ASSESSMENT DIRECTION
ASSESSMENT TASK 2
SELECT, PROCURE & STORE MATERIALS
Refer Also to Topics 8 & 10 As a Guide
Assume you will be on holidays and your Supervisor will be responsible for the
placement, handling and storing of all the building materials etc for the new
project in accordance with your previously prepared Schedules.
Direct your Supervisor to follow the Schedule of Ordering and:
â–ª Plan the a
ival of the materials.
â–ª How they are to be checked on a
ival for quality and condition.
â–ª How they will be handled from the delivery truck to the storage area.
â–ª Where they will be stored.
â–ª Consider the safe handling and storage of the materials.
â–ª Consider all the implications of handling hazardous substances and
dangerous goods.
â–ª Consider signage and movement of the materials around the site.
Set out the directions in words that are easy to understand and in a format that
your Supervisor will be able to read and implement your directions without
having to constantly come to you to clarify each section.
DO NOT just copy the words in the text or copy the example forms provided in
the text – use the text words and forms as a guide to design your own. You will
e penalised if you just copy the text documents.
ALLOCATING & STORING
MATERIALS
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PLANNING
The quickest way to get off side with your client is to not to plan the job
thoroughly.
As soon as you set foot on the site there is an air of expectancy. A resignation
that there is going to be a mess, and some disruption to the household if the
project is a renovation or extension. It is your responsibility to make that time
as short as possible.
PLANS/SPECIFICATIONS
â–ª Be thorough with the detail in your plans and specifications.
â–ª Make all the necessary selections prior to commencement.
â–ª Agree to all variations prior to commencement of any works.
SCHEDULE
â–ª Make up a working schedule.
â–ª List sequence of events.
â–ª Time line.
â–ª Projected cash requirements.
â–ª Projected income.
ORDERS
â–ª Order all materials with an expected delivery date. (Mark the date to be
confirmed).
â–ª Book all of your sub contractors according to your schedule, (Mark the
date to be confirmed).
â–ª Make up a Call Forward Sheet.
RECORDS
â–ª Keep your job dairy (day book, site diary) up to date.
â–ª Record all wet days, and apply for an extension of time even if you are in
front of your schedule.
â–ª Record all accidents, not matter how trivial.
â–ª Record all site instruction from your client, give them a copy.
â–ª Do not do variations without them being in writing and approved.
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CPC40208 Certificate IV in Building and Construction (Contract Administration)
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RECORDS
Photographs: When renovating take photographs of the existing dwelling and
gardens prior to commencement. Be particular and photograph faults and
i
egularities in the existing structure.
Whether it is a renovation or new home, do not forget to get photos of the
neighbours house, their fences and paths, paying particular attention to
i
egularities. Take internal shots looking particularly for cracks, and sagging
lintels,
oken windows. Make a copy of these photos for the neighbours/client.
Take photos during construction and at completion. These will serve not only as
a record for you and your
ag book, but a set given to your clients on
completion is usually very well received.
OR if there is a dispute.
Written Records - Make written notes of all i
egularities and faults you see
PRIOR to commencement, give a copy to your client. Record any damage to the
footpaths, road and nature strip. Advise council and your client.
Start your job file, job diary and job records
VALUABLES AND BREAKABLES
If the project is a renovation or extension:
External - Identify with your client their valuables outside and if there is any
danger of damage, have them shifted to a safe place.
Internal The same applies to the internal of a home. Be aware of pictures,
photos, mi
ors and ‘nick-knacks’ on walls and display shelves. Suggest that
valuables, that may
eak, would be safe if they are packed up and stored in a
safe place.
Protection Carpet may be better being taken up and stored while renovations
are being done, and re-laid on completion, thus avoiding the risk of damage.
Have an ample amount of clean drop sheets or cover sheets to protect floors
and furniture.
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A GOOD SITE IS A CLEAN SITE
A CLEAN SITE IS A SAFE SITE
At your first meeting with your client you will need to assess the site.
ACCESS
Is there easy access for your materials. Access for plant – For Example: Backhoe,
Bobcat, etc. The state of the driveway, footpaths. Access for premix concrete
vehicles.
STORAGE
Storage areas for
icks and timer. Dry storage for cement etc., timber store
area.
WASTE
Area for waste product. Area for clean up (mortar, concrete, paint, plaster).
SITE FACILITIES
Toilet facilities, power, water, tool store. Parking a
angements for your sub
contractors.
HOURS
Establish your working hours. Define any special dates, forthcoming events etc.
GENERAL
Make a list of special plants, not to be distu
ed, touched or damaged. Include
the plants to be relocated and by whom. If there is any kind of pool, a
ange for
it to be covered.
KEEP IT CLEAN
Sweep up at the end of the day. Remove any ru
ish. Stack materials, tools etc
away – attend immediately to any trip hazards.
DO NOT leave food, empty drink cans around the site during the day and at the
end of the day.
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STORAGE ON SITE
Source: The Australian Institute of Building - Technical Practice Note No. 8
INTRODUCTION
What is storage? Storage is the effectively planned use of space by goods or
materials.
On a building site when materials are delivered, every time you have to move
them before they are used in construction the process costs you both time and
money.
Some sites demand more attention to planning than others particularly when
locating the site amenities and allocating space for plant or machinery and dor
onsite parking.
Delivery of materials can be critical in maintaining access to site and meeting the
authorities requirements of low impact to traffic conditions, particularly as
uilding sites have more demand on the maximum use of space.
THE NEED
The principal factors related to the need for storage are:
(a) Economic buying of materials
(b) Changes in production programs
(c) Late deliveries by suppliers
(d) Economic production outputs
(e) Shortages of particular materials
(f) Limited period of availability of some materials
(g) Variations
These factors are subject to variables often outside the control of the contractor,
although some allowance can be made based on experience. Therefore, the
allocation of space and other resources to storage should incorporate as much
flexibility as possible for alternative utilisation and adaptability.
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This means, for example, reserving an area of the stores or compound for the
awkward load of unexpected delivery; allowing for two means of access to the
storage area instead of one; a
anging storage areas to avoid complete
dependence on one item of mechanical plant; using easily moved or mobile
temporary covers for protection of materials in stacks; and using sectional
interlocking metal racking rather than traditional steel scaffolding.
COSTS
The total cost of storage, if considered in isolation, may appear excessive, as it
could be in the order of 20 to 30 per cent of the value of the stock held per year.
However, against this may be set the estimated savings which arise by having
provided for the circumstances (a) to (g) listed above.
Elements of total cost include the following:
(a) Cost of enclosed storage compound, protective coverings, depreciation,
maintenance, transport, erection, dismantling, rates taxes, insurance,
heating and lighting.
(b) Cost of salaries and wages for personnel directly and indirectly
concerned.
(c) Cost of mechanical and other equipment
(d) Costs arising from deterioration, wastage, theft vandalism or their
prevention.
To avoid unnecessarily high costs of storage, there must be close co-operation
and co-ordination between planning, purchasing and production staff.
For instance, when deciding the economic quantity, size and weight of loads
delivered to site, the purchasing department may wish to place an order based
on the