sm training manual.docx

7/30/2019 SM Training Manual.docx

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2012

Raymund Watson

FNI Telecommunication Infrastructure

(Pty) Ltd

7/4/2012

Site Manager Training Manual


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ContentsWelcome to FNI .................................................................................................................................. 2

Site Managers Project Administration ................................................................................................ 4

New Site .............................................................................................................................................. 4

Daily Site Manager Admin................................................................................................................... 5

Planning .............................................................................................................................................. 5

Subcontractors .................................................................................................................................... 7

Route Build Plan .................................................................................................................................. 8

Site Files ............................................................................................................................................ 10

Site Walk Through ............................................................................................................................. 10

Stock Order (Actuals) ........................................................................................................................ 11

Wayleave Kick-off ............................................................................................................................. 17

Kick off............................................................................................................................................... 17

Site Diary ........................................................................................................................................... 18

Morning Report ................................................................................................................................. 20

Daily Plan........................................................................................................................................... 20

DFA HH Proses .................................................................................................................................. 21

Costing Sheet .................................................................................................................................... 24

How to Book a Drill / Bullet / Equipment ......................................................................................... 25

Site Build ........................................................................................................................................... 26

Entry Spec ......................................................................................................................................... 32

DFA Spec ........................................................................................................................................... 32

HOD ................................................................................................................................................... 32

Pre FAC .............................................................................................................................................. 34

FAC / CAC .......................................................................................................................................... 34

Contractor Evaluation ....................................................................................................................... 35

Road Crossing / Road Cuts ................................................................................................................ 36


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Welcome to FNI

Welcome to FNI Telecommunication Infrastructure (Pty) Ltd. FNI is built on a founding principle that

we provide Safe, Quality Production. At all times these three principles govern ALL aspects of the

work a Site Manager contracts to the company to do. Production never at the expense of


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Site Managers Project Administration

New Site

Site Build Start

Ensure all SiteEquipment is Correct

ID Existing Services

Dig Inspection/ HH/Drill Pits as per Spec

ID ground ConditionHT/Mech

ID Best Posible straightline closest to theprivate property

ID Drill Conditionsand Cable Locate

ID Driller and createdrill plan

Request first PO toDriller

Submit Drill Plan toEngineer for

approvalDaily Admin

Daily Site Roll OutDuties

Escalate anyDeviations

As BuildMeasurements

DCP / DIT

Pre FAC

Snag Reports

FAC / CAC

Final Administration


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A new site is released when all the necessary documentation is in place:

a. Purchase Order from our clientb. All Way Leavesc. Land Lord approval

The Key Accounts Manager will inform the GM that all these are in place. The GM will hand the site

to the Site Manager who will be tasked to complete the site build.

Daily Site Manager Admin

Planning

Collect your HOD File Print out the Site Build Plan Study the Site Build Plan Are there any noticeable obstacles you should be aware of? Discuss the route with the Site Planner Formulate a Pre Plan, where will you start the build, what would you need, how many

people will be needed to complete the site in the allotted time

Make sure you have all the necessary contact information cell no, email and office noa. GMb. Key Accounts Managerc. Plannerd. Land Lorde. Vodacom Rep that will sign off the CACf. SHEQg. Subcontractor

Planning - 10min

Email - 2min

Morning Report -5min

Site Diary - 5min

Costing Sheet -5min

Email - 2min

Next DayPlanning - 5min

Email - 2min

Asbuild / HOD /Pictures update -

20min

Emails Reply -15min


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Make Notes as you go along Decide on the correct Subcontractor for the site build

10 Rules of Highly Successful Site Management

Site Management can be defined as "the application of knowledge, skills, tools, and techniques to

project activities to meet project requirements". To sum up, site management is all about making

the project happen. It is a discipline of initiating, planning, executing, and managing resources with

the goal of completing specific deliverables within budget and time.

A successful site manager is one who can envision the entire project from start to finish, and have

the prowess to realise this vision

1. Be Agile

You need to respond with agility to rising issues and changes. The formal documentation and

processes involved in site management can weigh you down, but if you do youre planning correct

and can see opportunities to gain time through working smarter, you will rise to the occasion.

2. Do Not Micromanage

The ideal site managers are leaders, not control freaks. Some site managers can be overly analytical

and invest too much time in perfecting details, when they should really focus on achieving

milestones and the completion of the project. Flexible site management requires a balance of both

the left and right brain, hard and soft skills.

3. Keep Improving Your Site Management Practice

Technology is always evolving to meet the changing needs of users. In the same way, your approach

to site management should evolve alongside business and IT processes. Communicate with your

team, client, and business partners, as to how you can improve your site management practices.

4. On-going Planning

The single most important activity of site managers is planning. Planning must be detailed,

organised, and require team participation. And like the real world, plans always change and

reprioritise with situations. For this, plan, re-plan, and plan.

5. Work with a Sense of Urgency

Wouldn't it be great to work with an unlimited pool of time, money, and resources? Here on Earth,

however, we have fixed 24 hours in a 7-day week, and we have been taught early on of the

importance of spending within our means. Because projects are constricted with a set timeline,

budget, and resources, it is of utmost importance that the project process is constantly being driven

towards completion. Regular updates, meetings, and follow-ups are essential.

6. Visualise and communicate all Project Deliverables and Activities


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In short, the site manager and team must have a picture of the finished deliverables in the minds of

everyone involved. This guides everyone in the same direction. Avoid vague descriptions at all costs,

be specific, draw diagrams and pictures, and make certain everyone agrees with it.

7. Complete Deliverables Step-by-Step

The thought of climbing a mountain in one go can be crippling. But to see it as a succession of steps

and peaks is less intimidating and more achievable. In the same way, you don't want to jump in a

project with the intent of building all project deliverables at once. Work on each item step-by-step,

get process reviews and approvals, and always maintain a sense of direction.

8. Healthy Risk Management

All team members should not hesitate to report concerns or challenges.

Maintain a live project risk database that tracks all issues and resolutions.

