Вы находитесь на странице: 1из 48

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

1.COMPANY PROFILE
ABOUT Larsen & Toubro is Indias largest technology, engineering, manufacturing and construction with a record of over 70 years and with a dominant presence in India's infrastructure, power, hydrocarbon, machinery and railway related projects. In recent years, L&T has expanded its global presence and international projects contributed 9% of its overall order book for the 2010 11 period. HISTORY The company was founded in Mumbai in 1938 by two Danish engineers, Henning Holck Larsen and Soren Kristian Toubro. The company began as a representative of Danish manufacturers of dairy equipment. However, with the start of the Second World War in 1939 and the resulting restriction on imports, the partners started a small workshop to undertake jobs and provide service facilities. Germany's invasion of Denmark in 1940 stopped supplies of Danish products. The wartime need to repair and refit ships offered L&T an opportunity, and led to the formation of a new company, Hilda Ltd., to handle these operations. L&T also started two repair and fabrication shops signaling the expansion of the company. The sudden internment of German engineers in India (due to suspicions caused by the War), who were to put up a soda ash plant for the Tatas, gave L&T a chance to enter the field of installation. In 1944, the partners incorporated ECC; the company at this time was focused on construction projects (Presently, ECC is the construction division of L&T). L&T decided to build a portfolio of foreign collaborations. By 1945, the company represented British manufacturers of equipment used to manufacture products such as hydrogenated oils, biscuits, soaps and glass. In 1945, the company signed an agreement with Caterpillar Tractor Company, USA, for marketing earth moving equipment. At the end of the war, large numbers of war-surplus Caterpillar equipment were available at attractive prices, but the finances required were beyond the capacity of the partners. This prompted them to raise additional equity capital, and on 7 February 1946, Larsen & Toubro Private Limited was born. Post Independence Independence and the subsequent demand for technology and expertise offered L&T the opportunity to consolidate and expand. Offices were set up in Kolkata (Calcutta), Chennai (Madras) and New Delhi. In 1948, fifty-five acres of undeveloped marsh and jungle was acquired in Powai, Mumbai. That uninhabitable swamp is presently its main manufacturing hub. In December 1950, L&T became a public company with a paid-up capital of 2 million. The sales turnover in that year was 10.9 million. Notable orders executed by the Company during this period included the Amul Dairy at Anand and Blast Furnaces at Rourkela Steel Plant. With the successful completion of these jobs, L&T emerged as the largest erection contractor in the country. In 1956, a major part of the company's Mumbai office moved to ICI House in Ballard Estate, Mumbai; which would later be purchased by the company and renamed as L&T House, its present Corporate Office. The sixties were also a decade of rapid growth for the company, and witnessed the formation of many new ventures: UTMAL (set up in 1960), Audco India Limited (1961), Eutectic Welding Alloys (1962) and TENGL (1963). ! ! !!"#$%&'!(!$#)$*!+,-.'&/&-! ! !

0! LARSEN & TOUBRO

SUMMER INTERNSHIP REPORT!

In 1976, Holck-Larsen was awarded the Magsaysay award for International Understanding in recognition of his contribution to India's industrial development. He retired as Chairman in 1978.

L&T is the largest construction organization in the country. It figures among the worlds 77th Top contractors and ranks 29th in global ranking as per the survey conducted by the reputed international construction magazine Engineering News record, USA (August 2010). L&T Constructions cutting edge capabilities cover every discipline of construction civil, mechanical, and electrical and instrumentation engineering and services extend to large industrial and infrastructure projects from concept to commissioning. L&T construction has played a prominent role in Indias industrial and infrastructure development by executing several projects across length and breadth of the country and abroad. For ease of operations and better project management, in-depth technology and business development as well as to focus attention on domestic and international project execution, entire operations of L&T Constructions structure into four Independent Companies. Buildings and Factories (B&F) Infrastructure Metallurgical and Material handling (MMH) Power Transmission and Distribution (PT&D)

L&T Construction is equipped with the requisite expertise and wide-ranging experience to undertake lump sum turnkey (LSTK) contracts with single-source responsibility. LSTK assignments are executed using state-of-the-art design tools and project management techniques. L&T Constructions track record covers every facet industrial sector and infrastructure development projects. SERVICE SPECTRUM L&T Constructions range of services includes Pre-engineering, feasibility studies and detailed project reports. Complete civil and structural construction services for all types of buildings, industrial and infrastructure projects. Complete mechanical system engineering including fabrication and erection of structural steel works; manufacture, supply, erection, testing and commissioning of plant and equipment; heavy lift erection; high-pressure piping; fire-fighting; HVAC and LP/ utility piping networks. Electrical system design, project electrification, automation and control system including instrumentation for all types of industrial and telecom projects. Design, manufacture, supply and installation of EHV switchyards, transmission lines.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

BUILDINGS & FACTORIES The Buildings & Factories IC is equipped with the domain knowledge, requisite expertise and wide-ranging experience to undertake Engineering, Procurement and Construction (EPC) of all types of building and factory structures. The IC carries out its activities through three strategic Business Units for better focus on business volume and strategic growth in respective segments of its operations. Institutional & Commercial Buildings Factories Residential Buildings Construction Enabling Service Cell (Formwork)

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

1!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

2.PROJECT PROFILE
Project Name: Construction of IT Facility for COGNIZANT at KITS, ELCOT Sholinganallur. Client: Cognizant Technology Solutions India Private Ltd. EPC Contractor: L&T Construction Design & Engineering: L&T Construction - EDRC Project Value: 925.39 Cr. Built Up Area: 2.87 Million Sq. ft. Total No of seats: 17,750 Seats Date of LOI: 04 Nov11 Contractual Duration: 34 Months Contractual Completion Date: 30 Aug14 Design & Engineering: L&T Construction EDRC Budgeted period of the project: 36 months Budgeted manpower required: 4500-5000 per month

Overall scope of Work Earthwork Excavation - 1,65,453.00!cum.! Form work - 1,65,453.00!sqm.! Reinforcement - 19333 MT.! PCC Works 3,187 cum. RCC Works - 1,39,294.00!cum. Structural Steel - 225 MT. Water Proofing Works 4,69,157 sqm. Block Works 23,357 cum. Plastering 3,70,240 sqm.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

