Turnover to the owner

Are the quality records necessary for contractual construction completion and turnover to the owner clearly defined ... 

If the representatives of the owner have been in sufficient strength as observers on the site during the completion of the construction phase as outlined in Section 11.4 above, and are thus familiar with the detail of the proceedings, the turnover operation should be straight forward. The procedures for construction completion and turnover to the owner are shown as a flowchart in Figure 11.6. 

The reaction of the reader might well be that the above proposed model procedures for construction completion and turnover to the owner, particularly those based on fimctional systems, are complicated, but whatever the approach, managing completion and turnover is never simple. Fiowever, these procedures can work well provided that ... 

Chapter 11 is concerned with the formal completion of construction, leading on to the watershed milestone of turnover to the owner. The various stages are defined with model procedures and forms to complete and document the transfer. 

At the conclusion of Phase IV, the facility wiU be handed over to the owner/operator through the use of Turnover Packages, as described later. This activity is sometimes referred to as Transfer of Care, Custody, and Control (TCCC). This is a very important time in the project because control of the facility now resides with the operator, not the contractor. This means that the operator s safety systems now become operative. Therefore, if the contractor wishes to change anything he or she has to work through the operator s Management of Change process. 

Establish a materiel management procedure (Chapter 7). Define construction completion and turnover, and possible technical assistance to the owner beyond turnover (Chapter 11). 

The EPCM contractor should now be in a position to turnover the whole plant to the owner according to the following procedure ... 

Clearly identified process attributes provide organizations more than tribal knowledge to pass onto the next process owner.They provide clear structure, process, and other attributes critical to the ongoing success of the enterprise. The organization becomes reliant on their system and processes not people s personal knowledge, which can be lost with staff turnover. 

Traditionally, chemicals are sold to a customer, who becomes the owner of the substances and therefore responsible for its use and disposal. Their suppliers have a clear economic interest in increasing the amount of chemicals sold, which is usually related to a negative release to the environment. Compared to this approach, the concept of ChL is much more service-oriented. In this business model the customer pays for the benefits obtained from the chemical, not for the substance itself Consequently, the economic success of the supplier is no longer linked with product turnover. Chemical consumption becomes a cost rather than a revenue factor for the chemicals supplier. The supplier will thus try to optimize the use of the chemical and improve the conditions for recycling to reduce the amount consumed, which again reduces the environmental pollution. 

To try to reduce turnover, many motor carriers have a procedure in place that requires a driver, when giving notice, to talk to an owner or an operations, safety, or human resources manager. Many times this person will try to talk the driver out of quitting by offering to address the driver s problems. This is a good practice, but it is not an actual exit interview. It is a retention effort. Exit interviews come into play when there is no hope of retaining the driver. 

Definitions of small business vary but often refer to number of employees, ie. normally <20 employees, or in manufacturing <100 employees, often exclude agricultural businesses, often refer to limited turnover, ie. < 5M or < 10M. The Australian Bureau of Statistics also defines as small business a company independently owned and operated, but closely controlled by the owner/manager, who also contributes most of the operating capital and makes all the important decisions in the business (ABS, 1996). 

For the owner time was pressing, so it was decided to simplify the project structure. In the first place the owner brought in one of its own engineers to head up the operation. He already possessed the experience of several plant construction completions and turnovers, had developed a procedure and came armed with computer software to track the operation. An integrated team was formed, comprising staff from the owner and the EPCM contractor. The contracts with the construction contractors for the mechanical, piping, electrical and control and instrumentation disciplines were closed out as such, and instead these firms made available teams of pipe fitters, welders, electricians, etc., to be integrated into the owner-EPCM contractor team. Their services would be paid for on the basis of time spent at houriy rates. 

The owner achieved his objective of a rapid turnover of the whole plant, which led on to successful commissioning and start-up, but it is still worth noting the real and potential difficulties cited above. 

Refs. [22, 31, 34, 35]). In contrast to this, the high-spin NFe 4 center can reach very large turnover frequencies when it is working as binary site in combination with a protimatable nitrogen atom (NFe T l4. .. NH ), with TOF(0.8 V) = 11 electron site s [31, 39] (Adapted from Fig. 2 of [31] with permission of the PCCP owner societies)... 

Thus the extension/modification of an existing plant calls for meticulous attention to detail in pre-planning, in execution and in completion. Written procedures for all phases must be prepared well in advance and accepted by those concerned. The necessary staff, in particular in the engineering disciplines, must be available on site for monitoring and control. The respective responsibilities of EPCM contractor and owner have to be defined especially for construction completion, turnover and commissioning. Finally the project organization... 

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