The Construction Manager in the 80's |
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Page xiii
CHAPTER 3 Figure 3-1 Job Overhead Summary 3-2 Methods of Determining Profit and Overhead Markup 3-3 Estimate Probability Graph 3-4 Building Estimate Summary 3-5 Sawing Lumber Time Study 3-6 Form Make - up Time Study 3-7 Form Labor ...
CHAPTER 3 Figure 3-1 Job Overhead Summary 3-2 Methods of Determining Profit and Overhead Markup 3-3 Estimate Probability Graph 3-4 Building Estimate Summary 3-5 Sawing Lumber Time Study 3-6 Form Make - up Time Study 3-7 Form Labor ...
Page 102
Figure 3-5 shows the results for 252 operations , for cutting pieces of lumber which may be necessary for concrete forms . Figure 3-6 shows 180 operations of making up forms on the bench , with variations of speed of workmen .
Figure 3-5 shows the results for 252 operations , for cutting pieces of lumber which may be necessary for concrete forms . Figure 3-6 shows 180 operations of making up forms on the bench , with variations of speed of workmen .
Page 148
Figure 4-2 , Contractor's Supplemental Statement , is a more elaborate version of the Schedule of Position . It is supplemental in that the surety requires annual operating statements ( profit and loss statements ) and statements of ...
Figure 4-2 , Contractor's Supplemental Statement , is a more elaborate version of the Schedule of Position . It is supplemental in that the surety requires annual operating statements ( profit and loss statements ) and statements of ...
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accept accordance accounting acts actual agreed agreement allowed amount appeal applicable approval arbitration Architect assume authority become bidder bond building cash cause charged claim clause complete considered construction contract Contract Documents contractor copy cost court damages decision delay detailed determine direct drawings employees engineer equipment error estimate example Figure firm foreman furnish give Government important invoices labor less loss machine materials methods necessary needed obtain operations organization otherwise owner paid party payment payroll percent performance person plans practice profit project manager proposal purchase reasonable received records referred refuse reports responsible result schedule separate specifications standard subcontractor submitted superintendent tion trade union unit unless usually workers written