7!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

3. ENVIRONMENTAL, HEALTH & SAFETY


EHS is one of the most important departments in a construction project to take care of the safety measures at site and also to take care of the welfare of the employees and executing work by practicing Environment friendly practices. The main objective of the EHS department as specified is to facilitate safe execution of the works by incorporating Health, Safety & Environment factors into construction program in a structured way as per the various requirements of the job. As I studied the EHS plan provided by the Department there are certain set of objectives projected in it, which are very essential for a construction project To identify all critical activities, assess the risk, hazard, environmental aspects and significant impacts associated therein and suggest precautionary measures to avoid any incidents. To integrate Health, Safety & Environment friendly work practices To create Health, Safety & Environment awareness to every individual associated with the project by proper training. To provide the necessary Health, Safety & Environment inputs to execution team headed by Construction Manager. To formulate and effectively maintain the accident prevention, Health and environment protection program of the project To ensure compliance with relevant applicable legislation Continual EHS performance improvement by directing focus on the key areas for improvement in a consistent manner.

LEADERSHIP & COMMITMENT L&T ECCD B&F IC Senior Management provides demonstrable management leadership and commitment through active participation in EHS activities. Their leadership and commitments translate into necessary resources to develop, operate and maintain L&T ECCD B&F IC EHS Management System and to attain EHS Policy and legal requirements. They are committed to all the activities risks to As low as reasonably practicable (ALARP). The EHS plan of the project gives a brief idea about the participation of the Management in EHS meetings, conduct site inspections and EHS Audits to encourage a positive attitude towards EHS. Activities performed by the management are Jointly developing and discussing improvement targets and indicators Reviewing incident rate of First aid cases and set targets for reduction Reviewing of Project EHS performance from the CPM and take measures of improvement Ensuring support of adequate professional EHS support to implement EHS plan effectively and fulfilling EHS objectives Imparting necessary training for staff and workmen of the project

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

EHS POLICY

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

8!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

INTEGRATED MANAGEMENT SYSTEM As we were provided with the necessary documents, which are controlled by the EHS Department, we read the document (IMS), which was established meeting the requirements of ISO 14001:2004, OHSAS 18001:2007 & ISO 9001: 2008.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

In the IMS manual of HSE dept. the process flow chart, which gives one the idea about the EHS management model and various functions of the departments with respect to EHS of the project.

The HSE management system model gives a brief outline about the management commitment towards EHS and how customer requirements and statutory requirements are considered by effective planning in which the Project EHS plan is made along with important things planned such as Risk assessment, Objectives & Targets and necessary training. As we interacted with the EHS department at the project site we discussed about how they planning to avoiding risks at executing the works safely and environmental friendly they explained how well the staff is being made aware every time in the EHS meetings and PEP talks made at the sites for the awareness to workmen to practice Safety to avoid accidents. In implementation & operation the safe work methods as derived by the EHS department are performed and work permit system in the site ensures the various works such as welding, gas cutting etc. are performed along with the help of necessary things required to perform the work safely with the help of site supervisors and in charges. The well working communication, participation and consultation of EHS and site Engineers and managers shows us the results where in from the reports we could see the level at which the EHS is being performed at the project site where there was maximum safe man hours were performed without any accidents and no man days lost due to injuries were recorded. The sub-contractors were also made aware of EHS and are given the induction for the various works performed. Necessary PPE and signage was also shown around activities performed. For Fire prevention and control necessary fire extinguishers were placed where necessary and necessary storage of cylinders or fuel standards are maintained at the project site accordingly. The EHS plan for the project was so specific about the various works performed in the site and accordingly the various measures to be taken to prevent accidents and also details on different PPEs that
! ! ! !

"#$%&'!(!$#)$*!+,-.'&/&-!

9:!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

should be used according to the activity performed. The emergency assembly points are identified where the people working on site to gather when accidents occur. In order to enhance the EHS standards shall implement various programs for EHS promotion, motivation, recognition, and penalty, etc., for individuals and sub-contractors. Safety month is planned as per the EHS plan, we were invited for one of such meetings where the Cluster EHS manager came in for a seminar to explain safety measures to be taken at the site and how well to improve and control works. It was a very participative seminar where interaction was very well accomplished to know how well the Engineers and Managers are aware of Safety management. He also explained about the DOMINO THEORY applicable for the Construction safety management to attain maximum safe man-hours to attain maximum productivity. The safety management was also recognizing and rewarding workmen who practices safety and were displayed on the notice board as a motivational process to achieve maximum safety. ENVIRONMENT MANAGEMENT Measures such as preventing Land/Air pollution were also listed in the EHS plan and as observed there was better house keeping practices were seen when compared to my previous site visits made with other construction companies which allows safe and quick access to work and finding any material or process of work was pretty quick. Possible measures were taken to avoid waste generation. As per the EHS plan the Project manager prepares the wastage limitations for various bulk materials like cement, steel, aggregates and blocks etc. during the initial stage of the project, and which the Cluster Project manager approves. The waste generated from block work, GI ducting and insulation, piping work, rebar work, form work, concreting, food waste, etc. were segregated and stacked at identified locations. Mortar and concrete waste will be collected separately and disposed off at identified locations. Other waste like rebar, GI sheet and duct insulating material will be stacked separately and will be disposed off with CTS permission. OBSERVATIONS As we were asked to go for few site visits by the EHS department head to make observations and suggest measures accordingly we have been for the visits accordingly and made following observations First observations were regarding the signages in and around the project site, There were 4 Emergency assembly points were in the site and the barricading of the excavated area was done well and slopes were maintained and approaches were designed accordingly both internal and external.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

11

No stacking of materials was done on the access points so as to facilitate free movement for the workmen. The layout demarcating stacking of materials disposing materials was made, and ensured that safe passage to material access was made accordingly; proper displays were made at different storages and also ensured proper method of stacking from preventing fall of materials. Vertical stacking wasnt exceeding the norms.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

