The most \"abnormal\" construction site management system in history! I can’t do this anymore! Share other people’s good things.

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This post was last edited by zhushuai on 2015-12-9 at 15:51. 1: Attendance system at the construction site 1. All workers at the construction site must arrive on time every day and use fingerprint scanners to log in; once the project begins, the working hours are nine hours. 2. When going out on assignments, staff members must consult the project manager, fill out a field assignment form, and may only leave after obtaining approval. 3. The project manager must report to the deputy general manager in charge when going out. 4. A medical certificate is required for sick leave. 5. For personal leave, an application must be submitted to the project manager along with a leave request form. Leave for one day requires approval from the project manager; leave for two days requires approval from the deputy general manager in charge; leave for three or more days requires approval from the Chairman. Rest is permitted only after leave is approved; the details must then be filed with the Administration Department. 6. All staff must comply when working overtime is required due to project progress. The project manager fills out the overtime request form. Overtime pay for staff is calculated separately; project managers are not entitled to overtime pay. If staff members are unable to complete their tasks on time due to personal reasons and need to work overtime, no overtime pay will be provided. 7. Those who are absent from work without reason three times or for three consecutive days will be dismissed. II: Regular meeting system at the construction site 1. From the start of the project until its completion, a meeting shall be held daily. 2. The daily meetings are convened by the relevant project manager, with the participation of construction workers, maintenance foremen, and leaders of construction teams. Engineering secretary records are archived. The project manager can expand the scope of participants in regular meetings depending on specific issues. 3. Any problems discovered during construction must be brought up for discussion at regular meetings and approved by the deputy general manager in charge. Decisions made during regular meetings must be firmly implemented. 4. Issues regarding coordination among various work teams shall be addressed in the daily regular meetings. During regular meetings, relevant assignment requirements and the latest project updates are communicated in a timely manner. 5. The weekly regular meeting is convened by the deputy general manager in charge; the project manager, estimator, and marketing manager attend it, while the project secretary takes notes and archives them. The deputy director in charge may expand the scope of participants depending on the specific issues. 6. Coordination issues between various production departments, as well as those between Party A and Party B, are addressed at the weekly meetings. Regular meetings are used to convey the company’s latest project updates, as well as the latest company documents and directives. III: Archive Management System at the Construction Site 1. The project secretary should strictly adhere to the requirements for urban construction archive management and ensure proper handling of documentation and archives. 2. Keep records of daily construction site meetings, weekly meetings, and temporary on-site meetings. 3. On-site staff are registered, and copies of the construction team members’ ID cards are sorted out and filed. 4. Organization and archiving of quantity verification forms, project task sheets, design change orders, construction drawings, and self-inspection documents related to the project. 5. Organize and archive other documents, materials, and correspondence related to the project. 6. All types of archival materials shall be classified and stored, with backups made to prevent any loss. At the same time, relevant electronic documents should be created for easy reference. 7. A borrowing procedure is required to access archival materials. Fill out the engineering document borrowing form and return it promptly. IV: Warehouse Management System at the Construction Site 1. Materials must be inspected and approved by the project manager before being stored; any materials that do not meet the standards shall not be admitted into the warehouse. The material handler must promptly arrange for the return of such materials. 2. The storekeeper must count any materials before they can be stored in the warehouse and recorded in the ledger ； Fill out the material receipt form ； Enter it into an electronic document for future reference as well. 3. The material ledger must include columns for date, quantity received, quantity dispatched, recipient, storage location, etc. 4. Materials in the warehouse should be stored in categories, neatly and orderly, with proper labeling; sufficient passages should also be provided to facilitate handling. 5. Flammable, explosive, and toxic substances such as paint, alcohol, and pesticides should be stored in hazardous materials warehouses, which must be equipped with sufficient fire-fighting equipment; the use of open flames is prohibited. 6. For bulk materials and equipment that cannot be stored in the warehouse, it is necessary to count them accurately and cover them to protect them from rain and sunlight, thereby preventing losses. 7. Materials stored in the warehouse must be protected against fire and moisture; unauthorized personnel are strictly prohibited from entering this restricted area. 8. When releasing materials from inventory, a material requisition form must be filled out, signed and approved by the project manager, and signed by the person receiving the materials. 