WRES009 WRES011 WRES013 WRES015 WRES017 WRES019 WRES021 WRES023

S4.1-38

Description

Wrench, Adjustable, 6" with 3/4" Cap Wrench, Adjustable, 15" with 1-1/2" Cap Wrench, Air Impact 1/2" Wrench, Air Impact 3/4" Wrench, Chain 3" to 6" (C-36) Wrench, Combination 1/4" Wrench, Combination 5/16" Wrench, Combination 3/8" Wrench, Combination 7/16" Wrench, Combination 1/2" Wrench, Combination 9/16" Wrench, Combination 5/8" Wrench, Combination 11/16" Wrench, Combination 3/4" Wrench, Combination 13/16" Wrench, Combination 7/8" Wrench, Combination 15/16" Wrench, Combination 1" Wrench, Combination 1-1/16" Wrench, Combination 1-1/8" Wrench, Combination 1-3/16" Wrench, Combination 1-1/4" Wrench, Combination 1-5/16" Wrench, Combination 1-3/8" Wrench, Combination 1-7/16" Wrench, Combination 1-1/2" Wrench, Pipe 8" Wrench, Pipe 10" Wrench, Pipe 12" Wrench, Pipe 14" Wrench, Pipe 18" Wrench, Pipe 24" Wrench, Pipe 36" Wrench, Pipe 48" Wrench, Spud 3/4" Wrench, Spud 7/8" Wrench, Strap Size 1/2" x 17" (#1) Wrench, Strap Size 1-1/16" x 17" (2P) Wrench, Striking, 1-1/16" Wrench, Striking, 1-1/8" Wrench, Striking, 1-3/16" Wrench, Striking, 1-1/4" Wrench, Striking, 1-5/16" Wrench, Striking, 1-7/16" Wrench, Striking, 1-1/2" Wrench, Striking, 1-5/8" Wrench, Striking, 1-11/16" Wrench, Striking, 1-13/16" Wrench, Striking, 1-7/8" Wrench, Striking, 2" Wrench, Striking, 2-3/16"


Crib Qty

Project Quantity

3 6 6 6 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

1997:Rev.3

Project Planning

Instruction S4.1


Stock Code

292 293 294 295 296 297 298 299 300 301 302

WRES025 WRES029 WRES033 WRES035 WRES037 WRES083 WRES039 WRES085 WRET003 WRET009 WRET017

1997:Rev.3

Description

Wrench, Striking, 2-1/4" Wrench, Striking, 2-3/8" Wrench, Striking, 2-9/16" Wrench, Striking, 2-5/8" Wrench, Striking, 2-3/4" Wrench, Striking, 2-15/16" Wrench, Striking, 3" Wrench, Striking, 3-1/8" Wrench, Torque to 75 in-lb, 1/4" Drive Wrench, Torque to 250 ft-lb, 1/2" Drive Wrench, Torque to 600 ft-lb, 3/4" Drive


Crib Qty

Project Quantity

2 2 2 2 2 2 2 2 2 2 2

S4.1-39

Instruction S4.1

Project Planning

CONSUMABLES PLANNING WORKSHEET EXHIBIT S4.1-3 LINE ITEM

STOCK CODE

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 47A 47B 48 48A

SORP003 BAGB007 BAGB003 BAGG001 SODB001 BANM011 CAPR007 BATN001 BATA001 BATA003 BATF001 BATS007 BATS015 BELA007 BITM001 BITM003 BITM007 BITM009 BITM013 BITM015 BITM017 BITM019 BITM021 BITM023 BITM027 BITM029 BITM031 BITM033 BITM035 BITM037 BLAJ001 BLAC013 BLAH009 BLAH011 BLAP003 BLAP005 BLAR035 BLAU001 BLAW001 BOOR036 BOOR039 BOOR042 BOOR045 BOOR048 BRAH005 BROC001

S4.1-40

BROF001 HANB001 BROF003

Description

Absorbent Oil and Grease Safety-Sorb Bag, Bolt Small 7” x 10” Bag, Canvas Bolt 5 gallon Bag, Garbage 55 gallon (Black) Baking, Soda 10 lb. Box Banding (Strapping) SS 1/2" x 100 ft. Bar Guard Safety Rebar Caps Battery for Holiday Detector, 9.6 volt Nicad Battery, Alkaline 9 volt Industrial Battery, Alkaline AA Industrial Battery, for Barricade Flasher, 6 volt Battery, Standard D Cell Battery, Spare 12 volt (for B&D Drill) Belt, Abrasive 3" x 21" Bit, Masonry Carbide Tip 1/8" x 3" Bit, Masonry Carbide Tip 5/32" x 3" Bit, Masonry Carbide Tip 3/16" x 3" Bit, Masonry Carbide Tip 1/4" x 4" Bit, Masonry Carbide Tip 5/16" x 4" Bit, Masonry Carbide Tip 3/8" x 4" Bit, Masonry Carbide Tip 7/16" x 6" Bit, Masonry Carbide Tip 1/2" x 6" Bit, Masonry Carbide Tip 9/16" x 6" Bit, Masonry Carbide Tip 5/8" x 6" Bit, Masonry Carbide Tip 3/4" x 6" Bit, Masonry Carbide Tip 7/8" x 6" Bit, Masonry Carbide Tip 1" x 6" Bit, Masonry Carbide Tip 1-1/8" x 6" Bit, Masonry Carbide Tip 1-1/4" x 10" Bit, Masonry Carbide Tip 1-1/2" x 10" Blade, Assortment for Jigsaw Blade, Circular 7-1/4" x 5/8" 16 tth Blade, Hacksaw 12" 18 tth (RS1218) Blade, Hacksaw 12" 24 tth (RS1224) Blade, Portaband 44-7/8" x 1/2" 14 tth (BM14) Blade, Portaband 44-7/8" x 1/2" 18 tth (BM18) Blade, Reciprocating (Assorted) Blade, Utility Knife Replacement (5 Per Pack) Blanket, Fire, Weld Guard Boots, Rubber Pull-Over Size 9 Black/Plain Toe Boots, Rubber Pull-Over Size 10 Black/Plain Toe Boots, Rubber Pull-Over Size 11 Black/Plain Toe Boots, Rubber Pull-Over Size 12 Black/Plain Toe Boots, Rubber Pull-Over Size 13 Black/Plain Toe Bracket, Face Shield Broom, Corn Broom, Floor Sweep Horsehair Black with Handle, 5 ft. Broom, Floor Sweep Horsehair Black Broom, Floor Sweep Handle, 5 ft. Broom, Floor Sweep Polypropylene with Handle Broom, Floor Sweep Polypropylene


CRIB QTY

PROJECT QUANTITY

6 12 12 100 10 1 100 1 24 48 10 36 2 12 6 6 6 6 6 6 6 6 6 6 2 2 2 2 2 2 1 15 15 15 10 10 20 20 pack 3 6 12 12 12 6 50 4 2 2 2

1997:Rev.3

Project Planning

Instruction S4.1


STOCK CODE

48B 49 49A 49B 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96

HANB003 BROW001 HANB001 BRUD001 BRUP001 BRUP007 BRUS001 BRUT001 BRUW001 CLAB001 CABW001 SILC001 CHAP001 CHAP005 LOAP011 LOAP009 LOAP001 LOAP003 LOAP007 LOAP005 CHIF001 SLIW003 SLIW001 SLIW005 SLIW023 SLIW025 SLIW021 CLAB003 CLAB005 CLAB007 STAL007 CLIW001 CLIW003 CLIW005 COOW001 CORE005 CORE003 CRAT011 CRAT013 CRAT018 CRAT021 BARF001 FILH003 FILH007 FILH009 GLOD001 GLOD007 GLOL001 GLOP003 GLOW001

1997:Rev.3

Description

Broom, Floor Sweep Polypropylene, Handle Broom, Warehouse (Push) with Handle Broom, Warehouse (Push) Broom, Warehouse (Push), Handle Brush, Counter, with 12" Handle Brush, Paint 1" (Taw) Brush, Paint 3" (Taw) Brush, Scratch Shoe Handle SS Brush, Tooth SS with Wood Handle Brush, Wire Scratch Curved Handle Buckle (Strapping) 1/2" SS Cable, Welding No. 2/0 Awg with Connectors, 100 ft. Caulking, Silicone, Clear Chalk, Powder Blue Chalk, Powder Red Charges for Ramset, Load, Long, Purple Charges for Ramset, Load, Long, Red Charges, Disc Load, Brown Charges, Disc Load, Green Charges, Disc Load, Red Charges, Disc Load, Yellow Chisel for Chipper Chokers, Wire Rope, 1/2” diameter x 20 ft., 6x19 Chokers, Wire Rope, 1/2” diameter, 6 ft., 6x19 Chokers, Wire Rope, 1/2” diameter, 50 ft., 6x19 Chokers, Wire Rope, 3/4” diameter, 20 ft., 6x19 Chokers, Wire Rope, 3/4” diameter. x 50 ft., 6x19 Chokers, Wire Rope, 3/4” diameter, 6 ft., 6x19 Clamp (Strapping) 1" I.D. SS Clamp (Strapping) 2-1/2" I.D. SS Clamp (Strapping) 3-1/2" I.D. SS Cleaning, Lens Station (with Mirror) Clip, Wire Rope 3/8" Galvanized Clip, Wire Rope 1/2" Galvanized Clip, Wire Rope 3/4" Galvanized Cooler, Water 5 gallon Cord, Extension 100 ft. Cord, Extension 50 ft. Crayon, Temperature Indicating 200 degree F Crayon, Temperature Indicating 250 degree F Crayon, Temperature Indicating 375 degree F Crayon, Temperature Indicating 450 degree F Fencing, Barrier Orange File, Half Round 6" File, Half Round 10” File, Half Round 12" Gloves, Leather Driver -Large Gloves, Leather Driver-XL Gloves, Leather Palm-L Gloves, PVC Coated, for Concrete Gloves, Welding


CRIB QTY

PROJECT QUANTITY

2 4 4 12 24 24 48 24 24 100 6 12 6 6 500 500 500 500 1000 1000 2 4 6 4 4 4 6 100 100 50 5 36 36 24 6 12 12 12 12 6 12 5 10 10 12 24 24 24 24 12

S4.1-41

Instruction S4.1

Project Planning


STOCK CODE

97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 129A 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146

HANF001 HATH003 HOLS003 SAWH129 HOSS029 HOSD029 HOSA019 HOSA011 HOSD027 HOSD023 HOSG003 HOSS023 HOSS027 JACW001 JACW003 LENW009 LENW010 LENW011 LEVS001 LINN001 MARP011 MARP013 CHIB023 CHIC027 MOPH001 MOPS001 TIPH001 OILL001 OILT001 OILT003 OILW001 PADK001 LOCP001 KEYP001 PAIS001 PAIS003 PAIS005 PAIS007 PAIS009 PAIS011 PAIS013 PAND001 PINB008 PINB009 PINB010 PUNA003 PUNA005 PUNA007 PUNA009 PUNA011 PUNA013

S4.1-42

Description

Handle, File 8" to 12" Hard Hats, Yellow with Bechtel Logo Holder, Soapstone (Flat) Hole Saw Assortment 3/4" F to 4" F for Wood and Metal Hose, 2” x 20 ft. Suction with Cam Lock Fittings Hose, 2” x 50 ft. Discharge with Cam Lock Fittings Hose, Air Assembly 6 ft. x 1/2" Hose, Air/Water Braid 3/4" x 50 ft. Hose, Discharge 4” x 100 ft., with Couplings Hose, Discharge 3” x 50 ft. with Couplings Hose, Garden 50 ft. x 3/4" Hose, Suction 3” x 20 ft. with Couplings Hose, Suction 4” x 50 ft. with Couplings Jackets, Welding, XL Jackets, Welding, XXL Lens, for Welding Helmet No. 9 Lens, for Welding Helmet No. 10 Lens, for Welding Helmet No. 11 Levels, String Line Line, Nylon Marker, Paintstick White Marker, Paintstick Yellow Moil Point for Breaker Moil Point for Chipper Mop, Head Cotton Mop, Stick with Holder Nozzle, Rose Bud, 8 mfa Oil, Light Lube (Mystery Oil) Air Tools Oil, Tapping Oil, Threading Cutting Oil, WD40 Lubricant PAD, KNEE, Pair Padlock, Short Shaft, Master-Keyed Padlock, Master, Key Only Paint, Spray Black Paint, Spray Blue Paint, Spray Green Paint, Spray Orange Paint, Spray Red Paint, Spray White Paint, Spray Yellow Pan, Dust (Metal) Pins, Barrell - 7/8" Pins, Barrell - 1" Pins, Barrell - 1 1/8" Punch, Arch - 1/4" Punch, Arch - 5/16" Punch, Arch - 3/8" Punch, Arch - 7/16" Punch, Arch - 1/2" Punch, Arch - 9/16"


CRIB QTY

PROJECT QUANTITY

12 50 24 2 1 1 6 10 1 3 2 3 1 1 2 12 12 12 12 12 48 48 2 2 2 6 6 12 4 6 24 10 6 1 6 6 6 6 6 6 12 2 2 2 2 1 1 1 1 1 1

1997:Rev.3

Project Planning

Instruction S4.1


STOCK CODE

147 148 149 150 151 152 153 166 167 168 169 170 171 172 173 174 175 176 177

PUNA015 PUNA017 PUNA019 PUNA023 PUNA025 PUNA027 RAGC003 RAIY018 RAIY024 RAIY013 RAIY019 RAIY039 PIND001 PIND003 PIND005 PIND007 PIND009 PIND011 PIND013

178

PIND015

179 180 181 182 183 184 185 186 187 188 188A 188B 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205

PIND019 PIND017 PIND021 STUT001 STUT003 ROPM005 ROPM009 BITD900 BITD910 SLEW001 BIBW001 SLIN029 SLIN001 SLIN003 SLIN021 SLIN033 SLIN005 SLIN035 SLIN023 SLIN013 SLIN041 SLIN045 SLIB001 SOAH001 SOAF001 PAIG001 SILS001