90!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

The storage of cylinders was done according to the specifications in the respected acts applicable and signages were provided regarding where should the cylinders to be placed according to the type of gas filled in them (acetylene and oxygen cylinders were placed separately) and empty cylinders were placed separately and fire extinguishers were placed in case of emergency. Cylinders were tied with proper chaining as per the norms which to be maintained and handling those cylinders was done by using a trolley and a fire extinguisher was carried along by the workmen in case of emergency. Good ventilation was maintained at the cylinder storage area. The fuel in the site was placed in the site according to the act applicable providing applicable flooring and a pit on the right corner and signages on inflammable liquid and sufficient fire extinguishers were placed and no smoking signages were also placed. The batching plant one of the places were u could see the maximum dust produced was minimized by providing proper De-dusting net to the hopper such that to minimize the dust produced there as shown in the below figure and the workmen there were provided with the gloves, nose masks and applicable PPE.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

13

Signboards were maintained in the stores and tag system was maintained wherever applicable for better access. Every block had one supervisor and a in charge for safety to monitor works and constantly advice the engineers in work methods and taking corrective measures accordingly. (Supervisor green helmet and in charge white helmet) The pep talks were taking place in the site by the respective in charges to make the workmen practice safety at work and documentation was maintained on these talks for future reference (internal or external audits).

Proper stands were provided to place electric lines with adequate heights. Movement of men, men with material and machinery in the site is planned and pedestrian walking zone was provided. Safe working plat forms while column works were taking place as they were working at certain heights. Safety for shuttering was done as per plan we have studied and as we observed the shuttering was inspected well from collapsing before concreting and proper oil was applied accordingly. While concreting safety helmet, Gloves and gumboots were provided for the workmen and safe working platform and proper access to that area was also provided. Waste management was done according to the norms and the excavated earth was deposited very close to the site for access and also other hazardous materials at site were disposed according to the norms by a third party.

HEALTH MONITORING AND CONTROL An adequate supply of drinking water was made available at the site and was constantly monitored. Sanitary facilities were installed in the sites. Records of incident, first aid cases and other visits to the clinic were maintained and evaluated.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

91!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

Workmen were provided shelter close to the project site, the shelter is made out of fireproof material and proper sanitary facility and water was provided. Proper canteen facilities were also provided for the workmen with adequate space and water was installed near that.

WORK PERMIT SYSTEM As we went through the records and documents maintained by the EHS department at the project site we also went through the work permit records and surprisingly we could see the permits obtained by various activities performed at site such as Excavation clearance, Hot work permit etc. This shows that how well the site supervisors and workmen together aware of the work permit system. Prior to obtain work permits there were checks for safety and other requirements for the work to be performed were identified and required resources were provided by the safety department to perform that particular activity. INSPECTIONS While we were at the site we were allowed to watch the erection of Tower crane where the participation of safety was also observed as they were coordinating with the Plant & Machinery department and providing proper approach and adequate barricading around where required and movement of men was observed accordingly to avoid any harmful incidents. Post tower crane erection proper inspection is done periodically and tests done as per the norms to go ahead for working of the particular tower crane. ELECTRICAL SAFETY The electrical workmen were recognized by red helmets as electricity is one of the important aspect of the project they were the only one who are allowed to do the electrical works and cable management and other safety measures were taken into action to avoid accidents.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

15

RECOMMENDATIONS As we observed though the plan was effective through out the site but still some measures should be taken and improved in the project site as Better approaches to the site both internal and external should be checked constantly and should be improved. Better providence of sanitary facilities was suggested prior to our observations.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

97!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

4. QUALITY ASSURANCE & QUALITY CONTROL


L&T Buildings and Factories IC has a well established and documented Quality Management system to meet the requirements of Clients and is taking appropriate steps to improve its effectiveness in accordance with the requirements of ISO 9001: 2008. Relevant procedures were established which clearly specify the criteria and methods for effective operation, control, necessary resources for particular activities and information to support the operation and monitoring of the processes. L&T Buildings and Factories IC have established a procedure for effective monitoring, measuring and analyzing of the process and to take necessary action to achieve planned results and continual improvement of the processes. They also maintain and implement relevant procedures to identify and exercise required to control of any outsourced process. The commitment of top management towards quality policy and to quality plan to mobilize accordingly to execute work with adequate training by keeping in mind about the statutory requirements and client requirements and monitoring work and controlling and taking adequate measures to achieve quality by observing and measuring works by effective internal and external quality audits hence mistakes were observed and corrective measures taken to improve accordingly. We could also observe that the client statements or the reviews made by them were also considered into improving areas and corrective measures were taken up by the department by implementing training activities to the supervisors and engineers to check upon quality requirements. The control and monitoring of measurement equipments was planned according to the plan for the project such that there are no errors by checking internal and external calibration. The respective engineers are responsible for making the method statements for the activities meeting the appropriate design specifications safety norms codes of practice as per contractual requirements and use after obtaining approval from customer/consultant and append the draft to project quality plan for necessary approval. The method statements are reviewed and improvements are made accordingly and presented them to Construction Quality Manager. The specification of handling of certain material is described in the project quality plan according to the material in order to ensure proper housekeeping is maintained as per the standards, As housekeeping is one of key factors of effective production/execution, the passageways were constantly checked, ensuring the materials are at where they have to be, checking for approaches in the construction site along with checking whether they are free from scrap and proper site maintenance by respective departments.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