9. For the borrowing of tools and equipment, maintain a ledger of borrowed items. Strictly follow the borrowing procedures and promptly urge the return and storage of items ； The principle of “whoever receives it is responsible for its custody” shall be implemented. In case of any damage, promptly inform the materials clerk so that repairs or replacements can be arranged. V: Management System for Civilized Construction at the Site 1. Smoking is prohibited during construction operations. 2. Urination and defecation at the construction site must be done in the temporary toilets, which should be cleaned immediately after use. 3. Materials, components, and other items should be neatly sorted and arranged by category. When picking up materials or transporting soil, sand, and gravel, ensure that nothing is spilled along the way and that the area is cleaned and maintained promptly. 4. The waste generated during construction must be piled up and removed promptly, ensuring that the site is cleared once work is completed. 5. On-site workers must wear neat clothing and are not allowed to come to work in slippers. 6. The work sheds must be kept clean; cleaning should be done on a rotating basis, and household waste and production waste must be removed promptly. 7. Unite with colleagues and show concern for others; it is strictly prohibited to go to work while drunk, to cause trouble due to excessive drinking, to engage in fights, to form cliques, to use abusive language, or to fail to perform one’s duties. 8. Strict controls should be imposed on the noise generated by construction machinery and similar equipment, in order to minimize disturbance to residents. 6: Safety production management system at the construction site 1. New workers must receive “three-level safety production training” upon joining the site. 2. Personnel entering the construction site must wear safety helmets and use personal protective equipment properly, such as safety belts. 3. On-site workers must use the relevant machinery and equipment properly, and they must check that all safety devices are safe and reliable before starting work. 4. Personnel working in special occupations must hold the required certificates, and appropriate personal protective equipment must be worn for such tasks. 5. When using a grinder, first check whether the grinding wheel has any cracks that could pose a risk. Apply even force when cutting materials; the workpiece must be securely clamped. 6. When working at heights, wear a safety belt; it is strictly prohibited to walk around on surfaces without handrails at high altitudes. 7. During the construction of deep trenches, ensure that the slope remains stable, and promptly implement measures to reinforce the retaining walls. 8. The edges of hazardous areas and the openings of pits must be properly fenced off and covered, with necessary safety warning lights installed. 9. Set up sufficient access roads, horse paths, and safety ladders as required. 10. When loading, unloading, and stacking materials, equipment, and construction vehicles, maintain a safe distance from the pits and trenches. 11. Dedicated personnel shall be assigned to supervise large and medium-sized construction machinery (such as lifting, transportation, and rolling equipment). 12. Small and power tools shall be operated and used by designated personnel, with attention paid to electrical safety. 13. Construction workers must abide by the safety construction regulations and have the right to refuse any methods of operation that violate the “Safety Construction Management System”. 14. Safety construction signs must be posted at the construction site. 15. Illegal commands and operations are strictly prohibited. 7: Temporary electricity use management system at the construction site 1. All temporary electricity use at the site is to be handled by professional electricians (who must hold valid licenses); other personnel are prohibited from connecting to the power supply. 2. Each level of the construction site must be equipped with various safety-rated distribution boxes. 3. For temporary power use, a three-phase five-wire system and three-level leakage protection are employed, with dedicated electricians responsible for inspections and maintenance. 4. All temporary wiring must use sheathed wires or marine-grade wires, and must be installed firmly; generally, they should be installed overhead and not tied to pipes or metal objects. 5. It is strictly prohibited to use colored wires or copper-core wires in a haphazard manner; those who violate this rule will be severely punished. 6. All plugs and sockets must remain in good condition, and electrical switches must not be used for multiple purposes. 7. All construction machinery and electrical equipment must not be operated while faulty or used beyond their load capacity. 8. Construction machinery, electrical equipment, and metal platforms used in construction must have reliable grounding. 9. When connecting power sources, the power must be cut off first. If work must be performed on live circuits, protective measures must be taken, and only electricians with a qualification level of three or above may supervise the work. 8: Security Management System for Construction Sites 1. Security personnel must be dedicated to their duties, remain at their posts, and conduct patrols day and night to prevent damage to the property at the construction site. 2. The project manager should, based on the actual conditions on site, install standard-compliant barriers and fences, etc., to carry out construction in a closed manner as much as possible. 3. The project manager shall conduct safety inspections on raw materials, finished products, and semi-finished products that are stored outdoors; if necessary, additional safety protection measures should be installed or dedicated personnel should be assigned to oversee them. 4. All construction workers must wear name tags, and unauthorized persons are not allowed to enter the construction site without permission from the project manager. 5. Security personnel on night duty must patrol the entire construction area and are not allowed to sleep. 