Occupational Safety & Health ARSC 0513 PDF

ARSC 0513  why should we pay attention to OCCUPATIONAL SAFETY & HEALTH housekeeping at work?  effective housekeeping can eliminate OCCUPAT...

ARSC 0513  why should we pay attention to OCCUPATIONAL SAFETY & HEALTH housekeeping at work?  effective housekeeping can eliminate OCCUPATIONAL SAFETY some workplace hazards and help get a  deals with understanding the cause of job done safely and properly. accidents at work and ways to prevent unsafe  what do we mean by poor housekeeping? act and unsafe conditions in any work place.  housekeeping is not just cleanliness; a  safety at work discusses concept of the messy workplace is a sign of an inefficient following: business. o GOOD HOUSEKEEPING  examples of poor housekeeping o FIRE SAFETY  untidy and cluttered workplace o ELECTRICAL SAFETY  poor storage of materials and stock o FIRE SAFETY OCCUPATIONAL HEALTH  chemistry of fire  a broad concept which explain how different  elements of fire hazards and risks at work may cause an illness o fuel and emphasizes that health program are o heat essential in controlling work-related and/ or o oxygen occupational diseases.  classes of fire  healthy workplace discusses concept of the  A (ordinary combustibles) following:  B (flammable liquids) o PHYSICAL HEALTH HAZARDS  C (involving electricity) o CHEMICAL HEALTH HAZARDS  D (combustible metals) o PSYCHOLOGICAL HEALTH HAZARDS  fire prevention practices o COVID-19 GUIDELINES  keep passageways and exits clear  ensure fire extinguishers and fire alarm HAZARD pull stations are accessible at all times  anything that can cause harm.  place trash in proper receptacles RISK  ensure that fire doors are not blocked  how great the chance that someone will be open harmed by the hazard.  plan for fire emergencies ACCIDENT  read & understand the fire evacuation  an unexpected, unforeseen, unplanned, and plan for your area unwanted occurrence or event that causes  know the location of at least 2 damage or loss of materials or properties, injury, emergency exits or death.  know the location of fire alarm pull  2 causes of accident stations and fire extinguishers o UNSAFE ACT  take part in fire drills  a violation of an accepted safe standard  escape routes which could permit the occurrence of an  when the smoke alarm sounds, you may accident. only have seconds or minutes to escape o UN ACT safely. o NEAR MISS  have a meeting place for everyone to  an incident in which no property was gather outside. damaged and no personal injury was  plan 2 ways out, in case one way is filled sustained, but where, given a slight shift in with smoke or fire. time or position, damage or injury easily  in case of fire could have occurred.  remain calm. Don’t panic or cause confusion. Never shout fire.  proceed safely to nearest fire exit.  feel surfaces of doors before opening. SAFETY HAZARDS  crawl to exit if smoke is present in area o GOOD HOUSEKEEPING  follow instructions of fire department.  what is good workplace housekeeping?  remember R.A.C.E. and P.A.S.S.  it is the activities undertaken to create or o Rescue anyone in immediate maintain tidy, clean, orderly and safe danger working environment o Activate the fire alarm pull station o Contain the fire  o Extinguish the fire, if your safety can  toxic be assured  control measure: proper storage and o Pull the pin hadling o Aim at the base of the fire  corrosive o Squeeze the handles together  control measure: always wear protective o Sweep from side to side equipment o ELECTRICAL SAFETY o PSYCHOLOGICAL HEALTH HAZARDS  a medium that provides a very convenient  work related stress means for transferring energy from one  control measure: manage time properly place to another. & discuss the problem  correctly used, electricity is our most  bullying versatile from energy.  sexual harassment  control of most electrical hazards is neither  control measure: report bullying & difficult or expensive, but ignoring them harassment to management can cause serious consequences. o COVID-19 GUIDELINES  electrical safety rules  monitor practice social distancing  visually inspect all equipment for  do not forget to sanitize surfaces regularly damage prior to use.  do not use extension cords for permanent “SAFETY FIRST: WORKING SAFELY MAY GET OLD BUT SO wiring. DO THOSE WHO PRACTICE IT.”  unplug equipment by pulling on the plug and not the cord. ”IT’S BETTER TO BE SAFETY CONSCIOUS THAN UNSAFE  damaged or defective biomedical/ AND UNCONSCIOUS.” electrical equipment must be removed from service and reported to appropriate “SAFETY BEGINS WITH COMPLIANCE” authority for repair.  keep fluids, chemicals, and heat away from equipment, cords, and cables.  maintain sufficient access around equipment & panels for operations/ maintenance.  do not touch energized/ conductive surfaces with one hand while touching the patient with the other.  know the function of each control prior to using equipment.  do not overload electrical sockets.  do not run cords under rugs or furniture. They can become worn, overheat, and cause a fire.  avoid putting cords against walls or across doorways.  