Do not obsess. Assessing risks should not be your main priority. The last thing you want is to be

wasting your time and resources on risk management, as it will prevent you from ever completing a

project, let alone give you the courage to start it. Remember, you want a healthy dose of risk

management, not a crippling one.

9. Open Communication

Communication is vital in all aspects of site management. Adhere to a policy of open

communication, encouraging all members to voice opinions and concerns. This cuts through waiting

games and significantly reduces the risk of mistakes, saving you time and money.

10. Never Lose Sight of the 3-Factors: Time, Budget, and Quality

While site management practices have changed to be more flexible and open, the foundation

remains the same. Site success occurs when it is delivered on time, within budget, with a level of

deliverables that are satisfactory to the client. The Site Manager's main role is to keep all team

members aware of these big 3 - Time, Budget, and Quality.

Subcontractors

When choosing a subcontractor it is important that you answer the following 2 questions:

Are they reliable?Are they Competent?

Competent

Look at the site that you have to build.

a. Are there any road cuts?b. Are there any Horizontal Drills to be done?c. Are there any Bullets?d. Will there be any work that needs to be completed at heights?e. Is it a complicated In Build?

Reliable


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If there is any discrepancies to

the plan compared to the

actual route the SM will

escalate the matter

immediately to the General

Manager, the Project Manager

and the Key Accounts

Manager.

Dont just blindly choose your subcontractor,speak to other SMs and find out what contractor

specializes in what kind of build. And make sure the contractor you choose are reliable.

Route Build Plan

When starting a new site build you will be required to read, understand and relay the information

depicted on the plan. The standard site plan consists of 12 parts:a. Site Survey Reportb. Google Zoomc. Google A-Zd. Topographical Plane. Locality Mapf. BTS / Server Layoutg. BTS / Server Picksh. Construction Drawingi. Construction Drawing 3D (If terminating into,

behind or on top of a building)

j. Route Layoutk. Line Diagraml. DFA Route Status / DFA Pick

All 12 these parts have a function and it is the Site Managers (SM from here on) responsibility to

have a printed copy of this plan on site and on his person at all times during the site build process.

Site Survey Report

The SSR contains a summary of the vital information about your site.

a. Site nameb. Vodacom Representative namec. The Name of the Planner (The Planner will be in the best position to explain the initial

route path surveyed and possible obstacles to keep in mind)

d. Contact details for the site owners or landlordse. Site address as well as the GPS coordinates to the site.f. Confirm if it is a single or dual routeg. Confirm if the site is shared with other suppliers i.e. MTN, CellC or Telkomh. Confirm if it is a Rooftop or Greenfield run

Google Zoom

The Google Zoom contains an image of the general area the site build is in. the actual site will be

marked with a circle around it.

Google A-Z

The Google A-Z contains the actual Route as surveyed. The SM is required to walk the route and

determine the trench line and inbuilt before the site commences. If there is any discrepancies to theplan compared to the actual route the SM will escalate the matter immediately to the General

Manager, the Project Manager and the Key Accounts Manager.

Topographical Plan

The Topo is used to clearly indicate the roads that the Route will be trenched alongside of and or

cross.

Locality Map

The Locality Map is used to obtain way leaves from the respective municipal and services

departments. On it the trench line is indicated and the erf numbers of the affected properties.

BTS / Server Layout

The BTS layout is a basic sketch of the layout of the BTS / Server Room. This will be amended whenthe inbuilt is completed and the SM enters the actual meters and inbuilt route onto it.


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BTS / Server Picks

This contains photos of the BTS / Server from the initial survey.

Construction Drawing

The Construction Drawing is a drawn representation of the route. On the day of the first

walkthrough with the Sub Contractor, the SM will measure the actual meters of the sight and

indicate it accordingly on the Construction drawing and use it to determine the stock quantities thathe needs to order.

Construction drawing 3D (If terminating into, behind or on top of a building)

This is a 3 dimensional depiction of any site terminating into, behind or on top of a building.

Route Layout

These are photos taken at the initial survey of the whole route build.

Line Diagram

The line diagram is a dioramic representation of

DFA Route Status / DFA Pick

The DFA Route Status / DFA Pick show the DFA HH that needs to be tied into.


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Site Files

Before your site starts make sure that the site file is in place and up to date. If there are documents

that need to be replaced make sure it is done before your site starts. New Site Files can be ordered

through the Admin clerk and needs to be ordered 3days before you need it.

INDEX:

1. TOOLBOX TALKS

2. RISK ASSESSMENTS (Vodacom 7 Absolute rules)

3. SITE VISITER & PROOF OF INDUCTION (Vodacom 7 Absolute rules)

4. REGISTERS

5. LEGAL APPOINTMENTS (Organogram) (Certificates)

6. 37.2 AGREEMENT &D.O.L (COMMENCMENT OF CONSTRUCTION WORK)

7. LETTER OF GOOD STANDING

8. ACCIDENT/INCIDENT PROCEDURES

9. EMERGENCY PROCEDURES

10. INSPECTION & AUDIT REPORTS

11. HAZARDOUS SUBSTANCES

12. FALL PROTECTION PLAN (General Rescue plan)

13. HEALTH AND SAFETY PLAN & SPEC.

14. ENVIRONMENTAL PLAN

15 POLICY

16. SITE INSTRUCTION

17. SPECIFICATION

Site Walk Through

a. You will be required to walk your site before any actual work commencesb. Make sure it is the correct site and routec. Speak to the land Lord affected and explain what you will be doingd. Hand out the letters of intente. Take all your pre photos focus especially on damage that is existingf. Compare the route you walked with the planning. If anything looks incorrect escalate it

immediately to the GM and the Key Accounts manager


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Stock Order (Actuals)

Stock may only be ordered on actual meters that you obtained from your site walk through. The

following Stock policy applies to all:

INVENTORY (STOCK AND CONSUMABLES)

Storerooms The store manager is in charge of both the main storeroom and the outside storeroom. The storeroom is neat, and locked when the store manager leaves the storeroom. Access to the storeroom is only possible within the presence of the store manager, COO or

logistics manager.