6. When conducting on-site inspections, security personnel must pay close attention to raw materials, finished and semi-finished products, machinery and equipment, etc., and promptly report any abnormal situations to the company. 7. All equipment and tools brought by the construction teams must be registered, and the registration list shall be kept by the project secretary for reference by relevant personnel. 8. When the construction team leaves the site, the tools and equipment they take with them must be permitted to do so only with an approval note from the project management office. 9: Fire safety management system at the construction site 1. Sufficient fire extinguishing equipment must be available on every level of the construction site. 2. Security personnel must check the condition of fire-fighting equipment daily, and any damages should be repaired promptly. 3. There must be clear markings at locations where fire-fighting equipment is placed. 4. The location of fire-fighting equipment should be chosen to ensure ease of use, and its placement must not be changed arbitrarily. 5. Staff must be familiar with the usage of fire-fighting equipment. 6. Flammable materials such as paints should be stored in hazardous materials warehouses, and painters must avoid sources of fire and heat when working. 7. At all locations on the construction site where open flames are used, there must be someone assigned to monitor them, ensuring that the fire is extinguished once that person leaves. 8. Keep fire roads unobstructed; in the event of a fire, immediately organize personnel to extinguish it, and report to the fire department if necessary. 9. Facilities such as temporary sheds are erected in compliance with anti-theft and fire prevention requirements; regular education on these aspects is provided, and inspections are carried out frequently to eliminate potential hazards promptly. 10: Cost Management System at the Construction Site 1. Implementation of a cost assessment system 1.1 The project manager shall first sign a responsibility agreement with higher-level supervisors, specifying the responsibilities that he/she must assume in different situations that arise during the construction process. Along with defining these responsibilities, it is also necessary to determine the responsible costs (responsible costs refer to those costs that should be borne by the person in question, based on the degree of control they have over those costs). If there is any artificial overrun of costs within the allowable cost range, depending on the specific circumstances, a percentage of the project manager’s bonus will be deducted ； If the cost variance is lower than the cost forecast, that is, if the project cost decreases, the project manager is rewarded in a lump sum based on a percentage. 1.2 Cost control objectives are broken down at various levels, responsibility agreements are established at each level, and these are linked to economic incentives in order to strengthen the economic awareness among all employees. The responsibility statement can be posted on the wall to serve as a constant reminder for the members of the engineering department. 1.3 Specific assessment measures: An assessment team can be established within the engineering department, which will conduct evaluations after each task is completed, based on the performance of each team member in terms of their assigned responsibilities. Within their respective responsibility cost ranges, if costs are reduced, 2% of the amount saved is given as a bonus to the relevant personnel; if costs exceed the allocated limit due to human error, 1% of the excess cost is deducted from their bonus. 1.4 Before construction, conduct a cost forecast and plan for the project. 1.5 Regular cost analysis meetings shall be held, with the main analysis contents including: ① The amount of work completed on site, and the amount of work for which the supervisor has signed off. ②Labor consumption and costs, daily labor plan for the coming week. ③Material consumption, transportation costs, reusable materials, recycling of old items, situations and reasons for material overruns or shortages, and the types and quantities of materials required in the coming week. ④Total mechanical costs, maintenance and depreciation expenses, and the types and quantities of machinery required in the coming week. 2. Strengthen material management and utilization 2.1 Carry out the preliminary work before material procurement. Before the project begins, the project manager and construction supervisors must carefully study and analyze the engineering design drawings repeatedly. They need to determine the actual quantity of materials required for the project and prepare a material request plan, which must be accurate. 2.2 For each individual project, it is necessary to control the use of materials; in particular, materials such as stone, wood, and sand and gravel should be supplied in accordance with the established quotas, with a system of limited material issuance in place. 2.3 Special attention and strict management should be paid to processes such as material receipt, storage and dispatch, material feeding, usage, replenishment, return, and waste recycling. 2.4 For processes that require particularly high amounts of material handling, the project manager is directly responsible. During the actual construction process, it is possible to divide the entire process into several stages based on different construction steps. Before each step begins, the construction worker assigns the required quantities of large-scale materials. If it is found that there are not enough materials during the construction, the worker reports this to the project manager to request more materials, explaining the reason for the shortage. After each phase of the project is completed, the construction supervisor counts and reports on the usage and remaining quantities of materials, analyzes the reasons for any shortages or overuses, and ties this to rewards and penalties. 