17

LEARNINGS In our valuable time spent in Quality department we were allowed to go through the various documents maintained and controlled by the QA/QC department. The first document we went through was the Project Quality plan in which the Quality objectives for the project were specified like Customer value, Process (Plan vs. Actual), Improvements, Leadership, Motivations and partnerships. The past performance on similar jobs was also considered to not repeat errors, meeting actual costs as specified in the ACE and meeting Project Quality Plan were primary objectives as observed. Quality department in the project site constantly check with site quality policy to meet the requirements of cluster quality objectives covering each process/function. They receive necessary suggestions from the cluster project manager in improving productivity and to check on methodologies to innovate and improve productivity. They also report progress in Management review meeting and follow improvement plans based on that meeting. The department prepares product quality strategy to meet the client and statutory requirements to ensure quality of the product, safety and timely delivery of the product. The documentation of requirements of clients and see that project requirements are filled. Evaluation of products, process is done by Quality audits. Making changes accordingly. The organization structure was represented in the PQP to identify the roles and responsibilities for the site and its supporting functions, which clearly shows the various departments their functions including service functions. The batching plant at the project site was under control of the QA/QC department by which constant update and tests before the start of the plant was constantly observed and corrective measures of controlling production was done by the department. Quality reports are maintained and reviewed both quarterly and monthly. To order for quantity site engineer must fill up the below pour card do check for the quality aspects for that particular job where the concrete is to be ordered. The tests we have observed in the site were Vertical Load test & Lateral Load test for the pile foundations. They record the data and maintain documents and check whether the performance is as per standards applicable as we went through the data we could analyze the data and could come to conclusions that the pile foundations performance at the tests were good and they are going to give high performance and were laid according to the standards by commitment towards quality and controlling cost and were delivered on time. This shows the commitment of the management towards quality management.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

98!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

Fig.3.1: Vertical Load test at Site

We were trained by the QA/QC department to function along with them to check for quality aspects and to make observations for the Pile cap activities (PCC works, Rebar works, shuttering works and concreting works). Weekly batch tests are performed at the QA/QC lab, and before they start the concrete production they monitor the temperature on daily basis and they take measures daily to moisture correction and take 1cum of concrete to perform tests. Surveyor on the site and his documentation is constantly checked for levels that are needed to be observed to ensure adequate levels are maintained and the coordinates of respective pile, pile cap or a column is as per the drawings details. While testing reports gathered from the respective vendors and the rebar lengths are checked and the BBS is prepared and made according to the RC detail drawings, checking that the bars are fabricated accordingly and ensuring the placement of the bars are relevant according to the respective area of the
! ! "#$%&'!(!$#)$*!+,-.'&/&-! ! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

19

rebar where it should be used. The execution engineer plays a vital role in operations of the process as specified by the method statement prepared by the quality department such that it is ensured with quality and constantly reporting there progress to their respective construction manager and then the data is checked by the planning department and the costing department to ensure its going on track and under cost to ensure the product is produced in time and according to the plan with respect to the applicable quality. House keeping practices were effective on site ensuring the access to material was easy and maintaining cleanliness in the area of were the work is going to be executed for better quality to meet the requirements of the method statements as documented. As one of the major challenges of the Quality department to ensure they meet Client and Statutory requirements such that the time, cost and safety is controlled. To measure, analyze and improvement the quality department plan and check the method statements to ensure maximum productivity keeping track on cost, time and safety. As the works were on a huge swing at the SDB -3 the stich slab works were done as the next new structure on the block would be columns, Beams and flat slabs; as they need to perform well the cluster quality team came to the site and with the help of Quality Manager on site they together designed and made Trials for the Mix design M50. Nearly 3 trials were done prior to this in site batching plant mix design trial and concrete slump test performed by constantly checking for proper strength.

Fig. 3.2: Trial no.1 where the slump was too weak and collapsed

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

0:!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

Fig.3.3: Trial no. 3 where required slump was obtained

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

21

Hence after several trials made when found collapsed slump and shear types of slump the above picture shows that adequate slump was found and hence after the design is finalized by making cubes out of this production and tested for compressive tests. Prior to this trial mix design testing at the in site batching plant the concrete is first checked on baby mixer, which is present at the QA/QC lab. Checking the results of compressive testing results does approval of that particular mix design. As I was allowed to attend a Management Review meeting by the QA/QC department, which is conducted Monthly. I was glad to attend and was exposed to the objective of the meeting and their objective on it. The meeting was participated by the Construction Managers, Head of the departments, QA/QC head, Planning manager & Project Manager. The agenda of the meeting is reviewing the previous meeting close outs and making them aware of various quality issues and making the construction manager and departmental heads to discuss the issues and measures taken to improve those particular works. RECOMMENDATIONS Increasing effectiveness in awareness of Method statement objectives to the Execution engineer for better performance. They should participate in making the site layout and recognizing activities overlap to provide proper men, material and machinery approaches that helps in higher productivity.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

00!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

5. PLANT & MACHINERY


The operations of L&T Buildings and Factories Operating Company are highly mechanized for speed, quality and cost effective construction. They offer total equipment management services to the operation business units of the operating company. Temporary site establishments are made to offer services, which cover equipment identification, procurement, deployment, operation, maintenance and repair/overhault/refurbishment. The spectrum of equipments managed by this Business unit are Concrete batching plants Concrete pumps Distribution equipments Tower cranes Road making equipment For the purpose of monitoring they are further classified into major and minor equipments. Standards of ISO 9001: 2008 except 7.3, 7.5.2 are applicable and followed in establishing and maintaining the Quality management system (As we studied the QMS for the P&M we gathered the data and understood the functions and process of the P&M). They have established, implemented & maintaining documented QMS and are taking appropriate steps to improve effectiveness in accordance to the requirements with ISO standards applicable. The functions, criteria and methods are identified and specified in the QMS of this unit for effective operation and control of processes and the necessary actions made accordingly to achieve planned results and continual improvement of the processes. P&M Mobilization at site Pile rigs 10 Nos. Tower Crane 6 Nos. (two are mobilized presently) Hydra Crane 4 Nos. TATA 320 Crane - 4 Nos. Batching Plant M1 - 1 Nos. Wheel loader - 4 Nos. Boom Placer -1 Nos. Mobile Boom placer 1 Nos. Transit mixers 6 Nos. Excavators 10 Nos. Compression testing machine 1 Nos. Rollers 3 Nos. DG Sets 8 Nos. De watering pumps 11 Nos. Tippers - 12 Nos. Bar Bending and Cutting Machines 12 Nos.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

23

One of the major achievements at this site was installation and commissioning of the Batching plant that was done in record-breaking time of 19.5 Hrs., which was also certified by the Schwing Stetter.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

