Areas-Subareas

=5/22/09= =Here is the list of Areas and SubAreas that Accu-Crete considers for summer.=

|| =PLEASE TAKE A LOOK AT THESE DOCUMENTS!= =They are both the same, pick whichever format you are comfortable with.=
 * ** Areas/Sub-areas ** || ** David **  || ** Lee **  || ** Dan **  || ** Walter **  || ** Mario **  || ** # of Votes **  ||
 * **__ Scheduling __** at the bid level, job execution level including two or three look ahead, and daily. || X || || X || X || || 3 ||
 * **__ Reinforcing estimating __** and purchasing || X || || X || || X || 3 ||
 * **__ Equipment estimating __**, costing and tracking using internal and external sourcing. || X || X || X || || || 3 ||
 * **__ Form work systems __** cost, production rates || X || X || X || X || X || 5 ||
 * Completing the estimating system by testing and running historical jobs to develop our own **__internalized versions of the reference tables__**, including industry standard element breakdowns, production rates and cost to better be able to analysis bids. || X || X || X || X || || 4 ||
 * Completing the estimating system by adding tabs for **__concrete and gravel breakdown by building, formwork cycle sheet, and schedule of values__** || X || || X || X || X || 4 ||
 * **__ Daily reporting __** and planning || X || X || X || X || X || 5 ||
 * **__ Optimum podium and garage product __** line development for sales advantage || X || || X || || || 2 ||
 * **__ Playbook __** - standard operating Procedure development and implementation. || X || || X || || || 2 ||
 * **__ General conditions __** – formulas for general condition items || X || || X || X || || 3 ||
 * **__ Google Sketchup / Revit Model __** || X || || || X || || 2

=**Tasks for Accu-Crete Summer Interns 2009**=

· Train field people. · Analyze field reports. || · Make the list of forming systems that we may use. · For each forming system: o Contact vendors to get the material cost data (form, forming accessories) and production data for setting and stripping the forms. o Identify forming accessories required and develop formulas to calculate the amount of the accessories. o Develop standard formwork cycle. || · Analyze the reference tables in RS Means Concrete & Masonry Cost Data. · Internalize the reference tables and make link to the Accu-Crete estimating system V2. · Use Accu-Crete’s historical job record (about 40 historical jobs) or reference books (Walker’s, RS Means, etc.) to get the data necessary for the tables. · Assess Modelogix system regarding Accu-Crete’s needs. || · Understand Accu-Crete’s estimating system V2. · Complete the estimating system by adding tabs for concrete breakdown, gravel breakdown, formwork cycle sheet, and schedule of values. · Integrate the internalized reference tables with Accu-Crete estimating system V2. || · Determine the appropriate (i.e., manageable, useful) level of detail for bid, job execution, and two week look ahead schedule. · Complete the P6 scheduling tab in Accu-Crete estimating system V2. · Develop schedules for current jobs. · Set up P6 web to provide access to job schedules using web browser. · Develop a dashboard to reflect scheduling performance. . Formalize links between estimates and schedules. || · Revise standard operating procedure for each phase and task. · Complete the link from estimate to job specific playbook. · Implement web-based playbook. · Update master playbook. ||
 * || ** Daily Reporting ** || ** Formwork Systems ** || ** Internalized Reference Tables ** || ** Completing Estimating System ** || ** Scheduling ** || ** Playbook ** ||
 * ** Supervisor **
 * Interns ** || Lee || Dan || Walter || Mario || Walter || Lee/Walter ||
 * || · Search for the best method for field reporting including “TL 9.6 Field Reporter,” “Web application,” “Paper based report,” etc.
 * Sarah Chan ||  ||   || 1 ||   || 2 ||   ||
 * Edmundo Arellano || 2 ||  ||   ||   ||   || 1 ||
 * Yu-Hsuan Ng (Patrick) ||  ||   || 1 || 2 ||   ||   ||
 * Prashant Sharma ||  || 1 || 2 ||   ||   ||   ||
 * Jung Sup Kim (Jack) ||  ||   ||   || 2 || 1 ||   ||
 * Martin Kim || 1 ||  ||   ||   ||   || 2 ||
 * Chuan-Min Wang (Adam) || 2 ||  ||   || 1 ||   ||   ||
 * Yan Yan (Rebecca) ||  || 1 || 2 ||   ||   ||   ||
 * Supriya Gupte ||  ||   ||   || 1 ||   || 2 ||
 * Steven James Bartz || 1 || 2 ||  ||   ||   ||   ||
 * Koupin Lu ||  || 2 ||   ||   ||   || 1 ||
 * Manish Kumar ||  ||   ||   ||   ||= 1 ||   ||
 * Legend ||< 1 - Primary Task ||  ||   ||   ||   ||   ||
 * ^  || 2 - Secondary Task ||   ||   ||   ||   ||   ||