2.5 Implement a system of fixed-amount usage for certain materials, with rewards for savings and penalties for overconsumption. 2.6 Promptly identify and resolve issues such as inefficient use of materials, lack of measurement during material intake and output, excessive material consumption during production, and high waste rates. 2.7 For the exchange of special materials, the person using the materials or the person in charge must submit a reason for requesting the new materials ； When materials are scrapped, the reasons for the scrapping must be submitted promptly so that there is a record to serve as a basis for future rewards and penalties. 2.8 Regarding the method of allocating the cost of reusable materials across various projects, the following formula can be used for cost calculation: Amount to allocate = Single-use amount × (1 + loss rate) / Number of reuse cycles. Amount per use: The quantity calculated based on the construction drawings, used for applying for materials and preparing the construction work plan. Number of cycles: Refers to the number of times that new recyclable materials are used, from their first use until they can no longer be utilized. Loss rate: It refers to the amount of depreciation that should be applied to reusable materials in a particular project, determined based on factors such as the frequency of use, the characteristics of the project in question, and the duration of the project. 3. Labor resource management 3.1 Before construction begins, it is necessary not only to establish a construction schedule but also to determine the labor requirements for each task based on that schedule, and to calculate the labor costs accordingly. Discuss this employment plan with the labor supervisor before starting work, so that the supervisor is well aware of it. 3.2 The project manager formulates targets for the costs associated with the use of laborers for each construction phase, based on the labor plan for those phases, and submits them to higher-level management for approval ； Notify the Deputy Production Manager of the labor cost allocation plan based on the target labor costs for migrant workers ； Upon completion of the project, if labor costs are reduced below the previously set target, 1% of the saved funds is awarded to the relevant personnel. 3.3 After the project begins, strict control must be exercised over labor quotas, attendance rates, and overtime work ； Timely identify and resolve issues such as unreasonable staffing arrangements, inappropriate task assignment, uneven workloads, idle time, and production halts. Every morning, the construction supervisor determines the number of workers to be assigned to work; this number should roughly correspond to the labor plan. Workers can be added as needed throughout the day, depending on the specific circumstances. This approach helps to prevent workers from being idle and reduces labor costs. 3.4 During the construction process, it is necessary to enhance the sense of responsibility among the leaders of the construction teams; matters such as the allocation of laborers and the holding of people accountable should be discussed directly with these team leaders. 3.5 Before the start of construction, sign responsibility agreements and contracts with the team leaders to clarify responsibilities. For hard landscape projects, it is possible to adopt a method in which various construction tasks are contracted out to different work teams. While ensuring construction quality and schedule, specific time frames, quality standards, and labor requirements are set for each task, with workers undertaking the construction in phases. This helps to avoid many difficulties in construction management to a certain extent, reduces the workload of project managers and construction workers, and also achieves the goal of lowering labor costs. 3.6 Regarding the specific criteria for evaluating labor costs, the aforementioned management approach will be adopted first; after the project is completed, the costs associated with the hours worked by specialized workers at various construction sites will be compared with the costs specified in the contract, so as to analyze any variations and facilitate the adjustment of reasonable labor cost rates. 3.7 The personnel in the engineering department should also be properly allocated and their management strengthened. While the project manager submits the project responsibility letter to higher-level management, the engineering department manager can propose a staffing plan for the department. Subject to ensuring that the construction progress is not affected and that the quality of work remains satisfactory, the engineering department manager can decide on the composition of the department’s staff. Special positions must be assigned to dedicated individuals, while for other positions, multiple roles can be covered by a single person if conditions permit. 3.8 A competitive mechanism can be introduced within the engineering department, with team leaders regularly submitting work summaries to the project manager. 3.9 Regularly organize small group activities to strengthen the bonds among the members of the engineering department, foster a sense of teamwork, and enable everyone to get to know one another better. This facilitates better collaboration and cooperation at work, leading to the completion of tasks with high quality and efficiency. 4. Machinery Use and Management 4.1 The construction supervisor is responsible for recording all usage details of the machinery on a daily basis, while the electrician handles the timely repair and maintenance of the machinery. 4.2 For the critical machinery used in key construction processes, the project manager shall specify the types, quantities, and man-hours of such machinery before the commencement of those processes. 