技术标3建筑密炼车间机电安装工程

（副本GOODYEARDRAGONPROJECTATPULANDIAN大连固特异轮环保搬迁改造项MEPWorksforMixing密炼车间机电安装工PACKAGENO：GY-C-104-工程包号：GY-C--104-技术部TENDER：THECONSTRUCTIONCO.,.OFELECTRONICSSYSTEMENGINERRING投标人（章）：中国电子系统工程第四建DATE：Jan日期201017TABLEOF 一、SiteManagementChart现场管理组织机 （一）Project nelandorganizationchart拟投入主要人员汇总表及组织结 （二）Projectorganizationdescription团队说 （三）CurriculumVitaeof nel拟投入的主要人员简历 二、Focal ysis本项目的重点分 （一）General概 （二）Qualityassurance施工质量的保 （三）Schedulecontrol施工进度的保 （四）Ultra-highworkabovethegroundsafety 作业的安全控 三、ProjectExecutionn项目执行计 （一）Overallprojectapproach项目执行策 （二）Executivenforvariousstages分阶段执行计 （三）Worktime工作时 （四）Optimization,detaildesignandspacemanagement优化设计、深化设计和空间管理（五）Materialcontrol材料控 （六）Constructionmanagement施工管 （七）Costcontrol费用控 （八）Scheduleandprogresscontrol工期和进度控 （九）Changecontrol变更控 （十）ationcontrol资料控 （十一）Projectapprovalandauthorityrelation项目和关系协 （十二）Procurementn采购计 （十三）Projectandqualitymanagementandcontrol项目管理和质量控 （十四）Subcontracting分 （十五）Temporarysitefacility施工临时设施的建设和管 （十六）Valueaddedservice增值服务（十七）Contractmanagement合同管 （十八）Acceptanceandhandover交工和验 （十九）Demobilization撤 （二十）nformonitoringandmeetingthewarrantyobligations质保计 四、SolutionofConstruction施工方案陈 （一）HVACworkmethod通风空调工程施工方 （二）Piworkmethod管道专业施工方 （三）Electricalsystemconstructionmethod电气专业施工方 （四）Electricalheattracingsystem电伴热系 五、ContractorTimeSchedule施工进 （一）Measuresto tones施工进度里程碑的保障措 （二）Measurestotightenprocess 强化过程控制措 （三）Concretemeasurestoensureschedule具体化工期保证措 （四）Reportingprocedures报告制 （五）PreventivemeasuresintheeventofdelayinthescheduleforConstructionandCommissioning对抢工等工期变化的应对措 （六）Schedulebarchart施工进度横道 六、SiteSaftymanagementchart现场安全管理机 （一）EHSOverview安全概 （二）SafetyManagementOrganization安全管理组织机 （三）SafetyManagementResponsibility项目安全管理职 （四）CorporateConstructionSafetyandEHSControlProcedures公司安全施工方针和控制程 （五）ConstructionSafetymanagement本项目施工安全管 （六）workhighabovetheground高空作 （七）Workingwithhazardous品作 （八）Craningandliftingoperation起重作 七、SiteQualityhandbook现场质量控制手 （一）Applicationscope质量体系覆盖范 （二）Qualityexpectationofthisproject质量目 （三）Qualitycontrolresponsibilitysystem项目体系 （四）QualityAuthorityandResponsibilitiesofKeynel项目主要管理人员质量责任（五）InstallationQualityControlProcess安装工程质量控制程 （六）QualityControlChain质量控制 （七）QualityControlfactor质量控制要 （八）InvestigationProcedureofQualityAccident质量事故处理程 （九）InstallationQualityAcceptanceProcedure安装工程质量验收程 （十）QA/QCMeeting 质量会议制 （十一）QA/QCation质量文 八、EnsureModelConstructionandFinishedProductProtection文明施工及成品保 （一）General概 （二）Siteexpectation本项目现场文明工地目 （三）5Smethod施工现场5S工作 （四）Perfectthemanagement健全管理制 （五）Generalrequirementsformodelconstruction文明施工总体要 （六）Finishedworkprotection成品保 （七）Sitetrafficsafety施工道路、行驶安 （八）Measurestoestablishharmonywithlocalresidents防止扰民措 九、EnvironmentalComplianceprotection环境保护方 （一）General总 （二）EnvironmentComplianceMeasures环保措 （三）Waste n废物管理计 十、workershealthprotection工人健康保护计 （一）OccupationalHealthPrograms职业健康方 （二）Canteenmanagement管理制 （三）Lodgingmanagement宿舍管理制 十一、Listofequipmenttobeusedinthisproject本项目的施工设备和工具一览 十二、 n nning)投标单位的人员计划（用工计划 （一）Human n人力资源计划和安 （二）Manpowerscheme人力计划 （四）Manpowerhistogram人力柱状 十三、Desiredtiesforutilities临时用地、水、电计 （一）Constructionsiten现场施工平面 （二）Temporarysites临时用地 （三）Temporaryelectricity临时用 （四）Temporarywater临时用 一、SiteManagementChart现场管理组织机（一）Project nelandorganizationchart拟投入主要人员汇总表及组织结XiaBachelorof一级SeniorEngineerProjectBachelorofLiuBachelorofHVACJiangBachelorofPiPiDuBachelorofXiuYangzhiBachelorofSafetySaftyZhangBachelorofDongBachelorofCostCostControlZhangBachelorofCostXiao女Bachelorof JiangTaoLiuJinmaoElectricEngineerDuJietaoXiaoZhangCommercialZhangCostControlMgr.DongwentaoXiuSafetyManagerYangzhiConstructionmanagerYangxiaohuiCostcontrolProjectManagerXiayuesuo注注：主 支（二）Projectorganizationdescription团队说CEFOCwill,uponbeingawardedtheContract,appointthePMofficiallytobetheextraordinaryrepresentativeofHeadOfficetoimplementthisprojectandfulfillHeadOffice’scommitmentstoPMCandEmployer.Meanwhile,HeadOfficewill,upontherequestfromthePMandinaccordancewithconditionsofContracts,aswellastheactualneedoftheprojectexecution,providestrongsupportsinallavailableresourcestotherapidmobilizationtoensurethesufficientmanpower,financeandequipments/ntsforthetimelykickoffoftheconstructionandsmoothimplementationoftheprojectexecutiontotheexpectationofPMCand中标后，正式指派一名项目经理作为我公司全权代表负责该项目的实施，完的实际需求，为快速开工提供人力、和施工机具等方面强有力的支持，保证按TheauthorityandresponsibilitiesofHeadOffice公司总部的ItistheresponsibilitiesofHeadOfficetoexecutedirectsupervisionovertheoverallperformanceoftheSiteProjectOffice,givebothinstructionsandsupportstothesiteneedsinvariousaspects,makeallrequiredadjustmentandoptimizationoftheProjectOrganizationwiththeapprovalofPMCorEmployer,performthedirectsupervisiononthesafety,quality,workscheduleandcostcontrolofsiteworks,trainmanagerialstaff,assesstheperformanceoftheProjectTeamandmakedecisionsoncitationandpunishmentaccordingly.公司总部负责对项目部的工作进行全面的指导和支持。经业主/对项目组织进行调整和优化，对项目的安全、质量、工期和费用进行直接的监督和管理，对项目组人员的工作进行评估并奖罚。CommunicationbetweenHeadOfficeandSiteProjectOffice项目部与公司ThedirectsupervisionandsupportsfromtherelevantfunctionaldepartmentsofHeadOfficetotheSiteOfficewouldberealizedthroughregularinspectiontositework,regularprojectmeetings,anyfeedbacksfromandcoordinationmeetingswithPMCandEmployer,andinstructionsbasedonfindingsfromtheworkreports,weeklysummaryandprojectmemo,etc.submittedbywayof,orfaxor.公司相关将通过对现场的定期检查、定期会议、与管理公司沟通得到的反馈意见，并依据项目部以邮件、传真或形式提交的工作汇报、每周工作总结和TheauthorityandresponsibilitiesofSiteProjectOffice现场项目部的职TheSiteProjectOfficeisempoweredbyHeadOfficetoexecutetheprojectstrictlyincompliancewiththeworknsapprovedbyPMCincost,manpower,workschedule,safety,quality,constructionequipmentandnts,etcasspecifiedinContract 现场项目部经公司，负责严格按照PM批准的施工方案完成该项目的施的要求。