Inventory are stored in 3 separate areas in the main storeroom:1. Stock (other than duct and manholes);2. Consumables; and3. Equipment (PPE)

Duct and manholes are stored in the outside storeroom.

Every type of inventory item is allocated a serial number on the computer system. This sameserial number is used when allocating a storage space in the main storeroom.

Storage spaces are physically numbered in numerical / alphabetical order as far as possibleto easily locate items.

Stock orders An RTP (Request to Purchase) is initiated in any of the following instances:

1. The stock system automatically flags when the minimum stock levels are reached; or2. Upon a specific request from the OPEX department.

Both these types of requests are authorised by the PM (Project Manager) before an ordermay be placed.

The RTP is initiated by the Logistics Manager and an approved copy is given to the CFO forauthorisation before an official order may be issued.

A POA (Pastel order) are issued by the Finance assistant and approved for checked foraccuracy again by either the CFO or PM before it is sent off to the supplier.

The RTP and POA are kept together in the logistics file, and a second copy stays with finance.

The supplier let the Logistics Manager know about delivery dates, which is thencommunicated to the Store Manager.


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Outstanding orders not delivered within one week, are followed up by the LogisticsManager, and alternative actions are discussed with the PM.

Deliveries In The Store Manager is responsible for deliveries received. The RTP and POA documents are compared with the actual delivery note:

1. Item numbers ordered (product code)2. Quantity ordered3. Quality of goods

All items are counted by the store manager and one independent person. Any discrepancies are discussed with the Logistics manager before the delivery is accepted.

If this manger is not available, the PM or the CFO may assist.

The stock is delivered in a separate delivery area. This delivery area is under supervision during the time of delivery, and no one is allowed

further than the delivery area.

The delivery note is signed by the Store manager and the second independent person. Acopy is kept for recordkeeping purposes.

The Logistics Manager will book the stock into the system, make a copy of the delivery notefor finance and the stock will physically be transferred into storage.

Attach to the delivery note the goods received voucher printed from the stock system, asevidence that stock received is captured.

Stock issues (Dispatch note / delivery note out) All requests for stock issue are approved by the Project Manager. The stock are picked and packed in the picking area for collection. This is the Store

managers responsibility.

The logistics manager will make sure that everything is picked correctly and arrange forcollection dates with the store manager.

The picking slip is compared with the stock when collected. The store manager issues a delivery note in triplicate and signed by both parties. Before stock leaves the premises it is checked independently for accuracy against the

triplicate delivery note, by one of FNI own staff members. This person will also sign the

delivery note.


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A copy of the delivery note is given to the logistics manager to capture, and attached to thepicking slip. It is now shown as shipped on the stock system.

This picking slip and delivery note are filed under the site for which it was requested, so thatsite reconciliation can be done easily at month end.

Stock collected directly at suppliers and delivered directly on site(This will in part replace the system for deliveries in, and stock issued by, storeroom)

The logistics manager must arrange with the PM as well as the collector about collectiontimes.

A copy of the FNI order must be sent with/to the collector so that he can check the orderagainst the stock being collected

Any discrepancies between the order and the delivery note received must be escalatedimmediately to the logistics manager before the stock can be removed from the suppliers

site.

The logistics manager will clear the discrepancies with the PM, and send a new order ifapplicable

A copy of the signed delivery note is sent to the logistics manager, who will then process thedelivery note on the stock system as received.

Attach to the delivery note is the goods received voucher printed from the stock system, asevidence that stock received is captured.

As soon as the stock is delivered on site, a delivery note will be completed and signed byboth parties, and be sent back to the office.

This delivery note must be completed in triplicate, and must state all items, quantities andthe site for which it was received.

It will then be captured on the stock system as stock issued, in this instance the picking slipwill be created afterwards and attached to the delivery note.

It will be filed under the site for which the stock was issued to

Stock returns Stock returns are arranged with the logistics manager. No stock returns are accepted

without prior arrangement.

The store manager is notified about return dates. The stock returns are counted and checked for quality.


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A return note is issued in triplicate and signed by both parties. This triplicate return note is completed site by site, to assist the reconciliation process at

month-end.

Any defect stock are noted on this return note, and sent to the logistics manager to invoiceimmediately.

This invoice are signed and accepted by the supplier before he leaves the premises. A copy of the signed invoice printed from the stock system, is given to the financial manager

to capture on Pastel.

A copy of the return note is given to the logistics manager to capture, and filed under thespecific site for reconciliation at month end.

Stock reconciliation

The stock balances per site are printed form the system and checked against actual stock onsite

GM and PM to receive stock levels per site from finance at month end to review andapprove stock levels value per site.

Finance to independently review active sites at month end with site values and refer levelsfor inactive sites back to GM.

Differences are invoice to the subcontractor, and approved by the PM

The date for reconciliations is the last day of the month, just before the stock count starts. Change control procedures A request for change must be submitted to the PM and Financial Manager for approval,

together with reasons for the request.

Any changes to the system, changes in prices, adding of suppliers and deletion of supplierscan only be approved by the PM and Financial Manager, and must be signed off by both.

Changes are done by the Logistics Manager on the stock system, and a change report areprinted showing the before and after.

The change report are attached to the original signed approvals and given to the PM andFinancial Manager to verify.

The approvals are filed for recordkeeping purposes. Stock counts Stock counts takes place monthly on the last day of the month.


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If the last day falls on a weekend, the stock count takes place the Monday morning after theweekend.

At least two staff members attends the stock count, and they count everything:1. The logistics manager; and2. Another independent supervisor (on request of the logistics manager/by offering)

(The store manager does not count, but is in charge of how the stock count gets organised and must

make sure all items are counted from count sheet to floor and vice versa. He assists with

technicalities and is obliged to attend this stock count. This is for independent control and

performance evaluation purposes. He must however do a few spot checks).