1997:Rev.3

Description

Punch, Arch - 5/8" Punch, Arch - 11/16" Punch, Arch - 3/4" Punch, Arch - 7/8" Punch, Arch - 15/16" Punch, Arch - 1" Rag, Box White Cotton 25 lb. Raincoat, 3/4 Length with Hood Large Raincoat, 3/4 Length with Hood XL Rainsuit, Yellow Large Rainsuit, Yellow XL Rainsuit, Size XXL Ramset Fasteners, Drive Pin 0.300” diameter, Power Point 1/2" Ramset Fasteners, Drive Pin 0.300” diameter, Power Point 3/4" Ramset Fasteners, Drive Pin 0.300” diameter, Standard 1" Ramset Fasteners, Drive Pin 0.300” diameter, Standard 1-1/2" Ramset Fasteners, Drive Pin 0.300” diameter, Standard 1-1/4" Ramset Fasteners, Drive Pin 0.300” diameter, Standard 2" Ramset Fasteners, Drive Pin 0.300” diameter, Standard 2" with 7/8" Washer Ramset Fasteners, Drive Pin 0.300” diameter, Standard 2-1/2" with 7/8" Washer Ramset Fasteners, Drive Pin 3/8” diameter, Standard 2" Ramset Fasteners, Drive Pin 3/8” diameter, Standard 3/4" Ramset Fasteners, Drive Pin 3/8” diameter, Stud 2-1/2" Ramset Fasteners, Threaded Stud 1/4-20, 3/4" Thread Length Ramset Fasteners, Threaded Stud 1/4-20, 1/2" Thread Length Rope, Manila 1/2" x 600 ft. Rope, Manila 3/4" x 600 ft. Set, Bit, Drill, High Strength, 1/16" to 1/2" by 32nds with Case Set, Bit, Drill, High Strength, 9/16" to 1" by 1/16ths with Case Sleeves, Welding with Bibs, Large Sleeves, Welding, Large Bibs, Welding, Large Sling, Nylon 1 Ply Eye to Eye 1" x 8 ft. Sling, Nylon 1 Ply Eye to Eye 1" x 4 ft. Sling, Nylon 1 Ply Eye to Eye 1" x 6 ft. Sling, Nylon 1 Ply Eye to Eye 2" x 4 ft. Sling, Nylon 1 Ply Eye to Eye 2" x 6 ft. Sling, Nylon 1 Ply Eye to Eye 2" x 10 ft. Sling, Nylon 1 Ply Eye to Eye 2" x 8 ft. Sling, Nylon 1 Ply Eye to Eye 4" x 15 ft. Sling, Nylon 1 Ply Eye to Eye 4" x 10 ft. Sling, Nylon 1 Ply Eye to Eye 4" x 12 ft. Sling, Nylon 1 Ply Eye to Eye 4" x 22 ft. Sling, Two Leg Bridle, 3/4" diameter, 30 ft. with Hooks Soap Hand Gojo Soapstone, Flat #1 5” x 1/2” x 3/16” (144 Per Box) Spray, Galvanize, Cold, Aero No.141 Spray, Rust Preventative (Silicone) Squeegee, 18" Rubber, with Handle


CRIB QTY

PROJECT QUANTITY

1 1 1 1 1 1 6 10 10 10 10 10 500 100 500 100 500 100 500 1000 500 100 100 500 200 1 1 1 2 3 3 2 2 2 2 2 2 2 2 2 2 2 1 4 1 12 6 6

S4.1-43

Instruction S4.1

Project Planning


STOCK CODE

205A 205B 206 206A 206B 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246

SQUR001 HANS011

S4.1-44

SQUR003 HANS011 STUT005 STUT007 TAPL001 TAPM005 WIRT001 TIPB001 TIPB003 TIPB005 TIPB007 TIPB009 TIPB013 TIPC002 TIPC003 TIPC005 TIPC007 TIPC009 TIPC011 TIPC013 TIPC015 TIPC017 TIPC019 TIPC021 BUSH001 SHIF003 VISQ005 VISQ007 WASR003 WASR001 WHEC017 WHEC013 WHEC015 WHEC019 WHEC021 WHEC023 WHEF003 WHEG006 WHEG008 WHEG011 CABW003 WRAP001

Description

Squeegee, 18" Rubber Squeegee, Handle Squeegee, 36" Wide with 5 ft. Long Handle Squeegee, 36" Wide Squeegee, Handle Stud, Threaded 3/8-16, 1" Thread Length for Steel Stud, Threaded 3/8-16, 1" Thread Length for Concrete Tape for Labeler, Black Tape, Masking 2" x 60 yd Tie Wire, 16 ga, 70 lb Box Tip, Brazing 3-W Tip, Brazing 4-W Tip, Brazing 6-W Tip, Brazing 7-W Tip, Brazing 8-W Tip, Brazing 10-W Tip Cleaner, Standard Tip, Cutting 0-1-101 Tip, Cutting 00-1-101 Tip, Cutting 1-1-101 Tip, Cutting 2-1-101 Tip, Cutting 3-1-101 Tip, Cutting 4-1-101 Tip, Cutting 5-1-101 Tip, Cutting 6-1-101 Tip, Cutting 7-1-101 Tip, Cutting 8-1-101 Tool, Bushing for Chipping Gun Visor, Face Shield Visqueen, 20 ft. x 100 ft. Clear Visqueen, Flame Retardant, 20 ft. x 100 ft. Washer, Gasket (for Dixon AM-7) Washer, Rubber for 3/4" Garden Hose Wheel, Cutoff, 12" x 1/8" x 1" Concrete Wheel, Cutoff, 12" x 1/8" x 1" Metal Wheel, Cutoff, 12" x 1/8" x 20 mm Concrete (for Stihl Gas Saw) Wheel, Cutoff, 12" x 1/8" x 20 mm Metal (for Stihl Gas Saw) Wheel, Cutoff, 14" x 3/32" x 1" Metal Wheel, Cutoff, Reinforced 3" x 1/16" x 3/8" Metal Wheel, Flapper 3" x 1" x 60 Grit Metal Wheel, Grinding 4 1/2"x 1/4" x 7/8" Metal Wheel, Grinding 4-1/2" x 1/8" x 7/8" Metal Wheel, Grinding 7" x 1/8" x 5/8" - 11 Metal Whips, Weld Cable, #2 x 12 ft. Wrap-Arounds, Pipe


CRIB QTY

PROJECT QUANTITY

10 10 10 6 6 500 100 10 12 1 2 2 2 2 2 2 6 2 2 2 2 2 2 2 2 2 2 12 50 6 1 100 6 10 10 10 10 20 50 50 50 50 50 6 3

1997:Rev.3

Project Planning

Instruction S4.1

TYPICAL CRAFT TOOL LISTS EXHIBIT S4.1-4 Carpenter: 1 ea. Adjustable Bevel, 7-l/2" 1 ea. Adjustable Wrench 12" 1 ea. Ax, Hand, "Hatchet" 1 ea. Bar, Pry 18" 1 ea. Bit, Expansion 7/8"-3" 1 ea. Bit, Extension 12" Length 1 ea. Block Plane 1 ea. Brace, Bit 10" Sweep 1 ea. Cat's Claw 1 ea. Chalk Line Reel 100 ft. 1 ea. Chalk Refills 1 ea. Combination Square 1 ea. Framing Square 16" x 24" 1 ea. Hammer, 16 ounce Claw 1 ea. Handsaw, 22 x 8 1 ea. Keyhole Saw 1 ea. Level, 24" Aluminum 1 ea. Lock with 2 keys 1 ea. Nail bar 18" 1 ea. Pencil 1 ea. Pliers, Side Cutting 8" 1 ea. Retractable knife 1 ea. Saw file 1 ea. Standard Screwdriver, 3", 6", and 8" 1 ea. Tape Measure, 25 foot 1 ea. Plumb Bob, 16 oz. 1 ea. Tool Box 30" x 12" x 16" 1 ea. Wood Rasp 14"

1997:Rev.3

B oilermaker: 1 ea. Adjustable End Wrenches 10", 12", and 14" 1 ea. Ball Pein Hammer #2 2 ea. "C" Clamps 8" 1 ea. Center Punch 3/8" 1 ea. Chalk Lane 1 ea. Channelock Pliers 9-1/2" 1 ea. Chipping Hammer 1 ea. Chisel 1/2 and 3/4 1 ea. Combination Square 12" 1 ea. File, half and bastard 14" 1 ea. Flint Gun 1 ea. Folding Rule 6 ft. 1 ea. Framing Square 24" x 36" 1 ea. Goggles 1 ea. Hacksaw Frame 12" 1 ea. Lock and Keys 1 ea. Mole Grips 10" 1 ea. Nozzle Cleaners 1 ea. Slag chipping hammer 1 ea. Screwdriver Standard 8", 10", and 12" 1 ea. Steel Rule 16" 1 ea. Plumb Bob steel 10 oz 1 ea. Plumb Line 1 ea. Welder's Goggles 1 ea. Welder's Gloves 1 ea. Spud Wrench 1-5/8" 1 ea. Tool Box steel (Barn Type 30" x 12" x 16") 1 ea. Torpedo level 9" 1 ea. Vise Grip Pliers 1 ea. Wire Brush CS 4-row


S4.1-45

Instruction S4.1

Project Planning

TYPICAL CRAFT TOOL LISTS EXHIBIT S4.1-4 Pipefitter

Ins trument Fitter

1 ea. Box, Steel Tool 12" x 16" x 30"

1 ea. Adjustable End Wrench 6", 8", and 10"

1 ea. Chisel, Cold 3/4", 1/2"

1 ea. Center Punch 3/8"

1 ea. Files, Half Round Bastard 14"

1 ea. Chisel, Cold 3/4"

2 ea. Folding Rules 6 ft. 2 ea. Framing Square 16" x 24"

1 ea. Combination End Wrenches 3/8, 7/16, 1/2, and 9/16

1 ea. Hammer, Ball Pein No. 1-1/2

1 ea. Combination Pliers

1 ea. Hacksaw with Blades

2 ea. Combination Squares 12"

1 ea. Level, Aluminum 24"

1 ea. Folding Rule, 6 ft.

1 ea. Level, Torpedo 9"

1 ea. Framing Square 24" x 36"

1 ea. Lock, with 2 keys

1 ea. Hacksaw, 12"

2 ea. Pipecutter 1-1/8” - 2"

1 ea. Hammer, Ball Pein 16 ounce

2 ea. Pipe Reamer 2"


2 ea. Pipe Wrenches 14", 18", and 24"

1 ea. Lock and Keys

1 ea. Plumb Bob, Steel 16 oz and Line

1 ea. Pipe Wrench 8", 10", and 14"

1 ea. Punch, Center 1/2"

1 ea. Steel Plumb Bob 16 oz.

1 ea. Screwdriver, Standard 4", 6", and 8"

1 ea. Steel Tape 50 ft.

1 ea. Steel Rule, 16"

1 ea. Standard Screwdriver 4," 6", and 8"

1 ea. Wrench, Adjustable 10” and 12"

1 ea. Smooth File Flat 10"

2 ea. Wrenches, Combination 7/8” through 1-1/16"

1 ea. Tape Measure, 16 foot 1 ea. Tool Box - Barn Type 24" x 8" x 8" 1 ea. Torpedo Level 9" 1 ea. Tubing Bender 1/4", 3/8" 1 ea. Tubing, Flaring and Cutting Kit 1 ea. Water Pump Pliers 9"

S4.1-46


1997:Rev.3

Project Planning

Instruction S4.1

TYPICAL CRAFT TOOL LISTS EXHIBIT S4.1-4 Iron Worker Gang: 1 ea. Box, Gang Metal 5 ft. x 3’ x 3’ 1 ea. Bar, Wrecking 36” 1 ea. Clamp “C” 8” 1 ea. Clamp “C” 10” 1 ea. Cutter Bolt 24” 1 ea. Hammer, Sledge No. 8 1 ea. Puller/Hoist “Come -A-Long” 3 Ton 1 ea. Jack, Hydraulic 12 Ton 1 ea. Jack, Hydraulic 20 Ton 1 ea. Snips, Tin 12” 1 ea. Tape, Steel 100 ft. 1 ea. Slings (Specify Size and Type) Individual 1 ea. Bag, Bolt, Canvas 1 ea. Belt, Tool with Wrench Holder 1 ea. Belt, Safety with 2 “D” Rings 1 ea. Box, Steel Toll 8” x 9” x 20” 1 ea. Cutter, Side, High Leverage 1 ea. Cutter, Diagonal, Standard 1 ea. Hammer, Hand Drilling 48 oz. 1 ea. Holder, Hammer 1 ea. Holder, Keel 1 ea. Holder, Pliers and Rule 1 ea. Padlock, with 2 Keys, American 1 ea. Pliers, Long Nose 1 ea. Reel, Tie Wire 1 ea. Rule, Folding 6 ft. 1 ea. Wrench, Adjustable 12” 1 ea. Wrench, Open End Spud 1-1/4” 1 ea. Wrench, Open End Spud 1-5/8”

1997:Rev.3

Welder

1 ea. Bottle Wrench 1 ea. Brush Wire 4-Row, CS and SS 1 ea. Chisel Cold 3/4" x 8" 1 ea. Chisel, Gouging Niloc diamond point 6" x 1/4" 1 ea. Cutting Goggles 1 ea. Flint Gun 1 ea. Folding Rule 6 ft. 1 ea. Gloves - Welders 1 ea. Hammer 1-1/2 lb. 1 ea. Hammer, Slag 1 lb. 1 ea. Lens Plain (Cover Lens 4-l/4" x 3-1/4”) 1 ea. Lens No. 10 1 ea. Lock and Keys 1 ea. Nozzle Cleaner Kit 1 ea. Torpedo Level 1 ea. Tool Box (Barn Type) 12" x 16" x 30" 1 ea. Tape, Steel 16 foot 1 ea. Welders Hood (Flush with Hardhat)


S4.1-47

Instruction S4.1

Project Planning

TYPICAL CRAFT TOOL LISTS EXHIBIT S4.1-4 E lectrician

Millwrig ht

1 ea. Allen Wrench Set

1 ea. Aligning Bar 18"

1 ea. Center Punch

1 ea. Caliper, Inside, 8"

1 ea. Combination Square

1 ea. Caliper, Outside, 8"

1 ea. Flashlight

1 ea. Center Punch, 3/8"

1 ea. Folding Rule 6 ft.

1 ea. Center Punch 1/2"

1 ea. Hacksaw, 12"

1 ea. Combination Square 12"

1 ea. Hammer, claw

1 ea. Cold Chisel, 1"

1 ea. Hammer, 1-1/2 pound Ball Pein

1 ea. Set, Die Nuts 1", 1/2", 5/8", 3/4", and 7/8" UNC

1 ea. Keyhole Saw

1 ea. Feeler Gauge Set

1 ea. Knife, Electrical

1 ea. Flat Smooth File, 14"

1 ea. Lock with keys

1 ea. Flat Rough File, 14"

1 ea. Pipe Wrench 8" and 10"

1 ea. Folding Rule 6 ft.

