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LARSEN& TOUBROSUMMER INTERNSHIP REPORT

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1.COMPANY PROFILE

ABOUT

Larsen & Toubro is Indias largest technology, engineering, manufacturing and construction witha 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 companysigned 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).


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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 77 th

Top contractors and ranks 29th in global ranking as per the survey conducted by the reputedinternational 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 structuralsteel 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 includinginstrumentation for all types of industrial and telecom projects.

Design, manufacture, supply and installation of EHV switchyards, transmission lines.


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BUILDINGS & FACTORIES

The Buildings & Factories IC is equipped with the domain knowledge, requisite expertise andwide-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)


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


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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 significantimpacts 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 byConstruction Manager.

To formulate and effectively maintain the accident prevention, Health and environmentprotection 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


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EHS POLICY


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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 ofISO 14001:2004,OHSAS 18001:2007 & ISO 9001: 2008.


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In the IMS manual of HSE dept. the process flow chart, which gives one the idea about the EHSmanagement 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 andaccordingly the various measures to be taken to prevent accidents and also details on different PPEs that


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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 4Emergency 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.


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No stacking of materials was done on the access points so as to facilitate free movement for theworkmen.

The layout demarcating stacking of materials disposing materials was made, and ensured thatsafe 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.


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The storage of cylinders was done according to the specifications in the respected acts applicableand signages were provided regarding where should the cylinders to be placed according to thetype of gas filled in them (acetylene and oxygen cylinders were placed separately) and emptycylinders 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 handlingthose 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 applicableflooring 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 wasminimized 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.


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Signboards were maintained in the stores and tag system was maintained wherever applicable forbetter access.

Every block had one supervisor and a in charge for safety to monitor works and constantlyadvice 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 workmenpractice 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 certainheights.

Safety for shuttering was done as per plan we have studied and as we observed the shutteringwas 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 safeworking platform and proper access to that area was also provided.

Waste management was done according to the norms and the excavated earth was depositedvery 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 constantlymonitored.

Sanitary facilities were installed in the sites. Records of incident, first aid cases and other visits to the clinic were maintained and evaluated.


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Workmen were provided shelter close to the project site, the shelter is made out of fireproofmaterial 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 theproject 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 workto 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 theparticipation 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 normsto 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 importantaspect 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.


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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 shouldbe improved.

Better providence of sanitary facilities was suggested prior to our observations.


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4. QUALITY ASSURANCE & QUALITY CONTROL

L&T Buildings and Factories IC has a well established and documented Quality Management system tomeet the requirements of Clients and is taking appropriate steps to improve its effectiveness inaccordance with the requirements of ISO 9001: 2008.

Relevant procedures were established which clearly specify the criteria and methods for effectiveoperation, control, necessary resources for particular activities and information to support the operationand monitoring of the processes.

L&T Buildings and Factories IC have established a procedure for effective monitoring, measuring andanalyzing of the process and to take necessary action to achieve planned results and continualimprovement of the processes. They also maintain and implement relevant procedures to identify andexercise required to control of any outsourced process.

The commitment of top management towards quality policy and to quality plan to mobilize accordinglyto execute work with adequate training by keeping in mind about the statutory requirements and clientrequirements and monitoring work and controlling and taking adequate measures to achieve quality byobserving and measuring works by effective internal and external quality audits hence mistakes wereobserved and corrective measures taken to improve accordingly.

We could also observe that the client statements or the reviews made by them were also considered intoimproving areas and corrective measures were taken up by the department by implementing trainingactivities to the supervisors and engineers to check upon quality requirements.

The control and monitoring of measurement equipments was planned according to the plan for theproject 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 theappropriate design specifications safety norms codes of practice as per contractual requirements and useafter obtaining approval from customer/consultant and append the draft to project quality plan fornecessary approval.

The method statements are reviewed and improvements are made accordingly and presented them toConstruction Quality Manager.

The specification of handling of certain material is described in the project quality plan according to thematerial in order to ensure proper housekeeping is maintained as per the standards, As housekeeping isone of key factors of effective production/execution, the passageways were constantly checked, ensuringthe materials are at where they have to be, checking for approaches in the construction site along withchecking whether they are free from scrap and proper site maintenance by respective departments.


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LEARNINGS

In our valuable time spent in Quality department we were allowed to go through the various documentsmaintained and controlled by the QA/QC department.

The first document we went through was the Project Quality plan in which the Quality objectives for theproject 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 asspecified 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 requirementsof cluster quality objectives covering each process/function.

They receive necessary suggestions from the cluster project manager in improving productivity and tocheck on methodologies to innovate and improve productivity.

They also report progress in Management review meeting and follow improvement plans based on thatmeeting.

The department prepares product quality strategy to meet the client and statutory requirements to ensurequality of the product, safety and timely delivery of the product. The documentation of requirements ofclients 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 thesite and its supporting functions, which clearly shows the various departments their functions includingservice functions.

The batching plant at the project site was under control of the QA/QC department by which constantupdate and tests before the start of the plant was constantly observed and corrective measures ofcontrolling production was done by the department. Quality reports are maintained and reviewed bothquarterly and monthly.

To order for quantity site engineer must fill up the below pour card do check for the quality aspects forthat 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 pilefoundations. They record the data and maintain documents and check whether the performance is as perstandards 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 highperformance and were laid according to the standards by commitment towards quality and controllingcost and were delivered on time. This shows the commitment of the management towards qualitymanagement.


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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 aspectsand to make observations for the Pile cap activities (PCC works, Rebar works, shuttering works andconcreting works).