The logistics manager communicates the date, time, and attendees of the stock count to allFNI / Protrench / SPE employees a week beforehand. No movement of stock takes place

during this stock count. A designated person is on standby to assist with urgent deliveries or

orders, and this arrangement is communicated to all relevant parties involved in the stock

count.

The stock count is quick and efficient. Counting procedures

1. The logistics manager prints the inventory count sheet from the computer system rightbefore the count.

2. The count sheet is taken to the financial manager to be inspected for general validitybefore the counting starts.

3. The count proceeds as follows: The logistics manager explains the layout and procedures to the second counter. Every inventory item is counted. All counted quantities are written in a coloured pen directly onto the count sheet.

Whenever a separate calculation sheet is used, it properly references to the count

sheet.

A calculator is used to do any calculations. For high volume items, both count together. If there is a difference in their answers,

the item gets counted again until the result is the same.

For low volume items, the count may be done independently. The store manager does a few spot checks on certain items that were counted

independently and sign next to this item.


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Every page is signed at the bottom by both counters and the store manager,together with the date.

4. After the count: The logistic manager makes a copy of the count sheets for the inventory file. The original count sheets are given immediately to the financial manager after the

count.

Any differences are discussed with top management at the following Managementmeeting, formally documented and corrected by way of a stock adjustment in the

inventory system.

These stock adjustments are all done simultaneously on the same day by thelogistics manager. It is then printed and attached to the formal management

decision, and given back to the financial manager for verification and approval of

adjustments.

A final count sheet is printed again after the stock adjustments. The logisticsmanager verifies that all items now correlate with the physical count.

General Administration Controls User Name and Password to be allocated to Finance and Logistics Manager Delivery Note Books are pre-printed with sequential document numbers. Delivery Books are ordered and received by finance only and placed in a secure area with no

access other than by finance.

Logistics Manager must request a delivery book from finance who will keep a register of :a.) Delivery book in useb.) Return of old delivery book when new book is issued.c.) Review all cancelled documents against original and clearly marked as cancelled.

All these copies remain in the book.

Stock sheets to be printed monthly and hardcopy to be placed on file. Backup of stock control system to be performed directly after month end. All documents must be signed by the responsible person confirming authorisation to

perform action and accuracy of units and value displayed as applicable.

No consignment stock is received unless pre-approved by finance. Such stock items willreceive unique stock numbers and placed separately from other stock items for

reconciliation purposes by finance.


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Stock levels/items per site must distinguish between stocks issued by store room versusstock directly received/collected from supplier.

Wayleave Kick-offYou will be required to arrange a wayleave kick-off with you and the representatives of the different

municipal and private services that are evident in and around the area of your civil work. Please note

that the request for a kick-off meeting will be done via email and followed up with a phone call. You

may request assistance from the admin clerk to arrange the meetings for you but the request will be

with her in righting 3 days before the requested kick-off date.

Kick off

The site kick-off with your subcontractor is one of the most important steps in the whole project.

Make sure of the following:

1. Walk the whole site through.2. If it is a private property introduce the subcontractor to the land lord.3. Identify possible obstacles and services to the subcontractor.4. Measure the whole site.5. Determine a trench line closest to the boundary.6. Note the meters on the as-build document.

Make sure the subcontractor understands what is required for the site build.


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Site Diary

Site Name:

Tiger Brands William

Nicol

Date

Contractor

PO Entry PO Spur

Way Leave

Project Manager

Site Manager

Quantity

Distance Point Point

Drawing

Distance

Actual

Distance Comment

Trenching Spur & Entry DRAWBOX BOUNDARY 44 38

BOUNDARY TIG001 77 73

TIG001 DFA HH 5 5

Total 0

Duct Spur & Entry 0 DRAWBOX BOUNDARY 44 380 BOUNDARY TIG001 77 73

TIG001 DFA HH 5 5

0 0 0 0

0 0 0 0

Total 0

Backfill Spur & Entry 0 DRAWBOX BOUNDARY 44 38

0 BOUNDARY TIG001 77 73

TIG001 DFA HH 5 5

0 0 0 0

0 0 0 0

Total 0

Reinstatement S & E DRAWBOX BOUNDARY 44 38

BOUNDARY TIG001 77 73

TIG001 DFA HH 5 5

0 0 0 0

0 0 0 0

Total 0

Entry Build 1 DRAWBOX Building Entry 6 12

Entry Build 2 Building Entry Server room 130 122

Entry Build 3 0

Total 0

Fibre Floated Spur & Entry 1 0 DRAWBOX DHL_server room 290 290

Fibre Floated Entry 2 0

Fibre Floated Entry 3 0

Total 0

Fibres Spliced Entry 1 0 DHL_server room 12 12

Fibres Spliced Entry 2 0

Fibres Spliced Entry 3 0

Total 0

Hand Holes 0 TIG001 1 1

0 DRAWBOX 1 1

Total 0

Weather Condition Sunny

Visitors on Site

Delays encountered Site has been put on Hold as per Ruwayne and Henry

Delay Duration

Site Diary

Henning Viljoen

Johann Kruger

Distance to be

verified before

work proceeds

12 October 2011

FNI

W61100


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Drawing/PO

Distance Actual Done % CompletedPoint Point Date 19-Sep-2011 20-Sep-2011 21-Sep-2011 22-Sep-2011 23-Sep-2011 24-Sep-2011 25-Sep-2011 26-Sep-2011

DRAWBOX BOUNDARY 44 38 38 100.00%

BOUNDARY TIG001 77 73 73 100.00% 20 15 10

TIG001 DFA HH 5 5 5 100.00%

0 0 0 0 0 #DIV/0!

0 0 0 0 0 #DIV/0!

Total 126 116 116 100.00%


BOUNDARY TIG001 77 73 73 100.00%

TIG001 DFA HH 5 5 5 100.00%

0 0 0 0 0 #DIV/0!

0 0 0 0 0 #DIV/0!