ThePMisauthorizedbyHeadOfficetoutilizeallavailableresourcesofHeadOfficeinimplementingtheprojectandmakeanydecisionsonthesitemanagement,workschedule,financesissues,assesstheperformanceofalltheprojectparticipantsandmakedecisionsaccordinglybasedonthesiteCitationandPenaltySystem.项目经理经公司，负责项目现场的全面管理，对项目的进度安排和等ItistheresponsibilityoftheSiteProjectTeamtomanageandcontroloftheprojectincompliancewiththerequirementsofandincoordinationwithPMCtoachievethetargetsofsuccessfulcompletionoftheprojectinhighquality,withsoundsafetyrecordandwithintheconstructionscheduleandbudget.Tothisend,theSiteOfficeisrequiredtosubmitregularworkreportsinrequiredformsandsubjects,aswellasthetimelimitonthesiteWorksactualstatustoHeadOfficeforanyinputs.ThespecificsubjectsofcommunicationsbetweenHeadOfficeandtheSiteProjectOfficeincontrolsoftheprojectconstructionareasthefollowing,butnotlimitedto;质量、良好的安全记录并在施工工期和预算内完成项目的实施。因此，要求项目部按照规定的格式和内容定期向公司总部提交和现场实际情况的汇报,包括但不限于以下内容：SampleSubmittals样品提ShopDrawings施工详Safety安Quality质ConstructionScheduleCostNormalcommunicationsofSiteOfficewithHeadOfficearebymeans现场与公司总部的一般沟通方式如下RegularprojectmeetingsRequiredSubmittals:workn,safety/qualityreports,etc.要求提交资Projectmemo项目记录(备忘录E-mail电子邮Fax..WeeklyWorkSummary每周工作总（三）CurriculumVitaeof nel拟投入的主要人员简历男年-参加过项目管理工作的项目名称（类型和金额2009.02-BiopharmaceuticalbaseNo.1ntbuildingcleanroomproject,BeijingYabaoBiopharmaceuticalCo., 亚宝生物药业产业1号综合厂房项16102008.05-BeijingForwellBiopharmCo.,projectCleanRoom,MEP福尔生物项目机电、洁净装修3205万2007.10-Nanjing14thResearchInstituteProjectCleanRoom,十四所项目999.332006.08-StatsChippac(Shanghai)PhaseIIExpansionCR星科金朋()二期扩建项目洁净装修2352万2005.11-ShanghaiKyoceraElectronicsCo.,.京瓷玻璃陶瓷事业部内部装修及设备安装工15402009.02-BiopharmaceuticalbaseNo.1ntbuildingcleanroomproject,BeijingYabaoBiopharmaceuticalCo.,.亚宝生物药业产业1号综合厂房项1610男7年-参加过项目管理工作的项目名称（类型和金额2008.4-INFAB68（Dalian）Project、Clean 大连INFAB68项目、机电总包、洁净厂房、4670万元2007.11-ShenzhenTianmamicorelectronics Tianlong2ndworkshopCleanroomConstruction 天马微电子2号26802006.08-SamsungElectronics(SuZhou)SemiconductorCo.,.三星电子（苏州）半导器第2工厂设备工程机电安装1511.9万元2005.07-Info-Vision(128002004.05-AmkorAssembly&Test,安靠封装测试厂,机电、洁净装修2921万男年-参加过项目管理工作的项目名称（类型和金额2009.6-YangtzeRiverPharmaceuticalCo.,.301acresProject，Cleanroomand301亩项目，洁净室、机电总包，2900HVAC2007,6-RFMircroDevices(Beijing)Co.,,A/Tnt;MEPGC威讯联合半导体（）高级测试封装厂房工机电总承包项目，6029HVAC2006.08-StatsChippac(Shanghai)PhaseIIExpansionCR星科金朋()二期扩建项目,2400万HVACHitachiGSPHDDProjectPhase-1.1A，MEPandCleanroomGCProject，68,000,000RMBGSPHDD1.1A6800HVAC男5年-参加过项目管理工作的项目名称（类型和金额2009.2-HuizhouTCLntProjectMEPTCL惠州工厂项目2900Electric2008.5-JohannaSolarJSSPhoenix60，Cleanroom山东孚日电子新建厂房项目-洁净室项目,2448Electric2007,6-RFMircroDevices(Beijing)Co.,,A/Tnt;MEPGC威讯联合半导体（）高级测试封装厂房工机电总承包项目，6029Electric2005.12-INCOCDPHASE1Bbasebuild，MEP，Cleanroom，英特尔产品（）1B项目，总包，洁净厂房5696Electric男4年-参加过项目管理工作的项目名称（类型和金额2009.2-HuizhouTCLntProjectMEPTCL惠州工厂项目2900Pi2008.5-JohannaSolarJSSPhoenix60，Clean 山东孚日电子新建厂房项目-洁净室项目,2448Pi2007,6-RFMircroDevices(Beijing)Co.,,A/Tnt;MEPGC威讯联合半导体（）高级测试封装厂房工程机总承包项目，6029Pi2005.12-INCOCDPHASE1Bbasebuild，MEP，Cleanroom，英特尔产品（）1B项目，总包，洁净厂房5696Pi二、Focal ysis本项目的重点分（一）General概Accordingtoourunderstandingoftheproject,thefollowingpointsshallbefocuseduponduringtheconstruction:processqualityofconstructionand requiredbyEmployer.