use power strips equipped with overload protection. HEALTH HAZARDS o PHYSICAL HEALTH HAZARDS  noise  control measure: wearing headphones  vibration  control measure: wearing anti-vibration gloves  slipping & falling  control measure: mopping the floor with proper signage. o CHEMICAL HEALTH HAZARDS  flammable  control measure: putting proper signages ARSC 0513 SUBMISSION It contains all of the company’s previous projects, management plans, and track CONSTRUCTION BIDDING record of task completion on time. The bid must be as precise as possible. INTRODUCTION A cost estimate based on the bill of  project procurement management includes quantities and blueprints should also be included. Often, the best reasonable price the processes necessary to purchase or influences the winning bid. acquire products, services or results needed After collecting the bids, they are from outside the project team. compared against each other. BID  project procurement management includes EVALUATION The most popular way to pick the best the management and control processes vendor or service provider is the MEAT & SELECTION criteria (Most Economically Advantageous required to develop and administer such as Tender). contracts, purchase orders, memoranda of Negotiation and selection are the final agreements (MOAs), or internal service level stages of bidding. agreements (SLAs). The tendering organization will notify them of the final approved price and any  project tendering is the process by which bids CONTRACT additional requests, if any. are invited from interested construction NEGOTIATION Management & administrative departments contractors to carry out specific packages of & AWARDING of the project team can begin to construction work. participate. Legal terms, payment terms, deliverable schedules, and other important  bidding process is a method to select the most details are documented & signed by the suitable service provider or supplier, by parties involved to solidify the agreement. comparing proposals against specific criteria. DELIVERY METHODS TENDERING METHODS The owner contracts with one entity that OPEN Used by both government & private sector. DESIGN-BUIT handles both design and construction, TENDERING Allows anyone to submit a tender. and one price covers both phases. (DB) Owner>Design & Construction> SELECTIVE Bidders are allowed to submit tenders only Subcontractors TENDERING by invitation. The common process for the construction Obtained by the employer inviting a of non-residential buildings, especially contractor of his choice to submit for a government projects. project. DESIGN-BID- NEGOTIATED An owner hires an architect or designer Specialized work or when particular BUILT TENDERING equipment is needed as an extension of independently from the contractor who (DBB) manages construction. existing works, or for futher work following a previous contract. Owner> Design Owner> Construction> Subcontractors Tenders are based on a typical bill of quantities or schedule of works. New methods used, and the owner INTEGRATED employs the architect, owner and SERIAL Rates are used to value results over a given PROJECT contractor together as a team. They TENDERING number of projects, and with time the procedure can be repeated for different DELIVERY share the risk equally. projects. (IPB) Owner>Design and/ or Construction> Subcontractors Like DBB, in the CMR method, different BIDDING PROCESS forms handle design and construction. CONSTRUCTION Owner or Project Team issues a Request for Unlike DBB, the construction manager Proposals (RFP) or an invitation for Bid (IFB) MANAGEMENT joins the project at the start before the to initiate the bidding process. AT RISK architect designs the building. Owner must make 3 importatnt decisions (CMR) Owner>Design or Construction> before issuing the bid solicitation: Subcontractors  Project Delivery Method  Procurement Method  Contract Type PROCUREMENT METHODS BID BEST VALUE The contractor is awarded the contract It is an essential phase that ensures a SOLICITATION smooth construction bidding process. SOURCE based on price and past performance. Owners or general contractors must provide Selects competitive bids based on the complete and accurate information procurement method’s lowest bid. regarding their projects. LOW BID Government and other public entities Best to request the bidding company’s commonly use this method. profile, project portfolio, personnel resumes, A single-source method that uses only one and financial statements when evaluating provider to satisfy all the project bidders. requirements. DIRECT Following the issuance of an RFP, interested In business, owners may decide on sole parties will begin to evaluate the proposal. SELECT/ SOLE source procurement if (example) they have BID SOURCE After gathering and organizing all of the a successful relationship with a contractor PREPARATION details, the bid can be submitted to the and want to replicate a prior contract or requesting organization. project. The next step is the bid submission. This The contractors are selected without any BID NEGOTIATED contain all pertinent company information. advertisement or competitive bidding.  