- 15, Jun 2020
- #1
The combined schedule shows the main technical and economic indicators: the optimal number of workers of general contracting and subcontracting teams for the main professions, standard and planned labor costs, the planned production of a worker per shift in physical terms, the timing of construction and installation work by each team, the amount of work in monetary and natural measurements.
Combined schedules were not only the most important document of the end-to-end brigade contract. They made it possible to detect "bottlenecks" in construction, to clarify and specify the volume of work in monetary and physical terms by artist, and the timing of their implementation.
Joint work on a single engineering document brought experts together in a purely psychological sense, which is important for long-term collaboration.
The availability of the schedule allowed the team leader, foreman, foreman to compare the completed workload with the calculated one on a shift basis and make the appropriate changes.
Each construction department together with the UPTK trust has developed a schedule for materials and structures for the technological unit-brigade for the entire construction period.
Every day, in the morning and evening reports in trusts, operational meetings at the complex and subcomplexes, the progress of the fulfillment of the commitments undertaken by the teams was monitored, the identified shortcomings were eliminated, and measures were quickly taken to provide working materials, structures and equipment.
If a through brigade contract in a plant-transport-construction scheme is most effective for continuous construction of housing and social facilities, then a large industrial construction site had its own peculiarities.
Here, between the general contracting and subcontracting teams concluded specific agreements.
All participants in the construction of the complex, the customer, the enterprises of the industrial base, vehicles signed a general agreement on social competition and mutual assistance on the principle of "working relay race".
Combined schedules were not only the most important document of the end-to-end brigade contract. They made it possible to detect "bottlenecks" in construction, to clarify and specify the volume of work in monetary and physical terms by artist, and the timing of their implementation.
Joint work on a single engineering document brought experts together in a purely psychological sense, which is important for long-term collaboration.
The availability of the schedule allowed the team leader, foreman, foreman to compare the completed workload with the calculated one on a shift basis and make the appropriate changes.
Each construction department together with the UPTK trust has developed a schedule for materials and structures for the technological unit-brigade for the entire construction period.
Every day, in the morning and evening reports in trusts, operational meetings at the complex and subcomplexes, the progress of the fulfillment of the commitments undertaken by the teams was monitored, the identified shortcomings were eliminated, and measures were quickly taken to provide working materials, structures and equipment.
If a through brigade contract in a plant-transport-construction scheme is most effective for continuous construction of housing and social facilities, then a large industrial construction site had its own peculiarities.
Here, between the general contracting and subcontracting teams concluded specific agreements.
All participants in the construction of the complex, the customer, the enterprises of the industrial base, vehicles signed a general agreement on social competition and mutual assistance on the principle of "working relay race".
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