（二）Qualityassurance施工质量的保Thisprojectalsoaimsathighquality.Allmaterialsusedshallbehighqualityproductmadeabroadorathomeandinstallationworkshallalsobeofgoodquality.材料，其安装的过程同样要求高质量的过程，来实现最终项目的。（三）Schedulecontrol施工进度的保ForEmployer,timemeansprofit.SoweshallperformtheWorksstrictlyaccordingtothetonerequirementandensurethetimelycompletionofthewholeproject.wewilltakeorganizational,technical,financialandinformationmanagementmeasuresandexerciseschedulecontrolinaccordancewithPDCAcycle,whichinvolvesfullpreparationpriortoconstruction,adoptionofadvancedconstructionprocedureandequipment,coordinationandmanagementofconstructionteams’schedule,etc.。对于业主，时间就是效益重点对施工项目的进度里程碑进行严格控制，确保。（四）Ultra-highworkabovethegroundsafety作业的安全控Therearealotofworkhighabovethegroundinthisproject,mostofthoseoperationsisabove5m,Especiallyininthethirdfloor,someevenupto15m.Sofallingpreventionisprimaryconcern.本项目高空作业很多，大都在5m以上，尤其是在三层很多工作的操作高达15m。WewilldevelopeatargetedprogramaccordingtoUltra-highworkabovethegroundonthejobsit.AccordingtoCEFOCsafetycontrolprocedures,inspectionPPE,toensurethesafetyoftheproject.三 ProjectExecutionn项目执行计（一）Overallprojectapproach项目执DuringtheInstallationWorkofGOODYEARDRAGONPROJECTATPULANDIAN，CEFOCwillallocatesufficientmanpower,materialandfinancialresourcesinaccordancewiththeproject tonestodetailandoptimizeshopdrawings,procurebulkmaterialsandequipmentinacentralizedway,deepensafetyawarenessofthewholestaffandtightensafetymanagement,exerciseentirestaffqualitycontrolthroughoutthewholeprocessoftheconstruction,frommaterialsandequipmentprocurementtoinstallationandcommissioning,useproperworkmethodandtechniquesandarrangeactivitiesinpropersequence.Withthiscomprehensiveeffort,wecanassureasuccessfulcompletionofthisprojectinhighquality,withsoundsafetyrecordandwithintheconstructionscheduletotheexpectationofEmployerandPMC.在大连固特异轮胎环保搬迁改造项目施工过程中中电四公司将通过配置充强化安全管理，从设备材料采购到安装调试的整个施工过程，实行全员和控Wewillestablishrequirementsandprogramsforcostandschedulecontrolandwillidentifykeycontrolelementstoflowdownintoprojectproceduresforconstruction.Performancewillbemeasuredandreportedeachmonthusingspecificmeasureestablishedbytheprojectmanager.Ourexperiencesinthesuccessfulexecutionofpreviousprojectsshowthattheresponsibilitiesandrightsofeachmemberoftheteammustbeclearlydefined.CEFOCwillbuildawellorganizedandhighlyefficientteamforthisprojecttomeetthechallengersintheprojectconstruction.ThesiteteamwillconsistofstaffwithextensiveexperiencesworkingatPMC/foreignprojects.Inaddition,strongbackupsupporttotheteamshallbeavailablefromtheHeadOfficewheneveritisneeded.