A contractor bid will likely be chosen as the  LICENSE NUMBER: number issued by the state selection criteria are based on goodwill licensing board to general contractor, indicating and previous successful relationships. their legal status to work as a general contractor and provide the services outlined in the CONTRACT TYPE Lump-sum contract referred to as a fixed- agreement LUMP-SUM price contract sets one determined price  DESCRIPTION OF WORK: outline of the scope of for all work done for the project. work planned for the project (may include A unit price contract divides the contract specifications, plans, portions of work being hired UNIT-PRICE into separate elements (materials, labor, & overhead or administrative costs) out to subcontractors, and other critical details) A cost-plus contract includes 2 elements of  CONTRACT DOCUMENTS: any related payment for the contractor: the cost of the documents, such as blueprints, designs, exhibits, materials & labor, plus a separate fee as drawings, renderings, or similar components COST-PLUS the contractor’s profit. related to the work being done The fee can either be pre-determined as a set figure, or it could be a percentage of  PRICE AND PAYMENTS: the cost for the work the final project costs. outlined in the agreement, as well as payment TIME & Time and materials contract is paid hourly/ terms (how and when the owner will make the MATERIALS daily or by the cost of materials used. payments to the general contractor) A guaranteed maximum price contract  LABOR AND MATERIALS: who is responsible for GUARANTEED puts a limit on the final budget of a project. MAXIMUM Any costs beyond that are to be covered procuring the materials, as well as any costs PRICE by the contractor. associated with the labor and materials needed to complete the work CONTRACT OR AGREEMENT  TIMELINE: the planned started and end date  a mutually binding agreement that obligates (mayinclude details about when certain tasks will the seller to provide the specified products, be complete or any phases planned for the services, or results project)  obligates the buyer to compensate the seller  PERMITS AND LICENSING: outlines which party is  represents a legal relationship that is subject responsible for requesting and obtaining any to remedy in the courts necessary permits and licensing to complete the  sets the scope and terms of work for a scope of work construction project. It is an agreement  CHANGE REQUESTS: describes how any between the contractor doing the requested changes will be communicated to the construction and the person or company general contractor, as well as any fees required who hires them to do the work for change orders and timelines for when  agreement should contain several sections changes can be requested and handled of clauses defining the scope, terms, and  WARRANTY COVERAGE: wheteher the general conditions of the project, including: contractor provided any type of warranty on the  what work will be done work and period of the time in which the work is  when it still start and be completed by free from any material defects  which parties will participate in the  INDEMNIFICATION: the responsibility of the construction process contractor for any damages or loss incurred by  the cost of labor and materials the owner due to the work of the contractor  how the parties will communicate  TERMINATION: when either party can legally  procedures for changing the scope of terminate the contract and any penalties that work or other parts of the agreement may apply to the decision to terminate  how disputes will be resolved  INSPECTION: the right of the owner to inspect the work being completed to ensure that it aligns DEFINITION OF TERMS with the terms stated in the construction contract  GENERAL CONTRACTOR: company or individual  DISPUTE RESOLUTION: the acceptable methods responsible for overseeing the construction for resolving any disputes that may arise before, process and managing any subcontractors, if during or after the construction process, such as applicable arbitration, adjudication, or mediation  OWNER: individual or company hiring the general  INSURANCE POLICIES: which party is responsible contractor and entering into the contract to for obtaining insurance to protect against losses have construction work done and damages, as well as any minimum value  JOB SITE: physical location where the requirements for insurance policies construction work will be completed (may be an address or description of a location if no address is available) CONTRACT AGREEMENT SECTIONS  insurance and performance bonds This details what the project is about,  subordinate subcontractor approvals including the most important idea or PROJECT  general terms and conditions description of the problem being DESCRIPTION addressed. It can be a summary of items  change request handling or just a paragraph.  termination clause The type of contract price that has been awarded and the total amount of money CATEGORY OF CONTRACT CONTRACT being contracted are detailed, as well as PRICE possible additions or deductions to the  FIXED-PRICE CONTRACT contract and how they will be released.  