Total 126 116 116 100.00%


BOUNDARY TIG001 77 73 73 100.00%

TIG001 DFA HH 5 5 5 100.00%

0 0 0 0 0 #DIV/0!

0 0 0 0 0 #DIV/0!

Total 126 116 116 100.00%


BOUNDARY TIG001 77 73 73 100.00%

TIG001 DFA HH 5 5 5 100.00%

0 0 0 0 0 #DIV/0!

0 0 0 0 0 #DIV/0!

Total 126 116 116 100.00%

DRAWBOX Building Entry 6 12 12 100.00%

Bui lding Entry Server room 130 122 115 94.26%

0 0 0 0 0 #DIV/0!

Total 136 134 127 94.78%

DRAWBOX DHL_server room 290 290 0 0.00%

0 0 0 0 0 #DIV/0!

0 0 0 0 0 #DIV/0!

Total 290 290 0 0.00%

DHL_server room 12 12 0 0.00%

0 0 0 0 #DIV/0!

0 0 0 0 #DIV/0!

Total 12 12 0 0.00%

TIG001 1 1 1 100.00%

DRAWBOX 1 1 1 100.00%

Total 2 2 2 100.00%

Actaul %

100.00% 30.00%

100.00% 15.00%

100.00% 20.00%

100.00% 10.00%

94.78% 10.00%

0.00% 5.00%

0.00% 5.00%

100.00% 5.00%

89.48% 100.00%

Site Manager

Johann Kruger

Way Leave

W61100

Contractor

FNI

Project Manager

Henning Viljoen

Date

12 October 2011

PO Entry

0

PO Spur

0

HH

Job Total

Trenching Spur & Entry

Trenching Duct Spur & Entry

Trenching Backfill Spur & Entry

renching Re-instatement Spur & Ent

Fibre Floated

Fibres Spliced

HH Placed

Entry Build

Entry Build

Trenching Spur & Entry

Trenching Duct Spur & Entry

Trenching Backfill Spur & Entry

Trenching Reinstatement Spur & Entry

Fibre Floated Spur & Entry

Fibres Spliced


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Morning Report

Daily Plan1) Your daily plan will be send the night before.2) You need to Cc in the GM, Key Accounts Manager and the Admin clerk3) Your planning will contain: Plan for the next day. Sites that you will be visiting The route you will be driving Estimated time at each of the sites Any other work related plans for the next day


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DFA HH Proses

1. Application Form

2. HH Key Operations1. Procedural Actions:

1.1 Tools:

1.1.1 The following tools are needed when access is required to a Gridlock hand hole:1.1.1.1 Fully Charged and assigned hand hole key.1.1.1.2 The correct hand hole numbers.1.1.1.3 Access request document.1.1.1.4 Splicing instructions (when splicing is to be done inside the hand hole(s)).1.1.1.5 Floating Instructions (when floating is to be done inside the hand hole(s)).1.2 Requesting Access to a normal (non-maintenance) hand hole(s):

1.2.1 The following steps must be followed to request access to any non-maintenance,

commissioned Gridlock hand hole via e-mail, all of this must take place 24 hours before (within

office hours) access is required or access will be denied:

1.2.1.1 Fill in all of the following details on the access request document:

1.2.1.1.1 Date range access is required, begin and end date.

1.2.1.1.2 List the Gridlock key number(s) that will access the requested hand hole(s), only the listed

key(s) shall be granted access.

1.2.1.1.3 The correct hand hole number(s), only listed hand hole number(s) shall be added to the

access schedule; If a hand hole number is unclear, please contact the DFA NOC and verify the

number.

Date:

Contractor

NameKey # Route #

Handles to

be Opened

(listed)

Handles to

be Opened

HH From -

To

Handle dataContractor Information

Reason


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1.2.1.1.4 The reason for requiring access to the hand hole; If splicing or floating is to take place in the

hand holes, the splicing and/or floating instructions need to be attached with the access request

document.

1.2.1.1.5 If the contractor/sub-contractor only needs the DFA technician to grant access to the hand

hole then time, contact number, contractors name, location and description of the requirement

must be included on the mail sent through to the NOC.

1.2.1.1.6 Attach all the required documents to an e-mail and send the mail to

[email protected] and cc the relevant Regional Network Owner (refer to 4.3.1.1 for Regional

Network Owners details) on the mail.

1.2.1.1.7 The DFA NOC shall dispatch the DFA technician at the Regional Network Owners approval

and update the requester.

1.2.1.2 A confirmation or feedback e-mail shall be sent back before the day the access is required.

1.2.1.2.1 The mail must contain details about hand holes that were not found on the Gridlock system

and if the requested hand hole were added to the schedule or not (reasons for denial of access shall

also be included).

1.2.1.2.2 All hand holes must be closed and locked on the same day the hand holes were unlocked

and opened to prevent suspension of the key used to unlock the said hand holes.

4.2.1.3 Access to the requested hand holes shall be denied for one or all of the following reasons:

1.2.1.3.1 The wrong or an un-allocated key number had been supplied (see allocating a key to a

user below).

1.2.1.3.2 The key is suspended from further use (refer to 4.6suspension of keys below).

1.2.1.3.3 The access request was not sent 24 hours in advance.

1.3 Requesting access to maintenance hand hole(s):

1.3.1 The following steps must be followed to gain access to a maintenance hand hole, all these

steps must completed 24 hours in advance, or access to the hand hole in question shall be denied:

1.3.1.1 An e-mail must be sent to one of the following e-mail addresses for access to a maintenance

hand hole in the respective areas:

[email protected] for the Johannesburg area

[email protected] for the Pretoria area

[email protected] for the Cape Town area

[email protected] for the Kwazulu-Natal area


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1.3.1.2 The following details must be included in the mail:

1.3.1.2.1 The name and cell phone number of the contractor that will be opening the hand hole.

1.3.1.2.2 The date and time the hand hole is to be accessed.

1.3.1.2.3 The reason for requesting access to the hand hole.

1.4 Allocating a key to a user:

1.4.1 For access to be granted and the use of a key to be allowed, the key must be assigned to a

user.