01!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

Fig.4.1: Erection of Batching Plant

The P&M department is committed to meet customer needs, offer alternative solutions to improve operational effectiveness. The department provides total quality services for procurement, deployment, operation, maintenance and repairs of Plant and equipment. QUALITY OBJECTIVES Maintain high equipment availability Improve reliability Optimize utilization Increase Productivity Optimize utilization All of the above in a most economic way PRODUCTION & SERVICE PROVISION Main objective is to control the production and service provision. They establish and maintain Procedures for installation and commissioning Procedures for project planning and co-ordination Procedures for planning and control at site
! ! "#$%&'!(!$#)$*!+,-.'&/&-! ! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

25

To plan and carryout production and service provisions under controlled conditions in order to achieve compliance to requirements and to provide the benefits. They ensure that the equipment and related spares are properly identified, handled, stored and preserved at all locations. The periodical calibration tests are performed and documented for further reference and making sure they are approved to use the particular equipment ahead. The other controlled documents and information system maintained by the P&M department are the monthly productivity of the machinery and the plant such that constant reviews are made to improve if necessary. The project site Plant and Machinery collects data on productivity of the Machinery to ensure that it meets the norms and deviation is known and measures taken accordingly, the data on fuel usage, breakdowns, repairs and spares is also maintained by this department.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

07!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

LEARNINGS As we were at the department of the P&M at the site we were made aware of operations at site we could understand the various operations at site as below Receiving equipment and then they are verified for equipment condition to go further to plan and mobilize of resources (both manpower/infrastructure) while checking as they are meeting the customer and statutory requirements and goes ahead for installing and commissioning at the project site; if the obtained equipment isnt in the good condition then are subjected to repairs and adequate measures taken and then led to installation. Constant performance measurement and monitoring is done and records are maintained in the respective department and corrective actions taken to improve the productivity. Frequent maintenance and repairs are also monitored and documented and further after its use are released and are intimated to the Cluster manger for the department to take further actions to dispatch to the new location. In this process constant feedback is obtained from the client and checks for non-conformities if any and they take corrective action.

The typical process of equipment mobilization is First post studying the drawings and recognizing various activities at the sites and they identify various equipment needed at the site and then the Cluster plant manager (CPLM) studies various Plant and machinery schedules (S-3) of different sites and review the availability of the equipments; if available then check condition and goes through the repair process and then led towards the procurement process, if not available then alternate solutions are recognized by the resources and hiring process is done or new purchase is made through the procurement process and dispatch is made to the site. While these process are functioned constant information is communicated to the clients such that they reviews are made such that customer satisfaction is obtained. The purchasing is made by first identifying the purpose then selection of vendor, evaluation of vendor and revaluation of vendor to ensure that the purchase product meets the requirement specified and process of placing order is handled by the materials department of ECCD works who are ISO certified.

As we studied the schedule for the Plant and Machinery (S-3) we could able to keep it along with the internal Schedule of the project and learn how well planned the mobilization structured through out the schedule. The S-3 schedule is prepared by CM/CPM and planning department by listing out the various equipment to be needed for the project site and when they are required. They then check with requirements of the clients and site managers to decide upon equipment make and model, its capacity. Certainly the Estimations of cost were also made along with the S-3 in order to plan and allocate sufficient funds and to see that the processes are controlled accurately.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

27

6. SITE FUNCTIONS
The scope of work as specified was to provide IT facility for Cognizant Technology Solutions. In our internship at this project site we were able to learn the process of the following works Piling works Foundation works Earthwork Anti termite treatment PCC works Water proofing Reinforcement works Shuttering works

First as we were at the site we were asked to have look at all the departments and get an idea about the overall structure and how they function and one of the most vast and biggest department was Site functions which is the major work because of which exactly co-ordinates with all the departments and get the end product done. The piling works were done here by the Sub-contractors i.e. Simplex Infrastructure with the help of the engineers we could learn about each and every detail about the piling works. Steps to cast a Pile foundation 1. The piling works are performed here as per the drawings provided by the EDRC department and specifications were included along. 2. Prior to starting piling by coordinating with the planning and construction manager the necessary pile that is to be casted is identified by the site engineer and the surveyor identifies and based on the drawings given like the setting out of various piles and establishes the co-ordinates of the pile. 3. Here at this site rotary drilling with mud circulation method is adopted for boring. The auger tool is used to do the boring initially for few meters. Then they install the temporary casing 5m long using the rotary drive with casing head adopter arrangement. 4. The verticality of casing should is checked using spirit level and plumb bop. 5. The centerline is re checked and the bore hence filled with bentonite slurry fed from bentonite tanks. 6. Bentonite head shall be maintained throughout the period the head shall be maintained 2m above ground water table, Quantity of slurry during preparation, boring and prior to concreting is monitored by in-situ test.(As per quality standards here specified the bentonite solution for circulation should not exceed 1.25gm/cc during boring) 7. The depth of drilling is constantly measure with regular intervals till reaching the bedrock. 8. Then the pile depth is checked using sounding chain. 9. The reinforcement department prepares the rebar and its acquired by the piling people and is installed up to required level and we should ensure that the cage should not touch the bore wall. 10. Flushing is done with fresh bentonite slurry using pipes connected to the high-pressure bentonite pump. (Density of the bentonite is constantly monitored)
! ! "#$%&'!(!$#)$*!+,-.'&/&-! ! !