公司已经为本项目配备组织优良的高效率团队来应对项目施工的。现场项目部（二）Executivenforvariousstages分阶段执行计PreparationStageAftertheawardofContract,managementstaffandtemporarybuildingerectorsaremobilizedtositeatfirstandreceivethesafetytrainingconductedbyPMC.HSE,QAQCandprogress neldrawupHSEandQAQCnandmapoutschedulerespectively,chiefengineeroftheprojectdevelopsconstructionorganizationnandthese swillbesubmittedtoEmployerandPMCforapproval.工，编制施工组织设计文件，并及告给管理公司和业主的相关部门进。Designengineerscommencedetail nelworkoutprocurementntogetherwithengineersandsubmitthentoPMCforapprovalinatimelymanner.Siteanddesignengineersdeterminetechnicaldataoftheequipmentprocuredjointlywithvendor’sengineersandsubmitthedatatoPMCforapprovalinatimelymanner.数和性能，及时提交给管理公司。EngineerscomeupwiththeequipmentprocurementnaccordingtothebrandanddataanddetaileddrawingsapprovedbyEmployerandPMC. nelceordersaccordingtotheprocurement采购人员根据工程师采购计划，及时同供应商签订采购合同Workers,constructionequipmentandntandmaterialsaremobilizedtosite,QAQC nelmakeinspectionsofdeliveredmaterials,thenstartfabricationofhangersandsupportsPreparemock-upsandsubmitfor Wegotothelocalstationtoapplyfortemporaryresidencepermitswithin3daysaftermobilizedtosite3Within4weeksaftertheawardofContract,wegototheconstructioncommissionofDalianCitytoobtainworkpermitandthequalityandsafetyorgantoperformtheformalitiesofsupervision.在授标四周内，到大连建设局办理施工证，到质量和安全监督机构办理ConstructionStageOrganizeworkers’mobilization,EHStrainingsandqualificationFabricatehangersandsupports,meanwhilestartfabricationofInstallHVAChangersandsupportsatAftersomehangersandsupportsareinstalled,starttheinstallationofHVACpiandducts.Meanwhile,checktheholes/openingsprovidedbyCivilContractorforMEIpenetrationandreportanyproblemsinatimelymannerforanearlysolution.HangersandsupportsforelectricalworkcannotbeinstalledtillthecommencementofHVACductandpiworkThesequenceofthewholeMEPworkshallbefromlowertoupperfloor.Aftercivilworkiscompletedinonearea,MEPworkshallcommenceinthisarea.Inaparticulararea,thesequenceofMEPworkisfromupperelevationtolowerelevationandfrombigpiecestosmallones.根据施工作业的难度大小，的顺序进行施工的。Toensuretimelycommissioningoftheequipmentinstalled,substationbeenergizedandtestedbeforesystemTestingandCommissioningstageAfterequipmentinstallation,makeacheckbysystemortradetomakepreparationforOperationalAcceptanceTest(OAT)andFinalAcceptanceTest(FAT).FATOATConductFATandOAToncheckedequipmentandFATOATMakeaselfacceptanceinspectionbeforehandandapplytoPMCforfinal竣工验收前，施工单位的自检合格，并及时向管理公司提出竣工PMCtonotifyEmployerandorganizethefinalacceptanceClosePunchTheprojectiscompleteandhandedoverto（三）Worktime工作时Theworkdayhoursarefrom08:00to18：00inoneshift(9hoursperday,1hourbreak)andweeklyworkdaysarefromMondaytoSunday(63workhoursperweek).IncaseofanyovertimeworktobeperformedandmaterialtobedeliveredoutsideofthesehoursornightshiftneedstobearrangedsoastoassuretheprosecutionoftheworkinaccordancewiththeContracttones,writtennoticeshallbesubmittedtoPMCforapprovalinatimelymanner.