1.4.2 This can be done telephonically by calling 0800 628 662 or (011) 234 8901 (24/7) and via e-mail

at [email protected].

1.4.3 The following details of the user shall be required when assigning a key to his/her name:

1.4.3.1 Name and Surname.

1.4.3.2 Company of employment.

1.4.3.3 Cell phone number.

1.4.3.4 The Key number to be assign to the user.

1.4.4 The Surveillance Technician in the DFA NOC shall give further instructions telephonically to

complete the process, please have the key charged and on hand when a new assignment has to be

made in order to confirm that the assignment was successful.

1.4.5 The same process shall be followed to remove and/or re-assign a key from/to a new name.

1.5 Faulty Hand hole(s) logging:

1.5.1 In cases a hand hole does not unlock and open after confirming telephonically, that the hand

hole had been added to the schedule of the key being used and trying to unlock the hand hole at

least five (5) times; the hand hole can telephonically be logged as a faulty hand hole.

1.5.2 The hand hole must be logged as a faulty hand hole telephonically, while the contractor is on

site at the hand hole, in case additional details of the hand hole is required by the DFA NOC STs. TheDFA NOC can be contacted on 0800 628 662 or (011) 234 8901 (24/7).

1.5.3 DFA Field technician shall attend and resolve the faulty hand hole within 24 hours from the

time it was reported including public holidays.

1.6 Suspension of keys:

1.6.1 A key shall be suspended from further use if the key holder has left a hand hole or hand holes

unlocked and/or open past the allocated time of the assigned schedule (normal schedules are from

07:00 to 20:00).


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1.6.2 Upon suspension of the key an e-mail will be sent to an agreed central e-mail for the

contracting company, after which the contractor responsible for the key and the access to the hand

hole that had been left unlocked and/or open must lock the hand hole(s) that had been left unlocked

and/or open to gain access to any further hand holes.

2. Responsibilities and Accountability

It is the responsibility of the Contractors Management Team, NOC Manager, Team Leader and or

their Surveillance Technicians in the NOC to ensure that this procedure is adhered to by all

contractors and sub contractors when requesting access.

Signatories to this procedure will only be held responsible and accountable for the execution of this

procedure based on their delegated approved KPIs.

3. Non Compliance with the Procedure

Any disciplinary action arising from breach of this Procedure will be taken according to the

disciplinary code and grievance procedure of DFA and/or Labour law.

Where an employee is suspected of breaching the Procedure, an internal investigation will be

undertaken, depending on the findings, further action shall be taken against the employee or

contractors.

Costing Sheet

Site Name: Jod Distance 0

PO: Est Work Days 0

PO: Est Lab 0

PO: TL 0

PO: % Machine Work 0

Distance to Site 0

% Complete Mense Managem Machine Kilos BakkieKilos Trok

(2)Compres Wackers

Jack

hammerGe ni Gri nde r

Extensio

n LadderBreake rs Rubbl e Bul lets

12-Aug Sunday

13-Aug Monday

14-Aug Tuesday

15-Aug Wednesday

16-Aug Thursday

17-Aug Friday

18-Aug Saturday

19-Aug Sunday

20-Aug Monday

Job Estimate 0 0 0 0 0 2 0

0 0 0 0 0 0 0 0 0 0 0 0 2 0

Item Cost: R 110.00 R 2 000.00 R 35.00 R 3.05 R 10.50 R 560.00 R 185.00 R 55.00 R 185.00 R 127.00 R 128.00 R 185.00 R 700.00 R 60.00 Total

Sub Totals: R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 1 400.00 R 0.00 R 1 400.00

Mense Managem Machine

PO Number PO ValluePT Profit

Target

Estimated Job

CostActaul Job Cost Actual Profit

30% 99%

0 R 133 134.62 R 39 940.38 R 93 194.23 R 1 400.00 R 131 734.62

0 R 0.00 R 0.00 R 0.00 R 0.00

0 R 0.00 R 0.00 R 0.00 R 0.00

0 R 0.00 R 0.00 R 0.00 R 0.00

0 R 0.00 R 0.00 R 0.00 R 0.00


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How to Book a Drill / Bullet / Equipment

Equipment Hire

1) Send PO Request to Anna-Retha du [email protected]; Shaun [email protected];Henry [email protected].

2) Anna-Retha du Toit to get permission from Henry & Shaun.3) Anna-Retha du Toit request PO from Antoinette, Antoinette issues PO4) PO request must contain

a. Site Number / Name / NET number.b. Delivery datec. Collection dated. Equipment requestede. Responsible person with phone numberf. Delivery addressg. Duration That the Equipment will be on site

5) Anna-Retha du Toit to control collection date, equipment collection, PO extensions and newPO if required.6) A New PO is needed if equipment is moved to another site.7) Equipment that are on hire longer that the PO request needs a new PO to be Requested.

Bullet Hire

1) Confirm date with Shaun [email protected]) Request PO if Protrench / FNI issue3) PO request must contain

a. Site Number / Name / NET number.b. Delivery datec. Collection dated.

Equipment requested

e. Responsible person with phone number
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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f. Delivery addressg. Duration That the Equipment will be on siteh. Size of Bullet 75/130i. Is it a Road or Driveway

j. Distance of Bullet4) If the request from your subcontractor the subcontractor will supply the PO5) The Bullet will only be send if a PO is in Place

DIT Test

1) Confirm date with Shaun [email protected]) Request PO if Protrench / FNI issue3) If the request from your subcontractor the subcontractor will supply the PO4) The DIT Team will only be send if a PO is in Place5) Duct Configuration6) Distance to be Tested

Site Build

The following is a to do list and questions that you should ask while building your site. Ifthese are

followed your site will be a success.