1 ea. Pliers, Insulated 8" Adjustable

1 ea. Hammer, 1-1/2 lb. Ball Pein No. 2

1 ea. Pliers, Long Needle Nose

1 ea. Hacksaw, 12"

1 ea. ea. Pliers, Side Cutting 6", and 8"

1 ea. Half Round Rough File, 14"

1 ea. Plumb Bob, 10 ounce and Line


1 ea. Screwdriver, Standard 3", 6", and 10"

1 ea. Level, Machinists 6"

1 ea. Screwdriver, Phillips Head #1 and #4

1 ea. Lock and Keys

1 ea. Socket Wrench Set

1 ea. Machinists Level 6"

1 ea. Stillsons 10"

1 ea. Mole Grip, 8"

1 ea. Tape, Steel 16 foot

1 ea. Pliers, Adjustable

1 ea. Tool Box Barn Type 24" x 8" x 8"

1 ea. Plumb Bob, 10 ounce with line

1 ea. Torpedo Level 9"

1 ea. Putty Knife, 1-1/4"

1 ea. Wire Stripper Elect. Cable

1 ea. Screwdriver Set 4", 6", 8"

1 ea. Wrench, Adjustable 8", 10"

1 ea. Scratch Awl 1 ea. Socket Set 1/2" Drive 1 ea. Steel Tape 16 foot 1 ea. Steel Rule, 12 inch 1 ea. Tin Snips 10" 1 ea. Tool Box 24" x 8" x 8" 1 ea. Wire Brush, Stainless Steel, 4 Row 1 ea. Wrench, Adjustable 8", 10", 12"

S4.1-48


1997:Rev.3

Project Planning

Instruction S4.1

TYPICAL CRAFT TOOL LISTS EXHIBIT S4.1-4 Cement Mas on

Plumber

1 ea. Bob, Plumb 16 oz

1 ea. Bob, Plumb 16 oz.

1 ea. Box, Steel Tool 12" x 16" x 30"

1 ea. Box, Steel Tool 12” x 16” x 30”

1 ea. Brush, Cement Hand 6"

1 ea. Brace, Bit 10” Sweep

1 ea. Chalk Line Reel 100 ft.

1 ea. Cutter, Pipe 1/8”-2”

1 ea. Chisel, Blocking 3" Brick

1 ea. Chalk Line, Reel 100 ft.

1 ea. Chisel, Cold 3/4"

1 ea. Chisel, Cold 1/2”

1 ea. Chisel, Wood 3/4"

1 ea. File, Half-Round Bastard 14”

1 ea. File, Half Round Bastard 14"

1 ea. File, Mill Smooth 10”

1 ea. Float, Cement Hand

1 ea. Furnace, Plumber’s Pot, Shield, Ladle

1 ea. Hammer, Brick

1 ea. Hacksaw, Adjustable 12” and Blade

1 ea. Hammer, Bush


1 ea. Hammer, Claw 16 oz.

1 ea. Iron, Caulking

1 ea. Hammer, Scaling

1 ea. Iron, Soldering 300w


1 ea. Level, Torpedo 9”

1 ea. Lock with 2 keys

1 ea. Padlock, with 2 Keys, American

1 ea. Pads, Knee (Pair)

1 ea. Pliers, Combination 8”

1 ea. Pliers, Side Cutting 8"

1 ea. Rasp 14”

1 ea. Rule, Folding 6 ft.

1 ea. Reamer, Pipe 2”

1 ea. Square, Framing 16" x 24"


1 ea. Stone, Rubbing

1 ea. Saw, Keyhole with 3 Blades


1 ea. Screwdriver, Standard 4”

1 ea. Tool, Cove/Base Cement Finishing

1 ea. Screwdriver, Standard 8”

1 ea. Tool, Edger/Jointer Cement Finishing

1 ea. Snips, Tine, Straight 3” Cut

1 ea. Trowel, Brick

1 ea. Square, Framing 16” x 24”

1 ea. Trowel, Finishing

1 ea. Stock and Dies (Set)

1 ea. Trowel, Margin

1 ea. Straightedge 4 ft.

1 ea. Trowel, Pointing


1 ea. Wrench, Adjustable 12"

1 ea. Tool, Yarning No. 14 1 ea. Torch, Blow, 1 Qt. 1 ea. Wrench, Pipe 14” 1 ea. Wrench, Pipe 18” 1 ea. Wrench, Adjustable 12”

1997:Rev.3


S4.1-49

Instruction S4.1

Project Planning

TYPICAL CRAFT TOOL LISTS EXHIBIT S4.1-4 Lig ht Mechanic

Heavy Duty Mechanic

1 ea. Bar, Breaker, 1/2” x 24”

1 ea. Bar, Breaker, 1/2” x 24”

1 ea. Bar, Pry 16”

1 ea. Bar, Pry 16”

1 ea. Bar, Extension 5” and 10”


1 ea. Bar, Sliding

1 ea. Cable, Heavy Duty Booster

1 ea. Bender, Tubing 1/4” and 3/8”

1 ea. Caliper, Micrometer

1 ea. Blade, Scraper

1 ea. Carrier, Battery



1 ea. Brush, Standard Wire

1 ea. Cleaner, Battery Terminal

1 ea. Brush, Parts Cleaning

1 ea. Cleaner, Ring Groove

1 ea. Brush, Carbon with Arbor Adapters

1 ea. Driver, Brass

1 ea. Cleaner, Battery Terminal

1 ea. Flashlight, 2-Cell with Batteries

1 ea. Cleaner, Ring Groove

1 ea. Gauge, Feeler-Blade Type (Set)

1 ea. Compressor, Piston Ring, 2-1/2” - 5”

1 ea. Gauge, Feeler-Wire Type (Set)

1 ea. Dowels, Cylinder Head Alignment (Set)

1 ea. Gauge, Gap-Spark Plug

1 ea. Driver, Brass

1 ea. Gauge, Timing

1 ea. Flaring, Tube with Cutting Kit

1 ea. Gauge Vacuum

1 ea. Flashlight, 2-Cell with Batteries

1 ea. Hacksaw, Adjustable 12”

1 ea. Gauge, Feeler-Blade Type (Set)


1 ea. Hammer, Ball Pein 4 oz.

1 ea. Indicator, Dial

1 ea. Handle, Speed

1 ea. Magnet

1 ea. Magnet

1 ea. Padlock with 2 Keys


1 ea. Pliers, Channelock 9-1/2”

1 ea. Pliers, Battery Cable



1 ea. Pliers, Diagonal 6”

1 ea. Pliers, Diagonal 6”

1 ea. Pliers, Long Needle Nose

1 ea. Pliers, Hose Clamp

1 ea. Pliers, Side Cutting 8”

1 ea. Pliers, Needle Nose, Long

1 ea. Pliers, Wire Stripper

1 ea. Pliers, “Vise Grip” 10”

1 ea. Punch, Center

1 ea. Pliers, Wire Stripper

1 ea. Punch Set 3/16”, 1/4”, 5/16”, 3/8”

1 ea. Punch, Center

1 ea. Piston Ring Compressor 2-1/2” to 5” Range

1 ea. Punch, Set 3/16”, 1/4”, 5/16”, 3/8”

1 ea. Piston Ringer Spread

1 ea. Saw, Hack, Adjustable 12” with Blade


1 ea. Scraper, Flexible Carbon

1 ea. Scraper

1 ea. Screwdriver, Phillips Size 1 and 2

1 ea. Screwdriver, Phillips, Size 1 and 2

1 ea. Screwdriver, Standard 3”, 6”, 8” and 12”

1 ea. Screwdriver, Standard 3”, 6”, 8” and 12”

1 ea. Spreader, Piston Ring

1 ea. Snips, Tin, Straight 3” Cut

1 ea. Tape, Steel 10 ft

1 ea. Tape, Steel 12 ft

1 ea. Universal Clutch Aligning Set

1 ea. Tappet Adjusting Tool

S4.1-50


1997:Rev.3

Project Planning

Instruction S4.1

TYPICAL CRAFT TOOL LISTS EXHIBIT S4.1-4 Lig ht Mechanic

Heavy Duty Mechanic

1 ea. Valve Keeper Tool

1 ea. Tubing Bender 1/4” and 3/8”

1 ea. Valve, Spring Compressor (“C” Clamp)

1 ea. Tubing Flaring and Cutting Tip

1 ea. Valve, Spring Compressor (Jaw Type)

1 ea. Universal Clutch Aligning Set

1 ea. Valve, Spring Compressor (Stud Type Rocker Arm)

1 ea. Valve Lifter, “C” Clamp and Stubby

1 ea. Wrench, Adjustable 6” and 10”

1 ea. Wrench, Chain 3”

1 ea. Wrench, Ratchet 1/2” Dr.

1 ea. Wrench, Pipe 14”

1 ea. Wrench, Set, Hex Head 3/64” - 3/8”

1 ea. Wrench Set, Allen

1 ea. Wrench, Set, Drive Socket 7/16” - 1-1/4”

1 ea. Wrench Set, Combination

1 ea. Wrench, Set, Offset Box 3/8” - 1”

1 ea. Wrench Set, Drive Socket 3/8” - 3/4”

1 ea. Wrench, Set, Open End 1/4” - 1-1/4”

1 ea. Wrench Set, Flare-Nut

1 ea. Wrench, Set Allen

1 ea. Wrench Set, Ignition

1 ea. Wrench, Torque 0-150 ft. lb. Range

1 ea. Wrench Set, Open End 1/4” - 1-1/4”

1 ea. Wrench, Adjustable 10” and 12”

1 ea. Wrench, Torque 0-150 ft. lb. Range

1997:Rev.3


S4.1-51

Instruction S4.1

Project Planning

TYPICAL CRAFT TOOL LISTS EXHIBIT S4.1-4 S heet Metal Wor ker

S urveyor

1 ea. Awl, Scratch

1 ea. Nikon DTM-750 Total Station with Tripod

1 ea. Bob, Plumb, Steel 8 oz.

1 ea. External Battery B-4 with Charger and Cables


1 ea. External PCMCIA Card Reader 1-800-826-8007


2 ea. Omni Jr. 25.4 mm Prism Assembly Model 1600


2 ea. Prism Pole -Seco No. C106119-5051-S (Sure Lock)

1 ea. Divider, Spring 8”

1 ea. Automatic Level (Nikon AZ-2)

1 ea. Drill, Hand 1/4” Cap 10” 1 ea. Hacksaw, Adjustable 12” and Blade

1 ea. 25 ft. Level Rod (Fiberglass) -Sokkia - Stock No.8073-47

1 ea. Hammer, Tinners

1 ea. Rotating Laser Level with 2 Sensors (Nikon Al-50)

1 ea. Level, Aluminum 18”

1 Pair Two -Way Radios

1 ea. Nipper, End 12”

1 ea.. Computer Printer and Monitor - for Survey Use


1 ea. Multi -Edit Software - American Cybernetics

1 ea. Pliers, Vise Grip

1 ea. COGOPC Plus -Software, Research Engineers

1 ea. Pliers, Wide Nose

1 ea. XTREE Gold Software

1 ea. Pliers, Wide Tong

1 ea. N-S95 Software - Nikon

1 ea. Punch, Center, 1/2”

1 ea. 100 ft. Lufkin Steel Tape C1276D -1/4” x 100 ft. Tenths/Hundredths

1 ea. Punch, Metal 1 ea. Rivet Sets 1 ea. Rule, Folding 6 ft. 1 ea. Saw, Keyhole with 3 Blades 1 ea. Screwdriver, Standard 6” 1 ea. Screwdriver, Standard 8” 1 ea. Snips, Aviation, Left 1 ea. Snips, Aviation, Right 1 ea. Snips, Tin, Straight 3” Cut 1 ea. Square, Combination 12” 1 ea. Tape, Steel 12 ft 1 ea. Wrench, Adjustable 10” 1 ea. Wrench, Adjustable 12”

1 ea. 100 ft. Cloth Tape - Tenths/Hundredths 2 ea. 25 ft. Pocket Tapes - Feet and Hundredths 1 box (100 Count) 1-1/4” PK Nails 1 box (Small) Cup Head Tacks 2 ea. 16 oz Plumb Bobs with Sheaths 2 ea. Gammon Reels 1 dozen Rolls Fluorescent Orange Flagging 1 dozen Fluorescent Orange Upside Down Spray Paint 2 ea. Carbide Tip Scribes 3 ea. Write-In-The-Rain Field Books 2 ea. 1066d Folding Rules Lufkin 1 ea. 4 lb. Hammer 1 ea. 16 oz. Hammer 3 ea. Plastic Plumb Bob Targets 1 ea. 33” Nylon Stake Bag ( for Hand Tools) 1 dozen Sharpie -Magic Markers Stakes and Hubs - If not supplied by others 2 ea. Center Punches 1 ea. Torpedo Level 1 ea. Miracle Point Indicator, Legois Mfg. Co.

S4.1-52


1997:Rev.3

Instruction S 4.2

E nvironmental, Safety and Health Plan 1.0

PURPOSE

This instruction describes the requirements for the preparation of the project Environmental, Safety and Health Plan (ESHP). 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

4.1


5.0

RESPONSIBILITIES

5.1

Environmental, Safety and Health Representative Environmental, Safety and Health Representative is responsible for the preparation of the project Environmental, Safety and Health Plan.

5.2

Site Manager The Site Manager is responsible to implement the project Environmental, Safety and Health Plan.

6.0

REQUIREMENTS

6.1

The project Environmental, Safety and Health Plan includes the following: a. Organization and responsibilities including the environmental, safety, and health related duties and responsibilities of the Site Manager, Field Superintendent, supervisors, the Environmental, Safety and Health Representative, and the employees. b. Emergency preparedness procedures defining plans for fire and serious accidents, bomb threats, and natural disasters. c. Site training including safety orientation training, toolbox safety meetings, Supervisor safety orientation training, and project safety meetings. d. Safety plan control measures including supervisory control, hazard notification, and sanctions for noncompliance. e. Hazard communication including hazardous substance list development, Material

© 1997

Bechtel Corp.


S4.2-1

Instruction S4.2

Environmental, Safety and Health Plan

Safety Data Sheets (MSDS), labeling, and employee information and training. f.