工作日为正常白班，上班时间为8：0至：（每天9小时，小时休息时间）。每星期从星期一至星期日均为工作日（每星期个工时）。如果需要加时报告给管理公司，批准后方可施工。IfwearerequiredtoperformrushworkbyEmployerorasaresultofmajeure,wewilltakethefollowingmeasures:如果由于不可抗力或者业主需求，需要我们赶工，采取以下几种方式Increasemanpower,constructionequipmentandtoolsandotherIncreasenumberofshiftsto2or3,andworkonthenightshiftshallbeapprovedbyPMC.增加工作班次，23班作业，夜班作业前应报管理公司批准后方可实（四）Optimization,detaildesignandspacemanagement优化设计、深化设计和UpontheawardofContract,wewillsetaboutthedevelopmentofadetaildesignscheduleandpreparationofcontractor’sdrawingsandsubmitthesedrawingstoPMCwithinoneweekfortheapprovalofEmployer/ArchitectsEngineers.在项目授标后，立即招手编制一份详细的深化设计及图纸编绘和送审的计Wewilltimelyassign nelandformadesigngroupforthisTheall-importanttaskistooptimizetheroutesofpis,conduitsandcabletrays,etc.onthelayoutdrawingsaccordingtothesiteconditionsandlayoutdrawingsofvarioustrades/disciplinessoastoachieveaestheticandfunctionaleffectandmakeroomforfutureexpansionandmaintenance.的发展考虑预留空间，和便于日常的。Layout,systematicanddetaildrawingsshallbeupdatedaccordingtothedataofprocuredequipmentDetaildesignOrganizationchartoffieldProjectChiefHVAC工程师Thedetaildesigngroupisjointedbysiteengineerswithrichexperienceinspacemanagementanddetaildesign,andledbythechiefengineeroftheprojecttoensuredetaildesignsynchronizeswithexecution,whichismoreconducivetothesitemanagement.的下进行工作，做到设计和实施同步进行，相关人员有效参与，更有利于现场MembersofthegrouphavetheworkexperiencesindetaildesignandspacemanagementformanyprojectsandknoweachotherwellandarewellcoordinatedThedetaildesigngroupmemberswilltimelycommunicatewithPMCandsurveythesitetoensurecorrectdetaildesignandspacemanagementandatthesametimeofferclarificationtoconstruction DetaildesigngroupconstructionDetaildesigngroupconstructioncollectsitesAsbuiltdrawingssHandover竣工图纸、资Submitdetailedshopdrawing＆execution正式提SitesituationSitesituation现场实际情况Designreference原始设计依据Designcalculation原始设计计算SuccessfulexperienceCheckcalculation较核计算Cooperationbetweentrades专业配合Constructioncooperation施工配合Progresssupport进度支持RationalcostSubmitpreliminarydetailedshopdrawing深化设计初稿提交VerifiedbyDesigner设计单legend图PMCJianli确定更改、深化方Decideondetail 图纸、sCheckupdrawingsCollect资料收PMCDesigner（五）Materialcontrol材料控Theprocurement,storageanduseofbulkmaterialsshallbethefocalpointofmaterialcontrolofthisproject.Engineersshallcalculatethetyofbulkmaterialstobeprocuredaccordingtotheapprovedlayoutdrawings.Bulkmaterialsshallbeprocuredanddeliveredbyshipmentaccordingtotheprogressonthejobsite.Inthiswayschedulecanbemetandlessareaisrequiredforstorage.Upondeliveredtosited,materialsshallbeinspectedaccordingtoQAQCproceduretoensurethematerialsprocuredcansatisfythedesignandEmployer’srequirements.Bulkmaterialsshallbekeptbycategory.Toxicandcorrosivematerialsshallbekeptseparayandproperlytopreventpollution,damageorloss.