Make sure you have the following Site Information

1) Site Name2) Purchase order3) Date4) Client5) Clients manager6) Contractor7) Site foreman8) Start Date9) Pre FAC Date10)Duct Integrity Test (DIT) date11)Completion Date12)Date of handover on site with client13)Date snags rectified and handed over to client
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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Section 1: Pre works

1. Make Sure of the positions of the HHs in relation to the drawings.2. Make sure all of the service providers in the wayleave have been on a site visit to identify /

verify their services.

3. Mark out your route.4. Mark HH position.5. Mark existing services.6. Note and photograph any damages prior to commencing works

Insert enough Pictures to verify the entire route7. Verified the condition of the site during the walk through and prior to commencing work8. Is there a copy of the Site file on site?9. Confirm all site personnel have been inducted by the H&S consultant.10.Confirm PPE have been issued to all site personnel.11.Confirm sufficient signage, barricading and cones on site to accommodate the length of

excavations.

Section 2: Site Works

1) Pilot Holesa) Excavate Pilot holesb) Distance between intervals: .meters Insert Picturesc) Is the route clear of services or obstructions? Insert Pictures

1. If NO has the GM been informed and a re-route been agreed to in writing?2. Has the re-routing been shown on the construction drawings and signed off by the GM?

2) Existing surfacing:a) Soil / sand Insert Pictures

b) Wild grass Insert Pictures

Grass / Plants - Has grass been stored for replanting?


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Insert Picturesc) Paving bricks Has bricks been cleaned and stock piled for reuse?

1. Interlocking cement2. Bevel Bond cement3. Clay Insert Pictures

d) Asphalt Insert Pictures

e) Flag stones Insert Pictures

f) Ceramic / granite tiles (NB: Before lifting tiles, the client must be informed of possibleadditional costs of replacement)

Insert Pictures

3) Excavationsa) Have trenches been excavated to the required depth?

Insert Pictures Insert Pictures Insert Pictures Insert Pictures Insert Pictures Insert Pictures

b) If NO why and where is there a deviation from plan?1. Insert Pictures2. Insert Pictures3. Insert Pictures4. Insert Pictures


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c) Has the deviation from plan been amended on the construction drawings and signed by theclient / engineer?

d) Has any hard rock been encountered? - Insert Picturese) Has an excavator been used on site? Y/N - Insert Pictures

1. Has a quotation been submitted for the use of an excavator? Y/N2. Has a separate PO been issued for use of an excavator? Y/N

4) Bedding / Padding / Blanketa) Has bedding sand been placed around the duct?

1. Bedding sand type ...2. Bedding thickness ...mm - Insert Pictures3. Blanket thickness mm - Insert Pictures

5) Ducta) The following duct configuration has been used - Insert Pictures

6) Service warning tapea) Has warning tape been placed in the trench?b) At what depth has tape been placed? .mm - Insert Pictures

7) Backfill of trencha) Thickness of layer works? ..mm - Insert Picturesb) Method of compaction? .............................................................. - Insert Picturesc) Number of average passes to achieve compaction. passes.d) Has compaction been tested?

8) Reinstate final surfacea) Soil / sand

1. Has the site been left in a similar or better condition than was found? Insert Pictures

b) Wild grass


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1. Will natural growth take place? Insert Pictures

c) Grass / Plants1. Has plants and grass from storage been replanted and watered?2. What percentage of Grass / Plants survived storage? .% Insert Pictures

d) Paving bricks1. Interlocking cement2. Bevel Bond cement3. Clay

(1) Has min 25mm bedding sand been placed as a base?(2) Has the old bricks been laid together?(3) Do new bricks match the type and colour of the existing?(4) Has all cutting been done with a splitter or grinder?(5) Has all broken bricks been removed after compaction?(6) Has the grouting filled all spaces between bricks?

Insert Picturese) Asphalt

1. What asphalt product has been used Hot / Cold2. Name of product? ..

(1) If a HOT product is used:(a) Is the dispatch notes attached?(b) Has the temperature of each batch been recorded during placement (every

20min)?

(c) Is the temperature records attached?3. What thickness is the asphalt mat? . mm - Insert Pictures4. Has the tack coat been evenly applied to backfill, side walls, and existing asphalt? - Insert

Pictures


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5. Has a joint seal been applied to new/old asphalt joint? - Insert Pictures6. Has the asphalt been tested for density?

(1) If YES by whom? ....(2) Date of test? ..(3) Test results? ..

Insert Picturesf) Flag stones

(1) Has min 25mm bedding sand been placed as a base?(2) Has the old flag stones been laid together?(3) Do new flagstones match the type and colour of the existing?(4) Has all cutting been done with a grinder?(5) Has all broken flag stones been removed before grouting?(6) Has the grouting filled all spaces between bricks?(7) Grout mix that has been used:

(a) Sand type: ..(b) Cement ratio: .

Insert Picturesg) Ceramic / granite tiles

1. Has a screed been laid?2. Thickness of screed? ..mm3. Do new tiles match the type and colour of the existing?4. Has all cutting been done with a grinder or tile cutter?5. Has all broken tiles been removed before grouting?6. Has the grouting filled all spaces between tiles?7. Grout mix that has been used: Insert Pictures

9) Rehabilitation of site


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a) Has all spoil and rubble been removed from site?b) Has all kerb inlets along the route been cleared of soils and rubble?c) Has all vegetation been replaced where possible?d) Has the route been broomed and/or washed down?e) Has all road markings been repainted where excavation has taken place?

Entry Spec

See Attached

DFA Spec

See Attached

HOD

A completed HOD is a HOD that complies with ALL of the points below and is saved on the server.

SSR Details must be factual & as Complete as possible

Google Must be 100% Factual distances signed off with Sub.

Topo Must be 100% Factual distances signed off with Sub.

BTS PIC Must be after installation is 100%

BTS Layout

Must be a 100% Factual replica showing all containers,

gates, etc. on site.

Must show installed service (i.e. Galv. Conduit, Cable

Tray, etc.)

