Schedule for Sale is a guidebook on how to apply WorkFace Planning, an industry best practice first identified by The Construction Owners Association of Alberta in 2005. The process organizes the elements necessary for productive construction, which then leads to improved quality and reduced schedule & costs from the absence of chaos. The reduction of energy consumption from the shortened schedule is also the foundation for Green Construction.
Schedule for Sale
WorkFace Planning for Construction ProjectsBy Geoff RyanAuthorHouse
Copyright © 2009 Geoff Ryan P.M.P.
All right reserved. ISBN: 978-1-4490-4196-0Contents
Introduction:............................................................................xiiiChapter - 1 Field Installation Work Packages.............................................1Chapter - 2 Removal of Constraints.......................................................11Chapter - 3 The WorkFace Planners........................................................45Chapter - 4 Summary of Basic Principles..................................................57Chapter - 5 Resources....................................................................59Chapter - 6 Scaffold.....................................................................61Chapter - 7 Construction Equipment.......................................................75Chapter - 8 Material Management..........................................................89Chapter - 9 Information Streams..........................................................111Chapter - 10 WorkFace Planning by Design.................................................135Chapter - 11 Data -> Information -> Knowledge -> Understanding...........................163Chapter - 12 Beyond WorkFace Planning and WorkFace Planning Software.....................177
Chapter One
FIWPs: (Field Installation Work Packages)
A sample FIWP is available under the sample documents folder of the website.
http://www.scheduleforsale.com
A FIWP is a detailed plan that contains 500 to 1000 hours of work that will be executed during one rotation, by one crew, from a single trade discipline. Based on 10 workers and a Foreman working 10-hour shifts for a rotation of either 5 days (500hours) or 10 days (1000 hours). The expectation is that the crew will start work on their 500-hour plan when their shift starts on Monday and the plan will be complete by the end of the shift on Friday. For the purpose of this book, we will use the 1000-hour packages. The "10 days on / 4 days off" schedule is emerging as the most common shift for our application of industrial construction.
The logic behind this scale is that most of the activities on any work site are based upon the rotation. We start activities with the intent of getting them finished by the end of the rotation or we envision a certain stage of progress before we go home for the weekend.
The Contents of each FIWP:
Each FIWP must have:-
A cover page: that shows a 3D picture of the scope, a one line definition of the scope, the FIWP number, and the Planned Value in work hours.
A table of Contents: This is a basic function of all good technical documents, provided so that the reader does not have to read the whole document to get the answer that they are looking for.
Constraint page: This page will list the constraints in order, showing the status of each one with a final sign off column for QC, Safety and the Superintendent. A note of warning: There is a temptation to get all of the stakeholders to sign off on a FIWP before the work is released. This will effectively choke the process and add weeks to the development cycle. The only signatures required are for Quality Control, Safety and the Superintendent.
A detailed scope of work: the level of detail here will change based upon the experience of your workforce. In Alberta we are privileged to work with a mature workforce that has at least 7 mega projects of experience over the last 10 years and tradesmen that have all graduated from government run apprenticeship programs. We don't need to tell this workforce the details of a simple rigging lift. At the other extreme if we were building a petrochemical plant in a third world country that has had very little economic activity, we should probably include a diagram that shows a clevis, sling and softeners for a steel rigging plan. Ultimately, the level of detail in a FIWP develops based on the feedback that a WorkFace Planner gets from the Foremen.
Safety Planning: The true value from this page comes when the Foreman utilizes it to create and maintain a culture of safety around the scope of work. There are standard safety documents that should be added to every scope of work, however the Safety representative that reviews this FIWP should also use it as a way to focus the Foreman's attention on specific dangers that are present in the work identified. This could be in the form of a toolbox talk that references the type of work being executed or a heads up statement about the latest injury statistics. Ultimately, the Foreman is responsible for the safe execution of work and this section should be used as a means to help them prepare for that. As a two-way communication tool, the FIWP is also alerting the Safety team to the imminent path of construction.
Quality Planning: The Quality Control team should use this interaction with the FIWP as a means to communicate directly with the Foreman on specific activities. The best way to do this is to extract the portion of the Inspection and Test Plan (ITP) that is relevant to the scope and highlights the places where the Foreman will need to get signatures, notify inspectors or implement holds. By adding the documents required for turnover, the QC team can effectively utilize the FIWPs to facilitate turnover from the first day of construction. As the FIWP is returned from the field, the QC team extracts the completed documents and replaces them with copies. The original documents are filed under their system number in the QC office. If there is a problem with the documents, it allows the QC inspectors to address the problem immediately with the Foreman who did the work. By reviewing all of the FIWPs the QC teams are also being kept in the loop for the execution of construction activities.
This section requires a sign off from the Quality Control Representative, to ensure that every package is reviewed.
Trade Coordination: In the world of fast track construction one of the biggest barriers to productive activity is the problem of trade congestion. It is the responsibility of the WorkFace Planner to be aware of the activities of other trades and to mitigate the risks of delays caused by conflicts of access. This page should be used by the WorkFace Planner to communicate the risks and the mitigation strategies with the Foreman. This could be as simple as the names of the other trade foremen in the area and their radio ID. It could be as complex as a schedule for access to an area to allow another crew some time for an overhead lift.
We can facilitate this interaction between the trades by ensuring that all of the WorkFace Planners are in the same location and have regular coordination meetings. Ultimately, the General Superintendent is responsible to resolve trade access conflicts that cannot be negotiated by the Lead WorkFace Planner.
Material Confirmation: This is a critical component of the FIWP and historically the single element that continually prevents productive activity. The WorkFace Planner must be absolutely confident that material is available and that it will be delivered to the site in the days prior to the first day of execution for this FIWP. This section of the FIWP must show:
A Bill of Materials (BOM) for the FIWP that shows a complete list of every component required to install this FIWP.
A copy of the confirmation from the WorkFace Planning Material Coordinator that the material is available and that bulk materials have been hard allocated...