setting a fixed for a defined product, service This describes the money that will be or result to be provided paid to the contractor, whether on a  FIRM FIXED PRICE (FFP) weekly, monthly, or milestone basis. This section should be retained on every o the price for goods is set at the outset and PAYMENT BASIS application for payment. It will also not subject to change unless the scope of define when the payment is due, the work changes penalty for late payments, whether  FIXED PRICE INCENTIVE FEE (FPIF) interest is accrued, and any other payment and invoicing terms. o establishing the final contract price by The total number of days or how the application of a formula based on the project schedule will be divided, should relationship of total final negotiated cost to SCHEDULE/ describe either calendar days or total target cost. The final price is subject to CALENDAR business days and can be presented as a price ceiling negotiated at the outset. a Gantt Chart, Bar Chart, CPM, or another method.  FIXED PRICE WITH ECONOMIC PRICE A list of all contract documents forms this ADJUSTMENTS (FPEPA) part of the contract agreement. o provides for upward and downward DOCUMENT LIST Drawings, exhibits, specs, and revision of the stated contract price upon supplemental conditions can be part of this list. the occurrence of specified The scope normally can be measured or contingencies. CONSTRUCTION quantifiable and is a description of all SCOPE construction activities that will form part  COST-REIMBURSABLE CONTRACT of the project. Responsibilities for the owner and the  payments to the seller for all actual costs contractor, including who is responsible incurred for completed work, plus a fee for providing documents, information, representing seller profit. payments, or other deliverables are laid  COST PLUS FIXED FEE (CPFF) CONDITION & out so the project can progress on time. RESPONSIBILITIES It should contain specific terms for lies, o provides for payment to the contractor of penalties, withholding, and arbitration a negotiated fee that is fixed at the rules, as well as specific instructions on inception of the contract. The fixed fee how to process claims and proceed with does not vary with actual cost unless the disputes. Any applicable legal requirements, scope of work changes. including governing laws, liens  COST PLUS INCENTIVE FEE (CPIF) requirements, claims procedures, o provides for an initially negotiated fee to arbitration procedures, insurance, be adjusted later by a formula based on CONTRACT substantial completion requirements, the relationship of total allowable costs to LAWS final completion, and liquidated damages are detailed. This may also total targets costs. If the final costs are less/ include procedures for how to terminate greater that the estimated costs, both or suspend the work and the agreement parties share the cost of the departure with the contractor. Once the contract is finalized, it should base on agreed percentage. be signed by both parties before any  COST PLUS AWARD FEE (CPAF) SIGNATURES work begins. By signing, both parties o provides for a fee consisting of: indicate that they agree to the project (a) a base amount fixed at inception of the terms. contract; and (b) an award amount, based upon a MAJOR COMPONENTS judgmental evaluation.  procurement statement of work or major deliverables  TIME AND MATERIAL CONTRACT (T&M)  schedule, milestone, or date by which a  hybrid type of contractual arrangement with schedule is required aspects of both cost-reimbursable and fixed-  performance reporting price contracts. This is commonly used in the  pricing and payment terms construction industry where one party agrees  inspection, quality and acceptance criteria to pay a contractor for the costs of all  warranty and future product support  materials needed to finish a job as well as a contractor can lose money on the predetermined hourly wage for the work project. performed. In a time and materials contract, INCENTIVE CONSTRUCTION CONTRACT you pay after an agreed-upon increment of Incentive contracts provide the work delivered, and the payment is based on contractor with an agreed-upon the agreed hourly or daily rate. payment if the project is delivered by a certain date and at a specific point. If TYPES OF CONSTRUCTION CONTRACT the project is delivered at a lower cost and/ or by the target deadline, the COST-PLUS CONTRACT contractor receives extra payment. In The cost part can include direct costs other words, the contractor is (labor, materials, supplies, etc.). Also incentivized for controlling costs and include overhead costs (insurance, staying on schedule. mileage, a portion of your office rent). These contracts aren’t just beneficial for Additionally, they also receive an controlling costs and timelines. They agreed-upon amount for the profit. BENEFITS also help to create a more BENEFITS No risk of losing money on materials. collaborative process where the Plus, you know you’ll incur a profit. contractor has more ownership. Some cost-plus contracts include Incentive contracts do require more clauses with “not to exceed” amounts negotiation to determine the DRAWBACKS for costs. This will need extra labor cost incentives. It’s important for contractors to track all your expenses and present DRAWBACKS to ensure that the costs and deadlines them. are achievable. If the terms and DESIGN-BUILD CONTRACT conditions are not clear, it can leave room for disputes. Traditionally, owners receive completed designs before taking in construction INTEGRATED PROJECT DELIVERY CONTRACT bids. That leads to 2 separate contracts Delivery model for delivering and a longer process. Under this type of construction project using a sngle contract, the construction