Line Diagram Must Have A Spur Total and Entry Total text block

Construction Drawing Must have photo of each HH

Must have photo of Installed Galv. Conduit & / Cable

Tray

Must have photo of container Entry

Must have photos of where the trench runs (site must

look good!)

Buildings must be in 3D

Create second Construction drawing without distances if

need be for more space.

Route Status

Photo must show Vodacom & DFA HH (if DFA HH

installed)

Photo must show Vodacom & Route status (if DFA HH

not installed)

CAC/FAC/LLAC

Civil Acceptance Certificate

Must be completed 100%, Signed and scanned

individually. No empty blocks, use N/A.

Must have separate Entry FAC & Spur FAC

Final Acceptance Certificate



Landlord Acceptance Certificate



Contractors Doc Tick Sheet



DCP

Must be done every 50 meters

Must be 100% factual & completed, Signed.


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DIT

Must be 100% factual & completed , Signed.

OTDR

Must be check for accuracy. (VB only)

Pre Photo

Every meter of the site must be visible on the collection

of photo's

Extra photo's must be taken of possible obstacles, road

crossings, drive ways, etc.

Post Photo

Every meter of the site must be visible on the collection

of photo's

Extra photo's must be taken of obstacles, road crossings,

drive ways, etc.

Min 3 photos of each HH from outside

Min 5 photos of each HH from inside

Sista Foam

Frame Alan caps

Joint / End Caps

Drainage Pit

Over All inside (from top)

Photos of the Container Entry

Photos of the whole BTS site, especially installed services

Roll-out Photo

Barricading

Trench Depth

Backfilling layers

Sifting taking place

Compacting taking place with Proper PPE, Whackers &

Water

Duct layed in Trench

Warning Tape Layed in Trench

Trench Line

All Inspection Pits

All Drill pits & During drill

All HH Pits just before HH placement

Anything out of the ordinary

PO

Copy from server

Way leave

Signed by Way leave owners. Scan whole doc in

Quote.

Copy original quote and "save as" (full original doc

name)_Final-BOM. At the end.

This must be completed on final, signed actuals!

Drill Register

Drill register must be placed in "Quote" folder with

scanned Drill reports for each Drill / Bullet


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Pre FAC

3. Pre FAC is to be booked with the SHEQ department a minimum of 48hrs before the finalCAC.

4. During the Pre FAC the SHEQ officer will measure the site with the SM and actuals will beforwarded to the office.

5. A Snag List will be compiled of all faults on your site. Please note if snags are found you havefailed to build the site correctly. Note that the site must be in a state of readiness for final

CAC when the Pre FAC is done.

6. The DIT and DCP tests will be completed in the presence of the SHEQ Officer who will signoff that it passed.

7. Photos of the DIT and DCP test will be handed in as proof that they passed.FAC / CAC

Attention: VOF/VCW Reference:

Region: Lattitude:

Site Name: Longitude:

Yes No

I/we hereby as the Supplier Acknowledge that the Above Checklist is True and Accurate and undertake full responsibility for of All DIT/DCP test performed and will be

liable to replace or repair any c ivil diffic ulties that might arise from other contractors installi ng (Floating/Splicing) of infrastructure enhancement or any other migrationwithin time period of 1 year in access of build as stipulated in my Supplier Contractual Agreement between I/we & Vodacom.

Contractor: Contractor Name Regional Tx Specialist: PM Rep:

Name: Name: Name: Craig/Johan

Date: Date: Date:

Signature: Sign here Signature: Signature:

As-Build Planning(Visi o drawing and Map Info/AutoCAD)

Civil Acceptance Certificate

Final Acceptance Certificate

Density Compaction Penetration

Duct Integrity Test

BTS Documentation Tick

SheetDocumentation Description

Co-

ordinates

Contractors/Supplier Documentation Tick Sheet

Inspector Comments

Note:

Order/Civil Works Order

Purchase Order

Quote

Way-Leave Pack

site plan

RFQ

Tax Invoice

ATP


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Contractor Evaluation

FNI Contractor Site Evaluation FormContractor:

Evaluator:

Site:

Date: Points

allocated

Description of evaluation 1 to 10

1 Site File Audit on Kick of (Site File Audit Sheet) 0

2 Condition and availability of all PPE and Equipment 0

3 Adherence to all Client and Way leave Spec 0

4 Standard of workmanship 0

5 Professionalism on site 06 Adherence to OHSA 0

7 Accuracy and neatness of H&S file 0

8 Efficiency (accuracy and speed) in carrying out instructions given by FNI and the Client 0

9 House keeping 0

10 Production rate Sub Total 0

10.1 Trenching 0

10.2 Bedding 0

10.3 Duct Installation 0

10.4 Padding and Backfilling 0

10.5 Re instatement 0

11 Quality of re instatement 0

12 Size of Snag list 0

13 Quality of HOD Pack 0

14 Final File Audit 0

Total: 0

Overall Rating: 1 to 10 0

Number of Instructions on fi le 0

Number or Non Conformances 0

Comments:

Piet does a good job in general and is always on site first and get s his team going early in the morning,

but his site fi le i s constantly on a bad state.

Action to be taken:

He has to buy a new file and have a safe place in his vehicle to store the file.


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Road Crossing / Road Cuts

No road cuts will be done without:

1. Proper cable locating proving too many services for a Horizontal Directional Drill2. Report from drill company that road is un drillable3. Inspection pits that show hard rock or boulders4. Email with proof and request for Road Cut send to Wayleave Department and General

Manager

5. Wayleave approval in righting have been received back from the relevant municipality6. Amended PO was created and issued to the subcontractor

Backfill

Soil removed will be mixed in this ratio for reinstatement:

1 x Bag Cement to 2 x Lanes backfill

Backfill will be done in:

1. 200mm intervals2. Double the normal water sprinkled for compaction (dependent on soil moisture)3. Do not over wet as asphalt cannot be placed on wet trench4. Reinstate with hot asphalt

Please note the contractor will be held responsible to fix sagging trenches

sm training manual.docx

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