First Aid and Medical Services on the project including provisions for transportation and emergency telephone numbers.

g. Accident investigation, reporting, and record keeping requirements. h. Specific project ES&H requirements and applicable core processes such as housekeeping, tag-out clearances, welding and cutting, ladder safety, scaffold tagging, personal protective equipment requirements, fire protection, crane and rigging safety, confined space entry, and vehicle and traffic safety requirements. 6.2

A controlled copy of the project Environmental, Safety and Health Plan shall be available to all personnel at the construction site.

6.3

Environmental, Safety and Health project core processes shall be incorporated into the project procedures.

S4.2-2


1997:Rev.3

Instruction S 4.3

Cons truction Site Procedures 1.0

PURPOSE

This instruction defines the requirements for project specific construction procedures. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager In conjunction with the Construction Manager, the Project Manager, and the Client, the Site Manager is responsible for determining which site specific procedures must be developed for the project.

6.0

REQUIREMENTS

6.1

Based on the requirements of the contract and the scope of work to be performed, the Site Manager must determine what site specific construction procedures are required for the project. The site procedures should be reviewed with key members of the project team prior to being issued for implementation.

6.2

On very small jobs (i.e. 1-2 non-manuals), site procedures will be reviewed and approved by the immediate Supervisors of the project personnel preparing the procedure.

6.3

Typical Construction Site Procedures may include:

© 1997

a.

2 or 3 Week Work Plan

b.

90/180 Day Schedule

c.

Construction Completion, Turnover, and System Checkout

d.

Construction Force Reports

e.

Construction Methods

f.

Construction Objectives, Expectations, and Goals

g.

Contract Administration

Bechtel Corp.


S4.3-1

Instruction S4.3


h.

Contract Coordination

i.

Cost and Schedule Trend Forecasting

j.

Cost Control

k.

Detailed Construction Schedules

l.

Environmental, Safety & Health

m. Equipment Control n.

Field Document Control System

o.

Field Engineering Duties and Responsibilities

p.

Field Organization

q.

Field Procurement Duties and Responsibilities

r.

Field Purchase Orders

s.

Field Subcontracts Management

t.

Finance and Accounting

u.

Handling of Hazardous Wastes

v.

Historical Reporting and Lessons Learned

w. Inspection Reports x.

Inventory Control and Material Issue

y.

Job Planning Activities

z.

Labor Relations

aa. Manpower Reporting System bb. Material Management cc. Material Requisitions and Approval Authorities dd. Office Administration ee. Planning and Scheduling ff.

Progress Monitoring and Reports

gg. Project Filing System hh. Public Relations ii.

Quality Control

jj.

Receiving Procedures

kk. Retention of Documents S4.3-2


1997:Rev.3


ll.

Instruction S4.3

Rigging

mm.Site Policies nn. Site Security oo. Subcontract Plan pp. Subcontractor Manual Jobhour Reporting System qq. Subcontractor Quantity Reporting System rr. 6.4

Surplus Material

To assist the Site Manager and the site team in the preparation of required project specific procedures, Generic Construction Project Procedures are included on the BecWeb. Generic procedures may be revised as required to suit project needs.

1997:Rev.3


S4.3-3

Instruction S 4.4

Fi eld Eng ineering 1.0

PURPOSE

This instruction describes the technical support services Field Engineering provides the Site Manager for project execution. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

4.1

Field Engineering Manual

5.0

RESPONSIBILITIES

5.1

Project Field Engineer (PFE) The Project Field Engineer is responsible for implementing Field Engineering Manual requirements under the direction of the Site Manager.

6.0

REQUIREMENTS

6.1

The Project Field Engineer provides technical support services to the Site Manager for project execution. The Site Manager must direct the PFE on the manner in which these services are to be provided. The PFE is specifically responsible for the following:

© 1997

a.

Develop and control required project procedures as required by the Field Engineering Manual

b.

Develop and implement the site document control plan

c.

Develop and implement the project quality control plan

d.

Support constructability efforts in the engineering office prior to site mobilization and at the construction site during construction

e.

Implement the construction automation plan

f.

Implement the site environmental control plan if a field Environmental Specialist or Environmental, Safety & Health representative has not been assigned to the project

g.

Provide technical support for temporary facility designs

h.

Approve required rigging plans

Bechtel Corp.


S4.4-1

Instruction S4.4

Field Engineering

i.

Develop and implement the site survey program

j.

Implement the site welding control program

k.

Monitor engineering design inform ation for compliance with agreed standard engineering deliverables

l.

Develop and implement the site quantity reporting plan

m. Contribute to the site historical reporting process including project lessons learned reports n.

Develop and implement required field requisitioning and material control procedures

o.

Support Contracts and Subcontracts Administration on the site

p.

Develop and implement a construction completion and systems turnover plan

q.

Resolve field nonconforming conditions

r.

Provide construction site design interpretation and interface with design engineering

s.

Provide construction site materials management

t.

Assist Field Procurement with materials receipt inspection at the site as required

u.

Approve contractor and vendor invoices for technical and quantity accuracy

v.

Conduct component testing including hydrostatic testing of piping and loop checks of electrical circuits

w. Coordinate activities of engineered equipment vendor representatives on site x.

S4.4-2

Obtain required site and construction permits for the site and monitor compliance with permit requirements


1997:Rev.3

Instruction S 4.5

Quality R equirements 1.0

PURPOSE

This instruction describes the requirements for implementation of quality requirements on the project. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

4.1

Construction Quality Manual

4.2

Bechtel Quality Control Manual , ASME Section I & VIII

4.3

Nuclear Quality Control Manual

4.4

Field Engineering Manual, Instruction F3.1, Construction Quality Requirements

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for ensuring the quality of the construction work performed on the project and for the implementation of the construction quality requirements on the project.

6.0

REQUIREMENTS

6.1

The determination of which quality control manual applies to the project is based on the nature of the work to be performed. a. The Construction Quality Manual provides a basic definition of the fundamentals of Bechtel's quality system and is applicable to all construction work performed by construction organizations under the administrative control of Bechtel Construction Operations. b. The Bechtel Quality Control Manual, ASME Section I & VIII is applicable to all work on boilers and pressure vessels constructed to the requirements of ASME Section I or VIII and repairs or alterations performed to the National Board Inspection Code. This manual supports Bechtel's “R”, ”A”, “PP”, "S" and "U" stamps. c. The Nuclear Quality Control Manual is applicable to all work performed in accordance with the requirements of the Bechtel Quality Assurance Manual and includes work

© 1997

Bechtel Corp.


S4.5-1

Instruction S4.5

Quality Requirements

performed to the requirements of ASME Section III. 6.2

As the basic definition of the quality system applicable to all construction work performed by Bechtel, the Construction Quality Manual requires the following controls: a. Design Document Control b. Material Control c. Control of Deficient Items d. Calibration of Measuring and Test Equipment e. Records Retention f.

Program Audits

g. Contractor and Subcontractor Control h. Inspections of Completed Work 6.3

As defined in Field Engineering Manual, Instruction F3.1, Construction Quality Requirements , the Project Field Engineer, under the direction of the Site Manager, is responsible for developing a plan to define the specific construction quality requirements that must be implemented on the project.

6.3.1 On projects implementing a Quality Management System certified under the provisions of ISO 9000, construction quality requirements will be determined from the Project Quality Plan. In some instances, the Project Quality Plan will require that inspection and certification activities be performed by a third party agency. 6.3.2 On projects constructed under the provisions of the Bechtel Nuclear Quality Control Manual, quality requirements will be developed in conjunction with the project specific quality assurance manual and the Project Field Quality Control Engineer (PFQCE).

S4.5-2


1997:Rev.3

Instruction S 4.6

R ig g ing Work Operations 1.0

PURPOSE

This instruction defines the responsibilities required for the development, planning and erection of major and critical lifts for all construction sites. 2.0

SCOPE

This instruction is applicable to all construction sites under the administrative control of Bechtel Construction Operations Incorporated. 3.0

DEFINITIONS

None 4.0

REFERENCES

4.1

Field Engineering Manual, Instruction F4.3, Construction Rigging Plans

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for the safe execution of heavy and critical lift rigging work operations at the construction site. This includes rigging work operations conducted by Bechtel personnel and by contractors and subcontractors under Bechtel management control.

5.2

Project Field Engineer (PFE) a. The Project Field Engineer is responsible to oversee the design of heavy lift rigging systems, heavy haul systems, and temporary structural systems required to support project work operations. b. Unless otherwise approved by the Manager of Construction, the PFE shall ensure that all Critical and Heavy Lifts as defined in Section 6.0 of Field Engineering Manual, Instruction F4.3, Construction Rigging Plans are reviewed and approved by the BEO Rigging Department prior to the work being performed.

5.3

Rigging Engineer The Rigging Engineer is responsible to prepare rigging plans and calculations under the direction of the PFE and the Rigging Supervisor.

5.4

Rigging Supervisor or Superintendent The Rigging Supervisor or Superintendent is responsible for developing work methods and plans for rigging operations and for supervising the performance of the work. The Rigging Engineer will assist the Rigging Supervisor by providing the design support needed for the rigging plan development.

© 1997

Bechtel Corp.


S4.6-1

Instruction S4.6

5.5

Rigging Work Operations

Bechtel Equipment Operations (BEO) Rigging Department The BEO Rigging Department is responsible to support Bechtel projects with heavy lift and heavy haul rigging services. This includes developing heavy haul and/or heavy lift rigging plans, reviewing heavy haul and/or heavy lift plans developed by others, and providing heavy lift rigging training services.

6.0

REQUIREMENTS

6.1

Field Engineering Manual Instruction F4.3, Construction Rigging Plans describes requirements for development, review, and approval of rigging plans and calculations for heavy and critical lifts.

6.2

Site Manager shall ensure that: a. Rigging plans and calculations are prepared and approved prior to all heavy and critical lifts. Unless otherwise approved by the Manager of Construction, heavy and critical lift plans shall be reviewed and approved by the BEO Rigging Department. b. Craft Supervision, Field Engineers, and the responsible construction craft are qualified and trained to develop rigging plans and to execute rigging work operations at the construction site. c. All heavy lift rigging equipment is periodically inspected in accordance with the project Safety and Health Plan. d. Appropriate site specific procedures are in place to control rigging planning and work execution.

6.3

The Site Manager shall submit a monthly rigging schedule to the Construction Manager showing all planned heavy and critical lifts.

6.4

When requested, the Site Manager shall submit to the Construction Manager for approval, Rigging Drawings and Procedures for heavy and critical lifts.

6.5

The Construction Manager is a resource for the construction sites and engineering offices in the development and planning for transportation, handling, rigging, and erection of major and critical vessels and equipment or other major lifts. The Construction Manager is also available to provide assistance to the Site Manager regarding rigging problems and give assistance on the construction of rigging systems and the development of new rigging methods.

6.6

Bechtel Equipment Operations (BEO) provides technical rigging support services and assists construction projects in the planning and execution of heavy lift rigging activities.

6.7

The Site Manager shall ensure that heavy lift crane operators are qualified to perform assigned duties.

S4.6-2


1997:Rev.3

Instruction S 4.7

S ite R adio Licens ing 1.0

PURPOSE

This instruction describes requirements for licensing site VHF/UHF 2-Way radio systems in the United States and Canada. 2.0

SCOPE

2.1

This instruction is applicable to 2-Way radio systems owned, rented, or leased by Bechtel on Bechtel Construction Company and Becon Construction Company, Inc. construction projects in the United States and Canada. This instruction is not applicable to client provided radio systems.

2.2

This instruction is not applicable to 2-Way radio systems owned, rented, or leased for use on international projects. These requirements vary by location and must be developed for each region, country, or project.

3.0

DEFINITIONS

3.1

Itinerant Frequency License Licenses granted to certain companies whose work precludes a radio base station to remain in one location for more than one year. This license is not exclusive to a company and several companies may use a single frequency.

4.0

REFERENCES

4.1

Information Technology Instruction No. 20, Radio Licenses/Systems Services

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for ensuring that appropriate licenses are obtained for all site radios and for ensuring that all site radios are operated in accordance with FCC regulations.

5.2

Information Technology (I/T) Network Communications I/T Network Communications is responsible for assisting the project and the Site Manager in obtaining radio licenses required for the site. I/T Network Communications coordinates and controls the regulatory aspects of all Bechtel-operated radio systems with the FCC.

6.0

REQUIREMENTS

6.1

United States Licensing Requirements

6.1.1 A project or location specific license is required for each VHF/UHF 2-Way radio base

© 1997

Bechtel Corp.


S4.7-1

Instruction S4.7

Site Radio Licensing

station that is in the same location for more than one year. Substantial fines can be assessed for unlicensed or improperly used radio equipment. 6.1.2 In some applications, an Itinerant Frequency License may be used on some projects of short duration. The Site Manager should contact IT Network Communications to determine if a specific project qualifies to use this type of radio license. 6.1.3

A FCC radio license, permanent or itinerant, cannot be transferred from one office or construction site to another.

6.1.4 To request a site radio license, the Site Manager must prepare a Bechtel Radio System FCC Licensing Application Information form (I/T Radio Systems Form 1216A) and submit the completed form to I/S Network Communications. I/T Network Communications will prepare the appropriate FCC applications to obtain the license. A minimum of 90 days should be allowed for the licensing process. 6.1.5

At the completion of the project, the Site Manager must return the project radio license to I/T Network Communications.

6.2

Canadian Licensing Requirements

6.2.1 Generally, all of the Bechtel authorized itinerant frequency licenses are worded to permit operation of low powered radios (i.e. hand held portable or mobile units with less than 5 watts E.R.P.) in Canada with no special clearances or permits. If higher powered equipment is required, special case by case clearances must be obtained. Special Canadian permits and cleared frequencies are normally obtained through the Bechtel License Coordinating Service, ITA (Industrial Telecommunications Association).

S4.7-2


1997:Rev.3

Instruction S 4.8

Field Procurement 1.0

PURPOSE

This instruction describes the technical support services provided to the Site Manager by Procurement for project execution. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

4.1

Field Procurement Procedures Manual

4.2

Field Engineers Manual, F6.1, Field Procurement and Material Control

5.0

RESPONSIBILITIES

5.1

Field Procurement Supervisor (FPS) The Field Procurement Supervisor is responsible for the execution of procurement activities at the construction site as described in the Field Procurement Manual.

5.2

Site Manager (SM) The Site Manager is responsible for providing daily project direction to the Field Procurement Supervisor and for field procurement activities on the project.