08!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

11. After ensuring all the checks performed to attain quality the concrete is ordered and using tremie pipe and post completion of concreting the temporary casing is removed slowly. Steps to cast a Pile Cap 1. Once the piling works are done as the required dates observed the excavation works are started and they start excavation by ensuring levels with the surveyor as per drawings 2. Then the workmen for pile chipping are mobilized to break and chip the pile 3. As the levels maintained anti termite works are done and checked as per standards and PCC is laid and ensuring 75mm of sound concrete above PCC level. 4. Then as per the Drawings of RC details the Bar Bending Schedule is prepared by the reinforcement department and the steel is procured and will be fabricated and bent according to the requirements and are dispatched to the work place with appropriate workmen who are responsible to carry out that work 5. The erection of steel is done and ensuring the tying of rebars are as per standards and providing spacing as per drawings specified. 6. The formwork engineer studies the shuttering drawing and the material is prepared accordingly the formwork used here for shuttering for pile cap is the L&T formwork. 7. Ensuring proper strength, support and levels of the shuttering as per standards. 8. The site engineer is then responsible ensuring all the levels and rebar work is as per drawings prepares the concrete pour card and gets an approval as the quality engineer checks that particular pile cap and gives an approval. 9. The concrete is produced at the batching plant and will be dispatched on the basis of availability. 10. Prior to receive concrete prepare the area for vehicle arrival and concrete pouring as per the requirement as the concreting is done by manually or by boom placer. 11. Then ensuring the water proofing admixture is added to the concrete the concreting work begins and done in levels with adequate vibration method ensuring there are no voids or gaps and once the concrete reached required level check the top level and finishing is done as per the drawings. 12. Curing is done for 7 days. 13. Similarly according to the Drawings, RC Detail drawings and Scheme drawings the works such as PCC for stich slab, Stich slab reinforcement, shuttering is carried out ensuring quality.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

29

Fig.4.1: Proper house keeping is ensured to go ahead with reinforcement works.

Fig.4.2: Reinforcement work starts ensuring the proper housekeeping.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

;:!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

Fig .4.3:Ensuring proper levels of provided and as the quality check is done goes ahead with Concreting works.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

31

Fig. 4.4: Checklist while pouring and post construction


! ! ! !

"#$%&'!(!$#)$*!+,-.'&/&-!

;0!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

REINFORCEMENT As we were asked to be in each department and learn there functions we were at the reinforcement department and we were first asked to go through the RC detail drawings of pile caps and columns and prepare bar bending schedule. With the adequate knowledge and help from one of the engineer we were able to prepare a BBS. Thus learning to prepare BBS was acquired and we made few more and checked with the BBS prepared here at the site. Description of work: Area/Block: Drawing Detail: Bar ID Dia. of Bar No. Of rods Cut length Net length Net weight Shape

Post preparing the BBS we were asked to study the drawings and check for any rebar works at the site and get an idea how they are tied and fabricated. The main challenges in reinforcement is to obtain proper steel by the respective work according to the design detail as sometimes due to poor housekeeping we loose track and may not be able to trace the steel required in order to avoid such chaos we need to ensure proper tagging to every stack of bars and also ensuring proper storage practices above the ground level in order to ensure the quality.

Fig. 4.5: A picture from the Reinforcement Yard

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

33

Fig.4.6: One of the major Reinforcement works observed at the project site (in SDB-3 Block Lift Pit)

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

;1!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

The productivity measurement is one of the process to measure the work performed at the site by calculating number of fitters, Helpers worked on that particular work along with time taken to perform and the work performed in Metric Tons.

!"#$%& !!"#$%&'()('* ! !

!"#$ !!"#$ !!"!!"#! !"#$"%&

Ideal productivity as per the norms should be around 80 to 100kgs per man-days. The productivity gives a broad idea for the Reinforcement heads and planning department to recognize what are the major aspects effecting the productivity and how to improvise and mobilize if require to increase the productivity.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

35

FORMWORK L&T Formwork is highly versatile and is equipped with state-of-art technology, fine-tuned to perform in Indian conditions. Formwork systems are proven productivity boosters. The Department at the site functions to find solutions to accelerate project by Mobilizing as per the scheduled works and utilizing the material accordingly by planning proper movement of materials for using the formwork up to feasible time the based on the no. of repetitions according to the material productivity of that particular material. The main objectives of L&T formwork department are HIGH SAVING Recurring savings from re-use of formwork systems. HIGH SPEED Dramatically increases the speed of construction as a result of ease of working. Means faster cycles and considerable saving in labour costs. HIGH SAFETY Maintains international standards of safety, with built-in features like guardrails, working platforms etc., so critical at great heights. Amenable to pumped concrete. HIGH ACCURACY Makes for high dimensional accuracy and accurate maintenance of line, level and plumb in structures HIGH QUALITY FINISH Smooth, even form finish greatly enhances aesthetics and soundness of structure.

The formwork department at the Cluster first recognizes various activities to be performed at the site with coordination with the HOD of the department at site level (taking their suggestions) and applicable formwork materials are suggested prior to start and the most feasible in all means like cost, time, quality and safety is selected and Scheme drawings are prepared by the EDRC department to know what kind of material is required to perform such activity and how the props and other fixtures are to be fixed. The department to ensure acceleration at work they plan the movement of materials and coordinated with the construction managers and planning manager to plan further on materials to make sure the materials are mobilized if necessary and make them ready as per the target dates which are applicable. The Cluster Formwork in charge does the mobilization process upon scheduling various activities and checking with other project sites as in where there is surplus or non-moving stock and is dispatched upon checking the material to the project site and constant updates are made to the inventory, they constantly check what material should be mobilized from which location, if there is no material is at the other project sites or there is no sufficient material present then they order for the formwork and make the purchase from the L&T formwork production unit present in Pondicherry and mobilize them on time and making them as per scheduled. The constant updates are made as in to check the Labor productivity and Material productivity at the department by the respective authorities to ensure the maximum productivity is obtained and if any measures to be taken the applicable improvement required areas are identified and are improved accordingly. The obtained approvals for formwork at this site are L&T formwork Aluma Table formwork L&T Large table
! ! ! !

"#$%&'!(!$#)$*!+,-.'&/&-!

;7!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

As Formwork is one of the most important aspect of site the department ensures that the works are going as per schedule and monitoring material, mobilizing material and tracking of material should be effective to achieve maximum productivity. As Material handling is done by the workmen the department make them aware as in how to handle it and how feasible is to go for manual shifting of the material and if possible tower crane shifting is done to increase acceleration of work. The formwork department ensures that the scheme drawings are available with the respective engineer responsible and the form work system is erected as per the drawings post reinforcement works, making sure there are no gaps and levels are checked prior to get authorization for going ahead to concreting. Quality department checks for levels and damages on the plywood if any and ensures levels and whether the plywood is oiled appropriately as per standards to obtain appropriate finish.

Fig.4.7: Formwork yard

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

37

Fig.4.8: A typical Shuttering work for Pile cap

Fig. 4.9: Workmen De-shuttering the Formwork

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

;8!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

PRODUCTIVITY

!"#$%& !!"#$%&'()('* !