=**WE MUST COMPLETE THESE FIVE MDELS, 3D, 4D, OUR LOGISTICS PLAN, TWO BEAM AHEADFOR A SINGLE POUR ST, TWO ,3 AND 4 FORMSET SCLE AND PRICING FOR EACH**= June 19, 2009

TO ALL

1 PRICING AGAINST PRECAST HEAD TO HEAD DOLLARS PER SPACE OF PRECAST VERSUS DOLLARS PER SPACE OF CIP 2 PRICING AGAINST PRECAST CONSIDERING MECHANICAL AND OTHER CONSTRUCTION COST SUCH AS EARTHWORK MULTI STAGING, WELDING AND CAULKING 3 CASH FLOW ANALYSIS, TIME VALUE OF MONEY ABOUT 50%THE MONEY FOR THE PRECAST MUST BE COMMITTED 3-6-MONTHS AHEAD THE START OF CONSTRUCTION 4 LOWER ENGINEERING COST AND LEAD TIME 5 LIFE CYCLE COST 6 REDUCED RISK DUE TO THE POSSIBILITY OF THE DEAL NOT BEING FINANCED OR APPROVED (THIS CAN BE PRICED) 7 SOPISHTICATED BUYERS OF THE PROPERTY WHEN IT SELLS RECOGNIZE THE DIFFERENCE IN THE COST OF PRECAST AND ARE OFTEN WILLING TO PAY MORE. 8 THERE PROBABLY IS A DIFFERENCE IN BUILDERS RISK INSURANCE. THEY HAVE HAD TO PAY OUT MORE CLAIMS ON PRECAST THAN CIP FAILURES 9 PROPERLY PLANED WHERE WE BUILD JUST ENOUGH OF THE CIP GARAGE TO REMOVE IT FROM THE CRITICAL PATH THE DEVELOPER CAN SAVE 90 -190 DAYS OF CONSTRUCTION FINANCING WHICH GENERALLY IS AT A HIGHER INTEREST RATE 10 THE GENERAL CONTRACTOR CAN SAVE HIS GENERAL CONDITIONS FOR THE SAME90-180 DAYS 11 THE SUBCONTRACTORS HAVE SHORTER AND MORE PREDICTABLE GENERAL CONDITIONS AND HIGHER PRODUCTION RATES WHICH GIVES THE GENERAL CONTRACTOR THE A BILIY 12 THE DEVELOPER HAS THE OPPORTUNITY TO PICK UP ANY WHERE FROM 60 TO 180 ADDITIONAL DAYS OF RENTAIL INCOME. TYPICAL PROJECT SIZE IS 300 UNITS, TYPICAL UNIT SIZE IS 1200 SQUARE FEET. TYPICAL SF RENTAL RATE IS 1.50 $ PER MONTH 13 CIP IS MORE FLEXIBLE OTHER DESIGN CONSTRAINTS WOULD MAKE A PRECAST DESIGN EITHER VERY EXPENSIVE OR NOT FEASIBLE AT ALL 14 THE WEIGHT OF THE CIP IS GENERALLY, BUT GENERALLY NOT TOO SIGNIFICANT WE MUST B ABLE TO MAKE THESE PRESENTATION ON THE FIVE PROJECTS BY THE END OF THE UPCOMING WEEK, WHATEVER HOURS NEED TO BE PUT, THE WILL HAVE BE PUT IN, PLEASE HELP US GET THIS DONE, THANK YOU IN ADVANCE FOR THE EXTRAORDINART EFFORT THIS WILL TAKE. fortunately I HAVE BEEN ABLE TO DELAY PRESENTATION TO FOULGER AND PRATT TO THE MIDDLE OR THE END OF THE FOLLOWING WEEK, THEY HAVE