5.3

Multi-Project Acquisition Group (MPAG) The MPAG is responsible for developing and administering Multi-Project Acquisition Agreements (MPAs).

6.0

REQUIREMENTS

6.1

The Project Procurement Supervisor (PPS) provides procurement services at the site to support project execution. The Field Procurement Supervisor (FPS) provides the following assistance during project planning phase of the project: a. Assist the project team with preliminary project planning. b. Assist in the preparation of Project Master Procurement Documents for major procurements on the project. c. Conduct or participate in a site specific market survey for field procured materials.

© 1997

Bechtel Corp.


S4.8-1

Instruction S4.8

Field Procurement

d. Work with the MPAGs in administering MPAs. e. Assist in the development of a site specific logistics study to determine the best available methods of transporting materials to the site. f.

Implement the purchasing agreements outlined in the project Material Assignment Schedule.

g. Review and finalize the project procurement budget. h. Develop the Field Procurement group staffing plan for the project.

6.2

i.

Participates with the Site Manager in the planning of Field Procurement site facilities and equipment including required automation equipment.

j.

Prepare Individual Jobsite Instructions (IJI) defining project specif ic procurement activities at the site.

During the construction execution stage of the project, the Field Procurement Supervisor: a. Provides periodic reporting to the Regional Office, the Project Manager, and the Site Manager on the status of procurement activities on the project. b. Solicits bids, performs commercial bid evaluation, and prepares and administers purchase orders on behalf of the project. c. Develops subcontract formation documents, prepares subcontract commercial bid evaluations, and administers subcontract commercial terms. d. For MPAs used by field personnel, establishes blanket POs with the MPA supplier, and sets-up the release system in PTS. e. Provides expediting services for field issued purchase orders. f.

Coordinates Supplier Quality support for the project.

g. Administers the traffic and logistics program for the project including carrier selection, railroad car demurrage, and special truck shipment authorization on domestic projects and charter agreements, customs clearance, and port operations on international projects. h. Provides material management controls at the construction site including material receiving, site material storage control, inventory control, materials issue, security, outbound and return shipments, control of hazardous, explosive, or radioactive materials, and disposition of surplus materials. i.

Administers the procurement automation plan at the construction site including the Procurement Tracking System - PTS - (Bechtel Procurement System - BPS) and Toolhound software applications.

6.3

The Field Procurement Supervisor will monitor all procurement activities at the site for compliance with Corporate Policies related to Bechtel procurement of goods and services.

6.4

During the project close-out phase, the Field Procurement Supervisor will assist the project with dispositioning surplus and scrap material, releasing construction equipment, closing outstanding claims and backcharges, and turning over all procurement documentation to

S4.8-2


1997:Rev.3

Field Procurement

Instruction S4.8

the client including information on warranties and guarantees.

1997:Rev.3


S4.8-3

Instruction S 4.9

Cons truction E quipment Utilization 1.0

PURPOSE

To establish responsibilities and methods for planning, developing, pricing, and managing project construction equipment required to perform Bechtel construction services. 2.0

SCOPE

This instruction applies to all Bechtel direct hire construction projects under the administrative control of Bechtel Construction Operations Incorporated. 3.0

DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager shall prepare required equipment schedules and coordinate project equipment needs with Bechtel Equipment Operations (BEO).

5.2

Construction Manager The Construction Manager shall monitor project equipment planning management to ensure compliance with corporate policy.

5.3

Manager of BEO The Manager of BEO shall provide equipment services to Bechtel construction projects as outlined in this instruction.

6.0

REQUIREMENTS

6.1

Project Equipment Schedule Preparation

6.1.1

At the time the project bid proposal is developed and/or the proposed site execution plan is developed the Construction Equipment Schedule (Schedule F101) is prepared and sent to BEO for pricing and confirmation of equipment availability. This schedule becomes the basis for the project equipment budget. Whenever possible, BEO shall be brought in at the proposal development stage to participate in defining equipment requirements and to review heavy haul and heavy lift requirements.

6.1.2 Prior to site mobilization the project equipment schedule will be reviewed by the Site Manager and revised if necessary. A copy of the revised equipment schedule is sent to BEO and any changes to equipment prices or availability will be provided to the Site

© 1997

Bechtel Corp.


S4.9-1

Instruction S4.9


Manager. 6.1.3 A monthly review of the construction equipment schedule by site management is required to ensure that it supports the construction schedule. Any significant changes will require notification to BEO. 6.1.4 Quarterly the construction equipment schedule shall be formally updated, reviewed and approved by the Site Manager. A copy of the approved schedule shall be sent to the Manager of BEO. 6.2

Project Equipment Budget

6.2.1 The initial construction budget is established at the time that the project bid proposal is prepared. The budget is based on the construction plan and schedule and the site conditions and layout. A review of the budget/schedule shall be made prior to site mobilization and monthly thereafter. BEO shall be responsible for providing the project with equipment pricing and availability. 6.2.2 The Construction Equipment Budget shall include the following estimated costs based on industry standards or project estimates: a. Equipment rental months and total rental cost b. Freight in/out cost including third party rentals c. Assembly and disassembly cost d. Fuel and lube cost e. Maintenance and repair cost f.

Labor for maintenance and repair

g. Purchase cost of small equipment 6.3

BEO Equipment Support Services

6.3.1

BEO provide each construction project located in the USA and Canada inspection services that will include at least the minimum services detailed in Exhibit S4.9-1. International project sites will be determined on an as needed basis.

6.3.2 Prior to mobilization, the project Site Manager, in cooperation with BEO, shall prepare a project equipment schedule and forecast budget. This budget forecast will be reviewed quarterly or when the project scope or schedule is modified. 6.3.3 Unless otherwise approved by the Manager of Construction, the PFE shall ensure that all Critical and Heavy Lifts as defined in Section 6.0 of Field Engineering Manual, Instruction F4.3, Construction Rigging Plans are reviewed and approved by the BEO Rigging Department prior to the work being performed. 6.4

Construction Equipment Personnel

6.4.1 BEO shall provide functional management to non-manual Bechtel construction equipment personnel and provide Bechtel construction with qualified candidates for those projects requiring on site equipment personnel.

S4.9-2


1997:Rev.3


Instruction S4.9

6.4.2 All requests for project equipment supervision or equipment specialist shall be directed to the Manager of BEO for review and recommendation of candidates available. 6.4.3 On international projects, requests for equipment supervisors, mechanics, lubrication specialists, parts specialists and operators, should be directed to BEO for review and recommendations. 6.5

Construction Equipment Report Guidelines

6.5.1

The following reports are used to control of construction equipment usage, track equipment plan to actual, and control project equipment costs. Based on project scope and needs, additional reports may need to be developed to provide necessary asset control. BEO has additional forms/reports that have been developed to meet various project requirements. Refer to BEO for additional information. a. Daily Equipment Report (Form 36A) This report consists of an itemized listing of equipment units by type and ownership that is being utilized at the construction site each working day. The Site Manager shall direct whether this report is required on the project. b. Monthly/Quarterly Equipment Schedule (Form F101) This report identifies specific types of equipment and the quantity and compares forecast to actual utilization. c. Equipment Budget Summary (Form F102) This report is a financial summary of construction equipment budget to actual on a periodic basis. The report details construction equipment usage cost, transportation, maintenance, and equipment services.

6.5.2

Table S4.9-1 summarizes report frequency and distribution requirements. TABLE S4.9-1

EQUIPMENT REPORTING REQUIREMENTS

6.6

Special Instruction Report

Frequency

Distribution

Daily Equipment Report (36A)

Daily

Site Manager

Monthly

Manager of BEO

Monthly/Quarterly (F101)

Quarterly

Site Manager, Manager of BEO

Equipment Budget Summary (F102)

Quarterly

Site Manager, Manager of BEO

Construction Equipment

6.6.1 BEO shall provide construction equipment to all Bechtel construction projects (domestic 1997:Rev.3


S4.9-3

Instruction S4.9


and international) as detailed in the project equipment schedule on a cost basis. 6.6.2 Prior to mobilization, the Project Equipment Schedule will be reviewed to determine if any changes or modifications are required. BEO will provide the project with an equipment mobilization schedule to match the equipment schedule. The mobilization and equipment schedule will then be updated monthly. 6.6.3

Project equipment requirements that are not included on the equipment schedule are to be directed to BEO who will either supply the required equipment or advise potential sources of local supply. The equipment supplied by BEO shall be provided to the project at cost except in certain circumstances where project conditions or commercial terms do not allow the Bechtel entity to mark up services. The Project Manager and/or Construction Manager will be responsible for properly valuing these services when establishing commercial terms with the client. BEO will supply local market rates for equipment to assist the project in establishing pricing for these services. In certain cases, it may be economically feasible for the project to obtain specialized or short term equipment requirements from a local source. In these instances, BEO will assist the project in locating the required equipment and renting it directly from the local supplier.

6.6.4 The construction company president may grant exceptions to this policy if client or special project conditions prevent implementation of this policy. 6.7

S4.9-4

Following a standard automotive fleet policy for Bechtel construction sites can derive significant project cost savings. Exhibit S4.9-2, Standard Project Vehicle Fleet Policy, provides a summary of the fleet policy applicable to all Bechtel construction sites. Compliance with this policy will permit lower vehicle acquisition costs through advance fleet purchases from manufacturers in lieu of purchasing units from dealer stock.


1997:Rev.3


Instruction S4.9

FIELD SERVICE REPRESENTATIVE - PROJECT SERVICES EXHIBIT S4.9-1 Basic Project Services Include: • Assist projects source construction equipment requirements including third party

equipment/suppliers •

Equipment inspection

•

Provide inspection of all project equipment to determine that it meets OSHA requirements and is in safe operating condition

•

Evaluate project site operator and mechanic capabilities

• Annual OSHA inspection (see note below) •

Perform annual OSHA inspections and certification of lift equipment on site (see note below)

•

Provide equipment maintenance program

•

Establish project maintenance program on project site and provide periodic review of the maintenance program

• Assist project establish local parts and service support and rev iew the support system on a

quarterly basis Cost Reimbursable Services Include: •

Develop project equipment requirements for budget forecast and new project proposals

•

Operator training for material handling equipment

•

Operator certification and testing

•

Technical evaluation of equipment specifications and application

•

Technical supervision of erection and demobilization of major construction equipment

•

Supervision of site rigging/heavy lift operations

•

Equipment accident investigation and analysis

Note: Except in the state of California, which requires a certified, third party to perform OSHA inspections.

1997:Rev.3


S4.9-5

Instruction S4.9


STANDARD PROJECT VEHICLE FLEET POLICY EXHIBIT S4.9-2 Standard Site Vehicles: Approval Level:

Site Manager

Intermediate Sedans:

Ford Taurus GL Chevrolet Lumina

1/2 Ton Pickup:

Ford F150 Chevrolet K1500

1/2 Ton Pickup, 4X4


Specialized Vehicles and Utility Vehicles: Approval Level:

Site Manager - Recommend Construction Manager - Approve

1/2 Ton Pickup:


3/4 Ton Pickup, Extended Cab, 4X4:


Utility Vehicle, 4X2:

Ford Explorer Chevrolet S10

Utility Vehicle, 4 Door, 4X4:

Ford Explorer Chevrolet S10 Blazer

Special Conditions:

Special vehicles and selected utility vehicles require Construction Manager approval.

S4.9-6


1997:Rev.3

Instruction S 4.10

Project Clos e-Out 1.0

PURPOSE

This instruction describes the requirements for closing out active construction projects. 2.0

SCOPE

This instruction is applicable to all construction projects under the administrative control of Bechtel Construction Operations. 3.0

DEFINITIONS

3.1

Project Close-Out Project close-out is defined as those activities required at the completion of the project to ensure that all contract requirements have been satisfied and the contract may be closed.

4.0

REFERENCES

4.1

Project Manager's Manual

4.2

Prime Contracts Management Manual

4.3

Contract/Subcontract Management Manual

4.4


4.5

Personnel Policy Manual

4.6

Field Procurement Manual

4.7

Project Controls Department Procedures M anual

4.8

Construction Quality Manual

4.9

Bechtel Quality Control Manual, ASME Section I & VIII

4.10

Nuclear Quality Control Manual

4.11

Bechtel Management Instructions , Standard Operations Instruction G3I 000M 00001,

Records Management Program 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for developing a project construction close-out plan to ensure that all regulatory, contract, and quality program requirements are satisfied.

© 1997

Bechtel Corp.


S4.10-1

Instruction S4.10

Project Close-Out

6.0

REQUIREMENTS

6.1

To ensure that all construction project close-out requirements are identified, the Site Manager shall prepare a project construction close-out plan identifying activities that must be completed before the project is closed. Typical construction close-out activities may include: a.

b.

Demobilization of Equipment •

Disposition client owned construction tools and equipment

•

Disposition company owned construction tools, equipment, and materials

Acknowledgment of Clean-up •

c.

d.

Scrap and Surplus Equipment •

Disposition excess permanent plant materials

•

Turnover equipment spare parts required by the contract to the client

•

Complete furnished/reimbursable material reconciliation for the client

As-built Drawing Requirements •

e.

f.

g.

Prepare and submit required as-built drawings required by the contract

Facilities and Office Equipment Disposition •

Remove temporary construction buildings, facilities, fencing and structures from the site that will not be turned over to the client

•

Provide for the disposition all construction computer equipment and software on the project

•

Close temporary housing and/or camp leases

Historical Reports and Lessons Learned •

Complete project historical reporting per the requirements of the Project Controls Department Procedures Manual and the Contract/Subcontract Management Manual

•

Provide input to the corporate project lessons learned program

Disposition of Project Records •

S4.10-2

Obtain client written confirmation that the project site has been properly cleaned of construction debris and materials

Forward project records to the responsible Office & Administrative Services Manager for retention per Standard Operations Instruction No. G3I 000M 00001 and the project records retention plan if applicable


1997:Rev.3

Project Close-Out

h.

i.

j.

