Resource Management, Resource Leveling, Construction Labor, Manpower Planning, Control Monitoring

Front 1

Apply when it is desired to reduce the hiring and firing of resources and to smooth the fluctuation in the daily demand of a resource.  Resources are not limited and project duration is not to be delayed.  The objective is to shift non-critical activities within their float times so that a better resource profile is obtained.

Back 1

(Resource Leveling

Front 2

 Apply when the original schedule shows that several activities require a certain resource at the same time.  If the resource is limited, one of the activities has to be delayed, thus delaying the whole project.  The objective is to properly select which activities to delay and which one to start so that the total project delay is minimized

Back 2

(Resource Allocation

Front 3

The objective is to properly select which activities to delay and which one to start so that the total project delay is minimized.

Back 3

(Resource Allocation

Front 4

Resource Management Analysis

Back 4

-Smoothing Resource Profiles (Resource Leveling)

-Scheduling with Limited Resources (Resource Allocation)

Front 5

 Minimize daily fluctuations in resource use  Use the moment of the resource histogram around the horizontal axis (time).

Back 5

Minimum Moment Algorithm

Front 6

Manual Heuristic Solution: Method of Moments

Back 6

Minimum Moment Algorithm

Double Moments Algorithm

Front 7

 Minimum Moment method does not consider the resource utilization period.  Very important, particularly for equipment resources that are shared among projects or rented from external sources.

Back 7

Double Moments Algorithm

Front 8

is the total number of people who can work to get something done. - The term manpower can mean “labor force”,” workforce”, ”workers” or simply “people” and despite the man, it applies to both men and women.

Back 8

MANPOWER

Front 9

support manpower.

Back 9

indirect workers

Front 10

These are the construction site workers who can be identified with execution of the client’s permanent works such as those listed in the bill of quantities.

Back 10

DIRECT MANPOWER

Front 11

construction site workers

Back 11

direct workers

Front 12

covers all supervisors, staff and workers other than those in the direct manpower. It is required to support the direct manpower, both technically and administratively. It generally consists of the project management and administration group.

Back 12

INDIRECT MANPOWER

Front 13

different types of labours

Back 13

Skilled workers:

Unskilled workers

Management:

Front 14

Carpenters, iron fixers, masons, concrete/foundation workers, plumbers, shuttering carpenters, machine/crane operators, electricians, scaffolders

Back 14

Skilled workers:

Front 15

Labourers, assistants, building cleaners

Back 15

Unskilled workers:

Front 16

Site Managers/Construction Managers, foremen, engineers, bosses, project managers

Back 16

Management:

Front 17

also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization.

Back 17

MANPOWER PLANNING

Front 18

Human Resource Planning has the system approach, so The procedure is

Back 18

1. Analyzing the current manpower inventory 2. Making future manpower forecasts 3. Developing employment programmes 4. Design training programmes

Hint 18

AMDD

Front 19

Before a manager makes forecast of future manpower, the current manpower status has to be analyzed.

Back 19

Analyzing the current manpower inventory

Front 20

Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units.

Back 20

Making future manpower forecasts

Front 21

Manpower forecasting techniques commonly employed by the organizations

Back 21

Expert Forecasts

Trend Analysis

Work Load Analysis

Work Force Analysis

Other methods:

Front 22

Once the current inventory is compared with future forecasts, the employment programmes can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans.

Back 22

Developing employment programmes

Front 23

These will be based upon extent of diversification, expansion plans, development programmes,etc. Training programmes depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers.

Back 23

Design training programmes

Front 24

The four managerial functions,

Back 24

planning, organizing, directing and controlling

Front 25

The four managerial functions, i.e., planning, organizing, directing and controlling are based upon the manpower. Human resources help in the implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions.

Back 25

Key to managerial functions

Front 26

important function in the industrialization world of today. Setting of large scale enterprises require management of large scale manpower. It can be effectively done through staffing function.

Back 26

Efficient utilization-

Front 27

Staffing function not only includes putting right men on right job, but it also comprises of motivational programmes, i.e., incentive plans to be framed for further participation and employment of employees in a concern.

Back 27

Motivation

Front 28

A concern can stabilize itself if human relations develop and are strong. Human relations become strong trough effective control, clear communication, effective supervision and leadership in a concern. Staffing function also looks after training and development of the work force which leads to co-operation and better human relations.

Back 28

Better human relations-

Front 29

Productivity level increases when resources are utilized in best possible manner. higher productivity is a result of minimum wastage of time, money, efforts and energies

Back 29

Higher productivity-

Front 30

protection of environment from the system

Back 30

Safety

Front 31

protection of the system from the environment.

Back 31

Security

Front 32

managing business activities and applying principles, framework, processes to help prevent accidents, injuries and to minimize other risk.

Back 32

SAFETY MANAGEMENT

Front 33

COMMON CAUSES OF ACCIDENTS

Back 33

SAFEUL

Front 34

PERSONAL PROTECTION EQUIPMENT

Back 34

GGGSSAFH

Front 35

It is an undesired event that results in harm to people, damage to property or loss to process

Back 35

Accident

Front 36

It is undesired which, under slightly different circumstances, could have resulted in harm to people, damage to property or loss to process

Back 36

Incident

Front 37

It the control of hazards to attain an acceptable level of risk.

Back 37

Safety

Front 38

To regulate or restrain

Back 38

Control

Front 39

It is a chance of physical and personal loss

Back 39

Risk

Front 40

These are unsafe practices or conditions that if not controlled may result into the occurrence of an accident or an incident

Back 40

Hazard

Front 41

Are behaviors which could permit the occurrence of an accident or incident. Deviation from standard procedures or practices

Back 41

Unsafe Practices/Act

Front 42

Are circumstances which could permit the occurrence of an accident or incident. Deviation from standard conditions (equipment, materials, or environment)

Back 42

Unsafe Condition

Front 43

Are activities designed to assist management and employees in the recognition, evaluation and control of workplace hazards

Back 43

Safety Program

Front 44

It is a critical examination of the safety and health management programs to determine their effectiveness and compliance to regulatory standards

Back 44

Safety Audit

Front 45

Devices used to protect an employees from injury or illness resulting from contact with chemical , radiological, physical, electrical, mechanical, or other workplace hazards. Equipment that creates a barrier against workplace hazards. Equipment that creates a barrier against workplace hazards

Back 45

Personal Protective Equipment (PPE)

Front 46

FACTS AND FIGURES FROM OSH in the CONSTRUCTION INDUSTRY

Back 46

• 17% death in their present workplace.• 71% do not have first aid station.• 72% do not have trained first aide personnel• 6 out of 10 claimed that Personal Protected Equipment (PPE’s) were not issued to them.• 17% accounted disability • 21% major injuries.• 42% have minor injuries• 2 out of 10 used lifelines

• 10% use their safety belts