外文翻译---施工质量控制、安全和成本控制(编辑修改稿)

外文翻译---施工质量控制、安全和成本控制(编辑修改稿)内容摘要：

most important safety related measures are to insure vigilance and cooperation on the part of managers, inspectors and workers. Vigilance involves considering the risks of different working practices. In also involves maintaining temporary physical safeguards such as barricaders, braces, guiltiness, railings, toe boards and the like. Sets of standard practices are also important, such as: • requiring hard hats on site. • requiring eye protection on site. • requiring hearing protection near loud equipment. • insuring safety shoes for workers. • providing firstaid supplies and trained personnel on site. While eliminating accidents and work related illnesses is a worthwhile goal, it will never be attained. Construction has a number of characteristics making it inherently hazardous. Large forces are involved in many operations. The jobsite is continually changing as construction proceeds. Workers do not have fixed worksites and must move around a structure under construction. The tenure of a worker on a site is short, so the worker‟s familiarity and the employeremployees relationship are less settled than in manufacturing settings. Despite these peculiarities and as a result of exactly these special problems, improving worksite safety is a very important project management concern. A cost control procedure for construction works Introduction The construction industry, unlike many manufacturing situations, is concerned mostly with oneoff projects. This naturally creates difficulties for effective management control, because each new contract is often characterized by the following features: • A fresh management team • Labor is transient and recruited on an ad hoc basis •Sites are dispersed through the county, which tends to cause problems in effective munications with other parts of the pany • Subcontractors and „lump‟ labor are mon • Added to all this are the everchanging weather conditions Nevertheless, irrespective of the scale of operation from small subcontractor to the multifaceted project, production costs need to be monitored and controlled if the anticipated level of profit is to be received. Fundamentals To control costs is an obvious objective of most managers, but it should be reconciled that no amount of paperwork achieves this control. Ultimately the decision of the manager that something should be done differently, and the translation of that decision into practice, are the actions that achieve control. The paperwork can provide guidance on what control actions should be taken and, while we shall continue to call it „the cost control system‟. It should more properly be called „the cost information system‟. The elements of any control system are: • Observation • Comparison of observation with some desired standard • Corrective action to take if necessary The domestic thermostat is a good example of a controller. This instrument measures temperature, pares it with the desired range, and then switches the temperature heating system „on‟ or „off‟ depending on how the current temperature pares with the desired range. A cost control system should enable a manager to observe current cost levels, pare them with a standard plan or norm, and institute corrective action to keep cost within acceptable bounds. The system should help to identify where corrective action is necessary and provide pointers as to what that action should be. Unlike the humble thermostat, most cost control systems have an inordinately long response time. Even the best current system provides information on what was happening last week or last month. As the work is typically part of a oneoff project it is quite likely that the information is only partly relevant to the work going on now. So the scope for corrective action is limited. For example, the system might indicate on 1 May that the fromwork operation in March cost too much. If fromwork operations are still continuing the manager will give this work particular attention, but if formwork is plete nothing can be done to correct the situation. In the conventional systems described below two fundamental points are important. First, all costs must be allocated, even if this is on a very „coarse grained‟ coding arrangement. If only the major items are monitored you can be sure that the wasted time will be booked against the items which are not being monitored. Thus the manager will be deluded by the reports on the „important items‟ into thinking the whole site is satisfactory。 in fact it might be incurring disastrous hidden losses. Second, there must always be a standard against which to pare recorded costs. In simple projects this might be the bill of quantities。 generally, however, a properly prepared and appropriately updated contract budget forms a better basis. Systems in Current Use The following systems and variants of them are in use in the construction industry. The selection of a system depends in part on the size and plexity of the contract, but more on the attitude and level of sophistication of top management. By overall profit or loss The contractor waits until the contract is plete and then pares the sums of money that have been paid with the monies incurred in purchasing materials, payments for labor, subcontractors, pl。