1997:Rev.3

Instruction S4.10

•

Retain back-up copies of all computer files and databases in accordance with the project records management plan

•

Turnover required vendor warranty, equipment manual, shop drawing, and installation record information to the client if required by the contract

•

Turnover required quality records including field weld NDE reports, post weld heat treatment records, inspection reports, material certification reports, and system test reports to the client if required by the contract

•

Turnover records of construction maintenance performed on permanent plant equipment to the client

•

Catalog all records turned over to the client and retain copies of the records in accordance with the project records management plan

Personnel Activities •

Provide 60 day notice to employees and notification to gov ernment agencies when the provisions of the Worker Adjustment and Retraining Notification (WARN) Act are applicable to projects in the United States

•

Provide advance notification to all non-manual employees subject to layoff in accordance with the site employment conditions

•

Ensure that appropriate action has been taken by the responsible organization to transfer or terminate all employees assigned to the project site

•

Destroy site personnel files that are exact duplicates of files kept in the Master Personnel File (MPF)

•

Store site personnel files that contain additional information not included in the Master Personnel File per MPF guidelines for a period of five years

Labor Relations •

Review project labor agreement for any special close-out activities or commitments

•

Close-out any applicable project labor agreements and conduct a close-out meeting with local union representatives

International Project Activities •

Support relocation of construction employees, authorized dependents, and personal eff ects

•

Cancel resident permits, host country driving licenses, and other local permits where required by local law

•

Conduct appropriate courtesy and other close-out meetings with US, British, and


S4.10-3

Instruction S4.10

Project Close-Out

other applicable consular staff

k.

l.

•

Conduct appropriate close-out meetings with local government agencies, industry bodies, and local community organizations

•

Terminate commercial and stand-by arrangements with emergency evacuation and medical transportation suppliers

Work Completion •

Complete all open items on turnover punchlists and obtain client written concurrence that all construction work is complete and satisfactory, together with contractual mechanical completion and turnover certification. Clearly establish the start of warranty date.

•

Obtain final inspections and certifications by local regulatory agencies

•

Close building and construction permits

•

Obtain required stamps for code systems and components

•

Provide warranty period support and monitoring as required by the contract and the project warranty procedure

•

Transfer major equipment warranty contact responsibility from Bechtel to the client where applicable

•

Review all regulatory, environmental, state, and local permits for any final notifications and close outs

Finance and Accounting •

Prepare client required property asset management reports

•

Close all local bank accounts, charge accounts, and service contracts set up to support the project

•

Notify the Bechtel insurance carrier when final written completion acceptance has been received from the client so Bechtel insurance coverage and premium payments can be discontinued

m. Contracts and Subcontracts

S4.10-4

•

Close out all contracts and subcontracts in accordance with the Contract/Subcontract Management Manual

•

Obtain a release of lien form from all major subcontractors

•

Ensure client has received acceptance certificates for any project work constructed by any third party

•

Submit contractor/subcontractor performance evaluations and historical reports Site Managers Manual

1997:Rev.3

Project Close-Out

Instruction S4.10

along with electronic copies of scope of work and reimbursement terms and send them to the BCOI Manager of Contracts n.

o.

Procurement •

Implement project close-out requirements of Field Procurement Manual including turnover of unfinished business such as claims to the client, release of retention moneys, and termination of procurement authority delegations

•

Resolve and close all open backcharges

•

Close all open construction purchase orders

•

Resolve and close all open OS&D reports

•

Obtain a release of lien form from all major vendors

•

Turnover reports to the client which detail any warranty work performed by vendors under Bechtel control and explain the impact, if any, on the vendor warranty obligations

Environmental, Safety and Health (ES&H) •

Satisfy safety and health records retention requirements defined in the Bechtel Environmental, Safety and Health Corporate Manual

•

Status all pending Workers' Compensation Claims and submit a final report to corporate ES&H

•

Satisfy environmental records retention requirements defined in the Bechtel Environmental, Safety and Health Corporate M anual and all applicable regulatory, environmental, state, and local permits

6.2

The final project construction close-out plan shall be coordinated with the appropriate functional departments and project management prior to implementation. In some instances, this close-out plan may become the construction section of a larger project plan and in other instances, it may be a stand alone document.

6.3

Records shall be retained in accordance with the Records Management Program’s Retention Schedule included in Standard Operations Instruction No. G3I 000M 00001. The Site Manager shall reference the Retention Schedule to determine the retention time and to determine who is responsible to maintain a record copy of each project document.

1997:Rev.3


S4.10-5

Instruction S 4.11

Construction Project Metric s 1.0

PURPOSE

This instruction provides guidelines for developing and implementing the use of construction project metrics to monitor project goals and objectives. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Construction Manager The Construction Manager is responsible for the sponsorship of the metrics program on assigned projects and for the establishment of construction goals.

5.2

Site Manager The Site Manager is responsible for implementation of the metrics program at the construction site and for coordinating the program implementation with Project Management. The Site Manager is also responsible for ensuring the metrics program relates to key result areas of the construction activities at the site.

6.0

REQUIREMENTS

6.1

Construction project goals should be established on a hierarchical basis and should reflect goals that can be achieved by the project. Construction project goals should meet the following requirements:

They must be: •

Specific

• Achievable and attainable

© 1997

•

Realistic and workable

•

Objective

•

Measurable and chartable (such that it can be compared against a goal, standard, or

Bechtel Corp.


S4.11-1

Instruction S4.11

Construction Project Metrics

other benchmark)

They mus t have: • A clear focal statement • A specific measurement device

6.2

Construction project goal objectives and achievements will be measured through the use of both qualitative and quantitativ e metrics. The goals are used to drive the direction the project wants to go.

6.2.1 Qualitative goals should be consistent for the entire metrics program and should include ratings of: •

Excellent

•

Very Good

•

Good

•

Poor

•

Unsatisfactory

6.2.2 Quantitative targets should be set for each qualitative goal. The most challenging but achievable target level should be rated as "excellent" with less challenging goals rated as "very good", "good", etc. 6.2.3 A chart should be prepared for every goal to monitor the quantitative metric. The chart will clearly define the goal target, and performance should be plotted against the target. 6.2.4 The Construction Manager may elect to review and approve project goals and metrics. 6.2.5 Construction project performance metrics against established goals should be reviewed on a quarterly basis as a minimum and appropriate action taken to ensure continuous improvement. 6.3

To ensure employee involvement, appropriate project metrics should be periodically published and issued to all employees assigned to the project.

6.3.1 Employees should also be made aware of the project metrics and may even participate in their development and setup.

S4.11-2


1997:Rev.3

Instruction S 4.12

Construction Training 1.0

PURPOSE

This instruction establishes requirements for implementing construction personnel training at construction sites. 2.0

SCOPE


DEFINITIONS

3.1

Corporate Training Corporate training is defined as those training programs, workshops, and modules that are included in corporate training catalogs

3.2

Project Specific Training Project specific training is defined as the training that is performed to ensure that employees understand project requirements.

4.0

REFERENCES

4.1

Field Engineering Manual, Instruction F2.1, Project Organization, Administration, and Training .

4.2

Construction Employee Development Handbook

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to ensure that construction employees assigned to the project have the opportunity to participate in training programs and that training done at the construction site is properly implemented and documented.

5.2

Construction Training Coordinator The Construction Training Coordinator shall maintain a schedule of construction training workshops and post the schedule on the BecWeb for general information. The Training Coordinator shall also provide summaries of specific employee training records as required.

6.0

REQUIREMENTS

6.1

Corporate training performed at the construction site shall be documented on Course Roster shown in Exhibit S4.12-1. The completed roster shall be submitted to the Construction Training Coordinator when the training is completed for entry into the

© 1997

Bechtel Corp.


S4.12-1

Instruction S4.12


corporate training database. 6.2

S4.12-2

Project specific training performed at the construction site shall be documented in accordance with project procedures.


1997:Rev.3


Instruction S4.12

BECHTEL COURSE ROSTER EXHIBIT S4.12-1

COURSE ROSTER DATE: COURSE-ID:

COURSE TITLE:

INSTRUCTOR NAME(S): PROJECT NUMBER:

PROJECT NAME:

SCHOOL OR LOCATION WHERE GIVEN:

Bechtel

COURSE COMPLETION DATE:

Other (specify) COURSE LENGTH:

EMPLOYEE NO. NAME

Hours EMPLOYEE NO.

CEU*

NAME

1.

26.

2.

27.

3.

28.

4.

29.

5.

30.

6.

31.

7.

32.

8.

33.

9.

34.

10.

35.

11.

36.

12.

37.

13.

38.

14.

39.

15.

40.

16.

41.

17.

42.

18.

43.

19.

44.

20.

45.

21.

46.

22.

47.

23.

48.

24.

49.

25.

50.

CEU*

* Check if Continuing Education Unit credit requested INSTRUCTOR:

DATE:

FORM T_TRAIN.DOC 1997:REV.2

1997:Rev.3


S4.12-3

Instruction S 5.1

Labor R elations 1.0

PURPOSE

This instruction outlines the requirements for the preparation of a Project Labor Relations Action Plan. 2.0

SCOPE

This instruction is only applicable to direct hire projects constructed by Bechtel Construction Company (BCC). 3.0

DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Manager of Labor Relations The Manager of Labor Relations is responsible for the development of Project Labor Relations Action Plans for all direct hire projects constructed by BCC.

5.2

Site Manager The Site Manager is responsible for assisting in the development of the Project Labor Relations Action Plan and for approving the plan prior to implementation on the project.

6.0

REQUIREMENTS

6.1

The Project Labor Relations Action Plan defines the labor provisions applicable to the specific construction project. The plan includes the following:

© 1997

a.

Building Trades Organizational Structure

b.

Local Union Organizational Structure

c.

Labor Agreement

d.

National Alliance Agreement Programs and Implementation Conferences

e.

Jobsite Work Rules

f.

Jurisdiction

g.

Plan for Jurisdictional Disputes

h.

Wage Bulletins

Bechtel Corp.


S5.1-1

Instruction S5.1

Labor Relations

i.

New Hire Procedure

j.

Immigration Processing

k.

Equal Employment Opportunity (EEO) / Affirmative Action (AA) / Americans with Disabilities Act (ADA)

l.

Termination Procedure

m. Grievances

S5.1-2

n.

Work Stoppages

o.

National Labor Relations Board (NLRB) Charges

p.

Trust Documents

q.

Procurement and Subcontracts

r.

Project Reports

s.

Contractor Signatory Agreement

t.

Drug and Alcohol Screening


1997:Rev.3

Instruction S 5.2

Industrial Relations 1.0

PURPOSE

This instruction describes the requirements for implementation of the Becon Industrial Relations Field Personnel Policy on the project. 2.0

SCOPE

This instruction is only applicable to direct hire construction projects managed and constructed by Becon Construction Company, Inc. 3.0

DEFINITIONS

None 4.0

REFERENCES

4.1

Becon Hourly Personnel Policy Manual

5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for implementation of the Industrial Relations Policy requirements at the construction site.

6.0

REQUIREMENTS

6.1

The Becon Hourly Personnel Policy Manual fully describes Industrial Relations policy requirements. The following is included in the manual:

© 1997

a.

General requirements including Becon general policy requirements, Equal Employment Opportunity (EEO), Affirmative Action (AA), Americans with Disability Act (ADA), and Sexual Harassment.

b.

Employment requirements including work rules, employment requisitions, personnel selection and recruitment, and medical examinations.

c.

Travel and relocation policy for key non-manual hourly personnel, General Foremen and Foremen.

d.

Administrative requirements including discipline, absences, terminations, and applicant advertising.

e.

Benefit requirements including insurance, vacations, service awards, and family and medical leave.

f.

Company sponsored training and development programs.

g.

Personnel record requirements including itemized relocation allowances, exit interviews, and records retention.

Bechtel Corp.


S5.2-1

Instruction S 5.3

International Labour Relations 1.0

PURPOSE

This instruction describes the requirements for development of a Labour Relations Action Plan for international projects. 2.0

SCOPE

This instruction is applicable to projects managed by Bechtel international construction entities. 3.0

DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Regional Labour Relations Manager The Regional Labour Relations Manager is responsible for the development of Labour Relations Action Plans for assigned projects.

5.2

Regional Manager of Construction The Regional Manager of Construction is responsible for assisting in the development of labour relations action plans for assigned projects and for approving them for implementation.

5.3

Site Manager The Site Manager is responsible for assisting in the development of the project Labour Relations Action Plan and for its implementation at the jobsite.

6.0

REQUIREMENTS

6.1

In view of the diversity of international operations and the significant differences in labour legislation between the various countries, a detailed international instruction is not practicable.

6.2

Regional Labour Relations Managers are located in London for the EAMS (Europe, Africa, the Middle East, and Southern Asia) region, Santiago for the Latin American region, Melbourne for the Asia Pacific region and San Francisco for the North American Region. These managers should be consulted prior to project mobilization in their region.

© 1997

Bechtel Corp.


S5.3-1

Instruction S5.3

6.3

S5.3-2

International Labour Relations

It is Bechtel's policy is to develop a Labour Relations Action Plan for international projects that fully complies with all host country and appropriate U.S. Labor legislation. The minimum requirements for this plan can be obtained from the responsible Industrial Relations Manager.


1997:Rev.3

Instruction S 5.4

Work S toppag e Notification 1.0

PURPOSE

This instruction provides instructions to the Site Manager on the method of notifying management of any work stoppage on the construction site. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to make the notifications required by this instruction.

6.0

REQUIREMENTS

6.1

This instruction is intended to notify key management personnel regarding work stoppages by Bechtel or subcontractor/contractor employees at the construction site. Work stoppages are of prime importance to management and as a consequence, full compliance with this instruction is vital.

6.2

The field organization must utilize the most expedient means of notifying the designated key management personnel of the existence of a work stoppage. On some sites this may be by electronic mail and at other sites it may be by FAX. The Site Manager must review the communications methods available at the site and determine the most expedient method of communication available to comply with this instruction.

Note: All written communications should be noted as Urgent and Hand Deliver . 6.3

6.4

When a work stoppage occurs, the Site Manager must immediately notify the following personnel by telephone and in writing as described in paragraph 6.2 above: •

The Construction Manager

•

The Project Manager

Copies of written notification shall also be sent to: •

© 1997

Responsible Manager of Construction

Bechtel Corp.


S5.4-1

Instruction S5.4

•

Work Stoppage Notification

The Manager of Labor Relations/Industrial Relations

6.5

In the event the Site Manager is unable to reach the Construction Manager, the responsible Manager of Construction and/or Construction Company President shall be notified by telephone as an alternate.

6.6

The following information should be submitted as part of the work stoppage notification: •

Construction site name and location affected

•

Date and time work stoppage began

•

Craft(s) involved, including any subcontractors or contractors, by craft and number

•

Probable and actual cause, if known or available

• Any action or involvement with authorities

6.7

The Site Manager shall send daily progress reports to the Project Manager and the responsible Construction Manager detailing any change in conditions until the work stoppage ends.