process contract for design and construction actually begins before the final design is with a shared risk/ reward model, completed. This process saves the guaranteed costs, waivers of liability owner time and money by combining between team members, an operating the design and construction project system based on lean principles, and a delivery into one contract. collaborative culture. This type of Helps to speed up the process and contract spreads the risk and rewards avoid disputes between the designer of the project to the 3 major party. and builder. Designers also have more Prioritize innovation and collaboration. BENEFITS input in the construction drawing They promote a sense of ownership and process, reducing the need for teamwork as all parties must work changes. BENEFITS together to achieve the desired Because there’s no competitive rewards. They also spread the risk and bidding phase, the final costs may be reward fairly. higher for the owner. It’s also more IPD is still relatively new in the industry, DRAWBACKS difficult to estimate costs due to the so some design firms and necessary collaboration between subcontractors may not want to designer and builder. DRAWBACKS participate. Some contractors find it GUARANTEED MAXIMUM PRICE CONTRACT difficult to secure financing for these projects as well. The GMP contract limits the amount the owner will have to pay, and any LUMP-SUM CONTRACT additional expenses incurred are The contract will deliver a total price for covered by the contractor. These the project rather than bidding on the agreements limit the cost-risk for the deliverables. The agreement is relatively customer. They clearly define the most simple and works well for projects with a the owner will have to pay, which well-defined scope. They’re popular makes budgeting much easier. with straightforward work that doesn’t If the final costs come in under the require detailed estimates. These types GMP, the customer may receive all of of construction contracts also make BENEFITS the cost savings or share them with the administration and cash flow estimates contractor. For contractors, it can also easy. help to expedite the lending process. Presents a digestible, easy-to-plan-for It also places the majority of the risks on figure to the owner. They give the DRAWBACKS the contractor. If the original estimate BENEFITS contract the flexibility to focus on ends up being below the final costs, the quality, materials, and output. Don’t  dictates as much owner supervision frame, typically 2 or 3 decades, control and approval. of the project is returned to the public They don’t factor in changes in material entity. costs, site conditions, or requests from They enable governments to transfer the owner. For the lump-sum contract the cost and risk of big, important DRAWBACKS to pay off, you’l need to be able to infrastructure projects to a specialist BENEFITS estimate the project’s schedule, private entity, which has the potential materials, labor costs, overhead costs, to make lots of money from it if turns and profit margin easily. into a success before handing it back. TIME AND MATERIALS CONTRACT One of the biggest risks are that contract ends up losing money. To be a The owner pays an agreed-upon price success for all parties, the project based on the time spent on the project, should provide a sufficient return on required materials, and the included DRAWBACKS investment for the private entity, while profit rate. T&M contracts allow for also benefiting the public entity more flexibility in the costs of the aterials financially and beating other available and account for labor rates. They may alternative options. also include a mark-up for the materials if they are purchased at wholesale rates. Help the owner to budget for the overall costs while reducing the risk on the contractor’s part in the case of BENEFITS fluctuating material and labor costs. They also help to prevent cost-cutting methods as the contractor knows they’ll receive a profit. There’s less transparency about the final cost for owners, which can lead to disputes along the way if prices rise. DRAWBACKS Inaccurate estimates can also potentially eat into the contractor’s profit margins. UNIT PRICE CONTRACT The unit price contract details prices per unit, which may include materials, labor, overhead, supplies, and profit. The owner pays the contractor based on the units at agreed-upon rates. The contract may or may not include the number of units needed to complete the project but will likely include at least an estimate. Works well with projects that can be easily divided into units. If your project is largely dependent on the price of the units and involves repetitive tasks, this BENEFITS contract may be a good choice. Contractors who use unit price contracts find the simple invoicing and shared risk beneficial. They’re not always a good fit for complex projects that require complicated tasks and many different DRAWBACKS types of materials. They don’t incentivize contractors and can lead to profit loss if the initial estimates are off- target. BUILD-OPERATE-TRANSFER (BOT) The BOT scheme refers to the initial concession by a public entity such as a local government to prevent to a private firm to both build and operate the project in question. After a set time