大宗材料的保管，应根据材料的类别分区堆放。或有腐蚀性的材料，应该单Assignsecurity neltopatroldayandnightsoastoensurematerialsarenotlostandtheprojectiscompletedonschedule.Thedistributionanduseofmaterialsshallbeapprovedandcontrolledbyengineers.Rewardandpunishmentmeasuresshallbetaken,i.e.rewardthoseindividualsandteamswhohavesavedmaterialsandreducedconsumptionandpunishthosewhohavewasted.进行。相反，对那些造成浪费的班组和个人，进行处罚。Engineersandqualitycontrol nelshallsuperviseandcontroltheuseofmaterialsatalltimestoensurematerialsareusedcorrectlytosatisfythedesign（六）Constructionmanagement施工管CEFOC’sprojectteamwillestablisheffectivechannelsofcommunicatingwithandreportingtoPMCsoastobeinstepwithPMCProjectTeam.PM,CMandsystemengineerswillworkfulltimeatthesitewiththeconstructionteamstoprovidedirectinstructionandsupervision.Itistheirresponsibilitytodevelopworknscomplyingwiththeprojectschedule,coordinatewithothercontractors,verifycompliancewithsafetyandqualityprograms,givestrongsupporttocontractadministration,decideonqualityassurancemeasures,carryoutdailyinspectionsofinstallationandclosepunchlist.和报告。项目经理、现场经理和系统工程师都将始终在现场指导并管理施工队伍，负责依照项目的总工期安排制定出具体的施工方案并检查，通过管理助对合同的管理，施工，每天的施工检查,并对已建工程的质量缺陷提出并整改措施CommissioningandStartup:Inadditiontotheconstructionservicesdefinedabove,wewillprovidestartupandcommissioningfortheWorkscompleted.SiteengineersandstartupengineerswillworktogetherwithPMCteamtodevelopadetailedcommissioningandhandovern.WewillassistPMCinnning,managementandadministrationofthecommissioningprocess.OurPMwillcoordinatewithPMCtosettheacceptanceschedulewithallthestartupandcommissioningactivitiesbeintegratedintosuchschedule.Allnecessaryacceptancetestswillbecompletedandtheas-builtspreparedandsubmittedforhandover.（七）Costcontrol费用控Besidestheprojectteamonsite,theCostControlDept.ofHeadOfficewillgivetotalsupporttoandexerciseclosesupervisionoftheoverallcostcontroloftheproject.MeanwhileourProcurementDept.isinchargeofallprocurementofmaterialsforallprojectsofour .Centralizedmaterialpurchasingmakesitfavorableforour togetthematerialsatalowerprice.CostManagementn:AftertheawardofCcontract,wewilldevelopdetailedshopdrawingsandadoptproperconstructionmethodsaccordingtotherealsituationonsite.ACostManagementnshallbedevelopedtocontrolcostsoftheprojectduringtheentireprocess.费用管理计划：中标后，对图纸进行深化和优化设计，并根据现场实际情ProjectBudget:BaseduponPMC’sprojectgoal,wewillmakecostestimationoftheworkandtrackalltheexpenses.项目预算：根据管理公司制定的项目目标来编制工程费用预算并所有HeadcountEstimates:AnupdatedprojectionoftotalcraftandheadcountfortheprojectshallbeprovidedmonthlytoboththeCostDept.ofCEFOCandPMC.Trade-offStudies:Duringtheconstruction,weshallperformstudiesonmaterials,equipment,andaccessoriestoensurethateconomicalandcompetitivecomponentsareselectedconsistentwiththeSpecificationsandconstructionbudget.Thesetrade-offstudiesshallbesubmittedwithour mendationsto对比：在施工阶段，我方将对材料、设备及其附件的性能参数进行研究，以保证选用与技术规范和施工预算相一致的经济型和有竞争力的构件。