6.8

The Site Manager shall send a final report at the end of the work stoppage, describing the basis of the return to work and the craft and total job hours lost.

6.9

The Construction Manager is available to provide guidance if the Site Manager has questions or requires clarification regarding work stoppage reporting requirements.

S5.4-2


1997:Rev.3

Instruction S 6.1

Construction S ite Force R eporting 1.0

PURPOSE

This instruction establishes requirements for daily construction project site force reporting for manual, non-manual, subcontractor, and contractor personnel working at the construction site. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for defining the requirements for force reporting at the construction site.

6.0

REQUIREMENTS

6.1

Force reports consist of itemized lists of all manual, non-manual, subcontractor, and contractor personnel working at the construction site. Sample force reports generated by the GATEWorks timekeeping system are shown in Exhibits S6.1-1 - S6.1-6. Other force report forms or methods required by the project or the operating company may be used as required by project conditions. A sample of a manually generated daily force report is shown in Exhibit S6.1-7.

6.1.1

GATEWorks is a flexible software application designed to accommodate most Bechtel project reporting needs. Through the Set Up portion of the application, projects have the ability to track direct hire craft and/or (sub)contractors by craft and class or by total number only for each craft or subcontractor.

6.2

The daily force report is intended to assist the Site Manager and the site construction team in managing the construction effort and in planning the overall project staffing requirements. The Site Manager shall determine the extent and manner of use of the daily force report.

6.3

The timekeepers normally prepare force reports for each shift at the construction site.

© 1997

Bechtel Corp.


S6.1-1

Instruction S6.1

6.4


The GATEWorks timekeeping system shall be implemented on all Bechtel direct hire projects. This application permits automated gate entry and exit monitoring and generates a variety of craft labor management reports. The GATEWorks timekeeping system affords the following advantages to the project: a.

Prepares a Gate Log noting the hours worked by each employee for the day

b.

Attaches to the Foretime database (mdb file) and loads rounded total clock time for each employee for a specific day and shift.

c.

Over the life of the project, the system can provide a significant savings in nonmanual job hours by automating the timekeeping process

d.

The system is on line 24 hours a day and as a consequence non-manual timekeepers are not required for time office support when construction craft work overtime

6.5

Several key functionality enhancements have been made to the GATEWorks program and include: multiple selection of items from a data window; cost centers subdivided into labor levels; dynamic function keys for quick data selection; and accrual of all overtime separately until approved.

6.6

The following sample GATEWorks force reports are attached:

6.7

S6.1-2

a.

Force Report, Exhibit S6.1-1

b.

Absentee Report, Exhibit S6.1-2

c.

Gate Log, Exhibit S6.1-3

d.

Employment Notice (Hire Slip), Exhibit S6.1-4

e.

Termination Slip, Exhibit S6.1-5

f.

Daily Time Edit Report, Exhibit S6.1-6

Exhibit S6.1-7 shows a sample daily construction site force report using manual timekeeping methods.


1997:Rev.3


Instruction S6.1

FORCE REPORT EXHIBIT S6.1-1

1997:Rev.3


S6.1-3

Instruction S6.1


ABSENTEE REPORT EXHIBIT S6.1-2

S6.1-4


1997:Rev.3


Instruction S6.1

GATE LOG EXHIBIT S6.1-3

1997:Rev.3


S6.1-5

Instruction S6.1


EMPLOYMENT NOTICE (HIRE SLIP) EXHIBIT S6.1-4

S6.1-6


1997:Rev.3


Instruction S6.1

TERMINATION SLIP EXHIBIT S6.1-5

1997:Rev.3


S6.1-7

Instruction S6.1


DAILY TIME EDIT REPORT EXHIBIT S6.1-6

S6.1-8


1997:Rev.3


Instruction S6.1

SAMPLE MANUAL DAILY FORCE REPORT EXHIBIT S6.1-7 BECHTEL FORCE REPORT (ENT ER PROJECT NAME & JOB NUMBER) WEATHER:

PREPARED BY: BECHTEL PERSONNEL

CRAFT

SCH MIN

FEM ABS APP JRY F

SUBCONTRACTOR PERSONNEL GF

TOTAL JOY THM MOR GEC PCI RCC VK

ZAR FE

GRAND TOTAL TOTAL

BRICKLAYERS BOILERMAKERS CEMENT MASONS CARPENTERS ELECTRICIANS ELEVATOR INSULATORS IRONWORKERS LABORERS LA HEAVY MILLWRIGHTS OPER ENGRS OE SURVEYORS PAINTERS ROOFERS PIPEFITTERS SHEET METAL SPRINKLER FITTERS TRUCK DRIVERS WAREHOUSE TOTAL MANAGMENT SUPERVISION ENGINEERS PROCUREMENT FIN/ACCTG SAFETY STARTUP PROJ CONTROLS CONTRACTS TOTAL GRAND TOTAL LEGEND:

1997:Rev.3

MOR

=

F.E. MORAN

ZAR

=

ZARNAS

VIK

=

VIKING

FW

=

FOSTER WHEELER/ZACK

POL

=

PLOYMER COATING

JJM

=

J.J. MARTIN

JOY

=

JAY NATL STEEL PCI

GEC

=

GEC ALSTROM/O'CONNOR/GOGAN/BRAND

THM

=

THOMAS ROOFING

RCC

=

RAILROAD CONSTRUCTORS

SCH

=

SCHEDULED

APP

=

APPOINTMENT

MIN

=

MINORITIES

JRY

=

JURY DUTY

FEM

=

FEMALE

F

=

F OREMAN

ABS

=

ABSENT

GF

=

GENERAL FOREMAN


S6.1-9

Instruction S 6.2

Labor R eport 1.0

PURPOSE

This instruction establishes requirements for the preparation of a periodic labor report to track absenteeism, overtime, and the use of the various craft classifications at the construction site. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to define the frequency and usage of the Labor Report at the construction site.

6.0

REQUIREMENTS

6.1

The Labor Report shows the average number of personnel on the Bechtel manual payroll at the construction site. The report can be broken down by each craft and pay classification. The report can also identify the total straight time and overtime hours worked by each craft for the pay period. The average number of subcontract and contractor personnel can also be identified by craft.

6.2

Timekeeping and payroll normally prepare the labor report. On projects using the GATEWorks timekeeping system, the Labor Report is available automatically from the computer system. A sample report is shown in Exhibit S6.2-1. This report is a sample only. Other report forms may be used as required by project or operating company requirements.

6.3

This labor report is intended to assist the Site Manager in managing the construction effort at the construction site. The frequency of reporting and the usage of the report must be determined by the Site Manager.

© 1997

Bechtel Corp.


S6.2-1

Instruction S6.2

Labor Report

SAMPLE LABOR REPORT EXHIBIT S6.2-1 PREPARED BY: TELEPHONE NUMBER:

MONTH: AVERAGE MONTHLY EMPLOYMENT BECHTEL CRAFT

TOTAL HOURS WORKED

w/ SUBS

BECHTEL ONLY

GRAND ABS

NJ

APP

J

F

GF

TOTAL SUB TOTAL ST HRS OT HRS TOT HRS

ASBESTOS WORKERS BOILERMAKERS - MECHANICAL BOILERMAKERS - WELDERS BRICKLAYERS CARPENTERS CEMENT MASONS ELECTRICIANS - WIRE ELECTRICIANS - LINE IRONWORKERS - STRUCT IRONWORKERS - REBAR LABORERS MILLWRIGHTS OPERATING ENGR PAINTERS PIPEFITTERS - FITTERS PIPEFITTERS - WELDERS SPRINKLER FITTERS SHEET METAL SURVEYORS TEAMSTERS OTHER (SPECIFY):

TOTAL MANUAL INSTRUCTIONS:

1. SHOW A VE R A G E NUMBER OF CRAFT EMPLOYED/ABSENT DURING MONTH 2. SHOW TOTAL STRAIGHT-TIME AND TOTAL OVERTIME MANUAL JOBHOURS WORKED DURING MONTH 3. NON-JOURNEY INCLUDES HELPERS, PRE-APPRENTICES, AND SUB-JOURNEY MANUAL CRAFT STATUS LEGEND:

S6.2-2

ABS

=

ABSENT

ST HRS

=

STRAIGHT TIME HOURS

NJ

=

NON-JOURNEYMAN

OT HRS

=

OVERTIME HOURS

APP

=

APPRENTICE

TOT HR

=

TOTAL HOURS

J

=

JOURNEYMAN

F

=

FOREMAN

GF

=

GENERAL FOREMAN

SUB

=

SUBCONTRACTOR


1997:Rev.3

Instruction S 6.3

Critical Crafts R eport 1.0

PURPOSE

This instruction establishes a method by which the Site Manager advises the responsible Construction Manager of critical craft requirements. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to define the frequency and usage of the Critical Crafts Report.

6.0

REQUIREMENTS

6.1

The Critical Crafts Report shown in Exhibit S6.3-1 includes information on: a.

The total craft required on the project

b.

The number of craft on the payroll

c.

The current staffing shortages

d.

The number of craft on request

e.

The number of craft scheduled to report

f.

The number of craft terminated during the week

g.

The estimated number of craft required for the next two months and at peak staffing

6.2

This report is normally compiled by the Project Controls department on the project and is utilized on direct hire projects that are encountering difficulty in recruiting sufficient craft to support the construction schedule.

6.3

This report is intended to assist the Site Manager in managing the construction effort when a craft shortage has developed or is anticipated. The frequency of reporting and usage of this report must be defined by the Site Manager.

© 1997

Bechtel Corp.


S6.3-1

Instruction S6.3

6.4

6.5

S6.3-2


The following guidelines are suggested in using the report: a.

Use the Shortages Section of the report to call for assistance in staffing the project, or if shortages have not yet developed, use the Shortages Section to forewarn of future assistance that may be required.

b.

Use the Surpluses Section to identify surplus craft that will be coming available in the geographical area. Other areas and projects can use this information in planning their recruiting efforts.

If the project is losing craft despite shortages, the appropriate Superintendent(s) should conduct exit interviews with those terminating. The results of the interview should be used to develop corrective actions to retain crafts on the project.


1997:Rev.3


Instruction S6.3

SAMPLE CRITICAL CRAFTS REPORT EXHIBIT S6.3-1

REPORT OF CRITICAL CRAFTS This report to be submitted at close of work each Friday to the responsible Labor Relations Representativ e. (To be submitted only when a shortage has developed and assistance is required or when a shortage is anticipated.) DATE:

PROJECT STATUS AS OF FRIDAY (ENTER DATE):

PROJECT NO.:

PROJECT NAME:

PROJECT LOCATION: BOI LERMAKER

BOI LERMAKER WELDER

PIPEFITTER

PIPEFITTER WELDER

ELECT RI CI AN

OT HER ( SPE CI FY)

/

/

/

/

/

/

Requirement On Payroll Shortage On Order with Local Union Received during this Week Lost during this Week (Discharged, Quit, or R.I.F.) Estimated Requirements for next Month Estimated Requirements for Month after next Estimated Peak Requirements/ Date (Month/Year)

SHORTAGES (CHECK ONE):

I need immediate assistance in filling shortages in these crafts: I anticipate these craft shortages (names & dates): SURPLUSES:

I understand there are surpluses in the following crafts (names & dates): Future area surpluses may be expected to develop in the following crafts (names & dates): ADDITIONAL COMMENTS (Include reoccurring reasons for di scharges and quits):

SUBMITTED BY:

DATE:

FORM T_C_CRIT.DOC 1997:REV.0

1997:Rev.3


S6.3-3

Instruction S 6.4

Construction E quipment Report 1.0

PURPOSE

This instruction provides the Site Manger a means of recording and tracking all construction equipment in use at the construction site. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for defining the frequency of reporting and the use of construction equipment reports on the project.

6.0

REQUIREMENTS

6.1

The Construction Equipment Report consists of an itemized listing of each piece of construction equipment being utilized at the construction site. A sample report is shown in Exhibit S6.4-1.

6.2

The Field Superintendent or Equipment Superintendent normally prepares this report. The report is also used to record and track equipment used by each contractor and subcontractor on site.

© 1997

Bechtel Corp.


S6.4-1

Instruction S6.4


SAMPLE CONSTRUCTION EQUIPMENT REPORT EXHIBIT S6.4-1

BECHTEL CONSTRUCTION EQUIPMENT REPORT DATE: PROJECT NUMBER:

PROJECT NAME:

(SUB)CONTRACT NO.:

(SUB)CONTRACTOR: REPORTED BY:

DESCRIPTION

Cars Pick-Ups Jeeps Vans, Mini Bus, Taxi Ambulance Trucks:

JOB OWNED

RENTAL

TOTAL

DESCRIPTION

•

Mixers

Tractor

•

Creter Crane

•

H.D. Tractor

•

Buckets

•

Dump

•

Vibrators

•

Transit Mix

•

Batch Plant

•

Flatbed

•

•

Fuel

Pumps, Concrete Welders, Electric

•

Water

Welders, Eng. Driven

Other Buses

Pumps: •

Test

Trailers:

•

Reciprocating

•

Highboy

•

Centrifugal

•

Lowboy

•

•

Farm

TOTAL

Submersible Compressors, Air

Other Compactor, Towed

Generating Sets:

Rollers, Self-Drive

•

Tractors, Utility Backhoe Loaders

•

Pipe Bender

Loaders, Front End

•

Abrasive Cutter

Bulldozers

•

Pipe Threader

Excavators

•

Graders Pipelayers

•

Crewboats

Forklifts

•

Speedboats

Manlifts

•

Tugboats

Cranes, Truck

•

Barges

•

RENTAL

Cranes, Crawler Hoists And Winches Tuggers, Air Asphalt Equipment Concrete Equipment:

•

•

JOB OWNED

•

Mobile

Stationary Shop Equipment:

Rebar Shears Boats:

COMMENTS:

S6.4-2


1997:Rev.3


Instruction 6.4

FORM T_EQTRPT.DOC 1997:REV.1

1997:Rev.3


XN-3

Instruction S 6.5

Cons truction Prog res s R eporting 1.0

PURPOSE

This instruction provides a standard method for the Site Manager to report site activities. The main purpose of this report is to provide the Site Manager with a summary of construction progress and a means to highlight significant construction events at the site. This report can also be used to summarize construction activities for project management. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for defining the frequency and use of construction progress reports on the project.