4.3 Large machinery must be operated under the supervision of a designated person; the total number of work shifts per day should be controlled in advance, and daily shift quotas should be set. 11: Quality Management System at the Construction Site 1. The project manager must provide technical and quality instructions for each construction step to the construction workers and teams. 2. The construction worker must have a thorough understanding of the project’s process flow as well as the technical and quality requirements for construction. 3. One must be meticulous and strive for excellence in landscape art; it is necessary to respect the laws of nature, stay close to them, in order to achieve a realistic effect. 4. Thoroughly carry out the preliminary preparations for the project and prepare a practical construction organization plan. According to the specific characteristics of each project, corresponding construction plans are developed, and technical innovations are implemented to ensure the feasibility and advancement of the construction techniques. 5. Preparation of construction techniques: Based on a thorough understanding of the construction drawings, any issues identified in those drawings are compiled. Taking into account the company’s own construction practices, specific corrective measures are proposed, which are then submitted to the client and the design team for discussion, with the aim of reaching an agreement so that these issues can be resolved to the greatest extent possible before construction begins. 6. Conduct strict inspection of raw materials; any substandard materials must not be used. 7. Ensure the relative stability of skilled workers, reward those with particularly excellent technical skills, and at the same time eliminate unqualified migrant workers. 8. The construction technique is key to determining the quality of a project; a good technique enables workers to achieve twice the results with half the effort during the construction process. To ensure the advancement and rationality of the manufacturing processes, the company assigns dedicated personnel to test less mature processes. The mature processes are then documented in form of work instructions, which are distributed to all supervisors. When these supervisors guide production on-site, they use these instructions to provide written instructions to the workers, with the team leaders signing to confirm receipt. The process briefing includes tool and material preparation, key construction techniques, quality requirements and inspection methods, as well as common problems and preventive measures. During construction, instructions must be provided first before work begins, and the process requirements must be strictly followed. 9. Strengthen special inspections to address issues promptly. 9.1 Carry out self-inspection and mutual inspection activities to foster operators’ quality awareness. After each process is completed, the team leader organizes the members of the team to carry out self-inspections and mutual inspections of that process. The criteria and methods for self-inspection are strictly followed in accordance with the technical instructions. Any issues identified during the self-inspections are handled by the team itself, and a record of those inspections is filled out. Only after the self-inspection records are complete and all identified problems have been properly corrected can the construction supervisor proceed with the acceptance process. 9.2 Conduct process handover activities carefully. After the previous process is completed, and before starting the next one, the construction supervisor organizes the team leaders of the previous and subsequent processes to carry out a handover inspection. The team leader of the subsequent process checks the quality of the previous process, raises suggestions regarding any issues that may affect the quality of this process, and fills out a handover inspection record. Only after the supervisor ensures that the personnel responsible for the previous process make the necessary corrections can the personnel working on the next process proceed, thereby preventing the emergence of defective products. 9.3 Dedicated inspections to clarify responsibilities. On the basis of the team’s self-inspection, the construction supervisor must examine each process carried out by the team leaders, applying strict standards; any defects found must be addressed immediately. During the inspection, it is necessary to determine the cause of those defects – whether they result from the workers’ operations or from the construction materials or methods used. After identifying the cause, corrective actions and appropriate preventive measures should be established for recurring problems to prevent similar issues from occurring again. For defects caused by worker operations, disciplinary action should be taken against the workers depending on the severity of the situation, and the reasons for such punishment should be explained to the operators promptly. 9.4 Conduct regular spot checks and summarize to improve. Regular inspections are conducted on the quality of construction work at various projects. The issues identified are systematically classified on a regular basis, and quality analysis meetings are held to enable construction management personnel to analyze and summarize these problems. Corrective and preventive measures are developed for specific projects and then put into practice. It enables construction management personnel to improve their skills through the continuous process of solving problems. 9.5 Conduct internal acceptance. After the project is completed, before it is delivered to the customer, the Engineering Department, Marketing Department, and Administration Department conduct a thorough inspection of the project. Any issues identified are communicated in writing to the project manager so that corrective actions can be taken promptly; if necessary, a second internal inspection is carried out. Only after passing these internal inspections can the project be delivered to the client for final acceptance, thereby ensuring that it meets all requirements from the outset.