Weekly batch tests are performed at the QA/QC lab, and before they start the concrete production theymonitor the temperature on daily basis and they take measures daily to moisture correction and take1cum of concrete to perform tests.

Surveyor on the site and his documentation is constantly checked for levels that are needed to beobserved to ensure adequate levels are maintained and the coordinates of respective pile, pile cap or acolumn is as per the drawings details.

While testing reports gathered from the respective vendors and the rebar lengths are checked and theBBS is prepared and made according to the RC detail drawings, checking that the bars are fabricatedaccordingly and ensuring the placement of the bars are relevant according to the respective area of the


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rebar where it should be used. The execution engineer plays a vital role in operations of the process asspecified by the method statement prepared by the quality department such that it is ensured with qualityand constantly reporting there progress to their respective construction manager and then the data ischecked by the planning department and the costing department to ensure its going on track and undercost to ensure the product is produced in time and according to the plan with respect to the applicablequality.

House keeping practices were effective on site ensuring the access to material was easy and maintainingcleanliness in the area of were the work is going to be executed for better quality to meet therequirements of the method statements as documented.

As one of the major challenges of the Quality department to ensure they meet Client and Statutoryrequirements such that the time, cost and safety is controlled.

To measure, analyze and improvement the quality department plan and check the method statements toensure 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 newstructure on the block would be columns, Beams and flat slabs; as they need to perform well the clusterquality team came to the site and with the help of Quality Manager on site they together designed andmade Trials for the Mix design M50.Nearly 3 trials were done prior to this in site batching plant mix design trial and concrete slump testperformed by constantly checking for proper strength.

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


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


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Hence after several trials made when found collapsed slump and shear types of slump the above pictureshows that adequate slump was found and hence after the design is finalized by making cubes out of thisproduction and tested for compressive tests.

Prior to this trial mix design testing at the in site batching plant the concrete is first checked on babymixer, 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 isconducted Monthly. I was glad to attend and was exposed to the objective of the meeting and theirobjective 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 closeouts and making them aware of various quality issues and making the construction manager anddepartmental 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 engineerfor better performance.

They should participate in making the site layout and recognizing activities overlap to provideproper men, material and machinery approaches that helps in higher productivity.


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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.


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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.


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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


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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.


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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 planand 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 therespective department and corrective actions taken to improve the productivity.

Frequent maintenance and repairs are also monitored and documented and further after its useare 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 ifany 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 identifyvarious 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 ofvendor 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 theinternal 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.


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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 departmentand specifications were included along.

2. Prior to starting piling by coordinating with the planning and construction manager thenecessary 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 augertool 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 bentonitetanks.

6. Bentonite head shall be maintained throughout the period the head shall be maintained 2mabove 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 dril ling 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-pressurebentonite pump. (Density of the bentonite is constantly monitored)


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11.After ensuring all the checks performed to attain quality the concrete is ordered and using tremiepipe 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 startedand 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 pile3. 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 thereinforcement 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 providingspacing as per drawings specified.6. The formwork engineer studies the shuttering drawing and the material is prepared accordinglythe 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 beginsand done in levels with adequate vibration method ensuring there are no voids or gaps and oncethe 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.


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

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


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


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Fig. 4.4: Checklist while pouring and post construction


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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 wereable 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


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


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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.


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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 utilizingthe 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 likeguardrails, 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 andsoundness 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 ofmaterial 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


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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


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Fig.4.8: A typical Shuttering work for Pile cap

Fig. 4.9: Workmen De-shuttering the Formwork


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PRODUCTIVITY

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

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

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

Sl.no. Type of Formwork Productivity

1. Column Formwork using crane

(Col. Size 500 x 500 x 3000) 1.07

2. Column Formwork without using Crane

(Col. Size 500 x 500 x 3000) 1.13

3. Wall Formwork using crane for handling panels 0.9

4. Wall Formwork (without crane) 1.7

5. Slab and Beams with L&T Flex (props) 4.5m level 1.7

6. Flat Slab with CT Props up to 4.5m level 0.96

7. Slab and Beams using Heavy duty tower 6m level 2.34

8. Assembly and dismantling of heavy duty towers 0.3

9. Assembly and dismantling of heavy duty towers(Size 1.525 x 1.525 m)

0.2

10. Slab with Flex Table form work 0.8


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The following solution is obtained as per norms for producingTable 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 adequateworkmen planningcan 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)


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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.


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OBSERVATIONS

Post excavation one of the major obstacles and challenges for the construction managers is toface 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 werefound in attaining better approaches both internal and external, this shows the constant

improving measures were taken upon observing problems occurred in similar jobs.


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RECOMMENDATIONS

By a research performed on rebar tying machine and its productivity it says that a rebar can betied 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 bein 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 sub-

contractor will work better.


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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 whatkind 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 theschedule 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. Assets2. Tools & Tackles3. Consumable Items4. Reserved for any other items5. Electrical Items6. Bulk Materials7. Project Material8. Reserved9. 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


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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 stocksavailable consumed and wastage. Reconciliation sheets are also updated on he EIP.


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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 ofplanning 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 - Master Construction Program

S 01 - Schedule of InvoiceS 02 - Schedule of MilestonesS 03 - Schedule for Plant & MachineryS 04 - Organization ChartS 05 - Schedule for Workmen (Labour forecast)S 06 - Schedule for Bulk MaterialsS 07 - Schedule for Specialized AgenciesS 08 - Schedule for Direct CostsS 09 - 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 therequirements 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.


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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 activitytake 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 andensuring 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 theprogress 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.


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

::

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

:

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1:::

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90:::

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CDE

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