!"#$ !!"#$ !!"!!" ! ! !"#$"%&

!"#$%&"' !!"#$%&'()('* ! !

!"#$%&%'!!"#$%!"& !!"# !!"# ! !"# !!"#$%& !" ! !" !!"!#$%!!"# !!"#$!!!!!

LABOUR PRODUCTIVITY OF L&T FORMWORK SYSTEM (Fixing and removing in site)

Sl.no. 1.

Type of Formwork Column Formwork using crane (Col. Size 500 x 500 x 3000)

Productivity

1.07

2.

Column Formwork without using Crane (Col. Size 500 x 500 x 3000)

1.13

3. 4. 5. 6. 7. 8. 9.

Wall Formwork using crane for handling panels Wall Formwork (without crane) Slab and Beams with L&T Flex (props) 4.5m level Flat Slab with CT Props up to 4.5m level Slab and Beams using Heavy duty tower 6m level Assembly and dismantling of heavy duty towers Assembly and dismantling of heavy duty towers (Size 1.525 x 1.525 m)

0.9 1.7 1.7 0.96 2.34 0.3 0.2

10.

Slab with Flex Table form work

0.8

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

39

The following solution is obtained as per norms for producing Table formwork,

!"#$%& !!"#$%&'()('* !

!"#$ !!"#$ !!"!!" ! ! !"#$"%&

Total table forms prepared were 10 and each table form was 12 sqm. So, Total work done = 120 Sqm

!"#$%& !!"#$%&'()('* !

!"# !"# ! !! !"#$"%& !"

As we observed the works at the project site we gathered and calculated cost incurred and productivity of that work done. Table Formwork: 1 Carpenter, 2 Helpers completed one Table formwork (3m x 4m) in 11hrs !"#$%& !!"#$%&'()('* ! ! !"#$%"&' !!"!!"# !"# ! !"#$

!" ! ! !! !! ! !!!"#!!!! !!! ! !!!"!!"#!!"#$"% !!!"#

!"#$%&'()('*!!"#!!"#$"%! !"!!"#$%&'#!!"#$%%&' !

(1.375 is derived as the labour worked overtime of 3hrs) Hence adequate workmen planning can improve the productivity.

And Cost incurred in producing that particular formwork is derived as follows Cost for Carpenter = Rs.412.5 2 Helpers = Rs.550 Total = Rs.962 Cost incurred per sqm = 962/12 = Rs.80.16 per Sqm. (Which is not feasible)

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

1:!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

Column Box Making: 2 Carpenters and 2 Helpers worked to make 1 Column box (14.44 sqm.) !"#$%& !!"#$%&'()('* ! ! !"!!! ! !!!!!"# !!"#$"%! !

(Ideal productivity is 4.3) 2 Carpenters = Rs.600 Helpers = Rs.400 Total =Rs.1000 Cost per sqm. Making = Rs.70 The Formwork engineer makes the rate analysis and the rate is decided after negotiating further with workmen contractor. The Formwork department at the site prepares documents such as Monthly Monitoring reports to get a brief idea on how much is planned vs. Actuals, Achieved vs. Planned, Requirement as per the schedule is prepared such that how much is procured and how much is balance to procure can be easily monitored these sheets prepared by the Department helps both Cluster level Formwork in charges and Site level planning managers to keep track of both Time and Cost. An Actual Cost Estimate is prepared post requirement projection of Formwork system and the amount of materials to meet the site conditions; this estimate helps to keep on track with the cost.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

41

OBSERVATIONS Post excavation one of the major obstacles and challenges for the construction managers is to face the water coming out around the piles and de water and do the necessary PCC works safely and maintaining quality.

Post to many problems for approach to the pile cap areas after excavation improvements were found in attaining better approaches both internal and external, this shows the constant improving measures were taken upon observing problems occurred in similar jobs.

!
! ! "#$%&'!(!$#)$*!+,-.'&/&-! ! !

10!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

RECOMMENDATIONS
By a research performed on rebar tying machine and its productivity it says that a rebar can be tied in less than 52% of time of what it takes to tie a rebar by traditional method as the productivity here in the project site is low than what it should be, implementing usage of machinery to tie rebars would help in increasing productivity 50% more than what it should be in traditional method. The challenge in taking up these machines is to retaining the workmen who are trained by the company, as its a cost, maintaining appropriate relations with the subcontractor will work better.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

43

7. STORES
As around 60% of project cost approximately depends on the various materials mobilized by the stores. The stores along with the appointed resource manager in any construction project play a vital role in managing inventories, controlling and managing all the stock required as per the plan when and what kind of specified material should be mobilized. In L&T the main responsibilities of stores are specified as follows: Receipt & issue of materials including customer supplied material. Arranging for inspection/customer approval (of samples) of incoming materials. Proper storage of materials. Proper identification and traceability of materials. Proper stock analysis and inventory control/documentation.

As bulk materials are one of the most consumed in the site the amounts are recognized and as per the schedule for resources (S-6), which is prepared by the Planning Engineer. Here at this project site the Bulk materials approved by the Clients are Cement Penna/Zuari/Ultratech Steel JSW Approvals to mobilize are generally done by Project manager/Accounts. The auditing in stores is conducted monthly to check whether authorized mobilizations are performed and proper documentation is done and they check for Invoices and Material request forms. In L&T for the ease of identifying materials while in the process of procurement or placing an order they have classified materials in ITEM CODES, which is of 9 digits, and each material has its unique code with starting numbers like: 1. 2. 3. 4. 5. 6. 7. 8. 9. Assets Tools & Tackles Consumable Items Reserved for any other items Electrical Items Bulk Materials Project Material Reserved Spares

The above item codes further derived as per the material specifications. The Enterprise Information portal (EIP) the portal through which the Head Quarters and Site Stores manager communicate and Make purchase order. A material procured from site has a process for effective management and post procurement. First they receive the procurement strategy on items to be procured from site then they raise material request