6.0

REQUIREMENTS

6.1

The Construction Progress Report provides a narrative type summary of significant construction progress that has been achieved during the reported construction period of the project. The report includes: •

The construction status (Scheduled and Actual percent complete) - this period and to-date

•

Productivity Factor for Craft – this period and to date

•

The average size of the field force (manual, non-manual, and contractor personnel)

•

Weather conditions at the site for the period

•

Safety performance at the site f or the period including a discussion of any accidents

• A discussion of any work stoppages • A summary of major construction activities for the period

© 1997

Bechtel Corp.


S6.5-1

Instruction S6.5


•

Commodity installation progress

•

The progress and status of major contracts and subcontracts

• A summary of any special concerns such as safety trends based on first aid cases,

quantity growth, or subcontractor performance. 6.2

Attached Exhibit S6.5-1 is a sample of a Construction Progress Report.

6.3

The report includes progress through the end of the period. It is not recommended that the overall length of the report, excluding attachments, exceed six pages.

S6.5-2


1997:Rev.3


Instruction S6.5

SAMPLE CONSTRUCTION PROGRESS REPORT EXHIBIT S6.5-1 BECHTEL CONSTRUCTION COMPANY INDIANTOWN COGENERATION PROJECT P.O. BOX 939 INDIANTOWN, FL 34956-0939

WEEKLY CONSTRUCTION PROGRESS REPORT NO. 22 WEEK ENDING APRIL 30, 1994 AVERAGE FIELD FORCE: Bechtel Non-Manual

40

Craft

85

Subcontractor Personnel

60

Total

185

WEATHER Monday was partly cloudy with the temperature in the upper 70's Tuesday was rainy with the temperature in the upper 70's Wednesday was cloudy with the temperature in the upper 70's Thursday was rainy with the temperature in the lower 80's MEDICAL STATUS Bechtel

Subcontractors

First Aid

Medical

Lost Time

First Aid

Medical

Lost Time

56

0

0

32

0

0

7

0

0

10

1

0

To Date This Period

COST/SCHEDULE STATUS Schedule % Complete Actual % Complete Craft PF Cost Factor (CF/CB)

1997:Rev.3

This Period 3.0 3.2 1.10 N/A


To-Date 30.1 32.4 0.95 0.98

S6.5-3

Instruction S6.5


SAMPLE CONSTRUCTION PROGRESS REPORT EXHIBIT S6.5-1

CONSTRUCTION ACTIVITIES: DIRECT HIRE ACTIVITIES • Began post-tensioning the county road bridge precast sections. • Continued erecting formwork and installing rebar for the Turbine building sumps and vaults. • Poured two (2) Turbine Building sumps. • Continued erecting formwork and installing rebar for the Turbine Pedestal mat. • Continued installation of ductbank for the Turbine building. • Continued unloading and inventory of construction tools and supplies received from other jobsites. • Continued fabrication of the Circulating water piping. • Continued excavation for the Circulating water pipe trench. SUBCONTRACTORS ACTIVITIES SITE PREPARATION: • Continued construction of the berms f or the Cooling W ater Storage Ponds. • Continued laying coquina rock base on the county road south and west of the powerblock. • Continued maintenance of silt fencing around the protected areas. • Continued installation of the sub-ballast for the railroad spur north of the powerblock area. Pile Driving: • • • •

Continued driving production piles in the Fly Ash silo area. Began driving production piles in the evaporator area. Began placing concrete in production piles. Prefabbed rebar cages and pile shells.

Other Subcontracts: • •

Continued installation of fabric for the permanent plant fencing. Continued installation of the modules for the temporary construction offices.

ITEMS OF CONCERN: • Availability of temporary construction utilities.

SCHEDULE STATUS: •

The Indiantown Cogeneration Project is working towards a 36 month completion date. All construction activities are on or ahead of schedule.

S6.5-4


1997:Rev.3


Instruction S6.5


1997:Rev.3


S6.5-5

Instruction S6.5



S6.5-6


1997:Rev.3


Instruction S6.5


1997:Rev.3


S6.5-7

Instruction S6.5



S6.5-8


1997:Rev.3

Instruction S 6.6

Critical Items Lis t R eport 1.0

PURPOSE

This instruction provides the Site Manager with a method of identifying and reporting critical items that have the potential of impacting the project schedule or cost. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for identifying and reporting critical items and actions on the project and for defining the f requency and use of the reporting on the project.

6.0

REQUIREMENTS

6.1

The Critical Items List Report flags priority items on the critical path, which require immediate attention and action to enable construction to proceed without incurring delays in the construction schedule or additional costs. A sample report is shown in Exhibit S6.6-1.

6.2

Only those items of a critical nature should be listed on this report. Completed or low priority items should be deleted.

© 1997

Bechtel Corp.


S6.6-1

Instruction S6.6

Critical Items List Report

SAMPLE CRITICAL ITEMS LIST REPORT EXHIBIT S6.6-1

CRITICAL ITEM - ACTION REPORT REPORT NO.: 20874-16 ITEM NO. 11

DESCRIPTION Expedite response to FME-1159 & disposition to NCR’s 1120 & 1127

12

Issue Spec 8031P-303 Rev. 1 for use

13

Expedite engineering review on change from hydraulic to mechanical snubbers

14

Release small pipe standard support details

15

Expedite release of remaining hanger drawings in 687/217

S6.6-2

DATE: 16 Jun 96 MTG. NO.

FLOAT

-20 weeks FP&S 302

-23 weeks FP&S 401

PAGE: 1 OF 1

COMMENTS “Hold” on Swepco stainless steel pipe

ACTION Client concurrence to remove “Hold” requested

RESPONSIBILITY HO Engineering

Large number of FCR’s are generated due to lack of cleanliness spec

To be reissued for client comments 10/3 on BLP-9489

HO Engineering

All hydraulics placed on “Hold” per ETF-747

Letter of recommendation to client was forecast 10/31

HO Engineering

Required for material procurement

Bill of Material for hanger critical supports 11/15

HO Engineering HO Construction

Start of installation scheduled for 2/22

Forecast 2/1

HO Engineering


1997:Rev.3

Instruction S 6.7

Prog res s Photog raphs 1.0

PURPOSE

This instruction provides a method to the Site Manager to monitor construction progress through the use of periodic progress photographs. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for defining the frequency and use of construction site progress photographs.

6.0

REQUIREMENTS

6.1

Normally four to eight aerial or fixed ground station photographs of the construction site are taken each month to document the progress of construction and may be included in the construction progress report. Potential uses of aerial progress photos at the site include: •

Monitoring and planning temporary facilities

•

Monitoring site traffic and parking areas

•

Monitoring on site and off site borrow and spoil pits

•

Monitoring environmental compliance

6.2

When ground stations are normally used for progress photographs, two or three camera stations are established for periodic photographs to indicate overall progress. Photos are taken at intervals that will show a significant amount of progress in comparison with earlier photos taken from the same positions.

6.3

If progress photos of subcontractor work are taken, they should identify the subcontractor’s name in the description. If done correctly, these photos can help substantiate agreement or denial of subcontractor claims.

© 1997

Bechtel Corp.


S6.7-1

Instruction S6.7

Progress Photographs

FIGURE S6.7-1 SAMPLE DIGITAL PHOTOGRAPH

6.4

6.5

Photog Photograp raphs hs shall shall be be numbe numbered red and mounte mounted. d. A desc descript ription ion and date date of of the pictur picture e shal shalll be provided with each photo. photo. Progress photograph negatives negatives shall be numbered to correspond with the prints and will be retained in the project files. a.

The construction construction site progress photo camera should be provided prov ided with with a date back feature to automatically date all photos taken.

b.

Digital Digit al cameras shall be used to take progress photographs and to enable the project to store progress photographs electronically. electroni cally. Figure S6.7-1 shows a sample sample digital digit al photograph of a construction site.

On some some proj project ects, s, prog progres ress s photo photogra graph phs s may be be accomp accomplis lished hed thro through ugh the the use use of of video taping the site. Videos with narration explaining explainin g the work processes processes and project progress can provide better documentation of work progress than still photographs. a.

S6.7-2

Using commercially commerciall y available availabl e computer video capture devices, still still digital images can be captured from videotapes and saved saved electroni cally. These may then be used as project progress photographs.


1997:Rev .3


Manual E mploy mployee ee Track Tr ack i ng P r og ram 1.0

PURPOSE

This instruction provides the Site Manager with a method of recording key information on general foremen, foremen, and journeymen with certain special skills and/or security clearances. 2.0

SCOPE


DEFINITIONS

3.1

Construction ion HRIS (C (CHRIS) CHRIS is a module within HRIS that provides a consolidated database of craft applicants, currents and ex-employees. ex-em ployees. CHRIS enables the tracking of employees, reassigning crafts, and tracking certification and performance of employees.

4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible for defining the requirements for usage of this program on the project.

6.0

REQUIREMENTS

6.1

The Manual Manual Employee Employee Tracking Tracking Program Program is is designe designed d to to track track the specia speciall skills skills of construction craft on the project. This informati on may then be used to recall craft by name based on those special special skills or security clearances. The program is most beneficial benefici al on projects of long duration that provide outage and maintenance support support to a facility.

6.2

To implemen implementt use use of the the progr program, am, the the Site Manage Managerr and and the Field Superint Superintend endent ent will complete a Manual Employee Tracking and Evaluation form for each general foreman, foreman and journeyman with with a special skill and/or security clearance. Utilizing Utilizi ng the completed forms collected from the craft superintendents, the craft information will be entered into CHRIS. CHRIS Reports can then be tailored to identify identif y manual employees by craft, location, skills, security clearances, overall evaluation rating, and willingness to relocate.

6.3

Exhibi Exhibitt S6.8-1 S6.8-1 sho shows ws a sample sample Man Manua uall Employ Employee ee Tra Track cking ing and and Evalu Evaluati ation on For Form. m.

1997 © 19

Bechtel Corp.


S6.8-1

Instruction S6.8

Manual Employee Tracking Program

SAMPLE MANUAL EMPLOYEE TRACKING AND EVALUATION FORM EXHIBIT S6.8-1

MANUAL EMPLOYEE TRACKING/EVALUATION BACKGROUND:

Last Last Name: Name:

First First Name: Name:

Social Security Number: Home Address:

-

Midd Middle le Initi Initial al::

-

Street: City: State:

ZIP:

Home Phone Number: Craft:

Local Local Union Union No:

Proj Projec ect: t:

Job Job No.: No.:

Project Project Location Location:: Present Position:

Project Project Type: Type: General Foreman

Willing To Relocate Relocate::

Yes

Foreman

Journeyman

Welder Welde r

Other (specify) (specif y)

No Comments Comments::

INDUSTRY EXPERIENCE:

Years As:

GF

Foreman Foreman

Journeyman Journeyman

Welder

Other (specify)

BECHTEL EXPERIENCE:

Projec Project: t:

Positi Position: on:

Months Months::

Projec Project: t:


Months Months::

Projec Project: t:


Months Months::

SECURITY CLEARANCES:

Department of Defense (DOD): Department of Energy (DOE):

Top Secret Q

Secret

L

Nuclear Plant Clearances (Specify Plants): Plants): Other (FBI, etc.), etc.), Specify: Specify: SPECIAL SKILLS AND/OR CERTIFICATIONS: AW Asbestos Worker

PF Pipefitter

Special Manufacturer's Certification

Instrumentation & Calibration

Insulation Applications

Alloy W elder

BM Boilermaker

Heavy Wall Repair Alloy W elder EI Electrician

Tech SM Sheetmetal Worker

HVAC Technician All Crafts

Instrumentation & Calibration Tech

40 Hr OSHA Training Certification

Aluminum W elder

10 Hr OSHA Training Certification

LB Laborer

Asbestos Abatement MW Millwright

Optical Instrumentation Certification OE Operating O perating Engineer

Ov er 200 Ton Crane

Supervisory Safety/Health Training Radiation W orker Training Hazardous Waste Training Certification Certification Other (Specif y) Other (Specify) Other (Specif y)

EVALUATION EVALUATION RATING: 1 = Poor, 2 = Fair, 3 = Average, 4 = Good, 5 = Excellent

Job Knowledge

Craf t Control & Discipline

Initiativ e

Dependability

Cost Awareness

Judgment/Decision Making

Communication

Quality Of W ork

Leadership

Planning & Organization

Overall Evaluation

Potential As Supervisor

CRAFT SUPT/EVALUATOR:

DATE:

FIELD SUPERINTENDENT: SUPERINTENDENT:

DATE:

FORM T_C_EVAL.DOC T_C_EVAL.DOC 1997:REV.2

S6.8-2


1997:Rev .3


Major A c c i dent, Illnes s , or F i re Noti No tifi ficc ati ati on 1.0

PURPOSE

This instruction establishes requirements for the Site Manager to notify the responsible Regional Office personnel in the event of a major accident, illness or fire at the construction site so that customary procedures for insurance and other related matters can be initiated. 2.0

SCOPE


DEFINITIONS

None 4.0

REFERENCES

None 5.0

RESPONSIBILITIES

5.1

Site Manager The Site Manager is responsible to provide prompt notification of all major accidents, illnesses, or fires at the construction site in accordance with this instruction.

6.0

REQUIREMENTS

6.1

The Site Manage Managerr shall shall provide provide a prompt prompt writt written en notific notificatio ation n of fatalit fatalities ies,, major major injuries injuries,, or critical illnesses to any Bechtel non-manual, Bechtel manual, subcontractor, contractor, supplier, or any other person(s) at the construction site.

6.2

The Site Manage Managerr shall shall also also provide provide a promp promptt writte written n notifica notification tion of major major accide accidents nts or fires involving Bechtel or non-Bechtel equipment, structures, or materials at the construction site.

6.3

The field organiz organizatio ation n must must utilize utilize the the most most expedien expedientt means means of notifyin notifying g the the desig designate nated d management personnel of accidents, illnesses, ill nesses, or fires. On some sites sites this may be by electronic mail mai l and at other sites it may be by FAX. The Site Manager must review the communications methods available at the site and determine the most expedient method of communication available to comply with this instruction. writ ten communications communi cations should be noted as Urgent . Note: All written

6.4

Upon Upon receip receiptt of of informatio information n rega regardin rding g a major acciden accident, t, illnes illness, s, or fire at at the the site, site, designated management personnel will notify senior management and will enlist appropriate support and assistance the site may require.

1997 © 19

Bechtel Corp.


S6.9-1

Project Site Managers Manual

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