该对比（八）Scheduleandprogresscontrol工期和进度控Scheduleandprogresscontrolisoneofthemostimportantthingsinprojectexecution.Project2003orP3softwareandthefollowingmethodofcontrolsarewidelyusedinprojectsofour inrecentyears.了Project2003或P3软件以及下述控制方法。ConstructionActivitiesScheduling:WewillestablishaneffectiveschedulecontrolsystemfornningandmonitoringthecompliancewiththeprojecttonesanddetailedschedulesasrequiredbyPMCthroughouttheconstructiondurationofthisproject.Wewilllayoutthreeweeksrollingschedulewithallactivitiesarrangedinpropersequencetoshowhowtheprojectcanbecompletedonschedule.施工作业的工期安排：在本项目整个施工期间，建立有效的工期控制体ScheduleComplianceMonitoring:Thescheduleshallbemanagedandupdatedtoprovideacompleteandaccuratepictureoftheactualprogressascomparedwiththeestablishedscheduleandhelptodeterminehowtheprojectshouldbeproceededinordertomeettheoverallcompletiondatesandtones.Weshall,atleastweekly,reviewandassesstheperformanceoftheprojectworkwithPMC.工期执行情况的：要对工期表进行管理并且更新，以便比照原有的工期表提ScheduleRecovery.Whenaprojectislegitimayorunexpectedlybehindschedule,weshallreviewtheremainingscheduleandtakepossibleactionsforrecoveryafterreportingtoandapprovedbyPMC.工期的弥补:当工期出现正常延误或由于不可预见的原因出现延误,对余下的工期进行，看是否能加以弥补。这包括重要的工作和这些工作的具（九）Changecontrol变更控Changeforecast:WewillgiveaforecastofallcausativefactorsofchangestogetherwithEmployerandPMCandworkoutemergencymeasures.Onceatrisk,wewilltakemeasurestomeetemergencyUnexpectedevents:Onceanunexpectedeventoccurs,wewillactivelyyzeitsimpactandtakemeasuresandworkoutremedytominimizetheimpact.不可预料的：如果出现不可预料的情况和，会同各方一起，积极分析出现的的影响能力，弥补或改变这种影响的应对措施和方法，并立刻着ChangeOrderControl:Aspartoftheoverallfinancialcontrolduringtheconstructionprocess,wewillestablishachangeordercontrolsystem.AnydeviationtoSOWwillbeverifiedandstudiedbythesystemengineerandPMonanypossibletimeandcostimpacts.TheresultofsuchstudyshallbesubmittedtoPMCtimely,togetherwithour mendationstopossiblyminimizesuchcostortimeimpacts.（十 ationcontrol资料控 controllertocollect,sortoutanddistributeproject srequiredforernmentinspection,handingoverandin-processinspection,equipmentandmaterialdata,etc.设置专门资料管理人员，负责收集整理各种工程资料，验收所需各种资料交工资料，过程检验资料，设备材料技术和数据资料，收件等Track,collectandsortout s,includings.供货商文档的，收集和整理,包括图纸，Receiveanddistribute sfromPMCandkeepinthearchivesforfutureControl Submitworkmethods,ns,applications,shopdrawings,etc.toPMCforapprovalinatimelymanner,followthemupandfeedback.及时向管理公司提交各种施工方案、计划、申请、施工图等，并负责和RecordallconstructionactivitiestoaffordgroundsforprojectsummaryandReceive,sortoutanddistributemeeting cesonfileandhand（十一）Projectapprovalandauthorityrelation项目和关系协Weareinchargeofobtainingconstructionpermitandperformingformalitiesforrecordingandcontactingandcoordinatingwithrelevanttoensuresmoothconstruction.中电四公司将负责合同范围内的各种专项施工办理或者备案，负责同相主管部门和协调，以保证项目顺利进行Wehavemanyyears’experienceinsuccessfulexecutionofsimilarprojectsinDalianandarefamil