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

11!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

indicating specifications once the MR is approved it is sent to the stores and then they identify the vendors for material procurement. The orders placed through this portal the vendors can also be selected on the basis of location of the vendor, Past remarks etc. so orders go to that category of particular vendors then when the offers are made by particular vendors who will be able to give the order and the site (or) cluster Stores managers selects and evaluates and revaluates further and a vendor is selected. The issue purchase order is made and an EMR no: is generated to the vendor such that he puts that into the invoice for further reference at the site and billing. The PO details also contain Payment terms like after receipt, after installation or maybe after commissioning. There are certain general requirements for a vendor to register with the L&T EIP the vendors TIN NO. And Bank documents etc. shall be required. The authorized person makes any products procured prior inspection. Invoices obtained are registered on EIP and obtained reg. nos are sent to HQ along with the Photocopies at site. The stock is updated constantly on the EIP, if a product is consumed it is reduced from the stock and the reconciliation reports from all the departments are sent to the Stores manager to analyze the stocks available consumed and wastage. Reconciliation sheets are also updated on he EIP.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

45

8. PROJECT MANAGEMENT
In the present construction practices and uprising material costs or the operating costs, the project needs an efficient project management system, Larsen & Toubro implemented a system called Management Program and Control System (MPCS) Which comprises of 10 Different schedules for the ease of planning Men, Material and Cost. With the precious knowledge of Planning department here at the project site I was taught how the process of the planning starts post to the contract acceptance. The 10 Different schedules prepared are S 00 S 01 S 02 S 03 S 04 S 05 S 06 S 07 S 08 S 09 Master Construction Program Schedule of Invoice Schedule of Milestones Schedule for Plant & Machinery Organization Chart Schedule for Workmen (Labour forecast) Schedule for Bulk Materials Schedule for Specialized Agencies Schedule for Direct Costs Schedule for Indirect Costs

PROCESS OF PLANNING Post receiving the Contract, the CPM decides upon the Project Manager and the Planning Manager. The PM then prepares the Actual Cost Estimate (ACE), and identifies the areas of opportunity or risk. The customer needs are known and timelines committed. Post to several meetings on briefing the requirements and other needs of the customer, the planning department work on preparing the MPCS (Master program and Control System) all the 10 schedules to have a brief with the respective departments on what needs to be mobilized and when they are needed to be mobilized are briefed for the ease of the project flow. The MPCS is updated constantly every month in order to track the progress, time, cost, workmen, machinery used and materials. The planning manager reviews the schedules S-3 to S-7 in order to plan for the resource requirements ahead. They make daily, weekly, monthly plans based on the availability of resources and fronts and prepare accordingly the monthly performance report and sent to the CPM for his review. The other documents such as reconciliation statements are prepared every month and reviewed by the PM and Planning Manager to track upon Tender Quantity vs. Actual Quantity.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

17!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

LEARNINGS As after going through all the departments in the project site we were put into the Planning department which is the important department to learn how its functioned here, As planning being my interest the planning department here given me certain exercises like to monitor the progress for the block SDB -3 and report the observations daily for a certain period so as into know how much time does an activity take how many workmen are put on to the activities being performed, we also observed certain difficulties which effected the productivity. The planning department here comprises of one of the best teams I have ever came across which has Quantification Engineers, Planning Engineers, Resource Managers, Billing associates and Drawings Coordinator and controlling documents. The department is well managed by the Planning Manager and the Project manager in order for constant checking upon the activities performed and the time taken and measures taken to improve the conditions in the site and productivity, The daily progress meets are held at the site where in the planning department focus on appreciating the progress and also suggesting the construction managers that they can do better and resolve problems occurred by any department and ensuring the resources are available and are utilized to the maximum. As it is the fact that efficient performance is obtained when and only the available resources are used to the maximum efficiency. After reporting the progress and monitoring things like productivity for similar activities we were then taught about the various schedules prepared here and given exercise to prepare few schedules, by taking a Block and the structural works involved in it, I made S-0, S-1, S-2, S-3, S-5 just to get a brief idea behind the schedules I prepared them with available support from the planning department (Attached the schedules prepared at the end of this document). Then the planning executive has given me an exercise to make an Integrated plan for the Utility Block by observing the present conditions of the area and available resources and we were provided with the progress report till date, to get a brief idea. Understanding the progress according to the internal schedule and the implementing a new system was a hidden challenge, with the help of the Assistant planning manager I had a better view on what exactly to be planned and how the whole planning of the site executions are taken care of. The planning being most essential and the bigger challenge being able to execute the planned activities being the challenge they check the progress by having daily progress meets where I was invited to sit along while the Construction Managers and Departmental Heads sit along discuss the progress and various challenges in executing the work, the team was so well organized that everybodys aware and are ready to take challenges and accept them to achieve them accordingly.

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

LARSEN& TOUBRO SUMMER INTERNSHIP REPORT

47

Graph 6.1: Schedule of Invoice (Obtained from the assumed rates and the quantities scheduled)

!;=*::*::*:::>::!! !;:*::*::*:::>::!! !0=*::*::*:::>::!! -./012!3&45! !0:*::*::*:::>::!! !9=*::*::*:::>::!! !9:*::*::*:::>::!! !=*::*::*:::>::!! !<!!!! "?@<99! -AB<99! CDE<90!

67489:/;!</=>?742! !

$5)4! $6%%62&4#N.!

FAG<90! %DH<90! &IH<90! %DJ<90! CKE<90!

CKL<90!

&KM<90!

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

18!

2&')."!3!456/'5! ! "#$$%&!'()%&("*'+!&%+,&)!

Graph 6.2: Obtained Workmen forecast for the structural works with respect to the quantities scheduled

91:::! 90:::! 9::::! 8:::! 7:::! 1:::! 0:::! CDE<90! :! FAG<90! %DH<90! '.)56'$.!

&IH<90!

%DJ<90!

CKE<90!

CKL<90!

&KM<90!

)AI<90!

5BO<90!

"?@<90!

-AB<90!

CDE<9;!

FAG<9;!

%DH<9;!

&IH<9;!

%DJ<9;!

! !

"#$%&'!(!$#)$*!+,-.'&/&-!

! !

CKE<9;!